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etes-secrecy-post · 6 months ago

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Hi, before I explain my post, I want to say something important.

• What you see my blog has become a major overhaul. And despite the changes, I decided that my 2nd account will be now my artwork blog with a secret twist.

⚠️NEW RULE! (W/ BIGGER TEXT!)⚠️

⚠️ SO PLEASE DO NOT SHARE MY 2nd ACCOUNT TO EVERYONE! THIS SECRECY BLOG OF MINE IS FOR CLOSES FRIENDS ONLY!⚠️

• AND FOR MY CLOSES FRIENDS, DON’T REBLOG IT. INSTEAD, JUST COPY MY LINK AND PASTE IT ON YOUR TUMBLR POST! JUST BE SURE THE IMAGE WILL BE REMOVED AND THE ONLY LEFT WAS THE TEXT.

⚠️ SHARING LINKS, LIKE POSTS, REBLOG POSTS, STEALING MY SNAPSHOT PHOTOS/RECORDED VIDEOS/ARTWORKS (a.k.a. ART THIEVES) OR PLAGIARIZING FROM UNKNOWN TUMBLR STRANGERS WILL IMMEDIATELY BE BLOCKED, RIGHT AWAY!⚠️

😡 WHATEVER YOU DO, DO NOT EVER LIKED & REBLOG MY SECRET POST! THIS IS FOR MY SECRET FRIENDS ONLY, NOT YOU! 😡

Okay? Capiche? Make sense? Good, now back to the post…↓

#OnThisDay: Jul 5th, 2010

Title: Unicorn Pocoyo & Sinanju Kirby

Unlike my previous artwork from the same date, (II - Cuteness Leader) Pocoyo keeping his armored "RX-0 Unicorn", one of the most impressive and most powerful "Cuteness Mecha Armor" based on the actual "RX-0 Unicorn Gundam". (III - Cuteness Leader) Kirby and his temporary armored "Sinanju", on the other hand, wasn't gonna keep it. Although, it looks fitting, don't you think? 🤖🙂😊

Previous: • Wing Zero Pocoyo & Epyon Kirby (Jul 5th, 2010)

Unicorn Pocoyo Based on: RX-0 Unicorn Gundam [CLICK ME!]

Armament(s):

• 60mm Vulcan Gun (optional) A basic armament found on many Federation "CMA" suits. While essentially ineffectual against "CMA" armor, they are useful in intercepting incoming missiles/rockets, destroying sensors, and engaging lightly-armored vehicles.

• Beam Saber The beam saber is a small device held in the "CMA"'s hands when operated and is powered by a rechargeable energy capacitor. It emits a blade of plasma contained by an I-Field and can cut through most armor not treated with anti-beam coating. The armored "Unicorn" is equipped with four beam saber, two on the forearms and two in the backpack. In Unicorn mode, the MS only has access to the two forearm-mounted beam sabers. In Destroy Mode, the other two beam sabers flip out from the backpack, allowing access to all four sabers.

• Beam Tonfa Besides being used as a handheld weapon, the forearm-mounted beam sabers can flip over and be used directly. In this form, they are known as beam tonfas. However, the beam tonfas are only usable in Destroy Mode.

• Beam Magnum A handheld firearm equipped with an energy condenser, it is common to the RX-0 series mobile suits. The power output of a single shot is the equivalent of 4 regular beam rifle shots at the expense of an entire E-pack. As such, a single shot is sufficient to destroy an armor-class machine, and even stray particles from the fired shot have sufficient power to destroy a "CMA" suit, meaning a direct hit is not always required.

• Hyper Bazooka A 280mm large-caliber recoilless rocket launcher system. This hyper bazooka model is exclusive to the armored "Unicorn", but it conforms to the standard specifications of the Federation Forces. The hyper bazooka can fire various types of rounds, such as regular rounds and scattershot-type rounds, with the scattershot type being the default. When not in use, it is stored on the backpack, with its barrel retracted. The barrel is also equipped with a rail mount for attaching optional armament, such as grenade launcher or missile launcher, enabling it to function as a weapon platform. Like the beam magnum's E-pack, up to two spare magazines for hyper bazooka can be stored on the rear skirt armor, but this is at the expense of the E-pack.

• Shield A forearm-mounted physical shield common to the RX-0 series mobile suits. An I-Field generator is built into the center, enhancing the shield's defensive power. The I-Field can block beam attacks from beam sabers to battleship-class beam fire. The shield also has four psycho-frame panels to enhance its toughness and to increase the amount of psycho-frame carried by the "CMA" suit. When in Destroy Mode, the upper and lower sections of the shield slide apart, revealing the I-Field generator for use, and the psycho-frame panels are also deployed in an X-shape around this generator. In Unicorn Mode, the I-Field barrier can be deployed by having the shield slide apart momentarily. As the properties of the psycho-frame allow for direct manipulation of an object by a Newtype, armored "Unicorn" is able to use its shields as beam deflecting funnels despite them lacking any thrusters.

• Beam Gatling Gun This armament was originally developed for the NZ-666 Kshatriya, but since it uses the same standards as Anaheim's, it can also be used by the armored "Unicorn". It is based on the armored Jagd Doga's Mega Gatling Gun, and can fire a series of beam bullets at high speed. The Beam Gatling Guns can attached to the back of its shield.

• Beam Rifle (ReZEL's) The same firearm used by the RGZ-95 ReZEL, it has a long duration, high output shooting mode that is known among the Federation’s armored crew as the ‘Guillotine burst’. Furthermore, the beam rifle's muzzle can generate a beam blade, allowing the rifle to function as a long beam saber.

• Beam Rifle (Jesta's) The same firearm used by the RGM-96X Jesta, it has excellent rate of fire and is longer than the usual beam rifle due to the installation of the acceleration/deflection device. Besides the normal firing mode, it also has a beam machine gun-like rapid fire mode. Accuracy can be improved by holding the rifle in a two-handed manner via the main and fore grip.

• Beam Machine Gun The same firearm used by the armored AMS-129 Geara Zulu, it rapid fires pellet-shaped beams and its firing and focusing rates are consistent with the standards at the time. By adjusting the irradiation time, the weapon can also function as a beam rifle.

• Armed Armor DE A weapon introduced in Bande Dessinee. It is the normal shield used by the armored "Unicorn" with additional parts containing a propulsion system and a mega cannon. It is similar to Shield Boosters used in the Gryps Conflict, and can be used as a makeshift melee weapon with significant reach. The Unicorn can achieve speeds comparable to a Base Jabber by mounting the Armed Armor DE to its backpack.

Special Equipment / Feature(s):

• La+ Program • Intention Automatic System • NT-D System • Destroy Unchained • Awaken Destroyer Mode • Luminous Crystal Body

*Click the link above to see more info about his armor that was based on*

Sinanju KirbyBased on: MSN-06S Sinanju [CLICK ME!]

Armament(s):

• 60mm Vulcan Gun Mounted on the head, the pair of Vulcan guns are not very powerful and typically unable to penetrate "CMA" suit's armor, but they are useful in intercepting missiles/rockets, destroying "CMA" suit sensors, and engaging lightly-armored targets such as tanks and small aircraft. This armament was kept on the Sinanju during the refit by The Sleeves.

• Beam Saber Stored within each forearm, the beam sabers can be handheld or be deployed directly as the storage cover is lifted.

• Beam Rifle The standard ranged weapon of the Sinanju, its output is higher than other standard beam rifle and has its own energy condenser. When fitted with the optional long-range sensor, it can be used for sniping. The rifle can be equipped with either a grenade launcher or rocket bazooka on the underside. It can be stored on the rear skirt armor when not in use.

• Shield A custom long shield that is used for defense. It can store the Beam Axes and either the Grenade Launcher or the Rocket Bazooka. It can also be used as a makeshift melee weapon, It can either be attached to the forearms or to the shoulder armor.

○ Beam Axe The pair of beam axes have high output, and their beam blades can change shape via varying their output, turning them into beam sword-axes. When the two beam sword-axes are combined at the grip, they form a beam naginata. The beam axes can be used when stored on the shield as they are attached to movable mounts, allowing them to flip forward when required.

○ Grenade Launcher Can be mounted on the underside of either the beam rifle or the shield.

• Rocket Bazooka An alternative handheld armament for the Sinanju, it has an extendable barrel and its magazine carries five rounds. The Rocket Bazooka can be fired while the barrel is compacted, but the projectile's muzzle velocity is decreased. It can be mounted on the underside of the shield or the beam rifle and used that way.

Special Equipment / Feature(s):

• External Propellant Tanks An external tank used for propellant storage. The extra propellant greatly extends a "CMA" suit's operating range, and enables it to stay in combat longer. When the propellant is consumed, the tank can be discarded to reduce the mobile suit's weight. These tanks use a two-layered construction, with one layer containing propellant, and the other holding extra coolant.

• Intention Automatic System This system is a development of the bio-sensor technology used in the armored MSZ-006 Zeta. It allows the member's thoughts to be directly reflected in the "CMA" suit's movements without the need to manually move the mobile suit, enabling a reaction speed and operational precision that far surpasses manual maneuverability.

• NZ-999 Neo Zeong

Pocoyo - POCOYO © Zinkia Entertainment Kirby - Kirby series © Nintendo, HAL Laboratory Armors (Mobile Suit Gundam UC / RE:0096) - Gundam series © Bandai Namco Filmworks, Inc. (SUNRISE), Sotsu

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chandrandeepesh72 · 7 months ago

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Soft Skill Trainer: Essential Soft Skills Every Trainer Should Possess

Types of corporate training –

The 2 main types of training in corporations are technical and non-technical.

In technical, one can have technical skills development, cyber security, office tools training, etc.

In non-technical, one can have related to diversity and inclusion, mental and physical health, sales, leadership, change management, etc.

A soft skills trainer hence is many times in demand for many corporate training for many non-technical training. Whereas a technical trainer is very niche specific and technical skillset specific, is also in demand.

Skills every trainer must possess –

One important skill is soft skills itself. He might be a PhD in leadership management, but if he cannot engage his workshop attendees for even 1 hour in a row, then he won’t prosper as a trainer.

The lesser known facts about soft skills is the ability to entertain and engage. The soft skill trainer has to be an entertaining storyteller

Another important trait is that every soft skill trainer needs to be a really good sales guy. He needs to sell to the corporates his workshops and he needs to be a master in negotiating his remuneration fees. One should not be underselling their services

Last but not the least, the biggest skill a soft skill trainer or any trainer needs is resilience.

Most trainers are freelancers or have their company. They are responsible for their own salary. Hence there might be lull times where there will be zero incoming money. This will lead to desperation and frustration. One needs to be resilient enough to ride over this tough wave.

Methods to get better in soft skills

To get better at soft skills is a very long process. The unfortunate part of learning soft skills is that you can only get better at it, when you practise it very well and practise it for a very long time.

Every person is comfortable with their own respective method, which works for them.

Here is the list:

Practicing under a mentor – This can be coach or senior friend who will guide you and tell you where you are going wrong on continuous basis

Be part of a peer group – While there are various mediums to learn any skill, it will only flourish when you practise it with like-minded fellow members. The key is to be consistent in practising your skill and with like-minded people pursuing the same goal, gives the right motivation

Self-learning – If you are all by yourself in learning a skill, the key is to apply the learnt skill, measure its progress, understand what went wrong and then rework while improving on the mistakes. And the cycle continues on and on.

In conclusion, every kind of trainer in the industry needs to be equipped with soft skills.

To Know More: https://deepeshchandran.com/soft-skill-trainer-essential-soft-skills-every-trainer-should-possess/

#soft skills trainer

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marketingprofitmedia · 10 months ago

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Ecco Review – AI Create & Sell Unlimited Audiobooks & Podcast Making Us $386.34 Daily

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prorevenge · 6 years ago

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But I Don’t Even Have a Contract!

When I was 16, I had a stint as a small-time social media star on Twitter — not because I’m particularly interesting or anything, but for two reasons: a) I got on Twitter really early in 2007 when it was way easier to get followers and engagement due to the site being less noisy and more ‘stupid’ in terms of algorithms and b) I stood out from a lot of other minor Twitter stars because I didn’t let it get to my head; while a lot of them were egotistical and haughty, I followed everyone back, turned ‘haters’ into friends instead of retaliating, etc.

Through this fleeting fame, my former boss found me. He said he was setting up a regional media studio to help small- and medium-sized local businesses with their social media marketing, and he planned to eventually franchise the business into other cities. He hired me on the basis of my large social following (81,000 followers at the time). Obviously, having a large social following doesn’t automatically mean you know how to market businesses on social media, but I adapted and studiously researched how to do my job properly.

My boss didn’t come from a creative background or a marketing role — he came from a property background, and was just sort of winging it in finding an alternative source of income after the housing crash. Being as young as I was at the time, I didn’t really think about any of this stuff. The outcome was that I never received any training, had no real guidance in what I was doing, and was generally left to my own devices. Younger me thought it was great! I saw it as ‘freedom’, but looking back, I realize it was far too much freedom.

The side effects of this disparity between my social media skills and his inability to communicate creative ideas manifested themselves as people trying to cut past the business and come straight to me, asking me directly as an individual whether I’d do work for them rather than give my boss the money. I was respectful (or naïve) enough to open up to my boss about this, and that’s when things started getting a little bit manipulative. He told me I could go my own way or remain part of a business that’d soon be growing across the country.

Fair enough, I thought. So I stayed, and one year in (I was 17/18 at this time) I realized that managing brands via social media had naturally morphed me into something of a graphic designer. A lot of my time was spent creating eye-catching visuals in Photoshop, Illustrator, InDesign etc. and so I suggested to my boss that we expand our media offering to include logo, graphic, and print design, and visual branding consultancy. Again, I received no training — I worked all day and self-studied late into the night.

This pattern snowballed over the years. By the time I was 21, I was a social media manager, visual branding designer, copywriter, photographer, video editor, and web developer — all skills I developed independently with no input or guidance from my boss. The business was still operating in just one city, and my boss had started spending less and less time in the office. I still didn’t realize this wasn’t particularly normal, until clients who came to the office to meet me constantly asked where he was.

One day, a client went as far as to say: “You’re basically running the business at this point!” It was a huge ‘glass shatter’ moment for me, and I suddenly realized that, yeah, although I wasn’t actually managing the business and its admin work etc., without me, there wouldn’t be a service or product to sell. What’s more, my wages hadn’t gone up, even though my ‘this is great, I have so much freedom!’ mind-set had motivated me to continue working on stuff related to the business when I got home.

As I was nearing 22, the owner of the building where the business’ office was located asked me if I’d help him fix his computer (it was just running really slowly because he hadn’t managed his files very well). Not really thinking of it as work, I agreed, and headed into his office after work to help him out. As luck would have it, my boss walked in to hand over that month‘s rent, so he saw me there. He looked surprised, but didn’t comment — he just gave the dude the rent and left the building.

The next day, my boss wasted no time in probing me about what I was doing. He was speaking to me like a cop would speak to a suspect, asking me how long I’d been doing work for the landlord, what kind of work I was doing, why I hadn’t folded the work into the business, etc. I explained I was just fixing up his computer, and he leapt into a lecture about how we needed to keep all work inside the business, or else we would never be able to grow into other cities.

I turned 22. I’d been there for five years, my wages hadn’t gone up, I wasn’t allowed to do any work outside of the business, I hadn’t witnessed any of the growth I’d initially been promised, my boss was only in the office 25% of the time, and I saw him uploading Instagram Stories from him lunching, working out at the gym, walking his dogs, taking day trips etc. while I was in the office managing everything. A lot of the time he didn’t even warn me he’d not be in the office. It became the norm that if he didn’t turn up, I’d be running everything for the day. Because I’d grown with the business from my youngest working age, I didn’t know any different, so all of this felt completely normal to me. And because I worked all day and all night and had no firm social life, I never got any outside perspective, until one day, on a whim, I opened up to the landlord about it. He hadn’t even realized I was the one doing all the work — he figured it was split fairly 50/50. He said the amount of work I was producing was on the same level as an agency with three or four employees.

I started managing all of the branding, social media, and website maintenance for the landlord’s business, but didn’t broadcast that news to anyone. As I was nearing the age of 23, I met my now-fiancée, a perfectly feisty woman who, as soon as I told her about my situation, passionately advised I start my own media studio. This is where I entered the ‘long breakup’ period of my job, where I got increasingly depressed at work and physically felt my productivity slow to a near-halt. My boss noticed, but never talked to me about it face-to-face. He started sending me irritated emails full of swear words demanding explanations for why I hadn’t delivered certain work by certain times and dates, while he was off sunning at the beach. It was like someone had pulled out his cork and let all the toxicity out in one torrent. My girlfriend hated him, and gently pushed me to the point where I felt like I was ready to confront him about the dead end we’d wound up in.

I asked a few of my friends about it, just to get a wider set of viewpoints on how I should go about it. They asked me things like, what does your contact say about you leaving the company and working with other businesses independently? Legal stuff, y’know. And that’s when I realized my lack of training over the past six years had also left me ignorant of the formalities of employment — I never had a contract! The real kicker was, I never had employee liability coverage either. My boss wasn’t even doing the admin stuff properly.

Obviously, that meant he also had no control over me when it came to contracts, so I literally just walked in (without my laptop — I’m now just realizing he never provided equipment either, yikes) and sat there waiting for him to arrive. Thankfully, it was one of the days he decided to turn up. He went and sat down in his chair, asked me where my laptop was and why I wasn’t working etc., and so I just straight-up told him that I was leaving the company to start my own media venture.

He laughed a patronizing laugh and simply said, “Alright, good luck then.” Part of me felt like this was normal, because he was usually quite cold like that, but another part of me knew that there should have been some sort of emotion and deeper discussion in that moment. I wanted to say, “so that’s it, then?” to try to flesh the talk out, but that really was it. He just turned to his computer and began typing away as if I wasn‘t there. So I just turned around and left, went home, and that was it.

He did WhatsApp me a message later that day (all his caring and considerate communication came through digital means — perhaps he hired someone on a zero-hour contract to inject emotion into his texts?) asking if we could meet at the pub for a proper goodbye. And we did. It was a nice gesture, but it felt very awkward and forced, as if he’d spoken to someone about it and they’d coaxed him into doing it. He shook my hand, wished me good luck (much more genuinely this time), and we parted ways.

Three months later, I’d tripled my income as a freelancer. All of those clients who’d try to come to me directly over the years — it was like a floodgate had opened, and they all came rushing to me. I hadn’t told them I’d left, but obviously, they realized it themselves when they went to the office and I was never there. I felt bad about ‘stealing’ clients away from my former boss, but what was I supposed to do? I couldn’t just abandon the people I’d been working with just because of morals. That‘d be immoral, if anything. I continued working with the landlord and even travelled with him a few times to build my solo filmmaking portfolio by documenting his brand’s work across the UK, including his talks at business seminars. We developed a very close working relationship, to the point where just my work for his company was earning me more than all the work I did for my former boss. He started sharing a few bits of gossip with me about how my old boss had begun paying rent later and later. I figure perhaps his cash flow had something to do with it, but the landlord also showed me an email my old boss had written in which he’d expressed his anger at the landlord for ‘colluding’ with me and pushing me to leave his company.

The further I distanced myself from the company, the more I realized how toxic he behaved towards everyone he came into contact with. I could never see it from the inside. Every time I checked the old company’s website, a new service had been removed, because it wasn’t something he could offer anyone anymore.

Back in November 2018, the landlord told me that he was kicking my old boss out of the office after he failed to pay rent for three months. A few weeks after that, the landlord proposed that we go into business together to create a separate media studio solely focused on the industry his business operates within. He said that we’d take the old company’s office once my former boss had moved out, and that I could also use that office for my own freelance venture, free of charge.

One year after leaving, I’ve taken 25% of my old boss’ clients, occupied his office, and quadrupled my income.

There’s a part of me that feels guilty about all of this — he’s a guy who didn’t quite know what to do after the housing market crashed and tried something out which didn’t go too well. But at the same time, I can’t feel too bad for someone who I believe took advantage of me for half a decade. If you treat someone with disrespect, you end up with very little. If you treat someone with respect, they give you a free office and offer to start a new business with you.

TL;DR: Boss never did anything properly — no training, no contracts, no insurance, very little respect, not much guidance, empty promises about business growth, etc. Everything I learned independently resulted in me quadrupling my income and taking over his office within a year of leaving his company.

(source) story by (/u/Adingding90)

#prorevenge #by /u/Adingding90 #pro revenge #revenge stories #pro revenge stories #pro #revenge #last10

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paktalesstuff-blog · 5 years ago

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Make Money Online In Pakistan Secrets Revealed

Earning money is not an easy task when you have to deliver value. Generally, traditional ways of earning have enough people to saturate them. This also brings more competition. Universal connectivity has brought new ways and horizons for adventurous souls. Now, if a person has a personal computer and an internet connection, then he can earn his living. It would not be an easy task, but it is doable. If you are here, then you must be searching for make money online in Pakistan, online earning in Pakistan, online earning websites in Pakistan, earn money online in Pakistan without investment, and online business with zero investment.

Well, this article will equip you with the knowledge to move forward towards earning online income. Here are some ways to start earning online.

Data entry

This is the simplest way of earning online. You just need typing skills. Many companies in the digital world require key punchers to assist them. Generally, these companies advertise online through freelancing websites. The pay is offered per 1000 impressions. Normal pay rate for 1000 impressions is $1 to $6. If you want to earn by data entry, then you can start from Freelancer.com, Fiverr.com, Upwork.com, and Guru.com. Fiverr and upwork are the best online earning websites in Pakistan for freelancers.

On the above-mentioned websites, you will find plenty of job postings and offers.

But keep one thing in mind, data entry jobs will provide you with minimum income in the online world.

Content writing

With the dawn of website revolution, the opportunities of content writing appeared massively. A content writer is a person who writes the material for the website. Generally, the material is in the form of articles, blog posts, infographics, product descriptions, service descriptions, e-books, homepages, sales pages, product pages, about us pages, and everything else on the website.

For availing content writing work, you can apply to the job postings on freelancing platforms or contact the websites and offer them services. But you need to have a good grasp on the English language, and you must create engaging, plagiarism-free, and unique content.

Generally, in the international market, a content of 1000 words pays around $20. Content writing is an online business without investment.

Blogging

You can earn money online in Pakistan without investment through blogging. You need to buy a domain and customize it with WordPress. Then you need to put content on the blog for people. The content can be anything that can interest people to read. When you create content on the blog, then you can apply for Google Adsense. This service displays ads on your website and pays you by per click. The revenue from the ads will make your income. For your understanding, if you have 2000 visitors on your blog daily, then your expected income will be close to $1000. Many people have their bread and butter through blogging. It is one of the best online business with zero investment.

Youtube channel

If you want to make money online in Pakistan, then youtube is the one source for online earning in Pakistan. Actually, youtube is the one credible website in online earning websites in Pakistan.

For earning, you would have to create an account on youtube and upload the videos. Then you need subscribers. After 1000 subscribers on your channel, you can monetize your channel. Youtube will display ads before your videos and pay you by views on your videos. You can create videos of any sort that can interest people. For example, you can post poetry, unique facts, or cooking videos. People have already made thousands of dollars by uploading pimple popping videos.

Youtube pays $2.5 on 1000 views, and if your videos fetch one million views in a month, then your income will be $2500 in a month.

Affiliate marketing

It is a way to make big money. Giant online retailers like Amazon and eBay have affiliate programmed, which pays a commission on every sale. For affiliate marketing, you need to set up a domain and register it with the affiliate network. Then you need to post product marketing content on your domain and a link to the product page. Whenever a person buys anything through your link, you will be paid a commission. It’s like working with a business on a commission basis.

Generally, affiliate marketing is done by producing product reviews. People search for reviews, and if your review leads to a sale, then you would have a piece of the sale.

Social media marketing

Every business needs a social media presence nowadays. And if you can handle social media accounts, then you are in business. Find a local business, and offer them your services like a social media manager. You only have to administer the social media pages of the business. If the business wants marketing, then you can promote the business through paid advertising.

Social media marketing will require knowledge of social media platforms. And if you are a beginner, then you can be an expert in a month. You can find everything related to social media marketing by googling it. It can also be called as one of the best ways of online business with zero investment.

Every company in Pakistan requires social media managers.

Last verdict

You can have multiple sources of income by working online. Data entry is the simplest way, then content writing is a little complex, but youtube channel and social media marketing are just like slicing the butter. All the above-mentioned ways will take at least a few months to give you income, but you will have income.

Make up your mind and go for earning online.

Paktales is a Platform that covers news, views, and provides unbiased analysis to its readers. It is a multi-platform website that has been initiated with a mission to function as a forum for a clear understanding of the happenings around.

Read our More News & Tips visit Here

www.paktales.com

#Pakistan Telecom News Pakistan Business News Pakistan Entertainment News Pakistan sports news Pakistan tech news

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adityarana1687-blog · 2 years ago

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Silicone Elastomers Market Is Expected To Witness Higher Demands Till 2030

The global silicone elastomers market size is expected to reach USD 11.16 billion by 2030, registering a CAGR of 8.8% over the forecast period, according to a new study by Grand View Research, Inc. Superior quality over conventional elastomers makes it ideal for industrial usage, thereby positively affecting the overall industry. End-use industries, such as construction, automotive, and electrical & electronics, are expected to witness rapid growth over the forecast period. Silicone elastomers are widely used in the medical and healthcare industries. Silicone elastomers have quickly acquired popularity in the medical and healthcare industries, from medical equipment to drug delivery systems. Favorable features, such as inertness, high permeability, ease of processing, and low toxicity contribute to this acceptability.

With a rising population, the medical sector has been under immense pressure to meet the rising healthcare demand. Moreover, the aging population in certain countries of the world, such as North America, is expected to put a burden on the medical and healthcare business throughout the projection period. Construction was a dominant application segment in 2021. It was followed by the automotive and electrical & electronics segments, which held 23.8% and 13.8% shares, respectively, in the same year. The electrical & electronics segment is expected to grow at the fastest CAGR from 2022 to 2030. The electronics end-use segment is expected to witness a significant growth rate during the forecast period. Silicone elastomer is used to enclose electronic components to increase their stability against vibration, shock, and radiation.

Thus, it helps enhance durability, thereby, boosting the overall performance of the device under extreme conditions, such as zero gravity and low-pressure areas. Factors, such as expanding population, increasing disposable income of the middle-class population, and digitalization are creating significant growth opportunities for the electronics industry. This, in turn, is expected to boost product demand over the forecast period. Key companies are constantly engaged in mergers & acquisitions, developing new products, and other techniques to enhance their market share. For instance, in November 2021, Momentive Performance Materials Inc. acquired KCC Corp.’s silicone business in the U.K. and Korea as well as the sales operations in China. This agreement will enable Momentive Performance Materials Inc. to further expand its global footprint across advanced silicones.

Request a free sample copy or view report summary: Silicone Elastomers Market Report

Silicone Elastomers Market Report Highlights

In 2021, Asia Pacific was the largest revenue-generating region due to rapidly growing economies, such as India, China, and South Korea

Moreover, leading players are shifting their manufacturing bases to Asia Pacific on account of the availability of cheap labor. This is expected to drive the regional market during the forecast period

Liquid Silicone Rubber (LSR) was the largest product segment in 2021 and is anticipated to expand further at a steady CAGR retaining the dominant position throughout the forecast period

LSR uses only additive curing with platinum and is compatible with temperatures ranging from -60°C to 250°C, owing to which, it is widely used in the production of complex and small-size elastomeric parts for automotive & medical devices

In March 2022, Shin-Etsu Chemical Co., Ltd. developed a new vulcanization type of one-component LSR under the recently introduced KCP series product line. The new product is superior in vulcanization attributes and safety

Silicone Elastomers Market Segmentation

Grand View Research has segmented the global silicone elastomers market on the basis of product, application, and region:

Silicone Elastomers Product Outlook (Volume, Kilotons; Revenue, USD Million, 2019 - 2030)

High-temperature vulcanize (HTV)

Room-temperature vulcanize (RTV)

Liquid Silicone Rubber (LSR)

Silicone Elastomers Application Outlook (Volume, Kilotons; Revenue, USD Million, 2019 - 2030)

Electrical & Electronics

Automotive & Transportation

Industrial Machinery

Consumer Goods

Construction

Others

Silicone Elastomers Regional Outlook (Volume, Kilotons; Revenue, USD Million, 2019 - 2030)

North America

U.S.

Canada

Mexico

Europe

Germany

France

U.K.

Italy

Asia Pacific

China

India

Japan

Central & South America

Brazil

Argentina

Middle East & Africa

GCC Countries

South Africa

List of Key Players in Silicone Elastomers Market

China National BlueStar (Group) Co., Ltd.

Dow Inc.

KCC Corp.

Shin-Etsu Chemical Co., Ltd.

Wacker Chemie AG

MESGO S.p.A.

Specialty Silicone Products, Inc.

Stockwell Elastomerics, Inc.

Momentive Performance Materials, Inc.

Reiss Manufacturing, Inc.

CHT Germany GmbH

About Grand View Research Grand View Research, Inc. is a U.S. based market research and consulting company, registered in the State of California and headquartered in San Francisco. The company provides syndicated research reports, customized research reports, and consulting services. To help clients make informed business decisions, we offer market intelligence studies ensuring relevant and fact-based research across a range of industries, from technology to chemicals, materials and healthcare.

#Silicone Elastomers Market Silicone Elastomers Market Analysis Silicone Elastomers Market Forecast Silicone Elastomers Market Share Silicone

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dripwala · 3 years ago

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Corporate Farming In India: Is It Boosting Agricultural Sector?

Introduction Of Corporate Or Contract Farming:

India and the agriculture sector, it is the unconditional bond that can not be separated and should not. The agricultural sector plays a vital role in Gross Domestic Product and provides bread and butter for millions of people in the country in various ways.

However, it has been observed that farmers are distancing themselves from farming due to numerous problems, less income, uncertain weather conditions, new farming rules, etc. They are looking for other opportunities. This will result in huge migration from village to cities. Also, farmers are more into making quick money by offering their lands on a contract basis. But they are not taking it seriously how it can be creating few serious issues. Is it true that Contract farming/ Corporate farming will be dangerous for many people who are related to the agriculture sector? Let’s have a look at it.

Corporate Farming Or Contract Farming:

Corporate farming is the term that describes the business of agriculture, specifically, what is seen by some as the practices of would-be mega-corporations involved in food production on a very large scale. This is a system for the production and supply of agricultural/horticultural produce under forwarding contracts between producer/supplier and buyer. Essential to this is the commitment of the producer/seller to provide an agricultural/horticultural commodity of a certain type, at a specified time, at a specific price with the required quantity and quality by a known and committed buyer.

Reasons for Corporative farming or Contract Farming:

Consolidation of small farmlands into larger landholdings.

Increase in agricultural productivity.

Introduction of value-added products.

The farmer/ producer will be required to plant the contractor’s crop on his land, harvest, and deliver a quantum of produce (based on anticipated yield) to the contractor.

Land and labor availability is farmer’s job. The contractor shall supply all required inputs for the production of the desired crop.

Corporate Farming Benefits:

Corporate farming will have the advantage of modern management, up-to-date technology combined with the experience of farmers and most importantly the availability of funds. Apart from this, marketing plus good logistics management and establishment of cold chain will ensure healthy cash flow. The availability of modern farming methods and equipment will help to control use of chemical fertilizers and pesticides which is a growing menace. Organic farming can be undertaken alongside regular farming. In addition to major advantages of corporate farming will be reaped in production and marketing, whilst the prevailing tax exemptions on agricultural Income will certainly promote excellent CASH-FLOW. The availability of funds at reasonable Internet rates and the subsequent cashflows will help to develop adequate reserves for expansion without further borrowings, and also develop a zero debt organization in a short time

Problems In Corporate Or Contract Farming:

If so many things are good about Corporate farming then why it is not on large scale in India? The actual scenario in India is a little different. Corporate farming has many benefits but after few examples, farmers are a little hesitant and worried about the corporate farming concept. The first picture about Corporate farming was like thousands of farmers will come together and work with better efficiency. Also they will be provided with the highly equipped technologies. But on ground levels, lots of dues, payment delays, quality measures changes at the end of receiving the products such problems created doubts in farmers minds. Therefore a good strategy couldn’t work well in India till now. Let’s see other reasons why the farmer is little hesitant about corporate farming.

Risk Of Monopolistic Economy:

Corporate farming encourages large companies to get involved in the food production business. This will promote monopoly or oligopoly in the markets by concentrating on production capacity and power and creating flaws in the existing system of market forces. Corporate farming is not as easy and pleasant as it seems. Although it has numerous benefits, its negative consequences have far-reaching effects in the long term. The short-sightedness of the government to reap benefits in the present can lead to economic disparity in the future. It also willingly invites intrusion from strong foreign corporates to interfere with the economic and agricultural situation of a country. In other words, there will be a focus on profit maximization neglecting sensitivity to the demands of the people. Therefore, this may mark the onset of a severe global food crisis. For instance, it can be a great way of using agribusiness with the help of Contract farming. But corporate farming should not be done for making it fully commercial purpose.

Higher Environmental Costs:

Technology always results in faster processes, it is true in food production as well. But it has created an impact on the environment with mechanization that is hard to cope up. In addition, it can be harmful to the natural and biological processes of the environment. Moreover, corporate farming may soon be a threat to the water bodies that will quickly dry up from excess irrigation, polluting of fisheries by disposal of chemical wastes, depletion of oxygen in the atmosphere, and increasing threat to all those engaged in agriculture. Also, it pollutes the soil and does not care about animal health.

Reduced Nutrition Values:

It also compromises the nutritional value of food by using high amounts of insecticides and pesticides to prevent damage to crops. They blindly use food additives, coloring agents, chemicals, and hormone injection to speed up the process of crop maturity. However, organically grown crops have higher nutritional value than genetically grown crops. After that, this has been raised as a critical point in political and economic debates.

Few examples have shown that farmer’s fear is acceptable. Lays, Amul is one of those examples. Corporate/contract farming is creating problems in few areas.

How It Should Be Done?

Corporate farming is good for two things: It brings money to corporations and makes most of the land. So for locations where food is scarce and needs massive operations to run (like Irrigation), it makes sense. Where not, it will suck the soil empty and move on – corporations need huge profits, much higher than family farming. In conclusion from our observation, the best results are where the mass of small and medium farmers join in co-op and do it together, then it can be done professionally, but still has to do with proper care.

#farmers #agriculture #irrigation #corporate farming

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orbemnews · 4 years ago

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What’s in Biden’s Tax Plan? WASHINGTON — The Biden administration unveiled a tax plan on Wednesday that would increase the corporate tax rate in the U.S. and limit the ability of American firms to avoid taxes by shifting profits overseas. Much of the plan is aimed at reversing a deep reduction in corporate taxes under President Donald J. Trump. A 2017 tax bill slashed the corporate rate to 21 percent from 35 percent and enacted a series of other provisions that the Biden administration says have encouraged firms to shift profits to lower-tax jurisdictions, like Ireland. Some of the provisions in President Biden’s plan can be enacted by the Treasury Department, but many will require the approval of Congress. Already, Republicans have panned the proposals as putting the U.S. at a disadvantage, while some moderate Democrats have indicated they may also want to see some adjustments, particularly to the proposed 28 percent corporate tax rate. Administration officials estimate the proposals will raise a total of $2.5 trillion in new tax revenue over a 15 year span. Analysts at the University of Pennsylvania’s Penn Wharton Budget Model put the estimate even higher, estimating a 10-year increase of $2.1 trillion, with about half the money coming from the plan’s various changes to the taxation of multinational corporations. Here’s are some of the main provisions included in the plan and how they’re intended to work. Raise the corporate tax rate to 28 percent The plan aims to raise the corporate tax rate to 28 percent from the current rate of 21 percent, a level that would put it more in line with global peers. Right now, the U.S. raises less corporate tax revenue as a share of economic output than almost all other advanced economies, according to the Organization for Economic Cooperation and Development. The administration sees raising the rate as a way to increase corporate tax receipts, which have plunged to match their lowest levels as a share of the economy since World War II. Ensure big firms pay at least 15 percent in taxes Many large companies pay far less than the current tax rate of 21 percent — and sometimes nothing. Tax code provisions allow firms to reduce their liability through deductions, exemptions, offshoring and other mechanisms. The Biden plan seeks to put an end to big companies incurring zero federal tax liability and paying no or negative taxes to the U.S. government. The White House wants to impose a 15 percent minimum tax on what’s known as “book income” — the profits that firms report to investors but that are not used to calculate tax liability. Such income can make a company appear very profitable, rewarding shareholders and company executives, even as the firm pays little or no tax. “Large corporations that report sky-high profits to shareholders would be required to pay at least a minimum amount of tax on such outsized returns,” the Treasury Department said. The administration would require that companies with annual income of $2 billion or more pay a minimum 15 percent on their book income. It estimated that 45 corporations would have paid such a tax if the proposal had been in place in recent years. The proposal is narrowed from the version Mr. Biden proposed in the campaign, which would have applied to companies with $100 million or more in book profits per year. Strengthen the global minimum tax The plan aims to strengthen a global minimum tax that was imposed on U.S. companies as part of the Trump administration’s 2017 tax package by raising the tax rate and eliminating some exemptions that weakened its impact. Today in Business Updated April 7, 2021, 2:31 p.m. ET The Treasury Department would double the so-called global intangible low-taxed income (or GILTI) tax to 21 percent, which would narrow the gap between what companies pay on overseas profits and what they pay on earned income in the U.S. And it would calculate the GILTI tax on a per-country basis, which would have the effect of subjecting more income earned overseas to the tax than under the current system. Punish U.S. companies that headquarter in low-tax countries A provision in the plan known as SHIELD (Stopping Harmful Inversions and Ending Low-tax Developments) is an attempt to discourage American companies from moving their headquarters abroad for tax purposes, particularly through the practice known as “inversions,” where companies from different countries merge, creating a new foreign firm. Under current law, companies with headquarters in Ireland can “strip” some of the profits earned by subsidiaries in the United States and send them back to the Ireland company as payment for things like the use of intellectual property, then deduct those payments from their American income taxes. The SHIELD plan would disallow those deductions for companies based in low-tax countries. Push for a global agreement to end profit shifting The Biden administration wants other countries to raise their corporate tax rates, too. The tax plan emphasizes that the Treasury Department will continue to push for global coordination on an international tax rate that would apply to multinational corporations regardless of where they locate their headquarters. Such a global tax could help prevent the type of “race to the bottom” that has been underway, Treasury Secretary Janet Yellen has said, referring to countries trying to outdo one another by lowering tax rates in order to attract business. Republican critics of the Biden tax plan have argued that the administration’s focus on a global minimum tax is evidence that it realizes that raising the U.S. corporate tax rate unilaterally would make American businesses less competitive around the world. Replace fossil fuel tax subsidies with clean-energy incentives The president’s plan would strip away longstanding subsidies for oil, gas and other fossil fuels and replace them with incentives for clean energy. The provisions are part of Mr. Biden’s efforts to transition the U.S. to “100 percent carbon pollution-free electricity” by 2035. The plan includes a tax incentive for long-distance transmission lines, would expand incentives for electricity storage projects and would extend other existing clean-energy tax credits. A Treasury Department report estimated that eliminating subsidies for fossil fuel companies would increase government tax receipts by over $35 billion in the coming decade. “The main impact would be on oil and gas company profits,” the report said. “Research suggests little impact on gasoline or energy prices for U.S. consumers and little impact on our energy security.” Doing away with fossil fuel subsidies has been tried before, with little success given both industry and congressional opposition. Beef up the Internal Revenue Service The Internal Revenue Service has struggled with budget cuts and slim resources for years. The Biden administration believes better funding for the tax collection agency is an investment that will more than pay for itself. The plan released on Wednesday includes proposals to bolster the I.R.S. budget so it can hire experts to pursue large corporations and ensure they are paying what they owe. The Treasury Department, which oversees the I.R.S., noted in its report that the agency’s enforcement budget has fallen by 25 percent over the last decade and that it is poorly equipped to audit complex corporate filings. The agency is also unable to afford engaging in or sustaining multiyear litigation over complex tax disputes, Treasury said. As a result of those constraints, the I.R.S. tends to focus on smaller targets while big companies and the wealthiest taxpayers are able to find ways to reduce their tax bills. Source link Orbem News #Bidens #Plan #Tax #Whats

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architectnews · 4 years ago

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THINK NATURE City of Tomorrow

THINK NATURE City of Tomorrow Competition, Debbie Flevotomou Architects Contest

THINK NATURE City of Tomorrow Competition

19 Jan 2021

THINK NATURE City of Tomorrow Competition

Debbie Flevotomou Architects

Debbie Flevotomou Architects are working on a project “THINK NATURE – St. James Mayfair – City of Tomorrow”, and is bringing together the highest calibre judges for an architectural design student competition.

The THINK NATURE – City of Tomorrow – St. James, Mayfair design competition is open to all architectural students of all levels and it aims to raise awareness for sustainability and Smart Cities. It will run for two weeks in February with winning entries announced in March. The winning entries will be taken through to the second stage of the project.

Judges include top level representatives from Grosvenor, the Mayfair Business Association, First Base Development and other sustainability experts from top UK and European organisations.

The competition is part of a larger masterplan which involves local businesses and residents’ communities and other local stakeholders and aims to work towards the Zero Carbon Emission Government target.

The site is located at the East Edge of St. James and is calling for innovative ideas showcasing how the traditional fabric can be combined with a new design and how a Smart City can be incorporated in a conservation area.

Marina Zouni, from Debbie Flevotomou Architects said: “The student competition is the first stage of this project. During the second stage we will be approaching commercial partners and the council with the aim of realising the design. The government target is upon us and unless we take action now, it will soon be too late. We aim to make this study a source of pioneering design to be used in other parts of London and other cities.”

Timing & entry requirements: The competition opens on 1 February 2021, with a deadline for questions 8 February 2021. The deadline for submissions is 22 February 2021 at noon.

The competition is open to all architectural students irrespective of level or country of origin.

Students can submit their work individually or as part of a team. There is a nominal entry fee of £20+VAT for individual entries and £40+VAT for entries of teams of two or more students.

Prizes: At the first stage of the project the winning entries will be celebrated with an exhibition in a prestigious London venue around June 2021 (subject to government guidelines). The award ceremony will be covered by local, national and international press. The top winning entry will be awarded £1,000.

Additionally, all finalists will benefit from interacting with our great panel of judges and other stakeholders, having a unique opportunity to raise their profile, gain insight and associate with the very best.

The second stage of the project aims to have the design build at some location subject to stakeholders buying in. The winner, individual or team will be involved all the way. For more information on how to take part visit: Debbie Flevotomou Architects

THINK NATURE – City of Tomorrow – St. James, Mayfair The term “city of tomorrow” no longer describes a future concept but rather a fast approaching reality. A clean air, easy access city, that is also equipped with modern technology to gather and process data with the aim to produce, utilise and disseminate information to improve its citizens lives. Technologically advanced, it is first and foremost a city, a place where people live, work and play, where businesses grow and thrive and where architecture and the environment give the city its personality and make it a desirable, vibrant and attractive place

Most “City of Tomorrow” concepts we’ve seen so far have been developed on a white canvas, some on areas of desert, others on reclaimed land, others on brownfield sites. Free from constraints that an existing city fabric would impose, white canvas cities of tomorrow are inspirational and demonstrate well “the art of the possible”. The evolution of existing cities will need a different approach, one that respects local heritage and current norms commercial, residential and civic.

This different approach, must be established promptly if our national targets for decarbonisation are to be achieved, in a way that improves and enriches life in our existing cities. Many questions need to be considered in forming an existing evolving city plan, including road usage, buildings energy consumption, generation and storage, and the infrastructure that will underpin it all. In all this, of vital importance is that the city remains or develops into a place where people love to visit, live, work and conduct their business, a vibrant place where people, information and services interact seamlessly, supported by infrastructure and elevated and nurtured by nature.

In an effort to find an approach that can be adopted by cities around the UK, we are developing a masterplan for our local area, St. James Mayfair, a good example of a locality with many and diverse constraints. As a conservation area with numerous listed building and limited space for new developments, it offers a great case study for challenging the status quo to deliver the city of tomorrow. We are inviting the wider community of residents, businesses and other stakeholders to take part in this exciting project that aims to illustrate what St James could look like in the future.

The project, which we call THINK NATURE – City of Tomorrow, initially aims to raise awareness about the pending challenges, encourage engagement, share ideas and develop concepts and proposals for viable solutions.

One of the key components of this stage is an architectural design competition where students are invited to design the main node of St. James’ Mayfair, a Pavilion, that will serve as the key point of interaction between people, infrastructure and services. This node will be the new landmark bringing the new generation biophilic parametric design into our conservation area therefore creating a dramatic fusion of traditional and novel. The pavilion will be inspired by THINK NATURE and the design concept should be of the English Rose.

The following question, answered by Debbie Flevotomou Architects, were asked by the Architect Journal and published as shown below:

• Why is a new node or connectivity pavilion in St James now the focus of an international architecture competition? (What is special about this historic site and its surrounding site that makes it the perfect candidate for a such design contest? Why is it important to receive a wide range

of design ideas from students to help generate interest in potential future uses for this prominent site?) Debbie Flevotomou Architects have selected one of St.James edges as the location of the pavilion. Like a neural network synapsis, it interacts with potential secondary nodes within St.James and provides the main point of connecting surrounding areas with St.James. This interaction between nodes is a key subject that should be developed within each competition entry, giving specific consideration to the different types of incoming and outgoing data, services, information and art (e.g. data collection points, charging stations/power ports, last mile delivery reference points, exhibits).

Designed to THINK NATURE principles, the pavilion signifies St.James evolving identity as a nature-centric, connected, smart and sustainable city of tomorrow. The pavilion’s position makes it a prominent THINK NATURE landmark that welcomes visitors and unites locals. A connection point where nature, people, information and services come together, the pavilion also represents the fusion between the established and the emerging, between St.James heritage and its future, between traditional architecture and THINK NATURE design.

Through this competition we aim to attract the widest possible range of design ideas guided by THINK NATURE principles. The reason is two-fold.

• First and foremost, Debbie Flevotomou Architects aim to promote THINK NATURE principles amongst the Architects of tomorrow. Our vision is to enthuse future talent with our passion for THINK NATURE design, to inspire the new generation of architects to follow their passion for novel, exciting design, that creates aesthetically unique structures that connect with people at all levels, and combine commercial value with caring and promoting peoples creativity, productivity and wellbeing.

• Secondly, from our long interaction with local universities where Debbie Flevotomou has been an inspiring force and influence, we know that the high calibre of Architectural students, if combined, can produce breakthrough ideas and can develop concepts that will form future Architectural thinking; we want these ideas to be shaped by THINK NATURE.

• What would you like to see in submitted concepts for this site and wider area? (What sort of facilities or aesthetics will the new node provide? What role will this competition play in setting a high bar for other projects across the wider regeneration area?) Students should first and foremost engage with “city of tomorrow” concepts and decide what elements and ideas they will incorporate in their design submission.

The pavilion should be the point where people, information and services of a nature-centric, vibrant, connected, smart and sustainable city, all come together under a THINK NATURE structure that enriches St. James, a place of strong heritage, with its novel, authentic, English rose inspired design. Strong entries will combine flexibility, innovation, replicability and scalability of design with health and wellbeing characteristics and be rich in Biophylic elements inspired by the English rose. Designing a THINK NATURE structure for a historic location will need to push boundaries and encourage new ways of thinking about places of heritage and how these will evolve in a technologically advanced future, with people’s well being (hence nature) as a focal point.

• What role do you see this competition playing in the developments of new local and international architectural talents? (What sort of architectural teams would you like to see apply? Could this be an important project in the advancement of both local and international architectural and urbanism culture? Could the completed project provide a template for others?) We want to see individuals and teams, driven by a strong passion for making a difference. Students that envisage themselves as architectural pioneers and new norm setters, and who are prepared to be daring and bold with their design work.

It’s our vision that through this competition students will be inspired by THINK NATURE, which delivers high commercial value whilst nurturing peoples’ creativity, productivity and wellbeing. On a more practical level, interacting with our great panel of judges and other stakeholders, participating students will have a unique opportunity to raise their profile, gain insight and associate with the very best. We aim to make the winning entry a prominent case study to emulate and adapt to other cities and localities.

• How do you see the outcome of this competition evolving in the future and what competitions will you hold next? (Are you planning any big future commissions or challenges that could require both a local and international response? Having organised the RIBA student award for 6 years in a row, Debbie Flevotomou has a unique understanding of the importance of recognition and profile development for the students. Building on that work we plan to run bi-annual competitions that draw architectural talent and communities to tackle aspects of world problems, and inspire them to THINK NATURE.

• Are there any other recent similar connectivity pavilion competitions, either locally or internationally, which have delivered impressive results? There undouble are several pavilion style structures that have been erected to raise awareness of world scale issues. The St.James Pavilion is unique in its brief as a point of coming together of “city of tomorrow” elements as well as an architectural design fusion point.

THINK NATURE City of Tomorrow information / images received 050121

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Comments / photos for the THINK NATURE City of Tomorrow page welcome

The post THINK NATURE City of Tomorrow appeared first on e-architect.

#e-architect

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orbemnews · 4 years ago

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nicolasmatamoros6675 · 4 years ago

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EV Traction Motor Market Projected to Witness a Double-Digit CAGR During 2019-2027

An electric vehicle traction motor utilizes electric energy from the battery of the vehicle, which is installed in an electric vehicle in order to propel it. Traction motors are capable of providing required torque for propulsion of electric vehicles.

Traction motor is a vital component of electric vehicles, thus rising demand for electric vehicles is fueling the demand for electric vehicle traction motors. Stringent emission norms and rise in demand for electric vehicles coupled with heavy incentives provided by governing bodies for electric vehicles are fueling the demand for electric vehicles. Rapid expansion of electric vehicle charging infrastructure, decrease in electric vehicle prices due to reduction in battery prices, availability ultra-fast chargers, and expected ban over fuel powered vehicles are propelling the demand for electric vehicles, which in turn is likely to propel the demand for electric vehicle traction motors.

Electric vehicles are quiet expensive for consumers across several lower per capita income countries, such as countries from Africa. Consequently, consumers do not prefer electric vehicles. This, in turn, is primarily restraining the global electric vehicle traction motor market.

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The global electric vehicle traction motor market can be segmented based on electric vehicle type, motor type, vehicle type, and region. Based on electric vehicle type, the global electric vehicle traction motor market can be classified into four segments. Battery electric vehicles, also known as zero-emission vehicles, are witnessing a surge in demand, which is attributed to government incentives leading to lower cost of battery electric vehicles, stringent emission norms implemented over fuel powered vehicles, and rising awareness among consumers about overall advantages of battery electric vehicles. Moreover, rapid expansion of electric vehicle charging infrastructure is propelling the demand for battery electric vehicles and hence, the battery electric vehicle segment is projected to lead the market during the forecast period.

In terms of motor type, the global electric vehicle traction motor market can be bifurcated into permanent magnet synchronous motors (PSM) and asynchronous motors (ASM). In terms of vehicle type, the global electric vehicle traction motor market can be classified into passenger vehicle and commercial vehicle. Several passenger vehicle manufacturers are manufacturing electric vehicles. Several manufacturers also manufacture commercial electric vehicles, such as trucks manufactured by Tesla. Rising demand for electric vehicles and expected obligations over fuel powered vehicles in the near future are likely to boost the demand for commercial vehicles. The passenger vehicle segment accounted for a major share of the market, in terms of revenue, in 2018.

In terms of region the global electric vehicle traction motor market can be segmented into five prominent regions. Asia Pacific held a major share of the global market, in terms of revenue, in 2018, which is attributed to boost the demand for electric vehicles across China and Japan. Presence of electric vehicle manufacturers coupled with electric vehicle battery manufacturers, leading to lower cost of electric vehicles, has fueled the demand for electric vehicles across China and Japan. Moreover, other countries in Asia Pacific, such as India, Pacific countries, and those in ASEAN, are rapidly expanding electric vehicle charging infrastructure, in order to increase sales. Consequently, demand for electric vehicles is projected to rise significantly during the forecast period, which in turn is likely to propel the electric vehicle traction motor market. Asia Pacific is followed by Europe and North America, in terms of share of the global market.

Key players operating in the global electric vehicle traction motor market are Zytek Group Limited, Equipmake Ltd., Hitachi Automotive Systems Americas, Inc., SERVAX, AVID Technology Limited, RETORQ Motors Ltd., Copper Rotor Induction Motor, ABB, Robert Bosch GmbH, WEG, and Magnetic Systems Technology.

This study by TMR is all-encompassing framework of the dynamics of the market. It mainly comprises critical assessment of consumers' or customers' journeys, current and emerging avenues, and strategic framework to enable CXOs take effective decisions.

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Our key underpinning is the 4-Quadrant Framework EIRS that offers detailed visualization of four elements:

Customer Experience Maps

Insights and Tools based on data-driven research

Actionable Results to meet all the business priorities

Strategic Frameworks to boost the growth journey

The study strives to evaluate the current and future growth prospects, untapped avenues, factors shaping their revenue potential, and demand and consumption patterns in the global market by breaking it into region-wise assessment.

The following regional segments are covered comprehensively:

North America

Asia Pacific

Europe

Latin America

The Middle East and Africa

The EIRS quadrant framework in the report sums up our wide spectrum of data-driven research and advisory for CXOs to help them make better decisions for their businesses and stay as leaders.

Below is a snapshot of these quadrants.

1. Customer Experience Map

The study offers an in-depth assessment of various customers’ journeys pertinent to the market and its segments. It offers various customer impressions about the products and service use. The analysis takes a closer look at their pain points and fears across various customer touchpoints. The consultation and business intelligence solutions will help interested stakeholders, including CXOs, define customer experience maps tailored to their needs. This will help them aim at boosting customer engagement with their brands.

2. Insights and Tools

The various insights in the study are based on elaborate cycles of primary and secondary research the analysts engage with during the course of research. The analysts and expert advisors at TMR adopt industry-wide, quantitative customer insights tools and market projection methodologies to arrive at results, which makes them reliable. The study not just offers estimations and projections, but also an uncluttered evaluation of these figures on the market dynamics. These insights merge data-driven research framework with qualitative consultations for business owners, CXOs, policy makers, and investors. The insights will also help their customers overcome their fears.

3. Actionable Results

The findings presented in this study by TMR are an indispensable guide for meeting all business priorities, including mission-critical ones. The results when implemented have shown tangible benefits to business stakeholders and industry entities to boost their performance. The results are tailored to fit the individual strategic framework. The study also illustrates some of the recent case studies on solving various problems by companies they faced in their consolidation journey.

4. Strategic Frameworks

The study equips businesses and anyone interested in the market to frame broad strategic frameworks. This has become more important than ever, given the current uncertainty due to COVID-19. The study deliberates on consultations to overcome various such past disruptions and foresees new ones to boost the preparedness. The frameworks help businesses plan their strategic alignments for recovery from such disruptive trends. Further, analysts at TMR helps you break down the complex scenario and bring resiliency in uncertain times.

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You May Also Like PRNewswire on https://www.prnewswire.com/news-releases/penetration-of-advanced-technologies-to-bring-a-paradigm-shift-in-growth-of-warranty-management-system-market-north-america-to-add-numerous-feathers-of-growth-opines-tmr-301110185.html

The report sheds light on various aspects and answers pertinent questions on the market. Some of the important ones are:

1. What can be the best investment choices for venturing into new product and service lines?

2. What value propositions should businesses aim at while making new research and development funding?

3. Which regulations will be most helpful for stakeholders to boost their supply chain network?

4. Which regions might see the demand maturing in certain segments in near future?

5. What are the some of the best cost optimization strategies with vendors that some well-entrenched players have gained success with?

6. Which are the key perspectives that the C-suite are leveraging to move businesses to new growth trajectory?

7. Which government regulations might challenge the status of key regional markets?

8. How will the emerging political and economic scenario affect opportunities in key growth areas?

9. What are some of the value-grab opportunities in various segments?

10. What will be the barrier to entry for new players in the market?

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margdarsanme · 4 years ago

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NCERT Class 12 Micro Economics Chapter 6 Cost

NCERT Class 12 Micro Economics Solutions

Chapter 6 Cost

NCERT TEXTBOOK QUESTIONS SOLVED : Question 1. Briefly explain the concept of the cost function.[1 Mark]

Answer: Cost function shows functional relationship between output and cost of production. It gives the least cost combination of inputs corresponding to different levels of output. Cost function is given as: C = f (X), ceteris paribus, where, C = Cost and X = Output Question 2. What are total fixed cost, total variable cost and total cost of a firm? How are they related? Or Draw TVC, TC, and TFC curves in a single diagram. [AI 2012][CBSE Sample Paper 2013][3 Marks]

Answer: (i) TC is divided into two parts TFC and TVC such that TC = TFC + TVC. (ii) TFC is the overhead cost and it remains constant or fixed whatever be the level of output. TFC curve is a horizontal line parallel to the x-axis. (iii) TVC is cost due to increased use of variable factors like raw material, labour, etc. TVC is inverse S-shaped starting from the origin due to law of variable proportion. (iv) TC is aggregate of TFC and TVC. TC curve is inverse S-shaped starting from the level of fixed cost. The reason behind it shape is the law of variable proportion.

Question 3. What are the average fixed cost, average variable cost and average cost of a firm? How are they related?[3-4 Marks]

Answer: AFC: The per unit cost incurred on fixed factors of production is known as average fixed cost.

AFC always decreases as the firm increases the level of production. AVC: It is variable cost per unit of output produced.

It is obtained by dividing the total variable cost by the quantity of output. AVC initially decreases. But after reaching the stage of minimum cost it starts increasing. AVC is U-Shaped. AC: It is cost per unit of output produced. It can be obtained by dividing the total cost by the quantity of output produced. Relationship between AFC, AVC and AC. There is a unique relationship among AC, AFC and AVC. AC is the sum of AFC and AVC, i.e., AC = AFC + AVC. Question 4. Can there be some fixed cost in the long run? If not, why? [1 Mark]

Answer: No, there are no fixed costs in the long run as all the factors become variable. Fixed cost exists only in short run. Question 5. What does the average fixed cost curve look like? Why does it look so?[3 Marks] Or How does AFC behave as output is increased? [CBSE 2009C] Or What is the behaviour of average fixed cost as output increases? [CBSE 2012]

Answer: The shape of AFC is downward sloping Rectangular hyperbola. AFC falls as output increases because

and TFC remains Output constant.

So, as output increases, TFC remains constant, but AFC falls. Question 6. What do the short run marginal cost, average variable cost and short run average cost curves look like?[1 Mark]

Answer: The Short run marginal cost, average variable cost and short run average cost curves are U-shaped because of Law of variable proportion. Question 7. Why does SMC curve cut AVC curve at the minimum point of AVC curve?[3 Marks]

Answer: (i) It happens because when AVC falls, SMC is less than AVC. (ii) When AVC starts rising, SMC is more than AVC. (iii) So, it is only when AVC is constant and at its minimum point, that SMC is equal to AVC. Therefore, SMC curve cuts AVC curve at its minimum point. Question 8. At which point does the SMC curve cut the SAC curve? Give reason in support of your answer.[3 Marks]

Answer: (i) It happens because when SAC falls, SMC is less than SAC. (ii) When SAC starts rising, SMC is more than SAC. (iii) So, it is only when SAC is constant and at its minimum point, that SMC is equal to SAC. Therefore, SMC curve cuts SAC curve at its minimum point. Question 9. Why is the short run marginal cost curve U- Shaped? [3 Marks]

Answer: Marginal cost is U-shaped because of Law of variable proportion:

(i) As we know the shape of MC depends on the shape of TVC or TC. Let us suppose TVC. (ii) Initially, TVC increases at a diminishing rate (Total Product increases at Increasing rate), which makes the gap of TVC, i.e. MC to fall. (iii) Thereafter, TVC increases at an increasing rate( Total Product increases at diminishing rate) which makes the marginal cost to rise. (iv) So, from inverse S-shape TVC curve, we derive U-shape MC curve. Question 10. What do the long run marginal cost and average cost curves look like?

Answer: Out Of Syllabus. Question 11. The following table shows the total cost schedule of a firm. What is the total fixed cost schedule of this firm? Calculate the TVC, AFC, AVC, SAC and SMC schedules of the firm.[6 Marks]

Answer: The total fixed cost will be the same at all the levels of output ranging from zero to six. For zero output, total cost is ? 10. At zero output, total variable cost will be zero. Hence, Rs. 10 represents total fixed cost at all levels of output.

Question 12. The following table gives the total cost schedule of a firm. It Is also given that the average fixed cost at 4 units of output is Rs. 5.

Find the TVC, TFC. AVC, AFC, SAC and SMC schedules of the firm for the corresponding values of output.[6 Marks]

Answer:

Question 13. A firm’s SMC schedule is shown in the following table. The total fixed cost of the firm is Rs. 100.

Find the TVC, TC, AVC and SAC schedules of the firm.[6 Marks] Answer:

MORE QUESTIONS SOLVED

I. Very Short Answer Type Questions (1 Mark) Question 1. Give the meaning of cost.Or [CBSE 2007] What is meant by cost in economics? [CBSE, Sample Paper 2010} Or What does ‘cost’ mean in economics? [CBSE 2008]

Answer: Cost of producing a good, in economics, is the sum total of explicit cost, implicit cost and certain minimum profit (normal profit). Question 2. Give two examples of fixed cost.[ CBSE 2013]

Answer: (i) Rent of the building. (ii) Salary of permanent employees. Question 3. Give two examples of variable costs.

Answer: (i) Raw materials. (ii) Labour engaged on production. Question 4. Why is average total cost greater than average variable cost?

Answer: Because AC is sum total of AFC and AVC. Question 5. What is meant by total cost?

Answer: During production the expenditure incurred on various factors of production is known as total cost. Question 6. Why are TC and TVC curves parallel to each other?

Answer: TC and TVC curves are parallel to each other because the vertical gap between them represents TFC which remains constant at all levels of output. Question 7. How does the total fixed cost change when output changes? [CBSE 2003]

Answer: Total fixed cost does not change with the change in output. Question 8. Give the meaning of marginal cost. [CBSE, Sample Paper 2010]

Answer: The cost incurred on additional unit of output is known as Marginal cost. Question 9. How is MC related to TFC?

Answer: MC is independent (not related) of TFC and is affected by change in only TVC. Question 10. How is TVC derived from MC schedule?

Answer: TVC = SMC Question 11. What does the area under marginal cost curve show?

Answer: Area under marginal cost curve shows total variable cost. Question 12. Can AC be less than MC when AC is rising?

Answer: Yes, AC can be less than MC, when AC is rising, as long as MC is more than AC. Question 13. When AC curve slopes downwards, what will be the position of MC curve?

Answer: MC curve is below AC curve. Question 14. What happens to AC when MC is equal to AC?

Answer: AC is constant and at its minimum point. Question 15. Can AC and AVC curves touch each other?

Answer: No, because difference between AC and AVC is AFC and AFC can never be zero. Question 16. Give two examples of explicit cost.

Answer: The two examples are:

(i) Wages to worker by a firm, and

(ii) rent to landlord by a firm. Question 17. Give two examples of implicit cost of a firm.

Answer: The two examples are: (i) imputed cost of the seller’s self-owned shop; and (ii) imputed cost of family labour being used free by the seller. Question 18. What is the behaviour of Total Variable Cost, as output increases? [AI 2012]

Answer: TVC first increases at a diminishing rate and then increases at an increasing rate. Question 19. If it is given that the total variable cost for producing 15 units of output is Rs. 3000 and for 16 units is Rs. 3,500. Find the value of Marginal Cost. [CBSE, Sample Paper 2016]

Answer: MCn = TVCn-TVCn-1 MC16 =TVC16 – TVC15 =3500 – 3000 =500

II. Multiple Choice Questions (1 Mark)

Question 1. Which cost increases continuously with the increase in production? (a) Average cost, (b) Marginal cost. (c) Fixed cost. (d) Variable cost.

Answer: (d) Question 2. Which one of the following cost curves is never ‘U’ shaped? (a) Average cost curve. (b) Marginal cost curve. (c) Average variable cost curve. (d) Average fixed cost curve.

Answer: (d) Question 3. Total cost in the short run is classified into fixed costs and variable costs. Which one of the following is a variable cost? (a) Cost of raw materials. (b) Cost of equipment. (c) Interest payment on past borrowings. (d) Payment of rent on building.

Answer: (a) Question 4. In the short run, when the output of a firm increases, its average fixed cost: (a) increases. (b) decreases. (c) remains constant. (d) first declines and then rises.

Answer: (b) Question 5. Which one of the following statements is correct? (a) When the marginal cost is rising, the average cost must also be rising. (b) When the average cost is rising, the marginal cost must be falling. (c) When the average cost is rising, the marginal cost is above the average cost. (d) When the average cost is falling, the marginal cost must be rising.

Answer: (c) Question 6. Which one of the following statements is an example of “explicit cost”? (a) The wages a proprietor could have made by working as an employee of a large firm. (b) The income that could have been earned in alternative uses by the resources owned by the firm. (c) The payment of wages by the firm. (d) The normal profit earned by a firm.

Answer: (c) Question 7. Which one of the following statements is an example of an “implicit cost”? (a) Interest that could have been earned on retained earnings used by the firm to finance expansion. (b) The payment of rent by the firm for the building in which it is housed. (c) The interest payment made by the firm for funds borrowed from a bank. (d) The payment of wages by the firm.

Answer: (a) Question 8. Marginal cost is defined as: (a) The change in total cost due to a one unit change in output. (b) Total cost divided by output. (c) The change in output due to a one unit change in an input. (d)Total product divided by the quantity of input.

Answer: (a) Question 9. Which one of the following statements is true to the relationship between marginal cost function and average cost function? (a) If MC is greater than ATC, ATC is falling. (b) ATC curve intersects MC curve at minimum MC. (c) MC curve intersects ATC curve at minimum ATC. (d) If MC is less than ATC, ATC is increasing.

Answer: (c) Question 10. Which one of the following statements is true to the relationship among the average cost functions? (a) ATC = AFC – AVC. (b) AVC = AFC + ATC. (c) AFC = ATC + AVC. (d) AFC = ATC – AVC.

Answer: (d) Question 11. Which one of the following elements is not a determinant of the firm’s cost function? (a) The production function. (b) The price of labour. (c) Taxes. (d) The price of the firm’s output.

Answer: (d) Question 12. Which one of the following statements is correct concerning the relationships among the firm’s cost functions? (a) ATC=AFC-AVC (b) AVC = AFC + ATC. (c) AFC = ATC + TVC. (d) AFC = ATC – AVC.

Answer: (c) Question 13. Suppose output increases in the short run, than the Total cost will: (a) increase due to an increase in fixed costs only. (b) increase due to an increase invariable costs only. (c) increase due to an increase in bothfixed and variable costs. (d) decrease if the firm is in the regionof diminishing returns.

Answer: (b) Question 14. A firm’s average fixed cost is Rs.20 at 6 units of output. What will it be at 4 units of output? (a) Rs.60

(b) Rs.30 (c) Rs.40

(d) Rs.20

Answer: (b) Question 15. If marginal cost equals to average total cost, (a) average total cost is falling (b) average total cost is rising (c) average total cost is maximized (d) average total cost is minimized

Answer: (d) Question 16. When marginal costs are below average total costs, (a) average fixed costs are rising (b) average total costs are falling (c) average total costs are rising (d) average total costs are minimized

Answer: (b) Question 17. If the average cost is falling, (a) marginal cost is rising (b) marginal cost is falling (c) marginal cost is equal to average cost (d) it is impossible to tell if marginal cost is rising or falling

Answer: (d) Question 18. The difference between average total cost and average variable cost: (a) is constant (b) is total fixed cost (c) gets narrow as output decreases (d) is the average fixed cost

Answer: (d) Question 19. If the total cost curve is parallel to X-axis, marginal cost will: (a) increase

(b) decrease (c) zero

(d) None of these.

Answer: (c) Question 20. The total cost at 5 units of output is Rs. 30. The fixed cost is Rs. 5. The average variable cost at 5 units of output is: [CBSE Sample Paper 2014] (a) Rs.25

(b) Rs.6 (c) Rs.5

(d) Rs.1

Answer: (c)

III. Short Answer Type Questions (3-4 Marks)

Question 1. Define total fixed cost (Supplement/ Indirect/overhead cost). Or Define fixed cost.[AI 2004, 06, 07; CBSE 2008C, 09] Or What is meant by fixed (supplementary) costs of a firm? Give examples. [AI 2007; CBSE 2004, 04C, 07C]

Answer: (i) Fixed costs are those costs of production which do not change with a change in output. (ii) These are the costs incurred on fixed factors, like rent of land and building, interest, etc. These are unavoidable contractual costs. (iii) Fixed costs are also called overhead costs or general costs because these are common for all the units produced. These costs are also called supplementary costs or indirect costs. (iv) The shape of Total fixed Cost is horizontal (Parallel to X-Axis). They have to be incurred when the output is large or small or even zero. Question 2. What is meant by variable (prime) cost of a firm? Give examples. [CBSE 2004 C; AI 2004]

Answer: (i) The cost incurred on variable factors of production is known as TVC. (ii) TVC is very much related with the production and fluctuates with the fluctuation in production. (iii) In case of zero level of production, TVC would also be zero. (iv) For example, Wages of casual labour, payment for raw material, etc. Question 3. Explain the behaviour of aver age fixed cost using numerical example. [CBSE 2013C]

Answer: (i) The per unit cost incurred on fixed factors of production is known as average fixed cost.

AFC falls as output increases because

and TFC remains constant.So, as output increases, TFC remains constant, AFC falls. Question 4. Distinguish between variable cost and fixed cost. Give two examples of each.[AI 2004, 08; CBSE 99C, 2000C]

Answer:

Question 5. Why is AC curve U-shaped in short run? Or Why is AC curve U-shaped?[AI 2006; CBSE 07C, 10Q]

Answer: Average Cost is U-Shaped because of Law of variable proportion: (i) The shape of average cost (AC) depends upon total cost (TC). (ii) Initially, total cost (TC) increases at a diminishing rate (Total Product increases at Increasing rate), which makes its average, i.e., average cost (AC) to fall, then reaches its minimum point.

(iii) Thereafter, total cost (TC) increases at increasing rate (Total Product increases at diminishing rate), which makes the average cost (AC) to rise. This type of production behaviour shows operation of law of variable proportion. Question 6. An individual is both the owner and the manager of a shop taken on rent. Identify implicit cost and explicit cost from this information. Explain. [CBSE 2012]

Answer: (i) For producing a commodity, a firm requires factor inputs (like services of land, labour, capital etc.) and non-factor inputs (like raw material, electricity, fuel etc.). (ii) Actual money spent by a firm on buying and hiring of factor and non¬factor inputs is called explicit cost. As per question, rent paid for the shop is an explicit cost. (iii) Implicit cost is the imputed or estimated value of inputs supplied by the owner of the firm himself. As, per question, imputed salary of the owner working as manager, imputed interest on self-supplied capital, etc. are implicit costs. cost and implicit cost. Question 7. State the distinction between explicit each.Give an example of each?

Answer:

Question 8. A producer starts a business by investing his own savings and hiring the labour. Identify implicit and explicit costs from this information. Explain. [AI 2012]

Answer: (i) For producing a commodity, a firm requires factor inputs (like services of land, labour, capital etc.) and non-factor inputs (like raw material, electricity, fuel efc.). (ii) Actual money spent by a firm on buying and hiring of factor and non¬factor inputs is called explicit cost. As per question, a producer is hiring the labour, than the wages and salary paid to labour is a explicit cost. (iii) Implicit cost is the imputed or estimated value of inputs supplied by the owner of the firm himself. As, per question, if a producers start a business by investing his own savings, than the imputed interest on self-supplied capital he earned is a implicit cost. Question 9. A farmer takes a farm on rent and carries on farming with the help of his family members. Identify explicit and implicit costs from this information. Explain. [AI 2012]

Answer: (i) For producing a commodity, a firm requires factor inputs (like services of land, labour, capital etc.) and non-factor inputs (like raw material, electricity, fuel etc.). (ii) Actual money spent by a firm on buying and hiring of factor and non¬factor inputs is called explicit cost. As per question, a farmer takes a farm on rent. So, the rent he pays to landloard is the explicit cost. (iii) Implicit cost is the imputed or estimated value of inputs supplied , by the owner of the firm himself. As per question, if a farmer carries on farming with the help of family members, even then the imputed wages will be an implicit cost. Question 10. Explain the relationship between AC and MC with the help of a diagram. [CBSE 2000C, 2001, 07, 07C, 09C; AI 2004, 08, 11]

Answer: (i) As long as MC is below AC, AC curve falls till their intersection at point E. (ii) When MC curve comes to fall, it falls more rapidly than AC curve and reaches its minimum point B earlier than the AC curve reaches its minimum point E. Therefore, MC curve is rising from B to E whereas AC curve is still falling from A to E. (iii) When MC curve is rising, it cuts the AC curve at its minimum point E and after that point MC is above than AC. Question 11. Define cost. State the relation between marginal cost and average variable cost. [CBSE 2015]

Answer: Cost is the sum total of explicit cost, implicit cost and certain minimum profit (normal profit). (i) As long as MC is below AVC, AVC curve falls till their intersection at point E. (ii) When MC curve comes to fall, it falls more rapidly than AVC curve and reaches its minimum point B earlier than the AVC curve reaches its minimum point E. Therefore, MC curve is rising from B to E whereas AVC curve is still falling from A to E. (iii) When MC curve is rising, it cuts the AVC curve at its minimum point E and after that point MC is above than AVC.

Question 12. What is the behaviour of (a) Average Fixed Cost and (b) Average Variable Cost as more and more units of a good are produced? [A1 2015]

Answer: (a) The average fixed cost falls as more and more units of goods are produced. It is so because average fixed cost is equal to . Total Fixed Cost (TFC) Output and total fixed cost remains constant with increase in level of output. So, with constant total fixed cost and increasing output, the average fixed cost falls. (b) Average Variable Cost (AVC) is U-shaped with increase in output because of Law of Variable Proportion. (i) As we know the shape of AVC depends upon the shape of Total Variable Cost (TVC). Initially, TVC increases at diminishing rate (because Total Product Increases at increasing Rate), that makes the AVC to fall. (ii) Thereafter, TVC increases at increasing rate (because Total Product Increases at diminishing Rate), that makes the average variable cost to rise. (iii) So, from inverse S-shape, TVC curve, we derive the U shape AVC curve. Question 13. Can MC increase when AC falls?

Answer: Yes, it can happen when MC is below, than AC at the time of MC increases. The reason is that MC is confined to only one unit of the commodity produced whereas AC is related to all the units of commodity produced. As a result when MC increase, in case of MC, the whole increase is confined to the concerned one unit but in case of AC, this increase is shared by all the units of commodity produced. As the result of, rising MC is unable to bring about an increase in AC. Question 14. Find out the total fixed cost in the following:

Answer: The total fixed cost will be the same at all the levels of output, ranging from zero to six. For zero output, total cost is Rs 120. At zero output, total variable cost will be zero. Hence, Rs 120 represents total fixed cost at all levels of output.

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servetelcommunications · 5 years ago

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How Cloud Telephony Will Empower SMEs In 2020

Small and mid-sized businesses are undoubtedly the growth catalysts for a country’s economy. Their importance can be judged from the growing numbers of such enterprises across the globe. Fortunately, a major proportion of them reaches their growth potential and contributes significantly to the economy of the nation where they operate. However, the journey for such businesses is not easy because they have limited resources and often have to rely on outdated technology and systems. Still, the SME landscape is witnessing a positive change as these businesses are fast embracing technologies that help them open new opportunities.

One of these technologies that are having an immense impact on SMEs is cloud telephony. While the technology creates huge growth potential for small and mid-sized enterprises, it is still within their reach. Let us see how it works and the benefits it delivers for SMEs.

What is cloud telephony?

Cloud telephony, also known as hosted telephony, is essentially a communications technology which takes the telephone systems of the business on the cloud. Unlike traditional PBX, this virtual system can be installed with zero infrastructural cost and zero capital expenditure. The key components of cloud telephony service include virtual number, toll-free number, IVR, call center solution and bulk SMS. Basically, these products bundle up the benefits of cloud communication technology and enable the business to manage its calls effectively, without compromising on their quality and cost. It empowers businesses with greater productivity, easy scalability and faster growth, while being affordable as well. No wonder, not only large enterprises but SMEs too are today are switching to these services to enter new markets, extend their customer base and increase profits.

Unmatched benefits of cloud telephony for SMEs

Looking at the current scenario, large-scale cloud telephony is now accessible to everyone, rather than being confined to only the big players in the market. Additionally, the services it offers are productive, time-saving and even cost-cutting for start-ups and SMEs. Still, these businesses need to validate investment in a cloud telephony solution as in case of any other capital expense they make for themselves. Here the key benefits that the technology delivers to SMEs.

Higher Productivity

A virtual call responsive service enables small and mid-sized businesses to ensure that none of the calls from its customers are missed at any point in time. By investing in this technology, you can connect and be available to your customers anytime and from anywhere. Whether you are stuck in traffic or are travelling, you can receive your business calls and address them conveniently. Obviously, this consistent availability translates into higher productivity for small enterprises that aspire for growth and higher levels of customer satisfaction.

Cost-effectiveness

Since the technology eliminates the need to install, maintain and update equipment, it ends up saving a lot of money for the businesses. SMEs are often ridden by budget constraints, which can impact their ability to communicate with their customers effectively and run successful marketing campaigns. With the adoption of cloud, they can resolve this concern without adding to their financial burden. They get access to the most technologically advanced systems along with the benefits of quick installation, low maintenance, negligible set-up costs and the most technologically advanced systems.

Better resource utilisation

Another cost-related concern for SMEs is that they may not be in a position to spend a lot on resources. Cloud telephony empowers you with the best resource utilization capability by offering details on customer engagement and campaign response. Further, it automates most of the repetitive queries and tasks through simple key-press options that can be customized through IVR solution. You can avail tremendous increase in the productivity of your support agents as they are empowered to manage the call flow better. This leads to faster resolution to customer queries, smarter utilisation of resources and higher levels of customer satisfaction.

Higher scalability

Scaling their operations can be a major challenge for small businesses, considering the lack of funds and resources. However, a cloud-based telephony system can help your business in this context as well. It does not require additional infrastructure or manual labour to be scaled. You can simply extend your capacity by routing the incoming customer calls to additional business extensions. These calls can be managed from any device, which ensures that all the communications are handled through a single channel without any limitations. With this technology, therefore, SMEs get the flexibility to easily scale up or down, without needing to worry about managing communications with a bigger customer base.

Reliability and security

Another benefit that a cloud telephony solution can deliver for SMEs is unparalleled reliability and security. By having it in place, you can rest assured that unexpected events such as natural calamities and political unrest will be not able to disrupt the normal business workflow. As the solution brings reliable business continuity features, you can continue your business communications with the confidence that you have the most secure and reliable telephone system available.

Seamless collaboration

Since cloud communication is based on a virtual platform, it does not need on-site hardware components as with PBX systems. This is an obvious benefit for SMEs operating through physical offices at multiple locations or with a remote workforce. Seamless collaboration comes as a part of the system, which renders easy access to the common database for the organisation from anywhere. Virtual telephony services also enable the employees to connect and communicate with each other easily so that different verticals, teams and departments can run in tandem.

Easy Integrations

With cloud telephony, comes the benefit of easy CRM integrations with applications such as Salesforce, Google Spreadsheets and Zendesk. Obviously, this is a great advantage for modern SMEs that have innovative applications as a part of their ecosystem. While the consolidated system lets you reach the customers through diverse platforms, your employees are probably already familiar with these platforms and do not require additional training. They can also reach the customers instantly from any device and make sure that their needs are addressed, regardless of where the employee is.

Call analytics

The technology also provides access to detailed data and information on every single call, with granular details such as call volumes, call location, average call time, missed calls, cost per call, and so on. With this data, you can keep close track of every single customer and also gather records for each agent’s performance, all without having to use any additional resources. The advanced analytics can be used for identifying the areas of improvement and even establishing objectives and strategies for the next quarters. Further, you can use specific feedback and call records to train the employees for enhancing their performance and improving customer interactions.

Enhanced brand image

Most importantly, cloud telephony can empower SMEs with enhanced brand image, which is the key to survival, sustenance and growth in the competitive landscape. Since it makes you available 24 by 7 and automates calls, customers perceive you as a professional organisation that is as good as any major brand. At the same time, it also assists you to establish impressive presence on local as well as global levels, even if you may be operating from just one office. Gradually, it drives increase in customer trust and credibility and unlocks growth opportunities with positive word-of-mouth by the existing customers for the potential ones.

Final Words

Considering these incredible benefits that this technology opens up for SMEs, it definitely becomes essential for them in 2020 and beyond. If you are yet to embrace a cloud telephony solution, now is the time to empower your business with it. It can truly be a driving force for your small business and take you ahead on the growth route. However, you need to think wisely when it comes to choosing a cloud telephony service provider. The idea is to collaborate with a trustworthy partner that ensures efficient and seamless communication with your customers at all times. Servetel is a leading provider that caters reliable cloud telephony solutions for businesses of all types and sizes. Contact us at 1800-103- 6989 to get a comprehensive suite of features, all at affordable prices and with a promise of uninterrupted availability and best customer services.

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