Looking For Products to Sell Online? – Find Hot Items That Sell

If you are trying to sell on EBay then you are probably searching for tons of hot items to sell for profit!
First off, before you even want to find products to sell on Ebay you first have to know what is selling on the marketplace – after all; what’s the point of selling the product that’s not going to sell. You need to do your marketplace research.
There are literally hundreds of tools out there that tell you what is selling on the Ebay marketplace and what isn’t. You’ll be able to sift through the millions of items quickly and find the one that you can sell for a pretty decent profit.
You can check out Ebay auction tools for sellers, check out the EBay marketplace result pages (look at how the listings ends, how many bids they receive etc., search EBay pulse, or even view the “what’s hot” page on EBay.
By doing this you’ll be able to find a huge sums of potential cash just sitting around on Ebay. Are you starting to see the amazing potential? EBay is a great option! Now once you have found that item of your dreams you’ll need to find out how to get that item.
What Item Are You Targeting? Will it Sell?
Now that you’ve found an item, you’ll have to know if it will sell or not. You need to find a wholesaler to give you the products you need for you Ebay business. Just in case you do not know, a wholesaler will have the ability to give you tons of items at a discounted price. So in the end; you’ll have an excellent plethora of items to sell on Ebay for a cheaper price – you should make profit on each item you decide to sell.
You may even want to consider the possibility of finding a dropshipper to consistently dropship products fast directly to your customers so that you won’t have to deal with the complicated process of shipping and handling.
You can also try to sell products that you have in your house, going to local flea markets, garage sells, or even starting out with selling products from your local retail store. Wholesale products can be rather expensive to sell, so you have to be careful and make sure that every item you are selling will earn you profit.
You can earn as much money as you wish on EBay, but you have to start somewhere – it can be rather difficult to see results unless you see results and have a reliable, suitable supply of products for your EBay biz.
Ghana, West Africa – The Fraud Zone
Is Ghana as bad as its reputation for scams?
The short answer is: Yes! A closer look, especially after some experience and time in Accra, the nation’s capital, clearly reveals the fact that not all citizens of Ghana are bad people. In fact, it’s largely the contrary. Where poverty runs deep, as it does in Ghana and Nigeria, however, the attraction to easy money has caught the attention of many, and scam operations are growing faster and more out of control than any time in history.
Are there any beautiful, white and English speaking women in Ghana? The answer to this question is: Not many. Scammers in Ghana have learned from their neighbors in Nigeria, the founder of the imfamous 419 scam. These days, scammers are increasing their level of sophistication and it no longer takes a “fool” to be a victim of scam. Ghana fraud rings invest careful time with their victims, setting up a relationship of trust, confidence and if possible, love. Once the romance is established, the scammer makes his move. This is typically in the form of an emergency, help with a visa, a large inheritance and legal problem, etc.
Is it possible to have a real, honest and lasting relationship with someone in Ghana? Yes, it is possible. Are there foreigners living and working in Ghana who speak English? Yes, of course. Does the level of fraud and professional scams being operated from that country warrant the need for a background check to verify any relationship in Ghana? Yes, absolutely! It’s the only way.
The moral of the story is, no matter what the circumstances, no matter where the person was met, either on the Internet or in person, if the individual is from or currently living in Ghana, due to the extreme level of scam activity in that country, we strongly advise a background check, of which Wymoo offers the most comprehensive services for the West Africa region. And lastly, never send money to any individual overseas who is not known in person or who has not been verified via a professional.
Be safe and best of luck,
A. Hathaway
Copyright © 2005-2007 A. Hathaway
How To Write A Job Transfer Request – The Easy Way
Learning how to write a job transfer request is a lot like writing a resume cover letter; the basics are the same. In a resume cover letter:
o You need to sell yourself and your abilities
o You need to communicate your points efficiently (ideally, in one page)
o You need to show the hiring supervisor what you can do for his or her division, and/or you need to show the company how the organization will benefit by placing you in the new position
The difference when learning how to write a job transfer request letter is that the ball is not always in your court; under optimal conditions, your company will be actively trying to fill a position, and your transfer is more like an internal application than a personal request. Just remember these tips on How To Write A Job Transfer Request to get it right. However, sometimes the need for a job transfer request is strictly personal – perhaps a family illness or change in personal circumstances is forcing you to relocate, and you are writing in hopes of moving your job to another location.
In any case, the first step in writing a successful job transfer request letter is to analyze the situation and know where you are starting from; this will help you set the tone for the letter and focus it accordingly.
When Applying For a Posted Position
If your job transfer request is in response to a job opening within your company, treat it like what it really is – an application with the benefit of company familiarity. Your really need to realize this if you want to know How To Write A Job Transfer Request…
In your letter,
o State straight off your purpose for writing
o Highlight your abilities and experience
o Clearly praise the company (without overdoing it) or you wont know How To Write A Job Transfer Request.
o Tell why you want to move up in the company
o Keep the focus on what you can do for the company without sounding like you are bragging
A condensed letter might look something like:
[Using proper business format]
Dear [Appropriate HR Contact or Supervisor],
It has come to my attention that [blank] department is accepting applications for the [state position]; I am forwarding my resume for your consideration.
I have worked for [this company] for [x] years, as a [position], and have found this to be a very well run organization, supportive of its employees; I would like nothing more than to continue my professional growth with this company as my career moves forward.
I have worked in several capacities here at [company], including [list]. Each experience has enhanced my skills and abilities; my current position has allowed to [list what you have learned]. These are skills that I feel would be very well suited to this position.
I look forward to continued growth within this company throughout my career and I thank you for your consideration.
Sincerely,
Signature
Name
Job title
When Applying For a Personal Transfer
Job transfer requests made for personal reasons have the disadvantage of not being made specifically to fill an open position. You have to sell yourself as valuable to the company – How To Write A Job Transfer Request – valuable enough that they would want to work cooperatively with you and keep you.
For this type of job transfer request, follow the above guide, and also state why you need to request a transfer. In addition to selling your abilities,
o Really play up your commitment to the company, and your desire to remain with them
o Highlight achievements and skills that would be sorely lost
o Explain why you need to request a transfer
o Be appreciative of what the company has done for you
o Offer a plan for transition which includes training a new person for your position
Here’s an example:
Dear,
I am writing to respectfully request a transfer in location from [office A] to [office B]. A change in my personal circumstances necessitates this move. An illness in my family has made it necessary for me to relocate to [x]. Since I have been with this company for [x time], and have thoroughly enjoyed my employment here, I feel it is in the best interests of myself and of this company that I move operations, rather than leave the company altogether.
In my time here, you have known me to be a person who [list skills and attributes]. I would like to continue providing job excellence to this company, and hope that we are able to work together to find a solution that fits both of our needs.
I understand that this presents some difficulty for the current location, but I feel I can still be of service from this new location, and I am willing to work through [period of transition] to help train new personnel in my position.
I am very appreciative of my time here at [company], the experience has been very rewarding in many ways. I thank you for taking the time to consider my request and anxiously await your decision.
Sincerely
Signature
Name
Title
You should fee free to appeal to the human side of your employer, and be sure to include appropriate reasons why you are requesting a transfer; however, resist the urge to be plaintiff and keep this part of the request short – no one likes a whiner!!
The key in how to write a job transfer request that is effective is to balance your skills and assets with the needs of the company. Play up the angles that are open to you, but be careful not to come off as sounding presumptuous and arrogant; you want to be viewed as a valuable company asset, not a thorn in the side worth losing! In all job transfer requests, keep the focus on the company and its benefit as much as possible. Selling your invaluable self will surely get you the move you need!
I hoped you enjoyed this guide on How To Write A Job Transfer Request!
Foreign Companies – Procedures for Opening Branches in India Under Companies Act and FEMA

Companies Incorporated Outside India:
Right from days of East India Company foreign companies were incorporating companies in India. After the liberalization policy Indian companies also started incorporating subsidiaries outside India. Recently many foreign companies have shown interest to open branch office or liaison office to monitor their business in India. In case they opt to incorporate a subsidiary company in India they have to follow the procedures given under the Companies Act, and also the provisions of the act will apply in to after the company is incorporated. If a company incorporated outside India wish to have a place of establishment in India without incorporating separate company for various reasons then it has to follow the procedures laid down in Part XI-sections 591 to 602.
The Act, which has been enacted to oversee the functioning of companies in India, draws heavily from the United Kingdom’s Companies Acts and although similar, is more comprehensive. The Registrar of Companies (ROC) and the Company Law Board (CLB), both working under the Department of Company Affairs, ensure compliance with the Act. Sections 592 to 602 of the Companies Act of India closely follows sections 406 to 423 of the English Act barring sections 408, 416 to 418 of the act.
Foreign Companies:
A foreign company is a company which is incorporated in a country outside India under the law of that other country and has a place of business in India. Sections 591 to 602 of the Act deal with such companies.
Foreign Companies are of two classes namely:
Companies incorporated outside India, which have established a place of business in India after April 1, 1956; and
Companies incorporated outside India, which have established a place of business in India before that date and continue to have an established place of business in India.
Part XI of the Companies Act, 1956 containing Section 591 to 608 deals with the Companies incorporated outside India i.e. a “Foreign Company.” The provisions of this part of the Companies Act, 1956 prescribes that its Sections 592 to 602 shall be applicable to Companies who are incorporated outside India which after the commencement of the Companies Act, 1956 establishes a place of business within India and Companies incorporated outside India having established place of business within India prior to the commencement of the Companies Act, 1956 and continue to have the said establishment. It says that a Company incorporated outside India and having an established place of business in India in which 50% or more paid up share capital is held by Indians then provisions of those sections shall apply to such Companies also.
Sections 592 to 602 applicable to such Foreign companies provide that they have to file with the Registrar of Companies:
Various documents giving particulars,
Returns regarding any alterations in the company,
Balance-sheet and Profit & Loss Accounts of the company,
Charges on any of the Companies’ properties in India.
It also provides that the following provisions shall apply to Indian business of a Foreign Company:
Registration of charges,
Right to obtain copies of and inspect the trust deed,
Books of account to be kept by the Company,
Annual returns to be made by the Company,
Inspection of books of accounts,
Power of Central Government to direct special audit,
Audit of cost accountants,
Power of Registrar to call for inspection and investigation
(Contained in Sections 124 to 145, 125, 127, 118, 209, 159, 209-A,, 233-A, 233B, and 234 to 246 of the Companies Act)
Section 603 of the said part XI puts certain restriction on a foreign company offering documents for subscriptions in India.
Though under the Companies Act, 1956, no formalities are required to be carried out for a Foreign Company establishing place of business in India except the filing of the documents provided for in Part XI; under the provisions of Section 29 of the Foreign Exchange Regulation Act, 1973 general or special permission of the Reserve Bank of India for continuing any place of business or establishing any place of business for carrying on activities of trade and Commercial nature by a foreign company is required.
General:
The limit of the foreign equity in an Indian Company is now increased up to 51% from the earlier 40%. In certain cases 100% foreign equity participation is also now allowed. The Government of India has entered into agreements with major foreign countries including USA for avoiding double taxation.
Section 592 merely deals with the requirements of filing various documents and information with the Registrar of Companies. The Registrar, for the purpose of this section, is the Registrar of Companies, Delhi and also the Registrar of Companies of the State in which the place of business is situated. The filing has to be done within 30 days of the establishment of the place of business. Foreign companies are required to file one set of documents with the Registrar of Companies, Delhi and the other set of documents with the Registrar of Companies of the State in which the company has established its place of business. Filing fee of Rs. 5000 has to be paid only at ROC Delhi and no filing fee be paid for filing copy with the other ROC.
If the company establishes any branch or branches of its business in India, no further information need be given, except that with the annual accounts the company should deliver three copies of a list of all its places of business in India and with reference to which the accounts are made out.
Every foreign company must conspicuously exhibit on the outside of its every office or place of business in India its name ending with the words “Limited” or “Private Limited”, as the case may be, if it is limited company, and the country of its incorporation in English as well as in the local language.
Where a foreign company carries on its business in India through an agent, the agent is required to comply with the provisions of this section (592).
A company shall be said to have a place of business in India if it has a specified or identifiable place at which it carries on business such as an office, store house, go down or other premises having some concrete connection between locality and its business.
594. ACCOUNTS OF FOREIGN COMPANY.
The provisions concerning the accounts of a foreign company are detailed in section 594. It lays down the general obligation – once in every calendar year to make out a balance sheet and profit and loss account in respect of its Indian business, under the presumption that it were an Indian company, giving details also of its subsidiaries and to deliver three copies of the documents to the Registrar. When not in English, a certified translation should also be annexed. A list of all places of business established by the foreign company in India with reference to which the balance sheet is made out should also be sent regularly.
In other words, the foreign company shall maintain books of accounts of its Indian business and file, every year, three copies of its world accounts (within nine months from the close of the financial year), Indian business accounts (within nine months from the close of the financial year) and a list of places of business established in India.
In respect of its Indian business, the foreign company is required to maintain at its principal place of business in India, proper books of accounts with respect to all sums of money received and expended by the company and the matters in respect of which the receipt and expenditure take place, all sales and purchases of goods by the company, and all assets and liabilities of the company
Where the foreign company sets up a liaison office in India, it shall prepare a “statement of receipts and payments” and a “statement of assets and liabilities” instead of a balance sheet and profit and loss account. These shall be in the prescribed form and shall be duly audited, the auditor giving his report as to the truth and fairness of the receipt and payments during the financial year
The Government has granted several exemptions and made modifications in regard to the above, in the light of its general policy as to foreign companies. Exemptions are also given to liaison offices. Special clarifications are issued in regard to foreign shipping, airline and insurance companies and also trade and industrial activities of foreign companies
The documents are to be filed with the Registrar within a period of nine months of the close of the financial year of the foreign company or within such period as extended by the Registrar not exceeding three months.
Provisions Relating To Foreign Companies:
(1) Foreign companies which, after the commencement of this Act, establish a place of business within India shall, within thirty days of the establishment of the place of business, deliver to the Registrar for registration -
(a) a certified copy of the charter, statutes, or memorandum and articles, of the company or other instrument constituting or defining the constitution of the company; and, if the instrument is not in the English language, a certified translation thereof;
(b) the full address of the registered or principal office of the company;
(c) a list of the directors and secretary of the company, containing the particulars mentioned in sub-section (2);
(d) the name and address or the names and addresses of some one or more persons resident in India, authorized to accept on behalf of the company service of process and any notices or other documents required to be served on the company; and
(e) the full address of the office of the company in India which is to be deemed its principal place of business in India.
(2) The list referred to in clause
(c) of sub-section
(1) shall contain the following particulars, that is to say :-
(a) with respect to each director, -
(i) in the case of an individual, his present name and surname in full, any former name or names and surname or surnames in full, his usual residential address, his nationality, and if that nationality is not the nationality of origin, his nationality of origin, and his business occupation, if any, or if he has no business occupation but holds any other directorship or directorships, particulars of that directorship or of some one of those directorships; and
(ii) in the case of a body corporate, its corporate name and registered or principal office; and the full name, address, nationality, and nationality of origin, if different from that nationality, of each of its directors;
(b) with respect to the secretary, or where there are joint secretaries, with respect to each of them -
(i) in the case of an individual, his present name and surname, any former name or names and surname or surnames, and his usual residential address; and
(ii) in the case of a body corporate, its corporate name and registered or principal office :
Provided that, where all the partners in a firm are joint secretaries of the company, the name and principal office of the firm may be stated instead of the particulars mentioned in clause (b) of this sub-section.
(3) Clauses (2) and (3) of the Explanation to sub-section (1) of section 303 shall apply for the purpose of the construction of references in sub-section (2) to present and former names and surnames as they apply for the purposes of the construction of such references in sub-section (1) of section 303.
(4) Foreign companies, other than those mentioned in sub-section (1), shall, if they have not delivered to the Registrar before the commencement of this Act the documents and particulars specified in sub-section (1) of section 277 of the Indian Companies Act, 1913 (7 of 1913), continue to be subject to the obligation to deliver those documents and particulars in accordance with that Act.
When any change occurs in the above particulars, the Registrar must be intimated accordingly. According to section 596 any process, notice, or other document required to be served on a foreign company shall be deemed to be sufficiently served, if addressed to any person whose name has been delivered to the Registrar under the foregoing provisions of this Part and left at, or sent by post to, the address which has been so delivered:
Provided that -
(a) where any such company makes default in delivering to the Registrar the name and address of a person resident in India who is authorized to accept on behalf of the company service of process, notice or other documents; or
(b) if at any time all the persons whose names and addresses have been so delivered are dead or have ceased so to reside, or refuse to accept service on behalf of the company, or for any reason, cannot be served;
a document may be served on the company by leaving it at, or sending it by post to, any place of business established by the company in India.
The Indian accounts have to be drawn up in Indian rupees as per the requirements of Schedule VI.
Under Regulation 22 of the Companies Regulations, 1956 the registrar having jurisdiction over Delhi must maintain a Register of Foreign Companies in Form III. In that the names of foreign companies must be entered in the order in which the documents referred to in section 592 of the Companies Act are delivered to the Registrar.
The company has to address all communication to The Registrar of Companies, NCT of Delhi and Haryana.
Court’s jurisdiction:
The jurisdiction will be decided with reference to the filing of documents and information pursuant to Section 592. Clause (d) of sub-section (1) requires the foreign companies to furnish particulars about the names and addresses of some persons on whom notices can be served insofar as the foreign company is concerned.
In the case of amalgamation of branch of a foreign company in India with the transferee company jurisdiction of High Court for sanctioning under section 391/394 read with section 591 and 597(1) it is the jurisdiction of registered office or place of business which would decide the jurisdiction of any High Court to entertain the petition for approval of amalgamation scheme under section 391/394 and not Delhi. [Bank of Muscat S.A.O.G, In re. (2004) 60 CLA 325 (Kar.)]
Establishment of Place of Business in India- FEMA Requirements:
The Foreign Exchange Management Act, 1999(FEMA) has framed Regulations relating to establishing any place of business in India. The Foreign Exchange Management (Establishment in India of Branch or Office or other place of business) Regulations, 2000 (Regulations) provides for establishment by a non-resident any place of business, which would be a Liaison office or Project office or site office or branch office.
In terms of the Regulation the following two points are noteworthy:
No person resident outside India shall, without prior approval of the Reserve Bank establish in India any place of business-be it branch or a liaison office or a project office or any other business by whatever name called.
Citizens of Pakistan, Bangladesh, Sri Lanka, Afghanistan, Iran or China cannot establish any place of business- be it branch or a liaison office or a project office or any other business by whatever name called, unless they procure RBI permission in this regard.
Place of Business-what they are?:
The Regulations define various place of business as under-
‘Liaison Office’ means a place of business to act as a channel of
communication between the Principal place of business or Head Office by
whatever name called and entities in India but which does not undertake
any commercial /trading/ industrial activity, directly or indirectly, and
maintains itself out of inward remittances received from abroad through
normal banking channel.
‘Project Office’ means a place of business to represent the interests of the
foreign company executing a project in India but excludes a Liaison
Office.
‘Site Office’ means a sub-office of the Project Office established at the
site of a project but does not include a Liaison Office.
Thus, while a Liaison office is only a channel for facilitating communication between the principal entity abroad and that in India, existing without any commercial activity the Project office is one for executing specific projects in India. A Site office is an extension of project office in the very site where the work is done.
“Branch office”, in relation to a company means -
(a) any establishment described as a branch by the company; or
(b) any establishment carrying on either the same or substantially the same activity as that carried on by the head office of the company; or
(c) any establishment engaged in any production, processing or manufacture,
but does not include any establishment specified in any order made by the Central Government under section 8.
Forms and Procedure:
A person resident outside India desiring to establish a branch or liaison or project office in India shall apply to the Reserve Bank in form FNC 1. In respect of Project office, the person resident outside India should have secured from an Indian company a contract to execute a project in India and the project is funded directly by a bilateral or multilateral International Financing Agency or the project has been cleared by an appropriate authority or a company or entity in India awarding the contract has been granted term loan by a Public Financial Institute or a bank in India for the project.
Permitted activities:
Paragraph 6 of the Regulations sets out the activities to be undertaken by a branch or other office in India. Schedule I of the regulations details the activities that can be carried out by Branch and Schedule II list out the activities that can be carried out by liaison office. Except when permitted by RBI, the branch or liaison office shall carry out no other activity, other than those specifically permitted by these schedules.
As per Schedule I of the Regulations the following are the permitted activities for a branch in India of a person resident outside India:
Export/Import of goods
Rendering professional or consultancy services.
Carrying out research work, in which the parent company is engaged.
Promoting technical or financial collaborations between Indian companies and parent or overseas group company.
Representing the parent company in India and acting as buying/selling agent in India.
Rendering services in Information Technology and development of software in India.
Rendering technical support to the products supplied by parent/group companies.
Foreign airline/shipping company.
In terms of Schedule II a liaison office in India of a person resident outside India is permitted to carry out the following activities:
Representing in India the parent company/group companies.
Promoting export import from/to India.
Promoting technical/financial collaborations between parent/group companies and companies in India.
Acting as a communication channel between the parent company and Indian companies.
Remittance of Profit or Surplus:
A person resident outside India permitted by the Reserve Bank under Regulation 5, to establish a branch or Project Office in India may remit outside India the profit of the branch or surplus of the Project on its completion, net of applicable Indian taxes, on production of the following documents, and establishing the net profit or surplus, as the case may be, to the satisfaction of the authorized dealer through whom the remittance is effected.
For remittance of profit of a branch, -
a) certified copy of the audited balance-sheet and profit and loss account for the
relevant year;
b) a Chartered Accountant’s certificate certifying, -
i) the manner of arriving at the remittable profit,
ii) that the entire remittable profit has been earned by undertaking the
permitted activities, and
iii) that the profit does not include any profit on revaluation of the assets
of the branch.
For remittance of surplus on completion of the Project, -
certified copy of the final audited Project accounts;
a Chartered Accountant’s certificate showing the manner of arriving at the remittable surplus;
income tax assessment order or either documentary evidence showing payment of income tax and other applicable taxes, or a Chartered
Accountant’s certificate stating that sufficient funds have been set aside for meeting all Indian tax liabilities; and
auditor’s certificate stating that no statutory liabilities in respect of the Project are outstanding.
Offshore Drilling Companies – 50 Offshore Drilling Companies To Get You Started
Are you looking for a list of offshore drilling companies because you are looking for a job in an offshore oil rig? Have you tried the big boys like Shell and BP, etc? No results, or don’t want to try them for some reason?
Besides the obvious list of big boys like Shell and BP, you can also look for offshore drilling companies which do wildcatting or provide sub-contracting offshore oil drilling services to the major players. There are potentially hundreds of smaller companies which do this. Rather than cover the whole spectrum of finding oil, drilling for it and then refining and distributing the oil, these relatively small companies (for the oil and gas industry) concentrate on providing offshore drilling services. Some of them were formed during the last slump in oil prices by far-sighted investors with deep pockets, buying up equipment for pennies on the dollar. Many more were popped up just before the current boom in oil prices, or just recently to cater for the spike in demand for oil drilling services.
Here is a list of 50 offshore drilling companies to get you started:
Nabors Industries
Transocean
Diamond Offshore
Rowan Companies
Schlumberger
Stena Drilling
Tesco Drilling
Transocean Sedco
Prosafe ASA
Abbot Group
Acteon
Akita Drilling
Altinex
Atwood Oceanics
Baker Hughes
China Oilfield Services
Crosco Drilling
Dolphin Drilling
Egyptian Drilling Company
Franklin Howard International
Fred. Olsen Energy
Geoservices
Global Marine Drilling
GlobalSantaFe
IKM Subsea Design
Japan Drilling Co
KCA Deutag Drilling
Maersk Contractors
Metzke Engineering
Noble Drilling
Pajak Engineering
Parker Drilling
PetroMena
Reamco
Seadrill
Smedvig
Smith International
ENSCO International
BLAKE Offshore
CDIS
Coastal Drilling Company
Crosco
Extended Reach Drilling
Frigstad Offshore
Jindal Drilling & Industries
KCA DEUTAG Drilling
Marine Drilling Companies
National Drilling Services
Neptune Drilling
Ocean Rig
Do note that these are just 50 out of hundreds, with many more new companies formed each month to cater for the growing demand of the oil rush. As the entire oil and gas industry is very fast-moving right now, there is no guarantee that all the companies will still be around. After all, the major players like Shell will almost certainly try to buy them up to secure their own supply of oil rigs and crew. Some of these companies provide both onshore and offshore services and may even provide pipelining services, so be sure to make it clear in your cover letter and resume/cv.
Not all of the companies have websites or email. You may need to do some digging to find their snail mail or off-line address so that you can send them you cover letter and resume through the post office.
To get an offshore drilling job, you can go to the major players, or you can try the smaller specialist offshore drilling companies. The major players are of course more stable (at least during the oil boom). The smaller companies, on the other hand, provide more opportunity for advancement if you are bright and hardworking.
New Graduate Nursing Jobs – A Word of Encouragement and a Bit of Advice
“There are no jobs out there for us!” “I thought nursing was supposed to be such a sure thing for job-security, but I can’t get a job anywhere!” “All the positions are for experienced nurses only…how am I supposed to get any experience if no one will hire me?” “Nursing shortage? What nursing shortage? If there’s such a shortage, why aren’t there any jobs?”
This is a typical lament of the newly-graduated nurse, looking for his or her very first job out of school, at least in some parts of the country, and in some situations. I believe that some encouragement is needed, as well as some “sage advice.”
The job market, in some places, is very tight. While it is disheartening, we need to realize that this isn’t completely new. Nursing, as a profession, has been here before, to a degree. When I first began my career, nurses were being laid off, allied professions were being cut…this was over 2 decades ago now. New grads and both current and future nursing students: You’re caught in the middle of a really weird situation right now. Trust me…there is a nursing shortage! And it is going to get worse.
The problem seems to be that, like every other business around, hospitals are having to make the same gut-wrenching budget cuts as everyone else. It’s hitting so many areas of nursing right now…students, faculty, schools, hospitals…everyone is affected by the current economic situation. Hospitals, whether they’re short on nurses or not at the moment, are dealing with a cash-crisis. A brand new nurse, fresh out of school–no matter how many “A’s” you got in nursing school, no matter how many articles you’ve written above and beyond, no matter how many volunteer/student-work/extra-credit hours you’ve logged–a brand new nurse will take close to a full year to mentor and precept into an independent RN. They will spend tens of thousands of dollars on you, above and beyond the salary they pay you, just to get you to the place where you actually “earn” that salary. Don’t be offended…the hospital typically knows that you are a great investment! These just aren’t typical times right now.
You may not believe it right now, but most of the skills of nursing are learned after you get out of school! In school, you are learning the “science” of nursing, the “theory” of nursing. Upon graduation, you will learn how to apply that science and theory in the real world of nursing. Your clinical rotations were not the real world. Nursing requires judgment skills; judgment skills are the result of experience backed by the theory and science you learned in school. It just takes time.
OK, so…what can you do? First, recognize that you DO have options:
1. Realize that your first job is just that…it’s your first job. Few new grads, whether they’re nurses, lawyers, engineers, or architects, land their dream job right out of school. When you say that there are “no jobs anywhere” in your area, is it really NO jobs? Or have you limited yourself in any way by not considering jobs in, shall we call them, “less than desirable” specialties? I really disliked my first year of nursing! But you know what? It was only my first year. Once it was over, I was the “experienced RN” that hospitals were crying out for. I named all my future positions, where and when I wanted them. But that first year, in what amounted to a “glorified nursing home” was not what I had EVER imagined for myself. So…have you really looked everywhere?
2. I have read more than one nursing student posting comments online about how upset they were that there were “NO JOBS” out there, only to then read that she is a senior in nursing school or a brand new graduate nurse who wants to go on to become a nurse anesthetist, and to get into that program she has to have at least a year of ER or ICU experience…and “no one will hire me.” To such students and grads, may I tell you in the kindest way that if any hospital does hire you into their ER or ICU as a new grad, they are setting themselves…and very possibly you..up for a possible lawsuit because of the dire consequences your lack of experience and immature professional judgements may cause someone?
I worked 10 years of my career in critical care…ALL areas of critical care…and new grads simply do not have the knowledge, skill, or judgment abilities to work in these areas. Period. Want to become a Nurse Anesthetist? Then graduate nursing school, take whatever job you need to to get working as a nurse, so you can actually begin to function as a “real” nurse (not just a student nurse!) at the bedside, fulltime. Learn. Learn all you can in that first job. Be the best new nurse you can be.
Get the best peer reviews. Get the best reviews from your Unit Manager. Be the nurse the patients and their families write letters to the hospital directors about (good letters, of course)! Then, at the end of that year, go apply for a job in the ER. Go get a spot in the ICU. Believe me, when you’re in there, you’ll be starting all over again with the learning curve! But when you’re in, you’re in…now, remember what you did that first year in that first position? Do it again. At the end of that year, go apply for that slot in the Nurse Anesthetist program. Smile…you’ll have earned it, because you worked for it. Well worth it!
Again, few new graduates, whatever their profession, land their “dream job” fresh out of college. Most new grads expect to start, oh, somewhere near the bottom, and work their way up, gaining experience, wisdom, and leadership skills along the way that will be used in their futures. In nursing, we are fortunate…the bottom isn’t that far from the top. It doesn’t typically take more than a year of doing what you’d rather not be doing in order to shoot straight to where you do want to be. So just get started.
2. Let’s say you really have looked at every hospital, every nursing home, every assisted living center in your area, and there are NO jobs. You have a decision to make. I tell my own kids this all the time: you can either choose where you want to live, and then work at whatever you like best that is available there, or you can choose what you’d love to do, and then go wherever you have to in order to do it. It’s just that simple. With a career in nursing, If you wait long enough and are willing to do what it takes at first (probably not too long, but be ready for a year or so), you’ll probably be able to have BOTH.
Jobs ARE out there. Go where they are, get your feet wet and become the experienced, independent RN everyone’s looking for! Do what it takes! It’s WORTH IT!
Overview of Bangladesh Garment Industry

Agriculture, as the case in India, has been the backbone of economy and chief source of income for the people of Bangladesh, the country made of villages. Government wants to decrease poverty by getting highest productivity from agriculture and achieve self-reliance in food production. Apart from agriculture, the country is much concerned about the growth of export division. Bangladesh have accelerated and changed her exports substantially from time to time. After Bangladesh came into being, jute and tea were the most export-oriented industries. But with the continual perils of flood, failing jute fibre prices and a considerable decline in world demand, the role of the jute sector to the country’s economy has deteriorated (Spinanger, 1986). After that, focus has been shifted to the function of production sector, especially in garment industry.
The garment industry of Bangladesh has been the key export division and a main source of foreign exchange for the last 25 years. At present, the country generates about $5 billion worth of products each year by exporting garment. The industry provides employment to about 3 million workers of whom 90% are women. Two non-market elements have performed a vital function in confirming the garment industry’s continual success; these elements are (a) quotas under Multi- Fibre Arrangement1 (MFA) in the North American market and (b) special market entry to European markets. The whole procedure is strongly related with the trend of relocation of production.
Displacement of Production in the Garment Industry
The global economy is now controlled by the transfer of production where firms of developed countries swing their attention to developing countries. The new representation is centred on a core-periphery system of production, with a comparatively small centre of permanent employees dealing with finance, research and development, technological institution and modernisation and a periphery containing dependent elements of production procedure. Reducing costs and increasing output are the main causes for this disposition. They have discovered that the simplest way to undercharge is to move production to a country where labour charge and production costs are lower. Since developing nations provide areas that do not impose costs like environmental degeneration, this practice protects the developed countries against the issues of environment and law. The transfer of production to Third World has helped the expansion of economy of these nations and also speed up the economy of the developed nations.
Garment industry is controlled by the transfer of production. The globalisation of garment production started earlier and has expanded more than that of any other factory. The companies have transferred their blue-collar production activities from high-wage areas to low-cost manufacturing regions in industrialising countries. The enhancement of communication system and networking has played a key role in this development. Export-oriented manufacturing has brought some good returns to the industrialising nations of Asia and Latin America since the 1960s. The first relocation of garment manufacturing took place from North America and Western Europe to Japan in the 1950s and the early 1960s. But during 1965 and 1983, Japan changed its attention to more lucrative products like cars, stereos and computers and therefore, 400,000 workers were dismissed by Japanese textile and clothing industry. In impact, the second stock transfer of garment manufacturing was from Japan to the Asian Tigers – South Korea, Taiwan, Hong Kong and Singapore in 1970s. But the tendency of transfer of manufacturing did not remain there. The rise in labour charge and activeness of trade unions were in proportion to the enhancement in economies of the Asian Tigers. The industry witnessed a third transfer of manufacturing from 1980s to 1990s; from the Asian Tigers to other developing countries – Philippines, Malaysia, Thailand, Indonesia and China in particular. The 1990s have been led by the final group of exporters including Bangladesh, Srilanka, Pakistan and Vietnam. But China was leader in the current of the relocation as in less than ten years (after 1980s) China emerged from nowhere to become the world’s major manufacturer and exporter of clothing.
Bangladesh Garment Sector and Global Chain
The cause of this transfer can be clarified by the salary structure in the garment industry, all over the world. Apparel labour charge per hour (wages and fringe benefits, US$) in USA is 10.12 but it is only 0.30 in Bangladesh. This difference accelerated the world apparel exports from $3 billion in 1965, with developing nations making up just 14 percent of the total, to $119 billion in 1991, with developing nations contributing 59 percent. In 1991 the number of workers in the ready-made garment industry of Bangladesh was 582,000 and it grew up to 1,404,000 in 1998. In USA, however, 1991-figure showed 1,106.0 thousand workers in the apparel sector and in 1998 it turned down to 765. 8 thousand.
The presented information reveals that the tendency of low labour charges is the key reason for the transfer of garment manufacturing in Bangladesh. The practice initiated in late 1970s when the Asian Tiger nations were in quest of tactics to avoid the export quotas of Western countries. The garment units of Bangladesh are mainly relying on the ‘tiger’ nations for raw materials. Mediators in Asian Tiger nations build an intermediary between the textile units in their home countries, where the spinning and weaving go on, and the Bangladeshi units where the cloth is cut, sewn, ironed and packed into cartons for export. The same representatives of tiger nations discover the market for Bangladesh in several nations of the North. Large retail trading companies placed in the United States and Western Europe give most orders for Bangladeshi garment products. Companies like Marks and Spencers (UK) and C&A (the Netherlands) control capital funds, in proportion to which the capital of Bangladeshi owners is patience. Shirts manufactured in Bangladesh are sold in developed nations for five to ten times their imported price.
Collaboration of a native private garment industry, Desh Company, with a Korean company, Daewoo is an important instance of international garment chain that works as one of the grounds of the expansion of garment industry in Bangladesh. Daewoo Corporation of South Korea, as part of its global policies, took interest in Bangladesh when the Chairman, Kim Woo-Choong, offered an aspiring joint venture to the Government of Bangladesh, which included the growth and process of tyre, leather goods, and cement and garment factories. The Desh-Daewoo alliance was decisive in terms of getting into the global apparel markets at significant juncture, when import reforming was going on in this market following the signing of MFA in 1974. Daewoo, a South Korean leading exporter of garments, was in search of opportunities in nations, which had hardly used their quotas. Due to the quota restriction for Korea after MFA, the export of Daewoo became limited. Bangladesh as an LDC got the chance to export without any constraint and for this cause Daewoo was concerned with the use of Bangladesh for their market. The purpose behind this need was that Bangladesh would rely on Daewoo for importing raw materials and at the same time Daewoo would get the market in Bangladesh. When the Chairman of Daewoo displayed interest in Bangladesh, the country’s President put him in touch with chairman of Desh Company, an ex-civil servant who was seeking more entrepreneurial pursuits.
To fulfil this wish, Daewoo signed a collaboration contract with Desh Garment for five years. The contract also incorporated the fields of technical training, purchase of machinery and fabric, plant establishment and marketing in return for a specific marketing commission on all exports by Desh during the contract phase. Daewoo also imparted an exhaustive practical training of Desh employees in the working atmosphere of a multinational company. Daewoo keenly helped Desh in buying machinery and fabrics. Some technicians of Daewoo arrived Bangladesh to establish the plant for Desh. The end result of the association of Desh-Daewoo was important. In the first six years of its business, i.e. 1980/81-86/87, Desh export value increased at an annual average rate of 90%, reaching more than $5 million in 1986/87.
It is claimed that the Desh-Daewoo alliance is a significant element for the growth and achievement of Bangladesh’s entire garment export industry. After getting linked with Daewoo’s brand names and marketing network, overseas buyers went on with buying garments from the corporation heedless of their origin. Out of the opening trainees most left Desh Company at several times to erect their own competing garment companies, worked as a way of moving knowledge all through the whole garment sector.
It is essential to identify the outcomes of the process of moving production from high pay to low pay nations for both developing and developed nations. It is a bare fact that most of the Third World nations are now on the way to industrialisation. In this procedure, workers are working under unfavourable working environment – minimal wages, unhealthy place of work, lack of security, no job guarantee, forced labour etc.
The route of globalisation is full of ups and downs for the developing nations. Relocations of comparatively mobile, blue-collar production from industrialized to developing nations, in some circumstances, can have troublesome effects on social life if – in the absence of efficient planning and talks between international organisations and the government and/or organisations of the host nation – the transferred action encourages urban-bound relocation and its span of stay is short. Another negative result is that the rise in employment and/or income is not expected to be satisfactorily large and extensive to lessen inequality. In connection with the negative results of relocation of manufacturing on employment in developed countries, we realize that in comparatively blue-collar industries, the growing imports from developing nations lead to unavoidable losses in employment. It is held that development of trade with the South was a significant reason of the disindustrialisation of employment in the North over past few decades.
After all employees who are constantly working under unfavourable circumstances have to bear the brunt. Work is under-control across the Bangladesh garment sector. Appalling working atmosphere has been brought to light in the Bangladesh garment industry.
A research reveals that 90 percent of the garment employees went through illness or disease during the month before the interviews. Headache, anaemia, fever, chest, stomach, eye and ear pain, cough and cold, diarrhoea, dysentery, urinary tract infection and reproductive health problems were more common diseases. The garment factories gave bonus of different diseases to the employees for working. With a view to finding out a link between these diseases and industrial threats, health status of employees has been examined before and after coming in the garment work. At the end of examination, it was come out that about 75 percent of the garment workforce had sound health before they entered the garment factory. The reasons of health declines were industrial threats, unfavourable working environment, and want of staff facilities, inflexible terms and conditions of garment employment, workplace pressure, and low wages. Different work-related threats and their influence on health forced employees to leave the job after few months of joining the factory; the average length of service was only 4 years.
The garment sector is disreputable for fires, which are said to have claimed over 200 lives in the past two years, though exact figures are tough to find. A shocking instance of absence of workplace safety was the fire in November 2000, in which almost 50 workers lost their lives in Narsingdi as exist doors were closed.
From the above analysis of working atmosphere of garment sector, we can state that the working environment of most of the Third World nations, particularly Bangladesh remind us of earlier development of garment industries in the First World nations. The state of employment in many (not necessarily) textiles and clothing units in the developing nations take us back to those set up in the nineteenth century in Europe and North America. The mistreatment of garment employees in the birth period of the development of US garment factories reviewed above is more or less same as it seen now in the Bangladesh garment industry. Can we state that garment employees of the Third World nations living in the 21st century? Is it a return of the Sweatshop?
In a way, the Western companies are guilty of pitiable working atmosphere in the garment sector. The developed nations want to make more profit and therefore, force the developing nations to cut down the manufacturing cost. In order to survive in the competition, most of the developing nations select immoral practices. By introducing inflexible terms and conditions in the business, the global economy has left few alternatives for the developing nations.
Right Time to Make a Decision
There are two alternatives to tackle the challenge of the competitive world initiated by the continuous pressure of global garment chain. One can continue to exist in the competition by adopting time-honoured work systems or immoral practices. But it is uncertain how long they can continue to exist. In connection with the garment industry of Bangladesh, we can say that this is the right time to follow a competitive policy, which improves quality. If the MFA opportunities are eliminated, will it be feasible to keep the competitiveness through low-wage-female labour or through further drop in female wages? Possibly not. Since the labour charges are so minimal that with such wage, a worker is not able to maintain even a family of two members. Enhancing the efficiency of female workers is the only solution to increased competition. Proper education and thorough training can help achieve these positive results. To rule the global market, Bangladesh has to come out of low wage and low output complex in the garment industry. Bangladesh can enhance labour output through constant training, use of upgraded technology and better working environment. Bangladesh should plan a strategy intended for promoting skill development, speeding up technology transfer and improving productivity height of the workers.
Another method is to adopt best system or ethical course. Those companies, which react to heightened competition by stressing quality, speedy answer of the customers, fair practices for labourers should have the most innovative practices. We think that we are now living in the age of competition in producing improved quality over cost-reduction policy. The objective of change efforts at the workplace has been modified over the time – from making the job humane in the 1960s, to job satisfaction and output in 1970s, to quality and competitiveness in the 1980s. It is necessary for a company to pursue a competitive policy that improves quality, flexibility, innovation and customer care. If they rely on low costs by dropping labourers’ wages and other services, they will be bereaved of labourers’ dedication to work.
Strength
. Considerable Qualified/keen to learn workforce available at low labour charges. The recommended minimum average wages (which include Travelling Allowance, House Rent, Medical Allowance, Maternity Benefit, Festival Bonus and Overtime Benefit) in the units within the Bangladesh Export Processing Zones (BEPZ) are given as below; on the other hand, outside the BEPZ the wages are about 40% lower:
. Energy at low price
. Easily accessible infrastructure like sea road, railroad, river and air communication
. Accessibility of fundamental infrastructure, which is about 3 decade old, mainly established by the Korean, Taiwanese and Hong Kong Chinese industrialists.
. FDI is legally permitted
. Moderately open Economy, particularly in the Export Promotion Zones
. GSP under EBA (Everything But Arms) for Least Developed Country applicable (Duty free to EU)
. Improved GSP advantages under Regional Cumulative
. Looking forward to Duty Free Excess to US, talks are on, and appear to be on hopeful track
. Investment assured under Foreign Private Investment (Promotion and Protection) Act, 1980 which secures all foreign investments in Bangladesh
. OPIC’s (Overseas Private Investment Corporation, USA) insurance and finance agendas operable
. Bangladesh is a member of Multilateral Investment Guarantee Agency (MIGA) under which protection and safety measures are available
. Adjudication service of the International Centre for the Settlement of Investment Dispute (ICSID) offered
. Excellent Tele-communications network of E-mail, Internet, Fax, ISD, NWD & Cellular services
. Weakness of currency against dollar and the condition will persist to help exporters
. Bank interest@ 7% for financing exports
. Convenience of duty free custom bonded w/house
. Readiness of new units to enhance systems and create infrastructure accordant with product growth and fast reactions to circumstances
Weakness
. Lack of marketing tactics
. The country is deficient in creativity
. Absence of easily on-hand middle management
. A small number of manufacturing methods
. Low acquiescence: there is an international pressure group to compel the local producers and the government to implement social acquiescence. The US GSP may be cancelled and purchasing from US & EU may decrease significantly
. M/c advancement is necessary. The machinery required to assess add on a garment or increase competence are missing in most industries.
. Lack of training organizations for industrial workers, supervisors and managers.
. Autocratic approach of nearly all the investors
. Fewer process units for textiles and garments
. Sluggish backward or forward blending procedure
. Incompetent ports, entry/exit complicated and loading/unloading takes much time
. Speed money culture
. Time-consuming custom clearance
. Unreliable dependability regarding Delivery/QA/Product knowledge
. Communication gap created by incomplete knowledge of English
. Subject to natural calamities
Opportunity
. EU is willing to establish industry in a big way as an option to china particularly for knits, including sweaters
. Bangladesh is included in the Least Developed Countries with which US is committed to enhance export trade
. Sweaters are very economical even with china and is the prospect for Bangladesh
. If skilled technicians are available to instruct, prearranged garment is an option because labour and energy cost are inexpensive.
. Foundation garments for Ladies for the FDI promise is significant because both, the technicians and highly developed machinery are essential for better competence and output
. Japan to be observed, as conventionally they purchase handloom textiles, home furniture and garments. This section can be encouraged and expanded with continued progress in quality
Threat
. The exporters have to prepare themselves to harvest the advantages offered by the opportunities.
Scenario Of Intimatewear Market

The journey of lingerie from ‘cotte’ to trendy intimatewear
The existence of lingerie is as old as the existence of women who wear it. In the middle ages things were easygoing as women wore various corset-like alternatives like the cotte, the bliaunt and the surcot, which move on easily over their dresses and hold the breasts firmly. Wearing underwear/corsets has been practiced since the ancient civilization of Egypt and Greece, where women wore corsets to support their breasts. Bras have been worn in all ages to support women’s breasts and give them a fashionable look.
18th Century: It is believed that the history of underwear started in the 18th century. The padded silhouette with a flat stomach, slim waist and cone-shaped bust was a style. The corset, a vital part of any woman’s clothing at that time, gave the body a typical shape, squeezing the internal organs and making them feel comfortable. Extreme usage of satin, silk and damask decorated with embroidery, ribbons and laces gave the effect of artistry.
19th Century: Women wore corsets, crinolines and bustles. The S-shaped silhouette trend started at that time. Women wore underwear like knickers, corset, camisole and waist slip.
20th Century: Lingerie turned out to be simpler and more practical. Corsets were replaced by a more flexible girdle modern bra. Pastel colours for lingerie came into existence. In 1910 boyish silhouette became a trend. The first brassiere to have a patent, which was accepted largely, was a bra invented by a young New York socialite named Mary Phelps Jacob in 1910. In the 1930s femininity became a fashion trend. A woman was covered by the one-piece garments known as corsets including a curved and bust-emphasizing brassiere and girdle with garters. But one-piece corsets were accepted largely and panties were reduced in size and finally gained the shape of bikini briefs.
21st century-the era of intimacy-intimatewear: In this era the fashion is pushing women to exhibit the underwear as outerwear which is worn for the sensitive pleasure of a partner. Lingerie is considered as the second skin by many women. In the present era, women have more choices than ever in terms of style, design, fabrics etc. Since many centuries fashion in connection to lingerie styles was toggling between the feminine and masculine, painful and practical. In the recent time, lingerie is the most attractive, luxurious and feminine clothing that is worn intimately and respected for its practicality and comfort.
Worldwide Market Growth Forecast of Lingerie
Today, the main concern about marketing the lingerie products is the fight for share between global brands and retailers’ local labels worldwide. It is also about consumers’ choice and acceptance of brand. With its matchless combination of fashion and function, lingerie is a product category that crosses the fine line between necessity and luxury. Besides these features, it has increased into about a US$30 billion-a-year industry and placed itself for further growth over the next five years.
To know the global lingerie market, it is essential to check out not only the competition between brands, but also the separate bra-wars taking place between brands and local retail labels. The leading player among lingerie brands worldwide is United States-based manufacturer Sara Lee, which has a major market share in its home country as well as the European market. After Sara Lee there exist companies like Warnaco, Fruit of the Loom, VF and Maidenform, in Europe Triumph also possess a major market share. The more comfy La Perla, meanwhile, is atop the high end of the world lingerie market.
In the retail sector, US chain Victoria’s Secret, the UK’s Knickerbox and northern European retailer Hunkemoller provide to the specialist market, but the huge quantity of lingerie is traded by clothing retailers like Marks & Spencer and hypermarkets like Wal-Mart and Carrefour. Though, the tendency is to be robust on briefs than bras, and repeatedly sell these items in multiple packs. While the leading retailers and brands keep up to propel the market, the nature of uniqueness demands that there is also a push of smaller, more up market labels that offer to a few niche.
Of the total world lingerie market, amounted to US$29.5 billion annually in 2003, bras calculated to 56 per cent of total sales, while briefs and the body wear/daywear/shape wear category add 32 per cent and 12 per cent in that order. Of about 6.4 billion bras and briefs were procured worldwide in 2003. The report shows that the average woman buys two bras and five pairs of briefs per year. Lingerie sales in the developed world are observed to be basic fashion-driven, with the average woman having six bras and eight pairs of briefs in her wardrobe – more than she usually requires.
The buying of these products is normally determined by style factors, like as what styles (g-string, padded bra) look best under certain types of clothing, or what colors appear best. In the past, this picture has not been right for developing countries where lingerie is bought more out of need than desire. Though, population growth, unstable demographics and the appearance of consumers with more disposable income is changing purchasing habits in these regions, and the lingerie market is projected to gain advantage from this opportunity.
According to a research report, the global lingerie market was calculated to be $29.15-billion (U.S.) in 2004 and is projected to increase (at the rate of about 9 per cent) to $31.6-billion in 2012. And the product category that will have the quickest growth is “bodywear, daywear and shapewear.”
Despite this noteworthy growth, demand for lingerie in the developed world has been observed to be rising at about five per cent (based on low population growth, ageing demographics and product saturation), while that of the rest of the world is projected to increase by almost 20 per cent.
While this turns out to be a fairly steady 7 per cent raise in world volume to 6.8 billion units, it also amounts to massive growth in developing nations. This will go together by a noteworthy push towards offshore manufacturing in countries like China and India, as continuing enhancement in technology and communications make such alternatives far more cost effective than the domestic alternative. Markets that are expected to develop in the future include the Indian sub-continent, China and Southeast Asia. India and China are projected to increase their international market share by about US$100 million each, while Southeast Asia, already a leading market for lingerie, will increase by US$350 million in value.
Given that price points in these sub-regions are somewhat low; this expected growth shows an opportunity in huge quantity for lingerie companies. Products which shape the body and offer smooth curves are observed as a key growth sector for baby boomer lingerie buyers. New and innovative fabrics like Lycra and microfibers will keep on featuring a lot in this segment.
Prices to keep steady
With downward price emphasis at a retail level compensating any attempts at increasing manufacturers’ costs, prices are not anticipated to have any noteworthy impact on lingerie market growth in the developed world till 2010. Though, value growth in the developing world is more complicated to estimate, due to the extensive trading in the gray or black markets and, hence, not at normal retail prices.
Nonetheless, Sara Lee is anticipated to keep on its dominance of the developed world market and formulate sizable inroads into other markets over the next five years – even in the challenge of financial problems faced by competitors such as Warnaco and Maidenform. Along with it the low profile and hence low debt European companies like Triumph and Wolford will keep surviving. It is understandable that high-volume growth for lingerie’s leasing players will come from emerging markets, while, in a sector where discrimination is important, beneficial business will also be held by niche marketers. Fortunately for all matter, lingerie is pushed by female consumers’ loyalty to brand, fit and comfort, making it as one of the more financially strong segment in the apparel market.
China
China exported 4.2 billion pieces of women’s undergarments in 2004, a 30 percent raise from 2003. In China, Shantou is one of the leading manufacturing hubs for women’s undergarments with well-set up and good factory management systems, offering prompt service and efficient supply chain system. This harbor city in Guangdong province exported women’s underwear worth $650 million in 2004, accounting to be the third of China’s outbound shipments of the product. Shantou possesses more than 1,500 suppliers, about 150 of who export directly. Shantou’s associated towns of Gurao, Xiashan, Chendian and Liangying are the leading manufacturing areas. Gurao, the biggest center, has more than 440 undergarment makers. Annual sales reach $260 million, including 564 million brassieres and 180 million pairs of underpants. Shantou is renowned across China as a major producer of knitted underwear. Xiashan and Chendian each produce more than $100 million worth of women’s undergarments per year.
Suppliers in Shantou vary from small companies with 50 workers to big manufacturers with 1,500 employees. Though, small and midsize suppliers constitute the major companies. Many suppliers possess vertically integrated production with in-house fabric knitting, dyeing, finishing and printing, and garment sewing, embroidery and packing capability. The city’s bra and panty suppliers target on midrange models, but high-end designs are also made by them. Approximately 90 per cent of output is for OEM orders.
Seamless bras and panties are trendy designs which are more preferable now a days. Hanzina Underwear Co. Ltd, a leading supplier of such products, has invested a huge amount in 20 Santoni circular knitting machines from Italy, two warp knitting systems and 350 sewing machines. The company makes 200,000 pieces per month. The use of lace and embroidered fabrics is also well-liked among Shantou suppliers. Chengtai Underwear Knitting Factory makes bra and panty sets with lace trimmings, embroidery or prints.
The midsize company makes undergarments for Wal-Mart and donna l’oren. Hongjie Underwear Industrial Co. is also a leading producer with 1,500 workers and fully integrated production that covers fabric knitting and sewing. The company provides fancy bras and panties in crocheted fabrics, intricate prints and embroidery. The company also produces items like push-up and convertible brassieres.
Many companies are making efforts to decrease their lead and delivery times. Shantou’s port, one of the 20 leading harbors in China, transports cargo to many countries and regions. This facilitates suppliers to provide convenient shipping to foreign buyers and supports in continuation in transportation at cheaper rates.
India
The lingerie market in India is still in its infant stage and, until in recent times, the accessibility of high quality intimate apparel was limited to irregular or grey imports sold under the counter. Because of the limited products and lack of enough specialized and organized retail atmosphere, the fashion realization and quality awareness of the Indian consumer for intimate apparel is yet to be realized.
India is also one of the most scattered retail markets in the world. The products, so far, have been mainly marketed as a commodity and are price and margin oriented. Till today huge quantities of bras are sold to end users by male salespersons in mom-and-pop shops. Majorities of the stores do not even provide a trial room.
As a consequence, large consumer base are not sure of the functional features of a bra or even their own sizes. When Gokaldas Intimatewear began developing Enamor, their first aim was good fit. Across India Enamor surveyed and measured 4,000 women. They noticed that 80 per cent of Indian women wore a uncomfortable fitting underwear. In India, bras were made only in B and C cup sizes, though Enamor’s research found that most Indian women required A or D cup sizes.
In India Triumph, Lovable Lingerie, Enamor, VIP, Juliet, Amul etc are major players in lingerie market. Today 70 per cent of the lingerie market of India is unorganised. But that can be replaced with the increase in the number of malls and quality-conscious consumers. For example, Lovable’s growth of 20 per cent last year was sustained by new retail space.
The joint market contribution of the leading five retailers in India totals less than two per cent. Though, Lingerie sales have increased by 12 per cent in the past five years because of a new awareness of intimatewear. Women’s innerwear industry in India is worth Rs. 2,000 crore and is growing at an average rate of 12 per cent.
Turkey and Bangladesh have already observed the potential and are aggressively promoting its innerwear industry. Many Asian countries are defeating India in the US, the world’s biggest clothing importer. According to the US office of Textiles and Apparel, in 2002 the country imported 198,094,426 dozen pieces of cotton underwear. India’s contribution in this was a paltry 2.36 per cent. In bras using manmade material, the US imported 37,676,800 dozen pieces. While China constituted 32 per cent of these, Indonesia had 10.5 per cent. Even Bangladesh had 1 per cent. However, India exported a meager 0.65 per cent. Though, there is a great potential to be taped if approached in an organized manner with a proper set up.
Womenswear: the most profitable segment
The Rs.28,375-crore womenswear apparel segment covers 32.1 percent share of the Indian apparel market in value terms. In volume terms, market share of womenswear is one percent greater than that of menswear but in value terms its share is five percent less than that of menswear due to branded segment in womenswear was practically non-existent till a few years back. At present, it is the most profitable segment for investment. During 2005, volumes increased by 5.5 percent while value appreciation was as high as 15 percent.
Women’s trousers and skirts category observed a highest growth during 2005, volumes growing nine percent and value appreciating more than 23 percent over 2004 levels. Western wear like suits and blazers and Lingerie are the two other categories where progress was excellent, volume and value growth being 10 and 21 percent respectively in the Western wear and 6.8 and 18.1 percent in lingerie.
In early days the Indian women mostly trusted foreign products or directed their friendly corner tailors to stitch form-fitting bodice, which were worn under dresses. But now the scenario is different. The first trendy movement for both men and women was seen when Associated Apparels Pvt Ltd, producers of Liberty shirts, introduced the world famous Maiden Form bras, Jockey men’s underwear and Jantzen swimwear in 1962 in India.
It was a lanky period for Liberty shirts with complexity in imports and the export market initiation, so the late Bhawandas Wadhwani approached the lingerie business with technical knowhow from the USA. The brands got an achievement of optimum level with their styles and quality. But due to the government’s restrictions for foreign brands, Wadhwani discontinued the overseas tie-up and changed the names to Libertina for lingerie and Liberty for men’s underwear in the late 70s. From 80s to 90s the company focused on undergarments. Even today Libertina and Liberty are still one of the major players in the lingerie market.
With the great triumph of Libertina and Liberty, other Indian companies also shifted into the lingerie markets. In the 70s Peter Pan from Dawn Mills entered in the market with lingerie styles of the West. The brand was popular amongst the Indian women, but two decades later it vanished from the market.
In 1971, VIP entered the men’s underwear market with a big-bang and became the most talked about brand due to its advertisement featuring model Dalip Tahil. Since then VIP is a leading player in the men’s and women’s underwear market. VIP launched Petals, a Lycra moulded cup bra with motifs, which was accepted well at that time, but was later discontinued. But introducing Loveable in 1996 was a huge success as they brought in a foreign brand, but it was made in India. Lovable was followed by Feelings, VIP’s domestic products and Daisy Dee another foreign brand. The very ultra Vanity Fair was introduced in 2004 and lastly a Korean Brand Try for men and women in 2004. VIP’s fashionable new men’s innerwear called Frenchie X was targeted to meet the challenges thrown by the foreign brands.
Another leading brand in the lingerie market is Rupa & Co established in 1985. Its variety of men’s, women’s and children’s underwear put together makes it India’s biggest innerwear manufacturer and seller. Besides these two brands there are other labels produced by them. Amul, Lux Cozi, Dollar are some of the brands catering to a particular segment of the men’s underwear market, while the lingerie segment has its own local offerings like Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line and many more.
In the 90s Jockey re-entered the Indian market followed by Calida and Liberti Blu. Then the very high fashion Gossard existed for a limited time. In the 21st century, Enamor, another foreign brand entered the Indian market through Gokaldas Exports and the very chic French brand Aubade started its only outlet in Mumbai. La Senza is the next foreign brand that is set to enter the market while Hanes has already set with a very unconventional ad campaign targeted to comfort for the Indian male.
One of the leading foreign players in the Indian lingerie market is Triumph. They have a presence in 150 countries around the world and a turnover of US $2 billion with a production of over 200 million units annually, producing 6000 new fashion styles per year designed by 200 designers in 11 countries. Triumph started its operation in India in six metros, and is now spread in 45 cities. As far as lingerie is concerned, India is still in its initial stage. India has to wait to become a matured market as compared to the other Asian markets like Japan, Hong Kong, Singapore, China and Vietnam. In the last three years there has been a great growth in the business but the retailing of lingerie and distribution channels are limited. Triumph markets through retailers, MBOs, and two franchisees in Mumbai and Kolkata, and further more they are going to increase in the near future. From 300 outlets in India they target to cross 1,000 outlets in three-five years. With all raw materials imported from Europe, Triumph is produced in Chennai and has gained a 50 per cent raise in sales since it came into the country. Though, Triumph is the only internationally managed brand, it also aims to satisfy Indian buyers and has the capability to source intelligent fabrics not offered in India. Triumph was the first to introduce moisturising fabrics with Aloe Vera and the one-piece bra which is produced by one piece of fabric. The sizes and styles are very particular to Indian consumers. Triumph which begun production in India in 1998 has been exporting to the USA before it came into the local market. With 80 per cent exports and 20 per cent local sales in India, Triumph adds new products and concepts for 5-10 styles each year.
Lately, well-known international lingerie brands – Aubade – from the fashion capital of France has entered in Indian market.
While the international lingerie outlook is as exciting and bright as the outerwear one, India’s growth in the former segment can be called just about negligible. Body and beach fashion shows are showcased twice a year around the world showing the latest trends in innerwear fashion. New underwear fabrics with ‘anti’ treatment like anti-stress, anti-smog, anti-static, anti-allergic, anti- bacterial, anti-moisture and anti-odour pamper the body. Top European products like Bruno Banani, Excellent, Schneider, Louis Feraud, Calvin Klein, Gianfranco Ferre, DKNY, La Perla, Gossard, and Schiesser are some of the brands that set their inspiration to the ultimate test. Thanks to the new outerwear performance made by designers around the world and India, lingerie is seemed with renewed fascination in India too.
It may be shocking that there are 1000 Indian brands in the market but only 200 are nationally active. The others cater to markets in the vicinity of their production. Many of these brands have so far continued the advent of MNC labels for the last decade and should continue to do so.
The Indian lingerie Industry is growing because of the increasing domestic demand coupled with huge export potential. It will soon receive an upfront position. From a cottage industry it can be transformed into a growing trade. Indian brands have experienced that they have to be more quality conscious and work harder in branding, promotion, packaging and innovation. Only the mindset to make world class lingerie is lacking. Smaller countries like Sri Lanka, Turkey and Bangladesh are major producers in this segment. Indian companies have recognized the significance of innerwear for men and women and the competition is just boiling as new and more players arrive to offer Indians that much required fashionable lift.
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Oil Rig Employment – What Do You Need To Do Before You Get Hired?
Working on an oil rig is rarely considered a career. Nevertheless, the prospects of workers who successfully gain oil rig employment are very bright for the coming decade. Demand for oil remains high from first world nations and the gigantic economies formerly third world nations like China and India are also insatiably guzzling oil as they rapidly move to join the ranks of first world nations. Until new oil rigs, pipelines, refineries and depots are built, supply remains tighter than the world is used to for the past decade.
Although prospects for oil rig employment are bright, it does not mean that you can just show up at the doorstep of Shell’s HR office and expect them to give you a job. It is not as easy as some oil rig employment and shipping sites want you to believe. Oil and gas companies may be desperate for people to crew their oil rigs, but this does not mean they are going to relax their safety standards. This is not because they are good Samaritans. Most oil companies are subject to laws of the countries where they operate their offices and their oil rigs. And oil rigs in the middle of the ocean are partially governed by international treaties. Besides, they do not want some fresh-faced idiot making some mistake and damaging their precious multi-billion dollar oil rig or causing an oil spill which could get them fined billions of dollars. Its just not good business practice.
Most companies do give some form of training. After all, not every oil rig works exactly the same. Even if you have some previous oil rig experience, they want to make sure you know the details of the rig they put you on. Apart from on the job training for your duties aboard the oil rig, you normally also need to have some form of offshore medical certificate, offshore survival certificate and helicopter underwater escape training certificate. The exact form of the certificates partly depends on which company you work for and where you are deployed. In addition, you may need to have an up-to-date passport, visa and vaccinations.
If all of these legal requirements sound pretty overwhelming to you, you should consider getting hired for land-based oil rig employment instead. The perks will not be as good as an offshore oil rig, but there are fewer dangers and you gain valuable general experience of oil rig jobs. Once you are comfortable with your level of experience, you can switch to the additional challenges of an offshore oil rig. If you do it this way, it is also easier to figure out what other legal requirements and certifications you need to meet. Additionally, your employer is more likely to pay for your certifications.
Demand is hot right now. Make sure your bags are packed, and all your other affairs like automated mortgage payments, phone bills, etc are settled. If you applied for an overseas job, make sure your passports and visa are valid. If you are hired for the job, your boss will want you moving immediately, preferably within hours of notification. You do not want to be in the middle of the ocean and then only remember that you forgot to settle your housing or whatever local tax because you were too rushed for time.
Basically, if you are serious about oil rig employment, get all your required legal certifications and requirements for your jurisdiction settled ahead of time. The oil industry is hot right now, and employers do not have time to wait for their workers to settle their affairs.
What is a Supplier Development Program?
A Supplier development program is actually a procedure by an organization to improve its supplier’s capabilities. This program may be interpreted as a company’s attempt to replicate or to transfer some of its in-house organizational capability across the company boundaries.
Theoretically automakers in automotive industry may send their own engineers to the shop floor of supplier to solve a problem with a specific component to meet the product reveals date. Or it may be possible that they may provide training courses for employees of supplier in techniques like Value Engineering, Quality Circles and Simultaneous Engineering. They may also ask a supplier with a view to learn and to work on specific production line for extended period to achieve quality improvement, cost reduction etc.
Supplier Assessment is a strategy. It means that a buying firm makes an id-depth evaluation of quality of supplier in cost, delivery, technical and managerial capability. Providing the suppliers with feedback is the most important part of the assessment process so that they know about the buyer expects and also to provide the supplier with directions for improvement.
Within this area, Supplier Incentives are another developing strategy. In this strategy, the focus is to give the supplier extended business if they can attain a certain goal. All these market based incentives are based on a performance of supplier and are designed to make the supplier perform even more good.
The third strategy is Competitive Pressure and applied by buying company to its suppliers when it’s using more than one supplier. The goal is to buy from the supplier which is most competitive on the market and their focus is on low prices.
When buying firm directly, direct Involvement activities involves itself in the supplier development effort and important investment by the buying firm through activities like education and training of a personnel supplier.
So, I hope now you understand the strategy of this program.