Sonica Tyagi friend

CHAPTER-1
INTRODUCTION

In the current context, health and wellbeing plays an important role in all areas of our
environment. Through physical activity such as running, yoga, walking, weight lifting, etc.,
people in many fields such as business, education, industry, information technology, etc.,
focus on physical health. However, very few people think about general well-being, which, in
addition to physical health, also includes psychological health.

Sports are also areas where the focus is on physical and psychological well-being. Sports can
be defined as a competitive movement that seeks to use, maintain, or develop physical skills
and abilities, while pleasing participants and, under certain circumstances, entertaining
spectators. Through informal or organized communication, sport can contribute to physical
health. There are hundreds of sports, from individual participants to those who compete
individually or in teams with hundreds of participants at a time. Some of the team’s most
popular sports are football, hockey, basketball and cricket, as well as boxing, wrestling, judo
and more. they are very common. Some sports also include individual teams or team sports
such as tennis, archery, archery, swimming, table tennis and more.

The game is bound by rules or regulations to ensure fair competition. Exercise can be
identified as a goal (e.g. football) or going in front of the line as a win (e.g. running). This can
be identified by the referees as part of the body measurement. Finished (for example in
fights).

In all aspects of life and now developed as an essential part of the game, the mind also plays
an important role. Research on the mind and behavior can be defined as psychology.

According to the American Psychological Association (APA), the definition of sports

psychology is "a skill that uses psychological knowledge and knowledge to address
optimum performance and well-being for athletes, sports participation in sports and
social development aspects, and systems issues related to sports and organisations."

Athletes and other athletes come from a wide range of venues, competition levels, from state
youth, professors and leading athletes to leading artists of all ages and ages, from young
people to old clubs to support practical thinking. Mental fitness skills always help athletes
cope with the mental strain of competition and overcome problems with focus and
motivation. They also work with athletes to increase performance and recover from injuries.
However, mental sports don’t just work on elites and athletes. They also help regulators
exercise and follow an exercise program.

Generally, there are two different types of sport psychologists:

1. Educational sport psychologists- Cognitive psychologists focus on the

application of mental health practices that train individuals by
educating and training them to make effective use of these skills in
production situations (e.g. goal setting, drawing, modeling,
discipline). The general purpose of mindfulness in sports is to
improve performance by teaching athletes the thinking skills /
thinking skills that lead to sports making the best use of the sports
environment.

2. Clinical sport psychologist- Doctoral degree / M. phil. graduating in hospital or

mental sports. Psychology. They meet with athletes with mental health issues and
offer appropriate solutions, individually and in groups. The experience often
covers clinical issues, including depression, eating disorders, drug use, and more.

The proposed Integrative Model of Self- Determination (2009)

Ntoumanis, Edmunds and Duda (2009), Interaction of Coordination (see 1.1) depict how self-
movement and self-management explain the importance of critical assessment, responses and
success in health and other aspects of life and the model represents self-concept and practice
(adapted from Vallerand, 1997). Dealing with one's well-being has a direct impact, not only
on stimuli, but also on spiritual, emotional, and emotional / spiritual needs. For example,
instead of examining direct motivation for decline or obstacles when the goal is struggling, it
is essential to recognize whether a person is high, low or insecure when seeking goals,
whether or not his or her psychological needs are met during this pursuit and whether the
socio-social environment and the environment have a supportive or weak role.

Fig. 1.1 The proposed integrative model by Ntoumanis, Edmunds and Duda (2009)
This present study is based on this integrated model, which aims to assess how psychological
needs, self-determination, stress assessment and cope with the well-being of an individual,
particularly in sports environments.

A sports psychologist should have following specialized knowledge:

1. Theory and research on the global foundations of sport psychology in history,
cultural, social and development.
2. Sports issues and techniques Specific psychological evaluation and learning of mental
skills for improving performance and satisfaction with participation.
3. Athlete related to clinical and advice problems.
4. Sport consulting organisational and systemic aspects.
5. Sports participation development and social issues.
6. Organic sport and exercise foundation (e.g., exercise physiology, motor learning,
sports medicine).
7. Specific knowledge of sport and competition science and technological requirements
such as the IOC, the Federation of Commonwealth Games (the CGF), etc. Rules of
Procedure.

Many strategies and procedures are used to deal with athletes and other participants in
sports. The following are some of the main areas:

1. Cognitive and behavioural performance - enhancing training covers goal setting,

vision and performance planning, strategies for concentration and focus, self-
confidence, self-esteem and skills in sports, cognitive self-regulation, emotional
management, sport and leadership skills.
2. Counselling and clinical interventions - It includes athletic motivation, eating
disorders, body weight management, drugs abuse, grief, depression, loss and suicide,
over-training and burnout, questions relating to sex identities, aggression, violence.
3. Consultation and training- The programme includes team building, sports
organisation, systems interventions with sports parents and families, coaching
seminars in motivation education, interpersonal and leadership skills, skills
development, coach and manager education in early identification and psychological
difficulty prevention.

Now, there is the question, why do sportspeople need a sports psychologist? So, when
they have difficulties, athletes are not only consulting sports psychologists. Athletes can
also help sports psychologists:
1. To enhance the performance- Various mental strategies, such as visualisation,
relaxation and speech, can help athletes cope with burdens/impediments and achieve
maximum potential.
2. To cope with the pressures of competition- Sports psychologists can assist athletes
on all levels to cope in competition with pressure from their parents, coaches or even
expectations.
3. To get recover from injuries- Athletes need help to tolerate pain after an injury,
maintain strong mental strength and come back to the field with the same motivation
as before, with the help of sport psychologists only.
4. To keep up an exercise program- Even those who want to practise on a regular basis
may not be able to achieve their goal. Sports psychologists can help these people
motivate and address all related concerns.
5. To enjoy sports- Youth sports organisations must hire a psychologist to train coaches
on different recreational activities to be integrated into the practise programme in
order to make sports more pleasant and promote healthy self-esteem in participants.

The overall development of a sporting person, independent of participation levels

(state or international), age (youth, veteran), gender and nature of the sport is thus
integrated into the psychology of sports (individual or team).

There are many psychological domains, such as psychological needs, self-determination,

stress assessment, stress management and overall welfare, which impact the total
performance of an individual who participates in any sport.

PSYCHOLOGICAL NEEDS

Three basic psychological needs encourage behavior and identify the essential nutrients for
the mental health and well-being of individuals, according to Deci and Ryan. These
requirements are a universal need and texture for self-knowledge, skills and connection (see
Figure 1.2).
Fig 1.2 Three basic psychological needs of an individual by Ryan and Deci (2008)
1. Autonomy
The desire to take part in activities of your choice and to act as a cause of behavior is
expressed in independence.
Psychological Needs Small theories derive from the prediction of essential elements for
human development, motivation, integrity, and social prosperity designed to meet the
common needs of independence, competence and communication (Ryan and Deci, 2017).

Some of the autonomy supportive strategies for the individuals included:-

a) Providing choice to the individuals in a number of management and performance
areas
b) Providing a rationale for logical and executive decisions
c) Actively seeking suggestions, opinions, reviews and feedback from the athletes and
their personal coaches
d) Encouraging athletes to take self -responsibility for their learning.

The self -supporting approach is described by Mageau and Vallerand (2003) as an

independent individual (e.g. teacher), who has a different approach (playing ability),
recognizes the feelings of others and gives to the other party has access to relevant
information and options at the same time as usage increases and demand is reduced. ” They
have suggested that individuals, mainly coaches, who adopt an autonomy-supportive
interpersonal style mostly engage in the following behaviours, including:-

a) providing choice within specific rules and boundaries

b) providing explanation for various tasks and boundaries
c) acknowledging others’ feelings and perspectives
d) providing individuals with an opportunity to take initiative
e) providing non-controlling feedback
f) avoiding controlling behaviours, such as criticisms and rewards
g) preventing ego-involvement in others

One has the ability to control one's actions and preferences. Personal relationships are based
on an individual’s tendency to feel connected to the social environment (Deci and Ryan,
2012; Reynoulds and Mcdonough, 2015). Research has shown that athletes are more likely to
develop a sense of playfulness in terms of physical and emotional movement, perform their
tasks and feel happier within their teams (Bekiari and Syrmpas, 2015; Deci et al., 2013;
Gurrola et al., 2016; Reynoulds and Mcdonough, 2015;). In addition, the role of self- and
environmental factors in the context of classroom exercises was investigated by Standage,
Duda, and Ntoumanis (2003). Specifically, Standage etal. (2003) found a link between self-
help and self-interested feelings that fueled the need for independence, competence, and
communication.

2. Competence

Understand the belief that we can take on any challenge or action, trust in our ability to make
progress and be willing to learn what is needed. It involves the ability and knowledge
necessary to solve a quadratic equation.

In addition to your skills or abilities in sports, you also become an individual. It’s about
trusting your skills and abilities and if not, learning the part you need to achieve your credible
goal. That’s why it’s important to develop skills if you want to thrive in all aspects of your
life and in sports.

Skill and faith go hand in hand. You believe in what you do as long as you deserve it. The
more skilled you are, the more confident you are in your own accomplishments, and on the
other hand, the more confident you are, the more likely you are to learn in different ways to
become better.
The need for the player's willing skills is to organize actions so that they feel better and more
than they want to do. For example, if an athlete feels that he can meet the requirements of his
coach or feels the need for improvement, his strong need is satisfied. In the practice of active
sports, the ideas expressed express the strength of athletes. Whether you are trying to learn
new skills in football or deserving of it, trying to be the best player on the national team or
trying new ways of basketball, there are the clear skill and includes influence, behavior.,
understanding and motivation of individuals.

Different types of competencies in the sports are as follows:-

a) Motor competence- Motor competence subdivides into Motor skills and

Motor knowledge. The motor skills include sensorimotor coordination (eye-hand

coordination and eye/eye-leg coordination) as well as gross and fine motor skills.
motor skills include motor coordination. Engine knowledge includes technical
equipment knowledge, game management and platform management (swimming).

b) Cognitive competence- Sports knowledge and problem resolution are divided

into cognitive competence. Sports knowledge includes knowledge about sport (for
instance, football header), rules (for instance, football offshoot), organisations and
institutions (for example, soccer league system or basketball), specific terms used in a
sport (for example, basketball slams), and 'real' athletes that include special people
(for example, David Beckham in football, Sachin Tendulkar in cricket), body
stereotypes. The problem solve includes the analysis (e.g. action opportunities, a
cricket player has: hook, drive, glance), the creation of hypothesis (for example, fake
volleyball jump-shot brings the adversary off-balance), test and failure (for example,
testing the strategies planned), creativity (e.g. searching and trying different football
tactics), coherence (eg. tiredness and performa). players are faint (e.g., using a
specific tactic to score again).

c) Meta-cognitive competence- Subdivides meta-cognitive skill into meta-

analysis and cybernetic abstraction. The meta-analysis includes the analysis and ranks
of the opposing players relative to their existing sport performance of individuals (i.e.,
specific tactics for a particular game or more likely tactics used during the games
during a tournament). Cybernetic abstraction means that you are aware of all
dimensions of competence and possible links between them.

d) Social competence- Soft communication skills (e.g. chatting through

microphones, playing in any cricket liga), collaboration (e.g., working with your
teammate, hockey) and empathy (e.g. feeling empty of a "real" adversary who has lost
in a game) and responsibility are all part of the social competence (e.g., being the
captain of a cricket team, he has to set the fielding and do bowling changes, to apply
the planned strategy in a winning cause).

e) Emotional competence- Emotional skill includes facing emotions (e.g.

remain calm when a game is relaxed and if the game is released, accept it) and
assessment of feelings (e.g., the question, whether disappointment in the game affects
disappointment in the personal life and proper handling of anger and mood
management).

f) Personal competence- Personal skill includes motivation (for example, score

for the game, defeat an opponent who is higher, win the Man of the Match prize in
cricket), stamina (for example, a football season has plenty of games that cannot take
place without players being changed), flexibility (e.g. cricket time management, after
sudden rainfall during a game), dependability (e.g. (e.g., while playing a game the
player is on his own, like Virender Sehwag played attacking cricket as an opener).

g) Media competence- Media expertise includes Knowledge of the media (e.g.

knowledge of different types of platforms, conferences and representations in the

mass media), review of the media (e.g. criticism of game-play and/or ethics), media
use (e.g., an article about themselves in a magazine to become a household name).
h) The development of
competence and capability
takes time and in-
i) volves trainees and
practitioners increasingly
immersing themselves in situa-
j) tional aspects of practice
and producing context-based
behaviors (Falender
k) & Shafranske, 2007;
Peterson, Vincent, & Fechter-
Leggett, 2014).
A competence-based approach provides a framework that allows us to identify and use our
knowledge, skills and values meaningfully as clinicians and advisors to go beyond what we
were previously taught and to apply the know-how to presentations and sometimes unknown
situations. (Shafranske & Falender, 2007). Competency and capacities development takes
some time and involves trainees and coaches who are immersed in situational aspects and
conduct based on context (Falender & Shafranske, 2007; Peterson, Vincent, & Fechter-
Leggett, 2014). By using this approach, you can see the progress expected in knowledge, skill
and attitude across the different stages of development within an area of expertise (e.g. basic
to advanced data recording, decision-making etc) (e.g., novice, expert, etc.).
Competence is the perception of
effectiveness in
one’s dynamic exchange with the
social world. It
also refers to the search for
opportunities to exer-
cise and develop one’s capabilities
(e.g., abilities,
skills, effort capacity), that is, to
experience opti-
mal challenges. Rather than
reflecting a static state
of being competent or skillful at
something, the
need for competence is ongoing and
promotes
persistence and continued action
Competence is the perception of efficiency in a dynamic exchange between an individual and
the world. They also refer to looking for ways of exercising and developing one's skills (e.g.,
skills, effort capabilities), i.e., experiencing optimal challenges. The need for competence is
constant and encourages persistence and continuing action, rather than reflecting a static state
of competence or competence in all areas.
3. Relatedness

Connectedness is the need for an individual to feel that he belongs and attaches himself to
others. Many young athletes spend their time in interacting with other influential people (such
as coaches and teammates) through the nature of sport and training, which increases the
importance of connectivity in achieving optimal performances. Coaches can also play a major
role in helping teammates build relationships. For instance, to create an environment in which
everyone is aware of their teammates' particular goal, which contributes to the perception of
connection between teammates (Raabe et al., 2016). It can also help develop the sense of
connection with team members by providing individuals with the opportunity for peer
coaching.

In relation to coaches and teammates, the importance of building good athlete-coach

relationships and teammates has been significantly predicted in two of the breakthrough
areas: a decrease in the sense of achievement and a devaluation of sport.

It is therefore quite obvious that psychological needs play an important role in enhancing
performance and also have a significant impact on individual motivation and well-being. All
three domains, i.e. autonomy, skill and connectivity, have an integrated role for both
individual and team sports. In turn, autonomy helps to overcome the self-doubt of the default
targets and helps to achieve better results. It also helps to enhance mental strength. For
example, a tennis player should think and plan his own strategies for the opponent in order to
use them for better results in his own behaviour. Competence helps to build trust in the
person to face the challenges during or before the competition. For example, by changing the
angle of release during a competition or a trail, a jelly thrower overcomes the wind blow, in
the opposite direction. Relationship helps to reduce stress and burnout by talking smoothly to
coaches or teammates. It also contributes to the individual as an outside motivation. For
example, during a drinking break, a Badminton player, who plays with an opposing person of
greater rank, discusses the stress and improves match performance with his coach.

SELF DETERMINATION
The ability to make your own choices or to control your self life is self-determination. The
Self-Determination Theory (SDT) explains that there are two primary kinds of motivation,
i.e., intrinsic and foreign motives (Deci & Ryan, 2008). The development of stronger self-
determination can be enhanced by improving your awareness, decision making, self-
regulation and targeting skills.

It may appear like intrinsic motivation and external motivation are diametrically opposed,
intrinsically driving one's behaviour according to "ideal self" and extrinsic behaviour, which
confirms other people's standards. SDT distinguishes autonomous from controlled motivation
(Ryan & Deci, 2008).

Autonomous motivation involves the motivation of individuals who identify with the
importance of an activity and how it aligns with their sense of self from internal and external
sources. External regulations are controlled motivations, a motivation in which an individual
acts for external remuneration or a fear of punishment.

It is essential to think about how a highly self-determined person could look in order to
strengthen an individual's self-determination. People who are high in self-determination tend
to:

 Believe that they have control over their own lives- They have an inner feeling and
locus of control and believe they will influence their behaviour. In the face of any
challenge, they feel that through determination, good choices and hard work they can
overcome them.
 Have high self-motivation- It does not depend on external rewards or penalties to be
motivated to take action. They conduct themselves in order to set goals and to work
towards the goals they want to achieve.
 Base their actions on their self- behaviours and goals- You deliberately take the
actions you know will bring you closer to your objectives.
 Take responsibility for their behaviours- Highly self-determined individuals
acknowledge their success, but also take the responsibility for their failures. Their
results are not irrelevant apologies.
Self-determined motivation was positively linked to results such as pleasure, well-being,
efforts, among others in cognitive, emotional and behavioural ways (Guzmán & Kingston
2012; Pope & Wilson 2012; Jowett et al. 2017). In SDT, perceived effort refers to the
participation of the subject in his or her abilities and reflects the degree of commitment
and effort put into one activity (McAuley et al., 1989; Pope and Wilson, 2012). This can
be important when considering certain demanding features of general sports such as
learning processes, task participation and various results (e.g., physiological).

Self-Determination Theory (SDT)

SDT is a human behaviour and personality approach to organisms. It distinguishes between

different types of motivation that govern the behaviour of an individual and also considers the
social and psychological factors and effects of activity for various purposes. It consists of six
mini-theories, each with different theoretical aspects but linked to an organismic meta-theory
and the unifying concept of basic psychological needs (Standage, Curran, & Rouse, 2019).

1. Cognitive Evaluation Theory (CET)

This mini-theory focuses on the nature of motivation and the factors affecting the extent to
which an activity "for its own sake" is used. Internal motivation means complete participation
to activities for the sake of curiosity, interest, etc (Deci & Ryan, 2000). The preservation and
improvement of internal motivation depends on social and environmental considerations.
When an athlete compete and win, he receives a rich feedback about his skill. This has a
functional importance of information, which increases the internal motivation of athletes.
However, competition can also have a controlled functional importance because it often
involves pressure to win either from outside (e.g. coaching or parenting), or inside (e.g., ego
involvement). The positive effects of winning feedback are countered by these pressures.
Loss of perceived competence in competitions could reduce internal motivation and
adversely affect them. This can however be improved to some extent by providing positive
feedback on different aspects of the activity which were performed well, improved and
learned.

2. Organismic Integration Theory (OIT)

This mini-theory focuses on external and multi-faceted motivation. External incentive is
defined as an activity to achieve an outcome that is independent of the activity (Ryan & Deci,
2000). The OIT provides that people are likely by the internalisation process to integrate
external motifs into their concepts (Reeve, 2012). Internalization is the process of taking and
converting values or beliefs from external sources (Ryan, Connell, & Deci, 1985). Motivation
to conduct may initially be externally regulated, but later, for reasons of identified or
integrated regulation, it can be performed via the internalisation process.

3. Causality Orientations Theory (COT)

This mini theory focuses on the widespread tendencies of people who show a certain
motivation for a certain situation or context. Guidelines for causality are traditional ways to
perceive and organise motivational information (Ryan & Deci, 2017). The theory
differentiates between autonomy, control and impersonal orientation (Deci & Ryan, 1985a).
An individual, who is autonomous, will take responsibility for his or her own behaviour, find
out interesting and challenging activities, and act in line with his or her own interests. When
control is based, a person neglects one's own interests and acts instead according to rewards,
time limits and other people's approvals. External and introjected regulations are motivated
by a highly controlled orientation. Finally, an individual who is impersonal shows lack of
initiative, perceives behaviour beyond his own control, fear and feeling of incompetence.
Impersonal orientation often cultivates a mood of self-realization and an individual with a
high impersonal orientation is characterised by passivity and lack of initiative (Ryan & Deci,
2017).

4. Basic Psychological Needs Theory (BPNT)

There are three basic psychological requirements, namely autonomy, competence and
connectivity. For individuals to thrive and thrive, satisfaction of these needs is essential.
Essentially, requirements are considered complementary and inter-related, and optimal
growth and working conditions are most, if not all, of the requirements to be met. On the
other hand, the need for frustration is likely to lead to illness and other adverse consequences.

5. Goal Contents Theory (GCT)

This mini-theory explains how the content of an objective results in various welfare and
maladministration outcomes. The motives of individuals or why they are engaged in certain
behaviour within the SDT framework are highly focused. It looks at the content of the goals
of individuals or what their efforts are. The combination of the inner and outer contents and
the psychological and physical results is mediated through experience of satisfaction and
frustration in need. When the content of the goal is predictive of the person's experience of
psychological satisfaction, it is likely that the goal pursuit and achievement will have positive
consequences. For instance, a person who works with his or her doctor to improve his or her
health symbolises an internal control of his or her purposes. Also, an individual who
exercises to look attractive, values being thin, shows that an external goal is autonomously
regulated. However, if its objective content leads to low satisfaction of basic psychological
needs, its pursuit and achievement will likely have a negative impact (Ryan, Sheldon, Kasser,
& Deci, 1996). Sebire, Standage and Vansteenkiste (2011) found evidence for a motivational
sequence, where the internal content of targets was positively linked to self-reliance, which in
turn predicted positive exercises.

6. Relationships Motivation Theory (RMT)

This theory examines the necessity of connection with others in order to determine the
characteristics and effects of close relationships. While meeting the need for connectivity
drives people to participate in close interpersonal relations, high quality does not
guarantee (Deci & Ryan, 2014). When, together with the satisfaction of the need for
connection, autonomy and competence are also met, the highest-quality association can
be found. The same applies to wellbeing within relationships, which are supported by
need. If one need is unfavourable, the theory is that the relationship decreases in quality
and leads to a lack of wellbeing. It has important potential for sport and practise, because
these contexts offer people a wide variety of opportunities for close interpersonal
relationships. Interesting research opportunities for extending the RMT include relations
among coach-athletes, gym-instructors-clients, peers, and athletes-parents. Standage and
colleagues (2019, 2014) stressed the diversity of complexities, mutuality and authority
involved in these relations. Such research may derive from a study of interactions with
various social actors, including an athlete who must work out with a number of coaches
who adopt contrasting styles of coaching (Standage & Emm, 2014).
According to SDT, the motivation is further classified into three different dimensions
(see fig. 1.3), which are as follow:-

1. Intrinsic Motivation
2. Extrinsic Motivation
3. Amotivation

Fig.1.3 The Self Determination Continuum and classification of Motivation.

1. Intrinsic Motivation- It refers to behaviours that are driven by internal recompenses or

are motivated to engage in behaviour, because it satisfies you naturally.

"Intrinsic motivation comes when we act without any apparent external benefits," according
to Coon and Mitterer (2010). We just enjoy an event or see it as an opportunity to explore,
learn and update our potential." An individual is suggested to be creative when motivated
inherently.
The three main construct of Intrinsic Motivation are as follows:-

i. Knowledge- An individual undertakes an activity to satisfy himself and to learn,

explore or try to understand something new (e.g., learning a new gymnastic
technique).

ii. Accomplishment- A person is active to satisfy himself and please himself when he
creates something or masters difficult competences (e.g., mastering a difficult dive he
has been working on for a while).

iii. Stimulation- An individual undertakes an activity to experience fun, excitement and

pleasure (e.g., feeling the pleasure of participation in F1 race).

The following factors have been identified to increase the intrinsic motivation:-

 Challenge: People are more motivated when they are pursuing personal goals, but
they are not necessarily certain when they achieve the goal. These objectives may also
relate to self-esteem, if feedback is available on performance.
 Control: People want to control themselves and their environment and decide what
they are doing.
 Co-operation and competition: In situations where people are satisfied with helping
others, the intrinsic motivation can be strengthened. It also applies in cases in which
their own performance can be compared with that of others.
 Curiosity: Internal motivation is improved when something takes the person's
attention in the physical environment (sensory curiosity). It happens also when the
person learns something about the activity (cognitive curiosity).
 Recognition: People enjoy being recognised by others for their achievement, which
can increase internal motivation.

2. Extrinsic Motivation- Extrinsic motivation refers to externally rewarded behaviour.

These rewards can be tangible, like money or medals, or intangible, like louanges and
fame. Contrary to the intrinsic motivation that stems from within, external motivation
concentrates purely on external rewards.
People with extrinsic motivation will continue to do something, even if the task may not be
worthwhile in itself, for instance, to make a job, or may not normally find it pleasant or
worthwhile to earn salaries.

There are four sub-domains that regulates the extrinsic motivation. These are as
follows:-

i. Integrated regulation- This is the most advanced motivation in which an athlete

'takes an activity preferably from an extrinsic perspective.' Because of the value of the
results, activity is personal and not just an interest in the activity itself. This has fully
integrated the act of physical activity with the sense of oneself, i.e. core personal
values, convictions and purpose. For example, an athlete who is in meditation because
he thinks it aligns with his personal belief system, even if he is not a mere enjoyer.
ii. Identified regulation- It is a more self-contained motivation, for a person to behave
in a way or in an other way. The behaviour, even though the activity is not pleasurable
in itself, is highly valued, accepted and judged by the individual. In this way physical
activity results are partially internalised as synonymous with personal values and
personal identity. For instance, an athlete who does stay training off season because it
is important for him to be part of his college team.
iii. Introjected regulation- If you're part of an activity because you feel pressured and
want to avoid feelings of guilt and anxiety. A person will therefore try to preserve his
pride by participating in the activity. The motivation for physical activity is the need
to receive approval from others, to feel worthy or to alleviate guilt. For instance, a
sportsman will announce retirement after a poor performance rather than being shot
off by the team.
iv. External regulation- The behaviour, like rewards and limitations, is fully controlled
by external sources. This is dependent on the instrumental stimuli or coercion for
physical activity. For instance, a cricket player plays well for the money he receives
for his money in the cash prize.

3. Amotivation- Therefore, people are neither intrinsically nor extrinsically motivated, and
thus feel overwhelmingly uncontrolled. It refers to the absence of an active intention. For
example, a football trainer who just spends time with the trainer because he doesn't
really care anymore about coaching. The lack of perceived self-effectiveness can be seen
as one of the underlying causes for amotivation.

So we can say that the motivation of an athlete can be affected by many different constructs.
Most commonly, the foreign prizes like medals, prizes, trophies, money and scholarships are
all positive and negative. Even when athletes are positive, intrinsic rewards, like feelings of
joy and gratitude, play out. No matter what motivates an individual in particular, one thing
remains the same, motivated to achieve its aims. In the world of sports today, an athlete is
fighting more and more to make an effort in the right direction. This on-going fight is what
distinguishes good athletes from big athletes. Motivation is important not only in sports but in
his game as well as in his own personal life. motivation is important in sports.

STRESS APPRAISAL

In the world of sports today, an athlete is fighting more and more to make an effort in
the right direction. This on-going fight is what distinguishes good athletes from big athletes.
Motivation is important not only in sports but in his game as well as in his own personal life.
motivation is important in sports.

Cohen and Herbert (1996) states that "Stress is an experience which involves various
physiological (for example, accelerated heart rate, headaches, or gastrointestinal problems)
responses, cognitive (for example, difficulties in concentration or solving problems), and
behavioural (for example, drinking alcohol, smoking, or action to eliminate stresses)." While
stress can sometimes be positive, it can have serious health implications, which contribute to
a number of physical diseases and diseases and to their development.

Although stress has a negative effect, it can be beneficial at times. Stress can motivate
us to do what we want, like exams, regular visits to the doctor, work out and perform as best
we can in any area of our work. In fact, Selye (1974) said not every stress is harmful. He
argued that sometimes stress can be a positive motivating force that improves the quality of
life. Eustress is a type of stress linked to positive feelings, better health and performance.
This stress is a good type. In challenging situations, moderate stress can be beneficial.
Fig. 1.4 Performance-Stress curve to measure optimal level of outcome (Everly &
Lating, 2002).

Increasing stress will have a predictable effect on performance. As illustrated in Fig.1.4,

performance and well-being increase with stress. If stress levels reach an optimal level, they
achieve the best possible performance. A person at this level of stress is clearly at the top of
the game, so he feels completely energetic, focused and can work with minimal effort and
maximum efficiency. But when stress exceeds this optimal level, it is no longer a positive
force, or what is known as distress. People who attain this level of stress are tired, tired, tired
and are beginning to decline. Stress feels like a burden in many ways, you can't just carry or
you don't want to feel. If you wake up late in the morning of an important job interview, you
run out of cash before you start the next pay period, take an important examination, which
you know you are not fully prepared for, etc.

Different types of stressors in sports are as follows:-

1) Competitive Stressors

Competitive stressors are stressors directly related to the athlete's sporting situation. Basically
the most obvious stressors are linked to what happens during training or in competition. they
are the most obvious stressors.

Some of the common competitive stressors includes:-

 Injury
 Returning from injury
 Pressures leading up to competition day
 Pressures to perform during a big game
 Opponent
 Competition for places
 Issues with form or technique

2) Organizational Stressors

Organized stressors are "a permanent transaction between individual demands and
environmental requirements primarily and directly related to the organisation in which the
athlete operates" (Hanton et al.)

Some of the common organisational stressors includes:-

 Inter-personal conflicts with teammates/coaches

 Perceived lack of support from organisational staff
 Training issues (change in set up/coach, training content, training practicalities)
 Travel/accommodation issues

3) Personal Stressors

Personal stressors are the environmental and personal demands placed on the athlete directly
associated with personal life events.

Some of the common personal stressors includes:-

 Traumatic life events (death in a family)

 Outside commitments (University degree for students/athletes)
 Lifestyle issues or changes (alcohol, sleep)
 Financial issues (running out of money)

Some of the common reactions to a stressful event can include:-

 disbelief, shock, and numbness
 feeling sad, frustrated, and helpless
 difficulty concentrating and making decisions
 headaches, back pains, and stomach problems
 Use of alcohol or drugs

Lazarus (1999, 2000) has described it as "an evaluation process in which individuals
construct relations with the stressors they encounter," according to the cognitive-motivation-
relation theory (CMRT). Relational significance may refer to threat, harm, challenges or
benefits, and each of these may affect emotions, coping, well-being and other outcomes.

The stress assessment is carried out in two forms, primary and secondary, which should be
regarded as a two-stage assessment or assessment. Both these types of assessments do not
exclude each other; they work together to conclude the assessment process.

Primary Appraisal

The cognitive process that takes place when an event is assessed to determine whether it is
stressful and relevant. During this, it is decided whether the event is a threat, is harmful, or is
challenging. Damage or loss is related to previously occurring damage, such as injury or
work loss. The threat is the potential for future damage or loss, such as disease or poor
performance in sports. Conversely, by tackling an adverse situation, challenges can gain a
sense of competence. Such a fight is a positive type of stress and allows a person to expand
his or her knowledge or experience and develop additional tools for facing future challenges
or stresses. Completing a marathon or leaning techniques of the various decathlon events
could be a challenge for example.
Secondary Appraisal

Secondary assessment is the cognitive process that occurs when you discover how a stressful
event is conducted. A person decides what coping options are available in this process? A
harmful event needs to be evaluated without delay because of the existing coping options,
whereas challenging or threatening events take some time to obtain additional information on
the events. A frame of reference provides prior experience or previous exposure to similar
situations to establish available options for handling the situation.

Stress is therefore an important aspect to achieve the performance of the individual, not just
in sports but in all other fields. Since we talked about that eustress helps people to achieve
their goals, it has a number of adverse effects, which limit the achievement of the desired
goal. When we become stressed and realise whether the stress is primary or secondary, we
strive to overcome it with the right coping strategy.

COPING WITH STRESS

Coping means investing one's conscious effort, solving problems in person and among
individuals, so that stress and conflict are managed, minimised or tolerated. It refers to an
individual's conscious and strenuous knowledge and behaviour to deal with the perceived
demands of the situation. Coping with the psychologists is of interest to sport and practise,
because athletes are under constant pressure for optimal performance. The anticipations,
injury, performance charts, poor performance, superior opposers, failures in equipment, skills
and financial problems of athletes and coaches can all trigger a stress and anxiety process.
These requests and their own physiological, emotional and psychological reactions have to be
managed by athletes. The categorization of various coping strategies is done by Lazarus and
Folkman (1984) within two main coping functions: problem focus and emotion-focused
handling.  

Problem-oriented coping refers to 'cognitive or comportemental actions to address demands

such as planning, increasing efforts or seeking support in information,' whereas emotional
coping refers to "cognitive or behavioural activities for dealing with situative emotions, such
as acceptance, positive reassessment or reinterpretation.

The task-oriented dimension of coping, also known as primary management coping, refers to
strategies for the modification of the stress source to do something concrete. It covers
measures to cope with certain aspects of the stressful situation or to act directly on it.

The emotional dimension, also known as secondary management coping, includes coping
strategies to change the significance of a stressful situation and regulate negative emotions
that come from this situation.

The strategies used for disengaging yourself from your task and for focusing on task-
irrelevant issues are another higher-order dimensions, called disengagement-oriented coping.
This dimension is defined as strategies like disengagement, denial and use of alcohol or drugs
in the mind and behaviour. Stringent, disorganised or abnormal forms of dealing with
themselves and the stressful situation have been characterised.

Some of the common coping strategies used in the sports are as follows:-

 Get good quality sleep- In a person's recovery, sleep plays an important role. It can be
physical or mental recovery. Sleep difficulty is the onset of depression sometimes.
During sleep, the body seeks to relax and also to regenerate at the same time from the
tear of all tissues. A healthy person has to sleep for 7-8 hours a day to stay cool. Proper
sleep also helps to relax our mind and expel negative thoughts.
 Eat a well-balanced diet- Diet also plays a key role in tackling stress. A healthy diet
can help to counteract the impact of stress by reducing the blood pressure and
strengthening the immune system. Complex carbohydrates take longer to digest are
best eaten. Great choices include whole grain breads, pasta and cereals for breakfast,
including fashioned oatmeal. Vitamin C (e.g., orangene), while strengthening the
immune system, can reduce stress hormone levels. Fatty acids Omega-3 in fish like
salmon & tuna can help prevent stress hormone surges and protect against heart
disease, depression and premenstrual syndrome. Drinking black tea can help you
recover more quickly from stressful situations.
 Keep a positive attitude – Sometimes a person can make all the difference, as he
thinks about the regular things. Helps compensate for difficulties through a positive
attitude. A person's ability to accept and optimistically helps to develop a positive
attitude. For example, there are times when a person has not yet got the appropriate
result in a situation, given everything he can. His positive attitude in this case helps
him stand up and try to get the desired result again.
 Recreational activities in regular interval- Recreational activities have a positive
effect on the smooth operation of a person's mental work. It was found to develop a
"mental fatigue" which may create stress with the same pattern of workout. Some
recreation activities should therefore be planned on a regular basis in order to feel
"filled" and rethink the main aims they aim to conquer. Exercise, for example, or
change the nature of sports activity, as a kabaddi group participates in an amicable
basketball match, etc.
 Relaxation Technique- Any method or activities that help a person to relax, gain a
state of calm, or reduce anxiety, stress, or anger are relaxed. The following are some of
the common relaxation techniques;

Body scan – it combines breath focus and muscle relaxation. A person needs to focus on a
part of his/her body or muscle group at a time after a number of minutes of deep breathing
and mentally release any physical tension they feel. It can help you become more aware of
the connection between your mind and [Link] imagery- In this technique, an individual
conjure up soothing scenes, places, or experiences in his mind to get relaxed and focused.
This may help to reinforce a positive vision of himself.
Mindfulness meditation-  Sitting comfortably, focusing on your air and bringing the present
moment to your mind without regard for the past or the future. Sudarshan Kriya is an
effective form of meditation, also formed by Indian practicer Gurudev Sri Sri Ravi Shankar.

Yoga, tai chi, and qigong- These three ancient arts combine rhythmic breathing with a series
of postures or flowing movements. These practises' physical aspects offer a mental focus
which can distract people from race thinking. Flexibility and balance can be enhanced.

 Self-Talk- It is the inner dialogue of a person and is influenced by the subconscious

mind of an individual and reveals his thoughts, beliefs and ideas. It's up to your
character. His self-talk can be more hopeful and positive if he is an optimist. In
general, if he is a pessimist, the opposite is true. If a person wants to emphasise
positive self-talk, he can learn to change that internal dialogue. It can help you to be a
better person and can improve your health. Other health benefits can include
enhanced vitality, greater satisfaction with life, better immune function, reduced pain
and good physical well-being.

 Biofeedback- Biofeedback is a techniques used in the mind and body to learn about
the signs and symptoms of stress and anxiety, such as heart rate, body temperature
and muscle stress, through the use of visual or audio feedback. The goal of
biofeedback is often to change the body subtly and produce a desired effect. This
could include relaxation of some muscles, decrease in heart rate or pain. It may help
to control physical reactions and behaviours. Some of the functions you can control
include: pressures from the blood, heart rate, tension in muscles, perception of pain
etc.

There are many types of Biofeedback. Some of them are as follows:-

Respiratory Biofeedback- It involves the use of sensory bands to track breathing rates and
patterns around the chest and abdomen. With training, a person can become better aware of
his respiration, including when people experience anxiety, stress, and so on, and can help
them in many situations.
Heart Rate Variability Biofeedback- It is used by using a sensor-connected device in the ears
or fingers or sensors in the wrists, chest or torso. It is known as the biofeedback for cardiac
variable and is useful in several disorders such as anxiety, asthma and depression.

Galvanic Skin Response- It measures the sweat level on the skin surface. Galvanic skin
response, also known as skin behaviour, is a useful marker to detect emotional excitement. In
addition to the obvious thermo-regular function of sweat, sweating can also easily trigger
emotional stimulation. The stronger the excitement, the stronger is the skin's behaviour.

Thermal Biofeedback (Temperature Feedback) - Individual sensors are used to detect blood
flow to the skin. In a stressful situation, individuals normally experience a drop in body
temperatures, such devices can help a person detect when he or she becomes distressed.

Neurofeedback (EEG Biofeedback) - The measurement of brain-wave activity by connecting

an EEG device to scalp sensors involves the use of electroencephalography (EEG). It is used
to treat pain, addiction, anxiety, depression, etc. as a noninvasive procedure.

WELL-BEING

Well-being can be describe as a state of happiness and contentment, with low levels of
distress, overall good physical and mental health, or good quality of life, according to the
American Psychological Association (APA). It's a healthy, happy and prosperous experience.
It involves good mental health, high satisfaction with life, sense of meaning or objective, and
stress management capability. Generally speaking, well-being just feels good.

Well-being is linked to a number of other restrictions, such as health, work, family and
economic problems. Higher levels of well-being are, for example, associated with lower risk
of disease, disease and injury that helps to improve the workings, rapid recovery and
longevity of the immune system. Persons with a higher level of well-being are stronger in the
field and more likely to contribute to their teams. Individuals involved in sports can
contribute to their early development.

Kennej, Wilmore and Costill (2015) explained that the physical well being mechanisms
"improved sporting practise and other physiological benefits, such as enhanced immunology,
metabolism, and sleep," enhance the neurormuscular, cardiovascular and respiratory
functioning. When Weinberg and Gould (2019) discussed the mental health mechanism:
"After participating in sports, sportsmen typically develop psychological skills that contribute
to increased self-esteem, motivation and strength that benefit their physical performance as
well as their mental health." "Organized sport activities provide a channel for sportsmen to
communicate, develop linkages and encourage a sense of belonging," explained Beauchamp
and Eys (2014) from a social perspective mechanism.

Some of the factors affecting the well-being are as follows:-

 Childhood Experiences- The development of well-being plays a major role. When a

person is confronted with physical or sexual abuse, neglect, domestic violence, drug
and alcohol abuse, parenting, and so forth, they tend to have poor well-being
compared with the childhood-rearing person.

 Home background- The positive social development is based on a supportive and

caring background and provides positive role models.

 Enjoyable and fulfilling career- A person with a healthy career should be

happier and more prosperous that increases his well-being. For example, when
he is given a job as a football director of his regional team, a football player will
have better health than a bank manager.

 Social deprivation- When a person does not have the opportunity to meet or mix with
other people outside of himself, he is socially disadvantaged and isolated. The
problem of poor wellness was detected due to social deprivation during the outbreak
of Covid-19 due to lockdown.

 Economic factors- When an individual has limited financial problems, poor diet or a
lack of basic necessities, their well-being and health is affected. It supports well-being
to have sufficient money and no financial problems.

 Disabilities and physical ill-health- The essential element for well-being is

physical health. Any physical disability checks an individual's mental toughness
and often results in a lack of well-being.
 Sleep, relaxation and rest- Sleep acts as a medicine in an individual's well-being.
It's better to sleep a person better and the other way round.

In this study, we will discuss three main elements of wellbeing, namely positive and negative
impacts, life satisfaction and the burnout of athletes. All three components will be discussed
in detail now:-

1. Positive and Negative Affects-

'Positive influence' refers to a tendency to experience positive emotions and to interact

positively with other individuals and life challenges, including joy, pride, enthusiasm, energy
and joy. In comparison, "negative effects," which involve experiencing the world in a more
negative sense, include disgust, lethargy, fear, sadness and anger in the feeling of negative
emotions and negativity.

Dr. Barbara Fredrickson, a researcher for happiness and positive emotions, has theorised that
"positive affectivity can broaden the momentary relationship of reflection and action of a
person, which encourages people to get more involved, open and willing."

For instance, if you are happy, you're more likely than when you're negative or neutral to
engage with other athletes and try new things.

Fredrickson (2001) says that the "Broaden-and-Build" Theory of positives:

1. When we feel negative emotions like sadness and anxiety, we narrow our thoughts
and the options, for our next move.
2. When we feel positive emotions like joy and engagement, we broaden our thoughts
and the options, for our next move.
3. This broadening allows an individual to build up his resources, skills, and knowledge.

The resources are generally categorized into three groups:-

 Physical resources: It includes energy, stamina, fitness, overall wellness, etc.

 Psychological resources: It includes the ability to be more optimistic, to escape from
rumour, to stand up to practises without burnout.
 Social resources: It includes friendships that support you, neighbours who take care
of you and healthy family and romance.

2. Satisfaction with Life

"Confidence in life is a conscious and cognitive judgement of a person's life in which

judgement is the criteria to be applied to the person." Pavot and Diener (1993) explained

"This is an overall assessment of feelings and attitudes about an individual's life at some point
ranging from negative to positive." Buetell (2006) also described the satisfaction of life.

Life satisfaction is not only more stable and durable, but also more widespread. It's our
overall sense of our lives and how glad we are about how it works. A number of factors
contribute to the satisfaction of life from various fields, including work, romantic
relationships, family and friend relationships, personal development, health and wellness and
so on.

Heady, Veenhoven and Wearing (1991) have two major types of theories about living
satisfaction:

Bottom-up theories: It says that life satisfaction acts in many areas of life, like work,
relations, family and friends, health and fitness, personal development, and as a result of
combination satisfaction. Satisfaction in these areas creates a satisfaction of the person
throughout his or her life.

Top-down theories: It states that satisfaction with life affects domain satisfaction. In the many
other areas the overall satisfaction of life influences satisfaction. Satisfaction is also closely
linked in the multiple areas of life and life overall satisfaction. .

3. Athlete Burnout

Burnout is a condition where an individual fatigues and decreases his or her performance
despite continuous or increased training. In this case, he or she experiences overwork. It can
also lead to changes of mood, reduced motivation and common injuries. The symptoms arise
because of a combination of factors such as hormone changes, immune system suppression,
physical fatigue and psychological changes.
There are many factors which increases the risk of developing athlete burnout, including:-

 Specializing in one’s sport at the highest level

 Sudden and large increase in training schedule
 Participation in more endurance sports
 High anxiety level
 Low self-esteem
 Pressure of performance from parents/coaches

Burnout is "rest" only treated. After a certain period of time, a regular break should take place
in the training/competition. The time required (usually 4-6 weeks) varies depending on a
number of factors such as sport, competition level and burnout symptoms. During the rest
period, the athlete may be able to participate in a wide range of leisure activities, low-
intensity aerobic exercise, to keep active and fit.

Shubham

Executive Summary

Volkswagen Group is one of the world's leading multi-brand groups. The activities of the
Company consist of Automotive and Financial Services. The Automobile Division's brands
are legally independent, excluding Volkswagen Passenger Cars and Volkswagen Commercial
Vehicles Brands.

Different companies in Volkswagen Group focus on the development, manufacture and sale
of passenger cars, light-duty vehicles, trucks and buses. The portfolio includes motorcycles,
small-cars and luxury vehicles with fuel efficiency.
The offering starts with smaller pickups and extends to buses and heavy trucks in the
commercial vehicle segment. Other business sectors produce, among other things, large-
scale diesel engines and special gear.

The offer is completed by a broad range of financial services. The Volkswagen Group with its
brands is represented worldwide in all major markets. The Group is presently represented
by Western Europe, China, Brazil, USA, Russia and Mexico.

In order to increase retention within any organization there are also two themes of best
human resources management practices - the capacity of employees and engagement. The
study employed the qualitative design of secondary data collection sources, focused on the
Volkswagen Group, its retention rates and various employee programmes.

The analysis identifies the connection between retention of employees and the two
variables of employee empowerment and commitment. Empowerment and commitment of
employees have been shown to be important retention links.

In addition, the empowerment and engagement of individuals contribute towards a more

open, innovative environment and faster decision-making. The company under review is a
good example of high retention rates, as well as the company which, despite its previous
concerns, focuses a lot on its employees and their happiness within the firm.

An Introduction

The retention of employees is one of the most difficult challenges for many businesses in
the world of today. The revenue is highly expensive and the success of the position is not
guaranteed by a new employee. Companies are therefore attempting to develop new and
innovative ways and programme to keep the right workers.
The process begins with recruitment; but recruiting the best person for the job is not
enough. Therefore, the commitment and empowerment of employees can be the key to
ensuring people are motivated and satisfied with their jobs.

Employee engagement means that employees are motivated and inspired to contribute to
this organisation, while empowerment seeks to empower employees to take decisions.
Through the drive of employees to work, the two concepts together can have a significant
impact on job satisfaction.

Employee commitment involves encouraging and inspiring employees to make a

contribution to the company, while empowerment seeks to empower employees to decide.
Thus, the two concepts together may have an impact on job satisfaction because of the
drive of employees to do their jobs and the increased ability to make decisions.

The discussion in this paper focuses on Volkswagen Group, one of the world's leading
producers of various car brands. It covers brands such as Audi, Porsche, Bentley, Skoda, Seat
and so on, as well as brands such as Volkswagen AG and other brands. In 1937, the firm
began to produce the first "Beetle" car that was developed on behalf of Adolf Hitler himself,
with the help of the Porsche Engineering Group.

People's car for German citizens was portrayed by Volkswagen, yet the company now works
in most of the continents and has 120 locations around the world. With the help of over 600
thousand employees, the company sold over 10 million cars and commercial vehicles.

The aim of this research is to identify a link between the retention of staff by Volkswagen
and the various programmes employed by the company. The recruitment of new personnel
should be a strategy to ensure the best staff in the organization is retained.

It is also important to understand whether these programmes and benefits relate to

employee involvement and empowerment or focus on them. This paper explains that
Volkswagen is opening its way to change its strategy by its efforts to provide human capital
and by making possible recommendations when applying major variables in business
operations.
Employment Engagement

The involvement of employees contributes to the company and its employees on so many
levels. Individuals feel invested in the enterprise and its work and increase performance and
performance and are therefore much more satisfied with their work. The sense of belonging
helps to reduce chances for employees to leave the company.
One study has shown that employee involvement is closely related to corporate
engagement. The link between employees and the organisation will affect the image and
performance of all companies. In addition, employee commitment and customer
satisfaction are also associated with higher profitability.

There are many responsibilities, pressure and stress associated with the workplace. Highly
committed employees are emotionally and physically more ready for stressful work. On the
other hand, the involvement of employees cannot be measured because no existing tools
are available, with even very broad definitions and meaning.

In addition, some may argue that involving employees is a result rather than an input. Since
the term is broad and vague, one study suggested that employee involvement be divided
into three categories, including task, group/team and organisation.

The work or employment involvement concerns the drive which an employee has to carry
out his daily work at work; the level of involvement of the team/group towards the group of
an employee; the level of organisational commitment which employees work as an
organisation member. Therefore, a breakdown in engagement makes it possible to check
which individual level is involved, because the task may be carried out but the team tasks
are ignored.

Enhancing staff participation

Diverse improvements can be made by the company to increase the level of commitment
within the company. Research indicated that certain staff stated when they left the
organisation that they were able to do much more than they could because they had
routine work. It is important to keep employees engaged with work so they can do some
work themselves and do various tasks instead of doing the same job again and again.
In addition, a friendly environment in which everyone can express his or her thoughts and
ideas should be a priority for the enhancement of the employees' empowerment (Increasing
employee engagement, 2015). The training may help employees communicate with other
subordinates and promote the values and security of the organisation.

Employee Empowerment

Simply speaking, staff empowerment is known as an employee power shift in the hierarchy
of the organisation at lower levels. One of the challenges facing organisations is to increase
productivity and respond more quickly while maintaining satisfaction with the increase in
globalisation and competitive markets.
The absence of authority and complicated organisational systems can therefore decrease
organisational capacity. Empowering employees makes it possible for the organisation, but
also enhances the quality of service and customer communication.

Staff who remain in the organisation for a long time already know the processes and skills
needed to carry out the tasks. Therefore the shifting of a certain power and the
participation of employees in decision-making depends on the level of the employee and
allows them not only to have more creative and innovative ideas but also to increase the
level of job satisfaction.

The work stress is divided, the environment is more friendly, and the efficiency and
efficiency of the organisation are increased. However, challenges and resistance to change
could arise as employee empowerment is promoted.

First of all, because some companies have higher power distance and managers simply do
not want to share their power. The most important is the management approach. Another
problem could be that workers accept the power to spend their time at work, or are
unwilling, willing and skilful to use their authority.

Improving Employee Empowerment

It is evident, but for the reasons mentioned above, employee empowerment can make a
significant contribution to company performance and employee satisfaction. The company
should therefore take the following into account:
 Sensitivity programmes with extensive information about the importance and
implications of empowerment within the organisation.
 Train both employees and managers at the lower level to develop skills and change
leadership positions and styles including transformational leadership. Transformative
leadership will allow employees to achieve their potential and encourage them to
take part in the decisions, while improving their knowledge and abilities
continuously.
 If required, change the corporate culture. Certain firms may have a high power
distance; however, it is important to have a culture of trust and openness, with
innovative ideas in order to empower employees.

Therefore, the organisation needs to be changed to empower employees so that companies

can use them, achieve their employees' greater potential and improve overall performance.

Employee Retention

The retention of employees is the company's responsibility to retain or risk losing its best
performers. The turnover costs of each employee are high and are considered by an
organisation to be the largest unknown costs. Most businesses concentrate only on the cost
of day-to-day tasks, for example, but many ignore or disregard the cost to the organisation
for turnover.

In addition, technology is being used increasingly and advanced professionals are also in
need of adequate skills but organisations do not understand that efforts to attract and
retain employees are the same.

Data on the involvement and empowerment of employees indicate that companies can
retain their employees more easily through increasing job satisfaction. There are, however,
six factors that can contribute both for previous generations and Y generations to a higher
retention rate. These include mentoring, professional development, job satisfaction,
management style, work environment and work nature.

Employment satisfaction is the main link between retention, commitment and

empowerment, but both concepts also contribute to the importance of management style,
working environment and nature and career development.

To improve the retention of employees, the company must take into account certain
consequences including, but not limited to:

 Recruit the right people at the appropriate time

 Enhance and treat employees as valuable assets for the company
 Training, knowledge and information necessary
 Confidence, respect and faith in the chosen individuals
 Feedback on performance and achievement recognition
 Maintaining employee standards and morality

Objectives

There is no formula for retention of employees, and every organisation uses different
techniques to prevent people leaving the company deliberately.
While some people might think retention needs to be dealt with individually for various
reasons, it can become harder when the company begins to develop or expand. However, it
is undeniably important to lay the foundation for satisfied people when everyone is aware
of the importance of the day-to-day tasks and the direction the organisation takes. In this
light, the following goals for this study were raised:

1. To determine the relationship between the turnover of VW employees and existing

programmes.

2. Identify how commitment and empowerment by employees can contribute to increased

company retention rates.

Methodology
This research aims to address data found in Volkswagen's comprehensive sustainability
reports. In the results and discussion section, the secondary data sources have been
analysed and interpreted in a meaningful and appropriate way.

The paper used quality descriptive design and the figures contained in the Volkswagen
reports were only used to support possible facts and arguments. Researchers focused on
current human resources practises and relationships with employee involvement and
empowerment in order to answer the questions of research.

The data on the retention rates therefore support research into whether the company can
succeed in reducing turnover rates without using either concept, or whether it is giving high
priority to employee engagement and empowerment and has contributed to the company's
high retention rates.

One of the hypotheses in this research paper is the reliability and correctness of the data
published by the Volkswagen Group. The data were not altered or presented to mislead and
better show the company. Thus we can develop potential connections between the
concepts, but in analysing data and their significance for organisational performance the
results can be more subjective.

Excellent Employer: A Strategy for 2025

The "Excellent Employer” programme, which covers the four main sections to help ensure
that the strategy is worked out, is at the core and one of the strategic objectives.

The programme includes: Qualified and dedicated staff, engagement with First Class HR
organisation, sustainable labour organisation and excellent corporate and leadership
culture. As Volkswagen mentioned, "We empower ourselves to perform" is a strategy in the
human resources dimension.

The second part consists of "skilled and devoted employees," which VW sees as an
engagement for the involvement, initiatives and improvement of employees.

Systematic skills development, graduate career development and training opportunities are
the strategic objectives among many other programmes.

In 2016 VW saved 435 million euros because of the ideas of its employees. This programme
has been implemented and results obtained. VW has attached great importance to the
design of the workplace and the hours to achieve a sustainable work organisation.

The goal includes giving work to people with disabilities and ensuring that all the
organization's resources are accessible without barriers.

In addition, the company has introduced flexible working hours to enhance employee
balance. The next strategic goal is to improve Volkswagen's corporate culture in order to
achieve an open and honest environment.

The dimension also includes different programmes, including equality for all and priority for
women, so that the glass ceilings are removed and women can grow and be able to work
with families.

HR and "we empower you" are the last, but not least, and the VW vision calls for continuous
human resources improvement to encourage people to do their best. The basis and support
for change and processes is another guideline for HR. The first research objective was to
establish the link between Volkswagen's current programmes and retention rates.

In the article "Enlarging staff involvement: The role of interpersonal leadership," (2015), the
author stressed that employees have the sense of belonging that creates a link with the
organisation, increasing their organisational commitment, when satisfaction levels are high.
Volkswagen works for its people, which enable the company to create value and build a
strong relationship by providing support to every individual within the organisation.

Volkswagen gives its employees a number of priorities, one of many is the possibility of
being resigned within 20 years, to be reinstated at the same post. In addition, the above
figure shows an average of about 18 years for the company employees.

Consequently, all VW programmes have succeeded in achieving high job satisfaction and
organisational commitment to help employees to stay with the company and be loyal during
Volkswagen ups and downs.

It is important that further proof is made available in all new empowerment and
engagement programmes to integrate employee engagement and empowerment.
Employees must also be motivated to participate and participate in the organisation.

Conclusion
It is not sufficient to hire people to succeed and compete in the contemporary world. The
role of human resources is in fact critical since many existing companies and various other
programmes are very important for the improvement of the workplace. The commitment
and empowering of employees as a means of reducing corporate turnover are many.

Although many people may disregard their retention, it is the aspect that can save the
company a lot of money and above all enable them to retain the top professionals of the
company.

Volkswagen is one example of how successful high retention levels have been achieved.
However, research will require a more thorough analysis to say that engagement and
empowerment are the key success factors. The two factors contributed to the decrease in
turnover more or less.

The primary purpose of commitment is to promote the participation of employees. Many

might say that they leave because they can do more or share their experiences and ideas
than they have been given. This is what Volkswagen does in many programmes such as Idea
Management.

In addition, "We work to empower" is an excellent strategy to reduce the power distance
and to make decision-making much more open and quicker. The commitment and
empowerment of employees can therefore influence retention rates indirectly.
Consequently, no organisation can ignore the importance of the two concepts.

Dhruv

Executive Summary

Marketing is a mouthpiece for the country's present market. In the current market, it plays an
important role. Social media are now being used by people to communicate. They spend
more time in social media, therefore. However, the word can't be analyzed right now for the
market people of the country.

My subject of my research work is "Cadbury marketing strategies", therefore I have followed

the techniques and marketing strategies employed in the majority of customer collaboration
to carry out a study on marketing strategies.

In the report, I concentrated on the various marketing tactics present in a large organization
and prepared for further campaigns. We also examine the issues facing customers in the
organization, as well as their opportunity. I made my observation on the subject here in the
report and also produced a statistics for several statistical analyses of promotional tactics
present in Cadbury.

This part of a research project is one of its most inevitable. During my time in research,
through Google Formulas and personal interviews I tried to gather qualitative and
quantitative data. For the online survey, we have used Google Forms, which have a strong
database and a wide range of tools to help in analytical charts and charts. It was also easier to
export data from Google Forms to MS Excel. For my research project, I used MS Excel for
further analysis.

Advertisers always want to promote their products in such a way so that customers will be
getting attracted to them and finally buy the product. To meet this goal, advertisers make
product advertising expensing their best. Not only the best creative talent is used, but also the
best means of every ad layout component is followed. Therefore, to meet the growing market
demand and competition with other manufacturers, an advertiser has to keep its advertising
changing in a regular pace. Otherwise, it is very much impossible to sustain in the market.
This is applicable on all kinds of products as a whole.

This report focuses on the changing trend of a confectionary product, which already has a
renowned market base across the globe. While interpreting the changing trend of advertising
of that particular product, the study seeks to find out the relationship that the product wants to
build up with the consumers or customers of that product in a broader term. The more the
relationship develops, the better the product will gain in the market. The study also focuses
on the effects of advertisements on the buying behavior of the people.
It also focuses on the evolving trend of a clothing product that has already established a
reputation worldwide. We aim to detect the relation that the product wants to build with
consumers and/or customers of the particular product, while interpreting the changing trend
in advertising in this particular product. The greater the relationship, the greater the market
gain of the product. The study will also focus on the impact of publicity on people's
purchasing behavior.

1. Introduction

1. The Background:
The age of marketing and publicity is changing. There is time for conventional marketing a
few years ago, but the marketing policies have changed over the recent years, including
advertising. In the marketing mix to remember shortened form, Mark Cathy (1960)
introduces 4ps. He believed that its effects could be determined by the demand for the
product in four groups. The 4p marketing mix is a product, price, place and promotional
product. Then it becomes a wider image. But in the making mix, because of the growing
competition, the last P is most important to remain on the market.

And the last P is Promotion, which is a major marketing tool. Marketing, promotion and
advertising must be a brand or the brooder picture is a promoter in order to increase sales.
With the changing time, technology and tactics have changed the shape of marketing
throughout the world. Obviously, there are certain reasons for this change. Let's relate
advertising to marketing.

More than four decades have now passed in the country in the advertising industry. This
country is supposed to have an annual advertising industry in size of 1200 core. Print media
has 43% market share, while TV is only 36% second on the advertising market. The
industry's growth rate is 10% a year.

At the moment it is so vast that it's too difficult to bring them into a databases because of
their nature, the distribution of the business, the registration position and other factors.
According to the statistics on television a total number 150 agencies are registered in the
country with the national index, but in the formal and informal sectors the figure is more than
500. On the other hand, a total of 293 advertising and advisory agencies and enterprises are
registered on this page.

The top advertising firms in according to market share is –

 Affle (India) (AFFLE)

 Vertoz Advertising (VERTOZ)
 Touchwood Entertainment (TOUCHWOOD)
 Pressman Advertising (PRESSMN)

We can classifies the advertisement media into two categories-

 Above the Line
 Below the Line

The category "Below line" covers event management, domestic advertising at purchase points
(company performing own commercial) as well as outdoor advertising (such as billboards,
hoards and neon signs) in innovative activities (jatra, street-drama) and vehno-advertising.
Overall it is also covered by the category of cable, satellite TV and customer service.

The Internet has changed the business's eco-system and created the need for marketers. This
is a major reason for building a country's highly innovative digital company. And the country
quickly responded to the revolution in social media and marketing. One of Cadbury, an agent
which is a huge corporation and has the head and feature to work separately from major
marketing agencies, is a major name in the revolution of social media marketing or digital
marketing.

2. Choosing of the report topic

This report is a prerequisite for the completion of my BA in marketing offered by Amity

University. My choice as a research centre was lucky and thoughtful, as this was a key
operating department that generated revenue for Cadburty, and I understood a deeper
understanding of the market.

The purpose of this report is to find out the changing publicity trends of a particular product
which are attracting consumers to the product. How the advertiser progressively develops the
advertising and promotes the brand through advertising.

3. Methodology of the report

The report will be a report on the basis of the analysis. My fundamental focus and strategy
are on analysing the company's development and prospects in relation to the different
Marketing Strategies from the point of view of the organisation. Data from both primary and
secondary sources will be collected.

This is a descriptive study of the Cadbury Dairy Milk product. There were some 20 Cadbury
Dairy Milk ads on YouTube and on several TV channels to learn about the changing patterns
and trends of the above mentioned product.

 Primary Data Source:

 Observation
 Direct and Indirect interview
 Practical work experience

 Secondary Data Source:

 Cadbury website content
 Cadbury social media pages
 Cadbury wiki and quora pages
 Cadbury publications
 Website and blogs of various Marketing stratergies
 Cadbury publications (unpublished)
4. Limitation of the study

 There could be a limited lack of expertise in this particular niche.

 This is why some data may not be collected from the organisation, each organisation has
its own safety.
 The accuracy of the report depends on whether the necessary data are available.
 The study won't take a long time. This is a shorter period of time.

Chapter 2
1. Overview of Ogilvy

Founded as one office in 1948, Ogilvy today is present in 132 locations in 83 countries we
operate as a creative network. The world has effectively become unrecognisable from what it
once was during this expansion. Ogilvy is every step of the way to help the world's most
successful brands to cope and remain relevant for the long term through uncertainty. In the
world, they never lost sight of our aim: to make brands important.

They succeeded in that they have always operated in the way David Ogilvy envisaged despite
the major shifts that have taken place over the years. He created a corporate culture which
profoundly respected his employees and his customers. By working with the same
commitment, they honour his legacy. They tell us how they deal with our daily life that helps
to create expectations about the type of work and the type of persons they employ. You know
we will do a great job as long as we live our values. Our people will learn and grow, explore
their interests and become the best personal and professional versions of their lives.

The professional networks are affinity-based groups which enable employees to participate
actively and help support our strategy for diversity & inclusion. The networks provide a
working and networking environment and formal connections to employees, allies and senior
management.

Each network is engaged in development of programmes for the promotion of recruitment,

retention and career development, the promotion of informal mentorship by means of
network opportunities, the promotion of education and opportunities for outreach and the
promotion of advice and advice through internal focus groups and boards in the communities
within the community in which we operate.

2. Mission
The mission of Ogilvy is to make brands important. You believe that it is best to foster an
inclusive community composed of people from various contexts, where all contributions are
appreciated and all employees have the opportunity to become their best creative and
professional self. The reason for this, is and will be the people they trust always have the
biggest asset.

David Ogilvy, the founder, proudly described our creative network as "the educational
clinic." He imagined Ogilvy to be a place where professionals not only perform a great job
but also get the opportunity to learn and practise and to refine their skills in every day.

Now, the global Learning & Development team of Ogilvy continues to build upon David's
legacy by equipping our employees with the tools to grow their careers and be more
professional.

The training programmes develop the ability of their people to meet the greatest challenges
faced by our clients in a world which requires not only new ideas, but also new abilities for
bringing these ideas to life. They use our global resources to provide a mixed knowledge that
embodies our founding culture.

The courses and training courses focus on digital transformation, Leadership, culture,
changing management, growth and new ways of working, among many other areas, are
focused on deepening the knowledge of our employees and increasing their expertise.

3. Overview of Cadbury
In the 50 largest world clothing markets, Cadbury Dairy Milk is one of the world's largest
clothing companies with number one or two ranks. They produce brands of chocolate, gum
and sweets. In more than 60 countries, there are almost 50,000 employees and their products
are distributed in the markets worldwide.

The first introduction of cadbury dairy chocolate was in 1831. When it launched and started
selling chocolates, it became the market leader. It remains the country's top brand of
chocolate. Today, the family product of Cadbury Mega Brand is worth around US $1 billion
for international retail.

In almost 175 years Cadbury Dairy Milk has the same distinguishing image throughout the
world. Wherever we purchase a bar from Cadbury Dairy Milk, the package design is
identical, it is different only in language. One of British promotion's all-time great people is
the famous slogan 'glass and a half full cream milk every half a pound' with the photo of milk
poured in the chocolate bar.

The Cadbury chocolate was founded by John Cadbury. He started selling tea and cocoa in
1824. In Birmingham, England he opened a shop. He began to make chocolate and cocoa in
1831. 2003 saw the purchase of Adams Confectionery and the number one brands, Trident
and Halls included. They became the world's leading manufacturer and the number 2
worldwide in gum chewing.

4. Overview of Cadbury operations in India

Cadbury India's operations began in 1948. In Thane (Maharashtra), Induri (Maharashtra),
Malanpur (Madhya Pradesh), Bangalore (Karnataka) and Baddi it has five manufacturing
units across India (Himachal Pradesh). The offices in Dharapuram (Tamil Nadu) have one
cocoa operation.

Cadbury India is the world's largest brand share, having a market share of more than 70%.
Cadbury India is one of the best-known brands and is considered as "the gold standard," and
Cadbury Dairy Milk is a benchmark for other chocolates in India.

Other well-established brands include 5 Star, Perk, Bournville, Celebrations, Halls, Éclairs,
Tang, Oreo. Bournvita, the country's leading Malted Food Drink (MFD), is the major brand
in the field of Milk Food drinks. Hall is a favourite medicated candy, while Cadbury India is
also in the category of biscuits by introducing the Oreo brand.

Cadbury also was the leading cocoa growing developer in India. The research has been
undertaken in cooperation with the Farmers' University of Kerala. The Cadbury team also
conducts cocoa farmers training sessions on crop aspects to enhance cocoa productivity.

Chapter – 3
1. Research Work

Each management should decide before starting a business on which strategy and strategy to
use it for the long term. You must bear in mind that your business is guided by correct and
precise marketing goals. It will help the company succeed in the future as well, it is the best
way to ensure that the company has realistic and achievable business goals.

Using the acronym SMART helps to identify the company to ensure that high-quality goals
are set. It helps to keep the product high in sales. When setting its marketing strategy,
companies shall verify the acronym 'SMART' as:

 Specific

 Measurable

 Achievable

 Realistic

 Timed

The establishment of a competitive market, a good quality goal helps the market to improve.
Common goals must be set to make sure a new product is launched successfully. Its main aim
is to provide superior returns to shareholders. A careful selection of ideas and markets
ensures growth and significant margin increases.
2. Plan for Marketing

Product development covers product design, industrial design, process design, packaging
design and outsourcing decisions. product development. Last phases include marketing
strategies, marketing tests and sales, involving the development of a strategy, product tests,
and the coordination of market entry activities, marketing strategy implementation, and
product launch monitoring and control.

3. Research of the product

One of the key elements for the company's success with new brands remains our innovation.
Continue to change the tastes and lifestyles of catering with products of quality and high
brand values forced buyers. It will help us to develop new products for the corporate strategy.

4. The decision-making and customer focus

The new product is notified but not provided to the consumer. For instance, people are aware
of health-related products, but do not know what the concept means. The following step will
interest consumers and start searching for information on the product. The third step is
evaluation, meaning that it makes sense for consumers to try or not the product.

For example, he or she could consider the effect of the product promise and how valid this
information is. The consumer has entered the step called trial if the decision is to try out the
order for manufacture to get a better opinion. And if the opinion is positive, the consumer
reaches the adoption stage, where he or she decides to get used to the product.
5. Marketing Planning Strategy

The objective is to increase operating margins by 10% by the end of 2021 with the following
components:
 In order to reduce business complexity and minimise duplication. Smooth and not the
same flavour.
 To enhance worldwide performance.
 Main emphasis by 2022 on profitable growth and portfolio rationalisation.

6. Market Characteristics

Innovation remains an important factor in the success of the company with new brands. The
tastes and lifestyles of catering continue to evolve and the strong brand values help the brand
to stay mature. It will help the company strategy to develop new products.

The pack design will be exactly same wherever customers buy a bar of Cadbury Diet and the
slogan will change as "Milk glass with sweet less cream." Almost 40% of people worldwide
suffer from diabetic disease. By introducing sugar-free chocolates, the market is maintained
for a long time.

7. Pricing Strategy

Reducing costs and increasing market speed and ability helps other competitors. The cost and
efficiency of new entrants cannot be competitive. As this Cadbury Diet is a new, health-
oriented product, we are not concerned with the starting price of the product.
8. Marketing Mix

There are two types of strategies that can help to launch a new product based on marketing
strategies. Marketing strategy is an action plan that many companies around the world use,
which enables the company to achieve its goals and objectives and also helps a company
launch a new product, as it helps to identify which strategies should be used best. There are
two major categories of marketing strategies, short-term and long-term.

9. Short-Term

Short-term policies help a company focus primarily on the four Ps, product, pricing, location
and promotion. These strategies are essential for all companies. These four characteristics are
key to achieving goals in a company. However, it should be used properly.

[Link]

One of the key elements for the success of the company with new brands remains cadbury
Diet innovation. Continue to change the tastes and lifestyles of catering with products of
quality and high brand values forced buyers. It will help us to develop new products for the
corporate strategy.

The pack design will be exactly same wherever customers buy a bar of Cadbury Diet and the
slogan will change as "Milk glass with sweet less cream."

[Link]

Price is a key marketing mix element. The price is charged if the consumer is to purchase.
Cadbury reaches the level of profit sales. Price shall be checked by inspection of the costs of
competitors.
[Link]

Encourage customers to purchase a product through advertising. People are planning to

compete. As part of our new strategy, 10,000 exciting prices are announced by text or online
feedback from Cadbury Diet. It encourages clients to purchase more chocolates. In the
beginning of 2022, this promotion will be announced.
Conclusion

Over the course of time, it is obvious that Cadbury has made innovative changes and
upgraded its advertising for its various products on a regular basis. The mind of man is much
forgotten. Unless something new is represented before them, the existing product tends to be
forgotten or lost in interest.

In such a competitive age, when each manufacturer works in different ways to attract the
general mass of customers, the Cadbury Dairy Milk brand is no exception. It is a proven fact
that advertisers have to make the best possible effort to display their products as a new
identity compared with the previous one in order to attract the customers.

The same can be seen in the advertisement of the Cadbury Dairy Milk product. In terms of
word and expression, the company has always tried its best to change the copy. It is very
necessary to leave the audience in mind in audio-visual advertising within a very short time,
as the audio-visual advertising lasts for only a few seconds.

In this case, the advertisement for Cadbury Dairy Milk obviously leaves the minds of the
public a lasting impression with its various attractive and remarkable presentations. Cadbury
has correctly maintained its Standard from the Indian perspective and has followed all
guidelines referred to in the ASCI. In one of her products ads, including Dairy Milk, she
never made a vulgar appeal. This globally renowned manufacturer has, in addition to
advertising, touched the Indian hearts according to traditional and cultural beliefs and
significances.

The same was found when the commercials depict the rich emotional bonding of Indian
society at marriage ceremonies, anniversaries and any other domestic functions. Although
celebrities used to do so, the study did not focus on celebrity adversaries to promote the
particular brand on India's market.

Dipesh
Executive Summary

A comprehensive overview of business affairs is provided by Maruti Suzuki India Ltd.

Fundamental Company Report. The full, easily accessed format is available in all available
data. The report covers information on financial and SWOT, analysis of the industry,
opinions, estimates and annual and quarterly projections by stock market specialists.

It also makes it possible for Maruti Suzuki India Ltd. to compare directly with their
competitors. This allows our Customers to understand clearly the position of Maruti Suzuki
India Ltd. in the car industry.

This report contains a comprehensive listing of the company's in-house business and
business environment information on Maruti Suzuki India Ltd., including data on owners,
senior managers, sites, subsidiaries, markets, products and history of companies.

A further part of the report is the Maruti Suzuki India Ltd. SWOT-analysis. It includes
specifying the business goal and identifying the various factors which are beneficial and
unfavourable to achieving this goal. SWOT analysis helps you to understand the strengths,
weaknesses, possibilities and potential threats of your company.

The financial analysis of Maruti Suzuki India Ltd. covers the income and trend charts ratios
with annual and quarterly balance sheets and cash flows. The report describes the principal
financial ratios for profitability, margin analysis, asset sales, credit ratios and long-term
solvency in the company.

The information on the financial ratios of companies is compared to that of competitors and
of industry in the part describing the Maruti Suzuki India Ltd. and the industry as a whole.
Your business environment will be managed by the unique analysis of market and business
competitors, together with detailed information about internal or external factors affecting
the relevant industry.

The report also contains relevant news, an analytical PR activity and changes in stock prices.
These are in conjunction with relevant news and press releases and a number of experts and
market research firms give annual and quarterly forecasts. This information raises your
awareness of Maruti Suzuki India Ltd.'s major trends.

Maruti Suzuki an introduction

Maruti Suzuki is a market leader and leader in both vehicle volume sold and sales in the
Indian automotive segment. As of 10 May 2007, Indian Financial Institutions sold their entire
share. It was founded in February 1981 and Maruti Udyog Limited (MUL) started in 1983
with the Maruti 800 based on Suzuki Alto, at the time the only modern car in India, with its
only competitors – Hinduscan Ambassador and Premier Padmini both about two decades
out of date.

In India and internationally, Maruti Suzuki India Limited is engaged in the manufacture,
purchase and sale of vehicles, equipment and replacement parts. The company also
supports pre-owned car sales, fleet management and automotive finance. By 31 March
2010, it had a sales network of about 802 centres in 555 cities and supported the client
through 2,740 workshops in about 1,335 towns and cities.

Maruti Suzuki manufactured more than five million cars through 2004. Maruti Suzukis,
depending on export orders, are sold in India and in various other countries. Maruti Suzukis
(not Maruti Udyog)-like models are sold in Pakistan and other South Asian countries by
Suzuki Motor Corps. 

The parent company Suzuki Motor Corporation has been a global leader for three decades
in mini and compact cars. The technical superiority of Suzuki resides in its power and
performance capability to pack into a compact, lightweight, clean, fuel-efficient motor.

The Suzuki Wagon R has been launched in Japan for the first time, since 1993. The R is for
Receation. It is one of the first cars to use the "high carriage or high carriage" design in
which the car is designed to be unusually large with a short hatchback and nearly vertical
sides to maximise cabin space while keeping in line with automobile dimensions.

Since 2003, the Wagon R has been Japan's best-selling car. Suzuki expects to produce its 3
millionth Wagon R in 2008. Even on the international market, it was a profitable car for
Suzuki mainly since its introduction in India.
Business Mission:
In Indian Automobile Industry, Maruti Suzuki is by far a dominant player, which was already
very popular in China. It would be exposed as the year progresses to a variety of marketing
initiatives and new models from global car brands which would pose a threat to new
industrial entrants.

The mission of the company is to provide its customers with the maximum value by
continuously innovative product and service techniques. It has a network of 391 outlets in
230 towns and cities across India and covers 1,113 towns and cities. Their highlights were
the change in strategy and development of effective marketing communications.

"Social service spirit and respect for the human person." The Group has an excellent
corporate image among corporations, banks, financial institutions and governmental groups
by following this philosophy. This trust is most prominently reflected by the market price of
Group companies' shares.

This section offers a corporate picture of the vision, quality systems and technology of
Maruti Suzuki India and a short history. It also provides information on Suzuki's global site,
export and social initiatives details in the field of highway safety, safe driving, driving
training institutes and environment care.

The inventory has been kept under control by Maruti, and the Just-in-Time (JIT) and the
system Kanban can be attributed to this fact. For 'signboard' or 'visual card,' Kanban is
Japanese, a means to achieve JIT.

Kanban aims to divide and mark each process into different segments, to establish explicit
limits of how many workflow items can be undertaken in each workflow status and to
improve lead times.
External Marketing Audit- Economic Forces:

The car manufacturers are competing greatly in India and around two lakhs are buying.
Although there have been major players such as Hyundai, Tata engines and others, 8.8 lakh
homes were found in India and 55.00.000 in the world.

Based on aspirations, earnings, lifestyle and other backgrounds, customers purchase a car
such as simple financial availability. Economic policies are stable. Local state governments
provide economic incentives. Available reduced duties and taxes which in turn has made
domestic demand is enormous.

Depending on the customer response, the introduction of other variants into various fuel
modes shall be decided. In the home market and subsequently in the neighbouring
countries the company will sell the car.

The best example to understand this is the WagonR. The WagonR was on the road for a very
long time before the new model arrived. The new WagonR was recently launched on Indian
roads very well. The new WagonR is more brawny, muscular and macho than its
predecessor.

The car's blue eyes are sparkling. The roof is sloping and the slats are brand new. The
massive wheels are large and add to the new car's sporting character. The car has changed
its exterior due to the old. The car has changed. The cluster headlamp is new as well.

The doors have grown to help the inhabitants easily enter and leave the new car and
chrome accentuation occurs everywhere. Better back visibility is also available. Also a new
grille and fanning new front bumpers is available in the new Maruti Wagon R. The interior
has a brand new design and improved plastic quality.

The new inclined driving wheel is provided with an ergonomic driver's knob and a new
design that allows the driver to drive conveniently. The transmission cable type and a new
suspension frame type provide high stability on all types of roads. This time, the front
suspension was well worked to ensure better handling.

Fundamental Analysis
The analysis is a fundamental one based on historical data on a company's financial
strength, its sector and industry position, its management, its history of dividends,
capitalization and future growth potential. It is a stock value method used to predict the
movement of stock prices through financial and economic analysis. The analysis tries to find
a security's intrinsic value that helps investors make decisions.

The basic information to be analyzed can include the financial and non-financial reports of a
company such as estimates of the growth of company product demand, comparisons
between the industries and changes in the economy, changes to government policies, etc.

Steps involved in the fundamental analysis:

1. Macroeconomic analysis that takes into account the overall health of the economy and its
future. The various steps included in the fundamental analyses.

2. Analysis of the industry involving the industry analysis in which the company works.

3. The company's situation analysis, study of its business model, management, products and
services, current position, future, etc.

4. The company's financing analysis involves the analyzing of the balance sheets, income,
cash flows, and proportions of its financial accounts.

5. Assessment to seek the intrinsic value of the company's securities.

The E-I-C approach is often referred to as the basic analysis approach. The E-I-C refers to the
three parts of the basic analysis. The three characteristic parts of basic analysis are: 

1. Analysis of economy

2. Analysis of the industry 

3. Analysis of the company

Analysis of economy

The analysis of economic strengths is a country's analysis of the economics as a whole. It is a

process that analyses economic strengths and weaknesses and it is important for an exact
economic condition to be understood.

The business cycle Countries undergo the business or economic cycle and the stage of a
country's cycle directly influences both industry and the companies. It affects investment
decisions, jobs, and demand and business profitability. The phase of the cycle through which
the economy passes is very important to decide.

Investors should try to determine the phase of the country's economic cycle. They need to
invest when the economy starts to recover at the end of a depression, and when a recession
ends. Investors should either disinvest just before, during, or at worst, the boom. At this
time, investment and disinvestments will benefit the investor most.

To achieve steady, balanced growth, a stable political environment is needed. When a state
is ruled by a stable government that takes decisions on the country's long-term growth,
industry and businesses will flourish. Reserves for Foreign Trade In order to fulfil its
obligations, a country needs foreign exchange reserves to pay its imports and serve external
debt. If reserves are not properly managed, they may pose currency risks.

Debt in foreign countries and trade balance External debt can be a tremendous burden on
an economy, particularly if it is very large. In major repayments and interest payments India
pays around $ 5 billion per year.

Inflation has a huge economic impact. It erodes buying power in the country. As a result,
demand is dropping. If the inflation rate in the country of import from which a company is
high, production costs will automatically increase in that country. On the other hand, high
interest rates lead to higher production costs and lower consumption.
In a country, the level of taxation has a direct economic impact. When the tax rate is low,
there is more disposable income for people. Government policy affects the economy
directly additionally an industry-friendly government will attract investment.

Analysis of industry

Industry analyses are now more important than ever for the Indian investor. Analysis of the
health of an industry is very important because no company isolated. An industry analysis
can be carried out with tools such as: Cycle of Life Industry In industry, the first step is to
determine the cycle in or the stage at which the industry matures. Through the following
stages all industry develops:

1. Introduction

2. Growth

3. Ripeness

4. Closure

These competitive forces determine the extent of the inflow of funds, return on investment
and the ability of companies to sustain those returns. The competition forces have their own
strengths. In the context of five competitive forces, Porter has identified each industry and
every market. Porter's five forces are: 

1. New entry threat 

2. Replace threat

3. Customers' recovery in power

4. The suppliers' negotiating power

5. Competitor rivalry
A huge amount of capital is needed to enter the automotive market. In order to design and
produce products, an enterprise should also have an immense quantity of tacit and explicit
knowledge.

Analysis of the Company

SWOT industry analysis gives an investor an overview of the sector. An internal and external
scan is an important part of strategic planning. Environmental factors within the firm can
usually be classified as strengths (S) or weak points (W), opportunities with external factors
(Os) or threats (T). Such a strategic environment analysis is called a SWOT analysis.

Strengths:

 It's got a bigger market name

 Distribution and sales network have been established
 Indian market understanding
 Ability to design products with various characteristics
 Image of the brand
 It has the latest technological experience
 For more than a decade, it has been a market leader
 It has an excellent market leader
 It has an improved effect after sales
 The costs for the cars are low.

Weaknesses:

 There is a lack of foreign market experience.

 The diesel cars are comparatively new.
 Individuals resistant to top models
 High import tariff on fully constructed import models
 The company's export is not good
 The market has fewer diesel models than others
 The world picture is not great

Opportunities:

 Enhanced middle-class family purchasing power

 State subsidies
 Advantages to tax
 Potential two-wheeler segments are buyers
 Excellent global opportunities
 More diesel vehicles are introduced
 Possibility to grow by entering larger markets for cars
 Great chance to be the king in every stage of industry marketing

Threats:

 External companies that enter the market are therefore a major threat to multi-
natural companies.
 Second-hand car competition
 Chinese manufacturers' threats
 As big players in the industry come to the market share
 Very few on the market diesel cars
SEGMENTATION OF INDUSTRY PORTER'S MODEL ON MARUTI
SUZUKI

Threat of New Entrants - Very Low

A huge amount of capital is needed to enter the automotive market. In order to design and
produce products, an enterprise should also have an immense quantity of tacit and explicit
knowledge.

Threat of Substitutes – Medium

Public transportation, for example by bus, train, boat or aircraft, is available as alternatives.
In addition, consumers can take advantage of other traditional means of transport, such as
biking or walking.

Power of Suppliers – Medium

Some suppliers are smaller and have little power over their pricing and distribution.
However, many small-scale production companies in this market and therefore the majority
of suppliers of large car manufacturers are medium-sized to large companies. As a
consequence, the product pricing, delivery and distribution are determined with some flex.

Power of Buyers – Low

While purchasers are individuals, they still have a lot of information about the pricing and
costs of Maruti Suzuki's manufacture, although this does not have a significant impact on
sales by Maruti. Therefore, buyers have no authority to negotiate with Maruti about the
purchase price.

Competitive Rivalry – Extremely High

In general, every competing company on this market has billions of dollars of assets and can
compete at whatever level Maruti can. In addition, in the automobile market in general,
there is intense competition at all fronts without mentioning the luxury car market. Major
producers pinch Maruti in quality and reliability with their luxury segments.

Analysis of the company

The final phase of the fundamental analysis is company analysis. The analysis of economics
gives the investor an overview of economic growth prospects. The analysis of the industry
helps investors to choose the industry that would be profitable for investment. He must
now decide which enterprise he needs to invest in. This question is answered by company
analysis.

The analyst attempts to predict the company's future profits, as strong evidence exists that
the profits have a strong impact on the share prices. However, a company's level, trend and
security of income depend on a number of factors in relation to its operations.

The various problems for an enterprise to be considered are:

 The administration
 The enterprise
 The Yearly Report
 Flow of cash

Samarthya

Executive Summary
The largest Electronics company in the world, Samsung Electronics, is an affiliate of the
Samsung Group with five divisions, digital media, telecommunications network (with cell
phones and smartphones, pocket pcs, satellite recipients and so on), digital appliances (with
refrigerators, washing).

Samsung Electronics (with a wide range of computers) has the largest electronic company in
the world (with LCD & TFT panels for displays, notebooks and TVs). Samsung follows a
diversification strategy and even plans to operate in new areas, such as healthcare, through
its broad product portfolio.

In the complex business environment, companies need to be innovative in developing new

products and improving products. The R&D activities make an important contribution to the
organization's overall performance. Management of research and development involves the
supervision and control of a company's research and development department. The method
for developing new ideas to patent, market or sell these ideas is research and development.

In many industries research and development is important but in the technology and
pharmaceutical industries where new, better and more innovative projects are constantly
needed and extensive research and work is needed to bring these products into operation.
Depending on the industry and the type of project being carried out, there are a number of
aspects to research and development management.

The supervision, management and allocation of budgets for research projects constitute one
of the key elements of Research and Development Management. When conducted for profit
companies, research and development are designed to produce a product that is made for a
company when it is patented or sold.

R&D is independent of most of the company's operational activities. Typically, research

and/or development are not conducted with immediate expectations. It should instead
contribute to a company's long-term profitability. As discoveries are made and products
developed R&D may lead to patents, copyrights and trademarks.

Corporations that establish and employ R&D departments in their entirety commit
substantial capital. The risk-adjusted return on R&D expenses — which inevitably entails
capital risk — should be estimated because there is no immediate payoff and there is no
uncertainty regarding the return on investment. The level of capital risk increases as more
money is invested in R&D. For a variety of reasons, including size and cost, other companies
may choose to outsource their R&D.

R&D may benefit the bottom line of a company, but it is an expense. After all, firms spend
considerable sums on research and the development of new products and services. As such,
these expenditures are accounted for. As they are incurred, all basic and applied costs of
research are recorded. However, the costs of development can be sustained.

R&D management is the area where R&D processes are developed and led and R&D
organisations are managed and where new know-how and technology are transferred to
other groups or departments which are involved in improvement.

The Innovation Management project fulfils technology management tasks in the

management of R&D. This includes fundamental research operations, fundamental
research, advanced development, concept development and transfer of technology.

Objectives of R&D department

Research and development (R&D) aims primarily at developing the organization's current
technologies or developing innovations which enhance organisation status on the market.
The sector comprises a large number of companies dedicated to research and development
companies that concentrate on specific areas or work areas.

For example, communications, information systems and electronic markets are operated by
organizations. The aim is to acquire new knowledge which is or may not be used in the
practical fields of educational and institutional research and developments (R&D).

The aim of industrial R&D, on the contrary, is to gain new know-how appropriate to the
business needs of the company which ultimately results in new or improved products,
processes, systems and services that can improve sales and profits for the company.

R&D functions require the initial preparation and clarification of certain scientific terms,
including research, development, technology and engineering. Research is an important
component of any company. The approach to creating new knowledge is described as a
systemic one. In fact, the use of new science and old science can involve research in the
production of a new product.

When research ends and development begins, it is sometimes difficult to determine.

Research is an ongoing investigation process in which a detailed investigation is carried out
aimed at discovering facts, reviewing conventional theory or applying these theories.

Hierarchical Level of any R&D department

Behind the scenes of R&D department
Instead of practical application, research aims at deep knowledge or an understanding of
the subject under study. It is applied to the industry and described as science-enhancing
research that does not have certain business objectives. The curiosity of scientists in
particular motivates this type of research.

The primary motivation is to expand the knowledge of the person rather than create or
invent something. The commercial value of this research is not evident, for instance, genetic
code, and invention-related universe. Fundamental research is primarily done by the public
sector, the other two forms are central to most companies' competitiveness.

Applied research is aimed at obtaining understanding or knowledge necessary to identify

ways to fulfill a recognized and specific need. It refers to scientific research and study aimed
at resolving practical problems.

Applied research in industrial applications involves research aimed at the discovery of new
specific knowledge that has specific commercial goals for products, processes and services.

Development is the methodical use of knowledge or understanding gained from research

into the development of useful materials, instruments, systems or methods, including
prototypes and processes.

The developed product is less tangible in these phases in the field of fundamental research
and certain parts of applied research concerning knowledge and concepts. Development,
technical service and very few fields of applied research are also highly tangible for
(physical) products. It was traditionally viewed as a linear process, shifting from research
into engineering and then into production.

R&D management is the area where R&D processes are developed and led and R&D
organizations are managed and where new know-how and technology are transferred to
other groups or departments which are involved in improvement.

The Innovation Management project fulfills technology management tasks in the

management of R&D. This includes fundamental research operations, fundamental
research, advanced development, concept development and transfer of technology.
Academicians and practitioners stressed that managers of research and development must
ensure that only funds are allocated to good return on investments, and that any funds
invested are reasonable in view of the ROI ultimately if the product is properly developed.

The management of research and development also involves monitoring the R&D process
and ensuring compliance with all requirements. In many sectors as the drugs industry this is
particularly important, where strict controls are generally implemented by the government
before a drug can be approved for consumption and sale.

Samsung realized the key success factors to sustain competitiveness in the fast moving,
furious market and to become a market leader in the electronic industry are stable R&D
performance and superior innovative technology. In 1987 Samsung established a corporate
research & development center the SAIT (Samsung’s Advanced Institute of Technology) and
other R&D centers are located for short-term R&D projects.

SAIT always aims to offer customers the best value in its involvement in technology
development and research. It also upgrades and enhances its R&D management systems to
help build good relations with the other R&D centers and other business units.

All this resulted in the successful realization of higher R&D performance in all business units
from the planning process to commercialization, and SAIT was a key growth engine for the
SE business.
Challenges faced in R&D department

The R&D challenges management process has been approached by many over the past
decade, as globalization has added new dimensions to competitiveness. In-house or external
R&D challenges can be.

Internal factors that influence R&D include mobilizing resources, developing skills, allocating
and prioritizing resources, effectively executing projects, and quick discussions of ideas on
production services. External R&D challenges include government policies, regulators and
enforcement agencies.

Research and development is also challenged by public concern about the environment's
use of scarce and protected resources and sustainability. In order to purchase and develop
new technologies, to set short-term and long-lasting priorities, as well as to attract and
retain highly qualified professionals, R&D managers face challenges as well.

To sum up, "R&D" means technical or science research that is done with a view to
pioneering new or improved products and services. R&D is the key driver of the economy.
The research and development academics stated that the innovation process plays an
important role. It is essentially a technology investment and future capabilities that are
transformed into new products, processes and services.

R&D management is the area where R&D processes are developed and led and R&D
organizations are managed and where new know-how and technology are transferred to
other groups or departments which are involved in improvement.

The Innovation Management project fulfills technology management tasks in the

management of R&D. This includes fundamental research operations, fundamental
research, advanced development, concept development and transfer of technology.
Samsung Corporate R&D Center

The rapid growth of Samsung has resulted from the development of technical capabilities in
accordance with its founder and management philosophy. In 1987 the company set up an
R&D center that develops technological capabilities for the creation of value in various
sectors and is the world's next driving force for growth.

This R&D center has pursued the development of basic new business technologies and
applied product development and production problems technologies in the business
divisions.

Unlike the global leaders' corporate R&D centers, however, Samsung's R&D center strikes a
balance between basic research and applied technologies. Diverse business units with
diverse levels of technological capacity were also expected to support it.

It would develop more basic technologies for the competitive business divisions and transfer
them for marketing to business developing groups. It has also supported research in
inexperienced fields of technology.

These mixed roles allowed the R&D Centre, which are characteristic of both research and
development laboratories, to implement management systems. However, the advanced
R&D management systems that the company's research centers use to global leaders also
made it difficult for Samsung to adopt.

However, although the mission development, organizational processes and the build-up of
technological capacity have had many problems after the beginning, close links are being
created between the Corporate R&D Centre.
Evolution of the Corporate R&D Center

The Samsung Corporate R&D Center (SAIT) has been transformed over four periods:

1. 1987 to the beginning of 1990: SAIT was founded in 1987 in order to prepare and
support future companies through the development of advanced technology. SAIT
had difficulty maintaining its unique status among other research & development
centers of SAIT, mainly focused on short-term and application-oriented research
development projects, despite high expectations.

Substantial resources were invested by SAIT in short-term R&D projects to meet

business unit requirements under uncomfortable relationships with the business
units. Applied development accounted for 80% of R&D projects. The conflict has
arisen between SAIT and the R&D unit.

2. In the early and mid-90s: A new management philosophy has been taken by the
Samsung Group and its cost-based management has been redirected to quality
management.
This new management philosophy has penetrated all business lines since 1993 and
provided SAIT with the opportunity to improve its uneasy relationship with business
units and concentrate on its organizational mission.
However, SAIT has difficulty in fulfilling its primary task of raising the competitive
advantage of existing business lines and pursuing new business opportunities with its
inefficient R&D management systems and relatively little technological capability.

3. In the mid- and late 90’s: SAIT has initiated several organization innovations and
altered its allocation of resources to enhance its technological capabilities and
upgrade its R&D management systems.
The structure has for instance changed to research laboratories in important fields of
research, focusing on long-term and fundamental research and development
projects rather than on short-term and development-oriented research and research
projects.
SAIT has also devoted more attention to the recruitment of skilled R&D staff.
However, while these organizational changes have made the management system of
R&D more efficient, the technological capacity building and the establishment of
new business opportunities remain inefficient.

4. 2000 to present — Concentrating on customer value creation, SAIT has implemented

and simultaneously implemented many innovative management programmers, such
as knowledge management and DFSS. SAIT was appointed a key engine for Samsung
businesses and a world-leading R&D center.
It has focused on the core technological areas as the Samsung Corporate Research
Center and has improved the research and development process from one project to
another.
Recently, SAIT has established close relations with business units and increased
research and development performance by measuring the number of successful
projects in R&D and patents.
In 2004, 80% of the R&D projects undertaken by SAIT reached marketing, compared
to 61% in 2002, and 18% in 1997. In addition, US Patent applications grew from 19%
of the total of 380 applications in 1997 to 85% of 1,400 in 2004.
Visioning and restructuring

SAIT has recently been developing close links and enhanced R&D performance with business
units, measured by the number of success storey projects and the number of patents
transferred to businesses.

In 2004, 80% of the R&D projects of SAIT came onto the market compared to 61% in 2002
and 18% in 1997. In addition, US patent applications increased in 2004 from 19 percent of
380 total requests in 1997 to 85 percent of 1,400.

Top management teams have developed specific actions plans to become a global R&D
centre through formal and informal discussions with researchers and communication with
business units.

SAIT mainly reorganized its overall research and development projects in key technology
areas. It reorganized its fields of R&D and projects with key technologies such as digital,
nanos, optoelectronics, energy and biotechnology.

These areas are intimately linked with Samsung's existing companies and new business
opportunities. However, the process of transformation was so painful that many scientists
decided not to adopt those changes and some left the organization.

However, SAIT builds a global level of technological capabilities by recruiting and

encouraging talented researchers. It developed sophisticated management processes for
R&D based on DFSS to produce world-class products and valuable research results (defined
as the design of new products and services with a Six Sigma capability and performance).

It also improved knowledge management and network infrastructure for close collaboration
between SAIT and the divisions of research laboratories.
Excellence of product

The aim was to develop state-of-the-art technologies during organisational transformation,

research and development projects. Each project aimed specifically for the development,
through fundamental patents or state-the-art technologies, of the first or the best
technological innovations.

Each R&D project evaluated the technological status of world leaders on key technologies
during the planning stage and set high objectives for project performance. These top global
targets brought forward research challenges and motivation for new R&D projects to
achieve the expected results. In the existing technology and business sectors, Samsung
invested in continuous improvement.

Samsung needed to develop key patents for basic technology, participate actively in global
standardization committees and create more value for its continued existence and growth
on the competitive world market.

This achievement has prompted researchers to set the top targets for new research and
development projects, motivating them to do more to achieve differentiated technologies
and radical innovations.

In order to improve commercialization success of developed technologies, SAIT has also

established close relationships with business divisions with the sharing of business strategies
and technology roadmap.

SAIT embraced the quality-oriented DFSS philosophy to increase R&D process efficiency.
This was criticised because the DFSS programmes, in which creativity, were developed to
improve quality in manufacturing instead of R&D. Nevertheless, despite criticism, the basic
objective of DFSS to create customer value is similar to R&D.
The philosophy and methodology of DFSS have therefore been customised to the overall
research and development process from project management to commercialisation. from
stage-gate processes.

The project manager aligned technology plans with the corporate business strategy at the
planning stage and analysed various customer requirements using the value curve and QFD
methods.

The main processes for ongoing projects include the review of project milestones, the
relevance of project goals in changing environments, key problems and potential obstacles.
At the end, the completion of the project goals, the transfer of technology to business
divisions, and the next R&D plans all R&D projects are assessed.

Project managers and scientists have also learned to use tools to manage the projects, to
manage technology and to develop balanced views of efficient research and development
operational management and to market R&D outcomes.

SAIT expects all scientists in its R&D activities to become experts with technological
expertise. Depending on the experience and expertise, each researcher reaches a certain
level between entry and highest level. These levels are used for organising new project
teams, recruitment and the development of a career.
The structure of Samsung’s R&D department

In addition, the SAIT as the headquarters corporate R&D center is also an effective R&D
system for the product division base. The Samsung Electronics global R&D Network is made
up by six centers in Korea and 18 centers in 9 countries (for example, the United States, the
United Kingdom, Israel, India, Russia and Japan).

As mentioned above, SAIT is working on multi-divisional, long-term projects. For medium- to

long-term projects, the other laboratories are responsible. In order to draw on different
know-how, points of view and ideas, it is a very common strategy to transfer engineers from
medium- to short-term projects to SAIT and vice versa.

At SAIT the staff is either part of a technology group or a project group. Despite this
separation, both groups and other business units work very closely together and
communicate through the established matrix organization.

Through this SE can respond to rapid changes in technology and new findings. It can also
share business strategies, knowledge and opinions in order to reduce market time and
increase the rate of success of new technology launched.
 The applied methods and techniques

The following methods are used by SAIT for its R&D activities, mainly from a completely
different department of business and adopted for R&D. The DFSS or DMADV, an
abbreviation of five phases, aims to improve the quality of process results by identifying and
removing defect causes.
The definition of the objectives begins which must reflect the overall strategy of the
company and create value for the consumer. Then it measures and analyses the critical
points or flaws to develop or resolve a better alternative. The technology needs to be
checked and tested here at the end.
The approach to the stage gate is similar to the last phase of the DFSS. This means that each
phase (the gate) of further growth must be approved after every stage of development,
ranging from the idea of technology to commercialization. Thus SE guarantees that it invests
only in the technology of high potential.
The scenario analysis consists of 3 steps and consists of a technique to create ideas for new
technology. First paint a scenario for the future, second examine issues and the needs of
customers, and third evaluate and try to resolve problems. Initially only a few existing
technologies have been developed into more possibilities for improved or new technologies
by the technology tree technique.
These options are created by researching the technologies available. The latest approach is
a route mapping plan that shows how investments in R&D can be made useful. It provides
an overview and identity of critical technologies and technological gaps available to SE. It
helps to solve these problems too, of course.
The R&D management applies additional design reviews in order to make all these
techniques more efficient and facilitate knowledge management. During these discussions,
SAIT and business experts will discuss critical issues and potential issues that have been
identified with one of the above approaches.
People and investment

Samsung is well aware that the core assets of high technology and successful R&D are the
people and investments. Around 40% of the global staff participates in R&D and a total of
more than a quarter of all SE staff. The total population is over 42,000 and at the end of this
year it is expected to grow to 50,000.

Samsung is able to recruit and encourage talented and highly qualified staff through the
academic training and scholarships of leading universities in Korea and abroad. As a
consequence, over 10% of employees in R&D work at the best universities in the world.

However, by investing in extensive training programmes for employees Samsung helps to

develop full employee potential and skills. These training courses also teach employees how
to use the tools from various business units to better understand the other party involved.

In general, Samsung invests now at least 9% of its sales revenues in R&D every year
(formerly 6-8%). Samsung is therefore among the top 20 growing R&D expenditure
companies following Microsoft and Siemens, as well as before IBM and Intel.

Samsung invested Won 6.9 trillion in 2008, representing some 10 percent of the sales of the
Samsung Group, and Won approximately 7.27 trillion in 2009. Kun Hee Lee, Samsung's
major shareholder, explains how R&D facilities have a long-term impact on the company,
although it can hurt short-term profits.

Both the personnel and the investments are valuable because of the number of patents and
the sales. In 2008 Samsung ranked 2nd with 3,515 patents earned in the United States.
Revenues totaled Won 34.64 billion in the first quarter of 2010, which represents an
increase of 21 percent.
Conclusion

The R&D network of Samsung is diverse and covers many countries across several
continents. Samsung also has a wide range of electronic products in its product categories.
Samsung can differentiate between high-potential products and weak products through the
product evaluation system.

Samsung can take advantage by reducing the risk of volatile market situations, given the
variety of product platforms. Samsung also has access for a wide array of technological
knowledge through the range of product platforms.

Due to the massive diversification, Samsung could experience some management difficulties
while managing its business worldwide. This diversification has led to a wide range of
business sectors, including health, medicine and biotechnology. Samsung can be a problem
to be a specialist in some business area.

Since Samsung already includes a wide range of products, it could focus on consolidating the
existing product categories. Following the example of the most successful product
categories, Samsung could develop as prosperous its weaker product categories. Samsung
also needs to invest and expand its R&D activities on software forums and the development
of environmentally friendly products because both sectors are the most promising for the
future.