About Nupal Remedies A company born from generations of continuous search for excellence in the field of unique life

saving herbal medicines, New Udaya Pharmacy and Ayurvedic Laboratories (NUPAL) was established in the city of Cochin, Kerala, in 1960 by Sri N. K. Padmanabhan Vaidyar, who hails from a well-known traditional Ayurvedic family and one of the few living recipients of "Vaidyavachaspathy the utmost title in Ayurveda. Sri N. K. P. Vaidyar spent the initial years of his life learning the principles (yogas) of ayurveda and their applications, from manuscripts that were handed down by the great masters. His thirst to find remedies for incurable diseases became an obsession, his youth was spent in indulging in this obsession and was duly rewarded with a number of break-throughs from time to time. His commitment to reach these benefits to more people. pushed him to find a method of packing these peerless formulations into mass distributable tabsule/capsule forms without losing their effectiveness. NUPAL has succeeded in effectively combining the traditional knowledge handed down by the great Masters with the latest modern technologies available to make Nupal products user friendly. In short Nupal ensures that the rich time tested traditional methods of manufacturing are strictly followed to the last T. NUPAL the fruit of one mans dedication, hard work and commitment Sri N. K. Padmanabhan Vaidyar - is growing from strength to strength. Started in a small way, the company has shown phenomenal growth over the years. With a wide range of herbal formulations, NUPAL can take pride in the fact that some of its speciality formulations are peerless

Products
Hair O Max Fistulex Mothertone Arshonil Rasayanam Kasari Hypergad Kamilari Capsprolife Diawin Nefrowin

Hridayamrith Extacy Prostowin Somamritham Emphysenol

Stonex Amoebrid Relaxin Rekthamritham Snaps Arshonil Lepam Vrinari Hepin Capsules Hair O Max Amenorm

The threat of potential new entrants (Low) High capital is required to enter into the mobile industry. It is difficult to start up in an industry where the existing firms already operate on cost and differentiation strategies (Chan et al, 2011, p.12). However, with the commoditization of parts, finding vanilla solutions for a simple alternative product might be possible. Differentiation, however, is another story. New entrants would have issues with overcoming patent issues if they didnt plan on investing in their own R&D to create a unique product. These things together would require a new entrant to establish a competitive brand name while achieving economies of scale via investments in a supply chain process and developing a distribution infrastructure to remain competitive. The costs of accomplishing these things make a very strong barrier to entry. Even then, overcoming issues such as customer loyalty and switching costs would be another large barrier to entry.

The threat of substitutes (High) For Samsung, almost any phone that performs the same functions as a Samsung phone could be considered a substitute. This includes other devices running the Android OS and not made by Samsung, (Motorola Droid comes to mind) as well as other devices like the Apple iPhone or Blackberry. All of these are in high abundance with similar cost and highly competitive.

The threat of substitute products within the industry, however, is low. Although there is an increased popularity of Tablets, they are generally too bulky to be considered as straight substitutes. They dont offer traditional mobile phone capabilities, which makes them inadequate. Laptops have the same problem. PDAs are no longer a viable substitute in 2011. For some time they had productivity features that the average mobile phone didnt have, but now mobile phones have all those capabilities and more. With that said, the buyers propensity to substitute is low. As for things like relative price performance, perceived level of product differentiation and the number of substitute products available in the market, most of these issues become irrelevant as neither laptops, tablets or PDAs offer enough of the same services to be able to replace Samsung smart phones. The only other viable substitute would be dumb phones which, due to the lack of features and capabilities, come as a very cheap or even free substitute to the average smart phone. They are a substandard product. Buyer switching costs are noticeably lower, but product differentiation only comes in the lack of features. Today, even lower-end smart phones can be purchased at very cheap prices, and sometimes come free with certain contracts. The bargaining power of buyers (High) Buyers have good leverage when it comes to bargaining because of their access to information and how competitive the mobile phone industry is. With so many similar products from other carriers, buyers have several points on which they can bargain. Whether it is by OS, price, tech specs such as camera quality or screen resolution, carrier availability, or something more. Buyers easily switch cost with the increased of choices of mobile companies and furthermore their products are quite similar to one another; they will switch to those who have better features or price points. Switching costs, however, can be very high in some cases. Usually a phone will come at a lower cost to a buyer if it is purchased with a 2 or 3 year contract via a service provider. Should this agreement be terminated before the contract is up, extremely large fees can be incurred by the customer. Should the customer want a new phone before the end of the contract, they will need to pay full price for it, assuming their carrier even allows a non-contract purchase (which is not the case for high-end smart phones in Canada).

The bargaining power of suppliers (Low) In Samsungs case, the bargaining power of suppliers is low because Samsung is its own supplier of most components. Samsung also happens to be its own supplier for raw materials. In the industry, however, the bargaining power of suppliers is high because suppliers goods are critical to the buyers marketplace success (Huvard et al, 2011, p.8). This means they are more important to the consumers than the mobile carriers themselves. A mobile phone manufacturer could always integrate forward into the industry without the middlemen such as Rogers, Bell or Telus. (In fact, Samsung has already done this within Korea---source). Presence of substitute inputs: none The intensity of competitive rivalry (High) The smart phone industry has many competitors that are equally balanced, and thus rivalry is high. The market for smart phones has slowed in growth since its boom, so pressure to take customers from competitors is also high. Differentiation in the smart phone industry is also at a point where it is

very short-lived (Huvard et al, 2011, p.9). Sustainable competitive advantage through innovation is an unknown. While Samsung has been doing great keeping up with the industry and even leading in some areas, everything is short-lived due to the extreme level of competition.

http://mgt405-samsungelectronics.wikispaces.com/Porter's+Five+Forces+Analysis

EVOLUTION OF HUMAN RESOURCE MANAGEMENT ABSTRACT In the competitive environment of open economy human resource management with the increased modern trends becoming significant factor for the efficient running of organization Human resource management emerged from personnel management and personnel management emerged from manpower planning. The consideration of changes taking place in managing human resource led to adaptation of strategic HRM the consideration of strategy and HRM system jointly led to the emergence of strategic human resource management SHRM which is crucial for achieving a corporation's long term goal. This article attempts to bring the historical evolution of HRM and changing roles of HR professional from time to time in order to considered employees as an important assets which helps in attaining goals of the organization. The article finally draws attention to the fact that SHRM and not PM or HRM are people considered for modern industrialization that is to be used for creating and sustaining competitive advantage for the firm. INTRODUCTION American writers Terrey and Franklin (1996) mentioned about the 6 Ms of management, viz. Men and women, material, money, market and method. But among these, men and women - the only living being- do the effective coordination and utilization of these human and non-human resources. All the activities of any enterprise are initiated and Human resource gained more attention as the workforce considered to be an important resource to gain competitive advantage of organization and also it helpful in utilizing the resources of an organization to a optimum extent in order to achieve organizational goal. Managing human resource is an complex process. As Harzing and Ruysseveldt said a better way to understand the philosophy of human resource management demands a thorough understanding about the evolution of the concept itself from the ancestral concept personnel management. In 1990 due to liberalized government policies of various countries the human resource started floating from

one country to another this led to diversification of workforce and cross culture took place as a result employees from one nation migrating to another nation and bringing their culture with them this led to mixed organization culture so the HR professional has to play major role in coordinating the workforce of different culture in an organization. Approaches towards recruitment of staff focused to geocentric from ethnocentric and polycentric which is more efficient because workforce will be selected based on talent regardless of nationality. Method of recruiting also changed towards efficient policies like using of head hunters, cross national advertising, E- recruitment. EVOLUTION OF PERSONNEL MANAGEMETN Evolution of Personnel management started in 19th century at that time there was a boom in industrialization which leads to increase in franchising and influence of trade unions and harshness of industrial condition called for the better of industrial condition. There was no department as such for taking care of above problem only welfare officers came into being to take care of above situation. These welfare officers were only women's who take care of protectionism of women and girls because they feel it as worthy if women employee are sick they visit their home give food accommodation give moral welfare. As the role of women increasing like they were getting employed in modern industries where their work is packing assembly or other routine job so the quality required by these women employee increased so these welfare officer who were women their responsibility also increased that is to recruitment training development. But ambiguity has been increased due to increased in production and also increased in paternalistic behavior relationship between employer and employee and also aiming at moral protection of women and girls and also side by side the aim of achieving economies of scale is also increased like achieving higher output by minimizing cost by resolving grievances control of sickness these leads to mixed aim of achieving organizational objective in order to achieve but at that time their was only a handful of welfare officer was their they wanted to improve the condition of working of women in 1900 there were only few welfare officer was their but in 1913 number of welfare officer has been increased to take care of the situation. GROWTH IN PERSONNEL MANAGEMENT 1914-39 The exact growth of personnel management started during First World War because the number of munitions manufactured at a large scale so the number of employees needed to manufacture increased on the other hand the welfare officer also increased by 1300 to take care of employees it also sought the supply of labor

to munitions factories as the supply of welfare officer made mandatory by government. During war women recruited at a large scale to fill the gap of men who left the factories to joint war which in turn leads to dispute labour union to employ unskilled women

The title labour manager or employment manager came in the yeat 1920 in engineering industry and other industries where the factories was very huge to handle absence, recruitment, queries over business and so on. Companies started merger and acquisition as strategy to grow in the mid of 19th century due to large number of employees employed they created their own specialist personnel department to unify the different policies and manage absence and recruitment with the objective of improving productivity. But this department is mainly concerned with hourly paid workers. As personnel management exist only in the emerging companies like plastic, chemicals and multiple retail. But during 1930's the economy started to grow at a rapid pace due to this big corporation came in to existence they feel to improve the value of employee benefits like different kinds of allowances as a measure of retaining motivating employee. SECOND WORLD WAR LEADS TO IMPROVEMENT IN PERSONNEL MANAGEMENT. Second world war increased the importance of having personnel department because of producing large war materials the ministry of labour and national services insisted to combine both personnel department and welfare officer work on a full time basis. Again in second world war the number of women employees is more to fill the gap left by men who join the battle field again re-training proper recruitment taken place government saw the there is a huge neeed to have personnel department to take care of all employees in well manner.

INDUSTRIAL REVOLUTION ERA As the industrial revolution take place simultaneously the factory system came in to being that leads increase in working rules and regulation to large number to employees increase in the hierarchical structure also increased in working hours but decrease in pay bad working condition, social distance between employee and employer has increased, increased bureaucratization all these factor

results in increasing monotony boredom job displacement impersonality due to these factor personnel management got higher attention. 1945 1979 STARTED COLLECTIVE BARGAINING POWER AND INDUSTRIAL RELATION HAVE PRIMACY ROLE TO PLAY. As in the Second World War the term employment manager started to take care of women employees the combination of both welfare officers and employment manager leads to personnel management. Though in the war times the productivity increased due to number of employment policies undertaken but the role of personnel management during war time was small that to implement the rules demanded to produce large scale goods but it was not focusing on other aspect of managing human resource that is by motivation, promotion, increasing morale, performance appraisal etc but the role of negotiation of union has gain important role.

But there is an increasing in the bargaining between employer and unions during pre world war. During there is an enormous growth in an engineering industry but in 1950,s and 60,s there was an enormous growth in other type of industry which leads to the increasing the role of personnel management at same time large companies wanted to develop their own employment policies which suites to their company which leads to improve emerging new aspect in personnel management. The bargaining power of unions has increases which resulted in unnecessary official and unofficial strikes which were damaging the economy particularly manufacturing industry in UK the strikes were in huge number and it became famous in maintain poor industrial relation and the number of working days lost due to strike which resulted in closer of number of factories. The situation becoming worse and worse it was critical for both employers and unions due to this reason personnel manager was blaming for lacking of negotiation skill to resolve these situation and plan for industrial relationship strategies because of these deficiencies personnel management was not given high priority these leads to management to think something higher profile which have all the skill to negotiate to motivate. In the year mid of 1960's organization started giving much importance to employ the personnel specialist to perform different activities in order to make the employees as a whole package to perform in the organization. the world is becoming global village and labour started moving from one country to another this resulted in managing the workforce diversity this become the challenge for the personnel management to manage these workforce diversity.

In the year 1960 Even the domestic rules and regulation was increased towards employability the new legislation was introduced towards employment, training, and redundancy payments, equal pay opportunities, employment protection. The year 1960 was high inflation so there was a regulation on wages paid by the employer personnel manager has to understand this new aspect of regulation regarding inflation to develop policies to implement new measures which aligned with employee's satisfaction level. Improvement in selection training appraisal and new management techniques has been expanded to improve the performance of the employees which demands to improve the profile of personnel management. Personnel management perform different function such as

Collective bargaining role Implementation of legislation role Bureaucratic role Social conscience of the business role Growing performance improvement role

RISING ROLE OF HRM The role of HRM has gain more important in the year 1980. There was a complete shift from post war collectivism and towards individualism and changes in structure of economy. Some people thought that HRM was evolved to solve union problem as there is an demand to take care of employees of an organization as a whole it performs different function. During 1990,s the success of large Japanese corporation in export market like automobiles and electronic goods took surprise to many western companies but studies says that the success of these Japanese firm is due to effective management of workforce the studies also shows that the workforce of Japanese firm are more productive and efficient than western firm. The key to success of Japanese companies like Toyota Matsushita are the practice adopted for efficient management of workforce as these companies started opening its manufacturing plant in western countries the practice of these companies also started practiced by western companies. The practice include are:

Strict and rigorous selection and recruitment High level of training, especially induction training and on the job training Team working Multitasking Better management-worker communications Use of quality circles and an emphasis on right first time quality Encouragement of employee suggestions and innovation

Single status symbols such as common canteens and corporate uniforms

The reason of above practice is create an organization atmosphere where workers can grow and identify their own success and goal which match with organization. Management practice Control Commitment Job design Focused on the individual Focused on the team Performance management Measured standards for minimum performance Higher "stretch" objectives Management structure Top down and hierarchical. Emphasis on management symbols Flat organisation structure. Minimum status differentials Compensation Individual pay linked to job evaluation Pay linked to skills and mastery Employment Employees viewed as variable cost Assurances that participation will not result in job losses Employee voice Employee input allowed on a narrow agenda. Employee participation enacted on a wide range of issues

Labour management relations Adversarial labour relations Mutuality with joint planning and problem solving Figure 1 Walton's control to commitment (Source adopted from Walton 1985) RISE OF STRATEGIC HUMAN RESOURCE MANAGEMENT Strategic human resource management is a branch of human resource management. SHRM means combination of strategy and HRM. It also refers to linking of human resources with strategic goals and objectives to achieve goals of an organization it also helps in improving the performance of innovation flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities. FEATURES OF STRATEGIC HUMAN RESOURCE MANAGEMENT

Linkage of HR policy with organizational strategy in order to achieve organizational goals and objective Linkage of individual HR intervention so that they are mutually supportive.

REASON FOR STRATEGIC HUMAN RESOUCE MANAGEMENT

Globalization and internationalization of market integration Increased technological change Cross culture issues Increased competition Increasing new concept

CONCLUSION By doing complete analysis of evolution of HRM the conclusion is their will be modern trends will be occurring in HRM like strategic human resource management it is mandatory for every organization to treat all employees in a well manner because they are the assets of an organization which helps in achieving organization goal.