EOC Essay Topics That You Need to Know

<h1>EOC Essay Topics That You Need to Know</h1><p>To compose influential papers, you should know about the best method to utilize distinctive EOC exposition themes. You should have the option to apply the utilization of the article design with regards to your exposition and it will be an alternate sort of writing.</p><p></p><p>If you are wanting to compose a specific paper then it is basic that you read more on EOC theme than what you are required to. It is essential that you realize how to do a decent EOC exposition. This will assist you with accomplishing success.</p><p></p><p>It is significant that you comprehend what you are managing when composing an influential article. It should have the option to be sold, upheld and presented utilizing EOC. The sort of composing that you are doing will make all the difference.</p><p></p><p>EOC exposition points ought to likewise be secured cautiously so you can create an elegantly composed piece. All the basic pieces of an exposition ought to be secured and this incorporates composing your presentation, the presentation of the peruser and ultimately the end. There must be an amazing presentation composed by you with the goal that the perusers can comprehend what the whole paper is about.</p><p></p><p>The presentation will include some examination includes a lot of time so you have to ensure that you are investing a great deal of energy investigating before you set up your article. It is exceptionally imperative that you do some examination as a result of the way that the essayists who don't invest enough energy inquiring about could be at a disadvantage.</p><p></p><p>To convince others, you have to have something to sell. You have to have your crowd on your side and this should be possible with the utilization of certain EOC exposition themes that have been beforehand discussed.</p ><p></p><p>One of the most influential article points is the title. The title is the snippet of data that is introduced to the crowd and the way in to this is the titles. The utilization of titles will impact the potential peruser to be affected by the essay.</p><p></p><p>EOC paper subjects additionally incorporate the presentation of the perusers and furthermore the end. They should be written so that they can persuade the peruser and furthermore convince them with the utilization of the contention. They have to do some measure of research with respect to the contention to have the option to persuade the reader.</p>

Dissertation Editing Helps by Students

<h1>Dissertation Editing Helps by Students</h1><p>While most of Ph.D. understudies are as able to help with paper altering as is conceivable, some of them have an extra weight that an understudy needs to confront: thesis directors. Paper administrators are senior employees that audit and grade crafted by exposition scholars and screen their advancement over the span of the dissertation.</p><p></p><p>The contrasts between a theory manager and a thesis director may not be quickly obvious to understudies. Some doctoral understudies are very acquainted with and OK with directors, while others are less recognizable. In view of this, here are a few different ways to ensure you have the assets important to deal with exposition altering by yourself.</p><p></p><p>Dissertation editors are on-staff scholastic representatives. They don't should be recruited on an agreement premise. This implies they will be bound to have the optio n to give the particular altering administrations you need consistently, and they are likewise generally required to take on extra obligations varying by their managers, making it simpler for you to deal with an exposition project.</p><p></p><p>There are no graduate understudies who work for proposal chiefs. By and large, you won't have the chance to be in a similar structure as your chief during the day. Your chiefs as a rule work with teachers and different managers, so it might be hard to have them present at office hours.</p><p></p><p>Dissertation bosses are frequently required to finish extra undertakings past their unique employment of evaluating, investigating, and here and there introducing understudies' work. You may need to go to gatherings and workshops with different editors. These may incorporate exhorting understudies in setting up a paper that meets explicit rules and guaranteeing that understudies see the entirety of th e important advances and time-tables associated with the process.</p><p></p><p>Dissertation editors frequently work in a gathering setting, yet they don't really stay with the gathering for the span of the venture. A few administrators stay with the gathering for one year or longer before proceeding onward to another position. Others keep on working with the gathering significantly after the exposition is complete.</p><p></p><p>Students who intend to offer their administrations to understudies for an all-encompassing timeframe should consider moving into an increasingly stable situation. Graduate understudies who intend to begin another vocation in the scholarly community should look for an office domain that offers a collective, ground breaking preparing and support. Understudies ought to consider the sort of bosses they might want to work with and get proposals from them, just as from different understudies they know.</p><p& gt;</p><p>Dissertation altering by understudies may appear to be overwhelming, however with cautious arranging and cautious dynamic, it very well may be made easier. Investigate your choices before you push ahead with assisting with exposition altering, and ensure that you are set up before you take the first step.</p>

Trusted Custom Term Paper Writing - How To Find The Best Service Provider For Your Business

Trusted Custom Term Paper Writing - How To Find The Best Service Provider For Your BusinessWhy is trusted custom term paper writing so important? Well, it can be used as the basis for research papers. This writing serves as the basis for research papers, dissertations, thesis and the like.It can be used as a learning experience. Students can get the information from this kind of writing and also gain the basic knowledge about the subject that they are going to write about. By this way they can get a deeper insight into the subject and understand about the subject much better.The knowledge gained from custom term paper writing can also be used in the form of a service. That is, if a person has experienced custom term paper writing then he can also help other people. He can offer his expertise in different kinds of writing and make sure that the article he is writing gets published in various sites. And he can also help his clients in order to enhance their business.All these kinds of writers have one thing in common; they all want to earn. And they all have been able to do so by writing articles with impeccable quality and getting the desired level of praise from other people. By writing such good quality articles it gets possible for them to attract people to read them. And people will often visit their websites for the same reason.By hiring a writer who is good in writing good quality article it will also help them in expanding their business and becoming successful. This is because the clients will look up to them for more jobs and they will also get clients who seek their services.So this is how trustworthy service providers will keep earning. This is also how they can get things going in the right direction.How can you be assured of the fact that your work is written by someone who is trustworthy custom term paper writing? You need to check on the credibility of the service provider.You can look for the most trustworthy one among the rest. You can also look for reviews about their services from other clients.

The Merger Of Daimler Benz And Chrysler Finance Essay - Free Essay Example

1 INTRODUCTION Both mergers and acquisitions are attempts from companies just in order to combine their strengths so to achieve synergistic benefits. Two companies combine to form a new company in a merger. In an acquisition, one company takes over the other in terms of ownership or management. Mergers and acquisitions can create economies of scale, in which costs of similar functions can be reduced. Cost per unit of output can reduce as well with increased output bringing down the cost per unit to be produced. Investors are happy with the notion that the merger or acquisition will give the company added strength and benefits. One plus one makes three: this equation is the special alchemy of a merger or acquisition. The key behind buying a company is to create shareholder value over and above that of the sum of the two companies. Two companies together are more valuable than two separate companies a main reasoning behind MA. This rationale is particularly alluring to companies when times are tough. Companies that are strong will act to buy other companies to create a more competitive, cost-efficient company. The companies that will come together hope to gain a greater market share or achieve greater efficiency. These are the potential benefits, because of which target companies will often agree to be purchased when they know they cannot survive alone. https://www.investopedia.com/university/mergers/ In todays challenging business environment, companies must continuously acquire knowledge and expertise, gain new product and service capabilities, and expand market share in order to attain a critical mass in an increasingly competitive and volatile economy. A number of companies are turning to mergers and acquisitions (MAs) to help achieve these objectives. Determining whether to purchase another business, or to merge to form a large and perhaps quite different company, is one of the most important decisions and management is called upon to make. The right acquisition at the right time can be a shortcut to expansion, increased profitability, and a new direction for the business. With a single act, the acquiring company may accomplish growth which would have been impossible or which, at the very least, would otherwise have taken many years of investment and hard work. However, a bad decision can be fatal, often stretching the acquirers financial, managerial and other resources beyond their capacity, causing the entire structure to fail. An acquisition decision is, therefore of extreme importance. Even if growth through acquisition or merger is a good idea, choosing the right acquisition candidate and completing the acquisition process are difficult and risky steps. Most acquirers evaluate numerous potential acquisition candidates for each transaction they actually consummate in order to be successful (Joseph M Morris, 1998). For many companies, the acquisition itself is the easy part; the more difficult task is to successfully integrate the newly acquired company within the organization. Beyond the tactical aspects of determining which employees will now report to whom and which facilities will remain open and which will close, a merger or acquisition involves integrating more strategic aspects, one of the most imp ortant of which is the creation of a corporate culture (Jossey Bass, 1998). From nineteen ninety onwards there is an increasing trend of mergers and acquisitions. Due to globalization it has also encouraged cross border mergers. This report looks at the merger in an automobile company, Daimler-Benz with Chrysler, which took place in 1998. 1.1 DAIMLER-BENZ AND CHRYSLER: THE MERGER On May 7, 1998, Daimler Benz and Chrysler announced their merger agreement, in a $48 billion share-for-share exchange affected with a new global registered share facility with a new name DaimlerChrysler (DCX). The merger became effective in November 1998 and on the 17th of that month, through a business combination of Daimler Benz and Chrysler to create a global, diversified manufacturer and distributor of automobiles, diesel engines, aircraft, helicopters, space and defense systems and other products and services. The DaimlerChrysler AG Global Registered Shares (GRS) simultaneously began trading on twenty-one markets around the world, including Frankfurt and New York. The shares are traded, quoted and settled in U.S. Deutschmarks or Euros in Frankfurt and dollars in New York. Daimler shareholders got about 55% of the new company and Chrysler shareholders got about 45% because Daimlers market capitalization was greater than Chryslers. (G. Andrew, 2003) 1.2 COMPANY BACKGROUND: DAIMLER-BENZ Daimler Benz was founded in 1895 in Stuttgart, Germany, and by the 1980s; it had become one of its largest industrial companies with 1997 revenues of DM 124 billion. Its market capitalization was $36 billion on December 31, 1997 and net sales were over $68 billion. The company had over 550,000 shareholders with its shares distributed across 14 stock exchanges around the world, including the New York Stock Exchange (NYSE) as ADRs since 1993 ( Radebaugh, Gebhardt and Gray 1995). Daimler-Benz and its consolidated subsidiaries operated in four business segments: Automotive (Passenger Cars and Commercial Vehicles), Aerospace, Services and Directly Managed Businesses World scope Database Global Researcher (Update 36, April 1999). Daimler-Benz was primarily active in Europe, North and South America and Japan. In 1997, approximately 33% of Daimler-Benz revenues was derived from sales in Germany, 25% from sales in other member states of the European Union and 21% from sales in United States and Canada. 1.3 COMPANY BACKGROUND: CHRYSLER Chrysler was incorporated under the laws of the State of Delaware on March 4, 1986, and is a surviving corporation following merger with number of its operating subsidiaries, including a predecessor corporation which was originally incorporated in 1925. Net sale in 1997 was $61 billion, and its market capitalization was $23 billion on December 31, 1997. 135,000 shareholders held the shares worldwide and its shares were traded worldwide, including Frankfurt, Berlin and Munich in Germany. Chrysler and its consolidated subsidiaries operated in two principal industry segments: Automotive Operations and Financial Services. Automotive Operations included the research, design, manufacture, assembly and sale of cars, trucks and related parts and accessories. Substantially all of Chryslers automotive products were marketed through retail dealerships, most of which were privately owned and financed. Financial Services included the operations of Chrysler Financial Corporation and its co nsolidated subsidiaries, which were engaged principally in providing consumer and dealer automotive financing for Chryslers products. Chrysler was manufacturing, assembling and selling cars and trucks under the brand names Chrysler, Dodge, Plymouth and Jeep, and related automotive parts and accessories, primarily in the United States, Canada and Mexico. Chrysler was producing trucks in pickup, sport-utility and van/wagon models, which constituted the largest segments of the truck market. In 1997, although most of its vehicles were selling in North America, but it also participated in other international markets through its wholly owned subsidiaries in Argentina, Brazil, Venezuela, Taiwan, Korea, Japan, Thailand, Egypt, Austria, Italy, France, Belgium, the Netherlands and Germany, a joint venture in Austria, and through minority-owned affiliates located in china and Egypt. 1.4 REASONS FOR DAIMLER CHRYSLER MERGER: Jurgen Schrempp, the CEO of Daimler-Benz touted the merger between Daimler-Benz and Chrysler as being a merger of equals (Gibney,Frank Jr,1999). It was the largest industrial merger in history and was being analyzed by the world to see if the Germans and Americans could regain their global prominence and compete more effectively with the Japanese. At the time of the merger, Chrysler was the most profitable of the Big Three U.S. automakers (Pfeffer,Jeffrey, 2003) The merger was motivated by the following reasons. One, Chrysler wanted to re-enter the European market with a strong position. Two, there was too much U.S. manufacturing capacity with a large number of smaller plants and it was estimated that the merger would force some these plants out of business. One of Jurgen Schrempp long-term goals after merging with Chrysler was to strengthen the companies position in the growing Asian market. Integrating some of the lean and flexible ways of Chrysler into the traditi onal, engineering- driven Daimler-Benz culture was seen as a major benefit of the merger. Chrysler was known for its approach, where speed and ingenuity were prized. Teams of engineers, designers, production and marketing people were organized around common platforms. Freed from corporate bureaucracy they could produce imaginative designs quicker and much more efficiently. On the other hand, Chrysler could use some of the German self-discipline and engineering and quality focus. One of the real benefits to us is instilling some discipline that we knew we needed, but werent able to inflict on ourselves, said a Chrysler executive (Daimler Chrysler Crunch Time,September, 1999). 1.5 EARLY ATTEMPTS AT MERGERS: Daimler-Benz Edzard Reuter, the previous Daimler-Benz Chairman, had pursued the vision of an integrated technology concern. Under his leadership the company had expanded into financial services, the aircraft industry (Fokker, Dornier), a large conglomerate itself (household goods, automation technology, office automation and railway equipment). When Schrempp took over in May 1995, financial performance of the company had seriously declined. Taking shareholder value management to heart, his first task was to rationalize and streamline the Groups non-auto businesses. At the same time, he pushed forward several new projects in the car business. In preparation for a major change of strategic direction Schrempp had Daimler-Benz adopt US GAAP accounting principles and listed the company on the New York Stock Exchange. Furthermore, he reorganized Daimler-Benz into a holding company, thereby providing the structural conditions for merging with a large player. However, groundwork for possible acqu isitions and mergers had already been laid in the early 1990s before Schrempp had become Chairman of Daimler-Benz. Mercedes-Benz executives feared that their traditional upscale car range was reaching the limits of its market potential. Studies completed at that time indicated that Mercedes-Benz, which had sold just above 500,000 cars in 1993, would never be able to grow beyond sales of one million units annually. The companys traditional markets were mature and its Mercedes-Benz brand cost too much for customers in developing countries. Maintaining the premium status of the brand entailed restricted expansion. This could mean that the company might lose its competitive strengths in new technologies. Suppliers no longer wanted to grant Daimler-Benz the exclusive use of breakthroughs like intelligent cruise control systems for more than a few months. They instead preferred to get their money back faster by selling the latest technology to bigger producers such as Volkswagen or Genera l Motors. 1.6 Chrysler Chrysler made an impressive comeback from near-bankruptcy in the late 1970s. A special Federal Loan Guarantee Program supported by the U.S. government rescued it. In the early 1980s the company reinvented itself by streamlining its manufacturing operations. It reduced the white-collar force by half and the blue-collar force by a quarter. Furthermore, drastic price cuts for parts and services were negotiated establishing Chrysler as the industry benchmark standard for buying parts and components. Before the merger Chrysler was more profitable than Daimler-Benz earning $ 2.8 billion in 1997 on $ 61 billion in sales, whilst Daimler-Benz had earned $ 1.8 billion on $ 69 billion in sales. In 1987, the company acquired Renaults U.S. car operations, American Motors. An attempt to merge with Fiat failed in 1990, as did a hostile takeover bid by billionaire investor Kirk Kerkorian. In 1995 Chrysler and Daimler-Benz held talks about how to jointly expand their position in the Asian grow th market. As these talks did not come to any conclusions, Chrysler developed its Lone Star strategy, a low investment growth approach to foreign markets. Rather than build factories abroad the company would try to export cars that it produced in North America. But Chrysler discovered that it was too thinly staffed to deploy the managers needed around the world to speed up such sales. At the same time Chrysler was feeling the pressure from the demands of advanced technology. RD cost Chrysler more than its U.S. competitors because it made fewer vehicles over which to spread the cost. 1.7 PROBLEM STATEMENT The concept of merger and acquisition is very in today as most of the companies and sectors are performing it. Daimler Benz and Chrysler the automobile giants merged to form Daimler Chrysler. The researcher is keen to study post merger analysis and the problems faced as consequence of the merger. 1.8 RESEARCH QUESTIONS What was the post merger analysis of the merger? What were the problems faced as the result of the merger? 1.9 SIGNIFICANCE I was unable to locate any work done on mergers and acquisitions in automobile industry thats combined together. This research will be conducted considering the aspect of mergers and acquisitions in an automobile industry between Daimler Benz and Chrysler. 1.10 SCOPE OF STUDY The scope of the study is to evaluate the Daimler Chrysler merger. The research will focus on Daimler Benz and Chrysler the biggest giant in auto mobile industry. The research aim to analyze the post merger analysis and the problems faced as consequence of the merger 1.11 OBJECTIVES A clear and well developed objective makes all tasks easy. Since this research deals with the merger and acquisition in automobile industry between Daimler Benz and Chrysler, the objective of this study is as under: The objective is to study is: Post merger analysis Synergies and economy of scale Post merger business model Stock price before and after the merger Integration of accounting procedure Comparing market share of Daimler Chrysler with its competitors Problems faced as the consequence of merger Top management layoffs Coordination problems Communication problems Cultural conflicts merger Decline in stock prices after merger Decline in sale in Chrysler division.