Slavery in Ile de France

Slavery in Ile de France Slavery in Ile de France If we go back into history, we can note that slavery had existed on the island since the sixteenth century by the Dutch settlement. Slavery had become firmly embedded in the economy and society of Mauritius. Mauritius, previously known as ‘Ile de France’ was colonised by the Dutch (1638-1710), the French (1715-1810) and later by the British (1810-1835) which paved the way towards the abolition of slavery in 1835. It was only when Guillaume Dufresne d’Arsel landed in 1715 that the island came to be known as a French colony. He named it ‘Ile de France’. It was only in 1721 that the French began to occupy the island. From 1598 to 1710, the Dutch were the first one to take possession of the island. However, we cannot deny that before the Dutch stay in Mauritius, in 1510, a Portuguese sailor, Don Pedro Mascarenhas was the main founder of the island but he was not interested. Whether during the Dutch, French or British stay in Mauritius, they faced a lot of problems. So, slaves had to be brought from other countries. As we already know, since centuries, under the colonial era, the one having more territories was considered to be more powerful. But who will work on those territories? Since there were not enough workers to work on the land, it was necessary to bring slaves on the island through slave trade. Slavery had played an important role in the historiography of the island. Whether in early eighteenth or nineteenth century, while European settlers were on the island, we can examine the condition of the slaves with their masters. Slavery in Mauritius is still considered to be less harsh than others like West Indian slavery. Slaves were mainly brought from countries like Goa-India, Madagascar, Mozambique and other regions of Africa but Reunion was the first island from which slaves were first introduced in Ile de France. But what was the aim behind this? They were brought to work for the development and betterment of Ile de France. This was seen to be advantageous for slave owners since slaves’ labour was being exploited at cheaper price. The slaves were divided into different ethnic categories such as Creole, Indian, Malagasy and Mozambican. Each ethnic group were portrayed as having specific attributes; for example. Mozambican slaves were characterised as being hardworking on plantation fields which indicates that they were physically strong but less intelligent. Contrary to this, Indian slaves were weak to work on plantations fields. According to Milbert, the African slaves were less in numbers. Furthermore, Prentout adds that these slaves were seen as the best hardworking labourers but more intelligent than the Mozambican slaves;  « Parmi eux, les yolofs, plus grands et plus forts sont regardà ©s comme les meilleurs reprà ©sentants de la race nà ¨gre, ils sont plus intelligents que ceux qui viennent de la cote de Mozambique ou de la cote adjacente  ». Different names were picturised to slaves who came from Africa or Mozambique; ‘Macoas’, ‘Mondjavocas’, ‘Sennas’, ‘Moursenas’, ‘Yabanes’, ‘Mouquidos’, ‘Mavairs’, ‘Macondes’ and ‘Miamoeses’. These slaves were physically portrayed as having thick lips, flat nose, oily skin and woolly hair. Another category of slaves coming from Madagascar were known to be ‘Hovas’, ‘Betsilà ©es’, ‘Antatoimes’, and ‘Sakalavas’. Those who came from India were classified as ‘Talingas’, ‘Malabars’ and ‘Bengalis’. In addition, people had their own perception about the relationship between slaves and their owners. Likewise, Charles Telfair noticed that there was a relationship of kindness which prevailed between slaves and their masters; â€Å"dans la plus haute classe, les rapports des maitres avec les esclaves à ©taient empreints de bienveillance†. Thus, the master was far from being a cruel and oppressive ruler. Prentout further adds that;  «il n’y avait pas à   l’ile de France, la mà ªme haine des esclaves qu’aux Antilles ». Slaves were nevertheless known to be a source of property for their masters. Reynolds Michel, a priest of Catholic Diocese argues that â€Å"Slavery, an institution as old as the history of human society is based on the exploitation of man’s labour. Certainly the history of slavery is a history of blood and tears lived by millions of men and women, a memory of people torn from their land of origin, of bodies thrown at the bottom of the holds of ships, corpses thrown overboard, removal and prohibition to bear one’s surname, forced labour and humiliation n the plantations. But it is also the story of a permanent resistance from beginning to end. And it is this strength in resistance in its many forms which abolished slavery†. Therefore, slaves did not lead a comfortable and simple life. They were none other than a source of income for their masters. They were just treated like an object which could be bought or sold anytime without restriction. They had no right to neither misbehave nor demand anything. Even the children of slaves were denied the right to education and were perceived as slaves just like their parents. Power was solely concentrated in the hands of the masters, that is, whenever they wanted they could use and throw away the slaves. For example, women slaves were brought at their master’s place, just for the sake of sexual pleasures. They did not have the right to voice out. In short they did not enjoy any form of human rights and they were completely deprived of their freedom. Thus, â€Å"the history of slavery must be remembered because memory undertakes not to repeat it†. However, we cannot deny the fact that slavery had a great significance in the economic development of th e colony. Dutch period (1638-1710) The Dutch occupation in Ile de France lasted from 1638 to 1710. The Dutch presence in Mauritius became noticeable through their introduction of domestic animals and plants like sugarcane. The Dutch East India Company also known as the ‘Vereenigde Oost-Indische Compagnie’ (VOC) was an institution where the rich and poor were treated equally in trade affairs. This had included the support of Governor Van der Stel who imported slaves as labour was required in abundance for the better functioning of the company. Mauritius was seen as a country which would derive economic benefits for the VOC. During the Dutch period, slaves were brought mainly from Madagascar to work on the fields. However, many slaves, also known as maroon slaves ran away into the forests and often caused havoc for the settlers. They destroyed houses, burn farms or other properties so as to avoid being dominated and exploited. They knew if they were captured by their masters, they had to face severe consequences but still they tried to escape. The Dutch settlement lasted for about 20 years and they finally left the island for the French in 1710. French period (1715-1810) In 1715, the French took control of the island on behalf of the King and renamed it ‘Ile de France’. The island was managed under the direction of the French East India Company and it retained its existence until 1767. From 1767 until 1810, the French government chose officials and appointed them in Ile de France but this lasted only for a short period until the French revolution. Besides, amidst the Napoleonic wars, the French used Ile de France as a base where French corsairs were successful in launching surprise attacks on British ships. Until 1810, the French attacks and efforts in holding up the colony were effective until the British landed, but this time in great numbers and thus took possession of the island while the French capitulated. While surrendering, the British assured that the practice of the French traditions, customs, language and religion would be respected and maintained. Among the French settlers, the Code Noir was established and subsequently seen as the rules that slaves had to follow. It was published between 1685 and 1783 and declared by Louis X1V in 1723. Bernardin de Saint- Pierre was somehow in favour about the regime of the ‘Code-Noir’ but he claimed that the laws established for the slaves were not really granted to them. He adds that â€Å" il y a une loi faite en faveur des esclaves appelà ©e le Code Noir. Cette loi favorable ordonne qu’à   chaque punition ils ne recevront pas plus de trente coups, qu’ils ne travailleront point le dimanche, qu’on leur donnera de la viande toutes les semaines, des chemises tous les ans; quand ils sont vieux, on les envoie chercher leur vie comme ils peuvent. Un jour j’en vis un qui n’avoit que la peau et les os, dà ©couper la chair d’un cheval mort pour la manger. C’à ©tait un squelette qui en dà ©vorait un autre†. Slaves were forced to respect the laws even if they had to undergo tyrannical treatments. Nagapen argues, â€Å"les maitres s’arrogeaient le droit de vie et de mort sur leurs esclaves†. The slaves were granted the right to be baptised by the Articles I and II of the Code-Noir. Besides, they were not allowed to join into matrimony without the permission of their masters. Yet, the ‘Code-Noir’ was somehow useful for the slaves as it provided support for them both physically and morally. The owners were restrained from ill-treating and torturing the slaves. Slaves did not work on Sundays and public holidays. Additionally, they had the right to lodge complains against their owners and that to be done to the ‘procureur- gà ©nà ©ral’ namely Virieux. When he settled on the island, â€Å"he noticed that in no other colony had slaves been treated so well and the reasons for this were that the ‘ruler’ passed ‘wise and enlightened measures’, that whites were nicer towards their slaves than free black slave- owners†. In his study, Karl Noel mentions that slaves did not complain about any laws imposed upon them. In fact, they had no right but only to be obedient towards the law. The type of punishment the slave had to face was decided by the owners. Maroon slaves had to bear harsh consequences than them like their ears being cut or they even faced death. In short, governors like Souillac and Pierre Poivre blamed the unpleasant and dreadful foundation of slavery. Slaves were also in constant struggle towards the laws imposed upon them. Those who could no more tolerate these brutal conditions landed up committing theft, suicide, abortion or even escaping from there. In 1735, the French Governor Labourdonnais started developing Ile de France. Whether under the Dutch rule or French settlement, Ile de France became victim of several threats like starvation. Hence, Labourdonnais introduced staple food like manioc and maize for the slaves. Karl Noel assumed that under the French governance there were less agricultural works but they rather focussed on commerce, industry and warfare.

Antitrust Summary :: Film Review

Antitrust   Ã‚  Ã‚  Ã‚  Ã‚  The movie Antitrust is a movie that does what many technology based movies do today. It exposes the truth about what we can really do with our increasingly advancing technology and how it can affect our lives immensely. In the story of Antitrust the plot evolves around what is called S.Y.N.A.P.S.E., which represents what will â€Å"Transform the way people communicate.† This new form of communication, due to S.Y.N.A.P.S.E., will be the first satellite delivered global communications system that links simultaneously every communication device in the world. The film addresses various sociological issues and deals with topics relevant to today’s society. The main character, Milo, is an idealistic young computer genius with an artist girlfriend and a bright future. He and his friend, Teddy fantasize about launching a start-up company when he’s recruited by NURV (Never Underestimate Radical Vision), a multi-billion dollar corporation, run by his professional hero, Gary Winston. Winston takes a personal interest in Milo. Little to Milo’s knowledge, Winston has ulterior motives. He needs his brilliance to stay ahead of the field in the race for convergence. â€Å"There is no second place,† Winston implants in his employees as a motivator. For Milo it’s a dream come true, a chance to become a legend in his own right. It’s hard to disappoint Teddy, but their offer is too good to refuse. With a talented new colleague, Milo is soon caught up in the exciting challenge of realizing Winston’s vision. Winston is an inspired mentor and no problem remains unsolved for long, but new developments are brought to Milo with such speed and frequency, he begins to doubt their source.

Business: Luxury Good and Competitive Advantage Essay

5. What is Coach’s strategy to compete in the ladies handbag and leather accessories industry? Has the company’s competitive strategy yielded a sustainable competitive advantage? If so, has that advantage translated into superior financial and market performance? A business strategy refers to the means by which it sets out to achieve its desired objectives and goals. Coach’s competitive strategy deals exclusively with management’s game plan for competing successfully and securing a competitive advantage over rivals Michael Kors, Salvatore Ferragamo, Prada, Giorgio Armani, Dolce & Gabbana, and Versace. The different types of strategies used by these companies include, but are not limited to, low-cost provider strategies, differentiation strategies, focused low-cost and differentiation strategies, and best-cost provider strategies. Coach Inc. ’s strategy that created the accessible luxury market in ladies handbags made it among the best-known luxury brands in North America and Asia and had allowed its sales to grow at an annual rate of 20 percent between 2000 and 2011, reaching $4. 2 billion. The company’s strategy focuses on five key initiatives. First, Coach built a market share in North America by 15 new full- price retail stores and 25 factory outlets. They have built a market share in Japan through the addition of 15 new locations. Coach seeks to raise brand awareness and build share in underpenetrated markets, including Europe and South America, and Asia, with 30 new locations planned in the region. It also looks to increase sales of products targeted towards men by offering dual gender lines. Lastly, Coach raised brand awareness and built market share through coach. com, global e-commerce sites, and social networking initiatives. Coach Inc. implements various advertising strategies, marketing strategies, sourcing strategies, and differentiation strategies, etc. Coach’s strategy, which focused on matching key luxury rivals in quality and styling while beating them on price by 50 percent or more, yielded a competitive advantage in attracting middle-income consumers desiring the taste of luxury, but also affluent and wealthy consumers with the means to spend more money. Another distinctive element was its multichannel distribution model, which included indirect wholesale sales to third-party retailers but focused primarily on direct-to-consumer sales. Coach appears to be using the best-cost provider strategy because it gives customers more value for their money while satisfying buyer expectations on key quality features, performance and service attributes. For example Coach uses attractive pricing to enable it to appeal to consumers who would not normally consider luxury brands, while the quality and styling of its products were sufficient to satisfy luxury consumers. Coach has the ability to do this through its factory outlet stores and its prices are way below the price of its competitors. Coach also displays differentiation by offering distinctive, easily recognizable luxury products that are extremely well made and provide excellent value. Coach has a unique approach to its differentiation. Each quarter, major consumer research is undertaken to define product trends, selection, and consumer desires. Monthly product launches enhance the company’s voguish image and give consumers reason to make purchases. They also use frequent product introductions because consumers always want the newest items and fashions. Coach sought to make consumer service experience an additional differentiating factor. It has agreed to refurbish or replace damaged handbags, regardless of the age of the bag. Through the company’s Special Request, customers were allowed to order merchandise for home delivery. Overall Coach displays a great mix of low cost and differentiation. A sustainable competitive advantage refers to a long-term competitive advantage that is not easily duplicable or surpassable by the competitors. Coach’s competitive advantage has proven to yield a sustainable competitive advantage. When it comes to anticipating fashion trends, Coach has 1 / 3 proven to be successful. Each year Coach interviews its customers through Internet questionnaires, phone surveys, and face-to-face encounters with shoppers at its stores. Such intense market research has helped Coach executives spot trends well before its competitors. This in turn has helped it to extend the brand far beyond the leather bags that long were its trademark and into watches, accessories, cosmetic cases, key fobs, belts, electronic accessories, gloves, hats, scarves, business cases, luggage, eyewear, fragrance, and clothing. According to the case study and further research, sales have grown an average of 29% over each of the past three years, fueling a strong 63% averaged return on invested capital during the same period. Currently Coach is a leading American marketer of fine accessories and gifts for women and men. Its sustainable competitive advantage is a result of employee engagement, supply chain capabilities, environmental conservation, and community. Coach seeks to hire and train the best employees in a supportive and engaging environment. Coach collaborates with their raw material suppliers and manufacturing partners. Coach continues to improve the way it makes it products in order to protect the resources of the environment. Coach also supports the local communities in which they operate. Results show that Coach has increased its net sales from $3,230,468 to $4,158,507, its market share increased by nearly 6%, and its common stock price is $60, which is a result of superior financial and market performance. 6. What are the strengths and weaknesses of Coach Inc.? What competencies and capabilities does it have that its chief rivals don’t have? What new market opportunities does Coach have? What threats do you see to the company’s future well being? Coach has many strengths and weaknesses. Coach strengths include its wide range of accessories such as its handbags, watches, accessories, cosmetic cases, key fobs, belts, electronic accessories, gloves, hats, scarves, business cases, luggage, eyewear, fragrance, and clothing. It is the leading luxury leather goods company in the United States, with expansion in Japan, China, and Asia. Coach has developed a respected reputation by providing their customers with quality products and its 70+ years of being in business. They do a great job of advertising through press releases, catalogs, internet, and shopping centers. Coach has a larger range of pricing which attracts lower income consumers and wealthier consumers. They also allow their products to be sold at stores (department and full price stores) and online. Coach prides themselves on creating customer value. However, Coach also displays weaknesses as well. They have a limited selection for men and a poor inventory turnover rate. Coach has no direct announcements to the public about the promotion of new products. Their new products first sell at full price which keeps the lower income consumers away. This could lead to the problem of selling more at their outlet stores versus their full price stores. Currently Coach relies on the United States, Japan, and Canada for the majority of its sales by not fully expanding into other countries. A core competency refers to a defining capability or advantage that distinguishes an enterprise from its competitors. Coach believes that external coaching and leadership workshops are powerful tools in increasing a leader’s awareness and insight on their management approach, which leads to core competencies and capabilities. Coach has the skill and expertise to create unique and differentiated luxury items at a lower cost than its competitors. It also has valuable physical assets, human assets, organizational assets, intangible assets, and alliances and cooperative ventures. All of these resources and capabilities are valuable, rare, hard to copy, and non-substitutable. Some of the defining characteristics that distinguish Coach from its competitors include its wide selection of luxury items, its low cost strategy, store location (outlet and full price), advertising, online shopping, meeting customer desires, superior value and quality, its direct-to-consumer channels and indirect channels, 970 wholesale locations in the United States and Canada, specialty retailers in 18 countries, and its relationships with consumers (customer loyalty). Coach’s strategy, which focused on matching key luxury rivals in quality and styling while beating them on price by 50 percent or more, yielded a competitive advantage in attracting middle-income consumers desiring the taste of luxury, but also affluent and wealthy consumers with the means to spend more money. Another 2 / 3 distinctive element was its multichannel distribution model, which included indirect wholesale sales to third-party retailers but focused primarily on direct-to-consumer sales. Coach has many new opportunities in its market of luxury goods. It has a high potential for increased sales with new product lines. The promotion in other countries can bring awareness to the brand and company. Its pricing can attract more customers because of the lower priced items compared to its competitors. Its online option of purchasing will increase as technology increases. Coach also has the opportunity to increase the number of stores in North America, expand stores in other countries, and use its flexible dependency on suppliers. However, Coach also faces numerous threats. There is always the threat of rivalry, competition, and substitutes in the luxury market. One of the major threats is counterfeit products and the economic downturn in the United States. Young adults and teens often go through phases of fashion and may later chose a different brand other than Coach. Coach faces exchange rate risks if they enter new foreign markets. Lastly there is a threat of not having enough stores around the world which could hurt the consumer market. These threats could hurt the well-being of the company, but its strengths and opportunities seem to outweigh them for the time being.

The Ladder At Leadership Toward Transpersonal Leadership

The Ladder to Leadership: Toward Transpersonal Leadership Writing about leadership is a challenge. It is a challenge that sets us in a difficult situation. Why? Because most people talk and know, or believe to know, about leadership. We must, or better, we need to admit that one of the biggest problems to describe Transpersonal Leadership and The Ladder to Leadership was to write the first paragraph. We debated among several beliefs: the meaning of leadership, are leaders born or do they learn to be? Should Hitler and Jesus Christ be considered, similarly, leaders? These issues brought to our minds philosophical and practical contradictions. It was like saying that apples and pears belong to the same tree. Writing about leadership, in the first paragraph, was the result of the free flow, without directionality, of our conscious. However, we found that this conscious’ free flowing was desirable, especially because it helped us to understand what is leadership about, and what experiences we needed to consider to make leadership in the next paragraphs easily comprehensible. We understood that there is not no-directionality. We found that the no directionality has to do with an adductive process, which, in our minds, moved us to confront amazing, and sometimes illogical events related to leadership, with day to day - local and international, personally or vicariously perceived - events that leaders have starred, or are starring. Transpersonal Leadership and The Ladder toShow MoreRelatedCompassion Fatigue9142 Words   |  37 Pagessickest patients in the hospital, the very critical care unit†. Generally speaking, the encounters with work stress had a negative impact on the nurses’ ability to provide care. They described feeling angry and displaying uncaring attitudes toward the patients. However, many described feeling a sense of accomplishment if they had been successful in coping with the work stress or if they felt that the nursing care provided had a positive impact on patient outcomes. Read MoreDeveloping Management Skills404131 Words   |  1617 Pages3 THE CRITICAL ROLE OF MANAGEMENT SKILLS The Importance of Competent Managers 6 The Skills of Effective Managers 7 Essential Management Skills 8 What Are Management Skills? 9 Improving Management Skills 12 An Approach to Skill Development 13 Leadership and Management 16 Contents of the Book 18 Organization of the Book 19 Practice and Application 21 Diversity and Individual Differences 21 Summary 23 SUPPLEMENTARY MATERIAL 24 Diagnostic Survey and Exercises 24 Personal Assessment of Management

`` Dirty Wars `` By Jeremy Scahill - 777 Words

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The Effects Of Exercise On Emotional Health Essay

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Strategic Use of Enterprise Resource Planning

Question: Write an essay about the "Strategic use of Enterprise Resource Planning". Answer: 1. Introduction ERP or Enterprise Resource Planning can be referred to as a program or software related to the business that helps in managing, collecting, storing and manipulating information as acquired from the various businesses activities of the firms (Akca and Ozer 2014). The management software is related to the business that helps in incorporating the various applications related to the effective management of the business functions relating to the technology, services and human resources as well. The ERP analystics can be referred to as the branch of science that deals in enabling the the business organizations to make better decisions by analyzing the efectes of the technology on the business development project. The ERP system includes the product planning and management, finance, development of business processes, sales, marketing, and product manufacturing (Monk and Wagner 2012). The ERP analytics also deals in analyzing the identification of the information and adaptation for enhancing the business productivity and gain (Candra 2014). The ERP analytics is the identification and analysis of the ERP implementation process within an organization for improving the perforce of the employees, controlling the costs, cash flows, supply chain and enhancing the overall business performance of the business processes (Encyclopedia of business analytics and optimization 2014). The ERP system also helps the organizations in covering the wide variety of services including the process distribution and management, price configuration, financial data improvement, critical assessment, project planning and standardization, reduction of redundancy, human resource management, cost reduction, business process automation and also in accounting and financial application (Hwang and Grant 2014). The project aims at formulating a report based on the strategies and approaches that are r equired for ensuring the successful implementation of the ERP subsystem within the business environment of the organizations. Background Verbatim is an Australian consumer based organization which expertise in incorporating considerable products value beyond and above its competitors to the media technology. Established in the year 1980, Verbatim has been one of the forefronts of the evolution in the data storage technology. At present, the company remains one of the most recognizable names in the global market (Johnson 2016). The company is now the leader in the distribution of the computer hardware, magnetic and optical media and computer systems. Being a pioneer in the industry, the company recognized for the role that it has been playing in the commercial production, predict development and introduction of new technologies. The leadership role of the company has been evident especially through its apparent in the evolution of the optimal media technology including the CD/DVD and MO family of products. The biggest challenge that the company is facing that it requires a new ERP system that could help the company in managing the growth and expansion of the plans which could enable the company to remain competitive and sustainable in the global market (Paul 2014). 2. ERP system 2.1 Business challenge As the business of Verbatim has been continuously increasing and growing on a global platform, the company requires the exploitation of the business systems that are scalable and robust. However, the company is flexible enough to meet up with the business requirements and objectives in the long run. The main objective of the company is to expand into more of its oviducts trance with the increase in the growth of the business on a global platform (Nair, Reddy and Samuel, 2014). Moreover, with the increase in the growth of the company has led it to analyses its business processes in a more detailed manure such that to meet up with the global operations with new operations in the market. In addition, the company also requires reducing the complexity of oats business process such that to be more consistent in the way the company does the things. Moreover, the mainframe computer system is very large, woeful, inadequate and old for a distribution and marketing organization in a global mark et (Paul 2014). However, the biggest challenge that the company is facing that it requires a new ERP system that could help the company in managing the growth and expansion of the plans which could enable the company to remain competitive and sustainable in the global market. The company has been looking for many different solutions where in the local products are not found to be non supportive with the SQL and have no connection with the Internet. Moreover, the products are also not quite available for the company where it had major concerns about the intensity of support that it could entertain (Johnson 2016). The company also has been looking for many ways to enhance its business porcess where it wanted to build a partnership with another company that could not only have progressive and better infrastructure in place to provide support but also have the product that is already in place in the market. Moreover, the company has been the looking for adopting a staged approach through the testing and implementation of each and every solutions for moving into the next step. The company has been constantly requiring achieving its objectives without any disruptions in its business processes. Thus, the company has been searching for a new system that could man age the internal communication reporting relationships for improving the internal processes and managing internal communication such that to improve the communication with all the stakeholders within the business environment. The biggest challenge that the company has been facing is the communication issues where in a lot of communication has been conducted with useless information (Olson and Staley 2012). The company is thus, planning to implement ERP system that would be aiming to help the organization to identify the most useful information relevant to the audience such that the decisions can be made quickly and alerted whenever it is generated. The company is currently requiring to escalate its system requirements in order to introduce new data warehouse such that to standardize the business processes all across its operating regions (Weli 2014). Moreover, the company is also requiring implementing tools which would ensure the consistency and standardization in the way it is doing the things. This new system would allow the company to retain and use the system differently in the different parts of the region where it is been working. This initiative to standardize with business processes would help in improving the consistency and quality of information across the entire business environment of the company. Without the standardization, the numbers and their performance results could be measured in a different way from different regions (Nazari, Mohammadipour and Namamian 2014). The data warehouse solution would be providing the company with greater tools to make comparison and thereby improving their business processes by s tandardizing the same. The company is also looking forward to host an improvement systems ranging from the projects that it has been implementing. The ERP implementation and the data warehouse system would be enabling the company in planning to experience greater productivity and standardization across its business environment. This implementation of the ERP will be helping the company in getting required consistent information through regeneration of the accurate results and analysis of the business processes. It has been found that the company has been excellent in various areas including the business efficiency which it is estimated to gain 30% that it has been able to achieve (Johnson 2016). The company has been looking for more potential benefits in respective of communication process and business environment such that to improve the efficiency in the future. The company is planning to expand business process application of the new system which could help it in getting greater accountability and bette r communication across the entire business culture and facilitating its business processes. 2.2 Applications of ERP The implemenation of the ERP system within a business environment helps a company to provide values and benefits to the organizations in four fundamental ways viz., automation of the business processes, advanced decision making, coneceting with the customers and suppliers, and innovation in the operating business models. The applications of the ERP can be illustrated below as: 2.2.1 Automation The ERP analytics would be helping in the identification and analysis of the ERP implementation process within the organization for improving the performance of the employees, controlling the costs, cash flows, supply chain and enhancing the overall business performance of the company (Nair, Reddy and Samuel 2014). The ERP system also helps the company in covering the wide variety of services including the process distribution and management, price configuration, supply chain management, improvement of financial information, critical assessment, standardization of business processes, redundancy reduction, project planning, human resource management, cost reduction, business process automation and also in accounting and financial application (Elragal and Haddara 2013). The project would also help in preparing the report relating to the strategies and approaches that are essential for ensuring the successful implementation of the ERP subsystem within the business environment of the org anization (Elragal and Haddara 2013). The ERP is a powerful technology that can make the business processes more efficient, reduce costs, improve usability and change the business processes of the company (Gelogo and Kim 2014). The solutions related to the ERP include many complex back and front office system ranging from inventory and accounting management to CRM and e-commerce, which the company needs to integrate in order to create valuable experience for its end users (Hilgefort 2012). This strategy takes careful execution and planning of time for accelerating the implementation process wherein the company need to ensure that the project is appropriately scoped through the expert knowledge on the ERP system. 2.2.2 Decision making The application of the ERP analytical system would be helping the managers to make faster decisions such that to enable them to make efficient decisions in order to run the business processes in a smooth manner (Dumas et al 2013). The ERP analytical system helps in building the information to be visible across the organization such that to increase the efficacy and efficiency of the business. The ERP analytics is still in its progress phase of development, there have to to be some limitations with the system. 2.2.3 Innovation The business process related to the ERP system can be comprised of two models namely BPR (Business Process Resourcing) and BPM (Business Process Management). The BPR is basically a radical approach from there curter business process system (Dumas et al 2013). The approach helps in removing all the unnecessary and redundant process flows in the business oppresses and thereby replacing the same with the better processes on time. The BPR process is the most suitable process for improving the design phase in order to adapt the changes that support the new objectives and strategies of the firms (Nazari, Mohammadipour and Namamian 2014). 2.2.3.1 Alternative for BPR The BPM is another innovative model with the softer approach to process the change instead of being rapid and radical change as can be seen in case of the BPR. BPM (Business Process Management) model incorporates thde management of the performace of the business processes on a continouos basis rather than replacing the business processes at once. The approach is suitable for designing the effective, efficient, and flexible management disciple for the analysis, redesigning, implementation, documentation, measuring, controlling and monitoring the automatic business processes of the firms (Idorn 2016). The BPM is the main attraction center for the business organizations as instead of creating the business processes for changing the nature of the business, it helps in advocating the focus of the change of the business processes in the world today. 2.2.4 Connectivity with the cutsomers Business process is the collection of the activities which are structured and which helps in producing the specific services or products for the particular organization in order to meet with the expectations of its customers. The business process can be comprised of the three types which can be described below as: Management process: The process helps in governing the operations of the system which includes the strategic management and corporate governance.. Supporting process: The process helps in supporting the core processes involved with the accounting and technical support (Olson and Staley 2012). Operational process: The operation process enables the organization in creating the primary value stream constituting the core business. As for example, the taking orders from the customers. The business process deals in the mission objective and completes with the achievement of the business objectives of the company. A complex business process could be broken down into various sub processes and attributes that contributes to the meeting up of the objectives of the business processes. 2.3 Relevance of business process with the ERP system The business process seeks after the ERP system and it implementation. The organizations are eager to adapt the system however, only few of them know the realistic understanding about how to exploit the new system (Kimberling 2016). The processes are best defined and incorporated prior to the implementation of the projector which the project team needs to be implying for the success of the implementation in the future. The implementation of the ERP system would be helping the faster implementation, reduction of expenses which is widely embraced within the business environment. 2.4 Strategy 2.4.1 BPR necessity prior to the implementation of ERP The implementation of the new ERP system within the business environment as selected by the organizations would help them in remaining competitive in the market as the Business process re-engineering is not constrained with any configuration. Moreover, the ERP system helps the companies to be more flexible in their business approaches (Candra 2014). The analysis of the ERP system helps in illustrating the capability to save the cost and time involved with the various ranges of their business processes. The integration of the ERP system within the business process can help the mangers to make faster decisions as well. The BPR is thus, an approach which is related to the ERP architecture. Each and every company wants to implement the system, however, only few of them have the appropriate knowledge of achieving the realistic understanding (Huijsman and Noordveld 2016). The processes are best defined and incorporated before the implementation of the ERP which is one of the most important factors fro the integration project to be successful. The implementation of the ERP would be helping the companies to incorporate faster implementation of the processes including the reduction of expenses, widely embraced by the workforce within the business environment. 2.5 Risks involved with the avoidance of BPR and ERP system Business process engineering intuitive helps in achievement of the improvements of the business processes. The time optimization, increasing productivity, service efficiencies and cost reduction are some of the major advantages of utilization the BPR project within the business environment of the organizations (Hirve and Sekar 2016). However, the avoidance of the BPR and ERP system involves some risks which can be described as follows: Technical risks: The ERP is based on the utilization of the Information technology. Thus, the avoidance of the BPR and EPR in the business environment would imply to take technical risks. Financial risks: The ERP and BPR system is related with the establishment of high returns on the investment. Thus, the avoidable of the ERP result in the financial risk for the firms (sagecrm.com 2016). Functional risks: The ERP and BPR system helps in reorganizing the financial plan such that it could be applicable to a wide variety of business processes. The avoidance of the BRP and ERP should be including the functional risks for the organizations. Analysis of the ERP system within the business processes of Verbatim would be enabling the company to make faster decisions (Rahnavard and Bozorgkhou 2014). Moreover, the system would also help the company to run its business oppresses in a smooth manner. The ERP would also help the managers to manage the information such that to make them transparent across the company. Besides, the ERP system would also helps the company to enhance the efficacy and efficiency of the business processes. Prior to the implementation of ERP, the company would be requiring implementing BPR system within its business processes (Dumas et al 2013). 2.6 Approach for implementing an analytical approach The analysis technique helps in providing the services to the business organizations by the approaches which can be described below as: Understanding the customers and their requirements Acquiring the knowledge of the company performs at all the levels of the business standards Identifying the products and services that have the better margin growths Indemnifying the worth of the stock of the company Deterring the approach to increase the stock of the company Analytical strategies for successful implementation of the ERP (Elragal and Haddara 2013) Implementation of the new system within the business infrastructure requires the appropriate planning, analysis, and making suitable strategies prior to the installment of the system. The implementation of the new system could be done in phases, in parallel or in the overall system of the busied process. Based on the stereos, the implementation of the ERP can be described below as: Instant Strategy: The instant strategy requires the integration of the ERP in the entire system which helps in leading to the establishment of an entire new system. Phased out strategy: The strategy is based on the requirements of the change process that is required to be integrated in phases over a certain period of time. Parallel strategy: The strategy includes the implementation of the new ERP system at the same time with the running of the traditional business processes and thus, providing the business managers to cope up with the system (Akca and Ozer 2014). Based on the above approaches, the business professionals are required to choose the units that suit the best for the respective companies. 2.7 Possible challenges with the implementation of the ERP The major issues relating to the implication of the ERP system within the organization can be: Customization of the ERP analytical system could be an issue as compared with the other management sustem program The ERP system is not compatible with the supply chain planning and prediction process The development of the ERP application requires a lot of effort in analyzing and planning the costs to implement The implementation of the ERP within the business process requires high investment in switching to the same High investment in switching to the ERP implementation (Weli 2014) 2.8 ERP technology help keep Verbatim ahead of the game 2.8.1 Implementation The company requires to implement the new ERP system within its business process the new system would be enabling the company to increase its productivity by providing more accuracy and consistency across the business. The system would help the company to enhance its business performance and automate the business processes. Before the integration of the ERP solution within the business environment, the company should be concerned more about the cost that should be demonstrating the return on investment in order to provide practical consideration about management of the process with in the business environment (Johnson 2016). The implementation of the ERP system requires commitment by the project item and is supported by the business leaders of the company in order to ensure that it would be successful in the future. With accurate execution and planning, the implementation of the ERP system would be a smooth process and would be helping the company in quickly improving the efficiency across the entire business processes of the company (enabling.net 2016). 2.8.2 Best practices The ERP implementation comes with a range of functions to choose from. The company needs to select its own custom ERP program. This complexity and cost of taking on such a huge project helps in exploiting on the advantage of implementing the system within every business processes (Elragal and Haddara 2013). The company can also opt for purchasing on-premise ERP software and install it within the computer and servers of the company. Prior to the investment on the investment on an onsite ERP solution, the company should be considering most important facts. One of the facts is that two thirds of the mid-size organizations are running in older version of the ERP software. These organizations decide to implement ERP software without updating it and this limitation employs business risks which could lose the critical customizations and integration of the organization (Nazari, Mohammadipour and Namamian 2014). Thus, keeping the technology with the latest version is the key to maximize the p otential of the company in the future. Another alternative would be the cloud based ERP solutions like Net Suite which could help the organization to manage entirely off site by the ERP vendors. Besides, it is the cloud based solution would not be costing theca company to make huge investment in the IT server and hardware. The implementation of the cloud based jobs in solution would enable the company to dedicate its personal resources in managing the same over the cloud. The implementation of the ERP system is usually easier and faster to deploy than the onsite deployment and maintenance as the cloud based ERP vendors are liable for keeping the technology to be updated (Elragal and Haddara 2013). Most importantly, the cloud technologies incorporates the customization and integration of the automatic system update which helps in ensuring the most advanced capability to be automatically upgraded to the latest version. 3. Recommendation The vendors of the ERP are meant to provide the data access and application through the published interfaces. If the vendors could be extending the data access with the third party software, some extra features could be added to the system and the analytical approach as well which would be including the data capturing, advanced scheduling, specialization, and beet management of the resources as well. The critical analysis of the ERP system shows that the program is bifacial in saving costs and time involved with the various stages of the business process. Although, the implementation of the system requires huge initiator investment. It could be helpful, in reducing down on the costs related to the business processes sic that it could. Be proved beneficial in the long run for the companies. The application of the ERP analytical system would be helping the managers to make faster decisions such that to enable them to make efficient decisions in order to run the business processes in a smooth manner. The ERP analytical system helps in making the information to be visible across the organization such that to increase the efficiency and efficacy of the business. The ERP has some limitations which however, are being recognized and despite being a huge task which requires a lot of effecter in planning the implementation of the ERP including the e-business suites, web enabled ERP, and inter e-Enterprises ERP has sparked new terns as the system is best suitable for the business. 4. Conclusion The analysis of the ERP system with the Verbatim would be enabling the company to save cost and time involved in the various ranges of the business process. Being in the development stage, the ERP system invokes some imitations. These limitations could be eradicated by the incorporation of the two basic approaches of the ERP including the BPR and BPM which help in making new trends that is best suited for nether business.. The ERP analytics would be helping in the identification and analysis of the ERP implementation process within the organization for improving the performance of the employees, controlling the costs, cash flows, supply chain and enhancing the overall business performance of the firm. The ERP system also helps the company in covering the wide variety of services including the process distribution and management, price configuration, supply chain management, improvement of financial information, critical assessment, standardization of business processes, redundancy re duction, project planning, human resource management, cost reduction, business process automation and also in accounting and financial application. 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