Project on Gulistan Textile Mills

ACKNOWLEDGMENT All the appreciation and gratitude is for the Almighty Allah who is the most merciful and beneficial. He is the only one who bestowed us knowledge and wisdom and made us capable of doing the challenging tasks. We thank the Almighty for all those capabilities that He granted us to complete this project. Secondly we are very thankful to our teacher Prof. Aitzaz Khursid who worked day and night with us for this project. He helped us at each and every step and guided us in every difficult situation. We are thankful to the other teachers as well whose support and guidance was an asset for the completion of this project.We would like to thank our parents and family members as well because they provided us the financial and moral support in doing this project. And last of all whatever we have done, it is just because of the coordination and cooperation of all the group members. They worked hard researched through different sources. Table Of Contents: Industry Profile†¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 4 Company Profile†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. 6 Vision Statement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Mission Statement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 PEST Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. 11 * Political Forces * Economical Forces * Social Forces * Technological Forces Porter’s Model†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 Opportunities & Threats. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 EFE Matrix†¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦17 Critical Success Factor†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. 18 Competitive Profile Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 Strategic Internal Audit Of Departments†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 * Marketing * Finance * Accounting * MIS * HR Organization’s Strengths & Weaknesses†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 IFE MATRIX†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 38 SWOT Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 39 Long Term Non-Financial Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦40 Long Term Financial Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦41 Findings†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦41 * EFE * CPM * IFE SPACE Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 43 BCG Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 46 IE Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 48 Grand Strategy Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 50 QSPM†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦52 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 56 Learning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦57INDUSTRY PROFILE The textile and apparel industry is often considered the backbone of the Islamic Republic of Pakistan’s economy. In that south Asian republic which shares borders with China to the north, India to the east, and Iran and Afghanistan to the west, as well as the Arabian Sea to the southwest cotton textiles and apparel historically were the f ocus of the industry, mainly because of the large amount of cotton grown in the country. In fact, Pakistan currently ranks fourth among world cotton producers and third among world cotton consumers having produced 9. million 480-pound bales and consumed 11. 8 million 480-pound bales in the 2010/2011 marketing season. Pakistani textile manufacturers recently have diversified their product offerings to include man-made yarns, fabrics and apparel as the result of shifts in global demand for cotton-blend apparel. Other recent economic factors, such as the end of textile quotas in 2005, have caused Pakistan’s textile industry to continue to adapt in an effort to remain globally competitive. The republic’s textile and apparel industry in 2011 consisted f ginning, spinning, man-made fiber, weaving, finishing, apparel, terry towel, tarpaulin and canvas, and knitwear machinery sectors. The textile and apparel industry as a whole employed approximately 40 percent of total indust rial workers and accounted for 46 percent of total manufacturing. There were 1,221 ginning units, featuring an installed capacity of 20 million bales of cotton. The spinning sector comprised 408 spinning units, with an installed capacity of 157,143 rotors; and 50 composite units, with an installed capacity of 10. 1 million spindles.The country’s 10 man-made fiber units had an installed capacity of 660,000 tons. The Pakistani government’s Board of Investment reported 124 large and 425 small weaving units, with a total production capacity of 4. 4 billion square meters of fabric. With regard to finished textile goods, the country’s 5,000 apparel units featured an installed capacity of 450,000 sewing machines, show organizers reported. The installed capacity for Pakistani knitwear manufacturers numbered 12,000 machines. Tarpaulin and canvas production capacity totaled 100 million square meters, while installed capacity of terry towels totaled 7,500 looms.While the P akistani manufacturing sector as a whole in 2011 accounted for approximately 25 percent of the country’s estimated gross domestic product (GDP) of US$395. 2 billion on a purchasing-power-parity basis, the textile industry’s diverse product offerings accounted for 11 percent of the country’s GDP, as reported in the aforementioned IGATEX Pakistan report. In addition, approximately 60 to 70 percent of total exports came from the production of cotton textiles and apparel, which are considered Pakistan’s largest industries.The Business Recorder, a Karachi-based financial newspaper, reported in June 2011 that the textile industry’s value addition accounted for more than 9 percent of the GDP, and that the industry had a market share of approximately 30 percent in world yarn trade and 8 percent in cotton cloth. With the recent decline in textile exports and a record-setting trade deficit that reached more than $2. 1 billion in the first two months of 2012, Pakistan’s textile industry currently is confronting new economic challenges.Including the spinning, weaving, value-added apparel and made-up and home textile sectors had begun to downsize its workforce. A hike in interest rates in July 2011 by the country’s central bank led to increases in export refinancing, long-term commercial and industrial credit, and, ultimately, rising production costs. Furthermore, exporters are facing steep price competition from manufacturers in China, India and Bangladesh. COMPANY PROFILE Gulistan Group of Companies began with the establishment of Gulistan Textile Mills in 1966.Gulistan Group of Companies since then the group has expanded substantially to become one of the largest textile groups in Pakistan with over 6000 employees Gulistan Group of Companies main focus of this carefully designed expansion has been to add stability to business obligations and win customer confidence in product quality, reliability and competence. This appr oach towards progress and growth is visible in Gulistan Group's enormous success in all of its undertakings to date. Gulistan Group of Companies an annual turnover of US$140 million. Gulistan Group of Companies all units are listed company.Gulistan Group of Companies head offices are in Lahore ; Karachi. Gulistan Group of Companies has: * 11 spinning mills producing 60,000 tons of yarn per annum. * 2 woven fabric mills producing 16. 5 million meters of fabric per annum. * 4 Power generation plants producing 21 megawatts of electricity. * Gulistan Group of Companies are manufacturing (Yarn, Fabrics, Apparel, Cotton Clothes, * Towels, Bed wear, knitwear, Raw Cotton, etc) Yarn Gulistan’s 9 spinning mills with 215,000 spindles and 4,200 rotors produce 70,000 tons per year of cotton ; blended yarns from 4/1 to 120/1 as well as up to 10-plied yarns.This is complemented by a yarn dyeing plant with a capacity of 3,000 tons per year of a wide variety of melange and dyed yarns. Gulista n Group has one of the largest and most versatile spinning setup in Pakistan. Fabrics The state of art weaving unit with its 255 air jet and projectile looms have a capacity of weaving 36 million linear meters of high quality greige fabric in widths ranging from 40 inches to 144 inches and thread counts as high as 600 in single, Apparel Gulistan has set up a 500 stitching machines woven apparel unit ensuring aesthetics, elegance and fineness.Gulistan is producing 8000 trousers per day through its latest state of the art mechanical setup, production planning systems and design mechanism. Home Textile Home Textile products are the latest addition to the group’s product range. A manual fabrication facility is being setup and exports have already begun of top quality yarn dyed sheet sets into the United States. Vision Statement * To become a complete and integrated textile conglomerate. * To become an institution that delivers extra value through superior product quality and prof essionally principled management. To stay abreast of technological advancements to meet the changing and challenging requirements of our customers. All of us at Gulistan are committed to delivering more to our customers all over the globe. We seek growth through state of the art technological innovations and continuous improvement in our operations. Analysis Basically Vision statement is the answer of the question that â€Å"what do we want to become? †And it is a really important component of the organization. If the organization wants to formulate any strategy clear vision is the key component required for that.Let’s analyze the vision statement of Gulistan point by point. * Conglomerate means â€Å"A group of diverse companies under common ownership and run as a single organization† so it’s clear that they want to take over the whole textile industry under their own company. This sends a clear message to the competitors that they want to compete. This statement motivates the employees because they made it clear what they want to become. * The organization promises to deliver quality product and good management so this is their competitive advantage because the quality and the management make the difference.This statement sends the clear message to the customers or the target market that quality and management is their core competence. * As we all know that this is the time of globalization. The customer demands and needs are more challenging than the previous times so technological advancements are necessary for the organization. It’s a good thing to include in vision statement because it shows the strength of the organization that they opened their door for technological advancements to fulfill their other vision components. The major portion of the revenue generated by Gulistan is from their exports so they also covered the global prospective by stating that they are committed to deliver more for their customers all over the globe. This also covers that they are targeting the customers not only from Pakistan but all over the globe. * As the core rule of vision that it should be broader so they stated in their vision that they will seek through state of the art technological innovation and continuous improvement in their operations.This shows the broader vision of the organization that they are not stereo type and they always open their arms for improvements. This is a really a good vision statement which covers all aspects like Industry, customers, core competence, competitiveness, product and employees. Mission Statement Commitment towards excellence, to our customers, to society is the foundation that we have built upon; from it we drive our strength. Gulistan has held the traditional values of honesty, integrity and commitment in high esteem. The structure of each of our business units is designed to integrate experience with technological advancement.With the effort and expertise put in by the 10,000-members of Gulistan family, our state of the art units are producing world-class yarns, fabrics, made-ups, apparel and household products for our local ; global customers. Our plans are geared towards expanding our global presence; providing quality products and developing relationships while at the same time serving the community we live in. Analysis Mission statement must have 9 basic components let’s see that how gulistan is fulfilling those 9 mission components and I also highlighted them above. Customers– Local and global customers. * Products– Yarns, fabrics, made-ups, apparel and household products. * Markets—International & Global Markets * Technology– To integrate experience with technological advancement. * Concern for survival, growth and profit—Expansion of global presence. * Philosophy– Traditional values of honesty, integrity and commitment in high esteem. * Self Concept– Providing quality products and deve loping relationships. * Concern for public image– Commitment towards excellence, to our customers, to society. Concern for employees– The effort and expertise put in by the 10,000-members of Gulistan family. This is a really a good & comprehensive mission statement which covers nine basic components of mission statement like customers, products, markets, technology, concern for survival & growth, philosophy, self concept, concern for public image & concern for employees. PEST ANALYSIS Political * Rules and regulations by the government for the collection of taxes have impact on the organization. * Rules and regulations imposed by the government on import and export effect the organization. Different types of export duties by government also effected organization to discourage from export their product. * Day to day changing in political situation in Pakistan had a bad impact on organization. * Organizations are discouraged to expand their business due to changes in pol itical situation. Economic * Economic condition of our country is very bad so it has a great impact on industrial sector. * Due to bad economic condition industries are suffering from low profit. * Due to inflation profit of industries is reducing because it impact on industries to increase in prices of products. Bad economic condition results in to reducing number of industries in a country and to unemployment. Social * Unemployment is increasing day by day due to electricity shut downs in our country. * Attitude of the people on work is not improving due to low salaries are given to them in response to their work. Technological * Volatile technologies are launched day by day which has a great impact on organizations to serve in market. * Fast internet browsing eliminates gap between importers and exporters. * Modern customized software reduces human effort and it tends to save time and money of owner. Advertising agencies make it easy to access their customers at home at any time on national and international level. * Innovation in technology increases efficiency of organizations to compete in the market and to increase productivity. Conclusion: Technology has a great impact on the industry. Due to technology, they face new challenges, which check their abilities and improve performance. Gulistan adapts latest ways of technology & is successfully doing their business. PORTER’S MODEL 1. Threats of new entrants The threat of new entrants in the retail industry keeping in view the brands that we have chosen is low.As the scope of the textile business, Gulistan is providing a vast category of products under one roof. The new entrants face several barriers which primarily includes the high costs involved in starting this business. Secondly the product offered by them is highly differentiated product which also discourages new entrants. With such established brands it becomes very difficult for the new entrants to make a position in the market or capture ma rket share. Thirdly the cost involved in having an exclusive distribution is very high which also serves as a barrier to entry. 2. Threats of substitutesWe are analyzing the threat of substitute can be classified into the following category of: * Local Market * International Market The threat of substitute is medium to low in local market. People might switch brands if they think due to any reason the brand is not providing satisfaction. But on the other hand people who are brand loyal would not think of any substitute. But in the international market the threat of substitutes is pretty high because other industries ; competition. 3. Rivalry among existing firm The rivalry among the textile industry is high, both in the local market and for the international market.In case of the local market the number of competitors is very large and all moves are competitive. Majority of them are even located in the same areas ; are challenging each other’s positions, taking sales from eac h other. The international market is also on the competitive moves. Launch of new product by any brand impacts the other brands like the recent launch of Gulistan impacted the sales of other exports ; international brands too. 4. Bargaining power of suppliers The bargaining power of suppliers is high in retail industry as the suppliers can supply to any firm they want.In international ; local market some industries have multiple suppliers and therefore have great impact on the sales of the business. The products at these stores are differentiated and therefore the switching costs involved are very high. Alongside the substitutes in case of suppliers is also not viable as brand equity is also very important. 5. Bargaining power of buyers The bargaining power of buyers is high in the international market but in case of local markets it is low. The reason for the high bargaining power in local market is * Plentiful alternate suppliers Product not differentiated * Access to substitutabl e products * Plentiful options for consumers. On the other hand in case of the international market the bargaining power of buyers is low because * Less alternatives * Differentiated product * Changing supplier costs high to the seller Conclusion: As we discussed above the textile industry is very vast in Pakistan the competition in local markets is high because there are many textile companies working here. People have plenty of choices to select between different brands. So companies are competing neck to neck for customer satisfaction.Quality is the most important to maintain competitive edge over other brands. Globally the competition is also tough because textiles are included in the major exports of Pakistan. Quality and variety both are important in international markets. Gulistan is producing variety of products with supreme quality so they should improve and sustain it to remain in competition. Opportunities ; Threats Opportunities Pest analysis * Fast internet browsing eli minates gap between importers and exporters. * Modern customized software reduces human effort and it tends to save time and money of owner. Advertising agencies make it easy to access their customers at home at any time on national and international level. * Innovation in technology increases efficiency of organizations to compete in the market and to increase productivity. Porter’s model * Threat of new entrants is low. * Threat of substitute is low in local market. * Low bargaining power in local market. Threats Pest analysis * Rules and regulations by the government for the collection of taxes have impact on the organization. * Rules and regulations imposed by the government on import and export effect the organization. Different types of export duties by government also effected organization to discourage from export their product. * Day to day changing in political situation in Pakistan had a bad impact on organization. * Organizations are discouraged to expand their bu siness due to changes in political situation. * Economic condition of our country is very bad so it has a great impact on industrial sector. * Due to bad economic condition industries are suffering from low profit. * Due to inflation profit of industries is reducing because it impact on industries to increase in prices of products. Bad economic condition results in to reducing number of industries in a country and to unemployment. * Unemployment is increasing day by day due to electricity shut downs in our country. * Attitude of the people on work is not improving due to low salaries are given to them in response to their work. * Volatile technologies are launched day by day which has a great impact on organizations to serve in market. Porter’s model * Threat of substitute is high in international market. * Rivalry among existing firms. * Bargaining power of suppliers is high. * High bargaining power of buyers in international market.EFE MATRIX KEY EXTERNAL FACTORS| Weight| R ating| Weighted Score| OPPORTUNITIES| WTO regime implementation. | 0. 12| 4| 0. 48| Cost reduction by using modern and technology| 0. 13| 3| 0. 39| Local market development| 0. 10| 1| 0. 10| Entering in Energy sector. (Subject to Government permission)| 0. 11| 2| 0. 22| THREATS| Export of raw cotton and yarn| 0. 12| 4| 0. 48| WTO regime implementation| 0. 10| 4| 0. 40| Exchange rate fluctuations| 0. 09| 2| 0. 18| Instable political and economical conditions| 0. 12| 4| 0. 48| Government policies| 0. 11| 1| 0. 11| TOTAL| 1. 00| | 2. 84| Interpretations:EFE score of 2. 84 indicating that the Gulistan is taking the external opportunities and avoiding external threats quite well, however there is room for improvement is well. This score suggest Gulistan to be aggressive but the degree of aggressiveness needs to be little moderate, it should not go for diversification, rather it should go for penetration in the existing market, further developing local or foreign market or it may design a new product. Critical Success Factors Critical Success Factors are: * Product design * Technological up-gradation * Research ; development * Market Segmentation Distribution ; promotion * Capacity utilization * Persistence in product quality * Efficient procurement of raw material * Effective management * Trained manpower * Cost competitiveness * Customer satisfaction ; loyalty Competitive Profile Matrix CRITICAL SUCCESS FACTORS| | Gulistan Textile MILLS LTD. | CRESCENT TEXTILE MILLS| CHENAB TEXTILE MILLS| | WEIGHT| Rating| Weighted Score| Rating| Weighted Score| Rating| Weighted Score| Product design| 0. 07| 4| 0. 28| 3| 0. 21| 3| 0. 21| Technological up-gradation | 0. 11| 3| 0. 33| 4| 0. 44| 3| 0. 33| Research ; development| 0. 0| 4| 0. 40| 3| 0. 30| 2| 0. 20| Market Segmentation| 0. 07| 2| 0. 14| 2| 0. 14| 4| 0. 28| Distribution ; promotion| 0. 07| 3| 0. 21| 3| 0. 21| 2| 0. 14| Capacity utilization | 0. 08| 3| 0. 24| 3| 0. 24| 2| 0. 16| Persistence in product quality| 0. 09| 4| 0. 36| 3| 0. 27| 4| 0. 36| Efficient procurement of raw material | 0. 09| 3| 0. 27| 3| 0. 27| 3| 0. 27| Effective management| 0. 08| 3| 0. 24| 4| 0. 32| 2| 0. 16| Trained manpower| 0. 07| 4| 0. 28| 3| 0. 21| 3| 0. 21| Cost competitiveness | 0. 10| 2| 0. 20| 2| 0. 20| 1| 0. 10| Customer satisfaction ; loyalty| 0. 7| 3| 0. 21| 3| 0. 21| 2| 0. 14| TOTAL| 1. 00| | 3. 16| | 2. 98| | 2. 56| INTERPRETATIONS: A Gulistan Mills limited is dominating in the industry as compared to local players. There are several competitors like Agzard 9, Kohinoor textile mills, etc, but above taken competitors are the major ones. CPM scores for Gulistan showing aggressiveness as compared to the crescent and Chenab textile mills. Gulistan is number one company within the local environment; it is basically leading the industry in the following aspects: * Product design. * Research ; development. Persistence in product quality. * Trained Manpower. Moreover, crescent textile mills is resides at the second number and leading industry in effective management style. Finally Chenab textile comes at number 3rd with leading position in persistence in quality and market segmentation. Strategic internal audit of the company of the following departments * Marketing * Finance * Accounting * MIS * HR MARKETING DEPARTEMENT Sales ; Marketing department at the Gulistan Textile Mills Ltd. is involved in following three types of sales. * Exports * Local Sales * Wastage SalesFor these three types of sales the Gulistan Textile Mills Ltd have following two Sale ; Marketing offices. * Lahore Office * Faisalabad Office Exports The Gulistan Textile Mills Ltd exports all his goods through the agents in the different countries across the world. The direct sales to the foreign customers are very low. Gulistan Textile Mills Ltd. Export Agents Customers Export Agents Following are the major export agents of the Gulistan Textile Mills Ltd. * KSEO SEOUL KOREA * ATEX INTERNATIONAL * TAIZEUS LAILA ISLAM * SENCO INTERNAT IONAL * ESTERN KOREA * R. D JAEWARDANE INDIA * MITSUI ; CO INDIA * FIBER SMITH INTERNATIONALExport Customers Following are the customers of the Gulistan Textile Mills Ltd across the world. * COTTONNIERE DU, SENIGAL * CHINA TEXMAT CHINA * HAESONG BANGLADESH * EL HARAMEEN CO. EGYPT * ZHEJIANG IMPORT CHINA * KANDYGS HANDLOO SRILANKA * CRYSTAL MARTIN UK * RESTEX COMPANY USA * OASIS NJRT GENE TURKY Internal Audit Check List * Target markets are effective. They are relying mainly on exports so market is divided into one small portion of local sales and other major portion of exports. * Currently their exports portion is doing great among all other competitors like nishat mills is behind in the exports section. Firm market share is stable locally but in exports they already acquired major international markets. * As they have sales and exports agents on 2. 5 % commission which are doing well for them * Customers are pretty much satisfied with the product quality because they never compromi sed on product quality. * Gulistan is maintaining good quality with reasonable price which is the key factor for their huge sales * They are less focused on their advertisement because they have sales agents. They have invested in print media for advertisement. * They have trained managers and with minimum 10 years of experience in their related fields.ACCOUNTS DEPARTEMENT The financial information of a business is communicated through this department. As we know that â€Å"Accounting is an art of interpreting, measuring and communicating the result of economic activities† this department is concerned with the preparation of financial statements preparing budgets for business and allocating budget to different units according to their requirement. For daily expenses or for purchasing of goods or machinery for business. Accounts department prepares financial statements on quarterly, half yearly and annually basis.On the basis of these statements management takes necessary deci sions for business. Stakeholders can also get information about the financial position of the organization. Accounts manager handle whole department different accountant and assistants work under account manager. Units send all documents on daily basis to head office and on basis of these accountants prepare financial statements for purchases, payments, expenses, receipts and others. Functions of Accounts * Maintain record of assets of business * Recording transactions in books of accounts * Preparing financial statement Preparing ledger, journal and vouchers * To pay salaries, wages and different types of expenses to mills * Prepares financial statements on quarterly. Semi annually and annually basis FINANCE DEPARTMENT Finance department is concerned with the financial activities of the organization. Finance manage is responsible for the acquisition of finance for running operations of business smoothly. Finance manager prepares cash flow statements to estimate the financial needs in the business and to check whether the expenses are incurring according to the requirement of business.Finance is life blood of a business so it is very important department which handles financial activities of an organization. Accounts manager provides bank statements to finance manager and finance manager review those statements and then take decision which unit need to be finance and they are responsible for planning finance from where to acquire and where to invest. All the departments in organization depend on finance without finance department organization is unable to run smoothly. Functions of Finance Department * Planning Funds * Procurement of funds * Finding sources of funds Forecasting of financial for future * Effective utilization of funds * Negotiating with creditors * Allocation of funds to different units * Provide funds as they require Allocation of budget to units Allocation of expenses to units Make decisions of payrolls Proper review of expenses of units RATI O ANALYSIS For the analysis of the financial statements of the GULISTAN GROUP OF COMPANIES we use the ratio analysis in order to get a clear vision about the financial position with simple interpretation. For this purpose we can analyze the financial statements through the followings ratios: 1.Liquidity Ratios 2. Activity Ratios 3. Debt Ratios 4. Profitability Ratios 5. Marketability Rations/Efficiency Liquidity Ratios The liquidity of a business firm is measured by its ability to satisfy its short-term obligations as they come due. Liquidity refers to the solvency of the firm’s overall financial position the ease with which it can pay its bills. Basic measures of liquidity are: * Current ratio * Quick ratio By putting the values taken from the annual report of â€Å"GULISTAN GROUP OF COMPANIES† in the formulas of above ratios the results are shown in the following table.Current Ratio = current asset / current liabilities Quick Ratio = current asset – inventory / current liabilities Ratios| 2011| 2010| 2009| Current Ratio| 5657592015 /5872231037= . 96| 4222471024 / 4221143753= 1. 00| 3,170,385,835 /3,125,424,959=1. 01| Quick Ratio| 5657592015-4098001926 /5872231037=. 27| 4222471024-2872063135 / 42211437531=. 32| 3,170,385,835-1891974316 /3,125,424,959=. 41| Current Ratio A current ratio of 2. 0 is occasionally cited as acceptable, but a value’s acceptability depends on the industry in which the firm operates. A current ratio of 1. would be considered acceptable for a utility but might be unacceptable for a manufacturing firm. The ratio in 2011 is below 1. 0 so it is not acceptable. Quick Ratio The quick ratio is similar to the current ratio except that it excludes inventory, which is generally the least liquid current asset. Quick ratio is an extended version of current ratio in which only very quick assets (which can be quickly liquidated) are considered. Quick ratio in 2011 is also low that shows excess of inventory in stock. Acti vity Ratios Activity ratios are used to measure the speed with which various accounts are converted into sales or cash.With regard to current accounts, measures of liquidity are generally inadequate Basic measures of activity are: * Inventory turnover * Total asset turnover * Average collection period * Average payment period. Inventory turnover = CGS / Inventory Avg. collection period = A/R / Avg. sale per day Avg. payment period = A/p / Avg. purchase per day Asset turnover = sale / total asset Ratios| 2011| 2010| 2009| Inventory Turnover| 4197948535/4098001926= 1. 02 Times| 4442886796/2872063135=1. 55 Times| 1983953867/1891974316=1. 05 Times| Avg. collection period| 1202179249/14370761. 5=83. 65 Days| 992689190/14190684. 10=69. 95 Days| 896133503/11757625=76. 22 Days| Avg. payment period| 507009956/11435996=44. 33 Days| 428978782/11833817= 36. 25 Days| 250638087/11932214=21 Days| Asset turnover| 5245328111/9277085948=. 57| 5179599697/7821978153=. 56| 4291532961/6639205671=. 65| In terpretation of the Results Inventory Turnover Inventory turnover commonly measure the activity, or liquidity, of a firm’s inventory. Inventory turnover of the company is 1. 02 times in the year 2011 and it has decreased from the last year figure of 1. 55 times. Though here is a decrease in inventory turnover in 2011 but it is best in 2010 as compared to 2011 and 2009. Total Assets Turnover Total assets turnover indicates the efficiency with which the firm uses all its assets to generate sales. Generally, the higher a firm’s total asset turnover, the more efficiently its assets have been used. This measure is probably of greatest interest to management, because it indicates whether the firm’s operations have been financially efficient. Asset turnover in 2009 is high that shows efficient use of assets but it decreased in 2010 and have minor increase in 2011 which is not enough.Thus it shows inefficiency of the management of the firm to use assets to generate reve nues. Average Collection Period Average collection period indicates that how many days are required to collect amount from the trade debts. The earlier the cash is received from the debtors; the better will be for the company. Average collection period of the company has decreased in 2010 as compared to 2009 but it has a great increase in 2011 This shows inefficiency in the collection of Accounts receivable Average Payment PeriodAverage payment period indicates that after how many days the payment to creditors is made. This time period should be maximum one. But Avg. Collection period for GTM shows gradually an increase in these years that shows efficiency of management to best utilize of resources. Debt Ratios The debt position of a firm indicates the amount of other people’s money being used in attempting to generate profits. In general, the financial analyst is most concerned with long-term benefits, because these commit the firm to paying interest over the long run as wel l as eventually repaying the principally borrowed.Because the creditors’ claims must be satisfied before, the distribution of earnings to share holders. Basic measures of debt are: * Debt ratio * Time interest earned ratio Debt Ratio = Total Liabilities / Total Assets Time Interest Earned Ratio = EBIT / Interest Ratios | 2011| 2010| 2009| Debt Ratio | =6031027175/9277085948=65%| 4366370736/7821978153=56%| 3220598874/6639205671=49%| Time Interest Earned Ratio| 860296219/832459296=1. 03| 660050601/535671023=1. 23| 459782158/401355131=1. 4| Interpretation of the Results Debt Ratio The debt ratio measures the proportion of total assets financed by the firm’s creditors. The higher this ratio, the greater the amount of other people’s money being used in an attempt to generate profits. GTM’s debt ratio has increased from year to year. This shows that the company has increased its dependence on the outsider’s sources of finances. This ratio is high than t he acceptable limit of 60%. This shows that there is a significant increase in the debts of the company. Interest Coverage RatioInterest coverage ration tells that how many times the firm is able to pay its financial charges out of its profit . A high ratio is desirable. This ratio for the company is 1. 03 times in the year 2011 and has decreased from 1. 23 times in the year 2010. This shows good sign for the company. But in 2010 it is increased so it is bad sign for company but it seems to be controlled by management in 2011. Profitability Ratios There are many measures of profitability. Each related the return of the firm to its sales, assets, equity, or share value.As a group, these measures allow the analyst to evaluate the firm’s earnings with respect to a given level of sales a certain level of assets, the owners’ investment, or share value. Without profit, a firm could not attract outside capital. Basic measures of profitability are: * Gross profit margin * Oper ating profit margin * Net profit margin * Return on total assets * Earnings per share GP Margin = GP / Sale OP Margin = OP / Sale NP Margin = NP / Sale EPS = earnings available for common stock / number of common stock outstanding ROA = earnings available for common stock / Total AssetsROE = earnings available for common stock / Common stock equity Ratios| 2011| 2010 | 2009| GP Margin| 1047379576/5245328111=20%| 736712900/5179599697=14%| 569887350/4291532961=13%| OP Margin| 885608679/5245328111=17%| 587536742/5179599697=11%| 431199214/4291532961=10%| NP Margin| 1582297/52453281118=3%| 52791520/5179599697=1%| 50720861/4291532961=1. 18%| EPS| 1582297/17258090=. 09| = 52791520/16054038=3. 06| 50720861/14594580=3. 48| ROA| 1582297/9277085948=. 017%| 52791520/7821978153=. 7%| 50720861/6639205671=. 76%| ROE| 1582297/172580900=. 92%| 52791520/16054038=3. 29%| 50720861/14594580=3. 48%| Interpretation of the Results Gross Profit Margin The gross profit margin measures the percentage of each sales dollar remaining after the firm has paid for its goods. The higher the gross profit margin, the better and the lower the relative cost of merchandise sold. Gross profit margin of the company has increased in the year 2011 as compared to last year; this increase is due to decreased cost of goods sold. Operating Profit MarginThe operating profit margin measures the percentage of each sales dollar remaining after all costs and expenses other than interest and taxes are deducted. It represents the pure profits earned on each sales dollar. A high operating profit margin is preferred. Operating profit margin of the company has increased to 2011 as compared to the year 2010 ; 2009 gradually. This has increased due to decreased selling and administrative expenses. Net Profit Margin The net profit margin measures the percentage of each sales dollar remaining after all costs and expenses, including interest and taxes, have been deducted.The higher the firm’s net profit margin wil l be better. The net profit margin is commonly cited measure of the firm’s success with respect to earnings. Net profit margin of the company has increased to in the year 2011 against 2009 ; in the year 2010. Return On Equity Return on shareholders’ investment (ROI) measures the overall effectiveness of management in generating profits with its available assets. The higher the firm’s return on investment, the better. For the year 2011 it is . 92%, which is very low than that of 2010 3. 29% and 3. 8 in 2009 which is better from all of these current year. So it is a negative sign for the company. Return On Total Assets Return on Total asset of the company has decreased in the year 2011 from in the year 2010 ; 2009 it shows inefficiency of the company management to generate profit on the total assets. There is no best utilization of assets. Earnings per Share The firm’s earnings per share (EPS) are generally of interest to present or prospective stockholders and management. The earnings per share represent the number of dollars earned on behalf of each outstanding share of common stock.They are closely watched by the investing public and considered am important indicator of corporate success. Earnings per share of the company is decreased to . 03 per share in the year 2011 against 3. 06 in 2010 and 3. 48 in 2009 per share. It is due to decreased in profit level. So company adopts different steps to increase profit. Marketability Ratios Equity investor is more interested in the dividends of the company. It is also concerned about the profitability positing of the firm. For the purpose of equity investor we calculated the following ratios: * PER = Market rice per share / EPS * Book Value of Share = total common equity / number of common stock outstanding * Market Value of Share = market price per share of common stock outstanding / Book Value Ratios | 2011| 2010 | 2009| PER| 75 / . 09=833| 75 / 3. 06 = 24. 50| 75/(1. 63)=-46| Book Value| 172580900/4771715=36. 17| 160540380/ 4771715 = 33. 64| 145945800/14594580=10| Market Ratio| 75 / 10= 7. 5| 75 / 10 = 7. 5| 75/10=7. 5| Interpretation of the Results Price Earnings RatioPrice earnings ratio for GTM is increased in 2011 and in 2010 there is decrease in price earnings ratio of GTM so shareholder perceives it less risky to invest in GTM. Book Value Per Share Book value per share is good one if it is below the market price of its shares. Book value per share of the company is 10 per share, which shows investor’s confidence on the firm’s ability to generate profits Market Ratio Market ratio for GTM is same from 2011 and in 2010, 2009 so there is consistency in price earnings ratio of GTM so it is due to no change in book value per share. MIS DEPARTMENTThe MIS department is really strong in Gulistan. Company is equipped with AS400 Software which interconnects all departments. It collects the data from each server in every department and brings it to one serv er. If the manager needs any information he or she can obtain that data by just one click. This software can also generate reports regarding different accounts which eventually help management to take decisions. Strong and quick management information system is key competitive edge of Gulistan. Internal Audit Checklist * All managers utilize this facility to make decisions according to their concerned departments. They have appointed a HOD for MIS. * Data is always updated on daily basis. * Every manager has password and login through which he or she can access the system. * Training is essential for every manager so that he or she can get familiar to the system. * Company always tried to make it user friendly ; they succeeded in that. * Managers considered MIS a key thing or a company asset because it’s very valuable for providing them competitive edge. HR DEPARTMENT Gulistan has huge number of employees. It is necessary to manage a strong HR department and gulistan is doing it.The company’s people are their assets and it’s important for them that how they are developed, trained, and motivated. Gulistan is committed to diversity in a working environment where there is mutual trust and respect . Where everyone feels responsible for the performance and reputation of their company. They recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. They are committed to safe and healthy working conditions for all employees. They didn’t use any form of forced, compulsory or child labor.They are committed to working with employees to develop and enhance each individual skills and capabilities. They respect the dignity of the individual and the right of employees to freedom of association. They maintained good communications with employees through company based information and consultation procedures. There HR department is currently working on these basic lines:- * Manage ment by objectives * Hiring and retaining highly professional and talented people, who are dedicated, empowered and committed to deliver remarkable growth. * Skills development through internal and external training programs. Equal opportunity employment i. e. No discrimination in hiring, promotions, rewards and appraisals on the basis of sex, religion, caste, race or national origin. Following are the organization's main strengths:- * Good Governance And Policies * Team Work * Communication between Units * Healthy Resources * Product Quality * Low Workers Strength * ISO 9001 and IKO-TEX 100 Certified * Biggest composite unit in Pakistan * Highest credit rating by PACRA * Self owned power plant * Largest dyeing facility in South East Asia Following are the organization's weaknesses:- Organization is unable to offer its middle managers a good salary * Transit time is more as compare to foreign competitor * High employee’s turnover * High cost of production * Relying on interna tional market more than local market * Benefits offered to the general managers are good but the benefits offered to middle managers are not at all satisfactory * A weakness of the Gulistan Textile Mills Limited is the no direct relationships with the customer because they have to pay the 2. 50% of the sales to agents as commission. INTERNAL FACTOR EVALUATION (IFE) MATRIX KEY INTERNAL FACTORS| | Weight| Rate| Weighted Score| STRENGTHS| | | | ISO 9001 and IKO-TEX 100 Certified| 0. 11| 3| . 33| Biggest composite unit in Pakistan| . 10| 4| . 44| Highest credit rating by PACRA| 0. 13| 4| . 52| Self owned power plant| . 15| 4| . 60| Largest dyeing facility in South East Asia| . 12| 4| . 48| Weaknesses| | | | Relying on international market more than local market| . 10| 2| . 20| High cost of production| . 12| 2| . 24| High employee’s turnover| . 06| 2| . 12| Transit time is more as compare to foreign competitor| . 11| 1. | . 11| Total| 1. 00| | 3. 00| INTERPRETATIONS: IFE score ofà ‚  3. 0  indicating that the Gulistan Textile Mills  is an internally strong organization, it  represent that it is excellent in its overall internal strategies when it come to explore strengths and weaknesses. Overall the main  strength  is financial. SWOT Matrix | STRENGTHS| WEAKNESSES| | 1. ISO 9001 certified ; IKO-TEX 100 Certified. 2. Biggest composite unit in Pakistan 3. Highest credit rating by PACRA 4. Self owned power plant 5. Largest dyeing facility in south east Asia| 1. Relying on international market only 2. High cost of production 3. High employees turnover 4.Transit time is more as compare to foreign competitor| OPPORTUNITIES| S-O STRATEGIES| W-O STRATEGIES| 1. WTO regime implementation 2. Cost reduction technology by using modern and advanced technology 3. Local market development 4. Diversification in energy sector (Subject to Government permission)| 1. provide electricity to residential areas ( S4, O4)2. capture local market by providing facility of outso urcing and introducing company products through its retail outlets (S2, S5, O3)| 1. Import modern technology (W1, W2, O2)2. Company can enter in new market through retail outlets (W1, W4, O3)| THREATS| S-T STRATEGIES| W-T STRATEGIES| . Export of raw cotton and yarn 2. WTO regime implementation 3. Exchange rate fluctuations 4. Instable political and economical conditions 5. Government policies| 1. Penetration in foreign market (S1, T2)2. Make future contracts to avoid currency fluctuations (S3, T3)| 1. Focus on local market (W1, W2, W4, T2, T3)2. Import modern technology, and do agreements with suppliers to secure your supply of raw material (W2, T1)| INTERPRETATIONS: Critical Region is WO. Gulistan can import new technology to reduce its cost of production.Company can thus be able to penetrate in the market and capture more shares by improving quality of goods and services, and provision of goods at lower prices. LONG TERM NON FINANCIAL OBJECTIVES * To provide quality product to cus tomers to satisfy their need. * To achieve goals set by group. * To win competition in the market and to reach on peak of textile sector. * To use innovative technology that reduces human dependency. * To provide such an environment where employees do their work with honesty and satisfactorily. * To expand business around the boundaries of Pakistan and at international level. To use innovative machinery for its units. * To provide such a mechanism where employees are rewarded and encouraged toward their objectives. LONG TERM FINANCIAL OBJECTIVES * To achieve the turnover of Rs 29 billion. * Introduction of value added products. * Attaining bigger international market share. * Upgrading all the technological equipments to increase production. * To find Suppliers of the company in local market to increase local market share. * For better production make relations with cotton development and research institutes, local cotton producers and cotton whole sellers. Plant layout is important factor in production cost the company objective is to improve plant layout for cost reduction. Findings Interpretations Of EFE: EFE score of 2. 84 indicating that the Gulistan is taking the external opportunities and avoiding external threats quite well, however there is room for improvement is well. This score suggest Gulistan to be aggressive but the degree of aggressiveness needs to be little moderate, it should not go for diversification, rather it should go for penetration in the existing market, further developing local or foreign market or it may design a new roduct. Interpretations Of CPM: A Gulistan Mills limited is dominating in the industry as compared to local players. There are several competitors like Agzard 9, Kohinoor textile mills, etc, but above taken competitors are the major ones. CPM scores for Gulistan showing aggressiveness as compared to the crescent and Chenab textile mills. Gulistan is number one company within the local environment; it is basically leadin g the industry in the following aspects: * Product design. * Research ; development. * Persistence in product quality. Trained Manpower. Moreover, crescent textile mills is resides at the second number and leading industry in effective management style. Finally Chenab textile comes at number 3rd with leading position in persistence in quality and market segmentation. Interpretations Of IFE: IFE score of  3. 00  indicating that the Gulistan Textile Mills  is an internally strong organization, it  represent that it is excellent in its overall internal strategies when it come to explore strengths and weaknesses. Overall the main  strength  is financial. SPACE MATRIXFinancial Strength|   Rating|   Environmental Stability|   Ã‚  Rating| Leverage| 4| Rate of inflation| -3| net income| 6| Technological changes| -3| E. P. S| 5| Competitive pressure| -3| R. O. E| 5| Risk involve in business| -2| |   |   |   | Average| 5| Average| -2. 75| | | Y-Axis strength| 2. 25| Co mpetitive Advantage|   Rating|   Industry Strength|   Ã‚  Ã‚  Rating| Market share| -1| Growth potential| 5| product quality| -2| Financial stability| 3| customer loyalty| -3| Resource utilization| 3| Technological know how| -2| Profit potential| 2| |   |   |   | Average| -2| Average| 3. 5| | | X-Axis strength| 1. 25| INTERPRETATIONS: * For the purpose of evaluating financial strength we have compared our concerned co. with industrial average. * Leverage used by Gulistan was significantly low as compared to industrial average that why we have ranked it at point 4. * Net income of Gulistan was highest in industry that’s why it is given 6 points. * It’s E. P. S ; return on equity was also high as compare to industry that’s why they were ranked 5. * Market share of Gulistan was highest about 12% that why it is given -1 marks. There product is of good quality ; there customers are loyal but customers can’t be very loyal in this industry thatâ€⠄¢s why they were ranked at -2 ; -3. * They have new ; advanced technology that’s why they are ranked -2. * Rate of inflation is increasing its C. G. S ; technological changes its depreciation as well as there is heavy competitive pressure from china ; Bangladesh that’s why they were rankes-3. * There is high risk now a days in this business but due to being as industrial giant in Pakistan they are not in such a risk that why it is given -2. There is high growth potential in industry because now recovery period have been started. * Industry is less financial stable as well as most of the companies are producing very below then their capacity that’s why they are ranked at 3. * Due to increase in cost the profit potential has been declined that why this is ranked at 2. Directional vector point is 🙠 1. 25, 2. 25) Conservative Aggressive Competitive Defensive FS IS CA ES Interpretations: * According to our calculations the score of our company is 1. 25 on x- axis And 2. 25 on Y-axis * Which is showing that our co. hould go for aggressive strategy * Furthermore it is telling us that our financial strength is the dominating factor in industry * Our concerned strategies can be * Backward ,forward ,horizontal ,integrations * Market penetration * Market development * Product development * Diversification(related or unrelated) * On the other hand, Gulistan also has the opportunity to enter and capture the local market. Company can do this through opening retail outlets in the local areas and provide better goods and services to its domestic customers. THE BOSTON CONSULTING GROUP MATRIXMarket Share High Low StarsHigh Industrial Growth | Question Mark| Cash CowLow | Dogs| Interpretations: Gulistan is a composite textile unit of Gulitan Textile Group. Total number of players in the industry is 60, and Gulitan is the market leader. It captures 12% market share as a whole. In 2009, the industrial overall growth rate is 11%, but that of Gulitan Te xtiles is 24% as compare to the sales of 2008. The industrial growth is high and Gulistan Textiles has high market growth as well.So, it lies in the first quadrant (Stars) of the BCG matrix. It implies that, company has the opportunity to go for Market penetration to capture more shares in the existing market by using new technology, and increasing promotional activities. It also has a tremendous option of local market development. Other feasible strategies may be the backward integration to secure the supplies in order to tackle with the threat of exporting of local raw material to foreign markets. Also Gulistan Textiles goes for forward integration to minimize its weakness of transit time of goods and services to its customers.THE INTERNAL-EXTERNAL (IE) MATRIX A- IFE TOTAL SCORE B- C- Strong Moderate Low D- E- IGrow and Build| IIGrow and Build| IIIHold and Maintain| IVGrow and Build| VHold and Maintain| VIHarvest| VIIHold and Maintain| VIIIHarvest| IXDivest| High F- G- H- I- J- K- Medium L- EFE TOTAL SCORE M- N- O- P- Q- Low R- S- T- U- V- W- Interpretations: * IFE Total Score (As per IFE Matrix) = 3. 00 * EFE Total Score (As per EFE Matrix) = 2. 84 It implies that Gulistan Textiles is in a much strong position. But, comparatively it is stronger internally as compare to its external position.As per IE Matrix, Gulistan Textiles lies in fourth cell, which implies that it should go for aggressive strategies that is grow and build strategies. The possible strategies for Gulistan Textiles may be the integrations, intensive, and diversifications. Gulistan Textiles has the opportunity to go for Market penetration to capture more share in the existing market by using new technology, and increasing promotional activities. It also has a tremendous option of local market development. Other feasible strategies may be the backward integration to secure the upplies in order to tackle with the threat of exporting of local raw material to foreign markets. Also Gulistan Text iles goes for forward integration to minimize its weakness of transit time of goods and services to its customers. THE GRAND STRATEGY MATRIX Rapid Market Growth Quadrant II| Quadrant I | Quadrant III| Quadrant IV| Strong Competitive Advantege Weak Competitive Advantage Slow Market Growth Interpretations: Total number of players in the industry is 60, and Gulistan Textiles is the market leader. It captures 12% market share as a whole.In 2009, the industrial overall growth rate is 11%, but that of Gulistan Textiles is 24% as compare to the sales of 2008. As the market growth is high, and Gulistan Textiles has strong comparative position in the market. So, it lies in the first quadrant of Grand strategy matrix, which implies that it should go for aggressive strategies. The possible strategies for Gulistan Textiles may be Market Development, Market Penetration, Backward and Forward Integrations. THE QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM) | Strategy 1LOCAL MARKET DEVELOPMENT| Stra tegy 2PENETRATING IN FOREIGNMARKET| KEY INTERNAL FACTORS| Weight| AS| TAS| AS| TAS| STRENGTHS  | ISO 9001and IKO-TEX 100 Certified. | 0. 10| 1| 0. 10| 3| 0. 30| Biggest Composite Unit in Pakistan. | 0. 11| 4| 0. 44| 2| 0. 22| Capacity utilization. | 0. 13| 3| 0. 39| 2| 0. 26| Self-Owned Power Plant. | 0. 14| 2| 0. 28| 3| 0. 42| Largest Dyeing Facility in South East Asia. | 0. 12| 2| 0. 24| 1| 0. 12| WEAKNESSES| Relying on international markets only. | 0. 10| 4| 0. 40| 2| 0. 20| High Cost of Production. | 0. 12| 3| 0. 36| 4| 0. 48| Market Segmentation. | 0. 07| 3| 0. 21| 1| 0. 07| Transit time is more as Compared to Foreign Competitors. 0. 11| 2| 0. 22| 1| 0. 11| SUBTOTAL| 1. 00| | 2. 64| | 2. 18| | Strategy 1LOCAL MARKET DEVELOPMENT| Strategy 2PENETRATING IN FOREIGN MARKET| KEY INTERNAL FACTORS| Weight| AS| TAS| AS| TAS| OPPORTUNITIES  | WTO regime Implementation. | 0. 12| 1| 0. 12| 4| 0. 48| Cost reduction through introducing modern technology. | 0. 13| 2| 0. 26| 4| 0. 52| Loca l market development. | 0. 11| 3| 0. 33| 1| 0. 11| Entering in Energy Sector. | 0. 11| -| -| -| -| THREATS| Export of raw cotton and yarn. | 0. 12| 3| 0. 36| 2| 0. 24| WTO regime Implementation. | 0. 1| 1| 0. 10| 3| 0. 30| Exchange rate fluctuations. | 0. 09| 2| 0. 8| 1| 0. 09| Instable Political and Economic Conditions. | 0. 11| 3| 0. 33| 2| 0. 22| Government Policies. | 0. 11| 2| 0. 22| 3| 0. 33| SUBTOTAL| 1. 0| | 1. 90| | 2. 29| GRAND TOTAL | | | 4. 54| | 4. 47| Interpretations: * I. S. O certification will only be helpful in market penetration so that’s why it is given high marks. * Biggest composite unit ; less capacity utilization will be helpful or will be used better by open chain store rather than market penetration so it is given higher marks. * Increasing sales in foreign will better use energy rather than chain store so it is given higher marks. Largest dying facility has its goodwill so we have ranked it higher in chain store. * Reliance on international market c an be decreased by opening chain store that’s why it is given higher marks. * Higher cost of production can be decreased by exporting more quantity but opening new store will increase an expense for that’s why penetration is given higher marks. * Open chain store will increase our segmentation ; it will decrease on reliance on exports so problem of transit time will impact us less that are why these are given higher marks. * WTO regime will be useful only in penetration so it is given higher marks. Local market development will be done only in that case when we will go for chain store so it is given higher marks. * If we will open chain store we will be able to charge higher prices due to our goodwill so yarn’s export problem will not affect us as it is effecting. * WTO regime implementation will be covered only in that case when we will go for market penetration. * Exchange rate fluctuation will impact us only in that case when we will go for foreign trade so o pening retail store will reduce its impact that’s why it is given higher score. Due to bankruptcy of foreign customers the political ; economical conditions will have less impact on us if we will go for chain store that’s why it is given higher marks. * Government policies regarding opening a new store can be difficult to meet so it is given lower marks. Conclusion Future of the company Gulistan Textile Mills Limited is a growing firm and all its employees have a potential and skills to grow for the betterment of the company. Work environment is good and employees are satisfied with Gulistan Textile Mills Limited. There are not hard and fast rule in the accomplishment of the work.Gulistan Textile Mills Limited facilitates its employees with the lot of facilities like medical and other facilities. The job turnover ratio is gradually increasing due to the Economic crisis in Pakistan but employees are sincere with their work. Office area is established and safety measures are applied. Company is facing very tough competition from competitors particularly china, India, Bangladesh. The competitive positive position of  competitors is better because of their lower cost of doing business on account of various incentives and subsidies available to them.Recently government provided some relief to textile manufactures of value added product only in shape of lower interest rates. For increasing textile manufactures, Gulistan group of companies has no alternative but to improve the sale of its product in followings way. * Gulistan group of companies should improve the quality of its products. * Gulistan group of company should emphasis on value-added products and improve the quality. * The machinery of company should be improved by technology which increases the production of goods. * Gulistan group of companies should meet the requirements of consumers in term of fashion and design.Learning It was a marvelous experience that we have availed with devotion and commitment. We have an interest in textile industry that's because Textile is the back bone of the economy of the country. But one thing we want to share it’s not easy that looks it has a great toughness and complications in its process but the overall it was nice and great. We learnt that how strategies are formed, implemented & evaluated in textile sector. By doing analysis we have an idea that how to make and evaluate the strategies that are implemented in field.

Introduction to fashion

Diploma in Fashion Design Principles of Fashion Unit 2 unit 2 On successful completion of this unit the learner will be able to: Explain how the elements of fashion appeal influence the purchaser Describe the classification of clothing according to their use and types Explain factors which affect the decision to buy in fashion Describe the process of the product development in fashion industry Explain the main areas of fashion wear production including an understanding of the key terms, concepts, facts and principles, rules and theories of the field, discipline or practice.Fashion Design One of the most important factors which differentiate humans from other animals is their use of clothing. It is used not simply to provide a micro-climate for the wearer's body, but also to conceal the body and reveal its wearer's status and personality to others. To satisfy this concealing and revealing process diverse kinds of clothing are used. One of the most mysterious aspects of clothing is fas hion. Clothing expresses status; social class is apparent in the boss's business suit and the worker's Shares at work, although this difference may disappear at the weekend.Clothing changes when the wearer leaves the cradle, enters primary school, secondary school or university, on starting work, on getting married, on gaining promotion. Even death has a special wardrobe, both for the dead and the mourners. Clothing establishes a person's identity; reflects the wearer's goals and moral principles; communicates self-assurance or the lack of it; and conveys the activity a person is about to engage in. Clothing may also be used as costume, to represent something a person is not; and as a uniform to denote a person's membership of a defined group.Fashion in the narrow sense of the world meaner the changing form of clothing. These originate from peoples need to be adorned and admired but also allow the opportunity to enhance personal style or indicate a position in society. Fashion is no t the only consideration in developing a garment for a market. The overall appearance (style) as well as the utility value (fitness for purpose, aftercare). Creating or styling the appearance of a person with reference to clothing, accessories and beauty in corresponding with the personality of any individual is fashion designing. Fashion Design TermsA fashion designer conceives garment combinations of line, proportion, color, and texture. He or she may or may not know how to sew or make patterns. Formal training is always essential, yet most fashion designers are formally trained (apprenticed) and schooled. A pattern maker drafts the shapes and sizes of a garment's pieces with paper and measuring tools, and, sometimes, an Autocrat computer software programmer, or by draping muslin on a dress form, the original way. The resulting pattern pieces must compose the intended design of the garment and they must fit the intended wearer.Formal training is essential for working as a pattern marker. A tailor makes custom designed garments made to the client's measure; suits (coat and trousers, Jacket and skirt, etc). A textile designer designs fabric weaves and prints for clothes and furnishings. Most textile designers are formally trained as apprentices and in school. A stylist is the person who co-ordinates the clothes, Jewelry, and accessories used in fashion photography and catwalk presentations of clothes collections. A stylist also is a designer whose designs are based upon extant things, trends, and the collections of other designers.A buyer orders stocks of clothes for shops, chain stores, and other types of stores. Most fashion buyers are trained in business studies. A teacher of fashion design teaches the art and craft of fashion in art schools and in fashion design school. A custom clothier makes custom- made garments to order, for a given customer. A dressmaker specializes in custom- made women's clothes: day, cocktail, and evening dresses, business clothes and suits, trousseau, sports clothes, and lingerie. An illustrator draws and paints clothes for commercial use.A model wears and displays clothes at fashion shows and in photographs. A fashion journalist writes fashion articles describing the garments presented, for magazines or newspapers. An alterations specialist (alterations) adjusts the fit of completed garments, usually ready-tower, and sometimes re-styles them. NOTE: despite tailors altering garments to fit the client, not all alterations are tailors. A wardrobe consultant or fashion advisor recommends styles and colors that are flattering to the client. A photographer photographs the clothes on fashion models for use in magazines, newspapers, or adverts.Fashion Flow Chart Classification of Fashion The duration of fashion's importance is a critical fashion designers or manufactures concern. A fashion can be brief or of long duration. Once having identified this characteristic, a designer is in a position to assess a fashions importance to the retail inventory. Fashion is classified into many types, such as: Style Basic or classic Fad Fashion Forecasting Trends a) Style Style is always constant. It does not change whereas fashion changes. It is the modification of fashion. Style is the basic outline of any garment.When we use a different neckline and different sleeves with some trimming here and there over a Asia garment then the basic garment is modified into a different look or a different outfit, this modification ferment will become fashion, when it is accepted by people. The term style is a popular word in fashion and refers to a sub-division within fashion. By definition, it is that which has certain characteristics that distinguish it from other designs. For example, the fashion could be pleated skirt, yet the style is box pleat. It is a common fallacy to believe that the famous designers create fashions.They create styles which they hope will be accepted. When and if there is consumer support the style then becomes fashion. It is repetitious but important to stress that fashion is synonymous with acceptance. B) Basic or Classics When a fashion is constant or long lasting, such as, T shirt and skirt, it is called Basic or Classic. It is similar to a standard music. The T shirt and skirt are part of fashion scene. A customer has one or more in her wardrobe, to be worn to suit different occasions. In certain times, the basic becomes the most important profitable fashion, but, in or out, they remain as a part of the fashion scene.There are many outfits that fall into this classification, such as, shirt and trousers, plain or pleated skirts and denims, etc. There are general fashions that lasts for years, such as, the skirt, the single breasted men's suit Basics or Classics are the outfits which stays in the fashion scene for a long period of time that is from past to present and even in future it stands When we watch old movies as well as the new movies which are released Just, we can see the skirts, or denims worn in it may be with a slight change or modification accordingly. ) Fad A Fad is something which can either make a designer's life more interesting or tenser. Very often something appears on the fashion scene that captures the imagination, only to fizzle out in short duration. Overall, Fad can be defined as short lived fashion, lasting for a very little time or period, acceptable by only a certain group of people for example, hippies – their clothing, accessories, hairstyles, etc. As Fad is short lived fashion, it stays for a very short period, because they are very costly and every one cannot afford to buy it. D) Fashion Forecasting is a global career that focuses on upcoming trends.A fashion forecaster predicts the colors, fabrics and styles that will be presented on the runway and in the stores for the upcoming seasons. The concept applies to not one, but all levels of the fashion industry including haute couture, ready-to-wear, mass mar ket, and street wear. Trend forecasting is an overall process that focuses on other industries such as automobiles, medicine, food and beverages, literature, and home furnishings. Fashion forecasters are responsible for attracting consumers and helping retail business's and designers sell their brands.Today, fashion industry workers rely on the Internet to retrieve information on new looks, hot colors, celebrity wardrobes, and designer collections. Fashion Forecasting is done through any communicating media, such as, cinema, fashion shows, press, magazines, newspapers and window display. It includes: Market research Consumer research Surveys Consumer focus groups In-store informal interviews Shopping Sales Records Evaluating the collections Fashion Trends Trend for Target Markets e) Trends Fashion trends are the styling ideas that major collections have in common.They indicate the direction in which fashion is moving. Fashion forecasters look for the styles they think are prophetic, ideas that capture the mood of the times and signal a new fashion trend. Several designers may use a similar fashion idea because they eve been inspired by common sources. The trend may appear in a fabrication, a silhouette, or another design element that appears in several collections. Very often, a new trend appears in small doses until it spreads to other collections. As the press notices similarities between collections and highlights them, the media exposure also helps establish the trends.Evaluating the collections becomes one way a designer, working for a mainstream manufacturer, can research fashion direction. As designers are not invited to the shows, they must evaluate by shopping in major fashion vitals or u s I n g design services, magazines, and newspapers. For retail buyers, it is becoming a huge challenge to figure out which trends will become fashion basics, like Capri's, and which are only fads, such as pony prints. Buyers have to become very flexible in their buyi ng patterns and cautious about inventory management.If the market becomes flooded with a new trend, consumers may react negatively to the overexposure. Empowered by the Internet and television, global trends are moving at an accelerating pace. The life-span of a trend is now about five months instead of a year. For the Junior market, the span is only three months. Chic Chic is a French word, established in English since at least the sass, that has come to mean smart or stylish. Over the years â€Å"chic† has been applied to, among other things, social events, situations, individuals, and modes or styles of dress.Recurring generic terms included designer chic (associated with the styles of particular couturiers – the sass became known as the â€Å"designer decade†) and retro-chic (adopting elements of fashion from the past: e. G. â€Å"Victorian chic†, â€Å"sixties chic†, â€Å"Georgian chic†, â€Å"sass Riviera chic† Collection Each season, the design and merchandising departments of each division are expansible for creating a new line, the seasonal collection that the manufacturer will sell to retail store buyers. The terms are synonymous: the term ‘collection' is used primarily in Europe and for high-period apparel in the United States. Line' is used more often in the United States for moderately and popularly priced fashion. Fashion shows Fashion shows are special events that communicate a fashion story. The selection and organization of the fashions and model bookings may be done by the fashion office, whereas invitations and other arrangements may be handled by the special events department. There are four possible ways to organize these presentations: formal shows, department shows, designer trunk shows, or informal modeling. ) Formal Fashion Shows Formal fashion shows take a great deal of advance planning involving booking models and fittings and arranging for a runway, scenery, lighting, microphon es, music, seating, and assistants. Clothes are generally grouped according to styling, color, or other visual criteria. Models and music are selected to complement the clothes and set a mood. B) Designer Trunk Shows Designer trunk shows are done in cooperation with a single vendor and are a popular ay to sell expensive collections.Invitations are sent to the best customers according to records kept by sales associates. The designer or a representative travels from store to store with the collection, which is usually shown on models in the designer collections department. Customers get to see the entire collection unedited by a buyer and may order from the samples in their size. Although some designers and retailers do 50 percent of their total business through trunk shows, others find them time-consuming, exhausting work, and have given them up. C) Department Fashion ShowsDepartment fashion shows, on a much smaller scale, are produced in store to generate immediate sales. Usually, a platform is set up directly in the department that carries the clothes. D) Informal Fashion Shows Informal fashion shows are the easiest to produce. A few models walk through the store showing the fashions that they are wearing to customers who are shopping or having lunch in the store's restaurant. The models can take their time, and customers enjoy asking them questions. This is often done in conjunction with a trunk show or special promotion. Criteria Consumers Use in Fashion SelectionTo determine the acceptability of fashion, both manufacturers and consumers should consider the criteria used for its selection. Elements of fashion appeal draw the consumer's attention to a fashion. There are also practical considerations, including quality and price that the consumer usually evaluates before making a purchase. Elements of Fashion Appeal The elements of fashion appeal are basically the same as the elements of design, but here they are viewed by the purchaser rather than the creat or: a) Color Usually the first aspect of a garment or accessory to which consumers respond is, color.People relate very personally to color, usually selecting or rejecting a fashion because the color does or does not appeal to them or flatter their own coloring. Texture: The surface interest in the fabric of a garment or accessory is called texture. Consumers relate to texture because of its sensuous appeal. B) Style The elements that define a style include line, silhouette, and details. A garment's appearance is also affected by hanger appeal. Depending on the consumers' level of fashion consciousness, their Judgment will be conditioned by their opinion of what is currently fashionable.Practical Considerations a) Price Price is probably the most important practical consideration for the average consumer. The consumer evaluates the total worth of all the fashion appeal aspects of the garment or accessory and their relationship to its retail price. B) Fit The try-on is a crucial step in the consumer's selection of a garment because sizing is not a guarantee of fit. The Department of Commerce has tried to set sizing standards, but each company tends to vary somewhat. Each company tries its sample garments on models that are typical of the company's customers.However, it is difficult to set size ranges and grading rules to fit every figure. The fitting room try-on further enables the customer to Judge if fashion-appeal elements are suitable to his or her figure type or general appearance. C) Appropriateness It is important that a fashion item be suitable or acceptable for a specific occasion or for the needs of the consumer's life-style. For example, life in a large city requires more formality in clothing than life in the country. Impulse shoppers do not consider appropriateness and therefore purchase any items that do not fit into their wardrobe. ) Brand Brands are a manufacturer's meaner of product identification. Some consumers buy n the basis of a particular brand's reputation, often as result of heavy advertising. Consumer Demand a) Fabric Performance and Care The durability of a garment or accessory and the ease or difficulty of caring for it, are often factors in selection. Most consumers prefer easy-care, wash-and-wear fabrics, although designer and contemporary customers may not mind paying for dry- cleaning the more delicate fabrics they prefer. Easy care and durability are of special concern in children's wear and work clothes.Government regulations now require fiber-content and care-instruction labels to be sewn into apparel. B) Workmanship This term refers to the quality of construction, stitching, and finishing. Quality standards have fallen as labor costs rise and managements favor more profitable balance sheets. Unfortunately, many consumers cannot and do not bother to evaluate workmanship. The generation born and raised since World War II has not been exposed to fine workmanship and therefore does not demand it. The Junior customer cares little about quality; she is likely to throw away a garment before it wears out.The designer, contemporary, or missy customer, on the other hand, generally considers clothing an investment and may not mind spending more for the assisting qualities of fine detailing and workmanship. Meeting Consumer Demand To meet consumer demand and changes in consumer life-styles, manufacturers and retailers have developed various size and price ranges as well as categories for styling and clothing a) Size Ranges Each size range caters to a different figure type. The Junior customer, sizes 3 to 15, has a less developed figure and a shorter back-waist length (a higher waistline) than the missy figure.The missy figure, sizes 6 to 16 (or 4 to 14, or 8 to 18), is fully developed. In missy separates, some blouses and sweaters are sized 30 to 36 (8 to 14), or small, medium, ND large. Sizing 30 to 36 was originally inches, but sizes have grown over the years. Petite sizes come in both Juni or and missy. Junior petite is meant for shorter Junior figures; petite sizes in missy (2 and up) are for smaller proportioned missy figures. Large or women's sizes, used for sportswear, are 36 to 52 for uppers Jackets and shirts) and 30 to 40 for lowers (pants and skirts). There is a current void of half-size sportswear. ) It is difficult to compare sizes from country to country. Particularly in France, the sizing is not always standard. Men's suits range in size from 36 to 44 (with additional rage sizes to 50), based on chest measurements. Lengths are designated after the size number: R for regular, S for short, and L for long. European sizes are 46 to 54 Oust add 10 to each American size). Young men's sizes, equivalent to Junior sizes for women, have a narrower fit in the Jacket and hip and a shorter rise in the trouser than regular men's sizes.Dress shirts are sized by collar measurement (inches in America and centimeters in Europe) and sleeve length. Sport shirts are sized in s mall, medium, and large. Trousers are sized by waist and inseam measurements. Children's wear is sized by age group. Infant sizes are based on age in months, usually 3, 6, 9, 12, and 18. However, since development varies so much from child to child, many manufacturers are now also identifying weight ranges on their labels. B) Price Ranges A garment should give good value for its price. There are many price ranges, each with a different level of customer expectations.As the price goes up, the customer expects higher quality in fashion, fabric, fit, and finish. Designer garments are becoming so expensive that the group of people who can afford them is shrinking. Therefore, many designers are adding less expensive lines. On the other hand, many retail stores are trading up. That is, stores with low-end (inexpensive) merchandise are now trying to give themselves a fashionable image. Each garment manufacturer generally specializes in one price range. The designer and merchandiser must co nsider the cost of every fabric trim or construction detail that goes into a garment.Costs must fit into a specific price range. In turn, each retail store has various departments, from budget to designer, again classified by price range. C) Style Ranges Both women's dresses and women's sportswear currently come in style ranges as well as size ranges. Some of the terms overlap because style ranges grew out of age groups. However, many women today cross the boundaries, dressing to fit their figure and personality rather than their age needs. Designer: Formerly, couture would have been the classification for better, more expensive fashion.The decline in the couture business, however, gave rise to the general classification of designer clothes. Today even some of the designer ready to- wear is as expensive as couture used to be. Missy: These are more conservative adaptations of proven or accepted designer looks; they utilize less expensive fabrics and less extreme silhouettes. Contempo rary or updated: This is a sophisticated approach to styling based on the directions set by French, Italian, English, Japanese, and American ready-to-wear. Designers of expensive clothes are also marketing less expensive lines for contemporary departments.Designer and contemporary styling has carried over to men's wear, although designer clothes for men tend to be more classic than those for women. Sportswear or related separates for men have followed almost the same trends as women's sportswear in the last ten years, especially since many designers are doing both. Small children's styling is the only styling not aimed at the consumer who will wear the garment. The consumer in this case is a parent, grandparent, or other adult. Children's clothes of the past tended to be fussy, but now they are more functional.Older children today have more definite opinions on what they want to wear, partly because of advertising and television exposure and peer-group pressures. This development ha s had an effect on styling. Areas of Fashion Design Many professional fashion designers start off by specializing in a particular area of fashion. The smaller and the more specific the market, the more likely a company is o get the right look and feel to their clothes. It is also easier to establish oneself in the fashion industry if a company is known for one type of product, rather than several products.Once a fashion company becomes established (that is, has regular buyers and is well-known by both the trade and the public), it may decide to expand into a new area. It is usually safest for a company to expand into an area similar to the one it already knows. For example, a designer of women's sportswear might expand into men's sportswear. A) Women's Wear Women's clothes have many classifications: lingerie, dresses, evening clothes, suits, outerwear, and sportswear. There are also specialty categories, such as bridal gowns and maternity clothes.In addition, there is a huge array o f accessories within the general categories of wraps, head coverings, handbags, and footwear. B) Lingerie Lingerie includes undergarments, sleepwear, and lounger. Interest in designing lingerie is increasing because women again desire pretty things and will spend the money to have them. C) Dresses Dresses range from the very tailored with crisp lines for wearing on the Job, to the very softest with gathers and ruffles for dressy occasions. D) Evening clothes Evening clothes run the gamut from party pajamas through long and short cocktail dresses to opulent gowns. ) Suits are Jackets and skirts Suits are Jackets and skirts (or pants) sold together as units. Suits also range from the soft â€Å"dressmaker† suit to the strictly tailored. F) Outerwear Outerwear has primarily a protective function: it covers us and keeps us warm or dry. Outerwear includes coats, capes, and heavy Jackets. Its warmth may come from traditional wool or quilting; rainwater receives a water-repellent tr eatment. G) Sportswear Sportswear is the category that has grown the most over the years, as leisure time ND discretionary income have increased.Sportswear can be classified as active or spectator. H) Spectator Spectator sportswear was intended for watching sports events, although the term now includes sportswear worn for day-to-day activities. I) Active sportswear Active sportswear is created for movement and worn for participation in sports. Sportswear lines are organized in two different ways: in separates such as skirts, pants, blouses, shirts, sweaters, and tops; or as coordinate sportswear, pieces intended to be mixed and matched but priced separately. J) Men's WearMen's Wear: There are now almost as many categories available to men as to women. Stores use elaborate promotions to lure their increasingly fashion-wise male customers. K) Tailored clothing Tailored clothing for men includes suits, overcoats, topcoats, sport coats, and separate trousers for both day and evening wea r. L) Furnishings include shirts, necklace, sweaters, tops, underwear, socks, robes, and pajamas m) Sportswear is made up of related separates that fill the demand for more leisure and casual wear. N) Active sportswear includes windbreakers, ski Jackets, Jogging suits, tennis shorts, and the like.

A comparison between the American Psycho and A Clockwork Orange

A comparison between the American Psycho and A Clockwork Orange The controversy surrounding Brett Easton Elliss American Psycho and Anthony Burgesss A Clockwork Orange relates primarily to the central themes that are explored in both books. Nevertheless, the brutality and explicit expression that drench these novels is imperative in shocking the readers. Although it is not solely the violent content of the books that shocks, it is a matter of form and style and the methods used by both authors in their portrayals of monstrosity. Both Burgess and Ellis employ literary techniques in their novels that are significantly directed toward provoking a controversial response from readers upon publication. However, this is not to say that the principal purpose of these novels is to shock; arguably, this is merely an effect generated by the form in which these books are presented. It can be said that Elliss presentation of a consumer society is fundamental in driving Bateman, Elliss protaganist, to act in the way he does. Likewise, Burgesss depiction of an oppressive, totalitarian society is also crucial in understanding Alexs desire for sadomasochism. American Psychos bizarre mixture of yuppie satire and splatter horror caused reactions of scathing criticism, indignation, yes, even murder threat. The shocking nature of the novel is engineered by Ellis’s use of graphic content, imagery, and detailed description; in conjunction with the other themes that are invoked, it is clear why American Psycho received such a controversial reception. Ellis refers to Dantes Inferno in the opening line of the novel: ABANDON ALL HOPE YE WHO ENTER HERE; this caption, inscribed on the doorway to hell, is proleptic of the content of the book, acting as a caution to the reader, who will be subjected to The hell of endless presentations of consumer goods combined with scenes of gut-wrenching violence. The graphic content alone in American Psycho is shocking; however, Ellis carefully contrasts nauseating detail of brutal acts performed by the egotistical narrator, Patrick Bateman, with some of the emptiest dialogue ever committed to print. Endles s description of male grooming products (such as the Greune Natural Revitalizing Shampoo), home electronics, and designer fashion brands not only emphasizes the significance of consumer society in ’90s America, but appears in such stark contrast to the horrific scenes of mutilation that the sadistic behavior of Bateman appears all the more appalling to readers. In conjunction with this, scenes of brutality take up only a small proportion of the novel: Batemans first act of violence does not take place until a third of the way through the book. Furthermore, the monotonous uniformity of Batemans incessant descriptions of brand names and consumer products leaves the reader simply unprepared for the bloodshed that follows. For example, Ellis dedicates entire chapters of the novel to the history of bands such as Genesis and Huey Lewis and the News. These tedious, droning descriptions of Genesis albums such as the concept-laden And Then There Were Three are of almost no relevance t o the rest of the novel; however, they are significant in provoking the effect Ellis is intending to pursue. The tiresome depth of detail that Ellis uses generates a false sense of security for the reader, therefore accentuating the more ghastly content of the novel. Correspondingly, a similar motif is employed in A Clockwork Orange. Alex’s ardor for classical music most significantly, Beethoven’s famous Ninth Symphony generates a comparable impression to that produced by Ellis in his use of language; moreover, it is mimetic of Burgess’s approach to structuring the novel. Beethoven begins his Ninth Symphony with a mellow, placid tone that slowly develops to create maximum tension before erupting into a much sharper, more dominant sound that, like the juxtaposition of language in American Psycho, is responsible for creating such a dramatic effect. Similar techniques are put to effect in J.G. Ballards Crash, which was castigated by various critics for the violent behaviour and perverse desires of some of its characters. Ballard, like Ellis, exercises an extensive and unnecessary quantity of detail; however, unlike American Psycho, there is no contrast between the violence and the rest of the book. Ballard blends endless descriptions of mechanical structure, listed exhaustively in precise technical prose for example, the jutting carapace of the instrument panel and stylized sculpture of the steering column shroud with the perverse behavior of characters such as Ballard and Vaughn. In the case of Crash, the relentless use of mechanical jargon amplifies the erotic and violent nature of the book itself and, when used in conjunction with descriptions of every pornographic and erotic possibility and every conceivable sex-death and mutilation, is very effective in generating a controversial effect. Ballard portrays his distinctive i nterpretation of the culture of modernity through the means in which he unifies sex, death, and metallic structure in his language. Ballards view on society is similar to that taken by Ellis, who drenches American Psycho with contemporaneous detail; the reflection of a semi-realistic society in both Crash and American Psycho leads them to appear more shocking to readers. In contrast, the dystopian world of imagination created by Burgess in A Clockwork Orange contains elements of a futuristic culture, which can be seen to appear less offensive to the public. Ballards title, Crash, is relevant to the content of the novel; it is also metaphoric of his view of society as sordid and headed for disaster, a point argued by Virginia Brackett. The language of A Clockwork Orange, a neo-Slavic Nadsat, is hugely significant in addressing the violence of the novel, and is described by Esther Petix as the jargon of rape, plunder and murder veiled in unfamiliarity. The typical tongue spoken between the narrator, Alex, and his â€Å"droogs† is important in considering how Burgess intends to depict violence as both a theme and a way of life for the gang. It is imperative to take into account, when interpreting the Nadsat lexis, the distinct lack of connotations for love, emotion, and compassion that are typically applied in a natural domestic environment. In contrast, Alexs dialogue contains a huge variation of words implicating brutality, violence, and misogyny: for example, Krovvy for blood and Groody for breast. This in itself represents the extent to which bloodshed and brutality are normal to Alex; A bit of dirty twenty-to-one or Ultra-violence is routine for Alex and his Droogs. Similar to American Psycho, A Clockwork Orange also uses a contrast in language to amplify the violence recorded in the book, thus provoking a more deplorable effect. The Nadsat lexis, in offering a variety of misogynistic and violent terms, also includes a number of conflicting phrases. Burgess flecks his dialogues of evil with endearing traces of childhood in words such as appy polly loggies and skolliwoll; this juxtaposition of infantilisms and violent terms aids in repeatedly shocking the reader. In conjunction with this, the Nadsat dialogue is also significant in personalizing the reader with the narrator, implicating us in the sadistic violence he commits. The narrative stream of consciousness we see from Alex constantly incorporates us in his violent behavior. On the other hand, the personalization and interaction between the reader and Alex leads us to empathize with him, raising the argument that the principle of A Clockwork Orange is not purely to shock, but also to pursue other themes. All three books A Clock work Orange, American Psycho, and Crash have been produced into relatively recent films, all of which provoked controversial receptions; the most shocking, A Clockwork Orange, was banned upon release. This illustrates the contextual significance of the novels and represents how the shock of language has dissipated in modern society after exposure to media and film culture. Furthermore, this signifies why the explicit nature of American Psycho generated less of a response than the more subtle motifs of A Clockwork Orange that upset many when it was released. Ellis’s use of language in American Psycho is clearly of great significance in provoking shock; however, it is the illustration of violence that is the substance of the novel. The gut-wrenching depth of detail and graphic imagery thrown at the reader is almost difficult to comprehend. The first act of violence performed by Bateman is a representation of class hatred perpetrated on a black homeless man named Al, which suggests that the encounter is merely an embellishment of the racial prejudice that underlies the novel. However, Ellis images the victims body with tremendous specificity, and the gruesome imagery of Als mutilation traumatizes the reader. The illustration of Als eye as a red, veiny egg yolk oozing over his screaming lips in thick, webby strands paints such a repugnant image that it becomes almost nauseating for the reader. Ellis continues to express such explicit detail regarding almost every act of brutality that Bateman performs. In the second half of American Psycho, the disturbing nature of the novel heightens, as readers are introduced to the first of Batemans sexual attacks. Unlike Burgess, Ellis produces a narrator that readers are unable to empathize with due to the barbarous and sadistic acts that he commits. The perverse scenes of erotic vulgarity involving various prostitutes and hardbodies that Bateman lures back to his apartment are critical in generating the level of controversy that arose upon publication. In particular, Ellis describes a scene where Bateman forces a Habitrail tube up into this bitches cunt before inserting and trapping a starved rat inside her for personal satisfaction. Ellis continues to describe Batemans animalistic brutality, using sickeningly graphic imagery of skin and muscle and sinew and bone before he hack[s] the bone off her chin. Although it is clear from the fierce descriptions of various mutilations and murders that Ellis wanted to disturb his readers, there is a definite correspondence between Batemans victims that represents a portrayal of ’90s American society. This is reflected in Batemans choice of targets, which progresses from Al (The bum, a black man) to an old queer and his Shar-Pei and then onto various escort bimbo[s]. Julian Murphet argues that what Ellis presents as acts of brutality should actually be considered as, â€Å"The cinematically projected fantasization of general class violence toward everything that is not white, male and upper middle class.† To a certain extent, Murphet’s statement is accurate: both misogyny and racial prejudice are expressed explicitly in the lives of Bateman and almost all of those embedded in â€Å"yuppie† culture. The uniformity of such a mundane routine pursued by Bateman drives him toward exorbitant methods of gratification. Carl Tighe supports Murphet’s argument, stating that Ellis’s portrayal of women in American Psycho is that â€Å"they are not intellectuals, they are barely even people.† Furthermore, the dialogue exchanged between Bateman and his associates Van Patten, McDermott, and Price in pretentious restaurants and bars such as â€Å"Nells† and the â€Å"Yale Club† clearly illustrates their materialistic and misogynistic views of women in society. Any females are merely referred to as â€Å"hardbodies† or â€Å"bimbos†; Bateman fails to gauge anything behind the faà §ade or initial impression of a woman. Ellis exaggerates the significance of appearance in American Psycho to such a degree that a waitress becomes intolerable to our protagonist when he perceives that her left kneecap is â€Å"almost imperceptibly thicker† than the right. At â€Å"Harry’s,† Bateman and two â€Å"friends† concur that a good personality in a woman consists of someone who will â€Å"satisfy all sexual demands† and â€Å"essentially keep her dumb fucking mouth shut†; the consistent and deliberate level of yuppie satire and offensive dialogue is a reflection of Ellis’s outlook on the consumer society of ’90s America. Therefore, in Bateman’s egotistical routine of habitual violence, monotonous monologues, and cocaine, it can be seen that Ellis is raising fundamental social and racial problems, which were rife in America during the era of Reagan’s presidency. However, the extent to which racial prejudice and misogyny are adopted by Bateman and his acquaintances enhances the shocking nature of the book, leading numerous feminist groups to berate Ellis with scathing criticism. Similarly, A Clockwork Orange contains indications of misogyny that are apparent throughout the novel, with our narrator regularly partaking in â€Å"a bit of the ultra-violence,† raping and beating young women for his own amusement. The numerous derogatory terms encompassed in the Nadsat dialect regarding females also reinforce such indications, suggesting that A Clockwork Orange was not published solely to shock. The violence of A Clockwork Orange is presented in a very different manner. Despite the lack of specificity regarding every detail of the victim’s injuries, the violence committed by Alex and his gang of â€Å"droogs† is â€Å"both appalling and appealing.† We are able to empathize with the 15-year-old narrator through Nadsat and through his presentation as a typically mischievous teenager in a way that we could not connect with Bateman. Therefore, when Alex and his gang assault, strip, and rob an â€Å"old veck† and â€Å"viddy† him swim in his own blood in the opening chapter, we are shocked to discover Alex finds it â€Å"real beautiful.† Our 15-year-old protagonist takes aesthetic pleasure in the merciless beating of an old man and finds it â€Å"a source of comedy†; this is consistent in Burgess’s attempts to create distress in the readers. A Clockwork Orange does not contain the same level of specificity as American Psycho . However, Alex is presented as an artist in his violence, and Burgess describes his behavior with a surreal and almost facetious detachment. Midway through a brutal gang fight, Alex begins to â€Å"waltz left two three, right two three† before slicing the face of his nemesis, â€Å"Billyboy,† whose â€Å"blood poured in like red curtains.† This illustrates the pleasure that Alex takes in violence and brutality. Similarly, in American Psycho, while torturing a young woman, Bateman is â€Å"grimly lip-synching† to â€Å"The Worst That Could Happen† while it plays on the jukebox. Both Alex and Patrick Bateman are embedded in their own routines of cursory periodic violence, which they perform for no other reason than their individual enjoyment. Arguably, there is a distinct political motive behind A Clockwork Orange: Burgess’s observations during his visit to Leningrad in 1961 inspired the dystopian elements drawn on by the novel. The oppressive, state-regulated nation that Burgess witnessed is arguably what prompted the Ludovico technique, a government program consisting of a variety of ultra-violent films engineered to revert the malicious desires of a young criminal such as Alex. The technique is a clear reflection of the totalitarian society of A Clockwork Orange and that observed in Leningrad. Burgess opposed the infamy and repressive nature of the prevailing Communist governments, and it is evident that his political ideology was influential in the writing of his novel. Critic Esther Petix offers a supporting argument involving the contrast of the government advocates representing the Communist regimes witnessed by Burgess in Eastern Europe subsequent to the Second World War. The Ludovico technique itself is a paradox, supposedly a method of rehabilitation; it instead manipulates our protagonist into a piece of pulpless, juiceless flesh that acts upon command and not out of will. The Ludovico technique is a clear example of the political message that underlies A Clockwork Orange and is critical in presenting the idea of the intrinsic evil of government and the purity of free will, both of which are key themes throughout the novel. However, the inhumane procedure that Alex is subjected to is also fundamental in generating shock, in conjunction with the portrayal of a totalitarian society. Ellis, in his representation of ’90s America, takes us into a decadent cocaine-addicted world that basically revolves around the hunger for parties and sex. This is illustrated in the temporal depiction of a consumer society where clothing possesses more significance than those wearing it. The extent to which Bateman is preoccupied by commodities leads him to become subservient, a commodity himself. It is critical to consider the importance of physical demeanor and possession in American Psycho, for it is imperative in exposing the â€Å"Psycho† of the title. Bateman identifies that physical brutality, torture, and rape have become his only way of escaping his hollow life in consumer society; arguably, the drug-fueled, materialistic world that surrounds our protagonist is the basis for the shock that is that is implicated in Ellis’s writing. Similarly, A Clockwork Orange sees Alex and his â€Å"droogs† habitually drinking from the Korova Milkbar, which ser ves milk plus something else. The drug-laced milk cocktails that are consumed by our humble narrator prior to an evening of physical brutality and sexual animosity would sharpen you up and remove any resemblance to human compassion. Once Alex and his â€Å"droogs† â€Å"feel the knives in the old moloko starting to prick,† they are â€Å"ready for a bit of twenty-to-one† and are able to commit senseless violence with no feelings of remorse. Hence, the drugs consumed by Alex and his gang, as in American Psycho, form the foundation of the gang culture and â€Å"ultra-violence,† two key implications of shock incorporated into the novel. Comparatively, a further representation of drug use in literature as a basis for shock is Hunter S. Thompsons postmodern novel Fear and Loathing in Las Vegas, which generated a contemptuous response when it was published in 1971. Thompsons exertion of surrealist imagery is significant in emphasizing the savage nature of drug use and the pursuit of the â€Å"American Dream† reflected in high-powered blotter acid and a whole galaxy of multi-coloured uppers, downers, screamers, laughers. The absurd excursions of Raoul Duke and Dr. Gonzo, the language compounded with a blend of political satire, and the plentiful hoard of drugs all reflect Thompsons perspective on American society and the American Dream. Thompsons use of language and imagery twists a pretentious Las Vegas cocktail lounge into a fucking reptile zoo! Furthermore, our protagonists correspondence to readers from the midst of a drug coma led Fear and Loathing in Las Vegas to be excoriated by various critics for its unfettered plot and adjudicated by readers for its drug use. Fear and Loathing in Las Vegas has been named a classic in the literature of depravity as a result of its sardonic depiction of ’70s America; allusions to The San Francisco Acid wave illustrated an endorsement of a drug-charged nation and triggered controversy when it was released to the public. Implications of drug use are included in all of these postmodern novels and form a fundamental basis for the society that the authors are presenting, which consistently creates controversy. Whilst A Clockwork Orange may appear shocking in content, there is arguably an overt philosophical and political purpose behind it. Hence, it was not published purely to generate controversy; that controversy is merely a tool in conveying a greater message. It can be argued that American Psychos â€Å"disturbing thematics are the product of an apocalypse culture, a culture that Ellis depicts as corrupted by consequence of its lust for cocaine, its impulsive drive for glamour, and its prejudice regarding those who do not tailor to its idealistic optimum. However, it is difficult to justify the books provocative and offensive nature without the development of a prevailing theme, other than implications of consumerism and misogyny. In the explicit portrayal of the life of Patrick Bateman, Ellis is fundamentally endeavoring to evoke shock among readers, and it is evident that this is the principal purpose of the novel. Bibliography 1. Alighieri, Dante. Inferno. Indianapolis: Hackett Publishing Company, 2009. 978-0-87220-918-3. 2. Bloom, Harold. Dark Humor. New York: Infobase Publishing, 2010. 978-1-60413-440-7. 3. Brackett, Virginia. Beginnings through the 19th Century. New York: Facts on File, 2006. 978-0-8160-7497-6. 4. Buchholz, Sabine. â€Å"At the Edge of Art and Insanity: Postmodern Elements in Brett Easton Ellis’s American Psycho. Norderstedt, Germany: Druck und Bindung, 2006. 978-3-638-90456-8. 5. Frank, Michael. â€Å"Violence and Consumerism in Brett Easton Ellis’s American Psycho and Chuck Palahniuks Fight Club.† Norderstedt, Germany: Druck und Bindung, 2009. 978-3-640-46678-8. 6. Gerhmann, Tim. â€Å"Parallelism of Character and Concept in American Psycho and Cosmopolis.† Norderstedt, Germany: Druck und Bindung, 2006. 978-3-638-76862-7. 7. Murphet, Julian. â€Å"Brett Easton Elliss American Psycho.† New York: The Continuum international Publishing Group Ltd, 2002. 0-8264-5245-0. 8. Petix, Esther. â€Å"Linguistics, Mechanics, and Metaphysics: A Clockwork Orange.† New York: Chelsea House Publishers, 1987. 0-87754-676-2. 9. Schiel, Anja. Abandon All Hope: Consumerism and Loss of Identity in Brett Easton Ellis’s American Psycho.† Norderstedt, Germany: Druck und Bindung, 2005. 978-3-638-93642-2 10. Tanner, Laura. â€Å"Intimate Violence: Reading Rape and Torture in 20th-Century Fiction.† USA: The Association of American University Presses Resolution, 1994. 0-253-35648-2. 11. Tighe, Carl. Writing and Responsibility. London. Routledge, 2005. 9780415345637 12. Torrey, Beef and Simonson, Kevin. Conversations with Hunter S. Thompson. Mississippi: University Press of Mississippi, 2008. 978-1-934110-76-8 13. Trawers, Martin. European Literature from Romanticism to Postmodernism: A Reader in Aesthetic Practice. New York: Continuum, 2001. 0-8264-9098-0.