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      "body": "<html>\n<p>One of the best place to visit near to Kathmandu is <strong>Godawari. Godawari</strong> is a southern town in <a href=\"https://en.wikipedia.org/wiki/Godawari_Municipality\">Godawari Municipality</a> in <a href=\"https://en.wikipedia.org/wiki/Lalitpur_District,_Nepal\">Lalitpur District</a> in the <a href=\"https://en.wikipedia.org/wiki/Bagmati_Zone\">Bagmati Zone</a> of central <a href=\"https://en.wikipedia.org/wiki/Nepal\">Nepal</a>. In Dec 2014, <a href=\"https://en.wikipedia.org/wiki/Nepal\">Nepal</a> government merged five <a href=\"https://en.wikipedia.org/wiki/Village_Development_Committees\">Village Development Committees</a> including Godawari to create <a href=\"https://en.wikipedia.org/wiki/Godawari_Municipality\">Godawari Municipality</a>. In 2011, it had a population of 15,572 in 1,825 individual households. It is one of the popular hiking destinations in Nepal for its rich wildlife and splendid environment. Within Nepal, Godawari is also famous for its botanical garden where different plants and trees can be found.&nbsp;</p>\n<p>&nbsp;A <strong>botanical garden</strong> or <strong>botanic garden</strong> is a <a href=\"https://en.wikipedia.org/wiki/Garden\">garden</a> dedicated to the collection, <strong>cultivation</strong> and display of a wide range of plants labelled with their <a href=\"https://en.wikipedia.org/wiki/Botanical_name\">botanical names</a>. It may contain specialist plant collections such as <a href=\"https://en.wikipedia.org/wiki/Cactus\">cacti</a> and other <a href=\"https://en.wikipedia.org/wiki/Succulent_plant\">succulent plants</a>, <a href=\"https://en.wikipedia.org/wiki/Herb_garden\">herb gardens</a>, plants from particular parts of the world, and so on; there may be <a href=\"https://en.wikipedia.org/wiki/Greenhouse\">greenhouses</a>, <a href=\"https://en.wikipedia.org/wiki/Shadehouse\">shadehouses</a>, again with special collections such as <a href=\"https://en.wikipedia.org/wiki/Tropical\">tropical</a> <a href=\"https://en.wikipedia.org/wiki/Plant\">plants</a>, <a href=\"https://en.wikipedia.org/wiki/Alpine_plant\">alpine plants</a>, or other <a href=\"https://en.wikipedia.org/wiki/Exotic_plant\">exotic plants</a>. Visitor services at a botanical garden might include tours, educational displays, <a href=\"https://en.wikipedia.org/wiki/Art_exhibition\">art exhibitions</a>, book rooms, open-air theatrical and musical performances, and other entertainment.&nbsp;</p>\n</html>",
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      "author": "cheetah",
      "body": "Hi! I am a robot. I just upvoted you! I found similar content that readers might be interested in:\nhttp://www.yourarticlelibrary.com/insurance/7-most-important-principles-of-insurance/7536/",
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      "author": "barteksiama",
      "body": "Well that can be useful to know... I am resteeming your post and follow your account :). Please follow me @barteksiama.",
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      "body": "Interesting, thanks for sharing upvoted and followed",
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      "author": "steemitboard",
      "body": "Congratulations @basant77! You have completed some achievement on Steemit and have been rewarded with new badge(s) :\n\n[![](https://steemitimages.com/70x80/http://steemitboard.com/notifications/firstpost.png)](http://steemitboard.com/@basant77) You published your First Post\n[![](https://steemitimages.com/70x80/http://steemitboard.com/notifications/firstvote.png)](http://steemitboard.com/@basant77) You made your First Vote\n[![](https://steemitimages.com/70x80/http://steemitboard.com/notifications/firstvoted.png)](http://steemitboard.com/@basant77) You got a First Vote\n\nClick on any badge to view your own Board of Honor on SteemitBoard.\nFor more information about SteemitBoard, click [here](https://steemit.com/@steemitboard)\n\nIf you no longer want to receive notifications, reply to this comment with the word `STOP`\n\n> By upvoting this notification, you can help all Steemit users. Learn how [here](https://steemit.com/steemitboard/@steemitboard/http-i-cubeupload-com-7ciqeo-png)!",
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      "body": "<html>\n<p>&nbsp;&nbsp;<strong>1. Nature of contract</strong>: Nature of contract is a fundamental principle of insurance contract. An insurance contract comes into existence when one party makes an offer or proposal of a contract and the other party accepts the proposal. A contract should be simple to be a valid contract. The person entering into a contract should enter with his free consent.&nbsp;</p>\n<p><strong>2. Principal of utmost good faith</strong>: Under this insurance contract both the parties should have faith over each other. As a client it is the duty of the insured to disclose all the facts to the insurance company. Any fraud or misrepresentation of facts can result into cancellation of the contract.&nbsp;</p>\n<p><strong>3. Principle of Insurable interest</strong>: Under this principle of insurance, the insured must have interest in the subject matter of the insurance. Absence of insurance makes the contract null and void. If there is no insurable interest, an insurance company will not issue a policy. An insurable interest must exist at the time of the purchase of the insurance. For example, a creditor has an insurable interest in the life of a debtor, A person is considered to have an unlimited interest in the life of their spouse etc.&nbsp;</p>\n<p><strong>4. Principle of indemnity</strong>: Indemnity means security or compensation against loss or damage. The principle of indemnity is such principle of insurance stating that an insured may not be compensated by the insurance company in an amount exceeding the insured’s economic loss. In type of insurance the insured would be compensation with the amount equivalent to the actual loss and not the amount exceeding the loss. This is a regulatory principal. This principle is observed more strictly in property insurance than in life insurance. The purpose of this principle is to set back the insured to the same financial position that existed before the loss or damage occurred.</p>\n<p><strong>5. Principal of subrogation</strong>: The principle of subrogation enables the insured to claim the amount from the third party responsible for the loss. It allows the insurer to pursue legal methods to recover the amount of loss, For example, if you get injured in a road accident, due to reckless driving of a third party, the insurance company will compensate your loss and will also sue the third party to recover the money paid as claim.&nbsp;</p>\n<p><strong>6. Double insurance</strong>: Double insurance denotes insurance of same subject matter with two different companies or with the same company under two different policies. Insurance is possible in case of indemnity contract like fire, marine and property insurance. Double insurance policy is adopted where the financial position of the insurer is doubtful. The insured cannot recover more than the actual loss and cannot claim the whole amount from both the insurers.&nbsp;</p>\n<p><strong>7. Principle of proximate cause</strong>: Proximate cause literally means the ‘nearest cause’ or ‘direct cause’. This principle is applicable when the loss is the result of two or more causes. The proximate cause means; the most dominant and most effective cause of loss is considered. This principle is applicable when there are series of causes of damage or loss. &nbsp;&nbsp;&nbsp;</p>\n</html>",
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      "body": "<html>\n<p>&nbsp;&nbsp;Pooling arrangement means sharing loss and risks equally or split evenly any accident costs. As a result pooling arrangements reduce risks (standard deviation) for each participant. In pooling arrangements the average loss is paid by each person. &nbsp;&nbsp;</p>\n<p>The probability distribution of accident costs facing each person is reduced by pooling arrangements. The pooling arrangement decreases the probabilities of the extreme outcomes. In pooling arrangements each person’s risk is reduced but each person’s expected accident cost is unchanged.&nbsp;</p>\n<p>&nbsp;&nbsp;The pooling arrangement reduces risks through diversification. In pooling arrangements, the cost has become more predictable. Normally the average loss is much more predictable than each individual’s loss. &nbsp;&nbsp;&nbsp;</p>\n<p>Pooling arrangement also decreases the additional risks by adding people. By adding more people the probability distribution of each person accident cost will continue to be changed. In all the factors being held constant the risk that can be reduced through pooling arrangement increases as the number of participant’s increases. In this case the pooling arrangement decreases risk for each participant. The probability distribution would become more and more bell shaped if more participants are added. &nbsp;&nbsp;</p>\n</html>",
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      "author": "mybrp",
      "body": "Thanks for sharing .\nwe can **mutually benefit following & upvoting each others post**.\nmy blogs are related to **_Yoga ,Ayurveda ,Personal dev,The3 things & crypto_**.I am sure you will like them.\n**have upvoted  above post** .\nwaiting for  you coming to **my Small home of wellness** .",
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      "body": "<html>\n<p>A <a href=\"http://newsignature.com/articles/holistic-crm/\">CRM system is a sound business strategy</a> for banks to help create brand value and identify and understand their customers’ needs by providing targeted, timely and relevant information that can add value to their customers. CRM systems provide tools that can segment, and deliver the right service, at the right time, by acting on dynamic customer information. This allows the ability to track and build strong relationships with profitable customers and identify specific products and services that can benefit customers. Outcomes of all activities can be tracked and measured; CRM dashboards acting as business decision support systems are the perfect place to present measurements and outcomes. &nbsp;</p>\n</html>",
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      "body": "<html>\n<p>The term ‘Internet Banking in Nepal’ can be defined as net banking or ebanking in Nepal. Net banking is a system of banking in which customer can view their accounts details, pay bills and transfer money by means of internet. Bank have focused on the ebanking, internet banking, electronic banking, phone banking, mobile banking, ATMs banking in context to Nepal country.&nbsp;</p>\n<p>E-Banking/ Online Banking- &nbsp;Online banking, also known as internet banking, e-banking or virtual banking, is an electronic payment system that enables customers of a bank or other financial institution to conduct a range of financial transactions through the financial institution's website. The online banking system will typically connect to or be part of the core banking system operated by a bank and is in contrast to branch banking which was the traditional way customers accessed banking services. &nbsp;&nbsp;&nbsp;</p>\n<p>Mobile Banking- Mobile banking is a service provided by a bank or other financial institution that allows its customers to conduct a range of financial transactions remotely using a mobile device such as a mobile phone or tablet, and using software, usually called an app, provided by the financial institution for the purpose. Mobile banking is usually available on a 24-hour basis. Some financial institutions have restrictions on which accounts may be accessed through mobile banking, as well as a limit on the amount that can be transacted. &nbsp;&nbsp;</p>\n<p>ATM Banking- A cash machine, also known as an automated teller machine (ATM) automated banking machine (ABM ) cashpoint, cashline, minibank, bankomat or colloquially hole in the wall (British English) is an electronic telecommunications device that enables the customers of a financial institution to perform financial transactions, particularly cash withdrawal, without the need for a human cashier, clerk or bank teller.&nbsp;</p>\n<p>Using a cash machine, customers can access their bank deposit or credit accounts in order to make a variety of transactions such as cash withdrawals, check balances, or credit mobile phones. If the currency being withdrawn from the cash machine is different from that in which the bank account is denominated the money will be converted at an official exchange rate. Thus, cash machines often provide the best possible exchange rates for foreign travellers, and are widely used for this purpose. &nbsp;&nbsp;</p>\n</html>",
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      "body": "<html>\n<p>Acquisition: When one company, the acquirer, purchases and absorbs the operations of another, the acquired. &nbsp;</p>\n<p>Balance scorecard: Balanced scorecard methodology is an analysis technique designed to translate an organization's mission statement and overall business strategy into specific, quantifiable goals and to monitor the organization's performance in terms of achieving these goals.&nbsp;</p>\n<p>Barriers to Entry/Exit: Economic or other characteristics of a marketplace that make it difficult for new firms to enter or exit. Examples include: economies of scale; product differentiation; capital requirements; cost disadvantages other than size; access to distribution channels; government policy; etc. &nbsp;</p>\n<p>BCG matrix: AKA Boston Consulting Group analysis, portfolio diagram is a chart that was created by Bruce D. Henderson for the Boston Consulting Group in 1970 to help corporations to analyse their business units, that is, their product lines. This helps the company allocate resources and is used as an analytical tool in brand marketing, product management, strategic management, and portfolio analysis&nbsp;</p>\n<p>Benchmarking: An analysis of competitor strengths and weaknesses; used to evaluate a firm’s relative competitive position, opportunities or improving, and success/failure in achieving such improvement. &nbsp;</p>\n<p>Best Practices: The business methods and procedures utilized by firms considered the leader in an industry. &nbsp;</p>\n<p>Blue ocean strategy: Create uncontested market space, Make the competition irrelevant, Create and capture new demand and Break the value-cost trade-off&nbsp;</p>\n<p>Business Model: A company’s business model is management’s storyline for how the strategy will be a money maker. &nbsp;</p>\n<p>Company Culture: The mix of important assumptions shared by members of an organization; may be explicit or implicit, usually determined by the business environment of a firm’s industry; the prior experience of employees in other firms, professions, communities, etc; and the experiences that the employees share in their everyday work environment within the firm. &nbsp;</p>\n<p>Company Mission: The unique purpose of a firm that sets it apart from firms of its type; identifies scope of operations including markets, customers, products, distribution, technology, etc. in manner that reflects values and priorities of the firm’s strategies. &nbsp;Competitive Advantage: Advantages that a firm has over its competitors&nbsp;</p>\n<p>Competitive Position: The position that a firm has or wishes to achieve within its industry as measured against its competition. &nbsp;&nbsp;</p>\n<p>Competitive Reaction: Anticipated reaction of competition to a firm’s strategic initiatives. &nbsp;</p>\n<p>Concentric Diversification: A strategy of growing a firm by acquiring other firms which are similar to and synergetic with the acquiring firm in terms of markets, products, or technology. See also Conglomerate Diversification. &nbsp;</p>\n<p>Conglomerate Diversification: A strategy of growing a firm by acquiring other firms for investment purposes; usually little or no anticipated synergy with the acquired firm. See also Concentric Diversification. &nbsp;</p>\n<p>Consolidation: The merger of business units and/or property portfolios. &nbsp;</p>\n<p>Core Competencies: The competencies of a firm required to fulfil its value proposition with its customers; competencies may be competitively unique to an industry but not necessarily a single firm. See also Competencies, Non-Core Activities, Value Proposition. &nbsp;</p>\n<p>Cost Advantage (Disadvantage): Operating advantage enjoyed by an entrenched firm, which would be difficult for entering firms to capture, regardless of size. May relate to patent protection, proprietary technology, &nbsp;learning curve, experience curve, government subsidies, favorable locations or access to key raw materials. &nbsp;</p>\n<p>Differentiation Strategy: One of three generic strategies in which a firm strives to create and market unique products/services for various customer groups. See also Focus Strategy and Low Cost Strategy. &nbsp;</p>\n<p>Diseconomy of Scale: When a company has become so large that additional production creates reduced marginal revenue. See also Economy of Scale. &nbsp;</p>\n<p>Distinctive Competence: A competence that provides a firm with a competitive advantage in the marketplace. &nbsp;</p>\n<p>Distribution Channel: The means by which products or services are moved from production to customer. &nbsp;</p>\n<p>Diversification Strategy: Diversification is a corporate strategy to enter into a new market or industry which the business is not currently in, whilst also creating a new product for that new market.&nbsp;</p>\n<p>Diversified Company: A company that has enough different products so it does not depend on success of one product or type of product. &nbsp;</p>\n<p>Divestiture: The sale of all or major part of a firm. &nbsp;Divisional structure: The divisional structure is a type of organizational structure that groups each organizational function into a division. These divisions can correspond to either products or geographies&nbsp;</p>\n<p>Driving Forces: The most dominate forces because they have the biggest influence on what kinds of changes will take place in the industry’s structure and competitive environment. &nbsp;</p>\n<p>Early Entrants: Firms entering new markets or developing new products before other firms. (Also known as “first mover”) See also Late Entrants. Economy of Scale: A reduction in costs through larger operating units, spreading fixed costs over large numbers of items/units. See also Diseconomy of Scale. &nbsp;</p>\n<p>Emerging Industry: A newly formed or restructured industry growing faster than the overall economy. Usually created by changing customer needs, technological change or other socioeconomic conditions. See also Mature Industry. &nbsp;</p>\n<p>Exit Strategy: Exit strategy or exit plan is a way to transition the ownership of a company to another company (e.g. through a merger or acquisition)&nbsp;</p>\n<p>External Environment: The conditions and forces that define a firm’s competitive position and influences its strategic options. Also called Competitive Environment. &nbsp;Financial Objectives: Concerned with the financial results and outcomes the management wants the organizations to receive. Ex: earnings/growth/stock price. &nbsp;</p>\n<p>Five Competitive Forces: A tool that helps diagnose the principle competitive forces in the market and assess how important each one is: - The rivalry among competitive sellers in the industry - The potential entry of new competitors - The market attempts of companies in other industries to win customers to their own substitute products - The competitive pressures from sellers - The competitive pressure from buyers &nbsp;</p>\n<p>Flat Organization: An organizational structure in which most middle management functions are eliminated, allowing senior management to have greater exposure to customers and to those in the organization that deal with customers. See also Flat and Matrix Organizations. &nbsp;</p>\n<p>Focus Strategy: One of three generic strategies in which a firm tries to appeal to one or more customer groups focusing on their cost or differentiation concerns. See also Low Cost Strategy and Differentiation Strategy.&nbsp;</p>\n<p>Focused (Market Niche) Strategy Based on Lower Cost: Concentrating on a narrow buyer segment and out competing rivals by serving niche members at lower cost than rivals. &nbsp;</p>\n<p>Functional Organization: An organizational structure along functional lines (e.g. marketing, acquisition, asset management, development, finance and accounting, etc.) See also Flat and Matrix Organizations. .&nbsp;</p>\n<p>Functional Strategies: Strategies for each firm’s function or division; integrates into Grand Strategy and ties to Long-Term Objectives. See Grand Strategy; Long-Term Objectives. &nbsp;</p>\n<p>Functional structure: A functional organization is a common type of organizational structure in which the organization is divided into smaller groups based on specialized functional areas, such as IT, finance, or marketing.&nbsp;</p>\n<p>GE 9 cell model: GE nine-box matrix is a strategy tool that offers a systematic approach for the multi business enterprises to prioritize their investments among the various business units. It is a framework that evaluates business portfolio and &nbsp;provides further strategic implications.&nbsp;</p>\n<p>Generic Strategies: Three approaches to strategic planning based on different fundamental ideas about how to appeal to the customer. See Low Cost Strategy, Differentiation Strategy, and Focus Strategy. &nbsp;</p>\n<p>Grand Strategy: A firm’s comprehensive plan of key actions by which it plans to achieve it Long-Term Objectives; usually considers factors such as market development, product development, innovation, horizontal and/or vertical integration, diversification, joint ventures and strategic alliances, turnaround, divestiture, liquidation, etc. &nbsp;</p>\n<p>Growth Industry: An industry growing at the same rate as the nation’s economy. &nbsp;</p>\n<p>Growth Strategy: Strategy aimed at winning larger market share, even at the expense of short-term earnings. Four broad growth strategies are diversification, product development, market penetration, and market development.&nbsp;</p>\n<p>Horizontal Integration: The acquisition of similar firms operating at the same stage of the production/marketing chain as the acquiring firm. Utilized to expand into new markets and/or eliminate competition.&nbsp;</p>\n<p>See also Vertical Integration. &nbsp;Joint Venture: A third party commercial operation established by two or more firms to pursue a particular market, resource supply, or other business opportunity. Created and operated for the benefit of the co-owners. &nbsp;</p>\n<p>Key Success Factors: The product attributes, competencies, competitive capabilities and market achievements with the direct bearing on company profitability. &nbsp;</p>\n<p>Late Entrants: Firms entering new markets or developing new products after they have been established by other firms. Also called Latecomers. See also Early Entrants. &nbsp;</p>\n<p>Leapfrogging: Establishing entirely new competitive space in which a firm is not only a leader but establishes most, if not all, of the standards by which other firms in its industry are measured. &nbsp;</p>\n<p>Long-Term Objectives: A firm’s intended performance over a multi-year period of time; usually includes measures such as competitive position profitability, return on investment, technology leadership, productivity, employee relations and development, public responsibility.&nbsp;</p>\n<p>See also Short-Term Objectives. &nbsp;Low Cost Strategy: One of three generic strategies in which a firm attempts to establish itself as the cost leader in the industry. See also Focus Strategy and Differentiation Strategy. &nbsp;Macro environment: All relevant forces outside company boundaries that are important enough to affect the company’s business model strategies. - The economy at large - Legislations and regulations - Population and demographics - Societal values and lifestyles - Technology - Immediate industry and competitive environment &nbsp;</p>\n<p>Market Leader: the Company that has control over a certain market. &nbsp;</p>\n<p>Market Share: The revenues generated by a firm as a percentage of total revenues; usually measured by industries, markets, or products. &nbsp;</p>\n<p>Matrix Organization: An organizational structure which delegates power to independent operating units which then rely on centralized corporate facilities for functional support. See also Flat and Matrix Organizations. &nbsp;</p>\n<p>Matrix structure: a hybrid of divisional and functional structure. Typically used in large multinational companies, the matrix structure allows for the benefits of functional and divisional structures to exist in one organization.&nbsp;</p>\n<p>Mature Industry: An industry growing slower than the overall economy or actually declining. See also Emerging Industry. &nbsp;</p>\n<p>Mckinsey’s 7s framework: The 7S framework of McKinsey is a Value Based Management (VBM) model that describes how one can holistically and effectively organize a company. Together these factors determine the way in which a corporation operates. Shared Value.&nbsp;</p>\n<p>The interconnecting center of McKinsey's model is: Shared Values Merger: Combination and pooling of equal companies, with the newly created company often taking on a new name. &nbsp;Mission: A Mission Statement defines the company's business, its objectives and its approach to reach those objectives&nbsp;</p>\n<p>Network structure: The network structure is a newer type of organizational structure viewed as less hierarchical (i.e., more \"flat\"), more decentralized, and more flexible than other structures. In a network structure, managers coordinate and control relationships that are both internal and external to the firm.&nbsp;</p>\n<p>Not-for-profit organizations: a type of organization that does not earn profits for its owners. All of the money earned by or donated to a not for profit organization is used in pursuing the organization's objectives. Typically not for profit organizations are charities or other types of public service organizations&nbsp;</p>\n<p>Outcomes: Results arising from management actions. &nbsp;Outsourcing: Contracting and activity to another firm. &nbsp;</p>\n<p>Partnerships: Entails forming a new corporate entity owned by partners that can be terminated whenever one of the partners choose. &nbsp;</p>\n<p>Portfolio Approach: A method of looking at each of the “businesses” of a firm as elements in a total portfolio. &nbsp;</p>\n<p>Product Life Cycle Analysis: A forecasting technique which analyzes/predicts the performance of a product/service during each stage of its development. &nbsp;Red ocean Strategy: Compete in existing market space, Exploit existing demand, Beat the competition and make the value-cost trade-off. &nbsp;. Retrenchment Response: In a turnaround situation, cost cutting and asset reduction to improve a firm’s fortunes. &nbsp;</p>\n<p>Retrenchment Strategy: The Retrenchment Strategy is adopted when an organization aims at reducing its one or more business operations with the view to cut expenses and reach to a more stable financial position&nbsp;</p>\n<p>SBU structure: Organizational structure based on strategic business units (SBUs) is one of the types of formal organizational structure. They are usually used for large enterprises operating in various fields - such as corporations operating in many markets in many countries.&nbsp;</p>\n<p>Short-Term Objectives: Usually one year objectives sometimes known as Annual Objectives. They often coincide with Long-Term Objectives; they usually indicate the speed at which management wants the organization to progress. See also Long-Term Objectives. &nbsp;</p>\n<p>Stability Strategy: A stability strategy is a corporate level strategy,which means it is a strategy formed that determines the overall scope and direction of the corporation as a whole, and the way in which its various business operations work together to achieve particular goals.&nbsp;</p>\n<p>Stakeholder: A person, group, or business that has an interest in the outcomes of a firm’s operations. &nbsp;Strategic Advantage: See Competitive Advantage. &nbsp;</p>\n<p>Strategic Alliances: Cooperative agreements between firms that go beyond normal company-to-company dealings but fall short of merger or full joint venture partnership with formal ownership ties. &nbsp;</p>\n<p>Strategic Analysis: Contrasts a firm’s Company Profile with its External Environment to identify a range of possible strategic alternatives; screened against the Company Mission statement to determine desired opportunities. &nbsp;</p>\n<p>Strategic Business Units: The organization of a firm by “groups” of divisions that serve similar strategic interests of the firm. Utilized by larger firms with multiple divisions. &nbsp;</p>\n<p>Strategic Decisions: Management decisions related to the future of a firm’s operations; made at the corporate, business, functional, and individual level. &nbsp;</p>\n<p>Strategic Intent: a compelling statement about where an organization is going that succinctly conveys a sense of what that organization wants to achieve in the long term. Strategic Management- Consists of 5 Interrelated Managerial Tasks: 1. Develop a Strategic Vision 2. Set Objectives 3. Craft a Strategy 4. Implement and Execute the Strategy 5. Evaluate Performance, Monitoring New Development and Initiating Corrective Adjustment. &nbsp;Strategic Vision: the Company’s direction and future product/customer/market/technology focus. &nbsp;</p>\n<p>Strength: A skill, resource, or other advantage that a firm has relative to its competitors that is important to serving the needs of customers in its marketplace. See also Weakness. &nbsp;</p>\n<p>Sustainable Competitive Advantage: Competitive advantages that can be maintained over a fairly long period of time. See also Competitive Advantage. &nbsp;</p>\n<p>Switching Costs: The costs incurred by a customer in changing from one firm to another to meet their requirements. &nbsp;</p>\n<p>Trend Extrapolation: A forecasting technique utilizing linear or exponential smoothing or averaging of historical values. &nbsp;</p>\n<p>Turnaround Strategy: Turnaround strategy is a revival measure for overcoming the problem of industrial sickness. It is a strategy to convert a loss making industrial unit to a profitable one..&nbsp;</p>\n<p>Value-Chain: Separate activities, function and business processes that are performed in designing, producing, marketing, deliveries, and supporting a product or service. &nbsp;</p>\n<p>Vertical Integration: The acquisition of suppliers (backward integration) or distributors (forward integration). Utilized to expand operations, achieve greater market share, increase the efficiency of capital, and/or improve economies of scale. See also Horizontal Integration. &nbsp;</p>\n<p>Vision: A Vision Statement describes the desired future position of the company. Elements of Mission and Vision Statements are often combined to provide a statement of the company's purposes, goals and values.&nbsp;</p>\n<p>Weakness: A limitation or lack of skills, resources, or capabilities that impedes a firm’s effective performance. &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;�*</p>\n</html>",
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      "author": "wethesheeple1776",
      "body": "Great info. I didn't know a lot of those benefits, but I have been doing it in the morning to help wake me up.",
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      "body": "It is popular in Japan and Nepal today to drink water immediately after waking up every morning. Furthermore, scientific tests have proven its value. We publish below a description of use of water for our readers. For old and serious diseases as well as modern illnesses the water treatment had been found successful by a Japanese medical society as a 100% cure for the following diseases:\n\nHeadache, body ache, heart system, arthritis, fast heart beat, epilepsy, excess fatness, bronchitis asthma, TB, meningitis, kidney and urine diseases, vomiting, gastritis, diarrhea, piles, diabetes, constipation, all eye diseases, womb, cancer and menstrual disorders, ear nose and throat diseases.\n\nMETHOD OF TREATMENT\n1. As you wake up in the morning before brushing teeth, drink 4 x 160ml glasses of water\n\n2. Brush and clean the mouth but do not eat or drink anything for 45 minute\n\n3. After 45 minutes you may eat and drink as normal.\n\n4. After 15 minutes of breakfast, lunch and dinner do not eat or drink anything for 2 hours\n\n5. Those who are old or sick and are unable to drink 4 glasses of water at the beginning may commence by taking little water and gradually increase it to 4 glasses per day.\n\n6. The above method of treatment will cure diseases of the sick and others can enjoy a healthy life.\n\nThe following list gives the number of days of treatment required to cure/control/reduce main diseases:\n1. High Blood Pressure (30 days)\n2. Gastric (10 days)\n3. Diabetes (30 days)\n4. Constipation (10 days)\n5. Cancer (180 days)\n6. TB (90 days)\n7. Arthritis patients should follow the above treatment only for 3 days in the 1st week, and from 2nd week onwards – daily.\n\nThis treatment method has no side effects, however at the commencement of treatment you may have to urinate a few times.\nIt is better if we continue this and make this procedure as a routine work in our life. Drink Water and Stay healthy and Active.\n\nThis makes sense. The Chinese and Japanese drink hot tea with their meals not cold water. Maybe it is time we adopt their drinking habit while eating!!! Nothing to lose, everything to gain......\n\nFor those who like to drink cold water, this article is applicable to you.\nIt is nice to have a cup of cold drink after a meal. However, the cold water will solidify the oily stuff that you have just consumed. It will slow down the digestion.\n\nOnce this 'sludge' reacts with the acid, it will break down and be absorbed by the intestine faster than the solid food. It will line the intestine.\nVery soon, this will turn into fats and lead to cancer. It is best to drink hot soup or warm water after a meal.\n\nA serious note about heart attacks:\n\n• Women should know that not every heart attack symptom is going to be the left arm hurting,\n• Be aware of intense pain in the jaw line.\n• You may never have the first chest pain during the course of a heart attack.\n• Nausea and intense sweating are also common symptoms.\n• 60% of people who have a heart attack while they are asleep do not wake up.\n• Pain in the jaw can wake you from a sound sleep. Let's be careful and be aware. The more we know, the better chance we could survive...\nA cardiologist says if everyone who gets this mail sends it to everyone they know, you can be sure that we'll save at least one life.\nPlease be a true friend and send this article to all your friends you care about.",
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