Internal And External Conflict In Much Ado About Nothing...

For a text to be successful, characters must experience internal and external conflict. This is because internal conflict makes a character believable and relatable, whereas external conflict makes the plot engaging and increases tension. This is shown through Shakespeare’s ‘Much Ado About Nothing’. Benedick experiences both internal and external conflict, which successfully makes him an engaging character and increases the tension that the audience experiences. Benedick is the willful lord who recently returned from fighting wars and vowed never to marry. At the start of the play, Benedick encounters a main character, Beatrice. Benedick and Beatrice have a â€Å"merry war† between them as they appear to verbally attack each other at every†¦show more content†¦The fact that he is going against his reputation, which includes his vow never to marry, leads us to think that we need to overcome our own pride before we are able to be worthy of another person’s love and loyalty. Contrasting to the internal conflict of Benedick, when he learns Beatrice loves him, he immediately says, â€Å"Love me? Why, it must be requited.† The audience s reaction from this seems that Benedick may have experienced internal conflict when they argued as he had feelings for h er. Another intrusion of internal conflict Benedick faces, is with his good friend Claudio. Benedick and Claudio are close friends with their mutual reliance forged in war. However, tension begins to rise when Benedick is torn between his love for Beatrice and his friendship with Claudio, but Beatrice wins. Shakespeare does this to further develop the significance of love and how it can overrule friendship. Claudio is good friends with Benedick, yet Benedick is willing to sacrifice his long term relationship with Claudio for his lover, Beatrice. This is shown through, â€Å"Enough, I am engaged. I will challenge him†. Benedick is willing to challenge Claudio to satisfy Beatrice. From this, the audience is kept engaged with the text and Benedick as a character. He has shown to continuously change his motives as in the beginning, he wished not to marry, yet now he does. Ultimately, his external and internal conflict amplified tension that the audience experienced,Show MoreRelat edevery day use3221 Words   |  13 Pagesï » ¿ Your name Course and section number Date Paper draft (for example, Paper #1 Draft A or In-class Essay #2) On subsequent pages, in the upper right corner write: The paper s title Your name Page number Character analysis of the story â€Å"Everyday Use† by Alice Walker 1) Pay attention to the character’s ethics. Does the character make just or unjust choices? Consider Atticus Finch in Harper Lee’s ToRead MoreGp Essay Mainpoints24643 Words   |  99 Pages GP NOTES 2010 (ESSAY) Content Page 1. Media a. New vs. Traditional b. New: narcissistic? c. Government Censorship d. Profit-driven Media e. Advertising f. Private life of public figures g. Celebrity as a role model h. Blame media for our problems i. Power + Responsibility of Media j. Media ethics k. New Media and Democracy 2. Science/Tech a. Science and Ethics b. Government and scientist role in science c. Rely too much on technology? d. Nuclear technologyRead MoreDiscuss the Importance of Non Verbal Communication to Education24125 Words   |  97 PagesRural Poverty Portal * Contact us * Employment scam * Site map * Copyright * Subscribe * What s new * Accessibility ------------------------------------------------- Top of Form Search Bottom of Form * Home * About * Operations * Development effectiveness * Evaluation * From the field * Partners * Topics * Newsroom * Events * Documents amp; publications * Photos * Videos * Jobs * Operations * Project cycle

Jet Blue Airways Case Study Free Essays

Crafting and Executing Strategy Jet Blue Airways case study In 2008 businesses began to cut back on employee travel, and consumers tried to save money and used stay-cations instead of vacations, during a summer the U. S. economy slowed and oil prices rose; jet fuel prices went through the roof as a result. We will write a custom essay sample on Jet Blue Airways Case Study or any similar topic only for you Order Now to offset the higher fuel costs, airlines began increasing revenues by means such as: fuel surcharges, charges for the first checked bag, charging for blankets, pillows, and headphones, and finally lowering wages and grounding airplanes. Some airlines didn’t survive, some decided to form a merger to try to buoy the rising costs. Beyond cost, there was the prospect of increasing competition, shortages in pilots, flying schools lacked instructors, and labor costs. Some companies as a result of the impact of these new changes employed a new tactic of their own: large airlines would steal pilots from smaller companies, luring them with better pay and benefits. JetBlue’s strategy was to be a company that would combine the low fares of a discount airline carrier with the comforts similar to a den in people’s homes. Passengers could save money while they ate gourmet snacks, sat in leather seats, and watched television. The goal overall, was to bring humanity back to air travel. 3. Discuss Jet Blue’s financial objectives and whether or not the company has been successful in achieving these objectives. JetBlue was a discount airline carrier, offering passengers low fares, point to point systems, and maintained quick turnaround times at airports. Its operating costs were low, especially in comparison to other major airlines. The company’s turnaround time was 20-30 minutes, because they did not serve meals, meaning they did not have to wait for catering services; flight attendants stowed carry-on bags in overhead bins, and everyone on staff helped to throw away the trash after each flight. The company’s organizational culture was a strong one, and it achieved extraordinary results by implementing five steps: defining the company values, hire employees that mirrored company values, exceed employee xpectations, listen to customers, and create the organizational culture. First step; defining the company’s values: safety, caring, integrity, fun and passion. These values guided the decision making process for employees. Safety was a number one priority, and to exhibit their commitment to safety, JetBlue teamed up with Medaire Inc. , so that crew members could immediately consult with land based physicians anytime a passenger fell ill; it was also the first airline to install Kevlar cockpit doors and surveillance cameras. Step two was to hire employees that mirrored the company’s values. During the hiring process, JetBlue wanted to hear that a candidate had done something special for someone else. The third and fourth steps involved ensuring that the company continued to exceed employee expectations and to ensure that it listened to its customers. The final step in creating the company’s organizational culture was to create a culture of excellence; the company had to continually improve its services and set itself apart from its competitors. Jet Blue’s strategies for 2008 and beyond included following several new strategies: To reevaluate the ways the company was using its assets, reduce capacity and cut costs, raise fares and grow in select markets, offer improved services for corporations and business travelers, form strategic partnerships, and increase ancillary revenues. (Thompson, Jr. , Strickland, III. , Gamble, 2010). During the deployment of these strategies, Jet Blue further laid out their plans. To reduce capacity and cut costs, JetBlue agreed to sell nine used Airbus A320s in 2008, which netted a cash gain of $100 million. The company delayed the delivery of 21 new Airbus A320s, which were scheduled for 2009-2011, to 2014 and 2015. This allowed JetBlue to put off payment for the airplanes, and save on operating expenses. (Thompson, Jr. , et al; C-72). The company suspended service in and out of several states, and cancelled plans for service between Los Angeles International Airport and Boston and New York. Doing so helped save money on fuel expenses. JetBlue started to employ their plan to grow in selective markets, and raise its fares. In March 2008, JetBlue announced that Orlando would become a focus city, and that it would open service between Orlando and Cancun, Mexico, as well as Orlando and Santo Domingo, Dominican Republic. This would become tentatively approved to be Orlando’s only service to South America. Also in March 2008, JetBlue’s average one-way fare reached a high of $138. This was still very competitive with other airline carriers. According to the U. S. Department of Transportation, the average domestic fare in 2007 was $331. JetBlue made efforts to appeal to business travelers by introducing refundable fares, and allowed corporate meeting planners to receive meeting specific discounts as well as a complimentary travel certificate for every 40 customers booked to the same event destination. The company entered into a five-year agreement with Expedia Inc. to reach leisure travelers. The goal of forming strategic partnerships was achieved when it developed an agreement with Aer Lingus that let passengers make a single reservation between Ireland and 40 different destinations in the U. S, via JetBlue’s hub John F Kennedy international airport. It also developed a marketing partnership with the Massachusetts based Cape Air, so passengers could transfer between the two carriers to get to places such as Hyannis, Nantucket, and Martha’s Vineyard. References http://www. flightglobal. com/news/articles/interview-jetblue-chief-executive-dave-barger-345289/ How to cite Jet Blue Airways Case Study, Free Case study samples

Global Entrepreneurship and Development

Question: Discuss about the Global Entrepreneurship and Development. Answer: Introduction Nepal`s handicrafts industry has been growing and achieving milestones since the stone age. With a diversification in culture, the religion of the people greatly influenced the making of these goods. Originality in production and being rare of its kind, the country has manifested in an export of these products over the last few years. Further, the government promotes the idea of manufacturing handicrafts to provide job opportunities to the population and also safeguard the heritage of the nation. Along with meeting domestic demands, these exclusive products have emerged as one of Nepal`s most profiting exporting industry. The project discusses exports of Nepalese art and craft to Australia. The large country providing a home to a small number of people has actively interacted with Nepal to facilitate an inflow of handcrafted products. Analysing Australia, it is noticed that the market produces and supplies its customer with goods that perfectly meet their demand. Handicrafts for Nepal is typically divided into two types, textile and non-textile segments. According to Munemo (2014), the export of goods to Australia has not only benefitted Nepal financially but also in many other ways. Unlike the slow-developing country, Australia is fast and rapidly changing, every day becoming more developed. Despite possessing large capital resources and high technology, the people of the country appeals more to the imported handicrafts as compared to those produced in the nation. For this project, a new entrepreneurship start-up named Himalayan Importers is taken into consideration. The company is a new entrepreneurship looking forward to starting business in Australia. Also, the report focuses on studying the foreign market and implementing strategies to start up and carry a business of handicrafts effectively in the nation. Further, sources of fundraising, a positioning of the business, determining of cost and a system of demand and supply is also taken into consideration. Additionally, the process of SWOT analysis is carried out along with the setting of objectives and mission for the company. Moreover, the report focuses on steps for achieving the goal, lowering of total cost and ultimately maximises profitability for a sustainable future of the business. After a proper technical analysis, financial research and risk study of the company is done to ensure and check the feasibility of the newly set up business. Business Vision The Nepalese handicraft business aims to intervene in the Australian market and provide the people with a high quality and uncommon products. Also, the companies aim for a sustainable future and to be among the leaders with ethical and moral trade practices. Business Mission To achieve the well-developed visions, Himalayan Importers targets to seize the available opportunities in the Australian market. Regarding the steps taken to achieve recognition in the nation, managers plan the following: Provide the citizens with a proper livelihood To promote Nepalese art and culture Gain competitive advantage over existing companies Develop free and fair marketing policies Improve worker and managerial efficiency Lower productions cost and maximise profits. Product Offerings The entrepreneurs immensely studies Australian people in order to find out about their taste and preferences. In addition to a love for fashion, consumers appreciate handcrafted accessories. Himalayan Importers desires to export their Pashmina Cardigan and woollen products like headbands, gloves, woollen shoes, caps, hand covers and jackets. Additionally, the company thinks an export of the Green Bhirab, Stone Earring, Ghau Pendants and Tebetan Rings would also attract customers (Gupta and Sen 2013). Among all other products handcrafted masks gather a special attention because of the nation`s peculiar taste in foreign cultures. Business supervisors also effectively look forward to export bracelets, necklaces and a list of various pashmina goods. Capital Sources Himalayan Importers greatly rely on its shareholders for raising funds. Also with a motive of preserving the country`s cultural values and making them famous in the world, the government tends to supply the business with capital sources to carry out exporting functions. Emerging from Nepal, managers seek to collect money from the visitors for business purpose. Profits from sales in the home country add up to fund rising (Haines 2016). Also, collaborating with Australian art companies or pursuing investors to invest in the company are considered as a last option. Industry Research Nepal is a landlocked country with rich cultural and traditional values. Being the neighbour to India, the nation is among the best producers of handcrafted products in the world. As opined by Pandey and Pandey (2013), as compared to the current situation, the art and craft industry was considered as one of the most advancing economies before the industrial revolution. Recently, with an uplifting in cultural values, there has been a growth in the handicraft industry. In addition to contributing to the GDP, the small-scale business efficiently contributes to the development of the country. Most of the products are manufactured in workshops that are operated by few people. In countries like Nepal, handcrafted products are of great importance as they are the source of foreign currency. Concerning strengthening of the economy, the government promotes a need for exporting for these well-designed and exclusive goods to developed countries. Handicraft businesses of the country are highly labour intensive and mostly located in cottages. Himalayan Importers recognises the huge potential in foreign markets (Bridge and O'Neill 2012). Further the company seeks to employ a large section of the society. Managers greatly seek to maximise profits by exporting to Australia and hope for a safe future. Market Analysis According to Dyster and Meredith (2012), the Australian art and craft market has been facing a wide range of challenges. With a growth of the IT and technological sectors in the country, there has been a sufficient downfall in traditional values of the country. The market has become a money oriented network over time. Although in response to all the negativities, the Australian government has taken an initiative to give the crafts industry a new face thereby attracting more customers. Fluctuations in policies and lack of appreciation for traditional values are the two factors that affected the success of the industry. Historically, a lack of diversity and environment reversal acted as hurdles to its growth. On the other hand, the introduction of innovative education and training centres has created opportunities for expansion of the art industry. Also, the government of Australia has taken part in restoring business conditions. As stated by Kiznyte, Welker and Dechange (2016), the advancement of infrastructure and machinery has also facilitated organisations to build new working models and adapt tactfully to the changing environment. Regarding demands, there has been a sufficient rise as the people of Australia desires a return of retro style in the country. In regions like Sydney and Melbourne, the tourism industry has induced the idea of imported products. Moreover, with a willingness of the people to work in handicraft companies has lead to excellence and innovation (Drucker 2014). Queensland and South Australia organise exhibitions and programs to promote sales in the domestic regions. To attract more customers businesses in Tasmania, Victoria and Western Australia indulge in a mechanical production process. Despite a small size, buyers of the nation aim to maximise the value of cost. Analysing the market it can be seen that with a proper management and high efficiency of the task force there is a great scope for success in the art and craft industry of Australia. Competitor Study Though there exist similar kinds of products, the Nepalese firm aims to sell better goods at a comparatively low price. Setting up of stores in different parts of Australia would consequently lead to a significant rise in demands because of authenticity. In relation to Dyster and Meredith (2012), Australia is known to be one of most rapidly enlarging markets in the world. With an intervention by Himalayan Importers in the foreign industry, the company is expected to face a wide range of competition from many domestic enterprises (Malik et al. 2014). Some of the companies that would influence the performance of the new business are, Handmade Samford, Alive Orange, Seaford Handmade and many others. Further an active part in exhibitions, trade fairs, and craft market would give rise to scopes of rivalry. SWOT Analysis 1. Strengths: a. Large diversification of products b. Strong infrastructure c. Production flexibility d. Increased brand value e. Availability of capital sources 2. Weakness: a. Lack of communication b. Inadaptability to new technology c. Lack of promotion d. Increased transportation cost e. Inadequate data on demand and supply mechanism 3. Opportunities: a. Increase in demand b. Developing fashion sense c. Collaboration chances d. Increase in tourism market 4. Threats: a. High competition level b. Presence of similar goods c. Better technology and RD facility in rival firms d. Increased product prices (Table: SWOT Analysis) (Source: As created by author) The SWOT analysis of Himalayan Importers Pvt. Ltd. provides the management with knowledge of strengths, weaknesses, opportunities and threats for setting up a new business in Australia. The company imports a line of different kinds of authentic products that would grab a special attention of the customers. Though there is a presence of similar kinds of products in the market, the firm channels an exclusive line of goods that is not available in the Australian market (Acs, Szerb and Autio 2016). Further, with a strong infrastructure and an ability to minimise production cost adds to the list of strengths. In comparison to Australian companies the labor-intensive factor and inadaptability to the new technological methods will affect the company`s growth. In addition to the growing opportunities in the foreign market, Himalayan Importers is confronted with various threats as well. A lack of promotion in the increased tourism industry will lead to a downfall of revenue. Additionally, the presence of well-develop RD facilities in rival companies would lower stakeholders interest in the organisation. To benefit most from the foreign country, the brand`s increase in export cost will affect its performance. Australian people aim to maximise utility and find the best value for cost from every commodity they buy. A failure to import according to the environmental or internal changes will act as a weakness and threat of the company (Kuratko 2016). Target Market Himalayan Importers primarily targets the fashion industry of Australia for selling its products. Further with an increase in art institutions the brands hopes to fulfil their demands too. Based on the geographical diversification of the country, managers divide the market into several individual segments depending upon the differences in taste, buying patterns, lifestyle and income levels. In terms of sales, the import company effectively uses exhibitions and programs organised by the government. Moreover, the firm segregates the market into smaller sectors particularly based on the different age groups because of their perception to judge the same commodity differently. According to Mogindol and Bagul (2016), especially with an increase in visitors in Sydney, Melbourne and New South Wales, Himalayan Importers focuses on grabbing their attention in the market. Also, the market study of the country confers that the textile would be benefitted from the firm`s imports. Based on the demographic factors of the country, business managers target customers depending upon their race and religion distinctions. The psychographic variations act as an individual element that affects the target market of the setup firm (Kumar 2014). Products like accessories and fashion appeal to females more than males. Relying on the prices of the goods, supervisors aim to sell goods to people earning less than $50,000 as compared to any other income segments. (Fig: Handicraft purchases by males and females, Australia) (Source: Dyster and Meredith 2012) Marketing Product Himalayan Importers primarily deals in fashion and accessory products. In relation to Yayla (2013), Pashima goods of Nepal are also among its specialisation. A launch of a new business in Australia is a step towards expanding the international business of the company. Apart from dealing in woollen and other seasonal products, the firm has focused to develop several other commodities in order to attract more people of the country. Further to develop a strong competitive advantage over the rival companies, managers aim to import goods that are unique and fulfil consumer demands. Commodities like Conchshell Beads, Crystal Kapala, Om Mane bracelets, prayer wheels, handmade cards, and many others are among options to choose from. Moreover, Mandala art and Mithila Thanka are an addition to art products in the business. Also, the unparallel taste of customers in foreign cultures is met by the company`s introduction of modern stuff. Managers also aim to import status and household merchandises for that would benefit the people of Australia (Baum, Frese and Baron 2014). Pricing The cost of a product plays a vital role in deciding a firm`s future. Himalayan Importers aims to maximise profitability and exert dominance over the market with a well-organized price policy. The company objects to fulfil economies of scale in a bigger and better way. Further, a setting up of a price ceiling will contribute to the efficiency of the marketing mix. Absorption of the bulk buying of art and craft goods from Nepal and its surroundings will lead to minimising of the total cost. According to Kotler et al. (2015), cheap commodities appeal better to the people. Also, the business might take into consideration consumer feedbacks to bring in necessary price alterations. Himalayan Importers focus on selling products ranging from one dollar to hundreds. The company to accomplish the aim of serving all kinds of people takes a deep interest in the pricing of the imported goods (Deegan 2013). Distribution As stated by Wasan and Tripathi (2014), choosing of an active distribution channel is another factor that affects the success of the business. The entrepreneur business being new to the extensive Australian market needs to select best possible channel mix. Despite a small sized country, people are highly reactive to the market. In addition to building up retail stores not only in Sydney, Melbourne and other famous parts of the nation, Himalayan Importers chooses distribution through art exhibitions. Concerning small regions, managers claim to pursue sales through apparel stores and supermarkets. The door to door selling and teleshopping may also be thought to be one of the methods (Dhaouadi, Benmiled and Ghdira 2014). With an ever growing population on the internet, the business is desperate in a collaborating and positioning their goods on most visited Australian shopping websites to maximise profits. Promotion It is important to develop a well-organized promotional plan to voice among all other companies in the market of Australia. Advertisement on televisions and social networking sites can be beneficial for the new business (O'Cass and Heirati 2015). Additionally, personal relationship management, free sampling, word of mouth and similar techniques can be used by the managers. Taking part in educational programs organised by art institutions and letting the people know about Nepal`s cultures would also interest them into purchasing products from the company. In order to improve sales, entrepreneurs might work in cooperation with advertisement experts to bring up new and unique ideas to promote the imported goods. Apart from all the common processes, Himalayan Importers build an extraordinary eye-catching advertisement to introduce new products in the market. (Fig: Advertisement poster of Himalayan Importers) (Source: As created by author) Critical Risks Himalayan Importer's managers need to carry out a risk analysis and take necessary steps towards its elimination. As compared to any other business, foreign importing start-ups are extremely risky. Even though a well-organized marketing is created, the Australian market tends to act differently than studied. There should a zero level developmental risk in the company with the sustainability of working prototypes. Concerning a growth of the business, it takes time in the initial stage and thereby arise financial risk matters (Knnecke 2015). As the importing business greatly depends on its capital sources to import and effectively carry out supply mechanism there should exist a minimal risk tolerance. In terms of revenue and management, Himalayan Importers should function in accordance with the plan. Marketing risks is another element in the analysis that needs to be taken care of. Collaboration with Australian companies in promoting and distribution will cause the plan to perform successfully. Being new to the foreign environment, the import company is likely to be influenced by governmental fiscal policies and tax schemes. Further, with a launch of the company it will be faced by strong competitive risks from the existing handicraft firms. As opined by Bhabra (2014), managers shall abide by the lawful rules and regulations to carry out import on goods in the country and also not face legality risks. Financial Analysis The revenue generation and overall performance of the business depend on the financial analysis and the following assumptions: It will take a period of six months to set up business in Australia. The firm will work for 360 days of a financial year on a daily routine basis. Business is expected to officially start from 1st April 2017. Maximum expected capacity will be 50% in 2017, 60% in 2018 and 75% on 2019 and so on. An amount of Rs. 10, 20,000 will be divided among employees as salary. Administration expenses should not exceed Rs. 4, 00,000 annually. Loans from government and bank should be treated as first priority when paying off liabilities. Depreciation rates for the firm will be: Building : 2.23% Plant and Machinery : 7.66% Fixed Assets : 4.00% Supplier credit facility will be for 20 days. Import taxes rate is 33.75% per annum. In the case of insolvency, partner`s personal assets are to be brought in for payment of liabilities. Cost of Project Particulars Cost (Rs.) Land Development 10,68,900 Head Office 9,98,750 Retail Stores 16,02,600 Fixed Assets 5,00,000 Preoperative Expenses 6,41,500 Preliminary Expenses 2,23,000 Import Cost 20,00,000 Tax Liabilities 9,23,400 Risk IT-Model 56,200 Distribution Channel 2,00,000 Product Promotion 2,00,000 Contingency Provision 3,00,000 Total Cost 87,14,350 (Table: Annual cost estimation for business set up) (Source: As created by author) YEAR 2017 2018 2019 SALES 1500000 2100000 2500000 (Table: Sales forecasting for business commencement) (Source: As created by author) Conclusion Analysing the Australian market it is seen it is that the startup of Himalayan Importers in the foreign country would progress at a steady rate when a good business plan is followed. Though the company would face some threats and fall weak at some points, the increased managerial efficiency in the firm would overcome the hurdles. It is important for the company to maximise its strengths and opportunities as well. Most of all, an increased sale of cheap products will be accomplished only when a bulk of the commodities are imported into the country at a time. Moreover, managers will need to effectively implement the 4P`s marketing mix strategy to ensure business prosperity. Also, a proper utilisation of finances is equivalently important for the firm to function properly. Further, scrutinising the competitive situation and risks involved in the business, it can be concluded that the organisation needs to work together for a sustainable future. In addition to successfully delivering products and earning high profits, the firm will need to look after the welfare of the people, safeguard their interest and develop a sense of Nepal`s rich cultural values. References Acs, Z.J., Szerb, L. and Autio, E., 2016. The global entrepreneurship and development index. InGlobal Entrepreneurship and Development Index 2015(pp. 11-31). Springer International Publishing. Baum, J.R., Frese, M. and Baron, R.A., 2014.The psychology of entrepreneurship. Psychology Press. Bhabra, R.K., 2014. An examination of growth stages and factors affecting the performance of business incubators: the case of Australia. Bridge, S. and O'Neill, K., 2012.Understanding enterprise: entrepreneurship and small business. Palgrave Macmillan. Deegan, C., 2013.Financial accounting theory. McGraw-Hill Education Australia. Dhaouadi, R., Benmiled, A. and Ghdira, K., 2014. Ontology based multi agent system for improved procurement process: Application for the handicraft domain.Procedia Computer Science,35, pp.251-260. Drucker, P., 2014.Innovation and entrepreneurship. Routledge. Dyster, B. and Meredith, D., 2012.Australia in the global economy: continuity and change. Cambridge University Press. Dyster, B. and Meredith, D., 2012.Australia in the global economy: continuity and change. Cambridge University Press. Gupta, M.D. and Sen, S., 2013. Handicrafts of Meghalaya: An Analysis of the Marketing Practices.Indian Journal of Marketing,43(5), pp.49-57. Haines, T., 2016. Developing a Startup and Innovation Ecosystem in Regional Australia.Technology Innovation Management Review,6(6), p.24. Harris, T., 2013. Trading places: New economic geographies across Himalayan borderlands.Political Geography,35, pp.60-68. Kiznyte, J., Welker, M. and Dechange, A., 2016. Applying Project Management Methods to the Creation of a Start-up Business Plan: The Case of Blendlee. Knnecke, C., 2015. Social Capital in Handicraft Clusters for Business Startup and Growth. Kotler, P., Burton, S., Deans, K., Brown, L. and Armstrong, G., 2015.Marketing. Pearson Higher Education AU. Kumar, N., 2014. Indian Exports of Handicrafts and Global Markets: An Empirical Analysis.Journal of International Economics,5(2), p.59. Kuratko, D.F., 2016.Entrepreneurship: Theory, process, and practice. Cengage Learning. Malik, A., Lenzen, M., Ely, R.N. and Dietzenbacher, E., 2014. Simulating the impact of new industries on the economy: The case of biorefining in Australia.Ecological Economics,107, pp.84-93. Mogindol, S.H. and Bagul, A.H.B.B.P., 2016. Tourists' Perceptions about an Appealing Handicraft.tourism, leisure and Global change,1(1), pp.10-24. Munemo, J., 2014. Business start-up regulations and the complementarity between foreign and domestic investment.Review of World Economics,150(4), pp.745-761. O'Cass, A. and Heirati, N., 2015. Mastering the complementarity between marketing mix and customer-focused capabilities to enhance new product performance.Journal of Business Industrial Marketing,30(1), pp.60-71. Pandey, H. and Pandey, P.R., 2013. Socio-economic development through agro-tourism: A case study of Bhaktapur, Nepal.Journal of Agriculture and Environment,12, pp.59-66. Wasan, P.G. and Tripathi, G., 2014. Revisiting social marketing mix: a socio-cultural perspective.Journal of Services Research,14(2), p.127. Yayla, Z., 2013. Utilisation of clay in Nepal (part II).Ceramics Technical, (36), p.42.