A Person Live on 500 Rupees in a Month Essay Example for Free

A Person Live on 500 Rupees in a Month Essay Today our society become advance and the previous living standard of our life also changes. A few years ago, peoples started trade with barter system, and then a big change happened in our trade system. According to this change money took barter’s position. Now people trade their things with money except of barter system. But again a changing happen in our currency system and this time change happen in the shape of value of currency because the value of currency still fall day by day. According to this system, inflation also increases day by day. In which, let’s suppose a person who live on 500 rupees in a month is a student and if he want to do this then he must follows some guidelines. Because once there was a time when peoples thought 500 rupees is very big amount for live in a month but now a days, our society is very expensive and for this reason 500 rupees lose their previous values and if we depend on 500 for whole month then it is very difficult to spend a happy month. Now if you ready to done this job as a student then first of all reduce your all unnecessary expenses like smoking, out campus visits without any reason etc. First of all student should have to plan a budget for the whole month because we must know, which things are necessary and which are unnecessary. We should also know how much amount we are going to spend on which items and what importance of these items for us. The budget which has been planned by you should be implemented. Some of the students plan the budget but fail to implement like Pakistan Government. If you want to make a call to your friend, then please give him a miss call and wait for his call back. If he does not respond you within four to five minutes then make a call from your other nearest friend, brother or your father’s mobile. In the university, when you feel hunger and want to eat something, force your friends for party without any reason. For party, you can hide your friend’s cell phone or any other precious-valuable, important- things. If a friend forces you to give him or her party then tell him, â€Å"today I left my wallet at home, by mistake†. These suggestions are very good and helpful to spend whole month in 500 rupees. If you follow these suggestions, I’ll guaranty you that you will fulfill your requirements and may be you can save two hundred or more a month.

Contagious Caprine Pleuropneumonia in Beetal Goats Essay -- Health, Ou

Abstract Seroprevalence, clinical findings and lesions of contagious caprine pleuropneumonia (CCPP) in Beetal goats were recorded during an outbreak. The overall seroprevalence of CCPP was 32.50%. Confirmation of Mycoplasma mycoides in serum was carried out using counter immunoelectrophoresis (CIE) technique. The highest CIE positive cases were recorded in the older goats (51.72%) as compared to young ones. Nasal swabs were collected from 39 goats showing respiratory signs were found positive for Mycoplasma. The most and consistent clinical findings were mild to severe cough, purulent nasal secretion, emaciation, dysponea, increased respiration rate and pyrexia. Mortality due to CCPP was 9.17%. Consolidation of lungs exhibited the highest frequency (100%) followed by alveolar exudation (90.90%) and pleural adhesion (72.72%). Among the microscopic lesions, septal peribronchiolar fibrosis exhibited the highest frequency (81.81%) followed by fibrious pleuritis (63.63%) and peribronchio lar cuffing of mononuclear cells (54.54%) in lungs. From these results, it can be concluded that contagious caprine pleuropneumonia under subtropical conditions has great prevalence in Beetal goats and leads to significant mortality. Keywords: Beetal goat . Pakistan. CCPP . Seroprevalence . Pathology Introduction At present, there are 58.3 million goats in Pakistan and their population is increasing at the rate of more than 3% per annum (Afzal, 2010). Pakistan is the third largest goat producing country in the world after China and India. The goat farming in Pakistan is threatened by the prevalence of many infectious and non infectious diseases. Among the infectious disease, contagious caprine pleuropneumonia is a major threat to goat population... ...us pleuropneumonia in the acute stage were also observed in sheep (Momani et al. 2006). Similar lesion were also reported in animal suffering with CCPP from a longer duration exhibited chronic pleuropneumonia or chronic pleuritis (Gelagay et al. 2007). Histopathologically lungs tissue showed mucopurulent to fibrinopurulent exudates accumulation in the aveoli, septal peribronchiolar fibrosis, dilated hyperplastic bronchi, alveolar exudates was dominated by macrophages and with a variable component of neutrophils, and pulmonary fibrosis peribronchiolar mononuclear cuffing were also observed in present study. Similar histopathological changes with lesser intensity were also reported in sheep and goats (Goncalves et al. 2010). Clinico-pathological findings and seroprevalence of disease provided evidence and the presence of CCPP in beetle goats in district Faisalabad.

Kraft Foods M;a

Written Case Analysis On Case studied by: Case: Cadbury agrees, Kraft takeover bid Story: In 2009, the US food company  Kraft Foods launched a hostile bid for Cadbury, the UK-listed chocolate maker. Cadbury  is a popular British  confectionery  company and is the industry's second-largest globally after  Mars, Incorporated. It was acquired by Kraft Foods in January 19, 2010.As became clear almost exactly two years later in August 2011, Cadbury was the final acquisition necessary to allow  Kraft to be restructured and indeed split  into two companies by the end of 2012: a grocery business worth approximately $16bn; and a $32bn global snacks business. A â€Å"Krafty† Approach to Cadbury: Cadbury, founded by John Cadbury in 1824 in Birmingham, England, had also grown through mergers and demergers. When the Kraft Foods on September 7, 2009 made its first indicative takeover bid for Cadbury, it was rejected stating that it undervalued the company.It was rejected again on November 9, 2009 before the Cadbury agreed Kraft after launching a formal, hostile bid valuing the firm at ? 9. 8  billion on 19 January 2010. Pre-acquisition: Ownership of the company was 49 per cent from the US, despite its UK listing and headquarters. Only 5 per cent of its shares were owned by short-term traders at the time of the Kraft bid. The Response: The acquisition of Cadbury faced widespread disapproval from the British public, as well as groups and organizations including trade union, Unite.Unite estimated that a takeover by Kraft could put 30,000 jobs â€Å"at risk†. Controversially,  RBS, a bank 84% owned by the United Kingdom Government, funded the Kraft takeover. The Challenge: The challenge for Kraft was how to buy Cadbury when it was not for sale. Not only was Cadbury not for sale, but it actively resisted the Kraft takeover. Its first act was to brand the 745 pence-per-share offer â€Å"unattractive†, saying that it â€Å"fundamentally under valued the company†. The team made clear that even if the company had o succumb to an unwanted takeover, almost any other confectionery company (Nestle, Ferrero and Hershey) would be preferred as the buyer. In addition, Lord Mandelson, then the UK’s business secretary, publicly declared that the government would oppose any buyer who failed to â€Å"respect† the historic confectioner. Why Cadbury? * To extend the business : Location, markets, globalization * Change competitive structures: consolidation, remove competition, economies of scale * Improve business capabilities: Access better technology, stimulate innovation Post Acquisition:A few months after Kraft acquired Cadbury in an $18. 9-billion hostile takeover,  Sanjay Khosla, the head of Kraft's operations in developing markets, called the merger a marriage made in heaven. Not everyone at the Indian company will agree — certainly not the 20-odd senior executives across functions such as supply chain , sales, legal and finance who have resigned since the integration began.The nub of the problem, though, is that the Cadbury side of the operation feels it is not getting the attention it deserves for its dominant position in the Indian market. Revenues grew by 27% in 2010, making India one of the fastest-growing operations for Kraft globally. And Cadbury brands account for over 90% of revenues of roughly Rs 2,500 crore. Growth in the current year is expected to be even higher. Kraft, on the other hand, hasn't focused on India in the past, and is now trying to make up for lost time by riding on its more successful ally.