Revenue Recognition Assignment Example | Topics and Well Written Essays - 250 words

Revenue Recognition - Assignment Example International Financial Reporting Standards don’t have many requirements on revenue recognition. IAS 18 and IAS 11 are international accounting standards that focus on revenue and construction contracts respectively. The standards are difficult to understand and application in a situation. They provide minimal guidance concerning revenue recognition used for multiple arrangements. FASB and IASB has set new accounting rules designed to assist converge global standards. The current and proposed standards will change how companies in the United States recognize their revenue on their financial and statements (http://www.fasb.org/intl/convergence_iasb.shtml). The proposed standards will have some different effects on various companies. The effects may include changes in the amount of deliverables of the contract. The standards will affect the manner in which revenue is allocated to different deliverables. These changes affect key financial measures for companies in the United States (http://www.ifrs.org/News/Press-Releases/Pages/leases-exposure-draft-August-2010.asp). Companies in the software’s industry have specific guidance that enables them to run efficiently. Proposed standards provide software’s companies with an opportunity to develop their company with regard to the management and control of their financial statements. Companies will find it hard to market their products in a sensible manner to the company and get a positive reflection in the financial statements (http://proleasesoftware.com/fasb-lease-accounting). Financial Accounting Standards Board in conjunction with IASB is going to develop new accounting standards on the recognition of revenue from contracts. They are attempting to converge financial standards to create a single standard that will apply across various industries. The action will improve revenue recognition rules and replace industry specific practices that are difficult to sustain. The main aim of

Reminders About the Acceptable Use of Email and Text Messaging Essay - 3

Reminders About the Acceptable Use of Email and Text Messaging - Essay Example Use of email and text messaging by the employees of People Support Aegis Company is allowed, given support, and strongly agreed since this is very useful and is an important business tool of the company. However, People Support Aegis has policy regarding the use of email and texts messaging since these are company property and for the facilitation of the business of the company. Every employee must make sure to: do not use email and text messaging for the making and giving out of any extremely unpleasant, or messages that cause problems, which includes messages that have offensive comments about private and personal matters, age, gender, race, sexual beliefs, origin, physical and mental condition and political and religious beliefs. Using of monitoring software has been reserved in order to ensure that employees are obeying all the policy given. Therefore, the company has the authority to monitor and access all messages on the email and text messaging system.Assuming of privacy in anything the employee created, received, sent or stored on the company’s email system are not allowed because all their messages maybe seen without any prior notice. Accepting personal emails can be made but the messages should be saved in a separate folder. Breaching and failing to comply with the policy have sanctions to be applied on the employee. If an employee is found and proven to have breached the po licy, they will face the company’s disciplinary penalty ranging from a verbal to dismissal.  

Leadership styles in youth work

Leadership styles in youth work Team members Questionnaires Analysis Q1: Who makes the decisions in your team? It can be seen that the maximum support goes with the team leader making decisions with the help of his teammates. This shows that the team leaders use the participative form of leadership which is a part of the democratic style. This ensures effective decision-making. (Leadership Styles: Democratic Leadership Style, 2008) Q2: Are team members punished if they dont achieve the set goals? The answer to this question shows that most agree with the fact that the team members are punished some times. So, this means that the team leader does give warnings and a chance to improve as well before coming to any conclusion. As next majority is with never punishment, the team leader seems to be lenient. Q3: Are team members rewarded when they achieve goals set for them? About 50% of the population says that the leader awards for good work. This indicates that the degree of motivation amongst the employees is really high and the competition to excel is also which is highly essential in the success of any firm. It also builds up the morale. Q4: Are team members allowed to be involved in setting goals and are rewarded for achieving those goals? The majority goes with the fact that team members are never allowed to set their own goals. This means that the goal of the organization is definite and the team leader expects the members to follow them with complete zest. Though he rewards for good performance but not in case of own ways. Q5: Are team members allowed to be rewarded for setting their own goals and achieving them? Many employees feel that there are situations when team members are rewarded for even setting goals. This shows that during situations of dilemma, it can happen. But still maximum feel that this never happens. Hence, one can see that leader only consults team members, but final decision is his. Q6: Does your team leader involve you in decision making about various strategies to be implemented in the company? This question again proves the same fact that the team leader involves the members in taking decisions. This means that he does believe in the members in giving suitable suggestions to his targeted goal. The second majority is with sometimes, which means that as per as the effectiveness of the suggestion, this participation is allowed. Q7: Does your team leader encourage you to do something innovative in the company? Most of the employees are with the fact that innovation is mostly preferred. This shows that the leader goes as per as the situation of the industry. In this dynamic environment, one must give chance to innovate. Hence, this again is an indication of the use of democratic, participatory style of leadership. (Leadership styles in youth work, 2010) Q8: Does your team leader share important information which helps in making decisions for the project? Here, maximum feel that most of the times, the team leader shares important information. This indicates that the team leader gives enough chances for the leaders to come up with their suggestions. It not only is good for the company but also adds up to boosting the morale of the employees to a larger degree. Q9: While implementing various strategies, employees are free to make suggestions. The answer shows that even in the case of making strategies, the employee are allowed to give suggestions. This indicates a cordial relationship that exists between the leader and the employees. It also makes it less prone for the team leader to take wrong decision. Q10: Are you satisfied with the way decisions are made by your leader? There are about 70% of the employees who are sometimes satisfied and 25% who ate satisfied all the time. This indicates that there are a few experienced members in the team whose suggestions are kept prominent and the others are given equal chances to develop that maturity in the future. Q11: Are you satisfied with the leadership qualities that team leaders have at Dnata? About 45% are always satisfied with the leadership qualities and 50% at times. This is a very high percentage indicating the proficiency of the team leader to a large extent. Hence, overall, the team members seem to be satisfied with the way the team leader has been doing his work with respect to the members. Team Leaders Questionnaires Analysis Q1: Who makes the decisions in your team? The team leaders feel that they are lenient enough as half of them allow the employees to take the decisions themselves and the other half allows their participation in the decision-making process. This indicates both democratic and Laissez-Faire approach of leadership. (Leadership Styles, 2008) Q2: Do you punish team members if they dont achieve the goals set? Most of the team members show their strictness towards non-fulfillment of the organization goals. This is because 50% feel that they always punish members for the same. There is an equal proportion of non-punishment and punishment sometimes. So, by and large the leaders are strict in their means. Q3: Do you give rewards to team members when they achieve goals set for them? As far as rewards are concerned, half the population is inclined towards giving the same. This shows that the proclivity for a better performance exists in the leaders. They feel that by giving rewards, the motivation of the employees would go high and they would give better consequences for the team in the future. Q4: Do you allow team members to be involved in setting goals and reward them for achieving those goals? Here again, 50% of the team leaders allow their team members to be involved in setting goals and also rewarding on achievement. This is contradictory to what the employees feel. This means that the leaders do give an option but it is the experience of the members that lacks where their suggestions dont seem appropriate. Q5: Do you allow team members to be rewarded for setting their own goals and achieving them? Here again, 50% of the team leaders sometimes even reward the employees for setting their goals. This shows that as and when they feel that it is worth appreciating, they do so and when they feel it is not they dont. So, the leaders seem to give opportunities to the members. Q6: Do you encourage your team to participate when decision making is required in the company at various levels in order to help them in implementing the ideas? 50% the leaders allow this always and 50% allow this sometimes. This means that half of them are confident about their team members totally and the other half go according to situations. When they feel that the situation is right, they allow this participation. Q7: Do you always eager to do something new in the organization which means that you always encourage your employees towards thinking something new and innovative? Here 75% of the leaders always have a view of allowing the members to think innovative. Once again, we can see that they do this as per as the dynamic nature of the society where innovation is the major tool to success. This is in accordance with what the employees feel. Hence, the importance of innovation is certainly not doubtful amongst the leaders. Q8: Do you always explain intricacies and various aspects of tasks to the team members that are to be done in the project which is given to their team in order to make them aware about what exactly the present scenario is and what needs to be done in future? About 75% of the leaders agree with the fact totally. This shows that they are extremely helpful to the team members in doing their jobs; this doesnt only prevent failures but also helps the employees to add on to their capabilities. This is a booster for the employees in the organization. Discussion and Recommendation The above analysis of the questionnaire distributed amongst the team members and the team leaders at Dnata indicates that the organizations have leaders who solely follow the democratic styles of leadership. Some of the leaders are participatory and there are even more who allow the Laissez Faire approach where the employees themselves take the decisions. This concludes two facts. The first of these is that there is an abundance of leaders who have faith in the employees and the other thing is that the leaders move according to the dynamic style of the environment where every suggestion of the employees matters to a large extent. (Democratic Leadership, 2007) Improvement The following are the improvement ideas in the company, Dnata: The leaders allow participation of the employees but at the same time they should also have a control mechanism where they check the fact the members do not take advantage of the situation by cheating the team. As per as the last question asked to the leaders, they assist the members in every intricacy of the company. This is not recommended at all times as the members might not be able to develop a self-learning capacity which can be extremely harmful for the team. This can even be dangerous during adverse situations. Finally, even for those leaders who havent established a cordial relation with the employees, should begin doing so it can be effective for better communications.

Use of Irony in A Tale of Two Cities :: Tale Two Cities Essays

Use of Irony in A Tale of Two Cities In A Tale of Two Cities, the author, Charles Dickens, uses a great deal of irony in the opening chapter to draw the reader into the story. By using a slew of contradictory statements in the opening paragraph, the author forces the reader to further investigate the meaning of the cryptic opening line: "It was the best of times, it was the worst of times..." As the reader continues, he finds that the story is a dramatization of the circumstances surrounding London and Paris during the time period of the French Revolution. The historical record of the conditions of life in France and England during the French Revolution were identical to the ways they are described in the story. Life for the nobles or higher class people was exquisite, while the lower class was crawling in poverty. People were constantly being nagged by thieves and petty criminals, causing the state of life in those two countries to be especially unbalanced. To begin the story, the author uses a long paragraph almost perfectly describing life in Europe during the late 1700s. However, the paragraph consists of nothing but seemingly absurd statements about the "spring of hope" and the "winter of despair." By writing phrases such as ."..it was the season of Light, it was the season of Darkness...," the author brings an ironic feeling to the whole story. Of course, the seasons of Light and Darkness could never coincide, but in France and England's situation during the time period of the story, that is exactly what life is like for the people living there. Through the use of self-contradiction in the first chapter, readers are able to understand the plight of the countries of France and England in a darkly humorous way.

Commentaries on Catullus’ Poetry (Poems 72 & 42) Essay

There is great nuance and sensitivity in poem 72. We are told very early in the poem that it is addressed to Lesbia, Catullus’ love to whom a moderate number of poems in the collection are addressed (or concern). Earlier â€Å"Lesbia poems† had shown Catullus’ simple and insatiable love for â€Å"my girl†1 in very romantic language: for example, the lines describing the number of times he wished that they could kiss, in poem 5, which caused Aurelius and Furius to describe Catullus as a â€Å"sissy† poet2. However, in poem 70 we begin to see Catullus’ feelings for Lesbia turn sour as he tells us that a woman’s words to her lover are as trustworthy as those written on wind or water after presumably disbelieving her when she told him that there was no one she would rather marry than him, â€Å"not even if asked by Jove himself†3. If we assume that Lesbia was Clodia Metelli, we know that she was already married, so if her words are not suggesting that she has become available, she must be describing an unfulfillable wish and it is perhaps the fact that she says these words but is unable to act on her marriage vow which causes Catullus to be so untrusting4. Compared to the â€Å"outbursts of joy and fury† in the poems of what has been described as the first book, poem 72 is much â€Å"cooler and more analytical†5: Catullus here seems to be writing from his head rather than this heart. He uses, in the poem, two striking, and contrasting, similes to try to understand his love for Lesbia. He loved her (note the past tense) as a common might love his girlfriend (72.3), but in addition to that he loved her also as a father might his sons and sons-in-law (72.4). This is touching because it obviously implies that the latter relationship might be closer, with more of a connection, than the former, and, most importantly, that Lesbia was as dear to him as a son would have been, his own flesh and blood. Wray finds this comparison interesting because it is evidence against the long-standing assumption that Roman paternity was â€Å"a tyrannical and grimly loveless exercise [of parental power]†6 However, from here on in, the tone of love and affection darkens to one of cynicism. Now that he knows Lesbia he is has less affection for the woman. Catullus uses the language of obligation and Lesbia, as he sees it, has â€Å"wronged him†7. The poem ends with the enigmatic but powerful statement that, because of the hurt she has caused him, Catullus loves Lesbia more, but likes her less. At first, this may seem like nonsense and a contradiction in terms. However, when Catullus uses the verb amare (â€Å"to love†) he is describing his attraction to her, a kind of lust or natural allure, something that he seemingly has no control over. As much, then, as he does not like Lesbia for what she has put him through (i.e. her adultery), his love for her remains from the simpler time when he wished to â€Å"kiss you just so many kisses† (7.9) Poem 85 is where Catullus perhaps expresses the ambiguity and seeming contradiction inherent in his feelings best: I hate and I love. Perhaps you’re asking why I do that? I don’t know, but I feel it happening, and am racked. We can again see here clearly that Catullus â€Å"is less a master than a subject†8 of his emotions. The fact that he paints himself as being so emotionally powerless gives such poems as these a tragic quality; it also, arguably, helps to make Catullus such a universal poet who can still touch people through the ages. Poem 73 also carries some of the injustice that Catullus had expressed in 72: the attack on a friend who is probably Rufus (though we do not realise that the poem is addressed to him until it becomes evident later in the collection) is because he has returned honest kindness with no more than ingratitude. â€Å"We now realise why the lampoons on Rufus alternated with Lesbia-poems at 69-72†.9 This whole section of Catullus’ collection is a study of betrayal and adverse emotions. In the very first line of poem 72, Catullus talks about himself in the third-person, and this seems to be a literary device which emphasises the fact that he is not in control: it is Lesbia (and her actions) who is the subject of the poem. By declaring that his â€Å"passion is more intense† (72.5) Catullus leads us to think that he is about to, also, tell us how much he therefore loves Lesbia. However, by introducing the dichotomy in the last line between his love and dislike for Lesbia, our expectations are finally overthrown, which makes the contrast seem to be huge. It is by means of literary effects such as these that Catullus manages to express the almost inexpressible nuance of his emotion. This poem, ultimately, is most successful when read as part of the collection, as one can then draw links between the subtle issues in the â€Å"Lesbia poems† and see the complex web of emotions that Catullus paints for us. The development from a romantic, devoting relationship between Lesbia and Catullus to the trauma of that relationship breaking down is fascinating, and may reflect the emotions of millions of people alive today in similar situations. Poem XLII This poem is perhaps most interesting because it in itself can be seen as an imitation of the Roman practice of flagitatio10, which was a form of popular justice involving a crowd surrounding the man suspected of wrongdoing (or his house) whilst shouting ‘roughly rhythmical phrases’ in unflattering language, demanding redress11. This was a very effective tactic because in a small community fear of defamation was strong; though it did, of course, rely on having friends willing to engage in the practice in order for what was seen as justice to be done. In this case, Catullus tells us that the crime was the theft of a notebook and the subsequent refusal to return it12. We can only speculate about the girl who stole them (though it has been inferred from the fact that she is described as an ‘adulteress’13 that she may well be Lesbia) and we also have just as little knowledge about what Catullus’ stolen notebook may have contained (and why it seems to be s o precious to him): we may guess that it contained poetry, but that is no more than a guess. If that were true, the first two lines would contain a sweet irony: Catullus deploys poetry himself, hendecasyllables, as his â€Å"flagitatio mob†. He orders the hendecasyllables to come â€Å"from everywhere† (42.2), to metaphorically surround her. The image is an intimidating one: the lines of poetry have become men enclosing in on the suspect, shouting about her crime. When Catullus demands, ‘Dirty adulteress, give back the notebook. Give back the notebook, dirty adulteress’ (42.11-12), he is using a technique common to flagitatio: ‘the reversal of word order belonged to a very old popular custom as a means of intensifying the demand’14. Catullus’ readership, we can surely assume, would have been aware of such devices and would at once have understood what Catullus was doing. Between the demands for the notebook, there is much invective and abuse hurled at the girl. Catullus tells us that she has an ugly gait, a â€Å"face like a Gallican puppy’s† (42.9) and is a â€Å"filthy trollop† (42.13) and a â€Å"brazen bitch-face† (42.17). Newman describes this as â€Å"a fine example of carnival caricature† included for primarily humorous effect15. However, it is not hard to see how these lines could be intended to have a hurtful effect, too, shaming the thief into repentance. Catullus is also â€Å"all too aware of his social superiority†10 and may simply be arrogantly showing his self-importance by making such a fuss over the loss of his notebook. This idea can be seen in, for example, poem 84, in which Catullus mocks Arrius’ incorrect use of aspirates which is surely caused by the politician’s less privileged upbringing: Catullus’ attack, in this case as could be argued is the case in poem 42, is really then a display of his own aristocratic superiority. There is also a general link with poems such as 46, in which Catullus advertises his social status by documenting his travels with a sense of entitlement to faraway Roman lands. Perhaps the most pleasing feature of this poem is its conclusion. After all the fortissimo shouting, invective and carmina (chanting typical of flagitatio16), Catullus decides that he needs to change â€Å"tone and tactics† (42.22). He thus, seemingly sarcastically, ends the poem by asking for the notebook not by calling her a â€Å"dirty adulteress† but a â€Å"virtuous lady† (42.24), as we see that his invective has, somewhat comically, failed in its objective. On the other hand, the last line could more literally be interpreted as an acknowledgement of the flaws of this kind of public system of obtaining restitution. It does not seem unlikely that the girl would have responded more positively to flattery than flagitatio: Catullus could thus be making a wider point about the role of invective in society. The poem, in the collection, sits between invective poems on either side of it, with the previous three poems containing invective, some quite rude and obscene: in poem 43, for example, Mamurra’s mistress is described as being ugly from head to toe and, in poem 41, Ameana is called â€Å"the female fuck-up†. Perhaps, then, poem 42 is in the perfect location to show Catullus’ invective being tempered: it is in that poem that he shows that such anger does not always produce the desired effects. In poems 41 and 43, however, we are not shown any consequences of Catullus airing his opinions. We are simply told, in each, that there is an ugly girl in whom he is not interested: there is not intended to be the nuance and comedy value that poem 42 contains. To conclude, Catullus’ adopting the form of flagitatio for this poem ‘underscores the poet’s association with the traditional purposes and values inherent in Roman invective’17; not only does he derive authority from the tradition of the technique, but it also allows him to attack her harshly and eloquently. However, ultimately, he couldn’t force a blush from, in Catullus’ words, the â€Å"brazen bitch-face†. We, therefore, see the limitations of invective: perhaps Catullus is admitting to us that we should see it as little more than entertainment. More importantly, though, the twist at the end of the poem is of stylistic and comedic value and can, perhaps, be said to show Catullus’ eloquence. Moreover, the fact that he feels no qualms at using such openly offensive language can be attributed to the fact that Romans would surely have sympathised with his demands for justice in face of a thief and may, also, be a reflection of his superior social status (not to mention the lower regard with which women were held generally) and consequent security in his right to show his anger in whatever way that he pleased. Ultimately, the poem makes character assassination into an appealing and technically adept art. Bibliography Dyson, J.T. (2007). â€Å"The Lesbia Poems†, in M.B. Skinner (ed.), A Companion to Catullus (Oxford) 254-275. Fitzgerald, W. (1999). Catullan Provocations: Lyric Poetry and the Drama of Position. London. Fraenkel, E. (1961). â€Å"Catullus XLII†, in J.H. Gaisser (ed.), Oxford Readings in Classical Studies: Catullus (Oxford) 356-368. Newman, J.K. (1990). Roman Catullus. Bodenheim. Selden, D.L. (1992). â€Å"Catullus and the Rhetoric of Performance†, in J.H. Gaisser (ed.), Oxford Readings in Classical Studies: Catullus (Oxford) 490-559. Tatum, W.J. (2007). â€Å"Social Commentary and Political Invective†, in M.B. Skinner, A Companion to Catullus (Oxford) 333-354. Wiseman, T.P. (1985). Catullus and his World: A Reappraisal. Cambridge. Wray, D. (2001). Catullus and the Poetics of Roman Manhood. Cambridge. 1 Catullus 2.1. 2 cf. Catullus 16. 3 Catullus 70.2. 4 Dyson (2007) 269. 5 Wiseman (1985) 166. 6 Wray (2001) 112. 7 Fitzgerald (1999) 117. 8 Selden (1992) 541. 9 Wiseman (1985) 167. 10 Fitzgerald (1999) 62. 11 Fraenkel (1961) 364. 12 Catullus 42.4 (â€Å"refuses to give me our notebook back†). 13 Catullus 42.12 14 Fraenkel (1961) 363. 15 Newman (1990) 192. 16 Fraenkel (1961) 364. 17 Tatum (2007) 337.

Indian Apparel Market Research Report

Indian Apparel Market Research Report By MD. FAISAL BBA (Studying) Major in International Business University of Dhaka Bangladesh E-mail: faisal. [email  protected] om The Indian apparel industry has a vast existence in the economic life of the country. It plays a critical role in the economic development of the country with its contribution to industrial output, export earnings of the country and the generation of employment. The Indian apparel industry has seen remarkable changes in the past few years and it is also one of the India's largest foreign exchange earners. Embroidery being the traditional art form of the country has contributed hugely for apparel industry. Indian embroidery market stands out as being extraordinary in the international markets. The Indian Market The Indian consumer is evolving and driving retail growth in India and companies in the fashion industry are reacting to this evolution through myriad options. The fashion market in India is witnessing strong growth owing to a young population, an increase in disposable incomes, which is leading to increase in consumption and thus the rapid growth in organized retail. Private consumption growth contributes to more than half of the GDP growth and is growing in double digit figures. Several businesses are reacting to this evolution positively, both through pull and push phenomenon. Apparel today has the largest share of the modern organised retail in India i. e. 20% of the current market of Rs. 56,000 crore and this is expected to grow at a constant rate of 20% over the next 4 years. Bilateral Co-operation in this sector shows great synergies. An Indo Italia Task Force on Fashion Design and life Style products has been created following an agreement between the Indian Ministry of Commerce and Italian Ministry of International Trade. On the Indian side members include FICCI – Federation of Indian Chambers of Commerce & Industry , NID – National Institure of Design while on the Italian side there is Confindustria, Altagamma, Universita’ Bocconi, ICE. With India being the second fastest growing major economy in the world, fashion industry is pushing itself to keep pace with the retail evolution witnessed in India. Facts and Figures The global textiles and apparel trade estimated at US$ 450 billion and expected to touch US$ 700 billion by 2010 with demand for textiles and apparels expected to grow to 25 per cent from current figures where Asia will contribute 85 per cent. Clothing, textile and fashion accessories form 39 per cent of the Rs 55,000 crore organized retailing in India. The Italian designer Giorgio Armani's company has signed a joint venture with India's most valuable real estate firm, DLF. Giorgio Armani Holding, a wholly-owned subsidiary of the Italian company, will take 51 percent in the venture, the maximum allowed for a single-brand foreign retailer in India. Armani will bring 10 million rupees ($250,000) to the venture, which would also act as a wholesaling firm supplying Armani-branded products to other independent retailers. The first Armani stores would be set up in New Delhi. Reliance Brands, a subsidiary of Reliance Retail, has entered into a 49:51 joint venture with Italian fashion house, Sixty Group, to retail its brands in India. DLF has tied up with Armani ,Dolce & Gabbana Raymond, the Gautam Singhania owned ‘house of complete men,’ has joined hands, in a Rs. 50 crore, 50:50 joint venture, with the Italian fashion major Grotto Spa bringing in premium â€Å"GAS† brand apparel in India. Other Italian Brands in India are Gruppo Cadini, Gucci, Ermenegildo Zegna, Corneliani,Canali, Brioni, and Pal Zileri India’s asset base for this sector – Numerous qualified and semi-qualified manpower which is skilled and low on cost of Long drawn tradition of having produced high quality textiles for decades. Apparel Market Consumer spending on apparel in India has grown over the last five years, touching the global benchmark of 5 per cent of the total income During the three years 2004-05 to 2006-07, investments in the textile sector has increased from US$ 2. 94 billion to US$ 7. 85 billion. In 2007, men's apparel industry was mainly dominated by shirts (in value terms) accounting for 36. 5% of total men's segment. India's textiles and apparels industry is estimated to be worth US$49 billion where 39 per cent is accounted by the exports market. Currently India has a 3. -4 per cent share in world export of textiles and 3 per cent in clothing exports. Europe continues to be India's major export market with 22 per cent share in textiles and 43 per cent in apparel; the US is the single largest buyer of Indian textiles and apparel with 19 per cent and 32. 6 per cent share respectively. Readymade garments (RMG) are the largest export segment, accounting for 45 per cent of total textile exports and 8. 2 per cent of India's total exports. Future The demand for ready-made garments in rural India will surge at an annual rate of 16. 50% to reach Rs. 42,918 Crore or US$10. 1 billion by 2010. Men's apparel industry will increase at a CAGR of 14. 86% during the two-year period from 2008 to 2010. Women apparel market (in value terms) is anticipated to grow at an annual averaged growth rate of 17. 79% till 2010. The organized apparel retailing in India is projected to surge at an annual averaged growth rate of 30% from 2008 to reach Rs. 52,289 Crore in 2010. Increasing at a CAGR of 24%, branded apparel industry for men will cross Rs. 25,000 Crore by 2010. n Increasing at an annual averaged growth rate of 25%, branded apparel industry for women is expected to hit Rs. 8,351 Crore by 2010. Readymade garments exports from India are expected to touch US$ 14. 5 billion by 2009-10 with a cumulative annual growth of 18 to 20 per cent, according to Apparel Export Promotion Council. Versace pret-e-porte is another Italian fashion house at the lower end of the fashion pyramid that is in the final stages of tying up with Reliance Brands to bring its products to India. Gas eyes US$49. 82m sales by 2011. The company will invest Rs500m till 2010 on its retail expansion, marketing and brand building in India. Gas may do local production outsourcing for sub-Rs1,000 range. Shoppers' Stop is planning to enter the luxury retail segment with large format retail stores which will house products from many of well-known luxury brands, including Louis Vuitton, Gucci, Zegna, Hugo Boss, YSL, Mont Blanc and Christian Dior. The company plans to invest Rs. 100 crore in this model in the first year itself. The organized lingerie retail market in India is expected to touch Rs 4,000 Crore mark by 2009. IT revenue from the retail segment is forecasted to grow at an annual averaged growth rate of 43. 41% by 2010. The Indian fashion industry is expected to rise at a stupendous pace of 22. 7% through 2012. Government Initiatives 100 per cent FDI allowed through the automatic route. Currently, 100 per cent foreign direct investment is allowed in wholesale trade, but only 51 per cent in single brand outlets. De-reservation of readymade garments, hosiery and knitwear from the SSI sector. Technology Mission on Cotton has been launched to make available quality raw material a t competitive prices. Technology Up gradation Fund Scheme (TUFS) has been launched to facilitate the modernisation and up gradation of the textiles industry. Scheme for Integrated Textile Park (SITP) has been started to provide world class infrastructure facilities for setting up their textile units through the Public Private Partnership model. The Apparel International Mart, in Gurgaon, will provide world class facility to apparel exporters to showcase their products and to serve as a one-stop-shop for reputed international buyers. The Indian Textile Plaza is being built, in Ahmedabad, to encourage exports to overseas markets. 50 textile parks are being established to enhance manufacturing capacity and ncrease the industry's cost competitiveness. The Government plans to set up a technology mission on technical textiles with an aim to attract investment into the sector. The Government has increased the plan allocation for textiles by 66. 27 per cent in 2007-08 over that of 2006-07, making it one of the only two ministries that have seen such a high level of increase in budgetary support. The Indian consumer desires to possess internationa l luxury brands as an inspirational product. Additionally, no Indian retail brand actually qualifies to be categorised as a luxury brand. This readiness for luxury as an organised market, has been recognised throughout the world and international luxury brands are exploring possible avenues and tie-ups to enter the Indian retail market. Indian apparel companies have realised the huge potential of partnering with these global luxury brands wishing to enter India. This helps them not only to extend their portfolio into the luxury, super premium, premium segments, but also makes them probable sourcing partners for these brands in India as well as internationally. Vice versa, luxury brands gain access to well established distribution channels and customer base.