Acknowledging Female Stereotypes in Much Ado About Nothing Essay Example for Free

Acknowledging Female Stereotypes in Much Ado About Nothing Essay Women in the Elizabethan age were extremely repressed and discriminated against. Most would not have gone to school or received any type of formal education. They were not allowed to vote, own property, or freely voice their opinions. They were seen as the property of a man, subject to his wants, needs, and not allowed to have their own; men held extremely stereotypical views of their female counterparts that helped them justify the way they treated them. Shakespeare exposes many of these injustices and biases in his stage plays, which are still commonly read and performed today. In Much Ado About Nothing, Claudio moves from seeing women (specifically Hero) as goddesses and wives to adulterers, and then back again to his original views. Claudio initially views Hero according to the established stereotypes, in Act 1, Scene 1 as property. When first speaking of Hero, he refers to her as the â€Å"daughter of Signor Leonato;† while this appears to be simply for identification purposes, he actually relinquishes the power of her name to her guardian (1. 1. 119). Instead of calling her by her given name, Hero, Claudio names her in relation to her more powerful male owner. He goes on to ask Benedick if she is a â€Å"modest young lady,† not wondering only if she is sweet, but if she is literally a virgin (1. 1. 121). A womans virginity was extremely valuable in Elizabethan England, and determined her worth as a potential wife. This outright inquiry into her purity foreshadows the later scandal surrounding it. Benedick asks Claudio if he would buy her, and Claudio responds with a seemingly noble hypothetical question: â€Å"Can the world buy such a jewel?† (1 1 134). While his question seems to imply that she is so valuable that the entire worlds money could not purchase her, it still perpetuates the stereotype that women are pieces of property, albeit very beautiful and expensive ones. Later in the same scene, Claudio demonstrates Elizabethan men’s views of women through Shakespeare’s thematic messages. He remarks that â€Å"in mine eye, [Hero] is the sweetest lady that ever I looked on† (1 1 139). This introduces a reoccurring theme of Much Ado About Nothing of seeing and perception. Here, and later on in the play, Claudio bases his opinions of Hero on her outward beauty and appearance of piety. In addition, the words â€Å"mine† and â€Å"I† stress the importance of Claudio himself, the important, powerful male in the situation. One notes Shakespeares wordplay in the pun implied when â€Å"eye† and â€Å"I† sound interchangeable when spoken aloud. Another theme surfaces in the use of the word â€Å"sworn† in line 144 of Act 1, Scene 1, whereby Claudio makes evident that his honor depends on peoples perception of him and, by proxy, his future wife, Hero. Also notable is the hope he expresses that Hero would â€Å"be [his] wife†, in that he uses language again pertaining to himself; where he could have wished that Hero would â€Å"marry him† or something similar, he instead wishes her to become his property. Claudio reveals that he has had an interest in Hero for a while before their present conversation about her. He admired her before he went away to war, but more pressing, important, masculine issues took his mind off her. This implies that matters of the heart were less valued by men than duty and honor, and that his current infatuation with Hero is sort of an afterthought, something to pursue as he is now bored. This distant, material admiration for Hero quickly turns to contempt when he thinks that Don Pedro has taken her for himself in Act 2, Scene 1. When Don John and Borachio tell him about his friends betrayal, Claudio seems to be angrier with Hero than with the man who stole his prospective bride. He claims â€Å"beauty is a witch, against whose charms faith meltheth into blood† (2 1 135-6). This demonstrates the stereotype that Elizabethan men held of women being easily turned to adulterers – it seems to be her evil beauty that lured Don Pedro into supposedly winning her over for his own. This is again an insult to Claudios pride; Don John and Borachio use forms of the word â€Å"swear† when recounting Don Pedros supposed conquest of Hero, calling to mind how Claudio swore to marry her in the first act. Claudio denounces Hero, and wishes Don Pedro â€Å"joy of her,† once again suggesting women to be objects of personal property, solely existing to fulfill the desires of man. When it is confirmed that Don Pedro was indeed just performing his friendly duties, Claudio instantly reverts to his view of Hero as a perfect, virginal, almost goddess-like potential wife. He says to Hero: â€Å"Lady, as you are mine, I am yours: I give away myself for you, and dote upon the exchange† (2 1 233-4). Claudio acknowledges that Hero is now his property, and as that is an accepted custom in Elizabethan England, it is therefore deemed heroic that he gives himself to her, as well. Using the word â€Å"exchange† suggests a formal transaction of property, which is what is really transpiring between Claudio and Leonato. Claudio expresses his anticipation for the wedding, as time moves slowly â€Å"till love have all his rites† (2 1 269-70); the two meanings of rites as the actual ceremony and rights as a husband provide insight into this. He feels a necessity for their union to be official, as legally marrying Hero will give him legal ownership of her, and her property. Though he claims to love her, his affection could ultimately be seen as a want of her dowry. Claudio shows his opinions of women in his comical description of Beatrice’s love for Benedick in Act 2, Scene 3. He describes her grief over her unrequited love in a ridiculous way, saying that she threw a savage fit. This implies Beatrice, and by extension all women, to be controlled and weakened by their emotions. Claudio says that Hero had told him that Beatrice would surely die if her situation with Benedick progresses in any direction, again poking fun at womens irrationality. He suggests she wear herself out by talking to someone about her love, as though she were a small child throwing a temper tantrum. Like most men of his time, Claudio appears to believe that womens perceived lack of control of their emotions made them less worthy of esteem. His view of women again turns cynical again when he receives news in Act 3, Scene 2 that leads him to believe that Hero has had an affair with another man. Don John uses the word â€Å"disloyal† to describe her actions, and Claudio repeats that word in outrage and confusion about this blow to his honor (3 2 76). Being â€Å"disloyal† seems worse than most other things, in that it has wounded Claudios pride and reputation. The prefix â€Å"dis† is extremely negative and poignant. He emphasizes that if he sees anything with his own eyes, he will believe these accusations. He describes the issue as â€Å"mischief strangely thwarting,† and extends that description to all women in general; here he shows that he has moved from seeing women as wives and goddesses to adulterers and shrews. At their wedding ceremony in Act 4, Scene 1, Claudio spitefully and ironically addresses Hero with all sorts of virginal, innocent, pure language like â€Å"maid† (4 1 19). He again describes her as property in calling her a â€Å"rich and precious gift,† yet this time it is with an air of contempt and scorn (4 1 23). Continuing the theme of perception and sight, he calls Hero â€Å"but the sign and semblance of her honor,† implying that she merely put on a facade of virginity and purity (4 1 28). He asks the attendees of the wedding and, by extension, the audience, to acknowledge that her innocence is merely a show. Claudio accuses her girlish blush to be truly that of guilt and shame. Where previously he has referred to Hero as a maid, here he calls her only â€Å"like† a maid; this literal comparison emphasizes his change of feeling toward her and her sex. He facetiously describes her as the goddess of chastity and the moon, Diana, and of an unopened flower bud virgin in appearance only. Then he compares her to Venus, goddess of sexuality, and even to mindless beasts that act only on impulse and instinct. In the line â€Å"Marry that Hero, Hero itself can blot out Heros virtue,† he proclaims that women are the source of their own downfall (4 1 75). Where her outward appearance was that of a virtuous young lady, her perceived actions lead Claudio to believe her to be a whore. Although one could argue that Claudios view of women was that of all Elizabethan men, including Shakespeare himself, the development of Benedicks opinions show that this is not true. He begins the play disliking the idea of marriage and especially marriage to Beatrice, yet, through the dramatic action, he learns to love and appreciate her for her previously detested intelligence and wit. Benedick learns to value women for the humans they are, and yet Claudio still sees them as property at the end of the play. This suggests that Shakespeare realizes that, although he can bring attention to the issue of gender equality in his works, he cannot expect the audience to fully accept his ideas. Claudio constantly moves between stereotypes in his views of women in this play: he alternatively sees Hero as wife, goddess, adulterer, and everything in between. Shakespeare’s specific word choice and themes revealed in Much Ado About Nothing provide insight into how women were actually thought of and treated in Elizabethan England, and how the author himself believed they should be. Today, the centuries-old fight for gender equality is far from over. But, like Shakespeare, we can hope that all women will eventually be respected as equals, like Beatrice. Works Cited McDonald, Russ. The Bedford Companion to Shakespeare. Boston: Bedford, 2010. Shakespeare, William. Much Ado about Nothing. Ed. Mary Berry and Michael Clamp. Cambridge: Cambridge University Press, 2011.

Bartleby the Scrivener: Lawyer Double Essay -- Literary Analysis, Bart

Bartleby the Scrivener, by Herman Melville is a novella about a nameless lawyer who has in his employ a scrivener named Bartleby. Bartleby, throughout the novella, has different periods of work. In the beginning, he does his scrivening without reprimand or without hesitation, but as the novella progresses his attitude toward work changes drastically. Mordecai Marcus’ critical essay on the novella makes some good points, such that Bartleby is a psychological double for the lawyer, he represents a subliminal death drive within himself, and the conflict between absolutism and free will. All three of these points are attributed to Bartleby because he represents each respectively. In Mordecai Marcus’ critical essay on Bartleby the Scrivener, he takes the stand that Bartleby is a psychological double for the nameless lawyer. While progressing through the novella, Bartleby begins to slow down and eventually stops working altogether. The Lawyer doesn’t know what to do mainly because, â€Å"Bartleby’s power over the lawyer quickly grows as the story progresses.† (Marcus 1) When the lawyer first hired Bartleby, he was a tenacious young worker, â€Å"There was no pause for digestion. He ran a day and night line, copying by sunlight and by candlelight.† (Melville 16) This is in the beginning of the novella right after the lawyer had hired him. Bartleby, to the lawyer, doesn’t seem to have any other ambitions rather than scrivening for him. But all of that begins to change when Bartleby begins to not want to do some of the tasks the lawyer asks him to do. The first instance of this is when he is asked to proofread one of the copies he just completed, â€Å"†¦rapidly stating what it was I wanted him to do – namely, to examine a small paper with me†¦Bartleb... ...ast. But again obeying that wondrous ascendancy which the inscrutable scrivener had over me†¦Ã¢â‚¬  (Melville 44) Again, the lawyer is amazed at the amount of â€Å"power† Bartleby has over him. Bartleby, without actually doing anything, has taken away most of the lawyers’ free will and in turn feed his own absolutism. The novella is set in New York City in a Wall Street law office; both Bartleby and the lawyer represent characters of New York. Bartleby represents a type of person who is excited to come to a new city but then gets ground down into the daily routine of the city and begins to loose the will to work. The lawyer, on the other hand, represents the quintessential New Yorker, owning his own business and trying to succeed in a city that is famous for crushing spirits. Both Bartleby and the lawyer represent true characters within the fabric of the city of New York.

Case analysis of Barsetshire County Council (BCC) Essay

The case analysis of Barsetshire County Council (BCC) implies the need for the organizational and managerial change that it felt necessary and the aftermath of implementing the changes. As a public service organization the BCC felt that power should be devolved to the middle management and the change of organizational structure is necessary to meet the uprising demand of services by the locality and to effectively run the activities through out various departments. According to Weber’s analysis of bureaucracy, it is an omnipresent form of administration in modern society, where power and decision making authorities are held by the higher level of the organization. Development in the early twentieth century in scientific management associated with names such as Taylor, Urwick and Fayol, gave great support for bureaucratic systems of organization for their efficiency, stability and the elimination of waste. The larger the organization, the greater the degree of bureaucratization (Dawson). BCC, one of the larger county councils, formed as a bureaucratic structured public service organization, having a large number of employees over 28,000. The new CE of the BCC realized that power should be devolved to the middle management. He felt that the change in organization and management was necessary to ensure effective strategy implementation. According Nadler and Tushman(1990) the executive is a critical actor in the drama of organizational change. As being a bureaucratic organization, the BCC teamed up with new management view to turn it to a flexible, organic organization, which is more adaptable to new and unstable conditions (Burns, 1963). Now days it is obvious that, the very ability of an organization to survive will depend on its ability to master the process of change (Iverson 1996; kanter et al. 1992; Zimmerman 1991) .The situations that triggered this organizational change in BCC were referred as, though the organization was run by high professional philosophy, the business was not aimed at customer need and demands. But which is vital as a public service organization. Shortage of resources was also a norm in BCC and it was under tighter control of upper level management. And these all resulted from the narrow span of control, too many hierarchical steps of management and tightly prescribed role. It is necessary to explain here the term ‘Devolved management’. It means empowering the management team in an organization in decision making and taking initiatives as necessary and required for the operation of the organization. The situation is opposed to mechanistic systems; where decision making authority flows down from top to bottom manner, but more towards organismic system, which refers to more adaptive and lateral in environment (Burns, 1963). Thus the necessity of changes in the BCC was widely disseminated to the middle mangers and the key factors of the changes were widely emphasized. These key factors of organizational changes will be described shortly. Strategic management is the set of decisions and actions used to formulate and implement strategies that will provide a competitive superior fit between the organization and its environment as to achieve organizational goals (Prescot, 1986). Before initiating an organizational change, certain strategic planning must be done to ensure the proper functionality of the changed management. The essence of formulating strategy is choosing how the organization will be different (Porter, 1996). A well defined strategy helps the organization to achieve core competency, synergy and value creation. A devolved management, as in the case of BCC, means giving more power to the middle level management, who are in charge for implementing overall strategies and policies defined by top managers. So, top level management’s responsibility is to define a clear strategy and lead the mid level mangers toward it. As a public organization like BCC, customer orientation is a vital issue. So strategy of the changed organization should comply with this. Leadership is reciprocal, occurring among people (Kouzes and posner, 1990) leadership is people activity, distinct from administrative paper shuffling or problem-solving activity. It is dynamic and involves the use of power. The goal of senior executives in many corporations today is not simply to wield power bit also to give it away to people who can get jobs done (Stewart, 1989). A devolved management enables the managers to become more focused about the goals and being empowered to take initiative they can practice the leadership role in doing things like entrepreneurship, risk taking and proactive. Which enable the organization to be more effective and help the employees to be customer centered. The need for organizational change in BCC emphasized this by devolving power to the middle management. An effective work force is an asset of an organization. The employee in an organization, which is flatter and practices Human relations approach, performs better than others. Training and development of employees represent a planned effort by an organization to facilitate employees learning of job related behaviors (Keys and Wolfe, 1988). Also performance related rewards encourage employees to increase their effectiveness. BCC initiated performance related pay for white collar staff as the requirement of its organization change. As it is assumed that, they (white collar staffs) have a purely calculative involvement with the organization; so remunerative power is used to obtain their compliance (Etzioni, 1975). Also enriched jobs improve employee motivation and satisfaction and the company gets benefited from higher long-term productivity, reduced costs and happier employees (Dalton, 1998). An organization’s structure is defined by how tasks are formally divided, grouped, and coordinated change agents can alter one or more of the key elements in an organization’s design. For an instance, departmental responsibilities can be removed, and span of control widened to make the organization flatter and less bureaucratic. In decentralized organization, having less hierarchy levels, decision authority is pushed downward to lower organization levels. Employees have their right to make decisions and to take initiative, which is the vital part of a devolved management. The organizations are now a days turning to Horizontal organizations. The vertical approach such as traditional functional structure does not work nay more, as tend is toward breaking down barriers between departments, and many companies are moving toward horizontal structure based on work processes rather than departmental functions (Hurwitz, 1996) Organizational culture refers to system of shared meaning held by members that distinguishes a organization from others (Becker, 1982). It can act as a barrier to change as well. But the actions of top management have a major impact on the organizational culture (Hambrick and mason, 1984). In a flat dynamic organization, employees have their own say in decision making, initiate change and realize their accountability in their jobs, which are rare in bureaucratic hierarchical organization. In BCC, the top management identified that a new culture replacing the old one was necessary to initiate new devolved management. Now it is needed to evaluate whether the BCC was successful in implementing the changes. In a devolved management decision making power of the middle managers is more emphasized. Delegation, which means transfer of authority and responsibility to positions below the hierarchy also arise (Leana, 1986) in devolved management. It frees middle manger from seeking authority from the top level management whenever any situation needs instant attention. It also increases creativity and perception. As a result of devolution of management in BCC, the management of the Social service Department (SSD), the line mangers were given more power and control over decision making. That raised more accountability among the managers which enable the subordinates to reporting and justifying task outcomes to those above them in the chain of command (O’loughlin, 1990). In devolved management, the need for self esteem (Maslow, 1943) arises in empowered mangers. At also makes them running toward goal. Intentions to work toward a goal are a major source of work motivation (Locke, 1968). The performance of the managers ultimately increases. But too much accountability hampers the smooth functionalities of the managers. It creates hesitation and more complexity. It just like ‘Goal Blocking’- occurs a when person’s motivation has been aroused but attainment of goal is thwarted in some way. To maintain service, the managers need resources. The empowered management can use the allotted resource successfully despite scarcity. The mangers have more control and accountability in providing services as a result. In BSS after devolution, management properly focused on the needs of the client instead of resource led services customer oriented business was emphasized. Technology- driven workplace in which ideas, information, and relationships are becoming important, is the most dramatic element of organizational change. In BCC the introduction of computerized financial management enabled the mangers to increase decision making responsibilities in budgeting. But problem arises when top level management still have control on resource allocation after giving away the power to the middle level management to decide in using the recourses. It limits functionality. If mangers are given limited resources but are expected to improve work performance, it is a dilemma for the managers as the middle mangers of BCC faced after devolution. Moreover, the newly devolved management system had a good affect on specialists support staff of finance, personnel, and information departments. They were widely dispersed having their head of profession at the center to ensure proximity with the service and business needs instead of being centralized. This was a key feature of organizational change in BCC, ‘being close to the customers’. But some felt it as a predicament that, the communication gap was large as the specialist staffs were controlled centrally in pre-devolution period. So, still there remained some structural barriers in specialists’ service. The managers didn’t understand the activities of the specialist support staffs. Actually, though devolution evolved in SSD, the department of specialists was not ‘devolved’ fully. The devolution of management in BCC, specially in SSD (Social Service Department) was introduced both with the emergence of positive and negative aspects of it as every thing has those two sides naturally. But the balance on the positive side was far heavier than that of negative side. All middle mangers were happy (except few) with the new devolved management system, which empowered them to take decisions regarding their fields and to take initiative with out asking permission of higher authority. The accountability and the clarity aroused with in the employees. The efficiency of mangers to use the scarce resources according to the need and demand of consumers also increased. That means the mangers were becoming more responsive and cautious about the customers. The overall situation was improved in BCC after the devolution of power. But as the ‘dark side of the moon’, the devolved management faced some negative waves of thoughts from some mangers of BCC. They felt that, though they had been given additional responsibilities and decision making power, they had not been given the full authority. Some occurrences were opposed to the initiatives as the CE announced those to be needed for the organizational change and devolution of power to the middle management. Finally, it can be said that; the initiative and implementation of devolved management and organizational change for effective implementation of strategic planning in Barsetshire County Council (BCC), were totally appropriate as being public service organization. But in reality, fully devolved management cannot be possible for some factors. If the middle mangers are biased, or they are not totally focused on the goal, the devolved power they practice does not make any good to the organization. On the other hand if upper level management holds potential control over some major areas such as resource allocation of organization after devolution, when middle managers are expected to make decisions, major conflicts may likely arise between management team. Thus this will lead to frustration and job dissatisfaction among middle mangers. In a public service organization like BCC, consumer orientation is vital. So, upper level management and the middle level management’s dedication will be concentrated on achieving customer’s contention by providing required service. Even there is hoax about empowering mangers. Many empowerment initiatives fail to deliver their expected advantages and that employees can end up less committed than before (Cunningham and Hyman, 1999). Also empowerment may turn to disillusionment- because managers tend to assume that more interesting work is sufficient rewarding, they find themselves working much harder for the same remuneration (Cunningham et al, 1996). The introduction of Organizational development is then necessary for effective organizational change, which is a collection of planned- change interventions built on humanistic- democratic values that seek to improve organizational effectiveness and employee well-being (Porras and Robertson, 1992). Now a days more and more organization are turning to devolved management, the top level managers believe , this would make the subordinates more goal oriented and the barriers and conflicts between management level would be removed, thus the organization could turn into a learning organization. Barsettshire county counsil was not an exception to this. References: * Micheal E. Portar (1996), â€Å"What is Strategy?† Harvard Business Review, 61-68. * Michel G. O’Loughlin (1990), â€Å"What is Bureaucratic Accountability and How can we measure it?† Administration and society 22, Vol(3), 275-302. * Carrie R. Leana (1986), â€Å"Predictors and Consequences of Delegation†, Academy of management journal, Vol(29), 754-774. * Alan Hurwitz (1996), â€Å"Organizational structure for the new world order†, Business horizons (may-June), 5-14. * Bernard Keys and joseph Wolfe (1988), â€Å"Management Education and Development: current issues and emerging trends,† Journal of management, Vol(14), 205-229. * James M. Kouzes and Barry Z. posner (1990), â€Å"The credibility factor: what followers expect from their leaders†, Management review, January, 29-33. * Thomas A. Stewart (1989), â€Å"New ways to exercise power†, Fortune, November 6, 52-64. * Glenn L. Dalton (1998), â€Å"The collective stretch†, Management review, December, 54-59. * D.C Hambrick and P.A. Mason (1984), â€Å"Upper Echelons: The organization as a reflection of its top managers,† Academy of Management Review, April, 193-206. * Cunningham et al (1996), â€Å"Empowerment: The power to do what?†, Industrial Relations journal, vol(27), 143-54. Cunningham and Hayman (1999), â€Å"The poverty of empowerment? A critical case study†, Personal review , Vol (28), 192-207 Bibliography * Rollinson D. and Broadfield A.. (2002), â€Å"Organizational Behaviour and Analysis â€Å", 2nd edition, Pearson education. * Robbins S.(2001), â€Å"Organizational Behaviour†, prentice Hall: New Jersey. * Daft R. (2003), â€Å"Management†, 6th edition, , Thomson. * Soffer C.(1978), â€Å"Organizations in theory and practice†, Heinnman : London. * Dawson S.(1996), â€Å"Analyzing organizations†, 3rd edition, Macmillan.

Sunil Bharti Mittal - Entrepreneur Profile Essay - 1564 Words

BACKGROUND: Family support: Sunil Bharti Mittal, born October 23, 1957 is an Indian businessman. He is the chairman and managing director of the Bharti group. The $4.5 billion turnover company runs Indias largest GSM-based mobile phone service. Sunils father, Sat Paul Mittal, an MP, was always in public life. It was Sunil who started in business (making cycle parts in Ludhiana, India) in 1976 at the age of 18 with borrowed capital of Rs 20,000.The son of a politician, Sunil Mittal is a Punjabi. He has built the Bharti group, along with two siblings, into Indias largest mobile phone operator in just ten years.15 years back, his company, Bharti Telecom, was a manufacturer of telephones of the push-button variety, and made its money†¦show more content†¦Bharti Telecom Limited (BTL) was incorporated and entered into a technical tie up with Siemens AG of Germany for manufacture of electronic push button phones. By the early 1990s, Mittal was making fax machines, cordless phones and other telecom gear. The turning point came in 1992 when the Indian government was awarding licenses for mobile phone services for the first time. Decision of becoming entrepreneur: . He had shown an interest in business even from his teenage days. So after graduation, Sunil got together with his friend and formed a small bicycle business with borrowed capital in the1970s. But by 1979, he realized that this business would remain small. So he moved out of Ludhiana, spent a few years in Mumbai and in 1981, was running an import and distribution operation out of New Delhi and Mumbai. Sunil Mittal was the first mover and revolutionary in cellphone industry. He started with entrepreneurship venture immediately after graduation as always wanted to be a businessman. Role of Govt.: The turning point came in 1992 when the Indian government was awarding licenses for mobile phone services for the first time. One of theShow MoreRelatedSunil Bharti Mittal - Entrepreneur Profile1627 Words   |  7 PagesBACKGROUND: Family support: Sunil Bharti Mittal, born October 23, 1957 is an Indian businessman. He is the chairman and managing director of the Bharti group. The $4.5 billion turnover company runs Indias largest GSM-based mobile phone service. Sunils father, Sat Paul Mittal, an MP, was always in public life. It was Sunil who started in business (making cycle parts in Ludhiana, India) in 1976 at the age of 18 with borrowed capital of Rs 20,000.The son of a politician, Sunil Mittal is a Punjabi. He hasRead MoreI Love Reading Essay69689 Words   |  279 PagesKolaskar and Mr. Sunil Bahri. Table of Contents Acknowledgements Executive Summary Chapter I Chapter II Chapter III Chapter IV Chapter V Chapter VI Chapter VII Annexure I : : : : : : : : Introduction: Why Entrepreneurship What Motivates Entrepreneurship Socio-cultural Factors Access to Early Stage Finance Education, Innovation and Entrepreneurship Business Environment for Entrepreneurship Conclusion: Encouraging Entrepreneurship List of Stakeholders and Details of Entrepreneurs Surveyed EntrepreneurshipRead MoreBrand Case Studies.Docx23428 Words   |  94 Pagesplayers in the business will come down from 22 to five or six. The probable long-term players could be Bharti Enterprises, BPL, Hutchison Whampoa, Reliance and the Tata-Birla-ATamp;T combine... ------------------------------------------------- Welcome Orange In early 2000, a bright orange bloom over cities like Mumbai, Delhi and Kolkata was giving sleepless nights to Sunil Mittal (Mittal) and Rajeev Chandrashekhar (Chandrasekhar). In February 2000, Hutchison Max Telecom introduced Orange in