The ITC eChoupal Initiative

The ITC eChoupal Initiative

Daniel Stone

Ohio Dominican University

 

 

The ITC eChoupal Initiative

Current situation

            The I.T.C. Limited, formally named India Tobacco Company Limited, created the eChoupal due to an ineffective supply chain for agricultural goods resulting in their International Business Division lagging behind the other divisions of the company (Applegate, Austin, & Soule, 2009).  The harvest supplied by farmers were losing 60-70% of their value.  This equated to yields of 70% the value of global standards (Applegate et al., 2009).  The reason for this were middlemen, formally known as commission agents (CAs), who were reducing the profit margins for ITC (Applegate et al., 2009).  Unfair practices with the farmers were carried out by the CAs by using a crude weighing system that only accounted for 50% of the farmer's quantity (Applegate et al., 2009).  Furthermore, farmers were not paid on time and in full as the law required from the CAs.

            Farmers would travel up to a full day hauling their produce to the mandi (marketplace) to be auctioned (Applegate et al., 2009).  Once at the mandi, the farmers had to wait an additional two to three days before getting into the market (Applegate et al., 2009).  At the mercy of the CA's low offers, the farmers did not have a way to store unsold produce (Applegate et al., 2009).   As a result, the farmer would take his harvest to the winning bidder's shop to be weighed (Applegate et al., 2009). 

            The farmers were isolated and price discovery took place upon arrival at the mandi and was received via mouth.  If the farmer was fortunate, while at the mandi, he would receive a large enough payment to cover transportation costs, but had to settle for whatever he could get (Applegate et al., 2009).  Weather reports were inaccessible, which affected the farmer's harvest.  Not having to rely on the monsoons would allow the farmers to improve their crop quality and streamline the process of  having it brought to the market (Applegate et al., 2009). 

            ITC Limited sought to remove the middlemen and provide an alternative to the mandi (Applegate et al., 2009).  By doing this, the farmers were able to sell directly to one of the ITC's 44 hubs (Applegate et al., 2009).  The distance to the ITC hub was the same as the distance to the mandi (Applegate et al., 2009).  However, at the ITC hub, ITC provided compensation for transportation costs and had a retail outlet where farmers could buy farming supplies and equipment.  Also, the ITC provided scientists and facilitated educational sessions that demonstrated how the farmers could get more out of their crops by practicing more effective methods (Applegate et al., 2009). 

            Also, the ITC sought to rectify how the information was being delivered to the farmers (Applegate et al., 2009).  This was achieved with the creation of eChoupal, a website featuring weather reports, global crop standards, best practices, market pricing from around the world, a Q & A forum, and the news page (Applegate et al., 2009). 

            Current Performance.  ITC Limited seeks to maintain its reputation as One of World’s Most Reputable Companies by Forbes and a Top 50 Asia’s Best Performing Companies by Business Week.  ITC Limited employs over 26,000 people, at more than 60 locations across India with approximately 6,500 eChoupals installed (Forbes Magazine, 2013). 

            Corporation performance.   ITC Limited is considered one of India's most valuable corporations through world-class performance, creating a growing value for the national economy and ITC's stakeholders (Forbes Magazine, 2013).

            For the ITC's agriculture business, is expected to invest Rs 5,000 crore over 5-7 years in 2006 (ITC Limited, 2013).  Because eChoupal has been able to preserve product identity and manage product pricing, ITC has been able to gain market share (ITC Limited, 2013).  Chief Executive Officer, S Sivakumar, states that the profitability of eChoupal will be a challenge to measure due to an annual growth rate of 40% since 2005 (ITC Limited, 2013).  

            Strategic Posture.   ITC Limited 's mission statement is "To enhance the wealth generating capability of the enterprise in a globalizing environment, delivering superior and sustainable stakeholder value" and has the vision statement to "Sustain ITC's position as one of India's most valuable corporations through world class performance, creating growing value for the Indian economy and the Company's stakeholders" (ITC Limited, 2013).  The objective for the eChoupal was to be an improvement to the supply chain by serving as a delivery mechanism for its agriculture business (ITC Limited, 2013). 

            As a business strategy, ITC was committed beyond the market and did this creating economic freedom in reengineering it's supply chain, fixing market inefficiencies, information sharing, and product differentiation (ITC Limited, 2013). 

            In terms of an organizational strategy, ITC worked with the village culture by having  transparent pricing, technology available at the village level, and a waiting area at processing facilities.  ITC Limited provided reimbursement for transportation to the farmers and there was no commitment from the farmers required to join ITC's eChoupal network  (ITC Limited, 2013). 

            As an information strategy, it was imperative that there was Internet access for remote villages.  ITC provided the villages an equipment kit comprising of computers, connection lines, power supply, and a printer.  With these tools in the hands of the farmers, ITC provided technology training to the farmers.  To remove the guesswork, ITC created pricing trends allowing flexibility for the farmers in terms of when to sell their harvest.  Furthermore, to remove the fraud, waste, and abuse, ITC computerized the weight process hereby eliminating the crude manual weight system, which had 50% of the farmer's crop unaccounted for  (ITC Limited, 2013).  All of ITC's policies have the foundation of trust, transparency, empowerment, accountability, control, and being an ethical corporate citizen (ITC Limited, 2013).   

External Environment Opportunities and Threats

            Societal Environment.  In evaluating the external environment of opportunities and threats of the social relations between ITC and those around, the economic, technological, political,  legal, and sociocultural opportunities and threats were examined.   For example, one of the technological opportunities was the introduction of new technology.  Farmers were able to access the Internet, which provided the economical opportunities of receiving market information (Upton & Fuller, 2004). 

            Furthermore, when the ITC streamlined the supply chain, this provided economical opportunities of reducing costs for the farmers (Upton & Fuller, 2004). 

While the eChoupal Initiative provided many economical and technological opportunities, the economical threat of negative market change and the political and legal threat of government regulations still loomed (Upton & Fuller, 2004). 

            Task Environment.  The threat of new entrants was low to moderate and the threat of substitute products was moderate (ITC Limited, 2013).  On the one hand, the bargaining power of buyers was high. On the other hand, the bargaining power of suppliers was moderate to high (ITC Limited, 2013).   In terms of rivals, the eChoupal Initiative competes against the mandi  (Upton & Fuller, 2004).  Other key factors are opportunities for the eChoupal Initiative such as other products besides the soybeans and wheat (ITC Limited, 2013).   Also, environmental and weather threats still present challenges to the task environment (Upton & Fuller, 2004). 

 

 

Internal Environment Strengths and Weaknesses

 

            Corporate Structure.  In evaluating the internal environment of strengths and weaknesses, the corporate structure at ITC was a system of management in which the decision making process was initiated at the highest level (ITC Limited, 2013).  ITC Limited was organized on a basis of function, projects, and geography by exercising its strengths of low transportation costs and not having a middleman in the new format (Upton & Fuller, 2004).  In addition to this, the weaknesses of the ITC were exposed with IT equipment and hub locations (ITC Limited, 2013).  On the one hand, the ITC's structure was understood and consistent with the strength of having the information exchange (Upton & Fuller, 2004).  On the other hand, the use of technology by the farmers was a weakness of the structure (Upton & Fuller, 2004). 

            A similar comparison to ITC's eChoupal Initiative, is the Apollo Tele-medicine Networking Foundation (ATNF).  Similar to ITC, ATNF has the mission of "Bringing healthcare of international standards within the reach of every individual" (Apollo Telemedicine Network Foundation, 2012).   The ATNF's vehicle to achieve this was the e-Health program, which is similar to ITC's eChoupal (Apollo Telemedicine Network Foundation, 2012).

            Corporate Culture. The transparency of prices in the new format of eChoupal was a strength for making ITC a well defined or emerging culture.  Whereas, the education level of the farmers was a weakness in this setting (ITC Limited, 2013).  

            ITC Limited's culture was consistent with the objective of  the eChoupal as the vehicle to  improve the ineffective supply chain for agricultural goods with the corporate strategy of the following:  "(a) create multiple drivers of growth by developing a portfolio of world class businesses that best matches organization capability with opportunities in domestic and export markets" and "(b) continue to focus on the chosen portfolio including the agriculture business and Information Technology" (ITC Limited, 2013). 

            Corporate Resources.  ITC Limited has research and development centers in two different locations in India.  In one location, the focus is on product technology cells, common service modules, and advanced research initiatives.  At the other location, the focus is on tobacco crop cultivation (ITC Limited, 2013). 

            Summary of Internal Factors.  ITC Limited believes that "One business derives strength from another" (ITC Limited, 2013).  Also, ITC Limited created a diversified conglomerate because this provided the opportunity to expand into an unrelated set of businesses, whereby ITC has been able to link branding, trade marketing, and distribution to create a competitive superior value proposition.  Furthermore, the most important competency is succession planning and ensuring that there is a clear plan at ITC (ITC Limited, 2013).  The eChoupal has 70 warehousing hubs that are outsourced through service providers (Upton & Fuller, 2004). 

Analysis of Strategic Factors (SWOT)

            Situational Analysis.  The most important internal factors from a situational analysis was ITC's support of the supply chain (Upton & Fuller, 2004).  First, the use of technology due to the delivery of computer kits to each village made it possible for farmers to receive information that was transparent and in real-time (Upton & Fuller, 2004).  Next, capitalization for the farmers was essential in ensuring immediate cash payment at the fair market value to the farmers and ITC made this possible (Upton & Fuller, 2004).  The transactional costs in the new format had low costs and the process was (Upton & Fuller, 2004).  Lastly, the conversion of CAs to Samyojak made use of the key component of the supply chain by educating and training the farmers with the use of the computers in the villages and ITC hubs Upton & Fuller, 2004).    

            In terms of weaknesses, power availability in the rural part of India was scarce.  Consequently, the telecommunication infrastructure was inferior (Bolton,  2013).  Roads were inadequate as vehicle access was limited.  Also, competitors attempted to divert produce from farmers (Upton & Fuller, 2004). 

            The most important external factor from a situational analysis was the new format that allowed for the supply chain to perform more efficiently for the ITC's International Business Division (Upton & Fuller, 2004).  ITC Limited was able to sell products at the point of sale when farmers brought in their harvest.  By doing this, ITC was able to access rural markets that were previously in a difficult situation (Upton & Fuller, 2004). 

            In terms of threats, the relationship between ITC and the Sanchalaks potentially threatened ITC's supply chain.  The Sanchalaks acted as the hosts of the evening assemblies of information gathering and distribution by the farmers.  The gatherings were uneven at times due to the demand of unwarranted additional payments from the Sanchalaks.  These demands came due to the Sanchalak's homes being the site where the computer kits were held (Annamalai, & Rao, 2003).  Also, the new format took money and freedom away from the middlemen, the Samyojaks.  As a result, the relationship between the Samyojak and ITC was strained in the new setting (Annamalai, & Rao, 2003).  

            In terms of the present and future performance of the eChoupal, the focus of the ITC is to grow for the future in a sustainable way (ITC Limited, 2013).  Therefore, the ITC needs to focus on infrastructure development and innovation.  These things will strongly affect the corporation's present and future performance (ITC Limited, 2013). 

            First, infrastructure development will provide more hubs, kiosks, and choupals, which will allow more convenience with the farmers (Upton & Fuller, 2004).  By doing this, competitors will have more difficulty entering or competing in the market (Annamalai, & Rao, 2003). 

            Next, the ITC needs to focus on innovation.  By focusing on innovation, the ITC will continue to provide beneficial information to its stakeholders, primarily the farmers (ITC Limited, 2013).    Also, ITC needs to be cognizant that they are ahead of the continuous technological advances and are moving at a steady pace that is consistent with the end users, the farmers at the eChoupal (Annamalai, & Rao, 2003).  While focusing on innovation, ITC must also maintain the principles of transparency and trust (Upton & Fuller, 2004). 

            Review Mission and Objectives.  ITC Limited should not change mission or objectives since these address strategic factors and problems by "enhancing the competitive power of the portfolio through synergies derived by blending the diverse skills and capabilities residing in ITC's various businesses" (ITC Limited, 2013). 

Strategic Alternatives and Recommended Strategy

            Strategic Alternatives TOWS Matrix.  In regards to the TOWS Matrix, the strengths and opportunities, strengths and threats, weaknesses and opportunities, and  weakness and threats are addressed. 

            From a strengths and opportunities standpoint, one alternative strategy would be to use strengths to maximize opportunities to introduce new technology for information exchange.  The foundation for this is the computer kit stationed at the Sanchalak's  home in the farmers' village.  To introduce new technology, the utilization of  mobile phones to the eChoupal infrastructure would reinforce this position (ITC Limited, 2013).  By doing this, this would allow more freedom for the farmers and make the farmers easier to access (ITC Limited, 2013). 

            From a strengths and threats standpoint, one alternative strategy that  would use strengths to minimize threats is for ITC to provide transparency of prices to the farmers exclusively by eliminating new entrants from picking up market share in the region.  This could be achieved by having the ITC establish a call center that calls the farmers on their company issued mobile phones where the ITC informs the farmer directly of the prices.  This prevents the farmers from needing to go to the Sanchalak's home to use the computer if necessary (ITC Limited, 2013). 

            From a weaknesses and opportunities standpoint, one alternative strategy that would minimize weaknesses by taking advantage of opportunities is to introduce new technology by educating the end user, the farmer.  The new technology would be mobile phones.  ITC Limited could utilize the Samyojaks as outside sale representatives for the mobile phone service provider to train the end user on this device and troubleshoot any issues (Upton & Fuller, 2004). 

            From a weaknesses and threats standpoint, one alternative strategy that would minimize weaknesses and avoid threats is to lobby for government regulations that would make the use of technology a strength by the end user, the farmer.  Lobbyist could focus on telecommunication infrastructure and remain consistent with the most important internal factors (Bolton,  2013).  Presently, a US-India initiative is being drafted with the goals of enhancing access and use of government data to foster innovation, improve delivery of government services and the promotion of government transparency, accountability, and public participation (Bolton, 2013).    Within the next 3-5 years, ITC could accomplish any of the following recommendations.  These recommendations include (a) the utilization of mobile phones issued by ITC to the farmers, (b) the establishment of an ITC call center for the eChoupal infrastructure, (c) furthering the conversion of Samyojaks as outside sales representatives for a mobile phone service provider, and (d) government lobbying for telecommunications infrastructure development are strategic alternatives derived from the TOWS Matrix. 

            The pros of mobile phones issued by ITC to the farmers is to not only allow information exchange between ITC and the farmers, but also between the other farmers and key stakeholders in the supply chain, such as the Samyojaks and  Sanchalaks (ITC Limited, 2013).  The cons of issuing mobile phones to the farmers is that the farmers may not be technologically inclined enough to use the device and troubleshooting when issues arise out in the field (ITC Limited, 2013). 

            Next, the pros of ITC establishing a call center is to provide an alternative to the computer for those farmers that may be more comfortable in communicating and gathering price information verbally (Annamalai, & Rao, 2003).  Also, while the farmers traditionally go to the home of the Sanchalak, where the computer is located on a regular basis, the farmers can be accessed by ITC between those visits to stay better informed (ITC Limited, 2013).  Furthermore, this investment will strengthen the bond between the ITC and the farmers (ITC Limited, 2013).  The cons of ITC establishing a call center are a weak telecommunications infrastructure or other threats, such as weather or environmental issues that may prevent the farmer from being accessed (ITC Limited, 2013). 

            Then, the pro of using the Samyojak as an outside sales representative for the mobile phone service provider is that to the Samyojak is already a logistical services provider for the ITC (Applegate et al., 2009).  If there is an issue with the mobile phone or a farmer that doesn't know how to use the device, the Samyojak can bridge the barrier gap (Applegate et al., 2009).  The con of using the Samyojak in this role is that their income was already reduced from the former format,  but more will be asked of them (Applegate et al., 2009). 

            Lastly, the pros of lobbying for government regulations is that this would improve the state of the telecommunications infrastructure in the rural part of India and it would address an obvious problem that is the core of eChoupal (Bolton, 2013).   The cons of doing this depends on if the Indian government is corrupt and dysfunctional.  This will determine how much time,  effort, and funding will be necessary for government regulations to be viable (Bolton, 2013).          Recommended Strategy.  The alternative of mobile phones being issued by ITC to the farmers will be recommended.  This is justified from a strengths and opportunities standpoint because ITC would be introducing new and different technology for information exchange (Ministry of External Affairs, Government of India, 2011). 

      Mr. S. Sivakumar, CEO of ITC's Agriculture Business stated that due to technology evolving, the next step of the eChoupal process is to seek opportunities in mobile telecommunications (ITC Limited, 2013).  Despite being small, the farmers will be allowed to compete at the global level by linking the markets directly as ITC envisions in the year 2020  (ITC Limited, 2013). 

            First, the policies that should be developed are allowing access to ITC's corporate resources from the rural part of India.  This policy is known as Bring Your Own Device (BYOD) which permits employees to bring personally owned mobile devices to use for business purposes, if the farmer has their own mobile phone (Airwatch, 2013).  As of April 2013, 40% of the residents in the rural part of India had wireless phone subscriptions (Telecom Regulatory Authority of India, 2013).  Next, allowing the farmer to be able to separate corporate and personal data on their ITC issued mobile phones is important and developing a policy of "containerization" will meet that objective  (Airwatch, 2013). 

            Lastly, a mobile phone management policy will cater to the setting of farmers using mobile phones in the areas of mobile security, mobile device management, and mobile texting (Airwatch, 2013).      

Implementation 

            Programs.  ITC Limited 's goal is to add value to the entire supply chain according to Mr. S. Sivakumar (ITC Limited, 2013).  This value added program started in the early 2000s with the implementation of eChoupal and will be extended with the farmers using mobile phones (ITC Limited, 2013).  As such, the implementation of the mobile phone usage will be successful based on the belief that the farmer needs a supplement to the eChoupal.  Working with and respecting the existing culture of the choupal, Sanchalak, and Samyojak is also crucial.   It will also be successful based on transparency of information and no obligation to the farmer if they already have a mobile phone due to the BYOD policy (Airwatch, 2013). 

            Programs that focus on new ideas and methods, such as the use of mobile phones by the farmers, are the kind of programs needed.  In particular, these programs should focus on education and training of the farmers on the use of the mobile phones.  They should also ensure that there is oversight of the Samyojak who will be the go-between for the mobile phone provider and ITC (Upton & Fuller, 2004).    The Indian government is investing heavily in the infrastructure development of the telecommunications infrastructure according to Sam Pitroda, an adviser to the Indian government (Bolton, 2013).   The responsibility of the programs, and development should be a joint-venture between ITC, mobile phone service providers, and  the Indian government.    

            Budgets.  In India, telecommunications infrastructure is expected to increase to 20% during 2008-15 to reach 571,000 towers in 2015.  The sector's revenue grew by 13.4 % to reach US$ 64.1 billion in fiscal year 2012 (India Brand Equity Foundation, 2013).  Other budgets to accompany the existing budget for telecommunications infrastructure are the mobile phones and basic calling and texting plans.  A Sony Ericsson Txt Pro costs approximately $144.44 (Sony Ericsson, 2013).  The minimum cost of a complete cell phone package is approximately $13.00 in India (NewAmerica.org, 2013).  In India, passive infrastructure accounts for 2/3 of the total cost of setting up a wireless network. A passive infrastructure comprises of the tower, antenna , base tower station shelter, power supply, battery bank, invertors, diesel generator set for power backup, air conditioner, etc (Ghosh, Aggarwal, & Marwaha, 2009).  Priorities are appropriate for these programs.  In particular, the priorities need to be the Madhya Pradesh area since this is where most of ITC's agriculture business takes place.   

            Procedures.  The existing standard operating procedure at ITC known as E-waste policy will be added to the mobile phone usage for e-Choupal.  This is due to the policy having existing relationships with IT vendors that have a sound management process, minimize e-waste, and are responsible with the disposable process that confirms to regulatory requirements and best practices (ITC Limited, 2013). 

Evaluation and Control

            Information System.  The current telecommunications infrastructure in Madhya Pradesh is capable of providing feedback on implementation. First, the region has Internet connectivity at all of its 45 districts.  Next, the telecommunications is reliable due to an optical fiber cable network that runs through 18,000 routes.  In most places in Madhya Pradesh has connectivity that is able to access the network from places that are far away.  As a result, the information can be accessed in a timely fashion (Business Knowledge Resource Online, 2013).   

            Control Measures.  ITC Limited has adequate control measures in place that are in the form of its policies.  For example, one of its policies seeks to sustain development "through the establishment and implementation of environment standards that are scientifically tested and meet the requirement of relevant laws"  and "proactively share information with business partners towards inculcating world-class EHS standards across the value chain of which ITC is a part" (ITC Limited, 2013). 

            As a result, appropriate standards are used.  A system that rewards currently exists, and can recognize good performance.  ITC Limited uses lab tests to reward farmers with bonuses if their crop's quality exceeds standards (Annamalai, & Rao, 2003). 

References

Airwatch.  (2013).  Bring Your Own Device (BYOD).  Retrieved from http://www.air-            watch.com/solutions/bring-your-own-device-byod

Airwatch.  (2013).  Containerization (Workspace).  Retrieved from http://www.air-            watch.com/solutions/containerization

Airwatch.  (2013).  Mobile Security Management.  Retrieved from http://www.air-            watch.com/solutions/mobile-security

Annamalai, K., and Rao, S. (2003).  What Works:  ITC's e-Choupal and Profitable Rural   Transformation.  Michigan Business School and UNC Kehan-Flagler Business School.

Apollo Telemedicine Network Foundation.  (2012).   Retrieved from  http://www.

            telemedicineindia.com/ Appendices

Applegate, L., Austin, R. & Soule, D. (2009). Corporate information strategy and management:   Text and cases. 8th ed. , P. 477-493.

Bolton, P.  (2013).  21st Century Technologies Key to India's Future.  Retrieved from             http://www.globalatlanta.com/article/26499/21st-century-technologies-key-to-indias-            future/#largeBanner (ITC Limited, 2013). 

Business Knowledge Resource Online.  (2013).  Investment Opportunities and Incentives, State   Level Investment, Madhya Pradesh, Infrastructure.  Retrieved from   http://business.gov.

            in/investment_incentives/infrastructure_mp.php        

Forbes Magazine. (2013).  ITC on the Forbes Asia's Fab 50 Companies List.  Retrieved from             http://www.forbes.com/companies/itc/

Ghosh, A., Aggarwal, V., & Marwaha, N. (2009).  Telecom Infrastructure in India.  ICRA Rating             Feature. 

India Brand Equity Foundation.   (2013).  Indian Telecom Industry.  Retrieved from  http://www.

            ibef.org/industry/telecommunications.aspx

ITC Limited.  (2013).  About ITC, ITC Leadership.  Retrieved from  http://www.itcportal.com/

            about-itc/leadership/index.aspx

ITC Limited.  (2013).  About ITC, Our Policies.  Retrieved from  http://www.itcportal.

            com/about-itc/policies/itc-ehs-policy.aspx  

ITC Limited.  (2013).  About ITC, Our Values.  Retrieved from  http://www.itcportal.com/about-            itc/values/vision-mission.aspx

ITC Limited.  (2013).  Business, Agri Business, e-Choupal.  Retrieved from  http://www.itc

            portal.com/businesses/agri-business/e-choupal.aspx

Ministry of External Affairs, Government of India.  (2011).  Public Diplomacy Division.  Retrieved from  http://www.youtube.com/watch?v=tCtHEby8ugM

NewAmerica.org.  (2013).  An International Comparison of Cell Phone Plans and Prices.              Retrieved from http://newamerica.net/publications/policy/an_international_

            comparison_of_phone_plans

Sony Ericsson.  (2013).  Txt Pro.  Retrieved from http://fonearena.com/sony-ericsson-twt- pro_1521.html 

Telecom Regulatory Authority of India.  (2013).  Retrieved from http://www.trai.

            gov.in/Content/index.aspx

Upton, D. M. & Fuller, V. A.  (2004).  The ITC eChoupal Initiative.  Harvard Business School,    1-20.

http://daniel-j-stone.blogspot.com (C) 2009-13

Potential for Success: Test of English for International Communication (TOEIC) Test Prep

Potential for Success: Test of English for International Communication (TOEIC) Test Prep in Central Ohio
Daniel J. Stone
Ohio Dominican University

     In summarizing the rationale on enhancements of current services for English language learners in Central Ohio, the Test of English for International Communication (TOEIC) Test Prep has the potential for success in the marketplace.  This is due to demographics, desire of the people in those demographics to become proficient with English while living in the US, and support from local and global organizations.

            The TOEIC exam was first administered in Japan has been the benchmark that the Japanese adult language learner is measured with by businesses and organizations (Amideast, 2012).  More and more Japanese companies are establishing branches and subsidiaries abroad.  New Japanese university graduates are like American graduates and are facing a tough job market.  Japanese graduates see the advantage of adding an internationally recognized credential to their resumes (Japan Today, February 2013).  

            In Central Ohio, there are 158 local businesses owned by parent companies in Japan as well as two Japanese subsidiaries of local Fortune 1,000 companies (Global Columbus, (2013).  In short, there is a high concentration of Japanese expatriates with trailing spouses and children residing in Central Ohio from a demographic standpoint.  In most cases, these expatriates spend long hours at work where the management style and language is in their native tongue meaning that trailing dependents, mainly spouses, are constantly in search of meaningful structure to their day that adds value to their new surroundings.  
            While the Japanese expatriates spend most of their time in Central Ohio working in organizations as if they are still in Japan, there is interaction with Americans and the more proficient the expatriates are with English, the more effective they are going to be in leading the local workforce.  Outside of work, knowledge of English is imperative for survival purposes for example, shopping at the Whole Foods Market, meeting with their child's teacher, and obtaining a driver's license just to name a few reasons.  Therefore, the Japanese expatriate has a strong desire to improve their English.  Furthermore, the Japanese educational system has English as a compulsory course for six years.  With this being the case, there is a foundation already established in this area (JET Program, 2013).
            There is strong support from local and global organizations in the area of English language training.  From 2010 to 2012, I was the founding language school center director for a third-party vendor on the campus of Ohio Dominican University.  There were a number of expatriates with ties to The Ohio State University and other multinational corporations in the area that expressed interest in our services.  Due to the location of ODU and the proximity of the multinational corporations coupled with the possible student's inability or unwillingness to commute by car, there were only a small number of expats that partook in our services during that period.  
            In Japan, the place where most of the Japanese expatriates that are currently in Central Ohio will return unless their companies move them on to another overseas location, has strong support of English training for professionals.  Softbank, a Japanese telecommunications and Internet corporation, intends on giving cash rewards to staff who get top marks in English proficiency tests such as TOEIC. (Japan Today, March 2013)  Rakuten, a Japanese electronic commerce and Internet company, made English its language for all internal communications (Japan Times, 2012).  Furthermore, the ruling Liberal Democratic Party (LDP) of Japan plans to increase the number of foreign English teachers at public schools to 10,000 from the current 4,360 by reviving the Japan English Teaching program (Japan Today, April 2013.)  As a JET alum from 2004-07, it will be interesting to see if this revival will focus on public schools or expand to private sectors.  

            In conclusion, TOEIC Test Prep courses should be offered in Ohio.  These courses can be supplemented with English for Specific Purposes to enhance the learning experience that has a direct correlation to improving one's life at work or at home while residing in Central Ohio.  By offering TOEIC Test Prep and its supplement, the vastly untapped market of International Business Professionals residing in Central Ohio will find meaning in an educational program and be able to participate due to the program being offered during the evening and weekend hours. 

References

America-Mideast Educational and Training Services, Inc., (2012).  TOEIC: Why It's Bigger than Ever in Japan.  http://www.amideast.org/blogs/toeic4success/2012/04/toeic-why-its-bigger-ever-japan 

Global Columbus, (2013).  Positioning Greater Columbus to Thrive in a Global Society.                   http://globalcolumbus.org/ 

Japan Exchange and Teaching Program, (2013).  Roles of the Ministries, Contracting         Organizations, and CLAIR.  http://www.us.emb-japan.go.jp/JET/roles.html 

Japan Times, (2012).  Rakuten’s English drive.               http://www.japantimes.co.jp/opinion/2012/07/08/editorials/rakutens-english-drive/#.UYwOEkbD_IU
 

Japan Today, (February 2013).  Required or not, English knowledge no guarantee of success.               http://www.japantoday.com/smartphone/view/kuchikomi/required-or-not-english- knowledge-no-guarantee-of-success 

Japan Today, (March 2013).  Softbank offers cash incentive to employees who score high in         TOEIC.  http://www.japantoday.com/category/careers/view/softbank-offers-cash-incentive-to-employees-who-score-high-in-toeic 

Japan Today, (April 2013.)  Gov't plans to increase number of foreign English teachers to              10,000.  http://www.japantoday.com/category/careers/view/govt-plans-to-increase- number-of- foreign-english-teachers-to-10000/comments/popular/id/321

http://daniel-j-stone.blogspot.com (C) 2009-13

Giant Killers at the Money Game

Below is a piece for a writing project that will discuss the South's passion with football:

            In 2007, Appalachian State University of the Southern Conference traveled from Boone, NC to Ann Arbor, MI and beat Big Ten's Michigan Wolverines at the 107,501 seat stadium known as "The Big House", 34-32.  This win coincided with the debut of the Big Ten Network (BTN), a cable channel dedicated to all things in the Big Ten Conference's athletic universe.  For those living in the Upstate of South Carolina or Western North Carolina like I was at the time, we got to see the App. State vs. Michigan game replayed over and over on the BTN channel as it was promoted on the local cable provider.   

            Six years later, the Big Ten's commissioner, Jim Delany, went on the record encouraging schools like Michigan to not schedule games with schools like Appalachian State.  The reason is not to prevent a smaller school that has less scholarships than the Division I schools (Football Bowl Series, FBS) of the chance to upset and the big payout, rather,  playing against a Football Championship Series (FCS) team like Appalachian State weakens the FBS school's power rating.             At the top level of college football, the team's strength of schedule is a big part of the criteria that the selection committee uses to determine the Bowl Championship Series (BCS) game and will be applied as the top level implements a four-team college football playoff system in 2014.  Therefore, not only does a game like Appalachian State at Michigan allow for the Mountaineers to upset the Wolverines, it also cheapens the Wolverines' regular season schedule and weakens their chances of qualifying for the BCS playoffs providing that the Wolverines have a Top 5 ranking after the conference championship game.  FBS teams that are members of a 12+ member conference divide their conference into divisions and hold a championship game, a new phenomenon that started in 1992 when Alabama and Florida played after their rival games, the last game of that season. 

            Nowadays, most FBS vs. FCS matchups end up in lopsided victories for the bigger school equating to a glorified scrimmage game where both teams are in game uniforms, playing before loyal fans in stadium seats that cost as much as $80-90 per non-premium priced ticket in some cases.  Of course, college football programs have proven to be the breadwinners for their school's athletic departments keeping the other sports teams solvent, but for fledgling schools such as Savannah State, loading up the bus to take on a far more superior opponent is a way of survival.  In 2012, Savannah State opened their season with two road games against powerhouses of the Atlantic Coast Conference (ACC) and Southeastern (SEC) conferences.  Like many schools in the aftermath of the Great Recession of 2008, Savannah State has fallen on hard times and have scheduled multiple "money games" against larger schools as a means of survival.  While these games cheapen the FBS schedule and have caused them to fall in the polls in some cases, these games richen the FCS bottom line which in some cases is of the upmost importance.  However, with so much riding on the line for the BCS team on getting into the four-team playoffs, it is high time that conference officials spoke out against this.

            A four-team playoff system?  The FCS division has been facilitating a 16-team playoff system since 1978.  The top 16 teams of this division would play a 11 to 12-game regular season, have their conference championship decided by the games played by the regular season meaning that there could be co-conference champions.  Of course, most, if not all of the top 16 teams played one road game known as their "money game" where they traveled to a larger school and despite being a top 16 team, taking a loss most of the time.  Sometimes, the smaller schools would go on the road for the "Money Game" and not only collect the big paycheck but would also collect the win as the case of Appalachian State in 2007.

            Times sure have changed in college football.  In the 1980s, I must have gone to every home game at Furman University in my hometown of Greenville, SC.  Furman, like Appalachian State was a member of the Southern Conference.  My dad, a high school football official in South Carolina from the mid-1970s to the mid 2000s satisfied the prerequisite of  being on the chain crew by being a high school official.  He has been working the chains at Furman since the 1970s when Furman played their home games at Shrine Stadium in downtown Greenville.  For my dad, this was a dream assignment as he got to stand on the field and watch football without being interrupted.  The chain crew is mainly on the visitor's side and my dad was able to rub shoulders with the visiting team and their coaches.  In those days, Furman was inhospitable and treated the visiting team poorly by whipping them soundly.  Other than getting to watch the games for free and uninterrupted, the members on the chain crew got parking permits, a free ticket for every home game, a new polo shirt and ball cap every year. 

            Furman began playing home games on their campus in 1981.  My dad could usually get another free ticket for a fellow chain crew member that was going to go unused.  I would usually go with a friend who wasn't going to the Clemson game or if Clemson was on the road.  In the early part of the 1980s, I was pretty young and would enter the stadium on the home side and walk around and sit on the visitor's side.  During the half, my dad would let my friend and I sit with them and talk about the game.  In the later part of the 1980s, I would sit on the home side and usually bring a date to the game. 

            I recall games where Furman hosted Appalachian State and attendance, although modest when compared to larger schools, setting stadium records.  Furman's inter-state rival game was against The Military School of South Carolina, The Citadel which was as every bit of a bitter rival as the South Carolina-Clemson series. 

            Since it was expected back in those days for Furman to place in the national playoffs, and their placing was usually near the top, I got to see Furman host games against the University of Nevada-Reno, University of Rhode Island, and Youngstown State.  I remember reading in the Greenville News that the Nevada-Reno players practiced in the days leading up to their matchup against Furman without shirts hoping to catch a tan.  In my young mind, I thought that it was sunnier out West.  Rhode Island brought in a pass-only offense which was state-of-art at that time.  Their quarterback was named "Eriehert" and the media dubbed Rhode Island offense, "Air Rams lead by Eriehert".   After Furman's game against Youngstown State, my dad told me that the Youngstown State coach, Jim Tressel, reminded him a lot of Dick Sheridan, the Furman coach that put football on the map at Furman.  My dad said, "Tressel will be coaching a Division-1 team someday."  Later, Tressel took over The Ohio State University football program and led the Buckeyes to a National Championship in 2002. 

            One playoff match off brought the traditionally African-American school, South Carolina State Univ. to Greenville.  Furman and SC State played each other rarely if at all before that time for whatever the reason.  While Furman's band was stellar and provided a very entertaining halftime show, SC State's band stole the show!  

            Looking back, the 1980s and 1990s were Furman's "Golden Era" of football with several conference championships, national playoff  appearances and a National Championship runner up in 1985 and 2001 and a National Championship in 1988.  In addition to the growing trophy case that Furman had in the 1980s, Furman was known as the "Giant Killers".  In the 1980s, Furman would travel to the University of South Carolina, North Carolina State University and Georgia Tech and would beat them!  Furman was really good with a balanced run-pass offensive attack and a defense known for their "bend but don't break" approach.  Furman did this without compromising their academic standards and less scholarships compared to their larger school foes.  Furman has been known as a school where only the best and brightest were admitted. 
            On particular Saturday in 1986, my dad, sister, and I traveled from Greenville to Atlanta like we did frequently.  My dad grew up in Atlanta and this place was were my grandparents, uncles, and cousins lived.  Furman had a "Money Game" against Georgia Tech.  We met my grandfather and one of my cousins at the legendary fast food restaurant, The Varsity.  After grabbing a bite and a short walk, we arrived at Grant Field.  My dad and I were appropriately dressed in purple Furman garb and of course, received hostile remarks from local Yellow Jacket supporters.  Maybe the remarks were in jest, but I remember not feeling that way and keeping to myself and looking down.
            The game was a sellout and I remember that it was odd seeing Furman in white jerseys.  Back in those days, football teams wore dark jerseys at home and white jerseys on the road.  Today, this is usually the case but college teams have gravitated to "Black Out" or "White Out" thing with the uniforms to spice things up. 
            Experts predicted Georgia Tech to win at home against the smaller visiting school.  The previous season, Furman traveled to Raleigh, NC and beat NC State 42-20.  In 1978, Georgia Tech joined the ACC after spending many years as an independent and as a result did not have a traditionally strong football program as the case of NC State in those days when Furman would beat them.  Not only did Furman kill the "giant" at the money game in 1985, they also advanced to the National Title game in Tacoma, Washington and lost a heartbreaker to Georgia Southern University 44-42.  Georgia Southern was a relatively new football program lead by legendary defensive coach formerly of the 1980 Georgia Bulldog championship team, Erk Russell.  My dad graduated from Georgia Southern but he was cheering so hard for Furman.  As he did on New Year's Day, my dad had this game on mute and had the local radio commentary tuned in.  Had we not got the expanded Telecable channels to ESPN that summer, my dad would not have been able to watch the game on TV.  I'm sure that my dad would have called Telecable the day of the game if it were necessary to watch the game on TV.

            Experts got it wrong and probably did so because then and now, they have little knowledge or respect of the FCS division.  While Furman did not win against Georgia Tech that Saturday in September in 1986, they tied them 17-17.  Back then, college football games would end in a tie.  Had they did as they do today, each team would have gotten a crack at a score starting from the opponents red zone and hoped that their defense could rise to the occasion with the big stop.

            Afterwards, my dad and I were in a celebratory mood and were cheering as we walked back to the parking lot.  One fan approached us with displeasure in our jovial display.  My dad saw one Tech fan who was obliviously mad at the outcome and said, "I know that Tech is new to the ACC but since you can't win against Furman, why doesn't Tech join the Southern Conference?"  The man got even madder and we quickly disappeared into the crowd. 

            The 1986 season was Furman head coach, Dick Sheridan's last season at Furman.  He was offered the head coaching position at NC State.  He basically implemented the entire system at NC State that had provided so much success at Furman, even down to the uniforms.  Under Coach Sheridan, NC State had winning seasons and played in bowl games.  Back in those days, there were less bowl games meaning that only the stellar teams were invited.

            In 1988, Furman returned to the national title game held in Pocatello, ID in a rematch of the 1985 title game against Georgia Southern.  Furman won this time edging out the Eagles, 17-12.  My dad, as the rest of the chain crew and other supporters of the Furman football program, was invited to the awards banquet and enough money was raised to fund two additional scholarships.  The players from this national championship team went on to do amazing things.  Basically, for every player that went on for a brief career in the pros, there was another player that went on to become a lawyer or doctor.  This type of balance is hard to come by in today's college football environment.       
            These days, I don't get to attend Furman games like I did in my youth.  My dad, brother-in-law and I attended Furman's "Money Game" in 2009 against Auburn.  Furman got taken to the woodshed as Auburn held their homecoming game.  In 2010, Auburn went on to win their only National Championship.  Our seats were in the corner of one of the end zones.  Auburn scored often that game but when Furman was on the verge of scoring, my dad would point out between viewing through a pair of binoculars, "Notice how the Auburn defender is lined up on the Furman receiver, man-to-man?  What Auburn is saying is that their talent is better than Furman's and don't need to double-team." A few plays later, Furman brought out the field goal team for a consolation scoring attempt of a field goal. 
            We left late in the fourth quarter since the outcome of the game was settled.  With the traffic jam in our rearview mirror, I flipped over to the game on the radio, still in progress.  The announcers for Auburn referred to Furman as the "Purple Paladins" in a way that made light of Furman.  Maybe the outcome of the game warranted it.  On the other hand, I recall the days when the Purple Paladins were the giant killers at the money game and rained on everyone's homecoming parade.    

Furman Paladins:  Giant Killers at the Money Game-  1980-1989

Year                Giant                                                  Result                         Furman's record

1980                University of North Carolina              Loss, 13-35                 9-1-1

1981                University of Florida                          Loss, 7-35                   8-3

1982                North Carolina State Univ.                 Loss, 0-26                   9-3

1982                University of South Carolina           Win, 28-23                  "          "

1983                Georgia Tech                                     Win, 17-14                  10-2-1

1984                North Carolina State Univ.              Win, 34-30                  8-3

1985                North Carolina State Univ.              Win, 42-40                  12-2

1986                Georgia Tech                                       Tie, 17-17                    7-3-2

1987                Florida State                                       Loss, 10-41                 7-4

1988                Clemson                                              Loss, 3-23                   13-2

1989                Clemson                                              Loss, 0-30                   12-2

Overall                        ACC                                           3-4-1            Overall Winning % in                                                                                                                         the 1980s-  .750

                                                                                                               (105-30-5)

                        SEC                                                     0-1

                        (*) Independent                                  1-1

(*) Notes:  Florida State and South Carolina had yet to join the ACC and SEC at the time they played Furman in the 1980s.              

         

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