Gota Report Final

8/8/2019 Gota Report Final

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P.E.S.T. ANALYSIS:

POLITICAL:

As far governance is concerned it can be partitioned into two categories

Local government. National government.

Local government

The administration of London is formed of two tiers a city-wide strategic tier and a local tier.City-wide administration is coordinated by the Greater London Authority (GLA), while localadministration is carried out by 33 smaller authorities. The GLA consists of two elected parts;

the Mayor of London , who has executive powers, and the London Assembly , who scrutinizes theMayor's decisions and can accept or reject his budget proposals each year.

The GLA was set up in 2000 to replace the similar Greater London Council (GLC) which had been abolished in 1986. The headquarters of the GLA and the Mayor of London is at City Hall ;the current Mayor is Boris Johnson . The 33 local authorities are the councils of the 32 London

boroughs and the City of London Corporation . They are responsible for local services notoverseen by the GLA, such as local planning, schools, social services , local roads and refusecollection.

National government

London is an important city because the Government of the United Kingdom is located aroundthe Palace of Westminster. Many government departments are located close to Parliament,

particularly along Whitehall , including the Prime Minister's residence at 10 Downing Street . TheBritish Parliament is often referred to as the "Mother of Parliaments" because it has been themodel for most other parliamentary systems, and its Acts have created many other parliaments.

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ECONOMIC SITUATION

London is a major centre for international business and commerce and is one of three "command

centres" for the world economy (with New York City and Tokyo). According to 2005 estimates by the PricewaterhouseCoopers accounting firm, London has the 6th largest city economy in theworld after Tokyo , New York City , Los Angeles , Chicago , and Paris . London generatesapproximately 20% of the UK's GDP (or $446 billion in 2005); while the economy of theLondon metropolitan area , the second largest in Europe generates approximately 30% of theUK's GDP (or an estimated $669 billion in 2005). [119] London is one of the pre-eminentfinancial centre of the world and vies with New York City as the most important location for international finance.

London's success as a service industry and business centre can be attributed to factors such asEnglish being the native and dominant language of business, close relationship with the U.S. and

various countries in Asia. Other factors include English law being the most important and mostused contract law in international business and the multi-cultural infrastructure.

Government policies such as low taxes, particularly for foreigners (non-UK domiciledresidents do not get taxed on their foreign earnings), a business friendly environment, goodtransport infrastructure and a deregulated economy with little intervention by the governmenthave all contributed to London's economy becoming more service based. Over 85% (3.2 million)of the employed population of Greater London work in service industries. Another half a millionemployees resident in Greater London work in manufacturing and construction, almost equallydivided between both.

The three tallest skyscrapers as of 2008 in Canary Wharf as viewed from Cabot Square. It ishome to such companies as HSBC and Reuters .

London's largest industry remains finance, and its financial exports make it a large contributor to the UK's balance of payments . Around 325,000 people were employed in financial services inLondon until mid-2007. London has over 480 overseas banks, more than any other city in theworld. London is home to banks, brokers, insurers and legal and accounting firms. A second,smaller financial district is developing at Canary Wharf to the east of the city which includes theglobal headquarters of HSBC , Reuters , Barclays and the Magic Circle , which includes CliffordChance , the largest law firm in the world. London handled 31% of global currency transactionsin 2005 an average daily turnover of US$753 billion with more US dollars traded in London than

New York, and more Euros traded than in every other city in Europe combined.More than half of the UK's top 100 listed companies (the FTSE 100 ) and over 100 of Europe's

500 largest companies are headquartered in central London. Over 70% of the FTSE 100 arelocated within London's metropolitan area, and 75% of Fortune 500 companies have offices inLondon. The City of London is home to the Bank of England , London Stock Exchange , andLloyds of London insurance market. Along with professional services , media companies areconcentrated in London and the media distribution industry is London's second most competitive

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sector. The BBC is a key employer, while other broadcasters also have headquarters around thecity. Many national newspapers are edited in London, having traditionally been associated withFleet Street in the city; they are now primarily based around Canary Wharf .

Science and research and development are playing an increasingly important role in shaping

the economy of modern London with 1,340 million Euros of public funding, 25 researchinstitutes and medical schools and 23 National Health Service hospitals.

The city has 175,000 health-care professionals, 6,000 scientists specializing in pharmaceuticalsand biotechnology and, yearly, 80,000 medical and science students studying at universities andcolleges. London's private concerns conducting scientific research, as many as 100 in the lifescience sector alone in 2008, are growing in number twice as fast as in the rest of the UnitedKingdom.

Due to its prominent global role, London has been hit hard by the global financial crisis of 20082009 . The City of London estimates that 70,000 jobs in finance will be cut within barely a

year. Several foreign banks have started to move off employees from London to their nationalfinancial centre, notably Dresdner Kleinwort, BNP Paribas and Santander. Other banks,including UBS, Credit Suisse, Bank of America and Citigroup are primarily cutting their workforce in London.

Tourism is one of London's prime industries and employs the equivalent of 350,000 full-timeworkers in London in 2003, while annual expenditure by tourists is around 15 billion. A studycarried out by Euro monitor in October 2007 places London at first place out of 150 of theworld's most popular cities, attracting 15.6 million international tourists in 2006. This putsLondon far ahead of 2nd place Bangkok (10.35 million) and 3rd place Paris (just 9.7 million).London attracts 27 million overnight-stay visitors every year. The Port of London is the second-

largest in the United Kingdom, handling 53 million tonnes of cargo each year.

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London also hosts the Carnival Del Pueblo , Europe's greatest Latin American Festival, heldon the first Sunday of August each year. Seven countries participate in this street procession,which ends in Burgess Park. Live music, dance, and Funfairs go up to 9:30 pm.

There are also large parades held on St. George's Day (April 23 ) and St Patrick's Day (March

17). The Dance Umbrella is held every October, and features a variety of dance companies putting on displays across London. In addition there are many smaller fairs and parades,including the Christmas without Cruelty Fayre , a fair held annually to promote animal rights .

The British National collection of Western Art to 1900 is held at The National Gallery . Other major collections of pre-1900 art are The Wallace Collection ; the Court auld Gallery at the Courtauld Institute of Art ; and Dulwich Picture Gallery . The national collection of post-1900 art is atTate Modern and the national collection of British Art is at Tate Britain . The National PortraitGallery has a major collection dedicated to prominent British people from all periods. The RoyalAcademy 's temporary exhibitions are also important.

In addition to Tate Modern major contemporary art venues include White Cube , the SaatchiGallery , and The ICA.

Museums List of London museums

There are over 240 museums in London. Among the more important are the British Museum (antiquities from all over the world), the Victoria and Albert Museum (applied and decorativearts), the Natural History Museum , the Science Museum , the Imperial War Museum , the

National Maritime Museum , and the Museum of London .

Night-life

Apart from the pubs and clubs, there are many music venues. Among the best known areShepherds Bush Empire , Brixton Academy , Hammersmith Apollo , Wembley Arena , TheMarquee , The UCL Bloomsbury , Albert Hall and the London Astoria . London is home to manyclubs such as the Ministry of Sound .

Inspiration

The city of London has also served as an inspiration for other cities in the world, most notablyMumbai (Bombay), whose infrastructure and transport system is modeled on London. There arestreets in Mumbai which bear the same name as streets in London.

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n.wikipedia.org/wiki/The_UCL_Bloomsburyhttp://en.wikipedia.org/wiki/Albert_Hallhttp://en.wikipedia.org/wiki/London_Astoriahttp://en.wikipedia.org/wiki/Ministry_of_Soundhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbai


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TECHNOLOGY:

In 2003 as part of the governments global strategy to address climate change, the Energy

White Paper set the target of a 60% reduction in UK emissions of CO2 by 2050 following

recommendations from the Royal Commission of Environmental Pollution. Increased energyefficiency and the use of renewable energy are the key mechanisms suggested to achieve this.

Fossil fuels will remain the dominant energy source in the UK for a number of decades and

methods to manage the associated carbon emissions are fundamental to the UKs transition

towards a sustainable energy economy. This seminar will address increasing concerns over

climate change and emphasize how important it is to achieve an energy system which is

environmentally sustainable, socially acceptable and meets energy needs securely and

affordably.

Benefits of attending:

Review recent developments in policy

Explore revolutionary new capture and sequestration concepts

Highlight novel technologies and methods for capturing and storing carbon dioxide

Identify opportunities for collaborative research and partnerships between industry and

academia.

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ENVIRONMENTAL ISSUESs

Government Office for London works with a wide range of stakeholders and organizations inLondon on a number of environmental issues to improve, protect and enhance Londonsenvironment. This includes work to improve Londons air quality, its local environmentalquality, protect and enhance biodiversity as well as tackling climate change.

Protection of the environment requires activity on many different fronts - from acting to limitglobal environmental threats, such as climate change, to safeguarding individuals from theeffects of poor air quality or toxic chemicals. Such actions also produce benefits for housing(through improved energy efficiency of buildings) and economic growth (through more efficientuse of resources, such as re-use, recycling and recovery of waste). More information on thenational picture

Londons air quality, biodiversity, trees and woodlands and its local environmental quality

form vital components to make London a sustainable city. That is why Government Office for London works closely with regional stakeholders and organizations to protect and enhanceLondons environment.

Climate change is the single most important environmental issues affecting the world todayand the Government Office for London plays an important role in tackling climate change inLondon, as well as being an active member of the London Climate Change Partnership which isworking to ensure that London is able to adapt to the impacts of climate change.

The Strategy, underpinned by a partnership of Government, Statutory Agencies, and the non-

governmental sector is driven forward through 11 strategy implementation groups. They cover,agriculture, water, woodland, marine, coastal and urban sectors as well as cross cutting issues onclimate change adaptation, education and public understanding, local and regional action,economics and funding of biodiversity and engaging the business community.

The strategy implementation groups are now supported by biodiversity integration groups,which are part of a new delivery framework overseen by Natural England.

Updated key deliverables for the strategy implementation groups are now available on the

Biodiversity Action Reporting System website .

Who is involved in making these changes happen?

The England Biodiversity Group , which includes the principal stakeholders from the public,voluntary and private sectors, will oversee the Strategy's implementation.

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England Biodiversity Group

The England Biodiversity Group , chaired by Defra advises Government on biodiversity policyand the implementation of the UKBAP in England.

How are we monitoring our progress?

A full report on the progress under the England Biodiversity strategy 2002-2006 volume 1(PDF 2.4 MB, large file size) and volume 2 (PDF 5.79 MB, very large file size) was published in2007 - including biodiversity indicators , which are the measures we use to monitor progress.

Public Service Agreement 28 Secure a Healthy Natural Environment for Today and theFuture:

The Government set out in October 2007 its priority outcomes for the period 2008-11 in a seriesof public service agreements (PSAs). PSA 28 deals with the natural environment and makesclear that the England Biodiversity Strategy will aim to deliver the vision of biodiversity valued,safeguarded and enhanced. Natural England, the Governments conservation agency, is theorganization charged with delivery of this vision.

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HISTORY OF IBM :

1880s1924: The origin of IBM .

IBM's history dates back decades before the development of electronic computers. Of the

companies merged to form what later became IBM, the oldest was the Tabulating MachineCompany , founded in 1896 by Herman Hollerith , and specialized in the development of

punched card data processing equipment. Hollerith's series of patents on tabulating machinetechnology, first applied for in 1884, drew on his work at the U.S. Census Bureau from 187982.Hollerith was initially trying to reduce the time and complexity needed to tabulate the 1890Census. His transition to the use of punch cards in 1886 laid a foundation for generations of equipment and a core component of what would become IBM.

The company originally sold some machines to a railway company but quickly focused on theeasy profits of the 1900 US Census . The census sustained the company for another 3 years, butas the census wound down it returned to targeting private businesses, including automatic

punching, tabulating and sorting machines in 1908. By 1911 Hollerith was 51 and his health wasfailing and the business was sold to Charles Flint for $2.3 million (of which Hollerith got $1.2million) to form the Computing Tabulating Recording (CTR) Corporation . This wasincorporated on June 16 , 1911 in Endicott, New York , U.S.A.

CTR was formed through a merger of four different companies: the Tabulating MachineCompany , the International Time Recording Company (founded 1900 in Endicott), theComputing Scale Corporation (founded 1901 in Dayton, Ohio , USA), and the BundyManufacturing Company (founded in 1889). Flint was the financier and key person behind themerger and remained a member of the board of CTR until his retirement in 1930 .

The companies that merged to form CTR manufactured a wide range of products, includingemployee time-keeping systems, weighing scales , automatic meat slicers, and most importantlyfor the development of the computer, punched card equipment .

Thomas J. Watson Sr. became General Manager of CTR in 1914 and President in 1915 . In1917 , CTR entered the Canadian market under the name of International Business Machines Co.,Limited. On February 14 , 1924 , CTR changed its name to International Business MachinesCorporation, or IBM. At the helm during this period, Watson played a central role inestablishing what would become the IBM organization and culture.

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19251949: IBM's early growth

During the next twenty-five years, IBM's organization and product lines grew steadily. Despitethe Great Depression of the 1930s, IBM continued to develop and manufacture new products,and after the Social Security Act of 1935 secured a major government contract to maintain

employment data for 26 million people. IBM's archive website describes this as "the biggestaccounting operation of all time," and it opened the door for a variety of other governmentcontracts.

In 1928, IBM introduced a new 80 column rectangular-hole punched card . This format becamethe standard "IBM Card" that was used by the company's tabulators and computers for manydecades.

During the rise of Nazi Germany and the onset of World War II , IBM had relationships andcontracts with the German military/industrial technocracy. IBM's punch card machines wereused by Germany to keep track of people who were to be subjected to the Holocaust . Only after

Jews were identifieda massive and complex task that Hitler wanted done immediatelycouldthey be targeted for efficient asset confiscation, ghettoization, deportation, enslaved labor, and,ultimately, annihilation.

It was a cross-tabulation and organizational challenge so monumental, it called for acomputer. Of course, in the 1930s no computer existed. But IBM's Hollerith punch cardtechnology did exist. IBM and its German subsidiary custom-designed complex solutions, one

by one, anticipating the Reich's needs. They did not merely sell the machines and walk away.Instead, IBM leased these machines for high fees and became the sole source of the billions of

punch cards Hitler needed.

After America entered World War II , IBM played an active role in the U.S. war effort.According to the IBM archive website:

When World War II began, all IBM facilities were placed at the disposal of the U.S.government. IBM's product line expanded to include bombsights, rifles and engine parts in all,more than three dozen major ordnance items. Thomas Watson, Sr., set a nominal one percent

profit on those products and used the money to establish a fund for widows and orphans of IBMwar casualties.

In particular, IBM manufactured the Browning automatic rifle and the M1 Carbine .

Allied military forces widely utilized IBM's tabulating equipment for military accounting,logistics, and other war-related purposes. There was extensive use of IBM punch-card machinesfor calculations made at Los Alamos during the Manhattan Project for developing the firstatomic bombs . During the War, IBM also built the Harvard Mark I for the U.S. Navy, the firstlarge-scale automatic digital computer in the U.S.

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19801989: Information revolution, rise of software and PC industries

Boca Corporate Center & Campus was originally one of IBM's research labs where the IBMPC was created.

In the 1980s, IBM consolidated its mainframe business, and expanded the scope of mainframeswith the S/390 and ESA/390 series. Importantly, during this time, the company embarked on the

practice of converting its large rental base of mainframes to lease agreements. This financialstrategy created the perception that IBM's revenues and profits were much stronger than theyreally were as in the mid to latter part of the decade, management scrambled to react to thespending shift towards distributed computing, which threatened the monopoly IBM held withinthe technology business.

The original IBM PC

The company hired Don Estridge at the IBM Entry Systems Division in Boca Raton, Florida .With a team known as "Project Chess," they built the IBM PC , launched on August 12 , 1981 .Although not cheap, at a base price of US$1,565 it was affordable for businesses and many

businesses purchased PCs. Typically, these purchases were not by corporate computer departments, as the PC was not seen as a "proper" computer. Purchases were often instigated bymiddle managers and senior staff who saw the potential once the revolutionary VisiCalc spreadsheet, the killer app , had been surpassed by a far more powerful and stable product, Lotus1-2-3 .

Reassured by the IBM name, they began buying microcomputers on their own budgets aimedat numerous applications that corporate computer departments did not, and in many cases could

not, accommodate.

Up to this point in its history, IBM relied on a vertically integrated strategy, building most keycomponents of its systems itself, including processors, operating systems, peripherals, databasesand the like. In an attempt to speed time to market for the PC, IBM chose not to build theoperating system and microprocessor internally; rather it sourced these vital components fromMicrosoft and Intel respectively.

Ironically, in a decade which marked the end of IBM's monopoly, it was this fateful decision by IBM that passed the sources of its monopolistic power (operating system and processor architecture) to Microsoft and Intel, paving the way for rise of PC compatibles and the creation

of hundreds of billions of dollars of market value outside of IBM.In the midrange arena, IBM consolidated the market position its General Systems Division had

built in the 1970s with the System/3, System/32 and System/34. The System/38, with its radicalarchitecture, had experienced delays to its first customer shipment since announcement in 1978.

In 1982, IBM disbanded the organization that had meant the Data Processing Division soldonly mainframes to large customers while the General Systems Division sold only S/3x

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machines to small and medium-sized customers. Instead, the new ISM (for small and mediumcustomers) and ISAM divisions (large customers) could sell from the entire IBM portfolio.

1983 saw the announcement of the System/36, the replacement for the System/34. And in1988, IBM announced the AS/400 , intended to represent a point of convergence for both

System/36 customers and System/38 customers. The 1970s had seen IBM develop a range of Billing, Inventory Control, Accounts Receivable, & Sales Analysis (BICARSA) applications for specific industries: construction (CMAS), distribution (DMAS) and manufacturing (MMAS), allwritten in the RPG II language. By the end of the 1980s, IBM had almost completely withdrawnfrom the BICARSA applications marketplace.

Because of developments in the antitrust cases against IBM brought by the US government andEuropean Union , IBM sales representatives were now able to work openly with applicationsoftware houses as partners.

For a period in the early 1980s, a 'rule of three' operated, which obliged IBM sales

representatives, if they were to propose a third-party application to a customer, to also list atleast two other third-party vendors in the IBM proposal. This caused some amusement to thecustomer, who would typically have engaged in intense negotiations with one of the third partiesand probably not have heard of the other two vendors.

As the decade ended, it was clear that competition and innovation in the computer industry wasnow taking place along segmented, versus vertically integrated lines, where leaders emerged intheir respective domains. Examples included Intel in microprocessors, Microsoft in desktopsoftware, Novell in networking, HP in printers, Seagate in disk drives and Oracle Corporation indatabase software. Soon IBM's dominance in personal computers would be challenged by thelikes of Compaq and later Dell . Recognizing this trend, CEO John Akers , with the support of the

Board of Directors, began to split IBM into increasingly autonomous business units (e.g. processors, storage, software, services, printers, etc.) to compete more effectively withcompetitors that were more focused and nimble and had lower cost structures.

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19901999: IBM's near disaster and rebirth

IBM's traditional mainframe business underwent major changes in the 1990s, as customersincreased their emphasis on departmental and desktop computing. However, the decade of the1990s began with IBM posting record profits up to that point in its history. This proved illusory

as the rental to lease conversion was tapping out, demand for mainframes was waning andcorporate downsizing was in full swing.

Corporate spending shifted from high profit margin mainframes to lower marginmicroprocessor-based systems and the growth in IBM's PC business was not nearly enough tooffset the company's mainframe revenue decline.

On October 5 , 1992 , at the COMDEX computer expo , IBM announced the first ThinkPad laptopcomputer, the 700c. The computer, which then cost US$4350, included a 25 MHz Intel 80486SL

processor, a 10.4-inch active matrix display, removable 120 MB hard drive, 4 MB RAM(expandable to 16 MB) and a Track Point II pointing device.

A decade of steady acceptance and widening corporate growth of local area networking technology, a trend headed by Novell Inc. and other vendors, and its logical counterpart, theensuing decline of mainframe sales, brought about a wake-up call for IBM: after two consecutiveyears of reporting losses in excess of $1 billion, on January 19 , 1993 , IBM announced a US$8.10

billion loss for the 1992 financial year, which was then the largest single-year corporate loss inU.S. history.

That same year, Louis V. Gerstner, Jr. joined IBM and he is widely credited with turning thecompany around. His strategy to reverse the decision of his predecessor and re-integrate IBM'smajor divisions to focus on services first and products second, is often heralded as the decision

that led the company from the brink of disaster and remains the fundamental underpinning of IBM's strategy today. A byproduct of that decision was a shift in focus significantly away fromcomponents and hardware and towards software and services .

Starting in 1995 with its acquisition of Lotus Development Corp., IBM built up the SoftwareGroup from one brand, DB2 , to five: DB2, Lotus, Web Sphere , Tivoli , and Rational .

In 1997 the IBM chess playing computer system Deep Blue , in the match Deep Blue versusGarry Kasparov , was the first computer system to beat a reigning world chess champion.

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From the very beginning, our culture and business have been shaped by fundamentalvalues.In 2003, we examined IBM's core values for the first time since the company's founding. Weneeded to affirm IBM's reason for being, what sets the company apart and what should drive our actions as individuals.

For 72 hours, we invited all IBM employees around the world to engage in an open "values jam"on our global intranet. IBMers by the tens of thousands weighed in. They were thoughtful and

passionate about the company they want to be a part of. They were also brutally honest.

The result? A set of core values defined by IBM employees for IBM employees that shapeeverything we do and every choice we make on behalf of the company

Together, we committed to a future in which our value proposition depends upon our values. Inother words, a future shaped by our own employees.

Dedication to every clients success

IBM employees are passionate about building strong, long-lasting client relationships.This dedication spurs us to go "above and beyond" on our client's behalf. We sell

products, services and solutions, but all with the goal of helping our clients succeed,however they measure success.

Innovation that matters for our company and for the world

IBM employees are forward thinkers. We believe in progress, believe that the applicationof intelligence, reason and science can improve business, society and the human

condition. We love grand challenges, as well as everyday improvements. Whatever the problem or the context, every IBM employee seeks ways to tackle it creatively to bean innovator.

Trust and personal responsibility in all relationships

IBM employees actively build relationships with all the constituencies of our business including clients, partners, communities, investors and fellow IBM employees. We buildtrust by listening, following through and keeping our word.

As the decade drew to a close, IBM stood on the threshold of the new century having re-

established itself as a leading information technology innovator. Its leadership helped create thee-business revolution. And it had successfully transformed itself, achieving an impressiveusiness turnaround. As the new century opened, IBM moved confidently into a future it helpedcreate, one that is linked to the ubiquitous and surging presence of the global networks that areconnecting every computer, and soon perhaps, every electronic device in the world.

LEARNINGS FROM THE TRIP:

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What did we actually learn?

The much awaited G.O.T.A Program was definitely worth the wait. It was not just the seminarsthat imparted knowledge in everyone but rather the whole environment. The culture of the placeis completely different & is difficult for an orthodox Indian to adopt.

But that really doesnt mean there are lesser Indians, in fact it is completely the opposite, ucan find an Indian in every street you walk through. They have established their presence in avery good way be it business in a small shop or in the top level management of a multi-nationalcompany.

What Cultural Differences exist between London & India?

Right from the first day we felt a lot of differences in how the people in London behave or rather which is their culture. Every person, be it a small boy or an old person has to follow aqueue. Every shop was very organized. The people use a lot of courtesy gestures. There is a hugecultural diversity but London has always provided opportunities for people from other countriesto be a part of the United Kingdom.

Why is London one of the biggest tourist destinations?

London is not only a very clean city but a much planned city & the people have maintained place of historic importance with utmost care. Some really amazing places were West minister Abbey, Tower Bridge of London, London Eye, Buckingham Palace & the list goes on.

GLOBAL OPPORTUNITY & THREAT ANALYSIS:

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Is London a Place of Opportunity or Threat?

With all things said & done the kind of opportunity that London provides to me are many. Thefirst thing that makes you attracted to London is the place itself.

OPPORTUNITIES:Education:

T o go for higher education in different specializations like Marketing, Human Resource &Finance in colleges like Imperial college, University of Cambridge to name a few.

Career:

To work in London, the presence of many multi-national companies offers jobs for people withan edge in Management studies

Security:

High level of security system. One of the country with maximum surveillance cameras whichmonitors every move you make.

Finance:

Once youre in London its not that difficult to find a part time job in London which makes ufeel financially secure till u settle down.

Culture:

There is a huge cultural diversity but this is not a threat rather an opportunity to get to interactwith different cultures but also maintain the values that weve gained over time.

THREATS:

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Discrimination:

Discrimination is something faced by people who have their origin outside U.K

Cultural difference:

Culture difference is prevailing inside the place and it is not the best place to nurture your futuregeneration.

Time constraint in treatment:

Patience is something required if you are a patient, because it takes weeks to meet the doctor even after taking the appointments.

Food:

If you are vegetarian getting pure vegetarian food is something difficult.

Night life:

Night time hangout is something that should be avoided, as lot of riots happens amongyoungsters and you might be a victim, even if you dont contribute anything to that.

Analysis:

From the above analysis it was clearly found that Global opportunity in London is definitelyhigh but before making it to London it is better to think once about the threats that a place likeLondon has & how to minimise the threats, handle them effectively & ways to capitalise on the

opportunities that it offers. G.O.T.A. Program has definitely exposed us to a bigger picture of theglobal market, people, culture & lifestyle.

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