The Term Globalization Impacts The Cultural Patterns, And It Is Constant And Irreversible That Describes The Acceleration Of Including And Integrating Nations Into The Global Business environment and system. Globalization represents the expansion of cultural ties and links among individuals and their migration. Every business operates its functions in a culture relating to a particular nation, and this culture impacts the internal and external business activities. Globalization includes different national integration and expressing factors in the global market (Ergashev and Farxodjonova, 2020). This essay aims to examine the importance of globalization and national culture impact on the business; there are different research models useful to analyze the globalization impact on business operating in the global business environment. This essay will identify the impact of Hofstede’s research and Trompenaars’ dimensions of culture and their impact on different activities of a firm in a global business environment. This paper aims to analyze how a country’s national and cultural environment impacts the processing development and different processes relating to a multinational organization. This paper will focus on South Korea and the United Kingdom to gather information on two famous mobile telecom companies: Apple and Samsung (Andersen and Lueg, 2016). The EPRG framework is created by Howards V Perlmuter and Wind and Douglas in 1969 is an acronym for Ethnocentric, Polycentric, Regio-centric and Geocentric standards. This framework is useful for the business organisations in managing their global business activities and it helps an organisation to address how the organisation will manage its orientations.
In the present business environment, globalization plays a significant role that includes the process of international integration developing from an exchange of products, ideas, views and other related aspects relevant to the culture. A simple definition of globalization refers to building and creating an international chain or network that offers a platform for exchanging products, goods, commodities and different resources between different continents and countries. Here this paper will analyze the cultural dimensions of both countries and compare these countries at the global level (Ergashev and Farxodjonova, 2020). A company operating in overseas countries does not put much efforts to research about the culture and environment of the country in Ethnocentric approach. Polycentric approach of the EPRG framework is opposite to Ethnocentric approach, organisations in this culture research broad about the host countries and operating countries. Other approach in global business EPRG model is Regio centric approach business make and implement specific strategies for internationalisation of business. Geocentric approach believes that a business can use same approach for different nations for global business expansion.
Hofstede’s research model of cultural analysis South Korea and the United Kingdom
Power-Distance: This dimension is associated to the statistic that individuals living in society are not equal; they have different attitudes for the relevant culture and how they deal with the inequalities. The level that includes and discuss less powerful associates of institutes and administrations in society suppose and take an inadequate circulation of power is characterized by power distance. Korea has an average score of 60, representing that it is a somewhat ordered society. This implies that everyone accepts a hierarchical erection in which everybody has a place and no more excuses are needed (Garavan et al., 2020). The idyllic manager is a benign autocrat, and organizational hierarchy is seen to reflect inherent inequality. Centralism is pervasive, assistants supposed to be told what to do, and hierarchy within an association reflects inherent inequality. At 35, the UK has one of the lowest IPD scores, suggesting that it is a society that believes inequality between people needs to be reduced. Surprisingly, the study found that the PD Index was lower between the upper programs in the UK than between the subordinate classes. The PDI score appears for the first time in contrast to Britain’s long and historic class system, and it highlights one of the tensions intrinsic in the culture: on the one hand, the status of birth order and a deeply rooted confidence that where you were born shouldn’t limit how far you can go in each other’s lives. An intelligence of equality promotes the belief that everyone should be treated equally in some method (George et al., 2018).
Eccentric societies expect individuals to care only about themselves and their instant families. Individuals in socialist cultures are associates of “groups” that care for them in return for their faithfulness (MIKHAILOV and REICHERT, 2019).
With a score of 18, Korea is known as a collectivist society. This establishes a solid and enduring promise to the member’s group, whether it is family, prolonged family, or extended relationships. Faithfulness takes superiority over most further community norms and laws in a collectivist culture. Society fosters deep relationships among its members, each member being accountable to the other members of his or her group. In collectivist societies, where criminal behaviour leads to embarrassment and loss of face, manager/employee interactions are considered ethically (similar to the relationship between the employer and employee, family relationships), hiring and promotion decisions are part of the sensitive grouping of employees, and management is collective management. Only a few Commonwealth countries to which he was born, such as Australia and the United States, score higher in individualism than the United Kingdom, which takes 89. Britons are very cloistered people and individualism. Children are stimulated to contemplate for themselves from an initial age, to learn their single life determination and how they can pay to culture. Personal completion is the track to contentment. The appearance of what is seen as unrestrained acquisitiveness and a reinforced “I” culture has been a much-discussed issue as British incomes have risen over the past decade, the wealth “extends to the North as well” (Leonavi?ien? and Burinskien?, 2022).
Korea receives a score of 39 on the scale of masculinity and is presented as a female society. In countries where women “work for a living,” managers seek agreement, and people value fairness, solidarity and quality in the workplace. Cooperation and compromise are cast-off to resolution to the conflicts. Free time and suppleness are the favoured incentives. The focus is on happiness rather than status. An effective executive is someone who is always cooperative, and decision-making is done over contribution. At 66, England is a male society, strongly driven to success. The apparent contradiction between Britain’s culture of modesty and small talk, in contrast to the country’s basic success-oriented value structure, is a major foundation of misperception for experts. Understanding English requires the ability to “read between the lines.” The meaning of what has been stated is not always clear. Individuals in the UK live to work and take certain presentation ambitions, unlike in feminine cultures like Scandinavian countries (Njoku and Cooney, 2020).
With a normal age of 85, South Korea is one of the maximum risk-averse countries in the world. Avoidance of uncertainty is powerful in republics that preserve strict norms of thought and behaviour and do not tolerate avantgarde behaviours and ideas. Time is money in these nations. Individuals are busy and have a natural urge to work hard. Correctness and reliability are the rules, invention can be disallowed, and safety is an important aspect of personal motivation. The UK’s uncertainty avoidance score is as low as 35, and the country wakes up without knowing what the day will bring, “catch up with it while moving forward,” and change plans when new information becomes available. Shows that you are happy to do. Being a country with low UAI, the UK is comfortable in ambiguous situations. The phrase “confused” is a typical English phrase. When it comes to working, this means less detailed planning and the ultimate goal is clear (because of the high MAS), but the particulars of how to get there are simple, and the actual procedure is fluid can adapt to new and altering situations (Runtu, Novieastari and Handayani, 2019).
With a value of 100, South Korea is one of the most applied and long-term-oriented societies globally. Virtues and good examples guide people’s lives. The long-term focus is clear for Korean companies, which have a high capital adequacy ratio and are focused on gradually increasing market share rather than quarterly earnings. All of them contribute to the long-term survival of the company. It is assumed that companies are not in a position to make money for their shareholders on a quarterly basis but in a position to attend stakeholders and culture as a whole for peers to come. The median of this factor is 51, so there is no dominant preference in British culture (Steinmann, 2020).
“Indulgence” means absence of control, and “Limit” means a solid level of suppression. As a result, culture can be categorized as either luxury or modest. Korean culture is categorized by limit, as evidenced by the low score of 29 points. Pessimism and cynicism are mutual in low-scoring civilizations in this area. Moreover, in contrast to luxury civilizations, restrained societies place less emphasis on relaxation and exert better control over their requirements. Persons with this view trust that their behaviour is forced by social standards and complacency is immoral. With a score of 69, it’s clear that British society is thought to be forgiving. When it arises to relishing life and taking fun, people in cultures with high avidity ratings generally follow their instincts and wants. They have an optimistic attitude and a predisposition to be optimistic. Additionally, they place a higher worth on their free time, which allows them to do as they like and fill money as they wish (Szkudlarek et al., 2021).
The hierarchy is lowered, and tasks are common in nations and companies with short electrical detachments. Citizens and lower-ranking workers receive and suppose that power is not evenly distributed and that politicians and corporate administrators are distanced or inaccessible from others when distances arise from high power. Because the difference among high and low power distance contexts is so pronounced, each condition requires a single leadership style. When power distance is high, there are many oppressive or controlling leaders, and when power distance is low, independent leaders thrive (Szkudlarek, Osland, Nardon and Zander, 2020). Much of the power in demanding guidance is focused in the hands of a few leaders or even one person. He or she takes all the results and infrequently consults others. Since senior management can isolate themselves from others, this sort of guidance complements a large reporting gap.
According to Hussain and others (2020), Strong distances make leaders authoritarian and more focused on groups, organizations, and production. As a result, employees or holders are treated with strict rules and regulations, but their subordinates are largely involved in the decision-making process and exercise transaction leadership. On the other hand, transformational leaders arise in a Low PD society where leader-follower relationships are categorized by interdependence, a culture of creativity and invention, and ample opportunities for everyone to share and contribute (Allah, Abid and Aamir, 2022). This is essentially a democratic leadership style that is transformative because of its ability to adapt quickly to changing environmental conditions. These hypotheses or theories are statistically tested using strong statistics in both positive and negative link directions. Most foreign trade agreements appear around communication. Organizations are shaped, managed, guided, and scattered through the exchange of information, the building and keep of relationships, the negotiation of contracts, and the communication essential to the construction and maintenance of businesses. At the personal, group and administrative level, successful communication is increasingly recognized as an important aspect of the operation of a multinational corporation (MNC) (Tenzer, Terjesen and Harzing, 2017).
Specifics and Universalism- Universalism believes that notions and performs are generally applicable without alteration, but particularism presupposes those situations control how concepts and actions are applied. The question arises as to whether the rule or the context is more important. A culture with a high degree of universalism recognizes only one reality and emphasizes formal law. Corporate meetings are categorized by normal and technical discussions with the spirit of “getting the point.” Countries such as the United States, Canada, the United Kingdom, Australia, Germany and Sweden have a high level of universalism, according to a Trompenaars survey (Tian, Deng, Zhang and Salmador, 2018). Particularly high culturalization considers reality more subjective and emphasizes interpersonal relationships. In special settings, it is important to know who is trading at the meeting. In such business discussions, somebody from a Universal nation would be well-advised not to discharge personal ramblings as irrelevant or mere chatter. Venezuela, Indonesia, China, South Korea, and the former Soviet Union are examples of countries with a strong specialism (Wang, Buckley, 2020).
Individualism and communitarianism are long debates. Uniqueness denotes to the way people see themselves as persons, and communitarianism refers to the way people see themselves as a group. Trompenaar’s research has produced some motivating findings that suggest that culture is evolving faster than many people perceive. It may not be surprising that countries like the United States have a high level of individualism, but Trompenaar’s work also identifies the individualism of the former collectivist countries of Mexico, Czechoslovakia and the Soviet Union.. Mexico’s accession to NAFTA and participation in the global economy may explain a departure from traditional cooperative societies. This contradicts Hofstede’s previous findings, suggesting that these countries are collectivists and exhibit the dynamic and multifaceted nature of culture (Yoon and Han, 2018).
An impartial values is one in which sentiments are repressed, while an emotive culture is one in which sentiments are freely and spontaneously stated. The Japanese and British principles were the first neutral cultures that came to mind. The Netherlands, Mexico, Italy, Israel, and Spain are all instances of extremely emotional cultures. People in sentimental values often smile, talk noisily when happy, and meet each other actively. Therefore, when culture-neutral people do business with sentimental cultures, they should expect an enthusiastic, boisterous encounter and strive to retort in a pleasant manner. People from an emotional culture doing business in a unbiassed culture should not be deterred by a lack of affection (Yoon and Han, 2018).
Specific vs diffuses- Diffusion in a particular culture vs. a particular individual has a vast public space that they can freely stake with others and a minor private space that is prudently protected and shared only with adjacent friends and classmates. A diffuse civilization is a society in which individuals are jealous of public spaces because the sizes of public spaces and private spaces are similar, and access to public spaces also allows access to private spaces. It examines how society keeps private and public life separate (Wang, Clegg, Gajewska-De Mattos and Buckley, 2020).
In a nation of attainment, people are given fame founded on how well they are doing their job. In an attribution society, a person’s location is strongminded by who they are and what they are. Do I have to prove myself to get status, or is it given? The United States, Austria, Israel, Switzerland and the United Kingdom have excellent civilizations. Venezuela, Indonesia and China are examples of belonging cultures. When individuals in a performance culture do business in an attribution culture, it is significant to have elder members with official labels and admiration for their peers. Though, in an attribution culture of doing business in a performance culture, it is significant to interest knowledgeable individuals who can demonstrate their abilities to other groups, and they need to be respected (Tian, Deng, Zhang and Salmador, 2018).
People of introspective culture trust in governing the outcome and take a commanding attitude towards those around them. People of outward culture believe that they take a more elastic way of thinking, characterized by the willingness to get things on their way and compromise and maintain the harmony of nature.
Sequential Time Culture is a culture in which individuals prefer to have events occur in sequential order. Punctuality is highly valued and focuses your life on schedules, plans and clear and clear limits. Time is invaluable in these cultures and we do not accept waste. Instead, in synchronous culture, a particular period is considered an interwoven period, emphasizing the status of promptness and limits that are important to accomplishing goals, and often working on multiple projects at the same time. It also gives you more flexibility in allocating time and commitment (Tenzer, Terjesen and Harzing, 2017).
In today’s global business environment, most companies are forced to learn how to compete effectively to achieve business sustainability and growth. Domestic companies that conduct purely domestic trading operations and target only the local audience are rare varieties in today’s business environment. With the advent of globalization, the Earth has become a global village where organizations around the world have replaced nation-state hegemony and do business as Internet-based, multinational, and multinational corporations. Today, SMEs and large companies have foreign suppliers, business partners, shareholders, employees, investors, and customers (Jackson, 2015). Before determining global leadership capabilities, we must first determine the concept of competencies. As companies worldwide seek globally competent leaders, we are committed to developing global leaders to maintain our competitive advantage in the global economy (Elkington, Pearse, Moss, Van der). Steege & Martin, 2017). Many international organizations, such as multinationals, emerging multinationals, and international NGOs, have recently abandoned traditional human resources development strategies and are new to addressing abilities identified as important to global leaders. I support the approach (Szkudlarek et al., 2021).
The attitude of national culture and democratic universal culture is the first obvious manifestation of global change in the international community and the cultural lives of different peoples. Considering cultural differences among people, cultural analysis at the upper, middle and lower levels displays that exercise is contentious. In this case, the harmony between the country and the universal cultural environment suggests that the basic standards are one-sided from a particular cultural point of view. And sometimes, it is taken for granted, such as overlapping cultures or discriminating against one another. Cultures interact with each other. The economic life of society, advances in science, the latest advanced technologies, ICT, the Internet, and the achievements of social networks create conditions for further acceleration (Szkudlarek et al., 2021).
It cannot be easy to communicate well in today’s global atmosphere. In spite of the circumstance that the two parties speak the same language, misunderstandings still arise due to ethical and cultural differences. Studies and findings show that a lack of communication can lead to poor presentation.
Communication differences in the countries can impact the planning and strategic processes of an organisation. high context of communication effectiveness brings positive support for the organisation and vice-versa. Therefore, understanding the effect of globalization on cross-cultural announcement is important for both companies and those seeking a competitive advantage in the international marketplace. The current economic crisis underscores the need for businesses to improve their internal communication skills to identify and manage external risks. People are connected more internationally and have improved their ability to communicate across cultural boundaries (Njoku and Cooney, 2020).
As a global company, Apple Inc recognizes the importance of globalization by expanding globally. Apple’s chief strategy is to differentiate itself broadly. This approach highlights the key characteristics that differentiate a company and its goods from its competitors. Apple is trying to differentiate itself in the industry with a comprehensive approach to differentiation. In addition, Apple excels at taking advantage of global business opportunities. For instance, Apple and China Mobile have been negotiating iPhone sales contracts for over six years. China Mobile is the world’s chief mobile operator with 740 million contributors. They have also promised to sign a deal to work with the iPhone 5C, but Apple has previously worked with two of China’s top wireless carriers, China Unicom and China Telecom (GILL, 2022). By partnering with China Mobile, Apple’s profits will raise significantly earlier and Apple will profit more in a global business environment. Globalization and technological advances have greatly helped Apple. For example, Apple started out as an American company in nature, but thanks to globalization, it has grown-up into a global company. Apple’s supply chain is heavily influenced by globalization. We make a lot of money because we can manufacture products at low cost and retail them at a high charge. According to the yearly account, the United States accounts for only about one-third of a business’s sales, including Canada and the United States as well as Latin America as a whole. As a result, the company sells globally. Sales were strong, especially in the Asia-Pacific region, with several flagship stores operating (Chakraborty, 2012).
Samsung is a well-established multinational corporation (MNC) with excellent global trade, especially in the production of electronic strategies. Samsung’s achievements and popular goods contain smartphones, smart TVs, refrigerators and washing machines. Before this Korean company could become a great company, it had to go a long way throughout history. Samsung’s business culture was the inside story of the company. As a result of the era of globalization, Samsung has grown in size and expanded into many countries. As a result, the group faces many cross-cultural challenges in doing business around the world. Both employers and employees have different responsibilities to achieve corporate goals and overcome cross-cultural difficulties (CD, 2021). With globalization and the development of cheap Chinese products, Samsung has lost its industrial influence. As a result, the company is focused on developing an immediate action plan to transform its corporate culture. As a result, Samsung has taken drastic steps to improve operational efficiency, sold non-core assets and reorganized business units with overlapping missions. Samsung is currently on track to understanding the current trends in Silicon Valley and has patents in key sectors such as mobile payments and the Internet of Things, which the company has identified as the next growth engine. Samsung is different from other companies because it focuses on human resources and risk-taking activities. Samsung is recognized as a global industry leader due to its in-house ability to leverage a variety of initiatives (Samsung, 2022). Although it employs a small number of non-Korean people in Japan, the percentage of non-Korean people is high overseas. The culture of the company is especially family-oriented. This decision will allow you to reach out at all levels of your organization (C. and Thakkar, 2012). At IFA 2013, Europe’s largest consumer electronics trade fair, Samsung announced a strategy to become the number one consumer electronics brand by 2015. The company noted that sales of digital home appliances increased 14% year on year. One of the keys to its success is a comprehensive study to understand how people approach and use technology. Everything Samsung develops is based on the consequences of this study. As a result, we are developing products and services that make life at home more convenient and enjoyable. Samsung is actively involved in each area in which it operates and recognizes that philosophies can be delicately dissimilar. Samsung trusts that understanding and addressing local requirements, regardless of local customs, customs or preferences, is important to providing the best possible experience. That’s why product localization is critical to Samsung’s achievement of its goals (Allah, Abid and Aamir, 2022).
Globalization has a positive impact on national culture because it contributes to its development while acknowledging the same outcomes as national culture. Today, his tolerance for adopting a national innovation culture in his global achievements determines his success. On the other hand, the downside is the negative impact on the culture of the country. While the cultural characteristics of the country are declining, it is believed that it is being alienated from the national identity. This is because the gap between the stagnation of national culture and the willingness to receive news remains open. The goal of cross-cultural communication research is to investigate how individual alterations affect the aptitude to interact with others. Most people grew up in a single culture, so it can be difficult to interact with people from diverse cultures and backgrounds. The ability to communicate with others is influenced by exposure to different cultures. Organizations aware of the value of external data can leverage their central capabilities to gain a competitive gain. Intercultural communication improves the acceptability of an association by providing a new perspective on how to meet the needs of stakeholders.
International organisation includes different stakeholders forming team in an organisation, these stakeholders have high interest in development of an organisation and to achieve this objective they work together to accomplish their goals and attain success. Teamwork helps in improving communication strategies for planning, organising and implementing globalisation strategies in organisation.
On the other hand, an organization cannot benefit if information flows unplanned and there is no clear direction for how to apply external knowledge. Productivity is reduced when management cannot communicate properly to achieve the desired results. In addition, friction and stress occur when workforces do not recognize how individual efforts subsidize to the company’s complete performance.
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