...Case 7 Starbucks Coffee Company: The Indian Dilemma Case Digest In 2006, the US based Starbucks Coffee Company, with over 11,000 stores in 36 countries was the No. 1 specialty coffee company in the world. Every week over 40 million customers visited Starbucks coffeehouses. After phenomenal success in the US, and revolutionizing specialty coffee culture, Starbucks undertook international expansion and popularized its specialty coffee worldwide. In the 1990s, Starbucks concentrated its expansion efforts mainly in Asia. The initial pages of the case delineate the origin and growth of Starbucks as a company and a super brand and the strategies adopted by it. In 2002, Starbucks announced that it was planning to enter India. Later it postponed its entry as it had entered China recently and was facing problems in Japan. In 2003, there was news again that Starbucks was reviving its plans to enter India. In 2004, Starbucks officials visited India but according to sources they returned unconvinced as they could not crystallize on an appropriate partner for its entry. In mid 2006, Starbucks announced that they were all set to offer the ‘Starbucks experience’ to Indians in the next 18 months. Recommendation Starbucks is initiating that whether they should enter India or not. I recommend that Starbucks should not enter India because although India has many opportunities, India is risky in terms of their people of having an increasing rate of obesity that if Starbucks sold...
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...Indian Position on the Doctrines of Constructive Notice and Indoor Management Indian courts have shown a certain degree of concern and unwillingness in applying this doctrine to the disadvantage of the third party since the early times. For example in the case of Dehradun Mussourie Electric tramway Co., the issue was that of taking an overdraft by the managing agents without the consent of the board, regardless of the articles of the company prohibiting the directors from delegating the powers to borrow. The doctrine was not applied by the court and it was held that temporary loans are required for day to day working of the business. It was according to the Indian Contract Act. Sections 188 and 189 of the act states that the agent has the power...
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...December 8, 2014 Case Review HOW the best indian companies drive performance by investing in people Leadership Practices vary across cultures. This case study from the Harvard Business Review highlights the ways leaders of high performing Indian companies focus their time and energies. The findings are based on interviews of 105 leaders from 98 of the largest Indian-based companies across various fields. The finding of the study are very stark and intriguing. Unlike the CEOs of Western companies, who often claim that cleverness at the top coupled with skills in financial markets, mergers or dealing making is a key determinant of success, Indian leaders point to the motivation of their people, their biggest assets. The Indian managers/CEOs invest in their employees and give importance to their quality, skill improvements, retention etc. The Leadership style of Indian CEOs find echo in the words of Mr. S. Ramdorai, the former head of Tata Consultancy Services, when he said of his company’s success,“It’s all about human capital at the end of the day.”. The authors of the case also find that Indian business leaders emphasize upon the social mission of their work. According to them Indian business leaders regard Corporate Social Responsibility (CSR) as a key part of social mission and employee motivation. Achieving CSR targets is monitored regularly by 40% of Indian companies while only 17% of US companies report regularly paying attention to this goal. Most of the western...
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...Klan v. Kansas City" and "Freedom of Religion: Lyng v. Northwest Indian Cemetery Protective Association" both engage in conflicts pertaining to the First Amendment in the Bill of Rights. "Freedom of Speech: Missouri Knights of the Ku Klux Klan v. Kansas City" is an article about the KKK's attempt to spread their beliefs through a public access cable television channel. Dennis Mahon and Allan Moran, both of the KKK, asked to be broadcasted on air in 1987, and the whole situation led to a major problem. The KKK is known for its killings, prejudice, and cross burnings, and they wanted to be shown on television to further spread their message. The First Amendment states the right to the freedom of speech, but many of the community members had a problem with the whole situation. People with race relations, local leaders, and members of the cable company did not want to grant the KKK the right to appear on air. Black ministers and important politicians were not happy with the KKK's request to voice their opinions. The KKK complied with all of the rules that were presented by the cable company, even when they were told to create a locally produced show and receive training in video production. They happily obeyed the regulations and didn't cause additional problems to what they were soon to face. The cable company studio was located in a neighborhood that was 95% black, and violence was a major concern for the cable company. Many of those people threatened to drop their cable subscriptions...
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...This article was downloaded by: [Monash University] On: 27 September 2010 Access details: Access Details: [subscription number 922191555] Publisher Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 3741 Mortimer Street, London W1T 3JH, UK The International Journal of Human Resource Management Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t713702518 The role of human resource management in international joint ventures: a study of Australian-Indian joint ventures Sharif N. As-Saber; Peter J. Dowling; Peter W. Liesch To cite this Article As-Saber, Sharif N. , Dowling, Peter J. and Liesch, Peter W.(1998) 'The role of human resource management in international joint ventures: a study of Australian-Indian joint ventures', The International Journal of Human Resource Management, 9: 5, 751 — 766 To link to this Article: DOI: 10.1080/095851998340775 URL: http://dx.doi.org/10.1080/095851998340775 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express...
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...A CASE STUDY ON THE INDIAN SMALL CAR INDUSTRY Prof. Tapan Panda A Case Study on the Indian Small Car Industry A BRIEF OVERVIEW ON THE INDIAN SMALL CAR INDUSTRY If there is one big market that is forcing the global auto majors to think small, it is India. Until yesterday, all the world's auto-manufacturers expected to create success out of their midsize products. There were as many as five players in the mid car segment and just one--the Rs 7,956-crore Maruti Udyog Ltd (MUL)--in the small car segment. Suddenly Daewoo Motors India and Hyundai Motors India--are changing lanes midway, making the small car market as the pivot of their marketing strategy in India. Couple that with the fact that two domestic manufacturers--the Rs 10,074-crore Tata Engineering & Locomotive Co. (TELCO) and the Rs 223-crore Kinetic Engineering--are ready with similar indigenously-designed products to compete in this market The last two years has really been the period of war in the small car market The story Behind…. The auto majors read the market wrong. Since the small segment was dominated by MULwith a market share of 96 per cent and given that the Trans –national brands already had tried-and-tested mid-size models in Indian market, this segment was more attractive than the existing ones. This perceptual change was because of two reasons. • • The clutter in the large and midsize segment due to entry of many international players. The small segment grew faster than the mid-size one, driven...
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...Introduction Present there is a high number of companies worldwide, which have moved some activity of the company to another country. There are many variations of what activities companies choose to move, though some activities have remarkably higher tendencies of being moved. After the Second World War there has been a high number of companies, which move industrial activities such as manufacturing of textiles, cars and ships. During the recent decades there have been other tendencies for moving activities abroad, hence services as in helpdesks, and non-physical products such as programming. One of the countries, which have a very high influence on these activities is India. The purpose of moving an activity to another country has various reasons, for instance trips abroad or high accessibility to skilled resources, but the major reason is to reduce costs of these activities. For that reason India have made a high impact on these activities as of the low wage level. India is in general one of the successful countries when it comes to offshoring IT enabled services. It has for many reasons, but the major factor is India’s cost competitive labor, vast human capital, and their education system, which made them excellent English speakers. Yet, there is still many companies, which have not moved any activity across borders. The reason they have not may differ. As mentioned above some industries have a higher disposition to become offshored, and some activities may not profit from...
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...Unit 9: Delhi Manufacturing Unit 10: Delhi Manufacturing Unit 11: Uttar Pradesh Manufacturing Unit 12: Delhi Manufacturing Unit 13: West Bengal Manufacturing Unit 14: West Bengal Manufacturing Unit 15: Karnataka Summary of Industry Requirements Study Team 1 2-10 11-13 14-16 17-18 19-20 21-24 24-27 28-30 31-32 33-34 35-38 39 40-41 42-43 44-45 46-48 49 Case Study Report Productivity and Competitiveness of Indian Toy Manufacturing Sector Diagnostic Case Studies Introduction This report contains diagnostic case studies of fifteen toy manufacturing units selected from seven different toy product categories. The study focuses on unit specific problems related to production, raw material availability, marketing, finance, productivity, export performance etc. These case studies also throw light on other aspects of the working of these units such as product range, market scenario, taxation structure etc. Though the manufacturing units produce a wide range of toy products, for the study purposes the units have been broadly grouped under seven major product categories. Number of manufacturing units taken up for detailed case study based on the seven major product categories are given below. Product categories and the manufacturing units studied: S. No Product category Manufacturing units 1. Manufacturing Unit 2. Manufacturing Unit 3. Manufacturing Unit 4. Manufacturing Unit 5. Manufacturing Unit 6. Manufacturing Unit 7. Manufacturing Unit 8. Manufacturing Unit 9. Manufacturing...
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...Economic Affairs, Ministry of Finance, New Delhi Reserve Bank of India, Mumbai Hindi Section for Hindi Translation 1 INDEX DESCRIPTION PAGE NUMBER CHAPTER-1 INTENT AND OBJECTIVE 1.1 Intent And Objective 5 5 CHAPTER-2 DEFINITIONS 2.1 Definitions 7 7 CHAPTER-3 GENERAL CONDITIONS ON FDI 3.1 Who can invest in India? 3.2. Entities into which FDI can be made 3.3 Types of Instruments 3.4 Issue/Transfer of Shares 3.5 Specific conditions in certain cases 3.6 Entry routes for Investment 3.7 Caps on Investments 3.8 Entry conditions on investment 3.9 Other conditions on Investment besides entry conditions 3.10 Foreign Investment into/Downstream Investment by Indian Companies 13 13 15 17 20 26 29 30 30 31 31 CHAPTER-4 CALCULATION OF FOREIGN INVESTMENT 4.1 Total Foreign Investment i.e. Direct and Indirect Foreign Investment in Indian Companies 33 33 CHAPTER-5 FOREIGN INVESTMENT PROMOTION BOARD (FIPB) 5.1 5.2 5.3 5.4 Constitution of FIPB Levels of approval for cases under Government Route Cases which do not require fresh Approval Online filing of applications for FIPB/Government‟s approval 37 37...
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...A Case Study on Britannia NutriChoice SGM Submission Submitted By Group 1, Section B Alok Thapliyal (B12070) Ankit Kapoor (B12071) S. Swetha (B12106) Saswat Nanda (B12109) Vini Khabya (B12126) 1/12/2014 Britannia NutriChoice Case Study Realigning a successful health positioning with the demands of Indian consumers' changing lifestyles Britannia NutriChoice has become a pioneer in the Indian biscuit market by offering the elusive combination of a ‘health with taste’ value proposition to an emerging set of health-conscious and discerning consumers. This case study analyzes the evolution of the NutriChoice brands over the last decade and examines various strategies adopted by Britannia to grow the brand into its present marketleading position. The Journey • Britannia NutriChoice was the first brand to recognize the needs of the fast-emerging segment of health conscious consumers in India and, for the first time, attempted to combine health with taste in the biscuits market. Through this proposition, Britannia NutriChoice attempted to mitigate the myth of healthy food being low on taste and flavor. • Until 2005 the company market-tested a number of product concepts under the NutriChoice umbrella and, in the process, developed a deep understanding of the need states of India's emerging healthconscious population. The company’s restructuring in 2005 gave a fresh perspective to its otherwise quiescent product portfolio. • NutriChoice was instrumental in broadening the...
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...Coke and Pepsi Learn to Compete in India BRIEF SUMMARY OF CASE: This is a detailed and comprehensive case describing the market entry of two global consumer product companies, PepsiCo and Coca-Cola Corporation into a Big Emerging Market (BEM), India. It traces the history of the challenges encountered by these two companies in the developing country environment of India from the late 1980s to the present time. Emphasis is placed on lessons learned by the two companies as they adjust to competing in an unfamiliar and rapidly-changing environment. Key themes include: - The effects of the changing political scene resulting in the imposition of a non-standard domestication policy on foreign direct investors. - The need for foreign companies to adapt their marketing and competitive strategies to suit conditions in the Indian marketplace. - And the role of ‘globalization’ policies across the marketing mix variables, but particularly in the case of promotional strategies. Answers to Questions: Q1. The political environment in India has proven to be critical to company performance for both PepsiCo and Coca-Cola India. What specific aspects of the political environment have played key roles? Could these effects have been anticipated prior to market entry? If not, could developments in the political arena have been handled better by each company? A1. The political environment of India has had a very significant impact in the...
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...GUPTA CLASSES 98184931932, drjaibhagwan@gmail.com, www.jbguptaclasses.com Copyright: Dr JB Gupta 16 International Capital Market Chapter Index Global Depository Receipts American Depository Receipts External Commercial Borrowings Debt Indian Depository Receipts EURO ISSUES The international capital market is a huge source of capital. At a time when the Indian economy is gearing up to meet the challenges of being an open economy, it assumes of greater significance. Up to 1991, Indian companies were not allowed to raise capital from overseas capital market. For their foreign exchange requirements, they had to depend on government financial institutions, foreign banks, international development agencies etc. By the middle of 1991, the process of liberalization of Indian economy was set in motion by the government and now the Indian Corporate is allowed to issue equity or bonds in overseas capital market. The term ‘Euro Issue’ denotes that the issue is made abroad through foreign currency denominated securities and the securities are listed on any overseas stock exchange. The Indian companies get their issues listed on LUXEMBOURG stock exchange. Subscription for such securities can come from any part of world, except India. Companies making Euro Issue can issue depositary receipts, foreign currency convertible bonds or pure debt bonds. Pure debt is not preferred by the investors for two reasons: (i) No Capital appreciation, and (ii) low credit rating of India by various...
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... G13081 Ranjit Rawat G13095 Vikram Bhatt G13116 Debasish Mishra G13073 Manvendra Mahto G13081 Ranjit Rawat G13095 Vikram Bhatt G13116 A leveraged buyout (LBO) is when a company or single asset (e.g., a real estate property) is purchased with a combination of equity and significant amounts of borrowed money, structured in such a way that the target's cash flows or assets are used as the collateral (or "leverage") to secure and repay the money borrowed to purchase the target-company/asset. Since the debt (be it senior or mezzanine) has a lower cost of capital (until bankruptcy risk reaches a level threatening to the lender[s]) than the equity, the returns on the equity increase as the amount of borrowed money does until the perfect capital structure is reached. As a result, the debt effectively serves as a lever to increase returns-on-investment (ROI). The purpose of a LBO is to allow an acquirer to make large acquisitions without having to commit a significant amount of capital. A typically transaction involves the setup of an acquisition vehicle that is jointly funded by a financial investor and management of the target company. Often the assets of the target company are used as collateral for the debt. Typically, the debt capital comprises of a combination of highly structured debt instruments including prepayable bank facilities and / or publicly or private placed bonds commonly referred to as high-yield...
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...Indian BPOs—Waking Up to the Philippines Opportunity? Since the mid-1990s, Business Process Outsourcing (BPO) firms have been one of the largest job creators in India, redefining pay scales and the work environment for many young Indians. The sector witnessed a flurry of activity in 2004-05, with many multinational companies (MNCs) and Indian companies increasing operations and therefore their hiring numbers. A number of mergers and acquisitions within the sector also signified maturity and consolidation for the industry. The number of captive and third party service providers added up to about 400 companies in the Indian BPO sector. According to industry experts, an educated, young and English speaking population and the cheaper bandwidth were the key factors behind this growth. In addition to India, outsourcing companies were looking at Singapore, China, the Philippines, and Malaysia as outsourcing destinations. In the mid-2000s the Philippines emerged as a promising outsourcing destination for the western world. Indian companies too started establishing operations in the country. By 2008, companies such as Sitel, Genpact, and Citibank had already set up offices there, and were even shifting local talent from India to fill up senior and middle level management positions in the Philippines. In 2008, the BPO industry had been in India for about a decade. In these ten years, it had shown tremendous growth and was no longer limited to being an activity of global MNCs. Leading...
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...reference to the Satyam case An agency relationship is a situation where one or more principals (e.g. shareholders) hires another Person or persons as their steward (eg. CEO/company executives) to perform a service on their behalf, trusting that the agent would act in his or her best interest. The principal then delegate a decision-making authority to the agents. Forms of agency relationships are primarily: (1) between shareholders and managers (2) between debt holders and stockholders. Most often these relationships are not always pleasant because agency theory is concerned with conflicts of interest between agents and principals. Generally this theory can be seen as a complex theory because agency theory assumes that both the principal and the agent are motivated by self-interest. As a result of this, agents are likely to follow their self-interested objectives which in most cases differs from the goals of the principal. And yet still, agents are supposed to act in the sole interest of their principals. Agency theory addresses two specific problems: 1) that the objectives of the principal and agent are not in conflict ,and 2) That the principal and agent resolve their differences in tolerating risk In the case of Satyam the principal-agent conflict arose between the shareholders and managers (founder) of Satyam when the chairman of Satyam Mr Ramalinga Raju, announced his intention acquire a large stake in two Maytas companies for $1.6 billion but the...
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