...APPENDIX 1 Scrip Name | Amount Invested | Buy Price | Date of Purchase | Sell Price | Date of Sale | % Gain | Actual Gain | Amount retrieved | ARVIND MILLS | 5,000,000 | 8.15 | 10-Aug-01 | 8.85 | 20-Dec-01 | 8.59% | 429,448 | 5,429,448 | RAYMOND | 5,000,000 | 84.5 | 3-Sep-01 | 100.7 | 4-Mar-02 | 19.17% | 958,580 | 5,958,580 | HLL | 5,000,000 | 192.05 | 26-Sep-01 | 232.85 | 19-Mar-02 | 21.24% | 1,062,223 | 6,062,223 | TATA TEA | 5,000,000 | 126.6 | 27-Sep-01 | 170.9 | 27-Mar-02 | 34.99% | 1,749,605 | 6,749,605 | ICICI | 5,000,000 | 97.75 | 24-Oct-01 | 114 | 23-Apr-02 | 16.62% | 831,202 | 5,831,202 | APOLLO HOSPITAL | 5,000,000 | 81.95 | 25-Oct-01 | 160.45 | 24-Apr-02 | 95.79% | 4,789,506 | 9,789,506 | CHAMBAL FERTILIZER | 5,000,000 | 11.2 | 20-Nov-01 | 11.7 | 20-May-02 | 4.46% | 223,214 | 5,223,214 | MAHINDRA & MAHINDRA | 6,000,000 | 113.25 | 29-Jan-02 | 92.2 | 29-Jul-02 | -18.59% | -1,115,232 | 4,884,768 | HINDALCO | 6,000,000 | 691.95 | 30-Jan-02 | 626.75 | 29-Jul-02 | -9.42% | -565,359 | 5,434,641 | IPCL | 6,000,000 | 85 | 15-Feb-02 | 152.15 | 14-Aug-02 | 79.00% | 4,740,000 | 10,740,000 | ITC | 6,000,000 | 684.4 | 23-Aug-02 | 633.55 | 24-Feb-03 | -7.43% | -445,792 | 5,554,208 | RAYMOND | 6,000,000 | 104.5 | 19-Sep-02 | 89.95 | 19-Mar-03 | -13.92% | -835,407 | 5,164,593 | SESAGOA | 6,000,000 | 72.55 | 23-Oct-02 | 83.1 | 22-Apr-03 | 14.54% | 872,502 | 6,872,502 | SIEMENS | 6,000,000 | 262.6 | 27-Nov-02 | 355.7 | 27-May-03 | 35.45% | 2,127,190...
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...Note: Solve any 4 Cases Study’s CASE: I ARROW AND THE APPAREL INDUSTRY Ten years ago, Arvind Clothing Ltd., a subsidiary of Arvind Brands Ltd., a member of the Ahmedabad based Lalbhai Group, signed up with the 150- year old Arrow Company, a division of Cluett Peabody & Co. Inc., US, for licensed manufacture of Arrow shirts in India. What this brought to India was not just another premium dress shirt brand but a new manufacturing philosophy to its garment industry which combined high productivity, stringent in-line quality control, and a conducive factory ambience. Arrow’s first plant, with a 55,000 sq. ft. area and capacity to make 3,000 to 4,000 shirts a day, was established at Bangalore in 1993 with an investment of Rs 18 crore. The conditions inside—with good lighting on the workbenches, high ceilings, ample elbow room for each worker, and plenty of ventilation, were a decided contrast to the poky, crowded, and confined sweatshops characterising the usual Indian apparel factory in those days. It employed a computer system for translating the designed shirt’s dimensions to automatically mark the master pattern for initial cutting of the fabric layers. This was installed, not to save labour but to ensure cutting accuracy and low wastage of cloth. The over two-dozen quality checkpoints during the conversion of fabric to finished shirt was unique to the industry. It is among the very few plants in the world that makes shirts with 2 ply 140s and 3 ply 100s cotton...
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...INDEX Sr. No. | Chapter | Page No. | 1 | Executive Summary | 7 | 2 | Industry Profile | 8 | 3 | Company Profile | 9 | 4 | Aims & Objective | 11 | 5 | Methodology | 11 | 6 | Findings And Analysis | 12 | 7 | Conclusion & Suggestions | 15 | 8 | Appendix | 17 | 9 | Bibliography | 19 | EXECUTIVE SUMMARY This project has been carried out as a part of the curriculum of the Second Year Bachelor of Business Administration of St. Xaviers College Mapusa, Goa. The project research has been completed in Atul Ltd. At Atul, Gujarat from 14th May 2013 to 27th June 2013. Project was mainly based on Comparison between Dyestuff industries present Scenario and future scope in India and China and in India at Atul ltd forecasting the scope for the growth of the company. I have come up analysis that compares industries in India and China and the way Atul ltd is operating and have also given suggestions for the same. INDUSTRY PROFILE Dyestuff Industry is one of the core industries that is integral part of textiles in India . It is also the second highest export segment in chemical industry. The industry is made up of about 1,000 small scale units and 50 large organized units, who produce around 1,30,000 tonnes of Dyestuff. Maharashtra and Gujarat account for 90% of dyestuff production in India due to the availability of raw materials and dominance of textile in these regions. The major users of dyes in India are textiles, paper, plastics, printing ink and...
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...ARAVIND EYE HOSPITAL EXECUTIVE SUMMARY Aravind Eye Hospital was set up in 1976 by Dr. Govindappa Venkataswamy (or Dr. V) with the noble intention of being a private, non-profit hospital that provided quality eye care. The case is set against the backdrop of the social problem of blindness in India. With over 12 million blind people, 70 – 80% of the cases are primarily due to cataract that can be treated through surgery. However, the low per-capita income as well as the prevalence of cataract cases among the poorer sections of the society made the surgeries entirely unaffordable. Aravind Eye Hospital started off as a 20-bed facility in 1976 in Madurai, soon started a 250-bed main hospital and over time, expanded to Theni, Thirunelveli and Coimbatore. The central feature of the service provided is the clear delineation of services in the form of paid service in the Main hospital and non-paid service in the Free hospital. They also held several Eye camps to mobilize the poor in villages and spread awareness of the dangers of their ailments. The vision that motivates Dr. V is to market cataract surgery such that it reaches every nook and corner of the developing countries facing this problem. Clearly, profit or a healthy bottomline is not the motivator in this case. However, Aravind faces some real issues at the field level that need urgent resolution to help it achieve its mission of bringing eyesight to the masses of poor people in India. SITUATIONAL ANALYSIS The case of...
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...ZENITH International Journal of Multidisciplinary Research Vol.2 Issue 1, January 2012, ISSN 2231 5780 RIGHT TO SIGHT: A MANAGEMENT CASE STUDY ON ARAVIND EYE HOSPITALS DR. BHUPINDER CHAUDHARY*; DR. ASHWIN G. MODI**; DR. KALYAN REDDY*** *Assistant Professor, Department of Hospital Management, H.N.G. University, Patan (Gujarat)-384265. **Co-ordinator, Department of Hospital Management, H.N.G. University, Patan (Gujarat)-384265. ***Assistant Professor, Department of Hospital Management, H.N.G. University, Patan (Gujarat)-384265. ABSTRACT With the aim of providing affordable eye care services to a country which has about 20 million blind citizens and 80% of it due to curable cataracts, at the age of 58, Dr. V. Started, the Aravind Eye Hospital. Popularly known as the McDonald‘s of cataract surgery, with a bed strength of more than 4000 beds and serving 0.25 million patients every year, this is one of the world‘s largest eye care systems catering largely to the poor population. Poor people with cataract can regain their eye-sight at a price as low as $40 or even free, if they can‘t afford. It was demonstrated by this non-profit system that it is practically possible to combine high quality, low cost, world scale and sustainability. It has been seen as a unique business model by many Organizations and has proven that care provided at low cost can also yield sustainability and even profitability. Aravind system's successful manufacturing unit, Aurolab, has produced 6%-7% of...
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...Case: Reckitt Benckiser (RB) 1. Explain the concept of ‘Power Brands’. How did RB use Power Brands for product innovation and revenue / profitability growth (RB Treatment)? MARKET OVERVIEW: Reckitt Benckiser (RB): * Their alliance is their power. The two businesses were a good match, with a combined history of innovation spanning over 150 years. Complimenting each other geographically, they now covered extensive markets across Europe, the UK, Australia, the United States and many smaller markets worldwide. Similarly, their product portfolios worked well together, with Benckiser a market leader in automatic dishwashing and fabric care products, while Reckitt & Colman had achieved success in disinfectants, home care, pest control and health and personal care. The merger was a successful one, with RB the fastest growing business in its sector. Achievement – RB don’t just aim high, we always aim to outperform Entrepreneurship – RB allow daring ideas to thrive Team Spirit – RB work as one united by common principles and attitudes Ownership – RB take initiative to do what’s needed. Power Brands: Power brands are a set of fast moving brands where market innovation is the key of success that will give the company a maximum profit share. RB has identified 19 of their best selling products that, in their category, are globally number one or two on the market. They call these their Power brands – global leaders in high growth categories. Focussing on their Power...
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...Givaudan Flavors Customer Value Driver Discovery When Mukund Kumar’s assistant told him Arvind Mehta was on the phone, he thought “Finally.” Mukund had been waiting for two weeks to hear from Tastyco on a long term Strategic Supplier Agreement (SSA) and he was starting to worry… Tastyco Mukund was Givaudan’s account manager for Tastyco and the assignment had been a good one for Mukund. In the three years he handled the account, Mukund rarely ever had to compete with any other flavor supplier and he was generally able to get premium prices for both basic and custom flavor products. Tastyco flavor purchases had been growing steadily over the past three years because of the success they were having with some innovative beverage brands, and they were becoming a leader in the market for non-carbonated, nutritional beverages. The increasing volume growth and high prices had made Mukund a perennial hero at Givaudan’s National Sales Conferences, and Mukund’s sales bonuses had allowed him to finally purchase a home for his family last year. Tastyco was one of Givaudan’s largest customers. As a diversified global corporation, Tastyco’s beverage category was best known for its traditional carbonated beverages, but it had recently introduced some very successful non-carbonated, nutritional drinks. While most of Mukund’s sales volume was still for the carbonated beverages, Givaudan flavorists had worked closely with Tastyco’s beverage R&D Group on some new products, and...
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...A PROJECT REPORT ON A STUDY OF MARKETING AND PRICING STRATEGY WITH REFRENCE TO MEGAMART. 2. OBJECTIVES 2. Objectives of my study are as FOLLOW: To study the working of Mega mart To study the marketing strategy of Mega mart To study the pricing strategy of Mega mart To study advertisement policies of Mega mart. To study the buying process of Mega mart. To study the various functions of Mega mart. 3. PROJECT METHODOLOGY 3. PROJECT METHODOLOGY Project methodology is the process of collecting the information and helps to find out solution to the topic selected by the researcher. Project methodology starts with selection of topic which shows the introduction of the students. I have selected the topic of "A STUDY OF MARKETING AND PRICING STRATEGY OF MEGAMART". For preparation of project generally four methods are followed: 1. Interview: 2. Questionnaire: 3. Library Work and Internet: 4. The observation method: [pic] ...
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...A STUDY ON THE IMPLICATIONS OF CORPORATE RESTRUCTURING Dr. Bernadette D’silva Director, K.G. Mittal Institute of Management, I.T & Research, Malad (West), Mumbai64, Email: Bernadette.dsilva@gmail.com Mrs. Annie Beena Joseph Associate Professor, K.G. Mittal Institute of Management, I.T & Research, Malad (West), Mumbai-64, Email: annie.b.joseph@gmail.com ABSTRACT Corporate Restructuring has become a major component in the financial and economic environment all over the world. It is the process of redesigning one or more aspects of a company. The process of reorganizing a company may be implemented due to a number of different factors, like positioning the company to be more competitive, survive a currently adverse economic climate, or poise the corporation to move in an entirely new direction and many more. Corporate restructuring is needed to counter challenges in competitive business environment. Most of the organizations carry out corporate restructuring as per the needs of the business. Some do it through mergers, acquisitions, and some by demergers as well; while some others make structural changes and carry out resource optimization in the organization. This paper analyses the success rate of corporate restructuring program (CRP) in India. It also tries to understand the implication of corporate restructuring program with the help of a case study. The present paper is mainly based on secondary data. The paper makes use of SPSS 16 and MS-excel for data Analysis Keywords: Corporate...
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...Arvind Kejriwal (born 16 August 1968) is an Indian politician and former civil servant who was the 7th Chief Minister of Delhi from 28 December 2013 to 14 February 2014. He is the National Convener of the Aam Aadmi Party (AAP). Kejriwal is a Mechanical Engineering graduate of the Indian Institute of Technology Kharagpur and worked for the Indian Revenue Service (IRS) as a Joint Commissioner in the Income Tax Department. In 2006, Kejriwal was awarded the Ramon Magsaysay Award for Emergent Leadership recognising his involvement in a grassroots movement (Parivartan) using right-to-information legislation in a campaign against corruption. The same year, after resigning from the IRS, he donated his Magsaysay award money as a corpus fund to found the Public Cause Research Foundation, a non-governmental organisation (NGO). In 2012, he launched the Aam Aadmi Party, and defeated Chief Minister Sheila Dikshit in the 2013 Delhi Legislative Assembly election. Following the election, he took office as the Chief Minister of Delhi on 28 December 2013. He resigned 49 days later, on 14 February 2014, stating he did so because of his government's inability to pass his proposed anti-corruption legislation due to a lack of support from other political parties. Early life Kejriwal was born in a middle-class family in Siwani, Bhiwani district, Haryana on 16 August 1968, the first of the three children of Gobind Ram Kejriwal and Gita Devii. His father was an electrical engineer who graduated...
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...Research Paper On Development and Launch Of REVA electric car Submitted by Arvind Verma Roll No. 27 Telecom Management and IT- II Symbiosis Institute of management Studies, Pune Arvind Verma New product development and launch Roll no 27 TMIT –II SIMS INDEX 1. 2. 3. 4. About Reva Electric Car Company Idea generation Idea Screening Concept Generation and testing a. Customers, their benefit and occasion of use b. Reva vis-à-vis competitors and substitutes c. Emerging products d. Creating differential advantage i. Propriety technologies ii. Features attributes and benefits e. Specifications f. Price g. Perception Maps 5. Market strategy development a. TMS b. Brand Positioning c. Product Variety Plan: d. Price Plan e. Distribution strategy f. Promotion Strategy g. Long run Sales 6. Business Plan 7. Prototype development and testing 8. Test Market 9. Commercial Launch 10. Post Launch 11. Reasons for failure of Reva 12. Conclusion Arvind Verma New product development and launch Roll no 27 TMIT –II SIMS THE REVA ELECTRIC CAR COMPANY Inception The Reva Electric Car Company, RECC, was incorporated in 1995 as a joint venture between the Bangalore based Maini Group and AEVT Inc of Irvindale, California, to manufacture environment-friendly, cost-effective electric vehicles for city mobility. Vision The RECC has been established with the vision of combining a tradition of excellence and leadership in environment friendly urban transportation, offering the best...
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...question please press *1 on your telephone. Please be advised this conference is being recorded today. Now I would like to hand the conference over to Ms. Priya Rohira of Enam Securities. Over to you, ma’am. Priya Rohira: Thanks very much. Good morning, afternoon, or evening ladies and gentlemen. We at Enam Securities are pleased to host this call for the 1QFY10 results of Reliance Communications. We would like to congratulate the Reliance management on the good financial and operating performance during the quarter. Today, we have the senior management team from Reliance Communications led by Mr. Satish Seth alongwith other colleagues namely Mr. S. P. Shukla, Mr. Punit Garg, Mr. George Varghese, Mr. Inder Bajaj, Mr. Mahesh Prasad, and Mr. Arvind Narang. The call will begin with some key observations by Mr. Seth and the management team followed by a question and answer session. I must remind you that the overview and discussions today may include certain forward-looking statements that must be viewed in conjunction with the risks that the company faces. It is now my pleasure to hand over the call to the Mr. Satish Seth. Thank you. Over to you, sir. Satish Seth: Good morning, good afternoon, and good evening. Thank you Priya. I welcome all of you to this earnings...
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...a political party | Sreelatha Menon / New Delhi September 23, 2012, 18:20 IST | | The funds collected by the India Against Corruption as part of the anti-corruption campaign may not come between Anna Hazare and Arvind Kejriwal as both sides have indicated that while Kejriwal was willing to part with the money, Hazare wants to forgo it. A demand for the fund now deposited with the Public Cause Research Foundation of Arvind Kejriwal was made at a meeting attended by both sides after Anna announced his decision to have nothing to do with the party being launched by Kejriwal. However, Arvind Kejriwal’s supporters have clarified that Anna himself did not want it. A PTI report further said quoting sources that Kejriwal had offered a cheque more than once to Hazare after differences erupted over the issue of forming a political party. Kejriwal went to Ralegan Siddhi and offered a cheque but Hazare refused to take it. They said Hazare was of the view that they should try to get a copy of the volunteer's list. "They can give us a copy and keep one with them. What is the harm in it?" Hazare was quoted as saying. Kiran Bedi had also suggested at the same meeting that a new office should be found for India Against Corruption. A Kejriwal supporter said that Arvind Kejriwal did not want to be distracted by petty issues and hence these questions would be ironed out soon. In fact we had suggested that Kiran Bedi's office could double up as IAC office, which she declined, the supporter...
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...Title of Paper: Political Marketing and Social Media: A Case Story of Aam Aadmi Party Author 1: Dr. Sanjeev Prashar Professor – Marketing Indian Institute of Management (IIM) Old Dhamtari Road, Sejbahar Raipur-492015, Chhattisgarh (India) Ph: +91-9039039499 E-mail: dr.sanjeev.prashar@gmail.com Author 2: Raghu Vara Teja Thudi Student, Post-Graduate Program Indian Institute of Management (IIM) Old Dhamtari Road, Sejbahar Raipur-492015, Chhattisgarh (India) Ph: +91-8349501045 E-mail: teja.raghuvara@gmail.com Author 3: Abhishek Reddy K Student, Post-Graduate Program Indian Institute of Management (IIM) Old Dhamtari Road, Sejbahar Raipur-492015, Chhattisgarh (India) Ph: +91-8349501005 E-mail: abhishek.koleri@gmail.com Author 4: Abhishek Mukherjee Student, Post-Graduate Program Indian Institute of Management (IIM) Old Dhamtari Road, Sejbahar Raipur-492015, Chhattisgarh (India) Ph: +91-8349501004 E-mail: abhishek.mukherjee.one@gmail.com Political Marketing and Social Media: A Case Story of Aam Aadmi Party Dr. Sanjeev Prashar Professor Marketing, IIM Raipur Raghu Vara Teja Thudi Student, Post Graduate Program, IIM Raipur Abhishek Reddy Student, Post Graduate Program, IIM Raipur Abhishek Mukherjee Student, Post Graduate Program, IIM Raipur Abstract For the world’s...
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...Mr. Dimakh Sahastrabuddhe, CEO, Dimakh Consultants Dimakh is the CEO of Dimakh Consultants Pvt Ltd, a leading IT consulting firm in Pune India. He is a first generation entrepreneur and started the enterprise at a young age of 23. The company provides varied IT offerings in software development, website designing & hosting and networking solutions. Dimakh holds a Bachelor of Engineering degree from the University of Pune. He is on the visiting faculty at Symbiosis University,Tasmac-Wales University and IIPM for last 15 years. With his real life experience in IT fields he simplifies the learning process and makes it an interesting session for techies as well as non-techies. Dimakh is a sought-after speaker and has delivered lectures at several corporations including Wipro, Reliance, Mphasis, Convergent, Msource, Infosys. Dimakh has written a number of articles in IT magazines and TOP B school journals and is the author of "E-Business" a book on current e-commerce trends. He was invited by the ministry of communication Afghanistan, to design the rules- regulations and cyber laws for Afghanistan after the Taliban war and he has successfully deployed a complete telecom billing system for Kabul, which was the first revenue generation project for Afghanistan. Dimakh is the winner of the "Budding Entrepreneur Award" and "Outstanding achievements in the field of Information Technology" given by Rotary International's Rotary club. He is the winner of young marathi achiever...
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