...151 : 164 : 186 : 196 : 203 Color Televisions: Recent Performance 4 Overview •Rising disposable incomes, growing aspirations of consumers, declining prices, shrinking replacement cycle for colour televisions (CTVs) helped the industry increase at a 5 per cent CAGR during 2006-07 to 2011-12. •However, in 2011-12, colour television sales (volume terms) declined by 1.3 per cent y-o-y to 12.8 million units. •This was mainly due to decline in sales of conventional colour TVs (CCTV) and flat colour TVs (FCTVs) by 28 per cent and 8 per cent, respectively and also due to slower growth in LCD segment. •Also high inflation and rising interest rates combined with weak consumer sentiment put pressure on the demand during 2011-12. LCD,LED segment record strong growth •The CCTV segment has been steadily losing ground in the past few years mainly due to the narrowing price differential between CCTVs and FCTVs and the comparative advantages offered by the latter segment. •In 2011-12, share of CCTVs, with total sales volume of 1.4 million units, declined to 11 per cent from 15 per cent in 2010-11. •During the same period, FCTV sales also declined by 8 per cent y-o-y to reach 7.7 million units. •FCTV sales in urban areas declined mainly due to shift in...
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...Robert Bosch GmbH is a technology-based corporation which was founded by Robert Bosch in Stuttgart, Germany in 1886. Robert Bosch GmbH is the world's largest supplier of automobile components, and has business relationships with virtually every automobile company in the world. The headquarters of Bosch is in Gerlingen, near Stuttgart. Franz Fehrenbach became Chairman on 1 July 2003. The Bosch Group comprises more than 320 subsidiary companies. THE LOGO The Bosch logo represents a simple magneto armature and casing, one of the first components produced by the business. TOP MANAGEMENT AT BOSCH : * CEO : Franz Fehrenbach * Chairman of the Board : Hermann Scholl * Director : Tilman Todenhofer * DEPUTY CEO : Siegfried Dais * Sales And Marketing : Rudolf Colm * CFO : Gerhard Kümmel BOSCH’S HISTORY: AT A GLANCE 1886 | Opening of Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on 15 November | 1887 | First low-voltage magneto from Bosch for stationary petrol engines | 1897 | First low-voltage magneto ignition for motor vehicle internal combustion engines | 1901 | First plant in Stuttgart | 1902 | First commercially viable high-voltage spark plug | 1906 | Production of 100,000th magneto ignition | 1906 | Introduction of eight-hour working day | 1910 | Opening of plant in Stuttgart-Feuerbach | 1913 | Start of production of headlights | 1918 | American...
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...INDIAN AUTOMOBILE INDUSTRY The automobile industry is one of the core industries in Indian economy, whose prospect is reflective of the economic resilience of the country. With the Liberalization of the economy, India had become the playground of major global automobile majors. The automobile industry in India is gradually evolving to replicate those of the developed countries. The report focuses on the trends that are emerging in the Industry across segments, namely, passenger cars/multi-utility vehicle, commercial vehicles, two wheelers and Tractors. The qualitative analysis of the various trends reveals that industry offers immense scope even for allied industries and those looking at investing in the automobile Industry. Indian automotive industry has become more competitive in the export market due to its Technological and quality advances, so much so that in quality conscious market as such as Europe and America, Indian automotive industry is emerging as a major player judging by its performance. India today exports engine and Engine parts, Electrical parts, Drive transmission and steering parts, Suspension and braking parts among others. Automobile industry in India is still in its infancy but growing rapidly. The opportunities in the automobile industry in India are attracting big names with big purse and they are investing vigorously in infrastructure, design and development and Marketing. Automobile industry in India is today poised for the big leap. It...
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...[pic] Business Law Assignment Legal and Regulatory Aspects of Buying and Selling of Immovable property CONTENTS Overview…………………………………………………………….4 Introduction………………………………………………………...4 Immovable Property………………………………………………..7 Various Laws Related To Immovable Property……………………8 Acquisition and Transfer Of Immovable Property In India……….12 Transfer Property Act – 1882……………………………………...15 Transfer Property Act – 1882(Amendment- 2002)………………..16 Buying and Selling procedure……………………………………..23 Sale and Purchase • Tips For Selling Property…………………………………...26 • Tips While Buying Property………………………………..27 Legal Documents…………………………………………………...30 India's Land Disputes • Whistling Woods International……………………….36 • Case against builder Hiranandani…………………………….37 • POSCO Case………………………………………………….39 Case Study: Singur Tata Land Controversy………………………....42 Recent News…………………………………………………………47 Bibliography…………………………………………………………50 Overview This project talks about the Legal and Regulatory Aspects of Buying and Selling of Immovable property. Immovable Property can be described as land, benefits arising out of land and things attached to the earth, or permanently fastened to anything attached to the earth. There are a number of acts which adhere to the issues relating to immovable property, but the main acts is Transfer...
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...Draft Letter of Offer For Equity Shareholders of the Company Only PANTALOON RETAIL (INDIA) LIMITED (Originally incorporated as Manz Wear Private Limited on October 12, 1987. The Company’s name was changed to Manz Wear Limited on September 20,1991, further to Pantaloon Fashions (India) Limited on September 25, 1992 and to Pantaloon Retail (India) Limited on July 7 1999) Registered and Corporate Office: Pantaloon Knowledge House, Shyam Nagar, Off. Jogeshwari Vikhroli Link Road, Jogeshwari (East), Mumbai 400 060. The Registered Office of the Company was shifted from Venkatesh Bhavan, 4th Floor 86 Mirza Street, Mumbai 400003 to Pantaloon House , G 11 , M.I.D.C. Cross Road A, Andheri East, Mumbai 400 093 ) Tel: (+91 22) 56442200 Fax: (+91 22) 56442201 E-mail: compliance.officer@pantaloon.com Website: www.pantaloon.com Contact Person: Mr. Pradeep Jain For private circulation to the Equity Shareholders of the Company only DRAFT LETTER OF OFFER ISSUE OF 4,481,180 EQUITY SHARES OF Rs. 10 EACH AT A PREMIUM OF RS. 490 PER EQUITY SHARE AGGREGATING RS. 2,240.59 MILLION TO THE EQUITY SHAREHOLDERS ON RIGHTS BASIS IN THE RATIO OF ONE EQUITY SHARE FOR EVERY FIVE EQUITY SHARES HELD ON THE RECORD DATE [•] (“ISSUE”). THE ISSUE PRICE IS 50 TIMES OF THE FACE VALUE OF THE EQUITY SHARE GENERAL RISKS Investments in equity and equity related securities involve a degree of risk and Investors should not invest any funds in this Issue unless they can afford to take the risk of losing their investment...
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...IT TAKES A LEADER TO TAKE YOU PLACES. A n n u A l r e p o r t 2 0 1 2 2 0 1 3 Growth is… movinG from strenGth to strenGth Flamingos, known for their undeniable beauty, are also recognised as a species that stays strong by sticking together, no matter how trying the circumstances are. But for a flock to be strong, it needs an equally resilient leader to take them in the right direction. Just like Gati, the leader of the logistics industry in India. Gati Limited is India’s leader in providing Express Distribution services, Supply Chain Solutions, Cold Chain Transportation Solutions, Warehousing, International Freight Forwarding, Custom Clearance and e-Commerce Solutions. Founded in 1989 as a cargo management company, Gati pioneered Express Distribution Services in India. With a track record of 24 years, Gati is one of India’s most coveted companies, employing 3500 people, and serving over 5000 customers – including the top 10 brands in the Automotive, Healthcare, Engineering and Consumer Durables industry. Gati has a strong market presence in the Asia Pacific region and SAARC countries, with offices in China, Singapore, Hong Kong, Thailand and Nepal, and has plans to foray into other markets. In a Company where every employee demonstrates dedication and commitment to succeed, its little wonder that Gati is the leader, taking the industry places. values are… a force to be reckoned with Flamingos, as is ingrained in their DNAs for centuries, instinctively have values that...
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...CONTENTS Managing Director & CEO’s Letter to Shareholders Board of Directors Snap Shot of Key Financial Indicators : 2008-2012 Highlights Directors’ Report Management’s Discussion & Analysis Auditors’ Report Balance Sheet Profit and Loss Account Cash Flow Statement Schedules Forming Part of Balance Sheet Schedules Forming Part of Profit and Loss Account Significant Accounting Policies Notes to Accounts Auditors’ Certificate on Corporate Governance Corporate Governance Auditors’ Report on Consolidated Financial Statements Consolidated Financial Statements Disclosures under the New Capital Adequacy Framework (Basel II Guidelines) Bank’s Network : List of Centres 3 4 5 6 7 17 31 32 33 34 36 42 43 51 86 87 109 110 151 169 1 MANAGING DIRECTOR & CEO’S LETTER TO THE SHAREHOLDERS I am delighted to report that your Bank has delivered another year of consistent growth in business volumes, revenues and profits during a period of slower GDP growth, tight liquidity and relatively high interest rates. The Bank has built its business upon the trust of millions of customers who avail of its products and services through a distribution network of 1,622 branches and 9,924 ATMs spread across 1,050 centres in the country. The retail deposit base continues to be the cornerstone of the growth strategy of the Bank and it has performed well in a challenging environment, reflecting the quality of our customer franchise. I am also happy to report that the Bank’s assets are healthy and growing...
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...CONTENTS Managing Director & CEO’s Letter to Shareholders Board of Directors Snap Shot of Key Financial Indicators : 2009-2013 Highlights Directors’ Report Management’s Discussion & Analysis Auditors’ Report Balance Sheet Profit and Loss Account Cash Flow Statement Schedules Forming Part of Balance Sheet Schedules Forming Part of Profit and Loss Account Significant Accounting Policies Notes to Accounts Auditors’ Certificate on Corporate Governance Corporate Governance Auditors’ Report on Consolidated Financial Statements Consolidated Financial Statements Business Responsibility Report Disclosures under the New Capital Adequacy Framework (Basel II Guidelines) Bank’s Network : List of Centres 3 4 5 6 7 16 29 31 32 33 35 41 42 50 88 89 111 112 155 167 185 1 MANAGING DIRECTOR & CEO’S LETTER TO THE SHAREHOLDERS It has been a challenging environment but despite the slowing momentum of growth in the economy, your Bank has reported another consistent performance - reflected in a steady growth of our customer base, widening reach through multiple channels, healthy growth of business and revenues and stable asset quality. It is also an affirmation of the Bank’s focus on a balanced growth strategy. The Bank’s retail businesses grew steadily during the year and there was credible growth of both retail deposits and loans, supported by an expanding network that is critical to the retail franchise. We added 325 branches and 1,321 ATMs in FY 2012-13. Your Bank continues to balance growth...
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...ISSUES FOR IIM INTERVIEW PROCESS © EssaysforIIM.com 2014-15 Issues for IIM PI Process http://www.essaysforIIM.com Contents US‐CHINA ENVIRONMENT DEAL 8 OIL PRICE 9 PAYMENT BANKS 11 SHADOW BANKING 13 NBFCs 14 NEW DEFINITION OF FDI 16 REFORMS IN POWER DISTRIBUTION 16 SECURITIES LAWS (AMENDMENT) BILL 2014 18 JUVENILE JUSTICE BILL, 2014 18 HUMAN DEVELOPMENT: INTERNATIONAL COMPARISON 19 INEQUALITY 20 SOCIO‐ECONOMIC PROFILE OF STATES AND INTER‐STATE COMPARISONS 21 ASER 2013: Main Findings 23 SKILL DEVELOPMENT 24 HOW INDIA NEEDS TO FACE CLIMATE CHANGE 24 AGENDA FOR ECONOMIC REFORMS 28 INFRASTRUCTURE 30 WHY LONG‐RUN MATTERS 30 FIVE PRONGED STRATEGY TO CONTROL INFLATION 31 URJIT PATEL COMMITTEE 32 Some Major Issues in India's Merchandise Trade Sector 32 MAKE IN INDIA OPPORTUNITY 34 Make for India or Make in India – The debate begins! 37 VULNERABILITY COMPARISON OF INDIAN ECONOMY 38 PM JAN DHAN YOJANA 39 COOPERATIVE FEDERALISM 40 ZERO DEFECT, ZERO EFFECT 41 DIGITAL INDIA 42 TWO FACTOR IDENTIFICATION ISSUE 43 MINSK AGREEMENT 44 WILFUL DEFAULT 44 © EssaysforIIM.com 2014‐15 Page 1 Issues for IIM PI Process http://www.essaysforIIM.com ‘MAKE IN INDIA’ ...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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