...Supply and Demand Supply and demand is perhaps one of the most fundamental concepts of economics and is the backbone of a market economy and the qualities they share. In this paper, I will discuss what causes changes in supply and demand, determine how changes in price and quantity will influence market equilibrium. I’ll also describe how the necessity of a good and the availability of substitutions affect prices and compare and contrast market systems and the role of an economist within those systems. Supply, a fundamental economic concept that describes the total amount of a specific good or service that is available to consumers. Supply also refers to the quantity of goods a vendor or suppliers are willing to make at a certain price that will benefit the growth of that vendor’s or supplier’s profits, business and demand. Demand refers to how much a product or service is desired by buyers. The law of demand is based off of “the higher the price is the lower the demand of the product will be.” Demand goes down. “If the price comes down the higher the demand of the product will be.” Demand goes up. The correlation between price and how much of a good or service is supplied to the market is known as the supply relationship – Price is a reflection of supply and demand. There are many factors to cause change in supply and demand but the recession is one good example of when and how change starts occurring in supply and demand. In the current recession that we are living in people...
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...Team A: Weekly Reflection In today’s business economy, every product sold within the marketplace has a substitute or complement. With a variety of products available on the market there is always a change in supply and demand. To understand why some products are complements and others are substitutes, we must first understand the difference between the two. It is said that compliment products are complementary to one another and can cause the demand to grow. On the other hand, substitute products can lower demand for the original product. Substitutes and complements are important in economy because they provide consumers with an option. The purpose of this paper is to provide an insight on why some products become substitutes and why some are complements. For a product to be considered a substitute, it must have similar features to another product. A substitute is considered the consumer’s alternative. An item becomes a substitute when the item it is most similar to influences the alternative’s demand. An example of this is coffee and tea. If the price of coffee increases, the demand for tea will increase because consumers will buy tea as the cheaper alternative. A product can also become a substitute based on its elasticity. An item with high elasticity means any changes to price influences the amount supplied and the demand of the product. An item with high elasticity has substitutes and can also be a substitute. Based on that items price, consumers will decide to buy...
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...What is market-making? What is market-making? Who is a market-maker? Market-making is aimed at infusing liquidity in securities that are not frequently traded on stock exchanges. A market-maker is responsible for enhancing the demandsupply situation in securities such as stocks and futures & options (F&O ). To understand this concept better, it would be helpful to have an idea about the existing screenbased electronic trading system. In this system , orders placed by buyers and sellers are matched by a computer system (run by stock exchanges). This system is beneficial for actively-traded stocks, but not for lesser-traded ones. Investors usually ignore thinly-traded stocks despite good fundamentals due to fears that they might not be able to trade more frequently in them. This is where a marketmaker comes into the picture. The introduction of the market-making facility could be a possible means to infuse liquidity into such shares. In overseas markets, a market-maker is usually a broker or an institution. As a result, there is an incentive for the broker to recommend securities for which he creates a market. How does market-making work? How does the market-maker benefit? A market-maker usually is responsible for enhancing activity in a few chosen securities (shares and F&Os ). In the process, the market-maker provides both a buy and a sell quote for his chosen securities. He profits from the spread between buy and sell quotes. For example, if the market-maker gives a bid-ask...
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...Running head: SUPPLY AND DEMAND AND ELASTICITY PAPER Supply and Demand and Elasticity Paper Principles of Economics ECO212 Supply and Demand and Elasticity Paper Supply and demand is perhaps one of the most fundamental concepts of economics and is the backbone of a market economy. The relationship between demand and supply underlie the forces behind the allocation of resources. (Investopidia A forbe digital company, n.d.). In this paper we will discuss what causes changes in supply and demand, determine how changes in price and quantity will influence market equilibrium. This paper will also describe how the necessity of a good and the availability of substitutions affect price elasticity and compare and contrast market systems and the role of an economist within these systems. Supply is a fundamental economic concept that describes the total amount of a specific good or service that is available to consumers. Supply also refers to the quantity of goods a vendor or suppliers are willing to make at a certain price that will benefit the growth of that vendor’s or supplier’s profits, business and demand. Demand refers to how much (quantity) of a product or service is desired by buyers. (Investopidia A forbe digital company, n.d.) The law of demand is based off of “the higher the price is the lower the demand of the product will be.” Demand goes down. “If the price comes down the higher the demand of the product will be.” Demand goes up. The correlation...
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...Indian Economy: Progress and Prospects By Deepak Mohanty ∗ It is an honour and privilege for me to be speaking at Harvard to such a distinguished audience. I thank Professor Benjamin Friedman and Professor Tarun Khanna for this opportunity. I will be speaking on the Indian Economy. India is home to 1.21 billion people, which is about 17.4 per cent of the global population. However, it accounts for only 2.4 per cent of world GDP in US dollar terms and 5.5 per cent in purchasing power parity (ppp) terms. Hence, there exists a huge potential for catch up. The global welfare too is linked to progress in India as reflected in the keen global interest in India. But, India seems to inspire and disappoint at the same time. This is reflected in various comments on the Indian economy. Yasheng Huang and Tarun Khanna in their much debated article in July 2003 issue of Foreign Policy had observed: “Can India surpass China? This is no longer a silly question”. The July 23rd 2011 issue of The Economist observed; “Twenty years ago they said the yardstick against which India should be measured was its potential. On that measure, there is much to do.” As a fledgling democracy, India’s economic experiment of planned development was held out as an example to many aspiring low-income countries in the 1950s. While some countries raced ahead in the development process, India lagged behind. This is evident from the fact that it took 40 long years from 1950-51 for India’s real per capita GDP to double...
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...Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics as it relates to Production Logistics Production and Marketing Marketing Logistics Production Term Paper for Physical Distribution Class Marketing Logistics12/25/2012 Production Marketing Logistics Nahom GetachewProduction - UU47997E Samuel Fikre - UU48012E Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Marketing Logistics Production Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Logistics Table of Contents Preface: Johnson and Johnson’s Tylenol....................................................................................................... 2 Introduction .................................................................................................................................................. 3 Objectives achieved through Logistics ....................................
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...Evaluating a Company’s External Environment LEARNING OBJECTIVES LO1 Identify factors in a company’s broad macro-environment that may have strategic significance. Recognize the factors that cause competition in an industry to be fierce, more or less normal, or relatively weak. Become adept at mapping the market positions of key groups of industry rivals. Learn how to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability. chapter 3 LO2 LO3 LO4 38 Part 1 Section B: Core Concepts and Analytical Tools In Chapter 2, we learned that the strategy formulation, strategy execution process begins with an appraisal of the company’s present situation. The company’s situation includes two facets: (1) the competitive conditions in the industry in which the company operates—its external environment; and (2) its resources and organizational capabilities—its internal environment. Charting a company’s long-term direction, conceiving its customer value proposition, setting objectives, or crafting a strategy without first gaining an understanding of the company’s external and internal environments hamstrings attempts to build competitive advantage and boost company performance. Indeed, the first test of a winning strategy inquires, “How well does the strategy fit the company’s situation?” This chapter presents the concepts and analytical tools for zeroing in on a single-business company’s external...
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...BARISTA VS CAFÉ COFFEE DAY – A COMPARATIVE STUDY THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT, NEW DELHI Table of Contents Topic Synopsis Section 1: Introduction - The Coffee Café Industry 1.1 Evolution of Coffee Cafés 1.2 The Coffee Café Industry 1.3 Growth of the Café Industry in India Research Methodology Section 2: Case Study on Barista 2.1 Corporate Profile 2.2 Marketing Mix 2.3 Human Resources Section 3: Case Study on Café Coffee Day 3.1 Corporate Profile 3.2 Marketing Mix 3.3 Human Resources Section 4: Market Survey 4.1 Survey Methodology 4.2 Characteristics of Visit 4.3 Comparative Rating 1 Section 5: Conclusion 5.1 Areas of Excellence 5.2 Areas needing Improvement 5.2 Recommendations & Suggestions Annexure I Primary Questionnaire 1 II Primary Questionnaire 2 Bibliography 2 SYNOPSIS The objective of the thesis is “To compare and study Barista & Café Coffee Day, identify areas of excellence and areas needing improvement; and provide suggestions for such improvement”. The aim of this Thesis is to successfully compare two prominent service sector companies on a common platform, analyze their working and performance, and highlight what they are doing well, while providing suggestions and recommendations for improvement. Barista and Café Coffee Day were chosen because of their identical pattern of functioning and growth. They are the only two major players in the national coffee café industry, and their customers consider both as interchangeable...
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...ASSESSMENT OF COMPETITION IN CEMENT INDUSTRY IN INDIA RESEARCH PROJECT REPORT SUBMITTED TO THE COMPETITION COMMISSION OF INDIA SUBMITTED BY: SUMIT PAL SINGH MBA (2011-2013) VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR i ACKNOWLEDGMENT I extend my sincere gratitude to The Competition Commission of India, for giving me an opportunity to intern at the commission. In specific, I thank Mr. Rakesh Kumar, Joint Director (Eco) for being a guiding force throughout this submission and being instrumental in the successful completion of this project. Without him every effort of mine would have been in vain. He has been kind and patient throughout, to share with me his precious time, thoughts and insights. Sumit Pal Singh Vinod Gupta School of Management, IIT Kharagpur ii DISCLAIMER This project report/dissertation has been prepared by the author as an intern under the Internship Programme of the Competition Commission of India for academic purposes only. The views expressed in the report are personal to the intern and do not reflect the view of the Commission or any of its staff or personnel and do not bind the Commission in any manner. This report is the intellectual property of the Competition Commission of India and the same or any part thereof may not be used in any manner whatsoever, without express permission of the Competition Commission of India in writing. iii TABLE OF CONTENTS 1. INTRODUCTION ..........................................................
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...1 Auction Based Mechanisms for Electronic Procurement T. S. Chandrashekar, Y. Narahari, Charles H. Rosa, Devadatta Kulkarni, Jeffrey D. Tew, and Pankaj Dayama Abstract— This article reviews recent research and current art in the area of auction based mechanisms for electronic procurement. These mechanisms are becoming increasingly relevant in modern day e-procurement systems since they enable a promising way of automating negotiations with suppliers and achieving the ideal goals of procurement efficiency, cost minimization, and agent based deployment. The survey delineates different representative scenarios in e-procurement where auctions can be deployed and describes the conceptual and mathematical aspects of different categories of procurement auctions. We discuss three categories: (1) multi-unit auctions for a single homogeneous type of item; (2) combinatorial procurement auctions where the buyer seeks to procure a bundle of multiple items and the suppliers bid for subsets of the bundle; and (3) multi-attribute auctions where the procurement decisions transcend cost considerations alone, to take into account lead times, logistics costs, and other important attributes. In all three cases, the winner determination problem and the determination of payments turn out to be interesting and challenging combinatorial optimization problems. In our review, we present mathematical formulation of procurement scenarios under each category, bring out the challenge involved in solving...
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...Table of Contents Foreword from the President, FHRAI............................................................................................................ 1 HVS Hospitality Services................................................................................................................................ 2 ECOTEL®............................................................................................................................................................ 4 Synopsis & Key Highlights of the Survey..................................................................................................... 5 Country Trends................................................................................................................................... 7 In The Focus......................................................................................................................................... 8 City Trends........................................................................................................................................... 12 Indian Hospitality – In Sync with Nature....................................................................................... 19 1. 2. 3. 4. Indian Hotel Industry – by Star Category............................................................................................... 22 Indian Hotel Industry – Inventory and Chain Affiliation................................................................... 31 Indian...
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...ANNUAL REPORT 2010-2011 Department of Telecommunications Ministry of Communications & Information Technology Government of India New Delhi ANNUAL REPORT 2010-11 DEPARTMENT OF TELECOMMUNICATIONS MINISTRY OF COMMUNICATIONS & IT GOVERNMENT OF INDIA NEW DELHI CONTENTS I. II. III. Indian Telecom Sector: An Overview ...................................................................................1-14 Telecom Commission.................................................................................................................... 15 Department of Telecommunications .....................................................................................17-29 III. 1. III. 2. III. 3. III. 4. III. 5. III. 6. III. 7. III. 8. III. 9. IV. V. VI. VII. Wireless Planning and Coordination ..................................................................30-39 Telecom Engineering Centre .................................................................................40-42 Universal Service Obligation Fund .....................................................................43-47 Controller of Communication Accounts Offices ...............................................48-50 Vigiliance Activities .................................................................................................51-52 Telecom Network Security ....................................................................................53-56 Empowerment of Women .............................................
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...Accolades The Asian Banker International Excellence in Retail Financial Services Awards • Best Retail Bank in India • Best Bancassurance business in India • Best Risk Management in India Businessworld Best Bank Awards • Best Bank CNBC TV18 Best Bank and Financial Institution Awards • Best Bank • Aditya Puri - Outstanding Finance Professional CNBC TV18 Financial Advisor Awards • Best Performing Bank (Private) DSCI (Data Security Council of India) Excellence Awards • Security in Bank Dun & Bradstreet Banking Awards • Best Private Sector Bank - SME Financing Euromoney Awards for Excellence • Best Bank in India Finance Asia Country Awards • Best Bank in India • Best Cash Management Bank in India • Best Trade Finance Bank in India Financial Express Best Bank Survey • Best in Strength and Soundness Institute of Chartered Accountants of India Awards • Excellence in Financial Reporting International Data Corporation Financial Insights Innovation Awards • Excellence in Customer Experience Skoch Foundation Financial Inclusion Awards • SHG/JLG linkage programme 2011 - 2012 Highlights • Net profit: 5,167 crore. An increase of 31.6% compared to the previous year • Balance sheet size: 337,909 crore as at 31st March 2012 • Total deposits: 246,706 crore. An increase of 18.3% compared to the previous year • Total advances: 195,420 crore. An increase of 22.2% compared to the previous year • Capital Adequacy Ratio: 16.5%. Regulatory minimum requirement is 9% • Tier I capital ratio: 11.6% • Non...
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...Supply Chain Management and Advanced Planning Hartmut Stadtler ´ Christoph Kilger (Eds.) Supply Chain Management and Advanced Planning Concepts, Models, Software and Case Studies Third Edition With 173 Figures and 56 Tables 12 Professor Dr. Hartmut Stadtler FG Produktion und Supply Chain Management FB Rechts- und Wirtschaftswissenschaften TU Darmstadt Hochschulstraûe 1 64289 Darmstadt Germany stadtler@bwl.tu-darmstadt.de Dr. Christoph Kilger j&m Management Consulting AG Kaiserringforum Willy-Brandt-Platz 5 68161 Mannheim Germany christoph.kilger@jnm.de Cataloging-in-Publication Data Library of Congress Control Number: 2004110194 ISBN 3-540-22065-8 Springer Berlin Heidelberg New York ISBN 3-540-43450-X 2nd edition Springer Berlin Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2000, 2002, 2005 Printed...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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