...MERGER & ACQUSITION IN TELECOM SECTOR OF INDIA Ashish Agnihotri Bhaven Chheda Dipesh Jain Harsh Chauhan Tejashree Bole Zececa Mehta Sector Overview Indian Telecom Industry Total telecom subscribers 325.79 million (June 2009) Tele density 28.33 per cent (June 2008) Quarterly addition of mobile subscribers (April June 2008) 25.80 million Telecom subscribers annual growth rate (2007 08) 44.79% One of the biggest telecom markets in the world Average Revenue Per User (ARPU) for GSM (June2008) US$ 5.6 Indian Telecom Industry More GSM subscribers than fixed line subscribers Telecom equipment market (2007 08) US$ 23,699 million Handset market (2007 08) US$ 5,962 million Expected mobile subscriber base (2010) About 500 million (i.e., more than one phone for every household) It witnessed a CAGR of approximately 29% from 2002 03 to 2007 08. The CAGR is expected to stabilise at 16% between 2007 08 and 2009 10. India An Ideal Investment Destination The large untapped potential in India s rural markets revealed by 9.21 per cent tele density in rural markets as compared to the national level of 28%. The government promoting telecom manufacturing by providing tax sops and establishing telecom-specific Special Economic Zones. Major Players Vodafone-Hutch Deal In Feburary 2007, Vodafone has bagged the 67% Hutch Telecom International (HTIL) stake in Hutch-Essar at an enterprise value of $19.3 billion Income Tax (I-T) department notice...
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...ACE Challenge 2015 Amazon Confidential Preliminary Round: ACE Case Breakers Case Study: Operations Introduction It is a bright autumn morning in 2205 and Gaurav Maurya, SVP – Amazon Enceladus1, is gazing outside the window and reminiscing about how Blue Origin2 had transformed Enceladus into a bustling human colony in a short span of 50 years, much like some of the developing countries back on Earth. Also, continuing Amazon’s legacy, Amazon.en has become Enceladus’s most customer-centric company in a short span of one year and customers love to buy all sorts of products on it every day. Gaurav is scheduled to meet the Board of Directors back on Earth in 3 days to present the first year report. For this meeting, Gaurav has decided to focus on operations, and on how different verticals within operations are helping raise the bar on customer experience. Gaurav enlisted four of his team members to share their stories. As Gaurav prepares for the meeting, he has asked you to take a look at the reports that his team has put together and help him answer some open questions and come up with fresh ideas on how to solve the problems. Scenario 1: Like on Earth, Amazon’s goal is to offer Enceladus’ largest selection on Amazon.en. Deonn, who recently joined Amazon.en wants to accelerate the addition of new products in the catalogue. While Amazon already provides tools for vendors to submit their items in the catalogue, the error rate remains high. On an average, vendors...
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...A Brief Study On “ TELECOM SERVICES OF RELIANCE COMMUNICATION ’’ PROJECT REPORT Submitted for Partial fulfillment for The Award of the Degree of Master of Business Administration (2007-2009) INTERNATIONAL SCHOOL OF BUSINESS & RESEARCH # 62B, ELECTRONIC CITY, PHASE-1, OPP. POLICE STATION, BANGALORE, PIN-560100 Submitt ed by: JD Enroll. No. – 5310700343 Reg. No. - 531M8075F00198 MBA (FINANCE & RETAIL) Session: - 2007-2009 CERTIFICATE This is to certify that Mr. Gaurav Gupta bearing university Regd. No. 531M8075F00198 has successfully completed the project on the topic “ TELECOM SERVICE IN RELIANCE COMMUNICATION”. Director Mr.Amit Gupta ISBR,Bangalor CERTIFICATE This is to certify that Mr. Gaurav Gupta bearing university Regd. No. 531M8075F00198 has successfully completed the project on the topic “ TELECOM SERVICE IN RELIANCE COMMUNICATION” under the guidance of Prof. KISHAN. Under Guidance Prof. Kishan ISBR,Bangalore ACKNOWLEDGEMENT I would like to express my sincere thanks to all those instrumental in this project Work. First of all, I would to thank Prof. Amit Gupta Director of International School of Business & Research for giving me this opportunity to do this project and learn from it. I am thankful to Reliance Communication Ltd for giving me helpful information to complete this project (Research). I express my sincere thanks to Mr. Raj (Junior Sales Manager)...
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...Sajrekar | Apoorva Bhatia | Anshul Aggarwal (Kachnar) | Disha Patel | Anshul Aggrawal (Amaltas) | Abhinav Mishra | Anusha Srinivasan | Saurabh KV | Anushree Chinchwadkar | Sarvesh Pawshe | Apara Nagar | R.Balaje | Aparna Giri | Ayush Pawan Agarwal | Apoorva Gupta | Ninisha Deshpande | Arunalo Sinha | Tanvi Singhal | | Pavan Akella | Ashwini Kulkarni | Chirag Mediratta | Bhakti Korgaonkar | Sanketa Kapse | Himish Shah | Shivani Karkal | Bipin Pinjani | Shradha Shivnani | | Anshul Sati | Chandanbala Samdariya | Nainika Chauhan | Daksh Kalia | Aarushi Makhija | Danish Rumane | Aditi Jain | Dharam Chedda | Russell Longjam | Dimple Grover | Komal Goyal | Dr. Gaurav Garg | Ankur Kapoor | Eesha Kharbanda | Kunjal Kaw | Enakshee Deva | Jigeesha Nayyar | Gaurav Dhobal | Mehleka Bhaisaheb | Bhuwan Kathuria | Bhoomica Middha | | Abhinayaa V.S | Hitesh Nahata | Sabyasachi Bhattacharya | Inesha Srivastava | Jasbeer Singh Arora | Ipshita Nayyar | Suvigya Rathore | | Mohit Sadhwani | Ishita Jain | Anubhav Sharma | Jahanmeet Kaur | Sarthak Mullick | Jayati Grover | Rini Goel | Jim Jacob | Apurv Verma | Juhi Dhyawala | Ishita Bhattacharya | K. Ravi Teja | Subhi Agarwal |...
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...sponsored webinar sponsored webinar KRIs best practice Collecting, aggregating and managing Operational Risk & Regulation convened a panel, sponsored by MetricStream, to discuss the benefits of using key risk indicators, as well as how operational risk managers should select the right ones and effectively manage their quantitative and qualitative analysis What makes a good key risk indicator (KRI)? Marcelo Cruz, The Journal of Operational Risk: According to Basel, there are four mandatory inputs for operational risk measurement: internal loss data; external loss data; scenario analysis; and business environment and internal control factors (BEICFs). KRIs fall into this fourth category. A lot has been done in terms of including internal and external data and scenario analysis management in the measurement framework, but not much has been done around the KRIs. I believe this is a big gap in operational risk on both the management and risk management sides. KRIs are metrics that measures how good your control environment is and how stressed it can be. For example, if you work in a heavy processing control environment, the volume of trades or the volume of credit card processing each day should be an important indicator of the quality of your operation, or how many fails you have in processing trades, how many people work in a certain department or how many amendments operation officers need to make in trades to make them OK to settle. These indicators – whether you call...
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...History Axis Bank began its operations in 1991, after the Government of India allowed new private banks to be established. The Bank was promoted jointly by the Administrator of the Unit Trust of India (UTI-I), Life Insurance Corporation of India (LIC), General Insurance Corporation Ltd., National Insurance Company Ltd., The New India Assurance Company, The Oriental Insurance Corporation and United India Insurance Company. The Unit Trust of India holds a special position in the Indian capital markets and has promoted many leading financial institutions in the country. Axis Bank (erstwhile UTI Bank) opened its registered office in Ahmedabad and corporate office in Mumbai in December 1993. The first branch was inaugurated in April 1994 in Ahmedabad by Dr. Manmohan Singh, then the Finance Minister of India. Operations Indian Business: As on 30-Sep-2013, the Bank had a network of 2225 branches and extension counters and 11796 ATMs.[5] Axis Bank has the largest ATM network among private banks in India[6][7] and it operates an ATM at one of the world’s highest sites at Thegu, Sikkim at a height of 4,023 meters (13,200 ft) above sea level.[8] International Business: The Bank has seven international offices with branches at Singapore, Hong Kong, Dubai (at the DIFC) and Colombo and representative offices at Shanghai, Dubai and Abu Dhabi, which focus on corporate lending, trade finance, syndication, investment banking and liability businesses. In addition to the above, the Bank...
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...07690386201 Customer Name Sandeep Jhingran Product Name Gritstones Men's T-shirt - Black-XL Address Sandeep Jhingran C/o Gaurav P.G , room no.19, Kanahi more,Near Sahkari bank,Jharsa, Gurgaon Product Code 31048073 City - Pincode Gurgaon - 122003 Seller SKU Code GSFSZPHDD60050BLK-XL State Haryana BC GGN Delivery Address Description of Goods Freebie Product Quantity 1 Shipping Rs. 0.0 Net Price Rs. 699.0 Phone Number 8800394561 Mobile Number Caller Number Price (In words) Order Number Sender Name (Rates are inclusive of all applicable 960156265 Sandeep Jhingran Six Hundred And Ninty Nine only Courier Details Courier Acc Sender Message 50612763 Aramex 10-Dec-2014 Order Date Desired Delivery Date - / Bag3 Packaging Box/Bag 40839290984 1 RETAIL INVOICE Invoice No Seller Name and Address: ORIGINAL Invoice Date DBCR/14-15/04385 DB Creations Khasra No.38, 1st floor, Vashali gali No.1, Dabri, Palam road, New Delhi - 110045 Delhi New Delhi 110045 11/12/2014 Order No Order Date 960156265 10/12/2014 Sub Order No Mode of payment 94585159 Customer Name and Address: Dispatch Through Aramex Seller's TIN No. 07690386201 Seller's CST No. Sandeep Jhingran Sandeep Jhingran C/o Gaurav P.G , room no.19, Kanahi more,Near Sahkari bank,Jharsa, Gurgaon Gurgaon India 122003 Item Description 07690386201 Quantity...
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...wealthiest Socioeconomic background predicts educational outcomes. In India, there is a 40 percent gap in secondary enrollment rates between children from the highest and lowest expenditure quintile groups In Ghana, children from the highest household wealth quintile have almost twice as many average years of schooling as those from the lowest, and even the highest quintile is four years less than the U.S. average In New Zealand, children from lowincome households are half as likely to achieve university entrance standard as those from high-income households 2 Transformational teachers show us we can solve it. Gaurav Singh, Teach For India Gaurav Singh left a successful career at Accenture to join Teach for India’s inaugural cohort of teaching fellows. Assigned to teach 50 second graders (ranging in age from 6-14,) all of whom were significantly behind grade level, Gaurav quickly decided that he needed a huge and visible goal for his class. He decided on “4” —students would grow to four times their current level in the school year. He tracked his students obsessively — updating data in class using a smart phone, tweaking his plan to remediate students, and always keeping an eye on his big goal: 4. Within a year, most of Gaurav’s students met this goal, doubling, tripling and even quadrupling their key academic scores. 3 Transformational schools show us that success is both scalable and sustainable. KIPP...
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...This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit http://www.djreprints.com. http://www.wsj.com/articles/airasiasgrowthmodelunderstrain1424035982 BŲȘİŇĚȘȘ ňįǻřťȘ řěđňŲ ŀěđǿM ħťẅǿřĢ ș ǻįșǺřįǺ Ģřǻppŀįňģ Ẅįțħ İňđǿňěșįǻň Ǻffįŀįǻțě’ș Čřǻșħ, Ǻįřŀįňě Ǻŀșǿ Șțřųģģŀěș Ẅįțħ Pǻřțňěřșħįpș Bỳ ĶǺȚĦỲ ČĦŲ, ĢǺŲŘǺV ŘǺĢĦŲVǺŇȘĦİ ǻňđ MĚĢŲMİ FŲJİĶǺẄǺ Fěbřųǻřỳ 15, 2015 Ẅħěň Mǻŀǻỳșįǻň ěňțřěpřěňěųř Țǿňỳ Fěřňǻňđěș bǿųģħț țħě șțřųģģŀįňģ ǺįřǺșįǻ Bħđ. įň 2001, ħįș ģǿǻŀ ẅǻș țǿ bųįŀđ ǻ bųđģěț ǻįřŀįňě ģřǿųp țħǻț čǿųŀđ țǻķě ǻđvǻňțǻģě ǿf țħě ěxpŀǿșįvě țřǻvěŀ ģřǿẅțħ ħě șǻẅ čǿmįňģ įň țħě řěģįǿň. Țǿ đǿ țħǻț, Mř. Fěřňǻňđěș mǻđě ǺįřǺșįǻ įňțǿ țħě MčĐǿňǻŀđ’ș ǿf țħě ǻvįǻțįǿň įňđųșțřỳ, břįđģįňģ Ǻșįǻ’ș čħěčķěřbǿǻřđ ǿf șǿvěřěįģň șțǻțěș ǻňđ ǻvįǻțįǿň řųŀěș bỳ řǿŀŀįňģ ǿųț fřǻňčħįșě-ŀįķě jǿįňț věňțųřěș ųňđěř țħě ǺįřǺșįǻ břǻňđ, įň čǿųňțřįěș fřǿm Țħǻįŀǻňđ ǻňđ țħě Pħįŀįppįňěș țǿ İňđįǻ. İň řǿųģħŀỳ ǻ đěčǻđě, țħǻț mǿđěŀ țųřňěđ ǺįřǺșįǻ įňțǿ ǻ ģřǿųp ěňčǿmpǻșșįňģ ňįňě čǻřřįěřș, ǿf ẅħįčħ țħě țħřěě ŀįșțěđ čǿmpǻňįěș ħǻđ $2.3 bįŀŀįǿň įň řěvěňųě įň 2013. Ẅħįŀě țħě ňųmběř ǿf ǻňňųǻŀ ǻįřŀįňě șěǻțș įň țħě Ǻșįǻ-Pǻčįfįč řěģįǿň ħǻș đǿųbŀěđ țǿ 1.7 bįŀŀįǿň đųřįňģ țħě pǻșț đěčǻđě, țħě ňųmběř ǿf șěǻțș ǻvǻįŀǻbŀě ǿň bųđģěț ǻįřŀįňěș įňčřěǻșěđ țěňfǿŀđ țǿ 400 mįŀŀįǿň, ǻččǿřđįňģ țǿ țħě ČǺPǺ-Čěňțřě fǿř Ǻvįǻțįǿň. Bųț ǻș țħě ǺįřǺșįǻ ģřǿųp ģřǻppŀěș ẅįțħ įțș bįģģěșț čřįșįș ỳěț—țħě ǻfțěřmǻțħ ǿf țħě Đěčěmběř čřǻșħ ǿf ǻ pŀǻňě ǿpěřǻțěđ...
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...needed for their functions to be successful but not necessarily in the same proportions.Moreso,the basic managerial skills includes technical ,conceptual and human skill. Definition of key terms Managerial skills The ability to make business decisions and lead subordinates within a company(business dictionary). So, managerial skill is best understood as the ability to perform managerial tasks effectively with readiness and agility (IMM Journal, 2012). Skills requires knowledge and ability to apply that knowledge competently and efficiently has to be acquired by practice. Therefore, levels of management in an organisation can be presented in the form of the pyramid in variation with the level of importance Diagram by Gaurav Akran,management 2011,online lower-level managers are also called operational managers or supervisors such as: Office manager,shift supervisor.They are responsible for the daily management of line workers—the employees who actually produce the product or offer the service. Lower level managers exist in every work unit in the organization. Although they typically do not set strategic goals for the organization,usually have a very strong influence on the company since they also set operational objectives. These are the managers that most employees interact with on a daily basis, and if they perform poorly, employees may also perform poorly, may lack motivation, or may leave the company. Middle-level managers, or middle managers, are...
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...Gaurav Agnihotri Lovie_agni@yahoo.com +91 888 431 6910 _________________________________________________________________________________________ Objective To associate myself with an organization, which provides me ample opportunities of growth, scope for learning and the space to further enhance my skills through constant learning and challenges at work. Work Experience --- Cognizant Consulting India Pvt Ltd (March 2013-till date) Manager: Business Development, Strategic Market Group (Enterprise Application Services) Responsibilities: • Positioning and branding : Defining and building the value proposition for the business and its offerings helping create winning propositions and messaging for EAS (Enterprises Application Services) • Acquire and develop knowledge of vertical/horizontal industry practices, trends, benchmarking data, and create competitive analyses. • Formulate strategy and plan for implementing and leveraging online communities, discussion forums, and other collaborative technologies. • Engenders enthusiasm for the work to be done, honors commitments and contributes proactively to ensure optimal positioning of SAP, while encouraging idea generation and creativity for each pursuit • Identifies and actions hot issues/topics/trends within the service line that require specific focus to rapidly capture the related knowledge assets • Analyst Relations: Proactive management of key influencer relations across major...
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...207LON ENTREPRENEURSHIP IN A GLOBAL CONTEXT FOURTH SUBMISSION FOR COURSEWORK 2 GROUP: SEFAKOR BANSA, THANG NGUYEN, SAFIYA HAIDO, GAURAV GAUTAM AND LAKSHYA PARASHAR ENTREPRENEURAL PROJECT: VIETNAMESE RESTAURANT/FOOD SERVICE. COMPANY NAME: COSMO ……………. “Spice up your belly” Marketing Plan For Cosmo The food service industry is a big industry that is found in every human habitat on the earth. People need food to survive, some prefer to cook it themselves due to economic reasons or other personal reasons whilst others prefer buying what has already been put together by food service companies like the one we wish to start. Marketing can be defined as the act of provide goods or services better than competition at a profit. The idea of a Vietnamese restaurant in London is not the first of its kind. Cosmo intends to perform better than already existing Vietnamese restaurants that already exist in London. To achieve this, a critical analysis of its marketing plan is highly of the essence. The elements of its 4ps must give Cosmo and advantage over the other already existing Vietnamese restaurants. Place | * A clean, pleasant venue very close to the Liverpool St station * A beautiful water front venue within 3years of operation. | Positioning | * Faster food availability * A menu that covers all types of Vietnamese dishes. Caters for all from healthy eaters to people with exotic tastes. * Faster delivery service * Cooking at customers venues ( parties etc)...
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...Thursday, February 23, 2012 Case Analysis: CISCO Systems: Managing the Go-to-Market Evolution Group 5 ROHIT NATH | GAURAV PATANGE | MANGESH PATIL MAHTAAB KAJLA | SACHIN KUMAR Situation Analysis Company Introduction Leader in switches and router market and had followed a strategy of growth through acquisitions Market capitalization greater than $500 bn in 2000 Followed a market coverage model that contemplated approximately five tiers customers based on opportunities available Image in the market Manufacturer of Highly reliable, innovative and quality products Highly regarded for the quality of company’s relationships with the resellerdistributors or VARs Product Line Products available for all the layers of ISO-OSI model of communications but layer 1 Main line of switches were the Catalyst series Consisted of basic solutions for small businesses to high end solutions for large enterprises Price varied greatly from low end routers to high end routers Sales & Distribution Management Term V Situation Analysis Competitive Landscape Market Core Corporate Networking Gear Market Share >70% for enterprise account segment Nearly 40% for SMB or commercial account Undisputed market leader 5% share in overall market 25% in top end of market Market leader with nearly 40% share Market Size(in $bn) 20 Competitors Extreme and Foundry HP, Nortel, 3Com, Huawei Technology Telecommunications 50 Nortel, Juniper...
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...DIP ASSIGNMENT -1 Submitted by :GAURAV KUMAR (BT08ECE022) Department of Electronics and Communication Engineering Visvesvaraya National Institute of Technology Nagpur- 440010 (India) April, 2012 Program to Detect Number plate of a car %Program to extracting particular things from an image. %This is for detecting vehicle number plate segmentation extraction % input - give the image file name as input. eg :- gau 1 (1).jpg clc; clear all; k=input('Enter the image file name','s'); % input color image of car having number plate. im=imread('num_plate'); im1=rgb2gray(im); im1=medfilt2(im1,[3 3]); %filtering is use to remove noise from image . BW = edge(im1,'sobel'); %this is for finding edges. [imx,imy]=size(BW); msk=[0 0 0 0 0; 0 1 1 1 0; 0 1 1 1 0; 0 1 1 1 0; 0 0 0 0 0;]; %This is the mask we use for detection B=conv2(double(BW),double(msk)); %Smoothing image to reduce the number of connected components L = bwlabel(B,8);% Calculating connected components mx=max(max(L)) % There will be mx connected components.Here U can give a value between 1 and %mx for L or in a loop you can extract all connected components % If you are using the attached car image, by giving 17,18,19,22,27,28 to L %you can extract the number plate completely. [r,c] = find(L==17); rc = [r c]; [sx sy]=size(rc); n1=zeros(imx,imy); for i=1:sx x1=rc(i,1); y1=rc(i,2); n1(x1,y1)=255; end % Storing the extracted image in an array figure,imshow(im); figure,imshow(im1); figure,imshow(B); figure,imshow(n1,[]);...
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