...METALS METALS Market Overview Current Status Competitive Advantages Government Regulations and Support Key Domestic & Foreign Players Future outlook Contact For Information A report by KPMG for IBEF 2 4 9 12 13 17 18 Market Overview The metal industry is a key sector in the Indian economy as it meets the requirements of a wide range of important industries such as engineering, electrical and electronics, infrastructure, automobile and automobile components, packaging etc. The metal industry consists of two major groups: ferrous metals and non-ferrous metals. Non-ferrous metals, which include aluminium, copper, zinc, lead, nickel and tin, are used to make alloys, castings, forgings, extrusions, wires, cables, pipes, etc., and find their application in a number of sectors such as agriculture, infrastructure facilities like power plants, automobiles, railways, telecommunications, building and construction and in engineering and chemical plants. There are significant reserves of non-ferrous metal ores in India. India is rich in bauxite (aluminium ore) and has grades of zinc, lead and copper reserves. Copper, lead and zinc are also imported as scrap or concentrates to be processed by secondary/custom smelters. Nickel and tin are also imported by India. Ferrous metals primarily consist of iron and different varieties of steel. Indian steel industry has shown strong performance in the recent past in terms of production, capacity utilisation, exports and consumption. India is...
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...have a presence in India. India’s service offerings have evolved to high-end integrated IT solutions. Quality/ maturity of processes Advantage India Ease of scalability • Enabling business policy and regulatory environment • The cost of an engineer is about 20 to 40 per cent of the comparable cost in the European Union (EU). General, administrative and selling costs amount to around 80 per cent of comparable costs in the EU. India’s average offshore billing rates, at US$ 20 to US$ 35 per hour, are about 50 to 70 per cent lower than the EU’s. Sector deregulated in the 1990s to allow private sector participation. 100 per cent FDI is allowed under automatic route. Source: Department of Information Technology, Annual Report 2008–09 ; industry sources, Ernst & Young research 3 IT & ITeS April 2010 Contents Advantage India Market overview Industry Infrastructure Investments Policy and regulatory framework Opportunities Industry associations 4 MARKET OVERVIEW IT & ITeS April 2010 Market overview … (1/2) • Total revenues in India’s IT industry touched US$ 70.5 billion in 2008–09 as...
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... 3.6 CAGR: 13.9% Rising income and demand for quality products to boost consumer expenditure 1.0 2010 2020E India consumption expenditure (USD trillion) 1.3 Consumer expenditure estimated to be USD3.6 trillion by 2020 vis-à-vis USD1.0 trillion in 2010 CAGR: 12.7% Indian retail one of the fastest growing markets in the world due to economic growth 0.5 Retail market in India to reach USD1.3 trillion by 2020 from USD0.5 trillion in 2012 2020E 2012 Indian retail market size (USD trillion) Favourable government policies to boost investor confidence and thereby investments across modern retail formats CAGR: 30.0% 27 2012 220 2020E Modern retail market to expand to USD220 billion by 2020 from USD27 billion in 2012 Indian modern retail market size (USD billion) Source: PWC, Economic Times, Aranca Research Notes: CAGR - Compound Annual Growth Rate, E - Estimate CAGR: 7.6% 100 Robust consumption, rural markets to augment FMCG market 12 2006 2025E FMCG market expected to increase to USD100 billion by 2025 from USD12 billion in 2006 FMCG market in India (USD billions) 67,100 CAGR: 19.6% Increasing participation from foreign and private players to boost retail infrastructure 11,192 Modern retail stores projected to reach 67,100 by 2016 from 11,192 in 2006 2016E 2006 Modern retail formats (store counts) 8,500 Rising number of tier-2 and tier3 cities to enhance supermarket...
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... Robust asset growth • Total Indian banking sector assets has reached USD1.5 trillion in FY12 from USD1.3 trillion in FY10, with 73 per cent of it being accounted by the public sector Growing lending and deposit • Total lending and deposits have increased at CAGR of 22.8 per cent and 21.2 per cent, respectively, during FY06-13 and are further poised for growth, backed by demand for housing and personal finance • Higher ATM penetration Total number of ATMs in India have increased to 1,04,500 in 2012 and is further expected to double over the next two years, thereby taking the number of ATMs per million population from 85, at present, to about 170 • Rising rural penetration With the help of Financial Inclusion Plan (FY10-13), the banking connectivity in India increased more than threefold to 211,234 villages in 2013 from 67,694, at the beginning of the plan period Source: Planning Commission, Aranca Research Note: ATM - Automated Teller Machine FY13 • Robust demand Growing demand Increase in working population and growing disposable incomes will raise demand for banking and related services Housing and personal finance are expected to remain key demand drivers Rural banking is expected to witness growth in the future • Innovation in services Mobile, Internet banking and extension of facilities at ATM stations to improve operational efficiency Vast un-banked population highlights scope for innovation in delivery ...
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... Indian companies b. MNCs VIII. Global competition IX. Future/outlook I. Introduction: Late 90’s has opened a new chapter in Information Technology (IT) sector in India – Business Process Outsourcing (BPO), one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry. Cost conscious companies in the world to gain cost savings has set up their back office operations in India. The BPO segment, which was virtually non-existent till a few years ago, has risen to be a US $2 billion industry and IDC expects it to grow at a CAGR of 54 per cent till 2006 to reach US $12 billion. A major portion of the revenues today come from customer care and back office processing services, according to IDC’s report. II. What is BPO? BPO is the contracting of a specific business task, such as payroll, to a third-party service provider. Usually, BPO is implemented as a cost-saving measure for tasks that a company requires but does not depend upon to maintain their position in the marketplace. BPO is often divided into two categories: back office outsourcing which includes internal business functions such as billing or purchasing, and front office outsourcing which includes customer-related services such as marketing or tech support. Types of BPO: Generally outsourcing can be defined as - An organization entering into a contract with another organization to operate...
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...International Journal of Management and International Business Studies. ISSN 2277-3177 Volume 4, Number 1 (2014), pp. 71-84 © Research India Publications http://www.ripublication.com Flipkart-Myntra; From a Merger to an Acquisition Farhat Fatima Periyar Management and Computer College, Jasola, New Delhi Abstract The Indian e-commerce market was worth 75,000 crore, in 2013, according to a joint report by KPMG and Internet and Mobile Association of India. India has the potential to double its economic contribution via Internet, from 1.6 percent GDP at present to 2.8 and 3.3 percent by 2015 [MCkensy’2012]. Indian E-commerce is most likely to generate employment for 1.45 million people in coming two years. Emergence of the new government and its innovative policies are developing hope to bring FDI in e-commerce for local market players. Marking the biggest consolidation in the e-commerce space in India, this report puts light on India’s own Amazon; Flipkart and fashion e-tailer Myntra which jointly exposes their vision to capture more than 50% e-market share by strategic alliance. As Flipkart’s annualized sales crossed over 6,100 crore a year ahead of target. It had estimated to reach the billion dollar mark for gross merchandise value by 2015; on the other hand Myntra’s revenue was about 1,000 crore in the previous financial year. It aims to double its revenue in this financial year as it expands its seller base and adds products following China’s...
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...TERM PAPER ON TELECOM SECTOR IN INDIA AMITY INTERNATIONAL BUSINESS SCHOOL, NOIDA AMITY UNIVERSITY, UTTAR-PRADESH SUBMITTED BY: ABHINAV AGARWAL (A1808710032 – MBA 3C 2010-12 SECTION-A) AMIT BEHAL (A1802010246 – MBA IB 2010-12 SECTION-B) TABLEOF CONTENTS DESCRIPTION PAGE NO. Executive Summary 3 Objectives of Study 4 Introduction 5 Growth Avenues 9 Top 10 Telecom Companies In India 11 SWOT Analysis 12 Brief About 2G Scam 15 Mergers and Acquisitions in Telecom Sector 16 FDI in Telecom Sector 17 Drivers of Growth in Telecom Sector 18 India’s Competitive Advantage : Porter’s Model 19 Strategic Management 22 HR Policies of Airtel and Vodafone 27 Marketing Strategies 30 Positioning strategy comparison of Vodafone and Airtel 34 Use of social media marketing by telecom companies 35 Advertisement...
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...Foreign Direct Assessment: Analyzing the Mobility of FDI Models in Emerging Markets Kyle Himmelwright & Damian Zaccaria, Villanova Business School In this article, the authors will explore foreign direct investment in emerging markets. Applying a two prong investment model, they’ll assess three emerging Southeast Asian marketplaces; Indonesia, Thailand, and Malaysia. Additionally, they’ll explore the impact a variety of explicit and implicit factors have on the outcome. The research will indicate which of the three markets has the most potential for investment. Keywords: Foreign Direct Investment (FDI), emerging markets, investment, economic factors, growth, defense Foreign direct investment (FDI) plays a prominent and growing role in the global marketplace. FDI is defined as an investment made by a company or entity based in another country. The investment provides the firm with an opportunity to access new markets and marketing channels, cheaper production facilities, access to new technology, products, skills and financing (Goingglobal.com 2015). Accurately assessing marketplace factors is essential when evaluating whether to invest in a foreign market, especially when it comes to making decisions requiring foresight and conviction. “The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.” Rupert Murdoch’s quote concisely illustrates the current state of the global marketplace; it simply isn't as big as...
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...ABHINAV NATIONAL MONTHLY REFEREED JOURNAL OF REASEARCH IN COMMERCE & MANAGEMENT www.abhinavjournal.com CHANGE THE GAME: A NEW MANTRA FOR FUTURE SUCCESS IN RETAIL INDUSTRY? A CASE STUDY OF TESCO’S SUCCESS IN KOREAN RETAIL INDUSTRY Dipanjay Bhalerao Assistant Professor, Indira Institute of Management, Pune Email: dipanjay.bhalerao@indiraiimp.edu.in INTRODUCTION Today’s exponentially growing retail market of around USD 15 trillion (2011) is worth watching as lots of new practices and strategies are being adopted by the retailers around the world. Today there is an increasing need for every giant company to look for the emerging economies for growth. But in that growth pursuit are they slipping from the home grounds or the established markets! Also when the retail company enters into new established markets for expansion, they need to do something innovative which also suits those markets. So what should the retailers do to balance the growth of the established & emerging economies for the expansion! What provokes this thought is Tesco’s rare success in the Korean market. Why to call it rare! As Korea is the retail market where the Retail Giants like Carrefour had bowed to the knees in the battle of retail with the Korean retailer E- Mart, Lotte, the Market Retailer of Korea. Knowing such a market back ground Tesco did something, which stormed the market & brought Tesco into the big league of Korea. Before going into what Tesco did, let’s learn about Tesco and the Korean...
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...Telecom Industry Business Environment Domain Study S. P. Jain Institute of Management & Research Telecom Industry Executive Summary The rapid growth in Indian telecom industry has been contributing to India’s GDP at large. Telecom industry in India started to set up in a phased approach. Privatisation was gradually introduced, first in value-added services, followed by cellular and basic services. Telecom Regulatory Authority of India (TRAI), was established to regulate and deal with competition (the service providers). This gradual and thoughtful reform process in India has favoured industry growth. Upcoming services such as 3G and WiMax will help to further augment the growth rate. The Indian telecommunications industry is one of the fastest growing in the world and India is projected to become the second largest telecom market globally by 2010. This is evident from the facts of Telecom Industry for example, India added 113.26 million new customers in 2008, the largest globally. The country’s cellular base witnessed close to 50 per cent growth in 2008, with an average 9.5 million customers added every month. This would translate into 612 million mobile subscribers, accounting for a tele-density of around 51 per cent by 2012. It is projected that the industry will generate revenues worth US$ 43 billion in 2009-10. In this report we have tried to capture most of the areas of Telecom Industry. Major highlights of the report are History of Telecom Industry...
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...MVAS: Challenges Utility MVAS: Potential solutions Utility MVAS: Suggested implementation approach Acknowledgements Notes Authors 4 5 6 7 8 9 12 15 18 18 20 21 26 27 33 40 46 51 54 56 62 64 65 68 Mobile Value Added Services (MVAS) - A vehicle to usher in inclusive growth and bridge the digital divide 3 Message from Chairman, TRAI I would like to compliment the ASSOCHAM for bringing out a Study Report on Mobile Value Added Services – A Vehicle to Usher in Inclusive Growth and Bridge the Digital Divide in India. Mobile Value Added Services (MVAS) have assumed significant importance in recent times due to the rapid growth in wireless subscriber base. They have enhanced the utility of mobile phone as a powerful medium to deliver information viz., News, Entertainment, Advertisement, Music, Games, Commerce, Education and Health. Simultaneously, they help the service providers in generating new revenue streams as also the consumers in receiving the benefits of personalised applications. I am sure that the analysis and inputs given by the ASSOCHAM in the Study Report will be useful in framing suitable policies with regard to MVAS. 4 Message from President, ASSOCHAM The biggest challenge confronting our corporate and our country...
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...Emerging market report 2007 Disclaimer PricewaterhouseCoopers has exercised professional care and diligence in the collection and processing of the information in this report. However, the data used in the preparation of this report (and on which the report is based) was provided by third-party sources. This report is intended to be of general interest only and does not constitute professional advice. PricewaterhouseCoopers makes no representations or warranties with respect to the accuracy of this report. PricewaterhouseCoopers shall not be liable to any user of this report or to any other person or entity for any inaccuracy of information contained in this report or for any errors or omissions in its content, regardless of the cause of such inaccuracy, error or omission. Furthermore, to the extent permitted by law, PricewaterhouseCoopers, its members, employees and agents accept no liability and disclaim all responsibility for the consequences of you or anyone else acting, or refraining from acting, in relying upon the information contained in this report or for any decision based on it, or for any consequential, special, incidental or punitive damages to any person or entity for any matter relating to this report even if advised of the possibility of such damages. The member firms of the PricewaterhouseCoopers network (www.pwc. com) provide industry-focused assurance, tax and advisory services to build public trust and enhance value for its clients and their stakeholders...
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...Industry Analysis Report FMCG March 11 2014 Submitted By: Ankur Nag – P301412CMG388 Ansuman Singh – P301412CMG340 Ashish Khandelwal – P301412CMG349 Habib Khan – P301412CMG365 Lalatendu Pattnaik – P301412CMG377 Industry Analysis Report FMCG 2014 Contents 1. INDUSTRY PROFILE ........................................................................................................................................... 4 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 2. Sector Overview ............................................................................................................................................... 4 Sector Size ........................................................................................................................................................ 4 Major Segments in FMCG Sector ...................................................................................................................... 6 Competitive landscape ...................................................................................................................................... 7 Supply & Demand and-side Drive .................................................................................................................... 9 Porters‘ Five Force Model .............................................................................................................................. 11 Critical Success Factors .....................................................................
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...consumer preference over branded jewellery and non branded jwellery… 4494 views * Final print out 1958 views * Gems and jewellery 1917 views * Tanishq the turnaround story 934 views * Consumer Buying Behaviour & Perception About Tanishq - The Jeweller 15609 views * Final ppt of marketing research on jwellery industry 2419 views * 542170 634210229644275000 241 views * tanishq 7413 views * Market review for tanishq presentation 7967 views * Trends In Jewellery 4955 views * Strategic Management 847 views * Glistening upturn in branded luxury jewellery 944 views * Copy of tanishq presentation 381 views * Diamond retailers 1467 views * Jems and jwellery.. 128 views * Ibef Jewellery 06 1902 views * consumer buying behaviour of branded and non branded jewellery 1399 views * GITANJALI BRAND BOOKLET 2012 170 views * Indian Jewelry Market: Trends & Opportunities (2012- 2017) 86 views * Jp tanishq imc 749 views * Titan Industries Limited 2463 views * Titan Industries Limited 3133 views * Titan Industries Limited 1275 views * Titan Industries Limited 2569 views * Tanishq Brand Analysis - By Anand 6797 views * Gems And Jewellery Industry 6249 views * Gitanjali Brand Booklet - 2010 6228 views...
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...Indian Banking – The engine for sustaining India’s growth agenda 5th ICC Banking Summit Kolkata 18 May 2013 Foreword Over the past couple of years, the Indian banking sector has displayed a high level of resilience in the face of high domestic inflation, rupee depreciation and fiscal uncertainty in the US and Europe. In order to stimulate the economy and support growth of the banking sector, the Reserve Bank of India (RBI) adopted several policy measures. © 2013 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Asset quality, capital adequacy, financial inclusion and talent management are some of the key issues facing the Indian banking industry, which despite serving the second largest populated country in the world with a total of 87 banks (including 26 public sector banks, 20 private banks and 41 foreign banks), as per the RBI, reaches out to only about half of the country’s households, scripting a nominal global footprint. The rising consumerism from the emerging ‘middle’ India and the higher purchasing power in rural India on account of rising employment provides opportunities for banks to look beyond the traditional customer segments. However, these segments would require flexible operating models which would ensure responsiveness at the last mile and at the same time be viable for the banks. On...
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