...2nd Annual India Commercial Vehicle Summit 2013 4th - 5th April, [Westin Hotel, Koregoan Park]Pune, India Company Name Name Job Title A Raymond Fasteners India Private Limited A Raymond Fasteners India Private Limited A Raymond Fasteners India Private Limited Alicon Castalloy Limited Allied Nippon Limited Allied Nippon Limited Allied Nippon Limited Alpha Drivers R and D Center Alpha Drivers R and D Center AMW Motors Limited AMW Motors Limited AMW Motors Limited AMW Motors Limited AMW Motors Limited Andhra Pradesh State Road Transport Corporation Andhra Pradesh State Road Transport Corporation Andhra Pradesh State Road Transport Corporation Anhui Jianghuai Automobile Corporation Limited (JAC Motors) Anhui Jianghuai Automobile Corporation Limited (JAC Motors) Anhui Jianghuai Automobile Corporation Limited (JAC Motors) Anhui Jianghuai Automobile Corporation Limited (JAC Motors) Arai Arai Ashok Leyland Limited Ashok Leyland Limited Manish PADHARIA Pankaj GAUTAM Shibu APPUNNI Shekhar DRAVID Anand PATIL Devender KUMAR N C AGARWAL David JACKSON Suresh WILLIAMS Anurag KHARGONKAR Dhananjay KALE Jitendra JASANI Shamprasad PONKSHE Vivek SONAR K Chandra SEKHAR K Venkat RAO S Ravindra BABU Henry XIA Jack ZHANG Jina KANG Jina KANG D J KULKARNI M R SARAF Hitesh SHARMA Nitin KARULKAR Managing Director Area Manager Assistant Manager – Business Development Vice President - Business Development Assistant General Manager - Marketing General Manager (Marketing) President and Chief Executive...
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...Concurrent Events : 2011 DHAKA, BANGLADESH 24-26 FEBRUARY-2011 The 8th International Exhibition on Asian Pharmaceutical Industries THE GATEWAY TO THE SOUTH ASIAN PHARMA MARKET Join with Expected Exhibiting Companies 450 Over Trade Professionals 9000 On sq. mt. Floor-space 8500 From Countries 28 VENUE : Bangabandhu International Conference Centre, Dhaka. Bangladesh ORGANISED BY SUPPORTED BY Bangladesh Association of Pharmaceutical Industries Bangladesh Aushad Shilpa Samity OFFICIAL ONLINE MEDIA If South Asia is your market, APE 2011 is your show www.asiapharma.org 2011 DHAKA, BANGLADESH 24-26 FEBRUARY-2011 Bangladesh Association of Pharmaceutical Industries Bangladesh Aushad Shilpa Samity ORGANIZING COMMITTEE CHAIRMAN Mr. Salman F Rahman PRESIDENT'S MES SAGE Vice-Chairman, Beximco Group CONVENOR Mr. Adbul Muktadir We, Bangladesh Association of Pharmaceutical Industries (Bangladesh Aushad Shilpa Samity) are delighted to inform you about the forthcoming international exhibition on South Asian Pharmaceutical industry – ASIA PHARMA EXPO- 2011 to be held in Dhaka from 24 to 26 February 2011. The South Asian Pharmaceutical market is currently experiencing unprecedented growth and as a result the ASIA PHARMA EXPO provides unlimited opportunity to all related business and trade professionals. In all our previous Asia Pharma Expo events, the participants from neighboring countries and other parts of the world...
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...An Updated Guide to Establishing a Subsidiary in India by fred m. greguras, s.r. gopalan and steven s. levine Businesses in the U.S. continue to move a portion of their development, support and other operations offshore to India, primarily for cost-saving reasons. Venture capital investors may require such outsourcing in order to reduce a company’s burn rate. While a U.S. company may initially contract for services with a third party in India, many companies establish their operations in India through incorporation of a subsidiary, a private limited company under the India Companies Act of 1956, as amended (the “Companies Act”). This memorandum summarizes certain of the legal and administrative issues that a U.S. company (the “U.S. company”) should consider in establishing an Indian subsidiary. Where to Locate the Subsidiary A key factor is the availability of a reliable employee pool with required skill sets for the services. Many U.S. software companies have established a subsidiary in Bangalore in the State of Karnataka because of its skilled work force, communications infrastructure and business friendly environment. On the other hand, Hyderabad is the center of life sciences activity in India. U.S. companies are increasingly considering establishing operations in locations other than Bangalore, such as in the cities of Pune and Chennai, that have lower costs, less competition for employees and a less mobile workforce. Employee benefits and other indirect and direct expenses...
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...at www.emeraldinsight.com/2040-8005.htm JCHRM 3,1 Managing diversity in Chinese and Indian organizations: a qualitative study Fang Lee Cooke Department of Management, Monash University, Melbourne, Australia, and 16 Debi S. Saini Management Development Institute, Gurgaon, India Abstract Purpose – This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US-originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way. Design/methodology/approach – The authors adopted a qualitative approach. In particular, through a semi-structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding. Findings – The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value-addition to the business. In contrast, managing diversity in India is of greater significance for firms, both legally and financially...
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...International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 6, No. 2, June 2015 ISSUES AND CHALLENGES IN THE SUPPLY CHAIN OF FRUITS & VEGETABLES SECTOR IN INDIA: A REVIEW Saurav Negi1 and Neeraj Anand2 1 Doctoral Research Fellow, Centre for Continuing Education, University of Petroleum and Energy Studies, Dehradun, India 2 Professor and Head (LSCM & Operations), College of Management and Economic Studies, University of Petroleum and Energy Studies, Dehradun, India ABSTRACT Purpose- The entire supply chain of Fruits and Vegetables in India is laden with various issues and challenges. To list the possible challenges and suggest a way forward, there is a need to study the supply chain of Fruits and Vegetables sector in India. So the purpose of this paper is to discuss the supply chain of fruits and vegetables sector in India and explain the issues which are affecting it. Authors also suggested the corresponding mitigation strategies to overcome the identified issues and challenges. Design/methodology/approach-Descriptive research has been used for this study. The supply chain of Fruits and Vegetables sector has been explained and attempt has been made towards identifying the issues affecting the supply chain of the sector. The present study undertakes a thorough review of basic and contemporary literature available and tries to explain the factors affecting the supply chain of Fruits and Vegetables sector in India. The literature has been divided...
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...Sales and Distribution Management Program Credit Course Code : PGPM : 3 : SL MM 606 Class of Sessions : 2012 : 30 Objective To make the student aware of issues related to sales force management focusing on ―selling‖ as a tool of Marketing Communication. The study of Channel Management offers an appreciation of logistics of information and goods, and exposes students to the types of systems required to optimize organizational efficiency through this function. Learning Objective: The aim is to prepare students to manage sales and channel teams for different types of selling, with the purpose of enhancing value based output and productivity Learning Outcomes: REFERENCE BOOKS Sales Management - Decisions, Strategies and Cases. 5ed Marketing Channels: A Relationship Approach Sales & Distribution Management Sales Management Sales and Distribution Management – Text & Cases Retailing Management – Text & Cases, 2 nd AUTHOR / PUBLICATION Richard R Still, Edward W Cundiff, Norman A, P Govoni- PCI Coughlan, 7th ed IUP Panda / Sahadev Havaldar / Cavale. Tata Mcgraw Hill - 2007 Pradhan, Swapna. Tata McGraw-Hill - 2006 e Faculty teaching the subject in all PGPM Campuses should refer Articles, Journals, Websites. Detailed Syllabus Introduction: Emerging Trends in S & D, Linking S & D Role & Responsibility of Sales person: - Cross Functional Linkages, Types of selling, Value Proposition, Lifetime Customer Value Creation- Key Accounts Management. Selling Skills: Communication...
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... MBA(3B) Chanda Kochhar Born On: November 17, 1961 Born In: Jodhpur, Rajasthan Career: MD, CEO, ICICI Bank In India's male dominated banking sphere, Chanda Kochhar carved a niche for herself. This was no easy task. In her career which extends to over three decades of experience, she remained strong willed and alert. Her determination to make it to the top only grew from year to year. Kochhar's career growth can be traced along with the expansion of the bank over the past several years. She never stuttered in her growth and was one of the few who kept up with the aggressive development run of ICICI bank. It was her sharp strategic planning which made the ICICI bank the 'Best Retail Bank in India' for five consecutive years. As per Forbes, It's no wonder then that she has been ranked 20th amongst the most powerful women in business and in the world. Read on to find out more about how Chanda Kochhar made it to the top of the corporate pile. Early Life Chanda Kochhar was born in Jodhpur in Rajasthan on November 17, 1961, but was raised in Jaipur in Rajasthan. She then joined Jai Hind College in Mumbai for a Bachelor of Arts degree. After completing her graduation in 1982, she pursued cost accountancy (ICWAI). Later, she did her Master's degree in management studies from the esteemed Jamnalal Bajaj Institute of Management Studies in Mumbai from where she received a Wockhardt Gold Medal for Excellence in Management Studies. In the...
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...prescribed form, with the Exchange before issue of Prospectus by the company, where the securities are issued by way of a prospectus or before issue of 'Offer for Sale', where the securities are issued by way of an offer for sale. The company shall be responsible to follow all the requirements specified in the Companies Act, the listing norms issued by SEBI from time to time and such other conditions, requirements and norms that may be in force from time to time and included hereafter in these Bye-laws and Regulations to make the security eligible to be listed and for continuous listing on the Exchange. 4.1 Applications in Respect of New Issues or Offers for Sale or Book-Building 4.1.1 Except when otherwise allowed by the Governing Board or Managing Director or Relevant Authority in any particular case and subject to compliance with such conditions as it or he may impose, tenders or applications for subscription or purchase or book-building in respect of any new issue or offer for sale of any security shall not be submitted unless the issuer or offerer offers to all a fair and equal opportunity for subscription or purchase and on the same terms as to brokerage to all the trading members and unless it is provided that all tenders and applications for subscription or purchase or book-building shall rank alike for allotment or sale. 4.1.2 The issuer or the offerer, prior to issuing further securities or offering securities for sale, shall obtain an in principle approval from the Exchange...
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...Top 10 Pharmaceuticals in India, as of 2010[update] | Rank | Company | Revenue 2010 (Rs crore) | Revenue 2010 (Rs billion) | 1 | Ranbaxy Laboratories | 4,198.96 | 41.989 | 2 | Dr. Reddy's Laboratories | 4,162.25 | 41.622 | 3 | Cipla | 3,763.72 | 37.637 | 4 | Sun Pharmaceutical | 2,463.59 | 24.635 | 5 | Lupin Ltd | 2,215.52 | 22.155 | 6 | Aurobindo Pharma | 2,081.19 | 20.801 | 7 | GlaxoSmithKline | 1,773.41 | 17.734 | 8 | Cadila Healthcare | 1,613 | 16.13 | 9 | Aventis Pharma | 983.80 | 9.838 | 10 | Ipca Laboratories | 980.44 | 9.8044 | Major players [edit] Ranbaxy Laboratories Ranbaxy is the leader in the Indian pharmaceutical market, taking in $1.174 billion in revenues for a net profit of $160 million in 2004. It was the first Indian pharmaceutical to have a proprietary drug (extended-release ciprofloxacin, marketed by Bayer) approved by the U.S. FDA, and the U.S. market accounts for 36% of its sales. 78% of Ranbaxy’s sales are from overseas markets; its offices in 44 countries manage manufacturing in 7 countries and distribution in over 100. IMS Health estimated that Ranbaxy is among the top 100 pharmaceuticals in the world and that it is the 15th fastest growing company. By 2012, Ranbaxy hopes to be one of the top 5 generics producers in the world, and it consolidated its position with the purchase of French firm RGP Aventis in 2003. Ranbaxy also has higher aspirations, however, “to build a proprietary prescription business in the advanced markets...
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...developing a broad range of managerial knowledge and abilities (Mamun & Mohamad, 2009). Business education prepares students to learn the basis of thinking critically, communicating effectively and managing small and large enterprises so that they can serve society in a successful and socially responsible manner (Cavico & Bahandin). Liberation, Privatization and Globalization (LPG) initiated an exponential growth of management education that replaces traditional approach with a more efficient professional approach. In addition to this, Information Communication and Technological (ICT) development has made...
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...PREM PRAKASH 102, North Avenue, New Delhi -110001, India, Ph: +919013433199, Email: premprakash9@gmail.com EDUCATION INDIAN RETAIL SCHOOL, New Delhi, India (2005-2006) Full Time 1 yr PG Course (Retail Management) TIT & S, BHIWANI, Haryana, India, (1996-2000) B. Tech (Textile Technology) Captain - Table Tennis Team, Vice Captain - Cricket Team, Associate Editor - College Magazine, Member of Dramatics Society EXPERIENCE June 09 – Present I. P. RANGERS PVT LTD Asst. Vice President – Business Development One of India’s fastest growing export surplus companies in the organized retail sector, with more than 60 stores spread across 36 cities across the country. • Responsible for overall retail business in aspects of P&L, Sales & Marketing, Operations, Budget & Cost Control. • Managing operations of all stores across India & identification of new locations where new business can be established. • Controlling expenses & fixing budget for various overheads for maximising revenue & optimum utilization of resources. • Planning & launching of new stores across India. • Inventory Management, Pricing strategy & Man Power planning. • Monitoring sales performance, category wise sales analysis, analysing...
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...1st AVIATION The Penniless Maharaja Replacing the top executive at Air India will not abate the airline’s financial woes ANJULI BHARGAVA 08 May 2009 | Not Profitable: Many believe Air India does not need all the planes it has ordered (Pic by: Satheesh Nair) | Even as Air India goes through a messy change in leadership, the airline’s financial position is becoming untenable — the financial losses for the year ending March 2009 are estimated at Rs 4,200 crore, according to top airline sources. The airline’s working capital limit is Rs 15,000 crore, of which Rs 14,600 crore has been exhausted and it will be seeking an increase in the limit from banks. The firm already has Rs 15,000 crore of long-term loans for its 21-odd new planes, which have arrived, that it needs to service. This will go up to Rs 25,000 crore soon as it securing another $2 billion loan to acquire more aircraft. However, there seems to be no way to repay even the existing debts, as there are no surpluses. The airline is running a monthly deficit of Rs 300 crore and a recent statement of the airline said the cash deficit in the first six months of fiscal 2009 will be Rs 1,380 crore. The statement, however, seems hastily prepared as it assumes a monthly collection of Rs 1,300 crore, which is impossible in the airline industry — seasonality ensures that revenues vary widely from month to month. “Air India is a time bomb awaiting the next government that comes into power,” says a top civil...
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...Challenge in India October 21, 2010, 3:25 AM EDT By Makiko Kitamura and Siddharth Philip Oct. 21 (Bloomberg) -- Toyota Motor Corp.’s new Etios compact will be half the price of its cheapest model in India as the automaker seeks to win share from Maruti Suzuki India Ltd. The new car, also to be sold in China and Brazil, will be priced in the range of market leader Maruti’s 405,300-rupee ($9,200) Swift compact, Hiroshi Nakagawa, managing director of Toyota’s India unit, said in an interview in Bangalore. Maruti’s 229,000-rupee Alto is the country’s best-selling car, accounting for 13 percent of Indian auto sales. “It has been a challenge to build quality at a lower price,” Nakagawa said. “The Indian car market is one of the toughest markets in the world. Customers and car owners are very cost-conscious.” The Etios highlights Toyota’s struggle to balance sales in low-cost car segments in emerging markets without risking its reputation for quality. The automaker is lowering costs for its new model by increasing the amount of parts purchased in India, with initially 70 percent locally sourced. Engine and transmission production will also start in the nation in 2012. “Bringing procurement cost to a very competitive level is a do or die challenge for our procurement and production teams,” Executive Vice President Yukitoshi Funo said in an interview on Oct. 4. ‘Premium Over Competitors’ The compact arrives as Nissan Motor Co. plans to sell a $3,000 car in India in 2012 supplied...
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...Frankfurt Leadership in Global Environment Project LEADERSHIP : WOMEN IN LEADERSHIP POSITIONS Masters of Business Administration in Aviation Management Semester 3 Mukul Ringe, Reg No. 1042245 Deputy Chief Aircraft Engineer, Air India Limited Professor: Dr. Yvonne Ziegler 25 March 2014 Table of Contents 1. Introduction ……………………………………………………………5 1.1 Background …………………………………………………………5 1.2 Scope ………………………………………………………………..5 1.3 Structure of Report and Methodology …………………………...6 2. Women in Leadership Positions ……………………………………6 2.1 Women in Leadership in Indian Industry ………………………...6 2.2 Women in Leadership in world Industry ………………………….7 3. Higher education in women in India ……………………………….8 3.1 Sequential Growth ………………………………………………….8 3.2 Society perceptions and limitations ………………………………9 3.3 Government Initiatives ……………………………………………10 3.4 Economic Considerations ………………………………………..10 4. Carrier Family Balancing …………………………………………...10 4.1 Gender Discrimination ……………………………………………11 4.2 Historical Gender Bias ……………………………………………12 4.3 Duties of motherhood and Homemaker ………………………..12 5. Diversity Management Programs …………………………………12 5.1 Gender Diversity …………………………………………………..13 5.2 Diversity as a result of Religion, caste and Education ………..13 5.3 Managing Diversity ……………………………………………….13 6. Conclusion ……………………………………………………………14 References …………………………………………………………….15 Page i Table of Figures Figure 1: Positions held by women in Fortune 500 companies................8 Figure 2: Ratio...
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...to international markets beyond India and South Asia. The company has created a new international business group, which will be responsible for the company's expansion plans. Manoj Kohli, joint managing director and chief executive of Indian and South Asian operations, has been appointed as the head the newly created international business division. Sanjay Kapoor, currently the deputy CEO of the company will be elevated to the position of CEO (India and South Asia), Bharti Airtel. In his new role, Mr Kapoor would have responsibility of leading India and South Asia businesses of Bharti Airtel and will drive growth and business synergies in mobile services, telemedia services, enterprise services and DTH. Sunil Bharti Mittal, chairman and managing director of Bharti Airtel, said: “The next phase of our journey is set to be another game changer - requiring superior thrust and focused leadership. We continue to win in the Indian telecom market, which is going through a phase of hyper competition. At the same time, we will be developing comprehensive plans for our journey to cover emerging markets beyond India and the South Asia.” “Bharti Airtel has one of the finest management teams in the country and a strong leadership pipeline. This new structure will leverage our management depth and build a strong platform for fulfilling our global vision. Manoj and Sanjay, are amongst the finest professionals in telecom industry not just in India but across the world and have contributed...
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