...CAR TYRES | AN Industry Overview | This project looks at the Car Tyre industry in India and how the Distribution channel helps this industry to grow and serve the needs of the End consumer. | PROJECT DONE BY:VIKRAM FALOR : DM14157RAMYAA RAMESH : DM14266AMIT SHUKLA : DM14104 | Introduction:- The Indian Tyre Industry is a critical part of the Auto Sector and there is a huge interdependent on those of the Automobile players. The Indian tyre industry accounts for approximately 5.0% of the Global tyredemandgeneratingrevenuesofapproximately`30,000cr for FY2011. Out of which 90-95% has come from the domestic market. There are around 40 tyre manufacturers in India and the top 10 tyre player’s account for approximately 90-95% of the total tyre production in India. The growth in domestic tyre industry was negatively impacted by the global slowdown in2009.Nevertheless,the industry experienced are mark able recovery in 2010. This growth was primarily driven by strong revival in automobile demand on the back of improvement in macro economy and easing of interest rates. The Indian Tyre Industry produced 119.2 mn units of tyres (1.5mntonnes) in 2010‐11. On an average, In Indian early 60.0% of the production is for replacement market, followed by 25.0% sold to OEMs directly and the balance is exported. Globally, the OEM segment constitutes 30.0% of the tyre market, exports 10.0% and the balance from replacement market. Exports turnover for India during 2010‐11 stood at `3,600cr...
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...The Industry: * Dominated by local players(90% of tires) * In 2006, 40 competitors with production volume 70 million tires * 4 local players alone accounted 75% of sales * Expansion of automobile mkt, production of vehicle doubled b/w 1994-2004 * Growth of 2 wheelers & 3 wheelers was high because of city dwellers * Resulting in growth in no. of tires sold 4.5 % in 2004 and 5% in 2005 Two main tire technologies * Diagonal or cross ply (created in 1950) * Easily recognised with its very high profile * In contrast, represented 65% of tire sales (value?) in India * Because of factors specific to India (emerging countries) * Variable quality of road, tendency to overload vehicles * Competitive price of Cross-ply * Long life expectancy, double of radial * Great capacity of absorption on rough terrain * But poor road holding at high speed * Strong risks of coming off the rim at high torsion and stress * Radial (Created in 1965 by Michelin) * Flat but wider * Established itself in developed countries with * Increased performance * Better adhesion * Greater resistance to torsion and friction * Sales growing slowly in India but with improvements in roads and car performance * Technological improvements were being made to cars in recent years * In 2006, radial represented 85% of car tire sales by volume (28% in 1995) * Radial...
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...measures. This case was also analyzed by “clean clothes campaign“and they also had their view points about various mistakes or unethical measures which these factories are following in order to make huge profits. Details about factory – The factory was owned by Tazreen Fasions Ltd., a subsidiary of The Tuba Group who is a large Bangladeshi garment exporter with clients like Walmart, Carrefour, Li and Fung. The factory was opened in May, 2010 which used to manufacture T-shirts, Polo Shirts, Fleece Jackets. It had about 1500 workers and sale of $35 million a year. Why Bangladesh? There are many reasons why the companies choose Bangladesh as location for setting up industries for the manufacturing process which are as follows: low cost labor, lack of alternatives available for women, low amount of capital required for industry entry & simple technology. Due to...
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...thank them. The successful completion of this project could not have been possible without the co-operation and encouragement of our Class Mentor and Faculty, Mrs. Kokil Jain and Mrs. Meenakshi Malhotra who provided us with their unending support from the very beginning of the project, which helped in the timely completion of the project. The faculty members at AIBS, who continued to have an impact on our thinking which helped us to complete this project. And all other staff members at the institute. Richa Bhalla Udai Bir Bhasin INDEX S.NO. | PARTICULARS | PAGE NO. | 1. | Executive Summary | 4 | 2. | Introduction | 5 | 3. | Difference between a Smartphone & Feature Phone | 7 | 4. | Indian Telecom Industry | 8 | 5. | SWOT Analysis of Mobile Industry | 12 | 6. | Low-Priced Segment of Mobile Phones | 13 | 7. | Market Structure & Segmentation | 15 | 8. | International Business | 20 | 9. | The Case of Micromax | 26 | 10. | The Case of Karbonn Mobiles | 30 | 11. | Recommendations | 33 | 12. | Conclusion | 34 | 13. | Bibliography | 35 | EXECUTIVE SUMMARY The purpose of this paper is to focus on the low-priced segment of mobile phones. The mobile subscription rate in India has had an exponential growth over the last decade out doing China in leading the world market for number of wireless...
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...Asia-Pacific | Industry | 0,336 | 0,055 | 0,265 | 0,344 | Apollo tyres sales | 0 | 0,135 | 0,245 | 0,62 | Cumulated sales | 0 | 0,135 | 0,38 | 1 | Cumulated sales- sales | 0 | 0 | 0,135 | 0,38 | Cumulated sales+(Cumulated sales-sales) | 0 | 0,135 | 0,515 | 1,38 | Industry[Cumulated sales+(Cumulated sales-sales)] | 0 | 0,74 | 13,75 | 47,47 | | | | | | | | | GIR | 61,96 | The International Strategy of Apollo Tyres. International position: The international position of Apollo Tyres seems to be one of Regional Dominant Player. Below is the table of calculations of the Global Revenue Index (GRI). According to these calculations, the GRI in this case is of 61,96, which means that Apollo Tyres is a Regional Dominant Player. This result is coherent with the characteristics of Apollo Tyres, because it is dominant in India. The company wants and is maintaining both a world-class brand (Dunlop) and a local low-cost brand (Regal Tyres). Its dominance in the Indian market (62% of sales in the Asia-Pacific region) is focused on the low-price demand in India. In its international strategy, Apollo Tyres goes beyond solely exporting to other markets, but has also established other facilities and acquired other companies in its international expansion. However, the vast majority of its sales are in the Asia-Pacific reason, particularly in India. Therefore, we can conclude with the calculations and the statistical data that Apollo Tyres is a Regional Dominant...
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...Why was Alexander able to conquer a vast empire in a short period of time? Savaiki Sale Su’a History 3661 Brenden Bliss Aug 28, 2012 There are multiple factors that historians argue about how the expansion of Alexander’s Empire became rapid and effective. Most historians have labeled him “Alexander the Great” because of his ability to conquer a huge empire as well as a military commander that had never lost a battle. Alexander was only 10 when he tamed a fearful horse that captured the eye of his father Phillip who had this to say, “My boy, you must find a kingdom big enough for your ambition. Macedon is too small for you.” Alexander would grow up to be one of the world’s most legendary military commanders. His battlefield tactics are widely studied in military schools today. Within 13 years, Alexander conquered most of the known world with an empire that stretched 10,000 miles and encompassed the Mediterranean, most of Europe and touched the borders of India. However, there is still one question that most military commander would want to know, “How did he manage to conquer a huge empire in such a short period of time?” First, he should thank his father Phillip’s innovation and military for setting up the stage for his conquest. Second, Alexander’s early education jump started his character as a leader. Finally, Alexander’s psychological and social strategy helped bolster the rapid conquest. These above factors contribute to the spread of the Empire in a short period of only...
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...prospect of a succession crisis. King Baldwin IV was a leper and could not leave an heir. His sister Sibylla had been left widowed and pregnant by William of Montferrat, and the nobles of the kingdom began to seek another suitable husband. At the same time, Philip of Alsace, Count of Flanders, arrived on pilgrimage, and demanded that Sibylla be married off to one of his vassals. Philip and Baldwin also planned an alliance with the Byzantine Empire for a naval attack on Egypt; but none of these plans came to fruition. * Meanwhile, Saladin planned his own invasion of the kingdom from Egypt. Learning of Saladin's plans, Baldwin IV left Jerusalem with, according to William of Tyre, only 375 knights to attempt a defense at Ascalon, but Baldwin was blockaded there by Saladin, who, again according to William of Tyre, had 26,000 men. Accompanying Baldwin was Raynald of Chatillon, lord of Oultrejordain, who had just been released from captivity in Aleppo in 1176. Raynald was a fierce enemy of Saladin, and was the effective commander of the army, with King Baldwin too ill to command it personally. Also with the army were Odo de St Amand, master of the Knights Templar, Baldwin of Ibelin, his brother Balian, Reginald of Sidon, and Joscelin III of Edessa. Another Templar force attempted to meet Baldwin at Ascalon, but they were also besieged at Gaza. * Saladin continued his march towards Jerusalem, thinking that Baldwin would not dare to follow him with so few men. He attacked Ramla, Lydda...
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...The true Success of Alexander the Great When historians are asked to consider the most incredible military strategist of all time the answer will typically be Alexander the Great, not only for his immeasurable military strategy skills, which were impressive during his life time, but for his overwhelming achievements that had managed to impact history thousands of years later. Alexander the Great was so successful because from the beginning of his life all the way up until his final moments he lived solely to prove himself as the almighty conqueror of Asia. From a young age alexander became aware of many elements of the world through his education. When he got his start as a ruler many fortunate events occurred and encouraged his progression. The real genius of Alexander the Great was through his infamous military formation known simply as the phalanx. It was this impenetrable formation and Alexander’s own deceivingly simple ideologies that secured his successes. Early on in Alexander’s life many knew his ultimate goal was to conqueror all of Asia, and it became clear once his undefeated record started growing that he truly had the capacity to tackle such an aspiration. When Alexander was approximately thirteen years of age he became a student of the widely renowned philosopher, Aristotle. Alexander’s father, Phillip II, went out of his way to acquire the famous philosopher for his son’s education. Not only was Alexander becoming increasingly aware of the sciences and mathematics...
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...Alexander the Great: Siege of Tyre Oliver Bolin In January of 332 B.C. Alexander the Great of Macedonia moved in to seize control of Tyre, a Phoenician city, while on his was to eventually move against Egypt. The city of Tyre was located on an island in the Mediterranean Sea, 0.5 miles from the mainland, and was a key port for Egypt. Alexander and the Tyrians had approximately 40,000 troops each; however, the Tyrian Naval forces were much more powerful than what Alexander had with him. Alexander initially attempted to get into the city by stating he wished to offer a sacrifice at the city’s Temple of Melkart. The Tyrians refused Alexander and told him that he could perform the sacrifice at the old city temple on the mainland. Alexander did not accept the refusal and sent messengers, called Heralds, to order the city of Tyre to either surrender or be conquered. In a defiant response the Tyrians killed the Heralds and threw their bodies over the city wall. Alexander was then faced with the difficult challenge of having to attack and conquer an island city that had never been conquered, despite numerous attempts. He knew that he would not be able to take the city with ships as his fleet was small in size when compared to the Tyrian fleet. Another challenge he faced was that the city wall facing the mainland was 150 feet high. Alexander consulted his Generals, looking for alternate methods of attack, and quickly found out that the water between the mainland and...
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...textile companies, we aim to help connect buyers and sellers of surplus or waste materials used in manufacturing their product. We would do this by first looking to get large manufacturing companies since they are most likely to have excess raw material stock. At first we would look to deal with mainly the textile industry and then would look to expand to various other materials thus expanding the scope of our target market. The objective of my company would be to help textile manufacturing companies find suitable buyers and sellers for surplus or waste textile materials. These supplies are just left in storage, disposed of, or the enterprises must themselves go out to find suitable purchasers. Instead of these manufacturers actually spending any of their time or resources, we would be helping them find buyers. The term for this sort of market is “Industrial Symbiosis”. What this means is an association between two or more industrial facilities or companies in which the wastes or by-products of one become the raw materials for another (Wrap.org.uk, 2015). The potential market we would be looking at is secondary sector companies in the textile industry in the UK. We would like to start off with small textile manufactures; hence they would be looking to buy the raw materials for cheap in order to cut down costs and would not want to spend their time and resources looking for a cheaper way to purchase the textiles. There is already a market for buying and selling...
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...INDIAN MANUFACTURING: OVERVIEW AND PROSPECTS ........................................................................................................................ CONTENTS 1. 1.1 1.2 1.3 2. 2.1 2.2 3. INDIAN MANUFACTURING SECTOR: AN OVERVIEW ......................................................... 5 Role of manufacturing in the Indian economy................................................................... 5 The sub-sectors that stand out in India's manufacturing sector .................................... 6 Manufacturing sector's recent growth spurt: Clues from IIP.......................................... 7 TAPPING THE GLOBAL MARKET ........................................................................................... 9 India's growing manufacturing exports .............................................................................. 9 The main export markets: US, Western Europe, and the Middle East ............................ 12 INCREASING COMPETITIVENESS OF INDIAN MANUFACTURING .................................... 13 3.1 3.2 3.3 Sector has an edge in the global arena ............................................................................. 13 Encouraging research and fostering innovation .............................................................. 15 Government support for developing a skilled workforce ................................................ 17 4. CURRENT TRENDS IN INDIAN MANUFACTURING ............................................
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...Group - 1 INTRODUCTION OF PESTEL ANALYSIS For the development of any country many factors plays vital role. The trades as well as all the factors are interrelated. One of the most important factors affecting the expansion of country is PESTEL This analysis provides a holistic view of any country from historical current and future. This analysis on critical, current and future is presented through detail is called SCPT. That means (strengths, challenges, prospects, and threats). Analysis of each segments the PESTLE country analysis provides an in depth analysis of 50 major countries This classification is distinguishes between PESTEL mainly contains following points : Political factors Economic factors Social factors Technological factors Environmental factors Legal factors FEATURES OF PESTEL ANALYSIS OF MALAYSIA Get trend and forecast of real GDP growth rate of Malaysia. Get trend of consumption expenditure in percentage of GDP in Malaysia. Research and development factors of Malaysia. Technological factors of Malaysia. Get trend of growth of population rate in Malaysia. Get trend of unemployment rate in Malaysia. Get trend of savings and consumption as well as investment and expenditure in percentage in GDP of Malaysia. BENEFITS OF PESTEL ANALYSIS IN MALAYSIA Political section on Malaysia provides get the information about the whole political system governors indicators and all key figures in the country. From economic section we get all...
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...Future Manufacturing Industry Innovation Council i Date: 30 September 2011 For more information, or to comment on the paper, please contact: Manager Future Manufacturing Department of Innovation, Industry, Science and Research GPO Box 9839 Canberra ACT 2601 Phone: (02) 6213 6000 Facsimile: (02) 6213 7000 Email: Futuremanufacturing@innovation.gov.au ii Future Manufacturing Council discussion paper: Trends in manufacturing to 2020 Table of Contents Executive summary ....................................................................................................................................1 Background.................................................................................................................................................2 Future Manufacturing Council................................................................................................................2 Defining manufacturing...........................................................................................................................2 Profile of Australian manufacturing........................................................................................................4 Trends to 2020 ... and beyond: Issues and opportunities for Australian manufacturing...................12 Terms of trade driving value and volatility of the Australian dollar and structural changes in the economy – an upside to manufacturing and associated downstream industries ....................
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...As we can see, on the calculations; the company has chosen labour hours for the allocation base. But when we do the calculations with the machine hours with the allocation base, we face with a huge difference and moreover see a lower total cost, which make high the profit. Making profit higher will be a good thing, so the company should choose the machine hours for their allocation base and calculations. In addition; because of the technology improvement and automation; machinery will be more usable and effective. Moreover, because the machines will be heterogenous, we will then need different number of labor for each. Some of them is highly-automated whereas some of them is low-automated. So, again we understand that machine hours will be a better allocation base then labour hours. Labour hours Machine hours Standard products (high volume) 2500 3500 Specialised products (low volume) 1500 3000 Total 4000 6500 Difference Budgeted labour rate 42,5 279500/6500=43 -0,5 Budgeted overhead burden 149,825 599300/6500=92,2 57,625 Total Cost 192,325 135,2 57,125 2) As known, the most commonly used allocation base in traditional costing is direct labor hours. We can also see this in the case. But at this point, we may face with some problems such that in this process overhead is increasing while direct labor is decreasing. There is an 1800$ increase whereas 46% increase in the overheads dramatically. Moreover, we see a variance and complexity in the production process...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory Join Search Browse Saved Papers Home Page » Business and Management Steel Industries of Bangladesh In: Business and Management Steel Industries of Bangladesh STEEL INDUSTRIES OF BANGLADESH REPORT ON FOCUS The report “Bangladesh on its way of becoming self sufficient in rod production, export is also a possibility” by Shuvankar karmakar, that was analyzed here, was published in the Daily Prothom Alo, on 17th November, 2012. BACKGROUND Bangladesh Steel industry is emerging as one of the major industrial sectors of the country. It consists of small up to the largest scale of steel melting and re-rolling factories across the country that mostly produce deformed bar rod of different grade (40, 60, 500), angel, channel and coil for the construction industry. Though the history of Steel Industry is not older one but it can make a glorious future. Before 1971 Bangladesh did not have any steel mill and even after the liberation there were only a few steel factories in the country. In 1990s the actual development began in this sector through a revolution. During that period the building constructing agencies or developer companies came forward to build modern infrastructure. Then with the increasing demand, new investors started investing in steel or rod production. In 2012 we have almost 400 mills across the country including Dhaka, Chittagong...
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