Managing Oral Communication (Project Report) ‘A critique of issues and challenges for cross cultural communication of a recent Joint Venture’ Submitted To: Prof. V. Chandra Submitted By: Anuj Verma (14PGDM073) Harsimran Singh Sandhu (14PGDM082) Mohak Jain (14PGDM092) Pallak Joshi (14PGDM102) Shikha (14PGDM110) Tanya Kapoor (14PGDM121) Vrashank Sharma (14PGDM131) Dated: 21 August 2014 Table of Contents Serial No. Contents Page No. 1 2 3 4 5 6 Introduction Specifics of
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IT Infrastructure Support Services Proposed to: Regional Office, Sarva UP Gramin Bank, Badaun Proposed by: Rapidtech IT Services Pvt Ltd. Non-Disclosure Agreement The information contained in this document is proprietary to Rapidtech IT Services Pvt Ltd. The evaluation Committee shall not reproduce or make the information in this document available in any manner to persons outside the Committee. These services are provided by Rapidtech
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PERSONAL DEVELOPMENT PLAN SECTION A INTRODUCTION A personal development plan otherwise known as personal Enterprise plan (PEP) according to Allen. D (2009) be defined as action plan been laid down by an individual, it includes setting achievable goals with specific timing and according to a particular choice if career and it also helps in job improvement and student enhancement in their studies. In other to have a good personal development plan, there must be a full assessment by the individual
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ABSTARCT Marketing is the process of planning and executing the concepts of pricing, promotion and distribution of ideas, goods and services that satisfy individual and organizational goals (AMA). Successful marketing requires a winning strategy. Understanding marketing strategy formulation lets you properly evaluate your organization's marketing needs. You can then gear your marketing strategies to achieve maximum effectiveness. Marketing strategy formulation is the process of defining an organization's
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Customer engagement Customer engagement (CE) is the engagement of customers with one another, with a company or a brand. The initiative for engagement can be either consumer- or company-led or the medium of engagement can be on or offline. CE aims at long-term engagement, encouraging customer loyalty and advocacy through word-of-mouth. Online customer engagement is qualitatively different from offline engagement as the nature of the customer’s interactions with a brand, company and other customers
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who participated in the study and, in particular, to those who shared their insights and personal experience of the role in a series of interviews: Giacomo Baizini CFO, Evraz Ben Noteboom CEO, Randstad Srikanth Balachander CFO, Bharti Airtel Caroline Raggett Managing Director, London financial officers’ practice, Russell Reynolds Associates Evelyn Bourke CFO, Friends Provident Stephen Carver Media and crisis management expert, Cranfield School of Management Ian Dyson (formerly)
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Indian School of Business ISB007 February 15, 2013 Deepa Mani | Geetika Shah Sony Music (India) February 2012. Vivek Paul, Director of Digital Media Initiatives at Sony sat with Shridhar Subramaniam, President, India and Middle East, Sony Music Entertainment, in his Santa Cruz, Mumbai office and mulled over the remarkable changes that the music industry in India had witnessed over the past few years. With the rapid growth in Internet penetration and usage, technology was driving music production
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(IJACSA) International Journal of Advanced Computer Science and Applications, Vol. 4, No. 11, 2013 An Assessment of 3G Mobile Service Acceptance in Bangladesh Tajmary Mahfuz and Subhenur Latif Department of Computer Science and Engineering Daffodil International University 102, Shukrabad, Dhaka, Bangladesh development and implementation in this country. So far, no such research has been done on this area. Hence, the purpose of this study is to examine factors affecting subscribers’ acceptance
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Introduction to company Grameenphone Ltd. (GP) was the first company to introduce GSM technology in Bangladesh when it launched its services on 26 March 1997. GP is market leader in the cellular telecommunication industry of Bangladesh with a market share of 43.66% (Dec 2010) obtained cellular license on November 28, 1996 in Bangladesh from the Ministry ofPosts and Telecommunications. GP is a joint venture enterprise between Telenor (55.8%), a telecommunications service provider in Norway, and Grameen
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Table of Contents Topic | Page no | EXECUTIVE SUMMERY | 3 | HISTORICAL BACKGROUND | 4 | CURRENT COMPANY POSITION | 4 | MISSION STATEMENT | 5 | SLOGAN | 5 | MARKETING OBJECTIVE AND GOALS | 5 | CONSUMER PROFILE | 9 | SWOT ANALYSIS | 10 | Strengths | 10 | Weaknesses | 11 | Opportunities | 12 | Threats | 13 | POSITIONING STRATEGY | 13 | MARKET MIX ANALYSIS | 14 | Product strategy | 14 | Pricing strategy | 15 |
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