Techno-Fundamental Approach to build an Equity Portfolio and Study of Price Fluctuations with volume SIP project report submitted in partial fulfilment of the requirements for the PGDM Program By Chetan Arora 2010065 Supervisors Mr. Kartikeye Vatsa Deputy Manager (Financial Analyst) Dr. Gajavelli V S Professor Institute of Management Technology, Nagpur Institute of Management Technology, Nagpur 2010 - 2012 1 ACKNOWLEDGEMENTS I am sincerely grateful to Punjab National Bank
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important tran.sitions in life, the significance of vifhich becomes obvious only in retrospect. I left academe with a BS in Engineering Science and an MBA to enter the world of big business. I joined Ford Motor Company at World Headquarters in Dearborn Michigan, fulfilling a long-standing dream to work in the heart of the auto industry. I felt confident that I was in the right place at the right time to make a Dennis A. Gioia is Associate Professor of Organizational Behavior in the Department of
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How Windows Server 2008 Delivers Business Value Published: January 2008 © 2008 Microsoft Corporation. All rights reserved. This document is developed prior to the product’s release to manufacturing, and as such, we cannot guarantee that all details included herein will be exactly as what is found in the shipping product. The information contained in this document represents the current view of Microsoft Corporation on the issues discussed as of the date of publication. Because Microsoft must
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Chapter 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage Opening Case Wal-Mart Wal-Mart is one of the most extraordinary success stories in business history. Started in 1962 by Sam Walton, Wal-Mart has grown to become the world’s largest corporation. In the financial year ending January 31, 2004, the discount retailer whose mantra is “every day low prices” had sales of nearly $256 billion, five thousand stores in ten countries (almost three thousand are in
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CAPITAL Executive Summary..................................................................................................5 Indian Plastic Consumption......................................................................................6 Global Scenario………................................................................................................8 Innovation: Key to Growth & Margins.......................................................................9 Polymer Demand & Pricing.............
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Globalizing Indian Manufacturing Competing in Global Manufacturing and Service Networks A Report on the Summit on Indian Manufacturing Competitiveness by Deloitte Research, the Indian School of Business, New York University, and Purdue University with support from the National Science Foundation Table of Contents Executive Summary: Globalizing Indian Manufacturing .......... 1 Competing in Global Manufacturing and Service Networks ..... 5 The path to becoming competitive ...........
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amazon global fullfilment strategyAmazon.com Supply Chain This area of the paper focuses on Amazon.com's supply chain and how it supports their business in the internet retailing environment. First, we have discussed Amazon.com's different operating models and explained the different supply chains that support those business models. After the business and supply chain models are defined we have discussed Amazon.com's supply chain network, inventory segmentation strategies, order sourcing decisions
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Financial Institutions in India- Financial sector plays an indispensable role in the overall development of a country. The most important constituent of this sector is the financial institutions, which act as a conduit for the transfer of resources from net savers to net borrowers, that is, from those who spend less than their earnings to those who spend more than their earnings. The banking institutions of India play a major role in the economy of the country. The banking institutions are the
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Sony camera vs Nikon camera marketing strategy STRATEGY IMPLEMENTATION The idea behind this continual process is that each step of the planning process requires some degree of implementation before the next stage can begin. This naturally dictates that all implementation cannot be postponed until completion of the plan, but must be initiated along the way. Implementation procedures specific to each phase of planning must be completed during that phase in order for the next stage to be started
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