1 Attracting Foreign Direct Investment (FDI) to India Ramkishen S. Rajana, Sunil Rongalab and Ramya Ghoshc April 2008 --------------------------a) George Mason University, Virginia, USA. E-mail: rrajan1@gmu.edu . b) International Professional Services Organization, Hyderabad, India. E-mail: sunil.rongala@gmail.com c) Claremont Graduate University, California, USA. Email: ramya.ghosh@cgu.edu We thank Rajeev Ranjan Chaturvedy for useful research assistance. The usual disclaimer applies
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GOVERNMENT OF INDIA MINISTRY OF AGRICULTURE (DEPARTMENT OF AGRICULTURE & COOPERATION) DIRECTORATE OF MARKETING & INSPECTION BRANCH HEAD OFFICE NAGPUR MRPC-70 1 POST-HARVEST PROFILE OF SUNFLOWER CONTENTS Page No. 1.0 INTRODUCTION 1.1 1.2 2.0 Origin Importance 4-5 4 5 6-9 6 7 9 10-36 10 10 11 14 14 25 25 26 27 29 31 32 33 PRODUCTION 2.1 2.2 2.3 Major producing countries in the world Major producing states in India Zone-wise major commercial varieties 3.0 POST-HARVEST MANAGENENT
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1. Executive Summary India is the sixth largest passenger vehicle manufacturer in the world (Wikipedia Automobile industry). With a population of over 1.2 billion people, India has a huge market potential for automobiles. In the Indian Automobile Industry, India has become a leading center in producing small cars. In the year 2006, Ratan Tata of Tata Motors conceived the idea of a tiny car at an extremely cheap price to capture the potential of the rapidly growing middle class segment. The outcome
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skills knowledge and competencies required during the technical session. The research is on the topic “Capital market”. Index Serial No. 1 Particulars Page No. Capital market 2 Role of capital market in India 3 Factors affecting capital market in India 4 India stock exchange overview 5 Capital
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Jewellery & Gems Industry * Group 10 * K Ashwin * Himanshu Raj Gupta * Lalit Mittal * Kaustav Ghosh * Meghna Singh * Kishan Khedia * Gunjankumar Solanki Table of Contents Executive Summary Situation Analysis Climate (PEST) Company Gitanjali Gems Tribhovandas Bhimji Zaveri Titan Industries Ltd (Tanishq) E-commerce in Jewellery Customer Analysis Collaborators Porter’s 5-forces analysis Problem Brand : TANISHQ Executive Summary According to a report by
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| Analysis Of Indian Commercial Vehicles Industry | | | Abstract | | | This project analyzes the Indian Commercial Vehicles Industry using Porter’s Five Forces Analysis framework including the competitive positioning and RBV analysis of the different players. | PROJECT TEAM GROUP – 9 S.No. | Name | Roll Number | 1 | Ashish Kumar | 1514013 | 2 | Hari Sharma | 1514017 | 3 | Pranal Dongare | 1514033 | 4 | Souveek Bose | 1514053 | 5 | Sujatha Krishnamurthy | 1514057 |
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[pic] |[pic] |[pic] | |IMPORTANT NOTICE | | | |IMPORTANT NOTICE
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2011 Strategic Management Project Report Submitted to: Rajesh S Upadhyayula Submitted By: PGP/14/260 NITESH KUMAR GUPTA PGP/14/280 MAHTAAB KAJLA PGP/14/287 PRACHI CHAWLA PGP/14/290 RAHUL MITTAL PGP/14/313 VINNY ARYA PGP/14/315 VISHAD DUBEY India Yamaha Motors Limited Table of Contents EXECUTIVE SUMMARY .......................................................................................................................... 2 INTRODUCTION ...............................................
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ICRA RATING FEATURE TWO-WHEELER INDUSTRY: GROWTH DRIVERS INTACT Contacts Anjan Ghosh aghosh@icraindia.com (+91-22-30470006) Subrata Ray subrata@icraindia.com (+91-22-30470027) Jitin Makkar jitinm@icraindia.com (+91-124-4545368) Overview The Indian two-wheeler (2W) industry has shown a strong volume growth over the last two-years, having grown by 25% in 2009-10 and 27% in 2010-111 to reach 13.3 million units. This strong double-digit growth has been driven by multiple factors. One reason
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administrative factors (colony-colonizer links, currencies, trading arrangements); and economic factors (income, distribution-channel quality). The more two countries differ across these dimensions, the riskier the target foreign market. By contrast, similarities along these dimensions suggest great potential. Common currency, for example, boosts trade more than 300%. Also, types of distance affect industries
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