Internship Report “Steel Service Center in Indian Steel Market & It’s Relevance to JSPL’s Future Expansion” Internship Report submitted as a partial requirement for the award
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Public sectorBank | Private sectorBank | | | Allahabad Bank | Axis Bank | Andhra Bank | DCB | Bank of India | Dhanlaxmi Bank | BOB | Federal Bank | Bank of Maharashtra | HDFC Bank | Central Bank | ICICI Bank | Corporation Bank | Induslnd Bank | Dena Bank | ING Vysya Bank | IDBI Bank | Karnataka Bank | Indian Bank | Yes Bank | Oriental Bank | J&K Bank | PNB | Lakshmi Vilas Bank | Punjab & Sind Bank | South Indian Bank | Syndicate Bank | | UCO Bank | |
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S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service
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Submitted By: Group E1 Members: Aditya Mainak Pooja Prashanth Rahul PORTERS FIVE FORCE MODEL 1. Industry Rivalry . Tata Motors produces vehicles both in the Light Commercial Vehicles (LCV) and the Medium and Heavy Commercial Vehicles (M and HCV) segments. a) Light Commercial Vehicles (LCV) The market for light commercial vehicles is composed of pickups, vans and coaches weighting up to 3.5 tonnes. This segment has exhibited a consistent growth rate of over 20% in the past 5 years
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(actions) Strategies Reactive/ Proactive (3)Market Performance (financial) Intra industry competition All the components of five force model have impact on these three levels of intra-industry competition Entrants 1. Economies of scale e.g, benefits associated to the bulk purchasing. 2. The high or low cost of entry, cost of latest technology 3. Ease of access to distribution channel (Ex: Sony faced in India from BPL, Videocon; Case of Castrol and Toyota ) 4. Cost advantages not always
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Module: - International and cross cultural marketing Module leader: - Dr Michael Kourtoubelides Student name: - KANUPRIYA BANSAL Student number: - M00430431 EXECUTIVE SUMMARY Tata motors ltd. is a renowned automobile company of India and is a part of Tata group. It is a pioneer of commercial vehicles, utility vehicles, passenger vehicles and it is world’s fourth largest manufacturer of trucks and buses. Ratan Tata, the CEO of Tata group had a vision to design a car for a low income
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Industry, Competition and Strategy Industry • Number of Sellers • Degree of differentiation Pure Monopoly • Only one Provider Unregulated monopoly Regulated monopoly Oligopoly • Small no. of Firms Providing Service • Pure Oligopoly ( Less/ No Differentiated)- Steel • Differentiated Oligopoly ( More Differentiated)Camera, Overhead projectors Monopolistic Competition • Many Competitors • Ability of differentiate offering is high - Hotels Pure Competition • Many Competitors
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Engineering II Laboratory Fluid Mechanics Laboratory Total Credits L-T-P-C 3-1-0-8 3-0-0-6 3-0-0-6 3-0-0-6 3-0-0-6 0-0-3-3 0-0-3-3 15-1-6-38 Course Name HSS II Transportation Engineering I Construction Technology and Management Design of Steel Structures Hydraulics and Hydraulic Structures Transportation Engineering I Laboratory Hydraulics and Hydraulic Structures Lab Total Credits L-T-P-C 2-0-0-4 3-0-0-6 3-0-0-6 3-1-0-8 3-0-0-6 0-0-3-3 0-0-3-3 15-1-6-36 6th Semester Course
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Introduction There is a rising trend outward FDI (OFDI) from emerging market, mostly dominated by countries such as China and India (Gao, Liu, & Zhou, 2013). China’s outward FDI increased from $27 billion in the year 2000 to $230 billion by the end of the year 2009. Since the late 1990s, India’s OFDI has increased to $77 billion by the end of the year 2009 (Buckley, Forsans, & Munjal, 2012). Porter’s national competitive advantage emphasizes productivity growth as the focus of success in
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* SHAUNAK GOSWAMI-10BSPHH010718 INDIAN AUTOMOBILE INDUSTRY (A MACRO AND MICRO ANALYSIS) With a Focus on TATA Motors | FINAL REPORT (Business Strategy) | IBS-2011 BS-SEC I (Group-3) SHINY ACHARYA-10BSPHH010733 SHWETABH SRIVASTAVA-10BSPHH010766 SUNIL Kr. YADAV-10BSPHH011074 SAURABH TRIVEDI-10BSPHH011076 NILABH-10BSPHH011081 RAGHINI SHARMA-10BSPHH010936 SHAUNAK GOSWAMI- | Table of Contents Indian Automobile Industry: An Overview 3 A. Macro analysis of Indian Automobile
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