methodology 9 Analysis 11 Case study: Tata’s Croma 16 Findings 20 FDI in Retail in India 21 Growth drivers in India for retail sector 22 Discussion 23 FDI in INDIA SECTOR WISE 23 Conclusion 25 Bibliography 27 Introduction Foreign Direct Investment (FDI) is fund flow (inflow/outflow) between the countries wherein one gains benefit from their investment whereas another can exploit the opportunity to enhance the productivity and find out better position through performance. Foreign
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view of the company’s long-term fiscal health and ability to continue to compete; further research and analysis indicate several challenges and a variety of obstacles for Tata to overcome if it is to become “a global contender in the automobile industry.” The case study that follows offers insight into the macroeconomic environment in which Tata operates, specifically in India, the competitive forces applying pressure on, not just Tata, but the global auto industry as a whole and, finally, a brief analysis
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want. The sales for luxury cars from 2012 to 2014 have been forecasted to increase steadily but there are a few challenges that these retailers are faced with. The booming of luxury car rentals makes luxury accessible to all but hampers the exclusivity and uniqueness that luxury cars provide to their loyal customers. Furthermore, the tax policies placed on luxury cars pose as a challenge especially in Australia where there are taxes in place for the car and also import taxes. Despite these
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the other hand, India and China will mainly provide technology, idea, R&D and special equipment (if required). We have decided to go for joint venture, rather than exporting because, joint venture provides companies with the opportunity to gain new capacity and expertise. It will allow us to enter new geographic markets, that is, India or China and gain new technological knowledge access to greater resources, including technology and sharing of risks with them. China and India is not an easy
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financial market in many emerging countries and hence its role in economic development can not be overemphasized. In addition, world over, financial markets are getting less insular. The investors in developed countries are seeking investment opportunities beyond the confines of their domestic economy to enhance return and diversify risks. The investment in stock involves many risks. The investor has to know the exact time to buy and sell a security. The investors have to
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University of Singapore, Singapore, Singapore; Centre for Railway Information Systems, Indian Railways, New Delhi, India 2 Correspondence: SC Srivastava, School of Business, National University of Singapore, 1 Business Link, Singapore, Singapore 117592, Singapore. Tel: þ 65 6516 3038; Fax: þ 65 6779 2621; E-mail: shirish@nus.edu.sg Abstract This teaching case discusses the challenges being faced by the technology managers at Indian Railways (IR) in the current scenario of a resurgent national
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Situation of Unemployment in South Asia 26 3.4 Situation in Pakistan 29 3.5 Role of Pakistan Government
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Narayana Murthy, visited Australia and when speaking about corporate governance and morality in business he told the audience “We follow one principle – the softest pillow is a clear conscience”. Later, he was quoted on this many times by senior government ministers and business leaders - such was the impact of his communication of ethics and leadership. I cannot recall if at the same time he quoted Mahatma Gandhi who urged us to “be the change you want in the world” which is one of the great ethical
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relatively low-entry barriers and few economies of scale and so offers lucrative opportunities for developing countries to join the ranks of the developed world. The scale and pace of growth in this sector is faster than in any other industry, and a number of developing countries having cheap, talented labor are attempting to emulate the success enjoyed by countries such as China, Thailand and India. The government in 1997 identified the software sector as a thrust sector for the overall economic
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home-based business’ desire in the long run; most companies pounce on the opportunity as soon as it presents itself. Internationalization however poses business challenges in product selection, marketing and ethical issues. Companies e.g. Daewoo that expanded rapidly into international fora oblivious of these challenges lost not only their business in the host countries but also valuable capital investments. Ethical challenges are however the most common and contentious. This is occasioned by differences
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