Inventories Fixed Assets Plant & Equipments Less accumulated depreciation Current Liabilities Long‐Term Debt Shareholders' equity Total assets = Total liabilities & Equity Income Statement The income statement is a financial statement listing the revenues, expenses, and net income of the firm in a period of time. Net sales (Cost of goods sold) (Selling, general & administrative expenses) (Depreciation) Earnings before interest & taxes (Interest Expenses) Taxable Income
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May 9, 2013 Result Update KEY DATA Market Cap (INR bn) Market Cap (USD mn) 52 WK High / Low Avg Daily Volume (BSE) Face Value (INR) BSE Sensex Nifty BSE Code NSE Code Reuters Code Bloomberg Code Shareholding % Promoters MF/Banks/Indian FIs FII/ NRIs/ OCBs Indian Public Performance Chart 2Q 68.0 8.0 17.0 7.0 1295.2 23984.4 370 / 238 507834 5 19990 6069 532454 BHARTIARTL BRTI.BO BHARTI IN 3Q 68.0 8.0 18.0 6.0 4Q 69.0 9.0 17.0 5.0 CMP : INR 324 Rating : Buy Target : INR 410 Bharti Airtel
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Page No. 01. Syllabus 03 02. The Nature of Strategic Management 04 03. Management Accounting Business Strategy 21 04. Q & ANS : Business Environment 39 05. Q & ANS : Business Policy & Strategic Management 48 06. Q & ANS : Strategic Analysis 57 07. Q & ANS : Strategic Planning 65 08. Q & ANS : Formulation of Functional Strategy 71 09. Q & ANS : Strategy Implementation & Control 79 10. Q & ANS : Reaching Strategic Edge 85 11. Case Studies 93 12. Short Questions 99
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Marketing Management, Millenium Edition Philip Kotler Custom Edition for University of Phoenix Excerpts taken from: A Framework for Marketing Management, by Philip Kotler Copyright © 2001by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Marketing Management Millenium Edition, Tenth Edition, by Philip Kotler Copyright © 2000 by Prentice-Hall, Inc. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission
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Page No. 01. Syllabus 03 02. The Nature of Strategic Management 04 03. Management Accounting Business Strategy 21 04. Q & ANS : Business Environment 39 05. Q & ANS : Business Policy & Strategic Management 48 06. Q & ANS : Strategic Analysis 57 07. Q & ANS : Strategic Planning 65 08. Q & ANS : Formulation of Functional Strategy 71 09. Q & ANS : Strategy Implementation & Control 79 10. Q & ANS : Reaching Strategic Edge 85 11. Case Studies 93 12. Short Questions 99
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Germany | 23 | Ch 1: Globalization Imperative | 14-18 | Ch 2: Economic Environment | 18-21 | Ch 3: Political Environment | 22-23 | Ch 4: Legal/Regulatory Environment | 24 | Ch 5: Global Cultural Environment | 27 | Hofstede’s Analysis | 31 | Ch 6: Global Market Research | 33 | Ch 7: Products & Service for Consumers | 35 | Ch 8: International Marketing Channels | 37 | Ch9: Communication with the World Consumer | 39 | Ch 10: Pricing Decisions | 40 | Final Decisions
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| | | | | 5.1. Strategic Management in the P-O-L-C FrameworkLearning Objectives 1. Be able to define strategic management. 2. Understand how strategic management fits in the P-O-L-C framework. 3. Broadly identify the inputs for strategy formulation.What Is Strategic Management?As you already know, the P-O-L-C framework starts with “planning.” You might also know that planning is related to, but not synonymous with, strategic management. Strategic management reflects what a firm is doing
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1 { { { Management Communication in Transition This book will argue that management communication is the central skill in the global workplace of the twenty-first century. An understanding of language and its inherent powers, combined with the skill to speak, write, listen, and form interpersonal relationships, will determine whether you will succeed as a manager. At the midpoint of the twentieth century, management philosopher Peter Drucker wrote, “Managers have to learn to know language, to
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LITERATURE REVIEW ON SMALL AND MEDIUM ENTERPRISES’ ACCESS TO CREDIT AND SUPPORT IN SOUTH AFRICA December, 2011 Literature Review on Small and Medium Enterprises’ Access to Credit and Support in South Africa Prepared for National Credit Regulator (NCR) Compiled by Underhill Corporate Solutions (UCS) Project Manager and Lead Researcher: Edmore Mahembe Contact Details: Edmore Mahembe 357 Flowers Street Capital Park, 0084 Cell: +27 (0)83 757 3733 Phone: +27 (0)12 751 3237 Fax: 086 540 7052/ 086
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Chapter 2 Corporate Social Responsibility, Corporate Governance and Corporate Regulation 2.1 Introduction CSR is increasingly an essential issue for companies.1 It is a complex and multidimensional organisational phenomenon that is understood as the scope for which, and the ways in which, an organisation is consciously responsible for its actions and non-actions and their impact on its stakeholders. It represents not just a change to the commercial setting in which individual companies
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