The Employee Buy out: Case of Tata Tea Dr Deepika M G, Faculty, Icfai Business School, Bangalore, India ABSTRACT The article discusses about the Employee Buy Out business model adopted by Tatas on their exit from plantation business in their southern plantation operations in Munnar district of Kerala in India. Tata Tea had sold off 17 tea estates in southern India to the company formed by its employees named Kanan Devan Hills Plantation Company Pvt. Ltd.(KDHPCL). In sharp contrast to the situation
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association of person as sub broker giving service for buying and selling of securities to investors in Surat. Mr. Anil Choksy, Mr. Ashok Mehta, Mr. Jagdish Patel, Mr.Paresh Jhaveri Who took initiative to forming a limited company, So as become member of NSE India .In this way SGSSL was registered under company Act on the 5th January 1995, and conducted it’s trading business as member of National Stock Exchange. 31st march 1995 which was first financial year completed by the company after its
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University MBA - Revised Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management Information System Marketing Human Resource Management Production And Operation Management Legal Aspects of Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics
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Know how Managing knowledge for competitive advantage An Economist Intelligence Unit white paper sponsored by Tata Consultancy Services Know how Managing knowledge for competitive advantage Acknowledgements Know how: Managing knowledge for competitive advantage is a briefing paper written by the Economist Intelligence Unit and sponsored by Tata Consultancy Services (TCS). The findings and views expressed in this white paper do not necessarily reflect the views of TCS, which has sponsored
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previousnext 37. previousnext 38. previousnext 39. previousnext 40. previous Post a comment 1. DHL DHL provides international express, air and ocean freight, road and rail transportation, contract logistics and international mail services to its customers. The company’s name DHL is derived from the last names of the then three budding entrepreneurs, Adrian Dalsey, Larry Hillblom and Robert Lynn who founded the company. (Photo: Getty Images) 2. IBM IBM’s full company name is
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years ago. But, by applying management concepts and techniques (for instance, by asking what is ‘value’ to the customer), standardizing the ‘product’ across all locations and countries, designing processes and tools, and streamlining training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources and created a new market and a new customer base. This is entrepreneurship. Equally entrepreneurial was the growing foundry
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September’10 10th September’10 13th September’10 14th September’10 August Retail Competition: Strategies PROF. VISHAL SINGH in the Changing Retail New York University, Leonard Landscape N. Stern School of Business September Financial Risk Managment and the 2008 financial Crisis PROF. PIETRO VERONESI University
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Indian Hotels Company Ltd” which is a part of Tata Group. It comes under the brand of “Smart Basics Hotels” having almost 30 hotels in different parts of India. Ginger Hotel looks very similar to the other hotels of the same class with all the facilities that a normal hotel would offer but the difference comes when the services are offered. The Tagline which says “Please help yourselves“ aptly reflects its most distinguishing features like Self-Service Check-in, Give n Take, Smart Get Set, Smart Knick
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BPO – A SWOT Analysis ------------------------------------------------------------------------------------------------------------------------------ Abstract BPO is one of the popular business practices in today's competitive environment. India has enormous opportunities emerging from globalization and consequent lowering of tariff barriers. The Indian BPO industry is constantly growing. However, along with the Phenomena Increase in BPO to India there has been a backlash against outsourcing
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Professional Services Satwik Seshasai and Amar Gupta © 2004 by Satwik Seshasai and Amar Gupta. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission, provided that full credit including © notice is given to the source. This paper also can be downloaded without charge from the Social Science Research Network Electronic Paper Collection: http://ssrn.com/abstract=486128 Global Outsourcing of Professional Services Satwik Seshasai
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