Financial turnaround of the Indian Railways: Good Luck or Good Management? Abstract We analyse the factors that led to the turnaround of the Indian Railways from a low performing organisation to a high performing one. Literature on public sector turnaround provides the theoretical underpinnings. Enterprise turnaround is often ascribed to managerial leadership; we found that environmental factors (good luck) contributed in a substantial way to the success of Indian Railways. The implication
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ICRA LIMITED Page 1 of 25 ICRA expects the Indian Hotels industry to finish 2011-12 on a weaker note with subdued pricing power eroding margins. Although some revival in operational metrics was witnessed during late 2010-11, the industry continued to lack the pricing power to drive out of its current stagnancy. Globally weak macroeconomic scenario, the European sovereign debt crisis, geo-political turmoil in the Arab countries, high interest rates, inflation and a muted domestic corporate
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McDonald's has come a long way ever since its beginning in 1955. Here are a few milestones of the McDonald's journey ... 1955 Ray Kroc opens his first restaurant in Des Plaines, Illinois and the McDonald's Corporation is created. 1957 Quality, Service, Cleanliness and Value (QSC& V) becomes the company motto. 1959 The 100th McDonald's opens in Chicago. 1961 Hamburger University opens in Elk Grove, near Chicago. 1963 One billion hamburgers sold. Ronald McDonald makes his debut. 1964 Filet-O-Fish
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OVERVIEW 1.1 Introduction The Indian telecommunications industry is one of the fastest growing in the world. Government policies and regulatory framework implemented by Telecom Regulatory Authority of India (TRAI) have provided a conducive environment for service providers. This has made the sector more competitive, while enhancing the accessibility of telecommunication services at affordable tariffs to the consumers. In the last two decades, the Indian Telecom Sector and mobile telephony
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Current Event Report IKEA Ikea wants to enter the Indian retail market by selling its Billy bookcases. The Indian government beat a “hasty retreat” to allow foreign retailers into the country with minority Indian partners. Under their new rules, an outside retailer can only own 51 percent of their Indian operations. The rest will have to be owned by local partners. The Indian Finance Minister, Pranab Mukherjee explained his decision to suspend the operation of the retail proposal, but he
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only two – basic functions: marketing and innovation.” -Peter Drucker The rapid pace of change and intense competitive pressure in today’s marketplace demand that brands continuously innovate and reinvent themselves to maintain their relevance and market position. In this context, brand repositioning and other revitalization strategies have become a business imperative for battling brand erosion. The appeal of brand repositioning is further heightened by the rising costs and high risk associated with
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CHAPTER 1- INTRODUCTION- The fascination of Indians for fair skin is well known. As several social commentators have pointed out, if there is any doubt about this, then people could just take a look at the matrimonial column of any newspaper. The preference for fair (or gori in the vernacular) brides screams at you from such columns. Social commentators go on to say that this preference is perhaps a hangover from the British colonial days, when the ruling colonizers, who were fair-skinned, had
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question of the dispute: Should fertile farmland be requisitioned for industrial purposes? Does food get priority or factories? According to faculty at Wharton and the Indian School of Business, the impasse over the plant in West Bengal threatens to increase the Nano's production costs and could delay its entry into the domestic market. Moreover, they say, it will likely impact investment in the region, as outside companies shy away from antiquated land laws and political disruption. As things stand
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offices. By the time Palmisano joined IBM in 1972, however, it had already moved away from this model, and was by then a classic “multinational” enterprise, with mini IBM’s in major national markets around the world. This structure made sense for IBM in the 1970s, given that many markets were still segmented from each other by high barriers to cross-border trade and national differences in business practices often required considerable localization. In recent decades, however, IBM has
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retailing changed its gears over the period from Panwala dhukan to chain stores across the length and breadth of India. The market size and related details gives a statistical view of increasing market in a few major areas of retailing. The major market players who enlivened the present caricature of retail sector are presented briefly along with statistics. The changing scenarios of Indian consumers give a proof to the potential opportunity in the retailing arena. SWOT and its subheads take you to the crux
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