B13093 Puskar Pandey B13103 Shashank Gandhi B13113 Vinay Goyal B13123 Contents Aggregate Market Factors 3 Market Size 3 Macro-economic factors 5 Political & Legal: 6 Economic: 8 Technological: 11 Micro Environmental factors 11 Pressure from substitutes & Market power of suppliers 12 Pressure from substitutes: 12 Market power of suppliers: 13 Category Capacity: 13 Current rivalry in industry : 13 Threat of new entrants: 14 Bargaining
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footprint which has a deleterious impact on the environment. While contribution of the telecommunications sector to the global carbon footprint is low compared to other sectors like transportation and construction, it nevertheless contributes a noteworthy share and increasingly so with growing reach of the telecommunications network. Efforts are afoot, all over the world, to find measures to deal with this issue. As the second largest and fastest growing market in the world, there is need for India to be
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“not because of ‘bad’ management, but because they followed the dictates of ‘good’ management. They listened closely to their customers. They carefully studied market trends. They allocated capital to the innovations that promised the largest returns. And in the process, they missed disruptive innovations that opened up new customers and markets for lower-margin, blockbuster products.” The threat of disruption, on many an occasion, isn’t perceived as a threat! The disruptor appears to the incumbent to
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IJRFM Volume 2, Issue 2 (February 2012) ISSN: 2231 -5985 FIIS: FUEL OF INDIA’S GROWTH ENGINE Dr. Ankeshwar Prakash * Dr. Dharamveer ** ABSTRACT A f avorable business environment fostered Indian economy after 1991 -92, when t he government of India opened the door for foreign capital in the way of direct investm ent and t hrough foreign institutional investors. Consequently, the international capital inflows have been increased tremendously during last two decades. The capital is
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Sriharshini Vinod Varun Ashok P Manju harsha Pramit CONTENTS CHAPTER NO. | CHAPTER NAME | PAGE NO. | | ABSTRACT | 3 | 1 | INTRODUCTION | 4 | 2 | MARKET STRUCTURE | 6 | 3 | ANALYSIS OF INDIAN REAL ESTATE IN HOUSING SECTOR | 11 | 4 | PRICING STRATEGIES | 16 | 5 | ADVERTISING STRATEGIES | 19 | 6 | FINANCIAL ANALYSIS OF INDIAN REAL ESTATE COMPANIES | 21 | 7 | FUTURE OUTLOOK OF REAL ESTATE | 32 | | CONCLUSION | 35 | | REFERENCES | 36 | ABSTRACT
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general management theories be tailored to suit Indian business? I decided to apply the famous “five forces” model, which was designed by Michael Porter, professor of strategy and competitiveness at Harvard University, to give a company insights into the potential profitability of a market and help it form its strategy accordingly. The first force covered by the analysis framework is the threat of new competition. Unless the barriers to your market are formidable, new players can enter and poach
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companies and nations Fundamental differences between Domestic and International business Few successful organizations in Domestic & International business International business: Meaning and Scope In the post independence era, more than half-century Indian entrepreneurs concentrated on domestic operations and a surplus production was exported. The physical movement of goods, called EXPORT cannot represent International business. International business is defined as “any commercial transaction-taking
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Hindustan Vanaspathy Manufacturing Company (1931), Lever Brothers India Limited (1933) and United Traders Limited (1935) together formed Hindustan Lever Limited in November 1956. First foreign company to offer its 10% equity to the Indian public. Unilever owns 52% controlling share in HUL. Its headquartered in Mumbai and employs around 16,500 workers and contributes to indirect employment for over 52,000 people. Formal exports department was started in the year of 1962. Recognized
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ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research © Copyright 2010 All rights reserved Integrate d Publis hing associat ion Research Article ISSN 2229 – 3795 Employer branding: A new strategic dimension of Indian corporations Suman Kumar Dawn, Suparna Biswas Asst. Professor, West Bengal Universit y of Technology, Ko lkota skd_hooghly@yahoo.co.in ABSTRACT Emplo yer branding is defined as a targeted longterm strategy to manage awareness
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The sector overview and Major players The Indian Pharmaceutical industry is highly fragmented with about 24,000 players (around 330 in the organised sector). The top ten companies make up for more than a third of the market. The Indian pharma industry (IPM) grew by 16% YoY in 2012 to ` 629 bn. It accounts for about 1.4% of the world's pharma industry in value terms and 10% in volume terms. Besides the domestic market, Indian pharma companies also have a large chunk of their revenues coming from
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