BCCA’S INSTITUTE OF MANAGEMENT STUDIES Nesbit Road, MAZAGAON, MUMBAI – 10 V SEMESTER :______________________________________ NAME OF STUDENT : CLASS : T.Y.B.M.S DIV : 000 SUBJECT : 0000000000 TOPIC : RISE & FALL IN THE AVIATION INDUSTRY NAME OF PROFESSOR : 000000000 ____________________________ _____________________________
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GK Power Capsule – January 2015 (The Hindu Review) This GK Capsule has been prepared by Career Power Institute Delhi (Formerly Known as Bank Power). This has been prepared on the basis of news and events appeared in The Hindu Newspaper in the month of January 2015. 1. 2. 3. 4. 5. 6. 7. RBI cut its benchmark rate by 25 basis points to 7.75 per cent. RBI’s growth estimate for 2014-15 is 5.5 per cent. a. Bank Rate – 8.75 % (0.25% Decreased) b. Cash Reserve Ratio – 4 % (Unchanged)
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Investment Banking: Past, Present, and Future by Alan D. Morrison, Saïd Business School, University of Oxford and William J. Wilhelm, Jr., McIntire School of Commerce, University of Virginia investment banks are changing fast. Forty years ago the industry was dominated by a few small partnerships that made the bulk of their income from the commissions they earned floating securities on behalf of their clients. Today’s investment banks are huge full-service firms that make a substantial proportion
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Table of Contents Capital Account Transactions Pages 03 to 08 FEMA Regulations – Capital Account Types of Capital A/c Transactions Foreign Institutional Investors Pages 09 to 11 Foreign Direct Investment Pages 12 to 15 American Depository Receipts Pages 16 to 17 Global Depository Receipts Pages 18 to 19 External Commercial Borrowings Pages 20 to 21 Foreign Currency Convertible
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concerning ERP implementation problems during implementation phases and causes of ERP implementation failure. A multiple case study research methodology was adopted to understand “why” and “how” these ERP systems could not be implemented successfully. Different stakeholders (including top management, project manager, project team members and ERP consultants) from these case studies were interviewed, and ERP implementation documents were reviewed for triangulation. An ERP life cycle framework
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B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar
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New Zealand Journal of Asian Studies 8, 1 (June, 2006): 17-40. DOING BUSINESS IN INDIA RODNEY SEBASTIAN ASHVIN PARAMESWARAN Australian National University FAIZAL YAHYA1 National University of Singapore In 1991, India’s closed economy opened up and attracted investments from several multinational companies (MNCs) around the world. As a result, people began to seek information about doing business in India, giving rise to a plethora of literature aimed at assisting them. Generally there are two
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Multinational Corporations and Foreign Direct Investment This page intentionally left blank Multinational Corporations and Foreign Direct Investment Avoiding Simplicity, Embracing Complexity Stephen D. Cohen 1 2007 1 Oxford University Press, Inc., publishes works that further Oxford University’s objective of excellence in research, scholarship, and education. Oxford New York Auckland Cape Town Dar es Salaam Hong Kong Karachi Kuala Lumpur Madrid Melbourne Mexico City Nairobi New
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Draft financial appraisal report by SBI Caps on aromatics complex project in Mangalore SEZ xxxxxxxxxxxxxxxxxxxxxxxxxx 1 EXECUTIVE SUMMARY 1.1 Introduction ONGC-Mangalore Petrochemicals Ltd (OMPL) is a company promoted by Oil and Natural Gas Corporation Limited (ONGC) and Mangalore Refineries & Petrochemicals Limited (MRPL) for setting up an aromatics complex at Mangalore in Mangalore 'Special Economic Zone (MSEZ). OMPL will be a private sector company with ONGC and MRPL holding 49% of the equity
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Queensland Partnership Act 1891 Current as at 28 May 2012 Information about this reprint This Act is reprinted as at 28 May 2012. The reprint shows the law as amended by all amendments that commenced on or before that day (Reprints Act 1992 s 5(c)). The reprint includes a reference to the law by which each amendment was made—see list of legislation and list of annotations in endnotes. Also see list of legislation for any uncommenced amendments. Minor editorial changes allowed under
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