Jain School of management talks about “Global intelligence” and “Real-World skills”, Are these skills really needed for people before entering to business related careers? Ans : Yes, these skills will provide a wide understanding of business environment, as globalization and ever changing technological landscape has ensured managers, and business professionals have to be well equipped with a wide array of skills with an adaptive mindset they have work in interconnected world. 2- What are
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business models and options in India 23 Background Export-oriented business (Contract Research and Manufacturing Services) Licensing Franchising Joint ventures Wholly-owned subsidiaries Practical concerns 27 Infrastructure Tax environment Counterfeiting Intellectual property Conclusion 30 Related reading: Pharma 2020 31 References 32 Acronyms 38 Introduction The pharmaceutical industry’s main markets are under serious pressure. North America, Europe
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strategy to enter the Indian market? In 1993 Eli Lilly, one of the leading pharmaceutical firms in the USA, started a joint venture in India with the leading Indian company Ranbaxy. The decision was dictated by the conditions of the US market and opportunities of the Indian market. Costlier manufacturing practices due to strict governmental control, soaring prices in 1990s, invasion of cheap generics to the USA market as opposed to low costs in India and new regulations that opened Indian market to foreign
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MNC's Effect on Local Businesses in Retailing Sector (India) Contents Abstract 1 Introduction 2 Literature Review 2 Effect of MNC’s into Indian Retail Market 5 Advantages 5 Disadvantages 7 Hypothesis 8 Conceptual Model 8 Conclusion 10 References 10 Abstract Globalization paved the way for entrepreneurs to expand their wings beyond their respective counties. MNCs exploit the business opportunities in other countries based on the FDI policies in those countries. This has
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INTRODUCTION: Fundamental analysis of a business involves analysing its financial statements and health, its management and competitive advantages, and its competitors and markets. Fundamental analysis includes the economic analysis, industry analysis and the company analysis. There are certain factors that are to be considered while doing the fundamental analysis and it includes Financials of the company It involves the study of financial health of the company using the various financial reports
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roots, guarding them zealously to ensure that its espresso bars reflect the warmth and character of traditional Italian coffee houses. In the process, the brand has simply become the place 'where the world meets. In present competitive scenario of Indian coffee industry, customers can have choice among various service providers. They can select on the basis of trust ,products, or service and efficiency (Sachdev et al, 2004). Customers are increasingly aware of the options on offer in relation to the
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Mr. Nadir Godrej Executive summary The Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a well-established distribution network, intense competition between the organized
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TITAN’S BRAND BUILDING AND BRAND REORGANISATION STRATEGY Marketing Management In our view the disassociation of the Sonata brand from the parent Titan and its further association with TATA was a well long term planned strategy, as the association of Sonata built in quite strong with Titan and Titan in Indian context is synonymous with Watches thus a strong association of Sonata with the watches segment developed. But as we have seen that the sonata has been cannibalizing the Titan sub-brands, whether
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“BHARAT HEAVY ELECTRICALS LIMITED & THE STUDY OF MARKET POTENTIAL FOR CONTROL EQUIPMENTS AT BHEL” Dissertation Submitted to the ALAGAPPA UNIVERSITY in partial fulfillment of the requirements for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION SUBMITTED BY CHAKRAPANI AWASTHI Enrollment No:-083173871 [pic] Project Guide Mr.-Manohar Ramesh MBA NIILM School of Business Bangalore-560025 DIRECTORATE OF DISTANCE EDUCATION
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the maturity of this knowledge is recognition that the Indian business environment is amorphous. Conditions vary from state to state, industry to industry and region to region. This paper seeks to examine some aspects of this complexity and suggests how prospective investors could use the knowledge generated. Apart from Ramachandran’s (2000) acknowledgement of India’s segmented marketplace and Kumar & Thacker-Kumar’s (1996) article on Indian bureaucratic levels, few scholars have examined the diverse
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