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#ASSIGNMENT OF TRADE MARKS in Bangalore
bizivalueh · 1 year
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Best Trademark Registration In Hyderabad
Trademark Registration In Hyderabad  A trademark registration is a law passed that enables a company or individual to prevent unauthorised use of their brand name, logo, slogan, or any other unique mark that distinguishes their goods or services. The trademark who has registered it in Bangalore is given legal protection and has the right to pursue legal action against anyone who uses it without authorization. The owner of a registered trademark may also sell or licence it to other companies or people, generating fresh money.
  The Trade Marks Registry reviews the trademark application after it is submitted to make sure it complies with all standards. If no objections are raised, the trademark is published in the Trademark Journal.If no objections are raised within the allotted time frame, the trademark is registered, and the applicant is given a certificate of registration.
Services of Trademark Registration In Hyderabad
 There are several types available in Trademark services in Hyderabad offer a range of services to businesses looking to register their trademark. Here are some of the services offered:
Trademark search: Before filing for trademark registration, service providers conduct a comprehensive search to ensure that the trademark is available for registration. They check the trademark databases and databases of similar businesses to avoid any potential infringement issues.
Trademark application filing: Our Service providers help businesses prepare and file the trademark application with the Trade Marks Registry. They ensure that all the required details are included in the application, such as the name of the applicant, the trademark image, and the class or classes of goods or services for which the trademark is sought.
Trademark registration: Service providers assist businesses throughout the trademark registration process, from the initial filing to the final registration. They handle all the correspondence with the Trade Marks Registry and ensure that the process runs smoothly.
Trademark renewal: Trademarks need to be renewed every 10 years, and service providers assist businesses in renewing their trademarks on time to ensure that they remain valid.
Trademark opposition and infringement: our Service providers assist businesses in filing trademark oppositions against similar trademarks or in taking legal action against any entity infringing on their trademark.
Trademark watch: Service providers offer trademark watch services to businesses to monitor any potential infringement of their trademarks.
Trademark assignment and licensing:Our Service providers assist businesses in licensing or assigning their trademarks to other businesses or individuals, thereby creating a new source of revenue.
Process of Trademark Registration In Hyderabad
     We are Best Trademark Consultant Services in Hyderabad. Here are the steps involved in the process of trademark registration in Bangalore:
Conduct a trademark search: The first step in the trademark registration process in Bangalore is to conduct a comprehensive search to ensure that the trademark is available for registration. This can be done online or through a trademark attorney.
Prepare the trademark application: Once the trademark search is complete, the next step is to prepare the trademark application. This includes providing details such as the name of the applicant, the trademark image, and the class or classes of goods or services for which the trademark is sought.
File the trademark application: The trademark application can be filed online or through the Trade Marks Registry office in Chennai. The applicant must pay the required fee for the trademark registration process at the time of filing.
Examination by the Trademark Registrar: The Trade Marks Registry will examine the trademark application to ensure that it meets all the necessary requirements. If there are any objections or issues, the applicant will be notified and given an opportunity to respond.
Publication in the Trademark Journal: If the trademark application is accepted by the Registrar, it will be published in the Trademark Journal. This is to give the public an opportunity to object to the trademark registration if they believe that it infringes on their rights.
Opposition: If there are any objections within the specified time period, the applicant will be given an opportunity to respond. If the opposition is not resolved, a hearing will be conducted, and the decision will be made by the Registrar.
Registration: If there are no objections within the specified time period, the trademark will be registered, and the applicant will receive a certificate of registration.
Benefits of Trademark Registration In Hyderabad
 Trademark registration in Hyderabad provides several benefits to businesses, some of which are:
Exclusive rights: Trademark registration in Bangalore grants the owner exclusive rights to use the trademark in connection with the goods or services for which it is registered. This prevents others from using the same or similar mark and helps protect the owner's brand.
Legal protection: Trademark registration provides legal protection to the owner against any infringement or unauthorised use of the trademark. The owner can take legal action against anyone who uses the trademark without their permission.
Brand recognition: A registered trademark helps build brand recognition and enhances the value of the business. It helps businesses stand out in the market and establishes their identity.
Competitive advantage: Trademark registration provides a competitive advantage to businesses by creating a unique identity for their products or services. This can help businesses attract more customers and increase their market share.
Licensing opportunities: A registered trademark can be licensed to other businesses or individuals for use, thereby creating a new source of revenue for the owner.
International protection: Trademark registration in Bangalore provides protection within India. However, through international treaties, a registered trademark in India can also be used to obtain protection in other countries.
Deters infringement: A registered trademark acts as a deterrent to others from using a similar mark, as they can face legal action for infringement.
How much does the cost of Trademark Registration In Hyderabad
   The Trademark cost in Hyderabad depends on several factors such as the number of classes of goods or services, the mode of application (online or offliTrademark Registration In Hyderabadne), and whether the application is made by an individual or a company.
Trademark search: Before filing the trademark application, a comprehensive search should be conducted to ensure that the trademark is available for registration. 
Trademark application: The cost of trademark application in Bangalore depends on the number of classes of goods or services for which the trademark is sought. 
Renewal of trademark registration: Trademark registration is valid for ten years from the date of application. 
How to get a Trademark Registration In Hyderabad
 If you are looking Trademark registration in Hyderabad then we are here to help you with affordable costing Please reach out to Bizivalue- we are a top 10 Trademark registration in Hyderabad .Feel free to share your requirements at  [email protected]  or visit Bizivalue.in and touch with our experts.
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bizivalue · 1 year
Text
Best Trademark Registration In Bangalore:
  A trademark registration is a law passed that enables a company or individual to prevent unauthorized use of their brand name, logo, slogan, or any other unique mark that distinguishes their goods or services. The trademark who has registered it in Bangalore is given legal protection and has the right to pursue legal action against anyone who uses it without authorization.The owner of a registered trademark may also sell or li it to other companies or people, generating fresh money.
  The Trade Marks Registry reviews the trademark application after it is submitted to make sure it complies with all standards. If no objections are raised, the trademark is published in the Trademark Journal.If no objections are raised within the allotted time frame, the trademark is registered, and the applicant is given a certificate of registration.
Services of Trademark Registration In Bangalore
 There are several types available in Trademark services in Bangalore offer a range of services to businesses looking to register their trademark. Here are some of the services offered:
Trademark search: Before filing for trademark registration, service providers conduct a comprehensive search to ensure that the trademark is available for registration. They check the trademark databases and databases of similar businesses to avoid any potential infringement issues.
Trademark application filing: Our Service providers help businesses prepare and file the trademark application with the Trade Marks Registry. They ensure that all the required details are included in the application, such as the name of the applicant, the trademark image, and the class or classes of goods or services for which the trademark is sought.
Trademark registration: Service providers assist businesses throughout the trademark registration process, from the initial filing to the final registration. They handle all the correspondence with the Trade Marks Registry and ensure that the process runs smoothly.
Trademark renewal: Trademarks need to be renewed every 10 years, and service providers assist businesses in renewing their trademarks on time to ensure that they remain valid.
Trademark opposition and infringement: our Service providers assist businesses in filing trademark oppositions against similar trademarks or in taking legal action against any entity infringing on their trademark.
Trademark watch: Service providers offer trademark watch services to businesses to monitor any potential infringement of their trademarks.
Trademark assignment and licensing:Our Service providers assist businesses in licensing or assigning their trademarks to other businesses or individuals, thereby creating a new source of revenue.
Process of Trademark Registration In Bangalore
     We are Best Trademark Consultant Services in Bangalore. Here are the steps involved in the process of trademark registration in Bangalore:
Conduct a trademark search: The first step in the trademark registration process in Bangalore is to conduct a comprehensive search to ensure that the trademark is available for registration. This can be done online or through a trademark attorney.
Prepare the trademark application: Once the trademark search is complete, the next step is to prepare the trademark application. This includes providing details such as the name of the applicant, the trademark image, and the class or classes of goods or services for which the trademark is sought.
File the trademark application: The trademark application can be filed online or through the Trade Marks Registry office in Chennai. The applicant must pay the required fee for the trademark registration process at the time of filing.
Examination by the Trademark Registrar: The Trade Marks Registry will examine the trademark application to ensure that it meets all the necessary requirements. If there are any objections or issues, the applicant will be notified and given an opportunity to respond.
Publication in the Trademark Journal: If the trademark application is accepted by the Registrar, it will be published in the Trademark Journal. This is to give the public an opportunity to object to the trademark registration if they believe that it infringes on their rights.
Opposition: If there are any objections within the specified time period, the applicant will be given an opportunity to respond. If the opposition is not resolved, a hearing will be conducted, and the decision will be made by the Registrar.
Registration: If there are no objections within the specified time period, the trademark will be registered, and the applicant will receive a certificate of registration.
Benefits of Trademark Registration In Bangalore
 Trademark registration in Bangalore provides several benefits to businesses, some of which are:
Exclusive rights: Trademark registration in Bangalore grants the owner exclusive rights to use the trademark in connection with the goods or services for which it is registered. This prevents others from using the same or similar mark and helps protect the owner's brand.
Legal protection: Trademark registration provides legal protection to the owner against any infringement or unauthorised use of the trademark. The owner can take legal action against anyone who uses the trademark without their permission.
Brand recognition: A registered trademark helps build brand recognition and enhances the value of the business. It helps businesses stand out in the market and establishes their identity.
Competitive advantage: Trademark registration provides a competitive advantage to businesses by creating a unique identity for their products or services. This can help businesses attract more customers and increase their market share.
Licensing opportunities: A registered trademark can be licensed to other businesses or individuals for use, thereby creating a new source of revenue for the owner.
International protection: Trademark registration in Bangalore provides protection within India. However, through international treaties, a registered trademark in India can also be used to obtain protection in other countries.
Deters infringement: A registered trademark acts as a deterrent to others from using a similar mark, as they can face legal action for infringement.
How much does the cost of Trademark Registration In Bangalore
   The Trademark cost in Bangalore depends on several factors such as the number of classes of goods or services, the mode of application (online or offline), and whether the application is made by an individual or a company.
Trademark search: Before filing the trademark application, a comprehensive search should be conducted to ensure that the trademark is available for registration. 
Trademark application: The cost of trademark application in Bangalore depends on the number of classes of goods or services for which the trademark is sought. 
Renewal of trademark registration: Trademark registration is valid for ten years from the date of application. 
How to get a Trademark Registration In Bangalore ?
 If you are looking Trademark registration in Bangalore then we are here to help you with affordable costing.Please reach out to Bizivalue- we are a top 10 Trademark registration in Bangalore.Feel free to share your requirements at  [email protected]  or visit Bizivalue.in and touch with our experts.
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screechthemighty · 5 years
Text
Hey, I did promise I’d share my rough timeline for my “One is Quick, The Other’s Tall” series, didn’t I? Well, here you go! Hopefully this makes sense, it’s currently uhhh past 3 a.m. where I am and I’m bad at math.
NOTE: While I drew heavily from the Titanfall and Apex Legends lore as found on the Titanfall wiki and the Apex Legends site, a lot of the stuff post Battle of Typhon is shit I made up to satisfy the ideas I already had before Apex Legends came out. I have theories about what the actual lore might be playing at, and some of those theories are integrated into this timeline, but yeah, this shit is super not canon except in my fanfiction. (Except for Cooper’s Birthday, that is actually canon. We also know his blood type. Fun fact.)
UPDATED 5/5/2020 to reflect some shifting headcanons and accommodate new lore (including more canon-accurate years).
Year: 2440:
The simulacrum known as “Revenant” is successfully activated.
Year: 2665
Coriolanus Marder born on Earth.
Year: 2668
Tai Lastimosa is born in Detroit, MI.
Marcus Graves is born in Hackney, London.
Barker’s brother Parker Taube is born in upstate New York.
Year: 2670
IMC first begins its colonization efforts in the Frontier. 
April 20: Ashwin Narita is born in Oakland, California.
Year: 2671
December 8: Robert “Barker” Taube is born in upstate New York.
Year: 2672
James “Mac” MacAllan is born in the mid-west United States.
October 25: Barker’s brother Christian Taube is born in upstate New York.
Year: 2675
Due to increased conflict in the core worlds and (at the time) slow returns on investment in the Frontier, IMC presence in the Frontier begins to dwindle, leaving the colonies still technically under IMC control but effectively autonomous.
Year: 2683
Anton “Bear” Gates is born in the Frontier.
Year: 2682
Kuben Blisk is born in South Africa.
Isabelle Gates (born Isabelle West) is born on Earth.
Year: 2685
IMC returns to the Frontier to find it thriving, begins re-asserting themselves as a dominant governing force.
Year: 2686
Sarah Brigg is born in the Frontier.
Cheng “Bish” Lorck is born on Earth.
Year: 2687 
October 6: Jack Cooper is born in Houston, TX.
Tomas Droz is born in England. 
Year: 2688
Jack Cooper, Droz, and Tai Lastimosa arrive in the Frontier as part of a fresh wave of settlers and an increased IMC presence in the Frontier. 
Jake Seung Davis is born on the ship to the Frontier.
Tai Lastimosa loses his sister and adopts his niece Cassandra Lastimosa (referenced in “the proving grounds”).
Year: 2690
The Titan Wars begin, though at the time they seemed like only a small series of uprisings on various planets.
Year: 2693
Barker arrives in the Frontier, along with Victoria Jo (see: “lessons learned”) and James “Mac” MacAllan. 
The Titan Wars move from a few brush fire combats to regular, widespread warfare as more systems become upset with their treatment at the hands of the IMC.
Spyglass is activated.
Year: 2697
Barker and Cooper meet (as referenced in “steal my heart and break my pride”) while Cooper is being forcibly moved from a more coastal region of Persephone to an inland one.
Year: 2700
Barker is discharged from the IMC.
Mac commandeers the Odyssey.
End of the Titan Wars, and the beginning of the period known as the Frontier Wars.
Ashwin Narita is killed during one of the final battles of the Titan Wars, and re-animated as a simulacrum.
Year: 2701
Ashwin Narita breaks free of his programming and flees to Angel City, where he is eventually found and hired by Barker as a bouncer at his new bar.
Year: 2702
Alexander “Caustic” Nox is born.
Year: 2713
The main series of events in “steal my heart and break my pride” take place, culminating in Cooper joining Persephone’s “home defense” resistance group in early autumn.
Year: 2714
Elliott’s brother Miles Witt is born.
Year: 2715
Cooper joins the Frontier Militia.
Fracture Operation; Cooper gets a concussion. 
Battle of Demeter (main events of Titanfall).
Anita “Bangalore” Williams is born.
Year: 2716
Elliott’s brother Christopher (AKA Chris) Witt is born.
Loba Andrade is born.
Vanguard Program begins (R&D for the Vanguard class Titan, supported by Captain Tai Lastimosa, headed up by Dr. Karen de Paul).
Year: 2717
BT-7274 is activated, one of the first three Vanguard-class Titans created.
BT-7274 links with Tai Lastimosa.
Year: 2718
Elliott’s brother Henry Witt is born.
Year: 2719
Jack Cooper and Tai Lastimosa meet for the first time; Lastimosa begins training Cooper (see: “the proving grounds”).
Year: 2720
April: Battle of Typhon (Events of Titanfall 2). 
May: BT-7274 is re-activated. Elliott “MIrage” Witt is born.
December: Renee “Wraith” Blasey is born.
Makoa Gibraltar is born.
Year: 2721
Human!BT fics happen during this year.
Elliott’s father, Raleigh Medina, dies.
Year: 2725
By this point, the IMC and the Militia are in a technical stalemate. The arrival of IMC officials from the core marks the start of peace talks between the various factions making up the Frontier Militia and the IMC.  
This same year, the Remnant fleet makes a final push to eliminate the Militia and, seeing the IMC leaders present in the Frontier as co-conspirators, attacks them as well. The IMC and the Militia must band together to defeat the Remnant Fleet.
“Revenant” breaks free of his programming and goes rogue.
This is also the year that the full extent of Hammond’s simulacrum program (along with other dubiously ethical practices) become known to the general public as new IMC leadership begins looking into what happened while they weren’t looking.
Year: 2726
Frontier War ends with the Remnant Fleet being driven “underground”; peace talks include trade agreements, planets assigned, etc. Roughly 1/2 of the Frontier’s core cluster of planets goes to the IMC while the other 1/2 is represented by individual governments, but technically part of a planetary coalition that made up the Militia. The Outlands (the various planets on the far reaches of the Frontier, all colonized by people fleeing the Titan and Frontier Wars) are technically independent operators as well, though some planets are contested (leading to on-and-off conflicts, with some still going on as of 2750).
Ajay “Lifeline” Che is born.
Octavio “Octane” Silva is born.
Year: 2728
Natalie “Wattson” Paquette is born.
Year: 2730
Pathfinder’s active memory begins. He immediately begins his search for his creator.
Year: 2738
Henry Witt is declared MIA. 
Year: 2739
Miles Witt is declared MIA.
[SENSITIVE INFORMATION REDACTED]
Wraith’s first solid memories begin here in a mental hospital in IMC space.
Year: 2740
Last known sighting of the Remnant Fleet as of the events of Apex Legends.
Chris Witt is declared KIA during this final attack before they are forced underground again.
Wraith escapes the mental hospital and flees to the Outlands.
Year: 2741
Elliott and his mother move to Solace.
Year: 2748:
Robert “Barker” Taube passes away.
Year: 2750
Anita “Bangalore” Williams takes part in a covert IMC mission in the Outlands. During this mission, the ship she’s on (the Hestia) is attacked and her brother, Jackson, is MIA (presumed dead). Bangalore finds herself stranded in the Outlands.
Elliott and Pathfinder meet; Elliott encourages Pathfinder to join the Apex Legends competition.
Events of Apex Legends (AKA pretty much all of my “Talk Some Sense to Me” series take place here).
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Data Analyst Course
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Data Analyst Course
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Licensed Enterprise Analytics Program
This certificates will work because the gateway for a lot of career alternatives in Business analytics. This is the final module of this enterprise analytics course of ExcelR Academy.
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Specific dates of becoming a member of and leaving the organization must be talked about. Self-employed professionals could submit a private declaration stating the exact dates of their employment along with necessary paperwork. Indicate solely paid and full-time work experience, acquired after finishing the Bachelor’s Degree.
No, most universities do require the minimum reduce off within the entrance exam of their option to be applicable for admission to the MBA Business Analytics program. The entrance exam required by every university or school varies primarily based on individual preference.
ExcelR- Data Science, Data Analytics, Business Analytics Course Training Andheri
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jayhorsestar · 4 years
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long story short - [a] the GSK RO was a Limited Liability trading grounds, legal entity, registered with the Trade Registry of RO during 2002 march, by time Chambers of Commerce still kept the Trade Registry inside and under the Govt budget assigned to Ministry of Industries and Commerce. by 2003-2004 upon nation-wide PAX screening (ie. ‘recensamant), the Bill of Rights was updated, and Trade Registry moved under the Justice Department (govt) budget. by 2008 Lisbon Treaty, RO and BG entered the E.U. officially. large ORACLE based database, meant the Trade Registry under the Justice Department, (no longer the Ministry of Commerce, no longer the Chambers of Commerce, no longer the natively enacted TRADE LIAISON at embassies level - those which are authorized to enable such features inside the designated TERRITORY the Ambassador functions), also mirrored at Brussels (or Wien, or Geneva). [b] then by 2004 till 2006 Condmag Inc pipeline constructor was Incorporated and listed on the BVB Bucharest, publicly owned and traded (daily), stock (lots of shareholders, usually counting only those holding above 5% when speaking of the annually held AGOA(s) or even quarterly (usually) held EGEA(s) (ordinary meetings and extraordinary meetings). by 2013 already DAFORA inc buys in and perhaps is a closed shares Incorporated (dunno yet easy to read online somewhere), and Condmag Inc dissapears upon more than 80 years onto market (pipelines come with at least 30 years warranty - the steel welding ones - gas pipelines, those operated by Transgaz Inc RO for instance - Isaccea Tulcea, Vama Veche). obs. outside works, such as Morocco, Libya, Syria, were provided trading mediation waiver with PARIS, usually. GSK RO was usually implementing arbitration with PARIS as-well (the mediators profession was not yet REVISAL 401(k) enabled until the 2006, thus in-house legal was prepping files only with regard to COURTS of Justice (namely the Govt budgeted and monitored at ORACLE level, Department of Justice - so not collecting collateral over TAX when mediators do the job, instead - this sort of SERVERS audit is possible only when projected upon same RACK, or so to put same marked, thus not porting over EXPORTS, or elements of extraneo - foreign affairs). [c] the CGS INC by 2010 was competing Bangalore against Brasov, and AHT (average handling time, over the minutes spent LIVE long-distance) was a KEY index or factor, equivalent to how much DOLLARS saved by doing expedite callings. the KPI LAWSUITS was never a targeted issue to in-house legal, at least not during outside the E.U., and outside the ORACLE of the E.U., and having barely ANY MEDIATORS case-files, whatsoever - all went to COURTS of JUSTICE, if applicable. so indeed as in-house legal back in the days, i was handling files and nation-wide case trials with NO regard to such PERFORMANCE index(es), hence the JUDGE sometimes was awarding and crediting upon POLITICAL colors (very little also onto trading grounds which is much more discipline enacted than the civil law at large). enjoy, m.
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silagroup · 4 years
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Decide Where to Invest and Where Not to Compete
Decide Where to Invest and Where Not to Compete
In today’s dynamic world, both in terms of academics and the corporate jobs, change being the only constant, the need of the hour is to regularly upskill the employees to maintain a competitive edge in the industry. From an organization’s point of view, it works both ways, organizations can provide the employees with regular opportunities to learn and employees can contribute by implementing the learnings in their work, hence adding a value to the system.
Colleges and universities are playing a crucial role in the process of upskilling by customizing courses based on the changing needs of the business especially in respect to individual technical verticals. A very crucial part of this process will be that the employees as well as the organization may have to unlearn and relearn a few methods/techniques to drive efficiency in the system. The existing challenges can be addressed by using the current management principles with the help of facilitators/mentors from these institutes wherein the employees can focus on how these principles can practically be implemented in their work. With success over a period of time, this process can be used as a business case and can further be replicated in other verticals.
There are a lot of common courses run by these institutes, however, the organizations need to focus on their existing gaps and requirements and choose the programs accordingly and should not only focus on following the industry trends. Hence an organization should not approach the concept of executive education in an ad-hoc manner, a purpose needs to be defined followed by a plan to ensure that the implementation is successful. The approach can be in the following manner–
Identify the key areas
Focus on short-term and long-term outcomes
Define budgets
Define a process - Identify the key team members and provide them with opportunities to learn under these programs
Conduct a training need analysis and based on its results, assign courses to the employees to fill-in the gaps
Define metrics to measure the impact of these programs on employees’ performance and organization’s performance as a whole
Executive education is still in its nascent stage when it comes to the Indian market, however, there is a visible surge in the programs on offer today with the institutes going an extra mile by customizing them as per the business verticals or at time based on the organization’s requirements. Though it’s good to know the concepts in theory, what’s important is their practical implementation to resolve the existing business problems.
Another area, where the organizations can make use of executive education programs is to invest right in the leaders of tomorrow also known as HIPOs (high-potential employees). They can be enrolled in the accelerated development programs offered by the premium institutes for them to learn the tricks of the trade, hence, adding value to the organization in the long-term, also acting as a pillar for succession planning. There are a series of programs on offer in the market, hence, the organization needs to ensure that they have clarity on the areas that they want to invest in. Focus more on practical aspects, preferably making use of action learning approach wherein the employees are able to absorb more information as compared to the traditional classroom training programs as it helps the employees in applying the concepts in their respective jobs. These training programs should be relevant to the sector that the organization is functioning in or wish to expand its verticals in the future.
This dynamism in the corporate world today puts in additional pressure on the institutes to constantly keep on upgrading the content and programs which are relevant for the continuously changing needs of the consumer, in this case - the corporates. They are losing out to institutes working in the training and development vertical, whose primary customer are the corporates unlike the institutes wherein the primary focus is on full-time programs which still holds more value than the executive programs. Hence, the organizations need to choose wisely and focus more on refining individual skill set to develop the employees instead of just getting them enrolled for generic management/technical programs. A structured approach should be followed wherein initially a clear line of difference should be marked between training & development and nominating the employees based on whether they need training in a few skills which are their weaknesses in their current profile or do they need to be put into development programs to prepare them for the future projects/roles. Executive education programs like executive MBA, Management development programs, accelerated development programs etc. are more development-focused and investing the time and money in the employees can help the organization in the long run.
We need to create a balance between investing and competing. This should be based on parameters defined by the organization’s insight and its vision for future.
SILA along with its Facility Management services, Turnkey Interior Contracting, and Project Management has launched its new vertical SILA Engage which is one of the employee engagement companies in Mumbai.
Visit our website-: https://silagroup.co.in/facility-management-services/mumbai https://silagroup.co.in/facility-management-services/bangalore https://silagroup.co.in/facility-management-services/pune https://silagroup.co.in/facility-management-services/delhi https://silagroup.co.in/facility-management-services/jammu-kashmir https://silagroup.co.in/project-management-and-advisory/mumbai   https://silagroup.co.in/project-management-and-advisory/bangalore https://silagroup.co.in/project-management-and-advisory/pune https://silagroup.co.in/project-management-and-advisory/delhi https://silagroup.co.in/project-management-and-advisory/jammu-kashmir https://silagroup.co.in/sila-interior-contracting/mumbai   https://silagroup.co.in/sila-interior-contracting/bangalore https://silagroup.co.in/sila-interior-contracting/pune https://silagroup.co.in/sila-interior-contracting/delhi https://silagroup.co.in/sila-interior-contracting/jammu-kashmir https://silagroup.co.in/ https://silagroup.co.in/about-us https://silagroup.co.in/facility-management-services https://silagroup.co.in/sila-interior-contracting https://silagroup.co.in/project-management-and-advisory https://silagroup.co.in/real-estate-development https://silagroup.co.in/blog https://silagroup.co.in/news https://silagroup.co.in/resources https://silagroup.co.in/clients https://silagroup.co.in/case-study https://silagroup.co.in/careers https://silagroup.co.in/contact
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priyankaravilla · 5 years
Text
PMP Classroom Training GlobalSkillup
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Abilities and not gender make a boss good or bad. Discuss
For Assignment Solution Contact
Casestudyhelp.in
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Principles and Practice of Management
 Case Studies
CASE STUDY (20 Marks)
Mr Saddhana, the president of International Machine Company, leaned back in his chair and reflected on the success of his firm, which produces and distributes a line of farm machines. That afternoon after the meeting with distributors from different territories,
Mr Saddhana was urged to introduce new models to satisfy the changing demands of the customers. The president, who had an engineering background, recognized the implications of the suggestions that came from distributors. Their implementation would require greater investments in research and development. Furthermore, the changes in the highly automated production line would be very costly indeed. Also, having a wider variety of models would require stocking many more spare parts. Depending on the kinds of changes, workers might need to be retrained. Reflecting on previous staff meetings, the president realized that sales and marketing people always wanted a greater variety of models but never acknowledged the costs involved in changing models. Consequently, the president decided against the introduction of new models. Instead, he considered improving the current models and reducing the cost and price. He felt that what the customer really wanted was value. Nevertheless, to test his judgement, the president asked a consultant for an opinion.
 Answer the following question.
 Q1. How would you state the mission of the enterprise?
 Q2. What do you think are the opportunities and threats in the external environment?
 Q3. How would you go about evaluating the strengths and weaknesses of the firm? What factors are critical to success or failure?
 Q4. It is often said that to be successful, an organization must be an open system. What does that mean and how does it apply to this case?
 CASE STUDY (20 Marks)
Mr.Kapi lMalhotra, a brand Manager with a leading textile company in Calcutta, came to Mumbai to attend a seminar. Among other participants he met his old friend Anil Madan, currently with a pharmacy company in Bangalore and decided to spend a day with him. As they discussed their office and work. Kapil suddenly said “ Actually our biggest regret is that my sincere work and efforts are never appreciated nor my superior performance is given due credit. In our organization, only the right connection can give
rewards” Anil replied , “ That happens in every organization, though I am fortunate to have a boss, for whom the work and efforts are more important than our mere submission to her views. Our Boss, Mrs.ReenaJian is one of the most capable person in the pharma industry today. Kapil was however not impressed. He said “ I for one, am sure that women at top positions are very demanding and complex. It’s quite strange that men in your organization are comfortable with her. As men find it very humiliating
and a blow to their ego to take orders from women bosses. Further he added, “Not only men, every women prefer male bosses and find women bosses a pain in the neck”. His opinion is neither unique nor isolated but typical mind set of majority of professionals, who view women bosses as a direct threat and incompetent, its so common a perception that often a woman has to prove at every step that she is capable and as competent as any man in her position. Anil then shared his own experience of having a female boss. “I feel she is as competent and capable as anybody else. She is highly qualified and mature with no overzealous need to prove herself or outperform other men to prove a point. She is perhaps the best negotiator and has an amazing ability to see things from our perspective. She has promoted team participation and involvement at all levels of the organization. Kapil reminded an article on participative management that says that autocratic managerial style is giving way to people oriented style; the article also said that women are more likely to succeed in the role of such leader.
 Answer the following question.
 Q1. What difference does it make if you work under a female superior?
 Q2. Abilities and not gender make a boss good or bad. Discuss.
 CASE STUDY (20 Marks)
Two of the leading manufacturers of high end mobile phones, Motorola, Inc. (Motorola) and Research in Motion Ltd. (RIM), had entered into an agreement in February 2008, whereby the two companies had agreed not to poach each other's employees. In September 2008, Motorola sued RIM and claimed for damages accusing the latter of poaching 40 of its employees in Florida. In December, RIM countersued Motorola accusing the company of illegally preventing it from hiring employees who had been fired from Motorola though the original agreement between the two companies had expired in August 2008. While experts are still divided on whether talent poaching is ethical, there has been a steep increase in employee poaching lawsuits across all sectors as employers are concerned with protecting their trade secrets . In December 2008, Research in Motion Ltd. (RIM) sued Motorola Inc.(Motorola) for, what it called, illegally preventing it from hiring employees that Motorola had laid off. According to RIM, the two companies had entered into an agreement in February 2008 on not hiring each other's employees or the newly separated ex employees. When Motorola announced layoffs in large numbers, RIM, attempted to hire and gain some engineers at a lower cost. RIM considered that the agreement had expired in August 2008 and prayed to the Chicago court for damages. RIM contended that despite the agreement having expired, Motorola had unlawfully extended the contract and prevented RIM from offering jobs to the fired Motorola employees.
 Answer the following question.
 Q1. Give an overview of the case.
 Q2. Discuss talent poaching and give reasons why talent poaching is illegal
  CASE STUDY (20 Marks)
The Regional Administrative office of a company was hastily set up. Victor a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadres of the administrative office were a mix of directly recruited officers and promote officers. Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on the job training because when results were not up to the expectations blame was brought on the Data Processing Cell. Victor realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and a system and procedures were blindly and randomly. Following First seminar Dcuhna conducted a one week training course for the clerical cadre, especially for juniors, freshly recruited clerks. The grand finale followed swiftly Dcuhna happened to ge annoyed with a female clerk. During the absence of her officer, who was on sick leave and ahd not been substituted by another officer, she bean submitting nil returns. Dcuhna took pains to explain her that certain topics a nil feedback was not tenable. The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. Dcuhna fired her and reported the situation to CRM. The other ladies were up in the arms against Dcuhna. The lady also complained to higher management that Dcuhna had no business to scold her, He countered that has been a male clerk in her place he would have scolded him too, when females enjoyed equal rights with males he was not impartial. Dcuhna
was transferred to another place rather than another department which was humiliating to him. A shocked and disillusioned Dcuhna quit the enterprise.
 Answer the following question.
 Q1. Diagnose the problem and enumerate the reasons for the failure of Dcuhna ?
 Q2. What could Dcuhna have done to avoid the situation in which he found himself ?
 For Assignment Solution Contact
Casestudyhelp.in
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Discuss talent poaching and give reasons why talent poaching is illegal
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
 Principles and Practice of Management
 Case Studies
CASE STUDY (20 Marks)
Mr Saddhana, the president of International Machine Company, leaned back in his chair and reflected on the success of his firm, which produces and distributes a line of farm machines. That afternoon after the meeting with distributors from different territories,
Mr Saddhana was urged to introduce new models to satisfy the changing demands of the customers. The president, who had an engineering background, recognized the implications of the suggestions that came from distributors. Their implementation would require greater investments in research and development. Furthermore, the changes in the highly automated production line would be very costly indeed. Also, having a wider variety of models would require stocking many more spare parts. Depending on the kinds of changes, workers might need to be retrained. Reflecting on previous staff meetings, the president realized that sales and marketing people always wanted a greater variety of models but never acknowledged the costs involved in changing models. Consequently, the president decided against the introduction of new models. Instead, he considered improving the current models and reducing the cost and price. He felt that what the customer really wanted was value. Nevertheless, to test his judgement, the president asked a consultant for an opinion.
 Answer the following question.
 Q1. How would you state the mission of the enterprise?
 Q2. What do you think are the opportunities and threats in the external environment?
 Q3. How would you go about evaluating the strengths and weaknesses of the firm? What factors are critical to success or failure?
 Q4. It is often said that to be successful, an organization must be an open system. What does that mean and how does it apply to this case?
 CASE STUDY (20 Marks)
Mr.Kapi lMalhotra, a brand Manager with a leading textile company in Calcutta, came to Mumbai to attend a seminar. Among other participants he met his old friend Anil Madan, currently with a pharmacy company in Bangalore and decided to spend a day with him. As they discussed their office and work. Kapil suddenly said “ Actually our biggest regret is that my sincere work and efforts are never appreciated nor my superior performance is given due credit. In our organization, only the right connection can give
rewards” Anil replied , “ That happens in every organization, though I am fortunate to have a boss, for whom the work and efforts are more important than our mere submission to her views. Our Boss, Mrs.ReenaJian is one of the most capable person in the pharma industry today. Kapil was however not impressed. He said “ I for one, am sure that women at top positions are very demanding and complex. It’s quite strange that men in your organization are comfortable with her. As men find it very humiliating
and a blow to their ego to take orders from women bosses. Further he added, “Not only men, every women prefer male bosses and find women bosses a pain in the neck”. His opinion is neither unique nor isolated but typical mind set of majority of professionals, who view women bosses as a direct threat and incompetent, its so common a perception that often a woman has to prove at every step that she is capable and as competent as any man in her position. Anil then shared his own experience of having a female boss. “I feel she is as competent and capable as anybody else. She is highly qualified and mature with no overzealous need to prove herself or outperform other men to prove a point. She is perhaps the best negotiator and has an amazing ability to see things from our perspective. She has promoted team participation and involvement at all levels of the organization. Kapil reminded an article on participative management that says that autocratic managerial style is giving way to people oriented style; the article also said that women are more likely to succeed in the role of such leader.
 Answer the following question.
 Q1. What difference does it make if you work under a female superior?
 Q2. Abilities and not gender make a boss good or bad. Discuss.
 CASE STUDY (20 Marks)
Two of the leading manufacturers of high end mobile phones, Motorola, Inc. (Motorola) and Research in Motion Ltd. (RIM), had entered into an agreement in February 2008, whereby the two companies had agreed not to poach each other's employees. In September 2008, Motorola sued RIM and claimed for damages accusing the latter of poaching 40 of its employees in Florida. In December, RIM countersued Motorola accusing the company of illegally preventing it from hiring employees who had been fired from Motorola though the original agreement between the two companies had expired in August 2008. While experts are still divided on whether talent poaching is ethical, there has been a steep increase in employee poaching lawsuits across all sectors as employers are concerned with protecting their trade secrets . In December 2008, Research in Motion Ltd. (RIM) sued Motorola Inc.(Motorola) for, what it called, illegally preventing it from hiring employees that Motorola had laid off. According to RIM, the two companies had entered into an agreement in February 2008 on not hiring each other's employees or the newly separated ex employees. When Motorola announced layoffs in large numbers, RIM, attempted to hire and gain some engineers at a lower cost. RIM considered that the agreement had expired in August 2008 and prayed to the Chicago court for damages. RIM contended that despite the agreement having expired, Motorola had unlawfully extended the contract and prevented RIM from offering jobs to the fired Motorola employees.
 Answer the following question.
 Q1. Give an overview of the case.
 Q2. Discuss talent poaching and give reasons why talent poaching is illegal
  CASE STUDY (20 Marks)
The Regional Administrative office of a company was hastily set up. Victor a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadres of the administrative office were a mix of directly recruited officers and promote officers. Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on the job training because when results were not up to the expectations blame was brought on the Data Processing Cell. Victor realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and a system and procedures were blindly and randomly. Following First seminar Dcuhna conducted a one week training course for the clerical cadre, especially for juniors, freshly recruited clerks. The grand finale followed swiftly Dcuhna happened to ge annoyed with a female clerk. During the absence of her officer, who was on sick leave and ahd not been substituted by another officer, she bean submitting nil returns. Dcuhna took pains to explain her that certain topics a nil feedback was not tenable. The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. Dcuhna fired her and reported the situation to CRM. The other ladies were up in the arms against Dcuhna. The lady also complained to higher management that Dcuhna had no business to scold her, He countered that has been a male clerk in her place he would have scolded him too, when females enjoyed equal rights with males he was not impartial. Dcuhna
was transferred to another place rather than another department which was humiliating to him. A shocked and disillusioned Dcuhna quit the enterprise.
 Answer the following question.
 Q1. Diagnose the problem and enumerate the reasons for the failure of Dcuhna ?
 Q2. What could Dcuhna have done to avoid the situation in which he found himself ?
 Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
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mediafocus-blog1 · 7 years
Text
Tencent backs Indian schooling start-up
New Post has been published on https://mediafocus.biz/tencent-backs-indian-schooling-start-up/
Tencent backs Indian schooling start-up
Tencent, Asia’s highest-valued tech organisation, has continued to spend money on India after it backed online training carrier Biju’s. The startup that includes the Chan Zuckerberg Initiative and Sequoia amongst its investors.
The length of the funding has not been disclosed, but a supply near the deal told TechCrunch that it values JU’s across the $800 million mark. Tencent has been less prolific in India than rival Alibaba, but its investments in a use of an include e-trade large Flipkart, healthcare firm Practo and chat app Hike.
Bangalore-primarily based JU’s operates a range of online instructions in India from college students from grades four-12 — it is known as after founder and previous trainer Byju Raveendran who started it in 2011. The organisation claims that it has 9 million students the usage of its apps, with 450,000 paying subscribers for the career average. It said it has turned worthwhile in the closing sector with annual revenue more than doubling to reach $40 million for the 2016-2017 length.
Its enterprise has attracted the hobby of many esteemed investors, which include Sequoia, which led a $seventy-five million funding final March. That was speedy accompanied by a $50 million spherical led by means of the Chan Zuckerberg Initiative — the philanthropic fund from Facebook CEO Mark Zuckerberg and his spouse Priscilla Chan — in September 2016. The World Bank’s IFC fund brought $15 million extra in December. All in all, Biju’s has raised more than $200 million from traders
“BY JU’S has emerged because of the clean leader within the Indian schooling-tech area. We percentage BY JU’S venture of reworking schooling by developing customised learning reviews for college kids,” Hongwei Chen, govt director of investment and M&A at Tencent, stated of the deal.
  Mark Zuckerberg commenting on an investment in JU’s closing year
JU’s has centred on growth this 12 months with two acquisitions of fellow India-based startups. The organisation sucked up profession steering provider Vidyarthi in January, after which TutorVista from U.S. Media massive Pearson in advance this month.
The latter transaction is brilliant for a few reasons. JU’s positioned the deal as a capability accelerator to permit growth into new markets — a vision the firm is outwardly moving towards — because of TutorVista’s range of offerings, which encompass digital content and data for college, take a look at guidance and offline education to college students, and management of K-12 faculties. JU’s also got its hands on Edurite, a commercial enterprise selling educational CDs and DVDs which TutorVista obtained in 2007.
Pearson paid around $one hundred fifty million over numerous investments to collect TutorVista. Its acquisition by means of Biju’s was by no means disclosed, but Indian tech media outlet The Ken claims it paid just $3 million for the deal. That could make it, probably, an excellent piece of business.
Expect more offers to come soon. JU’s stated this new cash from Tencent will move in the direction of product improvement and “inorganic increase through acquisitions.”
Bangalore – Breeding Ground of Innovative Startups
“Bangalore is one of the future faces of India – hello-tech, cosmopolitan and international in outlook. It is a top notch vicinity for British-Indian collaboration in technology, innovation, exchange and cultural relations.” – Ian Felton, Britain’s Deputy High Commissioner of Bangalore
Located in the south Indian Deccan Plateau, Bangalore is famous for its growing IT enterprise and cosmopolitan subculture. Bangalore leads IT export marketplace of India and houses over 250 ‘Fortune 500 Companies’. As one of the fastest developing IT facilities, the ‘Silicon Valley of India’ totally employs over 35% software program experts of u. S ..
With numerous high-tech software, generation, and R&D firms, the town contributes in large part to the direction of the boom of India’s GDP on the entire. After making its mark within the information technology zone, Bangalore is now growing its entrepreneurial base. The metropolis witnesses startup increase of 23% yearly and is one of the favourite commercial enterprise locations of India.
According to Venture Intelligence records, Bangalore gets most assignment investment within u. S . A .. In 2012, early-level start-ups of Bangalore obtained a complete challenge investment of $164 million. According to 34% respondents who participated in a survey conducted through your story.In in 2012, Bangalore emerged because of the leading startup middle of India.
Rise of Entrepreneurial Culture in Bangalore
Bangalore offers one of the high-quality ecosystems for the development of start-ups in India. The metropolis is home to numerous engineering colleges, clinical establishments, and different education facilities, which, alternatively, create a large pool of expertise every 12 months. Bangalore creates enough task opportunity for freshers and experienced IT experts yearly.
How Bangalore creates the satisfactory environment for start-ups in India?
Factors like ample useful resource, innovation, IT and developing the market, are liable for the boom of startups in Bangalore. Explore four predominant elements that have made this metropolis the entrepreneurial hub of India.
1. Best Cosmopolitan Culture: City has one of the satisfactory cosmopolitan cultures and people are acknowledged for their welcoming nature. As an assembly ground of several north & south Indian way of life, Bangalore has created a calming way of life of its very own.
2. Great Weather: Located at a height of three,000 feet above sea level, town witnesses quality weather all through the yr. Summers are neither too hot nor are winters too bloodless. Cool and calm weather of the city also draws million job seekers.
3. Economical Living Space: If you’re wondering that residing in Bangalore ought to feel a fortune, then you definitely are flawed. Living within the ‘IT Hub of India’ isn’t always costly. The city affords several cheap and satisfactory accommodation alternatives.
Four. The Presence of Industry leaders: Numerous industry leaders no longer simplest create adequate jobs within the town however additionally help Bangalore growth its economic power. With over 2 hundred ‘Fortune 500 corporations’, Bangalore is the largest process writer of India.
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Text
Diagnose the problem and enumerate the reasons for the failure of Dcuhna ,
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
 Principles and Practice of Management
 Case Studies
CASE STUDY (20 Marks)
Mr Saddhana, the president of International Machine Company, leaned back in his chair and reflected on the success of his firm, which produces and distributes a line of farm machines. That afternoon after the meeting with distributors from different territories,
Mr Saddhana was urged to introduce new models to satisfy the changing demands of the customers. The president, who had an engineering background, recognized the implications of the suggestions that came from distributors. Their implementation would require greater investments in research and development. Furthermore, the changes in the highly automated production line would be very costly indeed. Also, having a wider variety of models would require stocking many more spare parts. Depending on the kinds of changes, workers might need to be retrained. Reflecting on previous staff meetings, the president realized that sales and marketing people always wanted a greater variety of models but never acknowledged the costs involved in changing models. Consequently, the president decided against the introduction of new models. Instead, he considered improving the current models and reducing the cost and price. He felt that what the customer really wanted was value. Nevertheless, to test his judgement, the president asked a consultant for an opinion.
 Answer the following question.
 Q1. How would you state the mission of the enterprise?
 Q2. What do you think are the opportunities and threats in the external environment?
 Q3. How would you go about evaluating the strengths and weaknesses of the firm? What factors are critical to success or failure?
 Q4. It is often said that to be successful, an organization must be an open system. What does that mean and how does it apply to this case?
 CASE STUDY (20 Marks)
Mr.Kapi lMalhotra, a brand Manager with a leading textile company in Calcutta, came to Mumbai to attend a seminar. Among other participants he met his old friend Anil Madan, currently with a pharmacy company in Bangalore and decided to spend a day with him. As they discussed their office and work. Kapil suddenly said “ Actually our biggest regret is that my sincere work and efforts are never appreciated nor my superior performance is given due credit. In our organization, only the right connection can give
rewards” Anil replied , “ That happens in every organization, though I am fortunate to have a boss, for whom the work and efforts are more important than our mere submission to her views. Our Boss, Mrs.ReenaJian is one of the most capable person in the pharma industry today. Kapil was however not impressed. He said “ I for one, am sure that women at top positions are very demanding and complex. It’s quite strange that men in your organization are comfortable with her. As men find it very humiliating
and a blow to their ego to take orders from women bosses. Further he added, “Not only men, every women prefer male bosses and find women bosses a pain in the neck”. His opinion is neither unique nor isolated but typical mind set of majority of professionals, who view women bosses as a direct threat and incompetent, its so common a perception that often a woman has to prove at every step that she is capable and as competent as any man in her position. Anil then shared his own experience of having a female boss. “I feel she is as competent and capable as anybody else. She is highly qualified and mature with no overzealous need to prove herself or outperform other men to prove a point. She is perhaps the best negotiator and has an amazing ability to see things from our perspective. She has promoted team participation and involvement at all levels of the organization. Kapil reminded an article on participative management that says that autocratic managerial style is giving way to people oriented style; the article also said that women are more likely to succeed in the role of such leader.
 Answer the following question.
 Q1. What difference does it make if you work under a female superior?
 Q2. Abilities and not gender make a boss good or bad. Discuss.
 CASE STUDY (20 Marks)
Two of the leading manufacturers of high end mobile phones, Motorola, Inc. (Motorola) and Research in Motion Ltd. (RIM), had entered into an agreement in February 2008, whereby the two companies had agreed not to poach each other's employees. In September 2008, Motorola sued RIM and claimed for damages accusing the latter of poaching 40 of its employees in Florida. In December, RIM countersued Motorola accusing the company of illegally preventing it from hiring employees who had been fired from Motorola though the original agreement between the two companies had expired in August 2008. While experts are still divided on whether talent poaching is ethical, there has been a steep increase in employee poaching lawsuits across all sectors as employers are concerned with protecting their trade secrets . In December 2008, Research in Motion Ltd. (RIM) sued Motorola Inc.(Motorola) for, what it called, illegally preventing it from hiring employees that Motorola had laid off. According to RIM, the two companies had entered into an agreement in February 2008 on not hiring each other's employees or the newly separated ex employees. When Motorola announced layoffs in large numbers, RIM, attempted to hire and gain some engineers at a lower cost. RIM considered that the agreement had expired in August 2008 and prayed to the Chicago court for damages. RIM contended that despite the agreement having expired, Motorola had unlawfully extended the contract and prevented RIM from offering jobs to the fired Motorola employees.
 Answer the following question.
 Q1. Give an overview of the case.
 Q2. Discuss talent poaching and give reasons why talent poaching is illegal
  CASE STUDY (20 Marks)
The Regional Administrative office of a company was hastily set up. Victor a young executive was directly recruited to take charge of Data Processing Cell of this office. The data processing was to help the administrative office in planning and monitoring. The officer cadres of the administrative office were a mix of directly recruited officers and promote officers. Females dominated the junior clerical cadre. This cadre was not formally trained. The administrative office had decided to give these fresh recruits on the job training because when results were not up to the expectations blame was brought on the Data Processing Cell. Victor realized that the administrative office was heading for trouble. He knew that his task would not be easy and that he had been selected because of his experience, background and abilities. He also realized that certain functional aspects of the administrative office were not clearly understood by various functionaries, and a system and procedures were blindly and randomly. Following First seminar Dcuhna conducted a one week training course for the clerical cadre, especially for juniors, freshly recruited clerks. The grand finale followed swiftly Dcuhna happened to ge annoyed with a female clerk. During the absence of her officer, who was on sick leave and ahd not been substituted by another officer, she bean submitting nil returns. Dcuhna took pains to explain her that certain topics a nil feedback was not tenable. The lady reported that it was none of his business to tell her this. He should talk to her officer when the officer reports back from leave. Dcuhna fired her and reported the situation to CRM. The other ladies were up in the arms against Dcuhna. The lady also complained to higher management that Dcuhna had no business to scold her, He countered that has been a male clerk in her place he would have scolded him too, when females enjoyed equal rights with males he was not impartial. Dcuhna
was transferred to another place rather than another department which was humiliating to him. A shocked and disillusioned Dcuhna quit the enterprise.
 Answer the following question.
 Q1. Diagnose the problem and enumerate the reasons for the failure of Dcuhna ?
 Q2. What could Dcuhna have done to avoid the situation in which he found himself ?
 Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
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What was the geographical focus and why
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
 Marketing Management
 Case Studies
Case (20 Marks)
Eureka Forbes successfully introduced and sold for many years few models of vacuum cleaners through door–to door marketing. During the initial few years Eureka Forbes vacuum cleaners were not available at any dealer channel. These were sold only by direct marketing. Some experts attribute the success of Eureka Forbes to two factors: one, implementation of an effective sales management system & two, elimination of channel conflict by adopting only door to door selling even at a stage when durables were sold only through dealers. Scene1 It has been a common experience that well advertised & well organized trade fairs generate huge sales. Experts believe that people visit such trade fairs with a frame of mind that is favorably predisposed to making purchase decisions. Deriving a cue from the trade fairs, way back in 1980, a small & upstart computer manufacturer arranged “Road Shows” in metros & mini metros. It was a period when foreign computer vendors were asked to leave India; indigenous makes of computers were few; perception of people about computers were – highly expensive, complex to use, needed trained manpower to operate that was scarce & performance of the hardware was unreliable. Those were the early days of computer marketing when there were no dealers & manufacturers had to sell through their own sales team. Scene2 In the year 1999 Compaq Corp declared that its objective for the year is to become the Internet leader in the InfoTech industry. But for some strange reasons the rival company Dell took the lead in sale of PC’s over the Internet. They take just over three days to deliver a built to specs PC ordered via the net in the USA. Compaq, in the meanwhile, has behaved all muddled up in its Internet plan. The company made a tentative start, but recently announced that it has stopped selling its computers to internet only retailers worldwide. Such a move had a drastic effect on major players such as Siberian Outpost & Shopping.com, which derive much of their revenue from the sale of Compaq PC’s through their websites. On the other hand Compaq plans to purchase Shopping.com and merge it with the Alta Vista search engine on the net. Compaq also declared that its move to stop retailing on the net is not permanent & it will reexamine this policy after three months. So what exactly prompted Compaq to move away from what is apparently the direction in which all others are headed? Industry watchers say that Compaq’s regular stores were being hurt through online sales. Many online retailers sell items at just above the procurement cost, since they maintain low inventories and have hardly any overheads to take care of. This was turning out to be the competition to Compaq’s brick and mortar retailers, who cannot simply match those prices because of slow operations and high overheads. As against this Dell, who sold only through direct marketing, could derive immense advantage from Internet retailing. This was supplemented by a highly rated online customer support service.
   Answer the following question.
Q1. Explain channel conflicts. What lesson do you learn about selection of channel from the above scenes?
Q2. Compare the merits & demerits of selling by company’s own sales team, Dealer Channel & Direct Marketing?
 Case (20 Marks)
Till the dawn of the 21st century, lamp makers concentrated on the quantity of light, and the growth has been from incandescent to fluorescent, to high and low pressure gas discharge, to compact fluorescent lamps, etc. The main aim of lamp makers has been to maximize the use of energy, focusing on not cutting the lighting levels. Prakash lamps ltd (PRL) plans to introduce electronic ballast with a view to minimize energy loss in conventional fluorescent lighting. In conventional lighting, a ballast and a starter are essential for starting and running fluorescent lamps. The electronic ballast virtually eliminates this loss. Whereas the normal blast consumes 12 watts of power in the case of the electronic blast, it is as low as 2 to 3 watts. The lamp’s efficiency goes up by 7 to 8 per cent. The life of the tube goes up by 2000 to 3000 hours. There is also no need for a flicker star. PRL estimates a resultant saving of at least Rs.400 during the life of the tube. In addition, the electronic ballast is particularly useful in areas facing frequent fluctuations of voltage. The organized sector accounts for 75 million fluorescent lamp production. Industry sources estimate that, in the next 5 years, about 30 to 40 per cent of the lamps will have electronic ballast. A potential threat however is offered by the advent of compact fluorescent tubes. Nevertheless, PRL feels the compact tube’s high installation cost is a plus point for the electronic ballast fitted fluorescent tube, which will only entail an additional cost of Rs.200
  Answer the following question.
Q1. What marketing information will PRL need to decide whether the consumer will opt for the new product?
Q2. What should be the appropriate research technique that should be adapted to the required information? Explain.
 Case (20 Marks)
When HLL introduced Lifebuoy in the Indian market in 1895 (110 years ago) it was positioned as the soap that would destroy germs and keep the body healthy. The brand found the going tough especially in rural markets where most people were accustomed to without any soap. HLL then decided to project lifebuoy as soap for hand wash. The approach seemed is pay off. By 1900 Lifebuoy had established itself as soap for hand wash. At this stage, the brand’s inherent properties were expanded and lifebuoy was repositioned as bath soap. Health remained the benefit proposition. “Where there is lifebuoy, there is health”, become a popular jingle in rural India. The brand was also projected on the plank of economy. Much later, in 1964, the brand was relaunched with a change in shape and wrapper design. Lifebuoy started associated with sports. The health and body fitness dimension got reinforced HLL had many requirements to meet. It had to tap same of the emergency market needs. It had to play down the image of lifebuoy as villagers soap and it had to embrace to earnings from lifebuoy brand in the long term. HLL decided to meet these needs through line extensions such as: Lifebuoy personal, Lifebuoy plus, Lifebuoy gold, liquid lifebuoy and lifebuoy active.
 Answer the following question.
Q1. How did HLL Position lifebuoy in the beginning?
Q2. What was the geographical focus and why?
Q3. Explain why the brand was going tough in the market?
Q4. What are your views about HLL’s building line extensions?
 Case (20 Marks)
Sunshine Lumieres was established in 1992 in Bangalore, India to manufacture lamps mainly for household use. The company was established by Dr. Srinath Kashyap who had extensive experience in the lamp industry with the major multinational manufacturers in India and overseas. Sunshine was involved till now in manufacturing and supplying lamps for consumer and household use under various brands for the leading lamp companies. Dr. Kashyap was involved in looking after the manufacturing and marketing functions while his wife looked after the Finances and the HR functions. The Company had a total of 50 employees and grossed revenue of Rs.9 crores in 2005. The market in India was large and growing due to the increasing affluence and the massive rural electrification programmes of the Government. Post liberalization in 1992; the market dynamics slowly started changing due to increased competition from leading brands looking to capture larger market shares. Dr Kashyap felt it was time to diversify this business and get into newer product segments. The lamp industry can be classified into various segments like: Consumer household Lamps Industrial & Commercial lamps Specialty lamps like high intensity lamps used in Medical & Office Equipment Automotive lamps Miniature lamps Energy efficient lamps like CFL lamps, LED lamps etc. While the large MNCs were present in all segments, most local manufacturers were involved in the consumer and household lighting. Typically, household lamps sold at around US$0.25 per piece at the retail level while the Industrial and commercial lamps sold at prices upwards of US$25 per piece retail. Sunshine lumeries hired Dr. Mohan Das, a bright Engineer from IIT and MBA from a leading Business school. After working in some leading companies, Mohan felt it was time for him to exploit his innovative skills and create world class products. In a very short span of time after joining Sunshine, Dr. Das was able to produce some very interesting and technologically advanced products. Dr. Kashyap felt that over time , in low value products like lamps, the large MNC’s would be forced to give way to players from developing countries like China and India, who would over time establish the products under their own brands. Establishing the Sunshine brand over time was therefore vital for the future. Meanwhile, Mohan had designed a slew of new and innovative products – comparable with the best in their class in the world, in the energy efficient and Industrial lamp categories. Given suitable financial investments, these could take the company’s revenues to over Rs.100 crores by 2008 between the domestic and export markets. As he looked out of his office window, enjoying the light drizzle and cool breeze of Bangalore, Dr. Kashyap’s realized that he was at a point of inflexion. If the current opportunities were exploited fully, it could lead to great fortunes for himself and his family. He could even take the company public and unlock the value of his holdings. However, it would also mean that Sunshine would have to evolve into a professionally managed company and have a larger number of employees. He wondered how he should go about structuring his Sales and Distribution organization so as to grow manifold both domestically and overseas within the next three years before taking the company public. Dr. Kashyap was convinced that he needed to seek professional advice. He invited Dr. Vasant Rao, an old friend and leading Management expert in Bangalore to visit his office for a discussion on a broad game plan.
 Answer the following question.
Q1. How Dr. Kashyap should go about professionalizing & restructuring his organization?
Q2. Should the sales be organized on geographic or product basis?
Q3. Should be distribution be common for all products?
Q4. Should he have his own Sales and Distribution organizations in some countries?
  Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
  "s���
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Video
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Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
 Marketing Management
Case Studies
Case (20 Marks)
Eureka Forbes successfully introduced and sold for many years few models of vacuum cleaners through door–to door marketing. During the initial few years Eureka Forbes vacuum cleaners were not available at any dealer channel. These were sold only by direct marketing. Some experts attribute the success of Eureka Forbes to two factors: one, implementation of an effective sales management system & two, elimination of channel conflict by adopting only door to door selling even at a stage when durables were sold only through dealers. Scene1 It has been a common experience that well advertised & well organized trade fairs generate huge sales. Experts believe that people visit such trade fairs with a frame of mind that is favorably predisposed to making purchase decisions. Deriving a cue from the trade fairs, way back in 1980, a small & upstart computer manufacturer arranged “Road Shows” in metros & mini metros. It was a period when foreign computer vendors were asked to leave India; indigenous makes of computers were few; perception of people about computers were – highly expensive, complex to use, needed trained manpower to operate that was scarce & performance of the hardware was unreliable. Those were the early days of computer marketing when there were no dealers & manufacturers had to sell through their own sales team. Scene2 In the year 1999 Compaq Corp declared that its objective for the year is to become the Internet leader in the InfoTech industry. But for some strange reasons the rival company Dell took the lead in sale of PC’s over the Internet. They take just over three days to deliver a built to specs PC ordered via the net in the USA. Compaq, in the meanwhile, has behaved all muddled up in its Internet plan. The company made a tentative start, but recently announced that it has stopped selling its computers to internet only retailers worldwide. Such a move had a drastic effect on major players such as Siberian Outpost & Shopping.com, which derive much of their revenue from the sale of Compaq PC’s through their websites. On the other hand Compaq plans to purchase Shopping.com and merge it with the Alta Vista search engine on the net. Compaq also declared that its move to stop retailing on the net is not permanent & it will reexamine this policy after three months. So what exactly prompted Compaq to move away from what is apparently the direction in which all others are headed? Industry watchers say that Compaq’s regular stores were being hurt through online sales. Many online retailers sell items at just above the procurement cost, since they maintain low inventories and have hardly any overheads to take care of. This was turning out to be the competition to Compaq’s brick and mortar retailers, who cannot simply match those prices because of slow operations and high overheads. As against this Dell, who sold only through direct marketing, could derive immense advantage from Internet retailing. This was supplemented by a highly rated online customer support service.
   Answer the following question.
Q1. Explain channel conflicts. What lesson do you learn about selection of channel from the above scenes?
Q2. Compare the merits & demerits of selling by company’s own sales team, Dealer Channel & Direct Marketing?
 Case (20 Marks)
Till the dawn of the 21st century, lamp makers concentrated on the quantity of light, and the growth has been from incandescent to fluorescent, to high and low pressure gas discharge, to compact fluorescent lamps, etc. The main aim of lamp makers has been to maximize the use of energy, focusing on not cutting the lighting levels. Prakash lamps ltd (PRL) plans to introduce electronic ballast with a view to minimize energy loss in conventional fluorescent lighting. In conventional lighting, a ballast and a starter are essential for starting and running fluorescent lamps. The electronic ballast virtually eliminates this loss. Whereas the normal blast consumes 12 watts of power in the case of the electronic blast, it is as low as 2 to 3 watts. The lamp’s efficiency goes up by 7 to 8 per cent. The life of the tube goes up by 2000 to 3000 hours. There is also no need for a flicker star. PRL estimates a resultant saving of at least Rs.400 during the life of the tube. In addition, the electronic ballast is particularly useful in areas facing frequent fluctuations of voltage. The organized sector accounts for 75 million fluorescent lamp production. Industry sources estimate that, in the next 5 years, about 30 to 40 per cent of the lamps will have electronic ballast. A potential threat however is offered by the advent of compact fluorescent tubes. Nevertheless, PRL feels the compact tube’s high installation cost is a plus point for the electronic ballast fitted fluorescent tube, which will only entail an additional cost of Rs.200
  Answer the following question.
Q1. What marketing information will PRL need to decide whether the consumer will opt for the new product?
Q2. What should be the appropriate research technique that should be adapted to the required information? Explain.
 Case (20 Marks)
When HLL introduced Lifebuoy in the Indian market in 1895 (110 years ago) it was positioned as the soap that would destroy germs and keep the body healthy. The brand found the going tough especially in rural markets where most people were accustomed to without any soap. HLL then decided to project lifebuoy as soap for hand wash. The approach seemed is pay off. By 1900 Lifebuoy had established itself as soap for hand wash. At this stage, the brand’s inherent properties were expanded and lifebuoy was repositioned as bath soap. Health remained the benefit proposition. “Where there is lifebuoy, there is health”, become a popular jingle in rural India. The brand was also projected on the plank of economy. Much later, in 1964, the brand was relaunched with a change in shape and wrapper design. Lifebuoy started associated with sports. The health and body fitness dimension got reinforced HLL had many requirements to meet. It had to tap same of the emergency market needs. It had to play down the image of lifebuoy as villagers soap and it had to embrace to earnings from lifebuoy brand in the long term. HLL decided to meet these needs through line extensions such as: Lifebuoy personal, Lifebuoy plus, Lifebuoy gold, liquid lifebuoy and lifebuoy active.
 Answer the following question.
Q1. How did HLL Position lifebuoy in the beginning?
Q2. What was the geographical focus and why?
Q3. Explain why the brand was going tough in the market?
Q4. What are your views about HLL’s building line extensions?
 Case (20 Marks)
Sunshine Lumieres was established in 1992 in Bangalore, India to manufacture lamps mainly for household use. The company was established by Dr. Srinath Kashyap who had extensive experience in the lamp industry with the major multinational manufacturers in India and overseas. Sunshine was involved till now in manufacturing and supplying lamps for consumer and household use under various brands for the leading lamp companies. Dr. Kashyap was involved in looking after the manufacturing and marketing functions while his wife looked after the Finances and the HR functions. The Company had a total of 50 employees and grossed revenue of Rs.9 crores in 2005. The market in India was large and growing due to the increasing affluence and the massive rural electrification programmes of the Government. Post liberalization in 1992; the market dynamics slowly started changing due to increased competition from leading brands looking to capture larger market shares. Dr Kashyap felt it was time to diversify this business and get into newer product segments. The lamp industry can be classified into various segments like: Consumer household Lamps Industrial & Commercial lamps Specialty lamps like high intensity lamps used in Medical & Office Equipment Automotive lamps Miniature lamps Energy efficient lamps like CFL lamps, LED lamps etc. While the large MNCs were present in all segments, most local manufacturers were involved in the consumer and household lighting. Typically, household lamps sold at around US$0.25 per piece at the retail level while the Industrial and commercial lamps sold at prices upwards of US$25 per piece retail. Sunshine lumeries hired Dr. Mohan Das, a bright Engineer from IIT and MBA from a leading Business school. After working in some leading companies, Mohan felt it was time for him to exploit his innovative skills and create world class products. In a very short span of time after joining Sunshine, Dr. Das was able to produce some very interesting and technologically advanced products. Dr. Kashyap felt that over time , in low value products like lamps, the large MNC’s would be forced to give way to players from developing countries like China and India, who would over time establish the products under their own brands. Establishing the Sunshine brand over time was therefore vital for the future. Meanwhile, Mohan had designed a slew of new and innovative products – comparable with the best in their class in the world, in the energy efficient and Industrial lamp categories. Given suitable financial investments, these could take the company’s revenues to over Rs.100 crores by 2008 between the domestic and export markets. As he looked out of his office window, enjoying the light drizzle and cool breeze of Bangalore, Dr. Kashyap’s realized that he was at a point of inflexion. If the current opportunities were exploited fully, it could lead to great fortunes for himself and his family. He could even take the company public and unlock the value of his holdings. However, it would also mean that Sunshine would have to evolve into a professionally managed company and have a larger number of employees. He wondered how he should go about structuring his Sales and Distribution organization so as to grow manifold both domestically and overseas within the next three years before taking the company public. Dr. Kashyap was convinced that he needed to seek professional advice. He invited Dr. Vasant Rao, an old friend and leading Management expert in Bangalore to visit his office for a discussion on a broad game plan.
 Answer the following question.
Q1. How Dr. Kashyap should go about professionalizing & restructuring his organization?
Q2. Should the sales be organized on geographic or product basis?
Q3. Should be distribution be common for all products?
Q4. Should he have his own Sales and Distribution organizations in some countries?
  Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
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Video
(via Marketing Management(SPLZ)1 - Video Dailymotion)
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
 Marketing Management
Case Studies
Case (20 Marks)
Eureka Forbes successfully introduced and sold for many years few models of vacuum cleaners through door–to door marketing. During the initial few years Eureka Forbes vacuum cleaners were not available at any dealer channel. These were sold only by direct marketing. Some experts attribute the success of Eureka Forbes to two factors: one, implementation of an effective sales management system & two, elimination of channel conflict by adopting only door to door selling even at a stage when durables were sold only through dealers. Scene1 It has been a common experience that well advertised & well organized trade fairs generate huge sales. Experts believe that people visit such trade fairs with a frame of mind that is favorably predisposed to making purchase decisions. Deriving a cue from the trade fairs, way back in 1980, a small & upstart computer manufacturer arranged “Road Shows” in metros & mini metros. It was a period when foreign computer vendors were asked to leave India; indigenous makes of computers were few; perception of people about computers were – highly expensive, complex to use, needed trained manpower to operate that was scarce & performance of the hardware was unreliable. Those were the early days of computer marketing when there were no dealers & manufacturers had to sell through their own sales team. Scene2 In the year 1999 Compaq Corp declared that its objective for the year is to become the Internet leader in the InfoTech industry. But for some strange reasons the rival company Dell took the lead in sale of PC’s over the Internet. They take just over three days to deliver a built to specs PC ordered via the net in the USA. Compaq, in the meanwhile, has behaved all muddled up in its Internet plan. The company made a tentative start, but recently announced that it has stopped selling its computers to internet only retailers worldwide. Such a move had a drastic effect on major players such as Siberian Outpost & Shopping.com, which derive much of their revenue from the sale of Compaq PC’s through their websites. On the other hand Compaq plans to purchase Shopping.com and merge it with the Alta Vista search engine on the net. Compaq also declared that its move to stop retailing on the net is not permanent & it will reexamine this policy after three months. So what exactly prompted Compaq to move away from what is apparently the direction in which all others are headed? Industry watchers say that Compaq’s regular stores were being hurt through online sales. Many online retailers sell items at just above the procurement cost, since they maintain low inventories and have hardly any overheads to take care of. This was turning out to be the competition to Compaq’s brick and mortar retailers, who cannot simply match those prices because of slow operations and high overheads. As against this Dell, who sold only through direct marketing, could derive immense advantage from Internet retailing. This was supplemented by a highly rated online customer support service.
   Answer the following question.
Q1. Explain channel conflicts. What lesson do you learn about selection of channel from the above scenes?
Q2. Compare the merits & demerits of selling by company’s own sales team, Dealer Channel & Direct Marketing?
 Case (20 Marks)
Till the dawn of the 21st century, lamp makers concentrated on the quantity of light, and the growth has been from incandescent to fluorescent, to high and low pressure gas discharge, to compact fluorescent lamps, etc. The main aim of lamp makers has been to maximize the use of energy, focusing on not cutting the lighting levels. Prakash lamps ltd (PRL) plans to introduce electronic ballast with a view to minimize energy loss in conventional fluorescent lighting. In conventional lighting, a ballast and a starter are essential for starting and running fluorescent lamps. The electronic ballast virtually eliminates this loss. Whereas the normal blast consumes 12 watts of power in the case of the electronic blast, it is as low as 2 to 3 watts. The lamp’s efficiency goes up by 7 to 8 per cent. The life of the tube goes up by 2000 to 3000 hours. There is also no need for a flicker star. PRL estimates a resultant saving of at least Rs.400 during the life of the tube. In addition, the electronic ballast is particularly useful in areas facing frequent fluctuations of voltage. The organized sector accounts for 75 million fluorescent lamp production. Industry sources estimate that, in the next 5 years, about 30 to 40 per cent of the lamps will have electronic ballast. A potential threat however is offered by the advent of compact fluorescent tubes. Nevertheless, PRL feels the compact tube’s high installation cost is a plus point for the electronic ballast fitted fluorescent tube, which will only entail an additional cost of Rs.200
  Answer the following question.
Q1. What marketing information will PRL need to decide whether the consumer will opt for the new product?
Q2. What should be the appropriate research technique that should be adapted to the required information? Explain.
 Case (20 Marks)
When HLL introduced Lifebuoy in the Indian market in 1895 (110 years ago) it was positioned as the soap that would destroy germs and keep the body healthy. The brand found the going tough especially in rural markets where most people were accustomed to without any soap. HLL then decided to project lifebuoy as soap for hand wash. The approach seemed is pay off. By 1900 Lifebuoy had established itself as soap for hand wash. At this stage, the brand’s inherent properties were expanded and lifebuoy was repositioned as bath soap. Health remained the benefit proposition. “Where there is lifebuoy, there is health”, become a popular jingle in rural India. The brand was also projected on the plank of economy. Much later, in 1964, the brand was relaunched with a change in shape and wrapper design. Lifebuoy started associated with sports. The health and body fitness dimension got reinforced HLL had many requirements to meet. It had to tap same of the emergency market needs. It had to play down the image of lifebuoy as villagers soap and it had to embrace to earnings from lifebuoy brand in the long term. HLL decided to meet these needs through line extensions such as: Lifebuoy personal, Lifebuoy plus, Lifebuoy gold, liquid lifebuoy and lifebuoy active.
 Answer the following question.
Q1. How did HLL Position lifebuoy in the beginning?
Q2. What was the geographical focus and why?
Q3. Explain why the brand was going tough in the market?
Q4. What are your views about HLL’s building line extensions?
 Case (20 Marks)
Sunshine Lumieres was established in 1992 in Bangalore, India to manufacture lamps mainly for household use. The company was established by Dr. Srinath Kashyap who had extensive experience in the lamp industry with the major multinational manufacturers in India and overseas. Sunshine was involved till now in manufacturing and supplying lamps for consumer and household use under various brands for the leading lamp companies. Dr. Kashyap was involved in looking after the manufacturing and marketing functions while his wife looked after the Finances and the HR functions. The Company had a total of 50 employees and grossed revenue of Rs.9 crores in 2005. The market in India was large and growing due to the increasing affluence and the massive rural electrification programmes of the Government. Post liberalization in 1992; the market dynamics slowly started changing due to increased competition from leading brands looking to capture larger market shares. Dr Kashyap felt it was time to diversify this business and get into newer product segments. The lamp industry can be classified into various segments like: Consumer household Lamps Industrial & Commercial lamps Specialty lamps like high intensity lamps used in Medical & Office Equipment Automotive lamps Miniature lamps Energy efficient lamps like CFL lamps, LED lamps etc. While the large MNCs were present in all segments, most local manufacturers were involved in the consumer and household lighting. Typically, household lamps sold at around US$0.25 per piece at the retail level while the Industrial and commercial lamps sold at prices upwards of US$25 per piece retail. Sunshine lumeries hired Dr. Mohan Das, a bright Engineer from IIT and MBA from a leading Business school. After working in some leading companies, Mohan felt it was time for him to exploit his innovative skills and create world class products. In a very short span of time after joining Sunshine, Dr. Das was able to produce some very interesting and technologically advanced products. Dr. Kashyap felt that over time , in low value products like lamps, the large MNC’s would be forced to give way to players from developing countries like China and India, who would over time establish the products under their own brands. Establishing the Sunshine brand over time was therefore vital for the future. Meanwhile, Mohan had designed a slew of new and innovative products – comparable with the best in their class in the world, in the energy efficient and Industrial lamp categories. Given suitable financial investments, these could take the company’s revenues to over Rs.100 crores by 2008 between the domestic and export markets. As he looked out of his office window, enjoying the light drizzle and cool breeze of Bangalore, Dr. Kashyap’s realized that he was at a point of inflexion. If the current opportunities were exploited fully, it could lead to great fortunes for himself and his family. He could even take the company public and unlock the value of his holdings. However, it would also mean that Sunshine would have to evolve into a professionally managed company and have a larger number of employees. He wondered how he should go about structuring his Sales and Distribution organization so as to grow manifold both domestically and overseas within the next three years before taking the company public. Dr. Kashyap was convinced that he needed to seek professional advice. He invited Dr. Vasant Rao, an old friend and leading Management expert in Bangalore to visit his office for a discussion on a broad game plan.
 Answer the following question.
Q1. How Dr. Kashyap should go about professionalizing & restructuring his organization?
Q2. Should the sales be organized on geographic or product basis?
Q3. Should be distribution be common for all products?
Q4. Should he have his own Sales and Distribution organizations in some countries?
  Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
0 notes