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BONDDONRAJ`S CASE STUDIES

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BONDDONRAJ`S CASE STUDIES - June 17th, 2006

HI FRINDS I SHALL BE ATTACHING VARIOUS CASE STUDIES HERE KINDLY I NEED DISSCUSSION IN EACH
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Re: BONDDONRAJ`S CASE STUDIES - June 18th, 2006

case 2
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Re: BONDDONRAJ`S CASE STUDIES - June 18th, 2006

case 3
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Re: BONDDONRAJ`S CASE STUDIES - June 18th, 2006

case 3
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Re: BONDDONRAJ`S CASE STUDIES - July 25th, 2006

case4
abstract--If RK gets involved, I will see a bigger role. But, so far, I have played translator to the offsite development team — you know stuff like ‘What is ARPU? What is VAS?’. Hiring me for that is like using a sledgehammer to kill flies. Only once, someone asked me to throw in some telecom jargon, so that the proposal to the client looks impressive. I ended up rehashing the whole proposal as the telecom process was misunderstood in the draft.

“But whatever, as an activity, this is limited to the start of any project and, therefore, I am usually at a loose end. For FCs, in the true meaning of the word, to be effective, they need to be exposed to clients, be seen and heard — which, I expect, will start once RK reads my email.”
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Re: BONDDONRAJ`S CASE STUDIES - July 25th, 2006

abstract----
What about other crops? It’s a mixed picture at best. On the one hand, production in crops like rice, jowar and bajra is expected to be good this year. Overall, the area under kharif crops as of the last week of June is 2 per cent higher than last year. The area under both cereals and pulses are up by 9 per cent. And although a bumper sugar crop is expected this year, a trader says he expects a substantial chunk of the crop to be pre-empted for ethanol production.

On the other hand, the area under oilseeds is down by over 22 per cent due to the weak spread of the monsoon till the end of June. India is one of the world’s largest vegetable oil importers. The US Department of Agriculture has forecast that India’s imports are likely to rise 10 per cent in 2006-07 even as total domestic production remains flat. At the same time, global oilseed output is expected to be lower than last year’s.

This year, the Indian Meteorological Department has predicted a ‘deficient’ monsoon with rainfall at 92 per cent of the long-term average. Throw in its erratic nature and the fact that it has advanced in fits and starts, and you have a worried lot of traders and farmers.
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Re: BONDDONRAJ`S CASE STUDIES - July 25th, 2006

Zooming crude oil prices and tensions in the Middle East were responsible for the across-the-board selling that spooked the stockmarket early last week. Foreign institutional investors sold heavily, dragging the market down with them. But there’s good news. Mutual funds (MFs) are sitting on cash not only in India but also across the world, and they could spark a rally once tensions abate and oil prices stabilise.
Take a look at the numbers. The scare stories blaming widespread redemptions by MFs are not true. According to monthly data from the Association of Mutual Funds of India (AMFI), growth-oriented MFs, which invest in equities, did face redemption pressures, but only Rs 1,300 crore went out in June. The funds say that they haven’t faced any redemption pressures. “This time investors have behaved quite maturely; and remember this market fall has happened amid thin volumes,” says Nilesh Shah, CIO, Prudential ICICI MF. But the data also points out that in June, MFs sold equities worth Rs 2,000 crore. Why the discrepancy? Clearly, funds are playing safe.

Reliance Equity, which collected around Rs 6,000 crore in March, is still sitting on 30 per cent cash holding. Similarly, Sundaram Rural Fund, which collected around Rs 1,200 crore in April, doesn’t seem to have invested over Rs 600 crore till June-end. “There has been constant pressure on us to keep the net asset value (NAV) around Rs 10. So, rather than risking it in a volatile market, we have kept the money in the pocket,” says a fund manager. The strategy has worked for some. At least 21 funds are quoting at an NAV of less than Rs 9 as on 19 July 2006.

The latest Merrill Lynch global survey shows that 31 per cent of fund managers are cash overweight, a level last seen post 9/11. But these high levels are a positive sign because just a few days of good news could trigger investments again.
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Re: BONDDONRAJ`S CASE STUDIES - July 25th, 2006

Rajiv Parikh, a successful silicon valley entreprenuer and founder of hugely successful Altavista Business Solutions Group, saw the value of search engine marketing while working with a number of start-ups in the US. Most mid-sized firms, he found, simply wasted their valuable marketing dollars because they had no easy way to measure marketing spend, across offline and online media channels, with results in a continuous improvement manner.

Partnering with Soumya Ravi, an acknowledged search engine marketing consultant and a qualified Google Adwords Professional, Rajiv formulated a test benchmark that could allow organizations to measure marketing spend with results. Customer acquisition and lead generation could be finally be accomplished in a targeted and results-oriented fashion.

Position2 was thus formed in 2005 to bring the results-oriented metrics to growing and mid-size clients around the world. The VC-backed company was funded by Erasmic Venture Fund, an innovative US/India VC fund and a high profile group of Silicon Valley angels. Position2 has since then built a strong reputation for high-quality, client-focused infrastructure that enable clients of all sizes to reach their customer acquisition goals using advanced search engine marketing techniques and tools.

Expanding through select acquisitions, Position2 has since its inception acquired CCG, a strong US-based search engine marketing company and more recently Webshastra, an online marketing services pioneer in India. Webshastra built the first Indian advertising network and grew its business primarily through online advertising work for large multinational firms. Webshastra's proprietary real-time tracking tool and ad-serving capability is used by a number of ad agencies and clients to consolidate reporting and enable actionable analytics.
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Re: BONDDONRAJ`S CASE STUDIES - July 25th, 2006

abstract from the case study from exl ...the objective of public relation campaign was to bring wide spread awareness ....
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Re: BONDDONRAJ`S CASE STUDIES - July 25th, 2006

RANBAXY

This is a period of struggle and self-discovery for the Indian drug industry. And even more so for the leader of the pack, Ranbaxy. It has just been a year since a new team — CEO Brian Tempest and president and major shareholder, Malvinder Singh — took charge at the drugmaker and already, they are under pressure. For CEO-in-waiting Malvinder Singh, this must seem like trial by fire. Most independent observers now consider Ranbaxy’s target of reaching $2 billion in turnover by 2007 difficult to achieve, but Malvinder is still sticking by it. If he hits the target, he would have proved a point: that Malvinder Singh’s Ranbaxy is as much of a path-breaker as Parvinder Singh’s Ranbaxy was.

This is going to be no easy task, of course, because the assumptions that underpinned the $2 billion target have fallen off. The generics opportunity in the US is no longer as attractive as it used to be because Big Pharma has learnt how to fend off challengers like Ranbaxy much better. To remain on course, Ranbaxy will have to come up with a different line of attack. Increasingly, it seems that could involve a big acquisition or merger.

“A major acquisition could make Ranbaxy one of the top generics players in the world, increasing its clout in trade and enabling it to protect its margins,” says special correspondent Gauri Kamath, who has tracked the industry closely for years. A big acquisition will come with its own problems, but what is clear is that Ranbaxy’s new management is open to all options — even merging with a company bigger than itself.

The dilemma that Ranbaxy faces is the same that the rest of the Indian drug industry faces: what new opportunities do you prise open when the generics window begins to close? That Ranbaxy’s answer revolves around “size” begs another question: are Indian pharma leaders not paying enough attention to the newer opportunities that genetic technology is beginning to open up? The answer to that, of course, lies in the future.
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