BONDDONRAJ`S CASE STUDIES

bonddonraj

MP Guru
HI FRINDS I SHALL BE ATTACHING VARIOUS CASE STUDIES HERE KINDLY I NEED DISSCUSSION IN EACH:tea:
 

Attachments

  • MobilizingSME1.ppt
    796.5 KB · Views: 36
  • Outsourcing1.ppt
    83.5 KB · Views: 30

bonddonraj

MP Guru
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.”
 

Attachments

  • Subir Kumar smiled as he read an engaging article on The Hindu Online.doc
    42 KB · Views: 17

bonddonraj

MP Guru
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.
 

Attachments

  • IT has been almost a month since the government banned exports of wheat and pulses.doc
    24 KB · Views: 20

bonddonraj

MP Guru
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.
 

bonddonraj

MP Guru
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.
 

bonddonraj

MP Guru
abstract from the case study from exl ...the objective of public relation campaign was to bring wide spread awareness ....
 

Attachments

  • intransa case study.pdf
    478.8 KB · Views: 55

bonddonraj

MP Guru
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.
 

bonddonraj

MP Guru
:tea: abstract---

Our story does not presuppose government intervention; Indian industry would develop anyway. But we can hint at the immense possibilities if it does provide a helping hand. Airlines in India are supposed to be one of the largest customers for civil aircraft in the future. Aviation experts are already talking about orders between $35 billion to $50 billion in the next 20 years. What can happen if the government insists on at least a 20 per cent offset development or manufacture for these orders?
 

Attachments

  • No one would regard N.doc
    131.5 KB · Views: 10

bonddonraj

MP Guru
abstract--

this unwarranted arrogance? Mahbubani does not believe so. "Yes, arrogance would be a concern. But I think it is better to have pride and confidence than be submissive and fatalistic. I place a lot of emphasis on cultural factors. You cannot succeed unless you believe you can succeed," he says. It is a similar current of confidence that he now sees coursing through India. The Indian economy, Mahbubani says, will gain in size and confidence in the coming decades. He adds that "a few others like Goldman Sachs" too say that the Indian economy is headed for bigger things.

Mahbubani cites was put out in October 2003 and is among a string of recent research reports on the long-term prospects of the Indian economy - and perhaps the best known. The rosy forecasts have a lot in common.
 

Attachments

  • long race.doc
    80 KB · Views: 6

bonddonraj

MP Guru
what if rs is falling

abstract----

But this isn't the first time the rupee has fallen so sharply against the greenback these last three years. Between April and September last year, the rupee fell by as much as 6 per cent before bouncing back up. "People hope that something like that will happen this time around too," says Bansal, which is why we see importers still not covering.
 

Attachments

  • what if rs is falling.doc
    265 KB · Views: 6

bonddonraj

MP Guru
what if doller is falling

abstract--As for the question on where the rupee will be against the dollar, that depends on whether the dollar will continue to appreciate against all the major currencies. The dollar has gone from strength to strength, mainly because the US Federal Reserve has been raising interest rates. And most analysts expect the US central bank to continue to tighten its Fed Funds rate to at least 4.75 per cent, or another 75 basis points
 

Attachments

  • what if doller is falling.doc
    70.5 KB · Views: 10

bonddonraj

MP Guru
Chief executive officers (CEO) and chief finance officers (CFO) are well aware that market capitalisation represents a corporation's future value, whereas book value indicates the current value of net physical assets. The difference is explained by intangibles like goodwill, market leadership and patents. These intangibles contribute to the latent value of a corporation.
Over time, the latent value of corporations has been increasing phenomenally. Take Infosys, whose share price is around Rs 2,650, while its book value per share is only Rs 192. This implies that the ratio of price to book value of the company is about 14 times. In other words, intangibles represent a whopping 93 per cent of the share price!

One may justify this disparity as a natural factor in knowledge-based industries like IT or biotechnology. But even some traditional brick and mortar industries are clocking similar ratios. For Maruti Udyog, the price-to-book value ratio is about four times, and intangibles represent 74 per cent. The global scenario endorses this fact even more emphatically. An analysis of flagship Standard & Poor Index of the US illustrates that the value of intangibles of its listed companies has risen to 85 per cent in 2000 from a mere 20 per cent in 1980.

Yet, most CEOs and CFOs spend most of their bandwidth in managing current value by analysing financial reports and balance sheets rather than the increasingly important latent value. The list of intangibles contributing to latent value is expanding to include technology, human capital, brands, processes and customer loyalty - together called intellectual capital. There is a need for CEOs and CFOs to understand issues relating to management of intellectual capital and unearth the latent value of their corporations. However, till recently, there haven't been tools or methodologies to measure and manage intellectual capital.

It is clear that traditional command and control mechanisms and systems driven by policy, budget and procedure will not work for measuring intellectual capital. For example, human capital is distinctive in that the true owner of the capital (the employee) decides anew, each and every day, how much capital he/she wishes to invest. Can traditional command and control metrics really measure and motivate this investment of capital by the employee each day?

Similarly, risk management and, therefore, corporate governance cannot be restricted to protecting and nurturing physical assets. This means, for example, that traditional asset insurance and internal controls are not adequate to protect the full value of organisations. New forms of risk management and response-mechanisms are needed.

Increasingly, corporations and regulatory bodies throughout the world are recognising this perilous divide between historical financials and future value. They are taking steps to bridge the gap. Scandinavian countries have led the effort in this field. Thought leaders like Karl Sveiby, Leif Edvinsson and Goran Roos have researched the science of intellectual capital in recent years. They have developed methodologies and tools like 'IC Rating' and 'IC Value' to measure intellectual capital, and have refined earlier tools like the balanced scorecard. Even governments have started taking cognizance of latent value, and they are now enacting guidelines akin to financial reporting. Denmark is the first country to stipulate guidelines for reporting on intellectual capital.

India Inc. has also begun to look into their latent value and manage intellectual capital in a formal way. Companies like Infosys, MindTree and even e4e are pioneering these efforts. In its annual report, Infosys states the value of its human capital and brand, while e4e and MindTree are working on their IC Rating.

Most certainly, the time has come for serious efforts to manage intellectual capital and unleash the latent value of corporations.
 

bonddonraj

MP Guru
EXEROS

abstract--the business enviornment is constantly changing.........while overall staments of these projects.......and transformed betweent these projects and data......READ ON ITS INTERESTING:tea:
 

Attachments

  • wp_Exeros_Overview_001.pdf
    168 KB · Views: 18
Top