Project Report on Kataria Automobiles Ltd.

This project report on Kataria Automobiles Ltd. covers all the basic and important aspects regarding Marketing, Management and Finance of Kataria Automobiles Ltd. KATARIA is a pioneer and leader in the Marketing, Supply Chain and Warehouse Management in India. It was the revolutionary approach adopted by KATARIA that helped launch many path-breaking initiatives in the logistics segment and many were the firsts for the Indian market. This project will tell you about company operations, marketing techniques, procedures and about achievements and future plans of the organizations.

Organizational Structure:

Marketing Mix:

There are the burning problems in front of marketing executive marketing research helps in gathering the useful information in this regard. Marketing research is very useful to the organization because based on facts, decision can be taken promptly.

This project is being developed with the help of different other projects and by taking information from encyclopedia websites and from the website of Kataria Automobiles Ltd.
References: 
Name: kotadiya chirag j.
Class:  T.Y. B.B.A.
Academic year: 2009-10
Roll No: 26
Collage: shree gyanyagna collage of science of management, Rajkot

Name: SURYAVANSHI NILESH G.
Class: MBA
College: CENTRE FOR DISTANCE EDUCATION BHARATHIDASAN UNIVERSITY THIRUCHIRAPPALLI – 620023
Session: 2009-2010

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Final Thesis on Sales Channel in Airline Industry

This final thesis report covers the decision situation of a producer when confronted with the question whether to use Internet as a new sales channel or not. Three areas of consideration in that decision are: The relationship to the intermediaries, the added value in the traditional channel versus the Internet channel, and financials.

The study examined these issues in the airline industry. The traditional sales channel in the airline industry includes two intermediaries between the airline and end customer. The first is the GDS (Global Distribution System), there are four dominating actors in the world; Worldspan, Amadeus, Sabre, and Galileo.

The Characteristics of the airline industry include:

• Low differentiated commodity product with high service content.

• High competitiveness among incumbent companies.

• Low margins, 1-2% net profits versus 5% for the average industry in the US.

• High capital intensity.

• High information intensity, (both the value chain and content of the product).

The airline industry has gone through a change process beginning with the
deregulation of the market. This happened in 1978 in the US, and in 1990 in
Europe. This lead to increased competition on flight routes. Since the industry
became an almost perfect market, with the airlines as price takers, no single
airline could increase its prices due to the competitive pressure. Cost cutting was the only way to increase an airline’s profit. Internet emerged as a way of
reducing the sales costs, counting for 14% of the total costs in 1997 the third
largest cost of an airline. Cost reduction was the prime reason for the
implementation of the Internet direct channel.

Scientific Theory and Methodology:

Benefits:

Frame Of Reference:

Sales Framework:

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LG MARKETING PROJECT | Market report on LG

A few companies like Kelvinator, Godrej, Alwyn, and Voltas were the major players in the consumer durables market before the liberalization of the Indian economy, accounting for no less than 90% of the market. Then, after the liberalization, foreign company like LG, Sony, Samsung, Whirlpool, Daewoo, and Aiwa came into the picture. Now, these companies has controlled the major share of the consumer market. Consumer durables market is expected to grow at 10-15% in 2007-2008. 

The company was originally established in 1958 as Gold Star, producing radios, TVs, refrigerators, washing machines, and air conditioners. LG Electronics is one of the leading companies in the field of electronics with a global presence in many countries.Before briefing, we have divided the introduction part into three main sub parts. LG Global, LG India, LG etc. Here we are going to share you a marketing project of LG company which will help you to analysis the current market position of LG company which was prepared by a student. Lets have a look

LG Electronics is a company that thrives on innovation. Its products and technologies enhance lives and introduce our customers to a whole new world of creative designs.
They are committed to finding new ways to make your life better and easier-through simple user interfaces, stylish designs and intelligent, state-of-the-art technology.

Objective of the project

Primary objective

You will find out the market share of the LG and also calculate the display share. Positional dealer who can sale the LG product in large volume. You will Identify potential dealer and development these dealer. So LG can make them their direct dealer. The problem faced by the dealer in sales and the distribution.

Secondary objective

You will find out that how far the exhibitions are helpful in branding, While purchasing the consumer durables which parameter is most important for the consumer, Do the consumers prefer the financial facility for buying consumer durable. Frequently consumers change the consumer durable. enhances the knowledge of consumer durable market, increases the knowledge consumer durable product of LG, enhances the knowledge about the marketing and branding activity.

History of LG Company

The company was originally established in 1958 as Gold Star

1958-1969-GoldStar The Electronics Industry Dream

1970-79 GoldStar symbol of The Technolgoy

1980-88 :- INTERNATIONALIZATION

1989-94  INOVATION

1995-98 GLOBAL LEADERS LG ELECTRONICS

1999-2003-DIGITAL MANAGEMENT

2004-2006 GREAT PEOPLE GREAT DESIGN

2007-THE PEOPLE COMPANY

The LG Group was a merger of two Korean companies, Lucky and Gold Star, from which the abbreviation of LG was derived. The current "Life's good" slogan is a backronym. Before the corporate Name change to LG, household products were sold under the Brand name of Lucky, while electronic products were sold under the brand name of Gold Star. The Gold Star brand is still perceived as a discount brand.

In 1995, Gold Star was renamed LG Electronics, and acquired Zenith Electronics of the United States.

STRATEGIC ALLIANCE

LG Electronics is making technical advances and identifying business opportunities through various associative relationships with some of the world's leading companies.

LG Electronics will do its best to create new products and services with an open mind, while developing new technologies and business fields through various associations with some of the world's most successful companies.

1. 3M
2. SUN
3. YAHOO
4. PHILLIPS
5. TOYOTA
6. MICROSOFT
7. HP
8. GOOGLE
9. GE
10. INTEL
11. NORTEL
12. HITACHI
13. PRADA
14. RENESAS
15. TOSHIBA
16. BESTBUY

Code of conduct of LG

Responsibility and obligations to customers 

• Respect for Customers
• Creating Value
• Providing Value

Fair competition

• Pursuit of Free Competition
• Compliance with Laws and Regulations

Fair Transaction

• Equal Opportunity
• Fair Transaction Procedure
• Support and Aid for Business Partners

Basic Ethics for Employees

• Basic Ethics
• Completion of Duty
• Self Development
• Fairness in Performance
• Avoidance of conflict with company interest

Corporate Responsibilities to employees

• Respect for human dignity
• Fair Treatment
• Promoting Creativity

Responsibilities to society and country

• Rational Business Development
• Protection of stock holder interest
• Contribution to social development
• Environmental Conservation

LG INDIA

LG Electronics India Pvt. Ltd., a wholly owned subsidiary of LG Electronics, South Korea was established in January 1997 after clearance from the Foreign Investment Promotion Board (FIPB). LG set up a state-of-the art manufacturing facility at Greater Noida, near Delhi, in 1998, with an investment of Rs 500 Crores.

LG corporate office is located at Plot no.51, Udyog Vihar, Kasna Road, Greater Noida, India. This facility manufactured Color Televisions, Washing Machines, Air-Conditioners and Microwave Ovens.

RECOMMENDATIONS AND SUGGESTIONS:

1. LG should improve it’s after sale service because its hits badly LGs market share in  region.
2. More detailed customaries service is to be provided.
3. The training to in shop demonstration should be given at frequent time interval and feed back should be considered positively.
4. The company should look into the matter of person hiring for in shop demonstration. A big LG showroom should have at least 2 such kind of person.
5. LG should try new dealer who have the potential. So they can target more market.
6. As there is a bottle neck competition between Samsung and LG, it is necessary to take measure steps to overcome the area of downfall in LG with respect to Samsung.
7. The marketing managers should make better relations with dealers and reputation of the company.
8. Customer considers quality as their first preference, so the company should give more stress on this.
9. The switching of customer from LG product to other brand is due to the bed after sell service in shop.
10. The product is well aware and it is on top of mind of customer. 

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Financial Position of Telenor Group | Interim Report Q2 2010

Telenor is one of the leading group in telecommunication operation in all over the world that's why it's financial report is strong as compare to other. Here we are going to share you Q2 2010 Interim report (January-June 2010) lets have a look. As this report represents financial position of Telenor group so have following highlights Interim report, Telenor’s operations, Group overview ,Outlook for 2010, Condensed interim financial information, Notes to the consolidated interim financial statements and Responsibility statement. The statements below are related to Telenor’s development in the second quarter of 2010 compared to the second quarter of 2009, unless otherwise stated. All comments on EBITDA are made on development in EBITDA before other income and expenses (other items).





Financial position 

• During the first half of 2010, non-current assets increased by NOK 15.7 billion, primarily due to an increase in the carrying amounts of associated companies mainly resulting from the contribution of Kyivstar to VimpelCom Ltd. The increase in carrying amounts resulted from the step-up to fair value on the shares received in consideration for Kyivstar.
• Net interest-bearing liabilities decreased by NOK 0.8 billion to NOK 25.5 billion, as a result of a NOK 3.1 billion increase in cash and cash equivalents. The increase was largely attributable to strong operating cash flow, partly offset by new debt in Uninor of NOK 2.2 billion.
• As of 30 June 2010, the Norwegian Krone had depreciated against most of the functional currencies of Telenor’s foreign subsidiaries and associated companies when compared to 31 December 2009. Total equity increased by NOK 13.9 billion to NOK 99.0 billion. The increase is due to strong earnings and positive translation effects contributing to a total comprehensive income of NOK 18.9 billion for the period, partly offset by total dividends declared of NOK 5.3 billion to equity holders of Telenor ASA and non-controlling interests in subsidiaries.

Cash flow

• The net cash inflow from operating activities in the first half of 2010 was NOK 13.8 billion, a decrease of NOK 4.2 billion. Income taxes paid amounted to NOK 3.2 billion, an increase of NOK 1.8 billion due to the jointly taxed Norwegian entities being in a tax paying position from the end of 2009. Dividends received decreased by NOK 3.2 billion, related to high dividend payments from Kyivstar in 2009. The positive change in working capital of NOK 3.2 billion was mainly related to revenue share accruals in DTAC and strong cash inflow resulting from a high level of receivables in the fourth quarter of 2009 and prepayments in the second quarter of 2010.
• The net cash outflow from investing activities in the first half of 2010 was NOK 8.6 billion, of which NOK 7.1 billion was related to intangible assets and property, plant and equipment. Paid capex was higher than reported capex, related to the network roll-out in Uninor as well as high capex payables in Pakistan at year-end 2009. The acquisition of C More Group AB amounted to gross cash outflow of NOK 1.1 billion.
• The net cash outflow from financing activities in the first half of 2010 was NOK 3.3 billion. This was mainly attributable to payment of dividends to equity holders of Telenor ASA and non-controlling interests in subsidiaries, partly offset by net proceeds relating to interest-bearing liabilities.
• Cash and cash equivalents increased by NOK 3.1 billion to NOK 14.6 billion as of 30 June 2010.

Transactions with related parties
For detailed information on related party transactions refer to Note 34 in Telenor’s Annual Report 2009. In addition to transactions described in the Annual Report the following new significant related party transactions occurred in 2010:

• On 13 January 2010, the extraordinary general meeting of shareholders of Kyivstar approved additional dividends of UAH 0.8 billion (approximately NOK 0.5 billion) for the fiscal year of 2008, of which Telenor has received its appropriate share of approximately NOK 230 million. The dividend distributed is a proportion of total net profit of UAH 5.1 billion for the fi scal year of 2008.
• On 21 April 2010, VimpelCom Ltd. successfully completed the Exchange Offer for OJSC VimpelCom shares and American Depository Shares. As part of the transaction, Telenor’s shares in Kyivstar was transferred to VimpelCom Ltd. and a gain of approximately NOK 6.5 billion has been recognized in the second quarter of 2010.
• On 11 May 2010, at the same time as Telenor Media & Content Services AS acquired 35% of the shares in C More Entertainment commented on in note 4, Telenor received a payment of approximately NOK 0.5 billion related to a sublicense agreement with C More Entertainment of certain Danish sports rights entered into in 2009.
• On 28 June 2010, Telenor signed a 3-year agreement with TV 2 for distribution of Premier League matches from the 2010/2011 season until the 2012/2013 season to Canal Digital’s cable and satellite subscribers.
• Outlook for 2010 Based on the current group structure including Uninor and currency rates as of 30 June 2010 Telenor expects:
• Organic revenue growth of 3–5%.
• An EBITDA margin before other income and expenses of around 28%.
• Capital expenditure as a proportion of revenues, excluding licences and spectrum, of 12–13%.
• Telenor expects that Uninor will contribute with an EBITDA loss in the range of NOK 4.5–5 billion and capital expenditure in the range of NOK 2.0–2.5 billion.

Risks and uncertainties
The existing risks and uncertainties described below are expected to remain for the next six months. A growing share of Telenor’s revenues and profits is derived from operations outside Norway. Currency fluctuations may influence the reported figures in Norwegian Kroner to an increasing extent. Political risk, including regulatory conditions, may also influence the profits.
For additional explanations regarding risks and uncertainties, please refer to the Report of the Board of Directors for 2009, section Risk Factors and Risk Management, and Telenor’s Annual Report 2009 Note 30 Financial Instruments and Risk Management and Note 35 Commitments and Contingencies. Readers are also referred to the disclaimer at the end of this section.


Disclaimer
This report contains statements regarding the future in connection with Telenor’s growth initiatives, profi t fi gures, outlook, strategies and objectives. In particular, the section ‘Outlook for 2010’ contains forward looking statements regarding the Group’s expectations. All statements regarding the future are subject to inherent risks and uncertainties, and many factors can lead to actual profits and developments deviating substantially from what has been expressed or implied in such statements.

Cash Flow Statement

Changes in Equity

Income Statement

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Economic and Political Shifts and Social Change

This article deals with the social change accompanied with economic shifts and political changes that take place within a society. It shows major political paths altering with societal order.

Politics and economy are part and parcel of social life. Politics is concerned with the power structure embedded in the social formation and economy is laden with modes of production and distribution of manufactured goods in a given society. Different levels of political developments or regressions give rise to new social realities. The rise of Nazis, fascists, Marxists and nationalists gave birth to novel social orders with new tools of social control. The major difference amongst these political trends is also, including others, modus operandi to deal with their respective economic systems. The underlying social systems were also thematic determinants to bring out new trends in polity and economy of a state and society and vice versa.

The political routes extremely vary in historical institutionalism............

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How To Reduce New Product Launch Failure

The following final thesis defines the effective process of launching a new product. This project report exhibits the overall processes of launching a new product and also reports the points to reduce new product launch failure.

Since 80 – 95 % of all new products fail1, depending on the definition of failure, we find it interesting to investigate how to minimize the risk of failure. Extensive research has been carried out, both on a corporate and an academic level, in purpose of reducing new-product failure rates.

Despite this fact the failure rates of new products in general have not decreased. However, companies such as Procter & Gamble, IBM, and Hewlett Packard have improved their new-product failure rates through disciplined marketing processes, and succeeded over and over again. The common element among these companies is according to Berggren that they have a formal “stage-gate” process for new product development.

Product life cycle is a very informative and important tool to figure out the level of success of new product in the market.

Figure 1 shows a typical product life cycle

3. Methodology

This chapter aim to describe our methodological choices during the writing process of our thesis. In the end of this chapter we will discuss validity, reliability, and the ability to generalize our conclusions. The work has been developed through the following process.

Abstract

Title: Processes and Activities to Reduce New Product Failure

Authors: Marcus Behrens, Jakob Waldemarsson

Tutor: Wayne Strong

Problem: New product development is an imperative for a company’s survival. Depending on the definition of failure 80-95 % of all new products fail. Extensive research has been carried out in purpose of reducing new product failure rates, but in general the failure rates have not decreased.
This thesis is focusing on the new product development process, and which activities companies should undertake to reduce their new product failure rates.

Purpose: We intend to compare product development methods and theories with the practice at companies, and investigate whether formal product development processes and failure rates are connected.

Methodology: We have chosen to carry out case studies at Findus and C Technologies. The empirical data was gathered through interviews with key staff.

Conclusions: From our empirical data we cannot find a direct connection between usage of formal new product development processes and reduced failure rates. However we believe that without a formal new product development process the failure rates would be even higher.
Our empirical data gives support for the conclusion that the market should direct product development. We have caught a glimpse of some problems not related to the new product development process itself. These problems include competition and personal commitment.

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The Concept of Religion | Epistemology of Religion in Islam

Throughout history religion has been abused and misunderstood. Some people use it as a means of exploitation and suppression, as a pretext for prejudice and persecution. Some other people use it as a source of power and domination over the elite and the masses alike. In the name of religion unjustifiable wars have been launched, freedom of thought and conscience has been oppressed, science has been persecuted, the right of the individual to maturity has been denied, and man’s dignity and honor have been flagrantly debased. And in the name of religion an injustice has been inflicted upon humanity with the result that religion itself has suffered many losses.

In this piece of writing you can get the following concepts briefly:

A Genuine Religion
A social and universal need

A Spiritual Necessity

Religion: An Ethical Code

ISLAM: GOD'S BOUNTY ON MANKIND
The Concept of Religion in Islam

CONCLUSION:
Thus we have three parts to our acknowledgement of God as the Only True God. We must believe he is the ultimate Creator, Controller and Judge of the universe and everything in it; we must refrain from the worship of anything except Him, and then actually direct our Worship to Him; and we must know that He alone has all the divine attributes and names, and we cannot apply them to any other being, no matter who they are. If one merely acknowledges with one’s lips these necessities, even should we refrain from applying them to other gods, it is not enough. They must be sincerely directed to the One you acknowledge as well.

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Pakistan-India: Peace or hostility | Revised Article

This is a revised version of last article on the topic of Pakistan-India: Peace or Hostility. This article reveals more critical and important points related to Pakistan-India relationships and this impact on this region of Asia.

Pakistan and India were born out of conflict in 1947. Both, since then, are at loggerheads. Their hostility has stunted the potential of region to blossom into a hub of peace, growth, development and prosperity. Three full-scale wars have failed to supply both Islamabad and New Delhi a lesson of peace. Rather two sides are busy in piling up military hardware aimed at each other. A hand extended towards friendship is chopped off by the hand entrenched in chauvinism. Kashmir is a major cause of concern for both states. It is still unresolved. Islamabad says that Kashmir is a part of its territory and it must be liberated from Indian side. However, India asserts that this matter has been settled and there will be no partition on religious lines again.

In this environment of unabated hostility, there are also some aberrations of promoting peace. The Simla Accord could have proved to be a real instigator of peace. But Pakistan’s close alliance with China, Bhutto’s mercurial style of politics, Indra’s tough stance and U.S.-China détente prevented peace process. India regional ambitions to play power games always hinder every genuine move from Islamabad’s quarter. Military of Pakistan has vested interests in pursuing hostility with India. In fact, Islamabad’s foreign and security policies revolve around India.

A CSS candidate can prepare this article for Current Affairs, Pakistan Affairs and even can prepare for essay.

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ASIAN PAINTS: AN INTRODUCTION OF THE COMPANY

Here we are going to share you an introduction project of Asian Paint of Indian largest company. This Assignment will explain you about Company Profile of Asian Paints, Product Mix, Famous products of ASIAN PAINT LIMITED, Markets of Asian paint company, Logistic function of Asian Paints, Marketing and sales and many more.
Asian Paints is India's largest paint company and ranks among the top ten decorative coatings companies in the world today, with a turnover of Rs.30.2 billion (USD 680 million). It was formed as a partnership firm by four friends in 1942. The company has an enviable reputation in the corporate world for professionalism, fast track growth, and building shareholder equity.



Asian Paints produces a wide range of paints for decorative and industrial use. It also manufactures intermediate products like Phthalic Anhydride and Pentaerythritol. The chemicals business which contributes 5% to overall sales of the group is managed for value. APIL's product range includes Wall paints, Metal paints, Wood Finishes, Primers and others. Asian Paints produces a wide range of paints for decorative and industrial use. It also manufactures intermediate products like Phthalic Anhydride and Pentaerythritol. The chemicals business which contributes 5% to overall sales of the group is managed for value. APIL's product range includes Wall paints, Metal paints, Wood Finishes, Primers and others.

Lets have a sample of Asian Paints........


Markets of Asian Paints
The countries that Asian Paints has presence are as follows:

South Asia
Bangladesh, Nepal, India and Sri Lanka.

South East Asia
China, Malaysia, Myanmar, Singapore and Thailand.

Africa
Egypt

Caribbean Islands
Barbados, Jamaica, Trinidad and Tobago.

Middle East
Bahrain, Dubai and Oman.

South Pacific
Australia, Fiji, Solomon Islands, Tonga, Vanuatu and Samoa Islands.


Sales Revenue of Asian Paints Limited

This sales chart is taken in 2005

Marketing and Sales
Advertising Objective: Position Asian Paints Colour World as the ‘one stop paint shop’ with all the colours one could want. The advertising should create enough interest in potential consumers to ensure that they come to the Asian Paints Colour World outlet or at least call the Asian Paints helpline.


Target Customers Demographics
Region: India, urban population
Occupation: Service/working professional/self-employed
Gender: Male
Religion: Insignificant
Social class: Upper Middle and upwards
SEC: B and upwards
Family life cycle: Middle aged

Market Shares

Financial Report of Asian Paints Ltd.

This financial result is taken from official website of Asian Paints from 3rd quarter of 2010-11.

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