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starmarketingz · 4 years ago

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How to Find a Business Opportunity

What exactly is a business opportunity?

To clear things up, we've devised a simple analogy. Remember when your teacher was explaining the difference between a rectangle and a square in elementary school? A square is a rectangle, but a rectangle isn't always a square. The same holds true for business opportunities, independent businesses for sale, and franchises. All franchises and independent businesses for sale are business opportunities, but not all business opportunities meet the definition of a franchise or are independent businesses for sale in the strictest sense. Making matters even more complicated, 26 states have passed legislation defining business opportunities and regulating their sales. These statutes are frequently so comprehensively written that they include franchises as well. Not every state that has enacted a business opportunity law defines the term in the same way.

However, the majority of them describe one using the following broad criteria: 1.A business opportunity entails the purchase or lease of any product, service, or equipment that will allow the purchaser-licensee to start a business. 2.The licensor or seller of a business opportunity promises to secure or help the customer in locating a suitable site or to deliver the goods to the purchaser-licensee. 3.The licensor-seller ensures a revenue higher than or equal to the amount paid for the product by the licensee-buyer when it is resold and that there is a market for the product or service. 4.The initial fee paid to the seller to begin the business opportunity should be between $400 and $1,000. 5.The licensor-seller agrees to buy back any goods bought by the licensee-buyer if it cannot be sold to the business's potential consumers. 6.The licensee-buyer will acquire any goods or services produced by the seller-licensor. 7.The licensor-seller of the business opportunity will provide the licensee-buyer with a sales or marketing campaign, which will often involve the use of a trade name or trademark. The sale of an independent company by its owner is often prohibited under the rules governing business opportunity enterprises. Rather, they are intended to cover the numerous sales of distributorships or companies that do not satisfy the criteria of a franchise under a 1979 FTC regulation. This legislation distinguishes three types of business offerings: package franchises, product franchises, and business opportunity ventures. Four characteristics must be present in order for a business opportunity endeavor to be classified as such under the FTC rule: 1.The person who purchases a business opportunity, also known as a licensee or franchisee, is required to distribute or sell products or services provided by the licenser or franchisor. 2.The licensor or franchisor must assist the licensee in obtaining a retail outlet or accounting for the products and services distributed or sold. 3.A financial transaction of at least $500 must occur between the two parties prior to or within six months after the licensee or franchisee begins the business endeavor. 4.All terms and conditions of the licensor-licensee relationship must be specified in writing. The selling of business prospects, as defined by the FTC regulation, is clearly distinct from the sale of an independent company. When it comes to the sale of a sole proprietorship, the buyer has no responsibilities to the seller. Following the completion of the sales transaction, the buyer may subscribe to any company operations system of his or her choice. The seller does not demand a continuing connection. Business opportunity ventures, like franchises, are companies in which the seller agrees to remain involved with the buyer indefinitely. Different Types of Business Opportunities The following are the FTC's definitions of the most prevalent kinds of business opportunity ventures: Distributorship. Refers to an independent agent who has entered into an agreement to offer and sell another's goods but is not permitted to use the manufacturer's trade name as part of its own. Depending on the terms of the agreement, the distributor may be restricted to selling just that company's products, or it may be allowed to promote a variety of product lines or services from other companies. Jobber on the rack. The sale of another company's goods via a rack distribution system at a variety of shops served by the rack jobber. Typically, the agent or buyer gets into an arrangement with the parent business to sell their products via strategically placed shop racks to different stores. The main business acquires a number of sites where the racks are rented on a short-term basis. It is the agent's responsibility to manage the inventory, move the goods around to attract customers, and handle the accounting. Routes for vending machines This is quite similar to rack jobbing. The investment is often higher for this kind of business opportunity endeavor since the businessperson must purchase both the equipment and the goods being sold, but the position is inverted in terms of the payment method. The vending machine operator must pay a percentage of sales to the site owner. The key to any route agreement is to acquire sites in high-traffic regions that are also as near to one another as feasible. If your locations are far apart, you will spend time and money commuting between them. In addition to the three kinds of business possibilities mentioned above, you should be aware of four others: Dealer. A dealer is similar to a distributor, however unlike a distributor, who may sell to a number of dealers, a dealer would often sell solely to a store or the customer. Licenses for trademarks and products. The licensee gets the right to utilize the seller's trade name as well as particular techniques, equipment, technology, or goods under this kind of agreement. The use of a trade name is entirely optional. Marketing via a network. This is a broad phrase that encompasses direct sales and multilevel marketing. You would sell goods as a network marketing agent via your own network of friends, neighbors, coworkers, and so on. In certain cases, you may be able to earn extra commissions by recruiting other agents. Cooperatives. This business is comparable to a licensee arrangement in which an established company, such as a hotel or hardware shop, may associate with a broader network of similar companies, typically only for the purpose of advertising and marketing via a shared name. How the Government Safeguards You The FTC Rule, which has been in force since late 1979, has had a wide-ranging influence on the franchise and business opportunity industries, as well as prospective franchisees and licensees. The regulation is intended to ensure that all potential purchasers of a franchise or business opportunity get a complete disclosure including all of the background information required to make an educated investment choice. Despite the FTC's ruling and strong state-level action, some merchants will attempt any way to avoid regulation. Neither the FTC rule nor state laws can ensure that you will not be a victim of fraud. As a result, you should pay particular attention to the FTC disclosure statement that is provided to you. Before signing a binding contract or paying money (or other compensation) to the vendor, every potential buyer of a business opportunity must obtain the FTC disclosure statement. The 10-business-day deadline is a bare minimum. If you haven't gotten an FTC disclosure paperwork, don't sign anything or pay any money, especially if it's said to be "refundable." If the vendor fails to provide you with a disclosure form, they are breaking federal law and may possibly be breaking state law. If the salesperson argues that his or her offering is exempt from FTC regulations, seek to obtain an opinion letter from counsel before proceeding. In addition, ask the salesperson for the phone number of the local state agency or FTC office that has informed them that they are exempt. There are very few business opportunity offers that are excluded. The only significant exceptions are those in which the entire initial payment during the first six months is less than $500, or when payment is provided solely for first goods sold at a genuine wholesale price. Business Opportunities vs. Franchises As a general rule, a franchisee receives greater assistance from the parent business, is permitted to utilize the trademarked name, and is subject to stricter supervision by the franchisor. Business prospects, on the other hand, don't get as much assistance from the parent business, aren't usually given the use of a trademarked brand, and aren't bound by the parent company's operating standards. As previously said, there are many types of business opportunity initiatives. Some are even turnkey organizations, much like many package-format franchises. These business possibilities provide everything you could possible need to get started. They assist you in choosing a site, give training, and provide license support.

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seospidy · 5 years ago

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Washmatic India Pvt Ltd for solid and efficient dishwasher machines

Washmatic India Pvt Ltd is the manufacturer of all types of ware washing machines designed to serve commercial / industrial use. In a view to offering magnificent beauty to the dishwasher machines Washmatic India always uses high-end design tools and skills of the team. Also, the machine stands unique at efficiency.

Washmatic Dishwasher India is famous brand that provides great selection of product and one such product is hoodtype dishwasher, which is very easy to handle and is of top quality. If you'retrying to find some reasonablechoices for kitchen appliances then you can go for this brand.Washmatic India’s highly efficient dishwasher offers you the ease of use and is best to remove hard oil / grease and thereby providing you fully hygienic wares. This machine can manage huge loads in a hectic restaurant ensuring fast utensil availability and maintaining the decorum of hotel hospitality.

Washmatic India Pvt Ltd holds the support of an efficient team to manufacture the best Conveyor Dishwasher in India. Be it more than 2000 plates or a pile, Washmatic India’s Conveyor dishwasher has been perfect to satisfy the customers’ needs of clean plates and fast cleaning process. These dishwashers save a lot of water in dishwashing and are energy efficient serving an economical mean both at the time of purchase and through the span of usage. The racks are well controlled by regulating the speed by which conveyor belt moves and the reliability makes this equipment on high demand in the market.

Congestion of a kitchen is one factor that is considered while introducing a new machine into the kitchen. The Undercounter Dishwasher from Washmatic India is a solution for this space constraint, providing you a lot of space around the kitchen and washing area. This under counter Dishwasher is easy to use and is designed to meet the challenges of dishwashing.

Washmatic India’s machines available at most of the cities is now talk of the town, serving the customers with hygienic and quality washing and efficient by all means. The support system of Washmatic India smoothens customers equipment related queries accurately and swiftly. With a high-quality infrastructure Washmatic India has become an essential part of food and hospitality service.

About the company

Washmatic India Pvt Ltd is a leading manufacturer of a wide range of dishwashers in various capacity and models. Washmatic India is been serving this field of dishwasher service and manufacturing for more than 15 years. With regional centers at major cities like Mumbai, Kolkata, Delhi, Chennai, Bangalore, Hyderabad, Kottayam etc.Washmatic India have countrywide distributors and office networks of impeccable service potential. The team of professional managers and skillful employees always works to perfection to meet the company's goal. This team has made the company a complete solution for world-class warehousing through dedication and accountability.

Contact details:

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Email: Sales: [email protected] , [email protected]

Website: http://www.washmaticindia.com/

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kikesani121-blog · 5 years ago

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Target Employee Schedule

Dayton-Hudson was renamed the Target Corporation; somewhere in the range of 75 and 80 percent of Dayton-Hudson's deals and income were originating from Target while the retail chains were utilized to fuel its development. It likewise isolated its internet business tasks from its retailing division and consolidated it with Rivertown Trading into an independent backup called target.direct.[31] The next year, the Dayton's and Hudson's stores were rebranded under the Marshall Field's name.[7][26][32] Target left the list business in 2004.[33] The organization sold Marshall Field's to May Department Stores in June 2004 and offered Mervyn's to a speculation consortium including Sun Capital Partners, Cerberus Capital Management, and Lubert-Adler/Klaff and Partners, L.P that September. In 2005, Target started task in Bangalore, India.[34] In 2006, Target finished development of the Robert J. Ulrich Center in Embassy Golf Links in Bangalore, and Target intended to proceed with its venture into India with the development of extra office space at the Embassy Manyata Business Park Campus and effectively opened a branch at Manyata.[34][35] In 2007 Target manufactured its first nourishment dissemination focus in Lake City, Florida which opened in 2008.[36]

On January 13, 2011, Target reported its first since forever worldwide development, into Canada, when it obtained the leaseholds for up to 220 stores of the Canadian deal chain Zellers, claimed by the Hudson's Bay Company. The arrangement was declared to have been made for $1.8 billion. Target opened its first Canadian stores in March 2013, and at its pinnacle, Target Canada had 133 stores. In any case, the venture into Canada was assailed with issues, including production network issues that brought about stores with target employee schedule paths of void racks and higher than anticipated retail costs. Target Canada piled on misfortunes of $2.1 billion in its short life, and the store's bungled development was portrayed by the Canadian and US media as an "awesome failure",[37] "an unmitigated disaster",[38][39] and "a highest quality level contextual investigation in what retailers ought not do when they enter another market."[40] On January 15, 2015, Target declared that each of the 133 of its Canadian outlets would be shut and exchanged before the finish of 2015.[41] The last Target Canada stores shut on April 12, 2015, a long ways in front of the underlying calendar.

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prasanththampi · 6 years ago

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IIBMS ongoing exam answer sheets provided. Whatsapp 91 9924764558

INTERNATIONAL BUSINESS IIBMS ONGOING EXAM ANSWER SHEETS PROVIDED WHATSAPP 91 9924764558

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DR. PRASANTH BE BBA MBA PH.D. MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: [email protected] WEBSITE: www.casestudyandprojectreports.com

International Business

Marks - 100

Note: Solve any 4 Cases Study’s

CASE: I ARROW AND THE APPAREL INDUSTRY

Ten years ago, Arvind Clothing Ltd., a subsidiary of Arvind Brands Ltd., a member of the Ahmedabad based Lalbhai Group, signed up with the 150- year old Arrow Company, a division of Cluett Peabody & Co. Inc., US, for licensed manufacture of Arrow shirts in India. What this brought to India was not just another premium dress shirt brand but a new manufacturing philosophy to its garment industry which combined high productivity, stringent in-line quality control, and a conducive factory ambience.

Arrow’s first plant, with a 55,000 sq. ft. area and capacity to make 3,000 to 4,000 shirts a day, was established at Bangalore in 1993 with an investment of Rs 18 crore. The conditions inside—with good lighting on the workbenches, high ceilings, ample elbow room for each worker, and plenty of ventilation, were a decided contrast to the poky, crowded, and confined sweatshops characterising the usual Indian apparel factory in those days. It employed a computer system for translating the designed shirt’s dimensions to automatically mark the master pattern for initial cutting of the fabric layers. This was installed, not to save labour but to ensure cutting accuracy and low wastage of cloth.

The over two-dozen quality checkpoints during the conversion of fabric to finished shirt was unique to the industry. It is among the very few plants in the world that makes shirts with 2 ply 140s and 3 ply 100s cotton fabrics using 16 to 18 stitches per inch. In March 2003, the Bangalore plant could produce stain-repellant shirts based on nanotechnology.

The reputation of this plant has spread far and wide and now it is loaded mostly with export orders from renowned global brands such as GAP, Next, Espiri, and the like. Recently the plant was identified by Tommy Hilfiger to make its brand of shirts for the Indian market. As a result, Arvind Brands has had to take over four other factories in Bangalore on wet lease to make the Arrow brand of garments for the domestic market.

In fact, the demand pressure from global brands which want to outsource form Arvind Brands is so great that the company has had to set up another large factory for export jobs on the outskirts of Bangalore. The new unit of 75,000 sq. ft. has cost Rs 16 crore and can turn out 8,000 to 9,000 shirts per day. The technical collaborators are the renowned C&F Italia of Italy.

Among the cutting edge technologies deployed here are a Gerber make CNC fabric cutting machine, automatic collar and cuff stitching machines, pneumatic holding for tasks like shoulder joining, threat trimming and bottom hemming, a special machine to attach and edge stitch the back yoke, foam finishers which use air and steam to remove creases in the finished garment, and many others. The stitching machines in this plant can deliver up to 25 stitches per inch. A continuous monitoring of the production process in the entire factory is done through a computerised apparel production management system, which is hooked to every machine. Because of the use of such technology, this plant will need only 800 persons for a capacity which is three times that of the first plant which employs 580 persons.

Exports of garments made for global brands fetched Arvind Brands over Rs 60 crore in 2002, and this can double in the next few years, when the new factory goes on full stream. In fact, with the lifting of the country-wise quota regime in 2005, there will be surge in demand for high quality garments from India and Arvind is already considering setting up two more such high tech export-oriented factories.

It is not just in the area of manufacture but also retailing that the Arrow brand brought a wind of change on the Indian scene. Prior to its coming, the usual Indian shirt shop used to be a clutter of racks with little by way of display. What Arvind Brands did was to set up exclusive showrooms for Arrow shirts in which the functional was combined with aesthetic. Stuffed racks and clutter eschewed. The product were displayed in such a manner the customer could spot their qualities from a distance. Of course, today this has become standard practice with many other brands in the country, but Arrow showed the way. Arrow today has the largest network of 64 exclusive outlets across India. It is also present in 30 retail chains. It branched into multi-brand outlets in 2001, and is present in over 200 select outlets.

From just formal dress shirts in the beginning, the product range of Arvind Brands has expanded in the last ten years to include casual shirts, T-shirts, and trousers. In the pipeline are light jackets and jeans engineered for the middle-aged paunch. Arrow also tied up with the renowned Italian designer, Renato Grande, who has worked with names like Versace and Marlboro, to design its Spring / Summer Collection 2003. The company has also announced its intention to license the Arrow brand for other lifestyle accessories like footwear, watches, undergarments, fragrances, and leather goods. According to Darshan Mehta, President, Arvind Brands Ltd., the current turnover at retail prices of the Arrow brand in India is about Rs 85 crore. He expects the turnover to cross Rs 100 crore in the next few years, of which about 15 per cent will be from the licensed non-clothing products.

In 2005, Arvind Brands launched a major retail initiative for all its brands. Arvind Brands licensed brands (Arrow, Lee and Wrangler) had grown at a healthy 35 per cent rate in 2004 and the company planned to sustain the growth by increasing their retail presence. Arvind Brands also widened the geographical presence of its home-grown brands, such as Newport and Ruf-n Tuf, targeting small towns across India. The company planned to increase the number of outlets where its domestic brands would be available, and draw in new customers for readymades. To improve its presence in the high-end market, the firm started negotiating with an international brand and is likely to launch the brand.

The company has plans to expand its retail presence of Newport Jeans, from 1200 outlets across 480 towns to 3000 outlets covering 800 towns.

For a company ranked as one of the world’s largest manufactures of denim cloth and owners of world famous brands, the future looks bright and certain for Arvind Brands Ltd.

Company profile

Name of the Company :Arvind Mills

Year of Establishment :1931

Promoters : Three brothers--Katurbhai, Narottam Bhai, and Chimnabhai

Divisions :Arvind Mills was split in 1993 into Units—textiles, telecom and garments. Arvind Ltd. (textile unit) is 100 per cent subsidiary of Arvind Mills.

Growth Strategy :Arvind Mills has grown through buying-up of sick units, going global and acquisition of German and US brand names.

Questions

Why did Arvind Mills choose globalization as the major route to achieve growth when the domestic market was huge?

How does lifting of ‘Country-wise quota regime’ help Arvind Mills?

What lessons can other Indian businesses learn form the experience of Arvind Mills?

CASE: II THE ECONOMY OF KENYA

Kenya’ economy has been beset by high rates of unemployment and underemployment for many years. But at no time has it been more significant and more politically dangerous than in the late 1990s as an authoritarian beset by corruption, cronyism and economic plunder threatened the economic stability of this once proud nation. Yet Kenya still has great potential. Located in East Africa, it has a diverse geographic and climatic endowment. Three-fifths of the nation is semiarid desert (mostly in the north), and the resulting infertility of this land has dictated the location of 85 per cent of the population (30 million in 2000) and almost all economic activity in the southern two-fifths of the country. Kenya’s rapidly growing population is composed of many tribes and is extremely heterogeneous (including traditional herders, subsistence and commercial farmers, Arab Muslims, and cosmopolitan residents of Nairobi). The standard of living at least in major cities, is relatively high compared to the average of other sub-Saharan African countries.

However, widespread poverty (per capita US$360), high unemployment, and growing income inequality make Kenya a country of economic as well as geographic diversity. Agriculture is the most important economic activity. About three quarters of the population still lives in rural areas and about 7 million workers are employed in agriculture, accounting for over two-thirds of the total workforce.

Despite many changes in the democratic system, including the switch from a federal to a republican government, the conversion of the prime ministerial system into a presidential one, the transition to a unicameral legislature, and the creation of a one-party state, Kenya has displayed relatively high political stability (by African standards) since gaining independence from Britain in 1963. Since independence, there have been only two presidents. However, this once stable and prosperous capitalist nation has witnessed widespread ethnic violence and political upheavals since 1992 as a deteriorating economy, unpopular one-party rule, and charges of government corruption create a tense situation.

An expansionary economic policy characterised by large public investments, support of small agricultural production units, and incentives for private (domestic and foreign) industrial investment played an important role in the early 7 per cent rate of GDP growth in the first decade after independence. In the following seven years (1973-80), the oil crisis let to a lower GDP growth to an annual rate of 5 per cent. Along with the oil price shock, lack of adequate domestic saving and investment slowed the growth of the economy. Various economic policies designed to promote industrial growth led to a neglect of agriculture and a consequent decline in farm prices, farm production, and farmer incomes. As peasant farmers became poorer, more migrated to Nairobi, swelling an already overcrowded city and pushing up an existing high rate of urban unemployment. Very high birthrates along with a steady decline in death rates (mainly through lower infant mortality) led Kenya’s population growth to become the highest in the world (4.1 per cent per year) in 1988. Population growth fell to a still high rate of 2.4 per cent for the period 1990-2000.

The slowdown in GDP growth persisted in the following five years (1980-85), when the annual average was 2.6 per cent. It was a period of stabilization in which political shakiness of 1982 and the severe drought in 1984 contributed to a slowdown in industrial growth. Interest rates rose and wages fell in the public and private sectors. An improvement in the budget deficit and current account trade deficit, obtained through cuts in development expenditures and recessive policies aimed at reducing imports, contributed to lower economic growth. By 1990, Kenya’s per capita income was 9 per cent lower than it was in 1980--$370 compared to $410. It continued to decline in the 1990s. In fact, GDP per capita fell at an annual average rate of 0.3 per cent throughout the decade. At the same time, the urban unemployment rate rose to 30 per cent.

Comprising 23 per cent of 2000 GDP AND 77 per cent of merchandise exports, agricultural production is the backbone of the Kenyan economy. Because of its importance, the Kenyan government has implemented several policies to nourish the agricultural sector. Two such policies include fixing attractive producer prices and making available increasing amounts of fertilizer. Kenya’s chief agricultural exports are coffee, tea, sisal, cashew nuts, pyrethrum, and horticultural products. Traditionally, coffee has been Kenya’s chief earner in foreign exchange.

Although Kenya is chiefly agrarian, it is still the most industrialised country in eastern Africa. Public and private industry accounted for 16 per cent of GDP in 2000. Kenya’s chief manufacturing activities are food processing and the production of beverages, tobacco, footwear, textiles, cement, metal products, paper, and chemicals.

Kenya currently faces a multitude of problems. These include a stagnating economy, growing political unrest, a huge budget deficit, high unemployment, a substantial balance of payments problem, and a stubbornly high population growth rate.

With the unemployment rate already at 30 per cent and its population growing, Kenya faces the major task of employing its burgeoning labour force. Yet only 10-15 per cent of seekers land jobs in the modern industrial sector. The remainder must find jobs in the self-employment sector; in the agricultural sector, where wages are low and opportunities are scarce; or join the masses of the unemployed.

In addition to the unemployment problem, Kenya must always be concerned with how to feed its growing population. An increase in population means an increasing demand for food. Yet only 20 per cent of Kenya’s land is arable. This implies that the land must become increasingly productive. Unfortunately, several factors work to constrain Kenya’s food output, among them fragmented landholdings, increasing environmental degradation, the high cost of agricultural inputs, and burdensome governmental involvement in the purchase, sale, and pricing of agricultural output.

For the fiscal year 1995, the Kenyan budget deficit was $362 million, well above the government’s target rate. Dealing with a high budget deficit is a second problem Kenya currently faces. Following the collapse of the East African Common Market, Kenya’s industrial growth rate has declined; as a result the government’s tax base has diminished. To supplement domestic savings, Kenya has had to turn to external sources of finance, including foreign aid grants from Western governments. Its highly protected public enterprises have been turning in a poor performance, thus absorbing a large chunk of the government budget. To pay for its expenses, Kenya has had to borrow from international banks in addition to foreign aid. In recent years, government borrowing from the international banking system rose dramatically and contributed to a rapid growth in money supply. This translated into high inflation and pinched availability of credit.

Kenya has also had a chronic international balance of payments problem. Decreasing prices for its exports, combined with increasing prices for its imports, left Kenya importing almost twice as much as it exported in 2000, at $3,200 million in imports and only $1,650 million in exports. World demand for coffee, Kenya‘s predominant exports, remains below supply. In 2001-01, a dramatic surge in coffee exports from Vietnam hurt Kenya further. Hence Kenya cannot make full use of its comparative advantage in coffee production, and its stock of coffee has been increasing. Tea, another main export, has also had difficulties. In 1987, Pakistan, the second largest importer of Kenyan tea, slashed its purchases. Combined with a general oversupply in the world market, this fall in demand drove the price of tea downward. Hence Kenya experienced both a lower dollar value and quantity demanded for one of its principal exports.

Kenya faces major challenges in the years ahead as the economy tries to recover. Current is expected to be no more than 1 to 2 per cent annually. Heavy rains have spoiled crops and washed away roads, bridges, and telephone lines. Foreign exchange earnings from tourism, once promising, dropped by 40 per cent in the mid-1990s, then suffered again after the August 7, 1998, terrorist bombing of the US embassy in Nairobi. Even more frightening, however, is the prospect of growing hunger as Kenya’s maize (corn) crop has failed to meet rising internal demand and dwindling foreign exchange reserves have to be spent to import food. Corruption is perceived to be so widespread that the International Monetary Fund and World Bank suspended $292 million in loans to Kenyan in the summer of 1997 while insisting on tough new austerity measures to control public spending and weed out economic cronyism. As a result, the economy went into a tailspin, foreign investors fled the country, and inflation accelerated markedly.

Unfortunately, needed structural adjustments resulting form the World Bank—and IMF—induced austerity demands usually take a long time. Whether the Kenyan political and economic system can withstand any further deterioration in living conditions is a major question. Public protests for greater democracy and a growing incidence of ethnic violence may be harbingers of things to come.

Fig 1 Continuum of Economic Systems

Pure Market Pure Centrally Planned Economy

Economy

The US France India China

Canada Brazil Cuba

UK North Korea

Questions

Is the economic environment of Kenya favourable to international business? Yes or no—substantiate.

In the continuum of economic systems (see Fig 1), where do you place Kenya and why?

Case III: LATE MOVER ADVANTAGE?

Though a late entrant, Toyota is planning to conquer the Indian car market. The Japanese auto major wants to dispel the notion that the first mover enjoys an edge over the rivals who arrive late into a market.

Toyota entered the Indian market through the joint venture route, the partner being the Bangalore based Kirloskar Electric Co. Know as Toyota Kirloskar Motor (TKM), the plant was set up in 1998 at Bidadi near Bangalore.

To start with, TKM released its maiden offer—Qualis. Qualis is not a newly conceived, designed, and brought out vehicle. Rather it is the new avatar of Kijang under which brand the vehicle was sold in markets like Indonesia.

Qualis virtually had no competition. Telco’s Sumo was not a multi-utility vehicle like Qualis. Rather, it was mini-truck converted into a rugged all-purpose van. More importantly, Toyota proved that even its old offering, but decked up for India, could offer better quality than its competitor. Backed by a carefully thought out advertising campaign that communicated Toyota’s formidable global reputation, Qualis went on a roll and overtook Tata Sumo within two years of launch.

Sumo sold 25,706 vehicles during 2000-2001, compared to a 3 per cent growth over the previous year, compared to 25,373 of Qualis. But during 2001-2002, it was a different story. Qualis had been clocking more than 40 per cent share of the market. At the end of Sept 2001, Qualis had sold over 25,000 units, compared to Sumo’s 18000 plus.

The heady initial success has made TKM think of the future with robust confidence. By 2010, TKM wants to make and sell one million vehicles per year and garner one-third share of the Indian market.

The firm is planning to introduce a wide range of vehicle—a sub-compact, a sedan, a luxury car and a new multi-utility vehicle to replace Qualis. A significant percentage of the vehicles will be exported.

But Toyota is not as lucky in China. Its strategy of ‘late entry’ in China seems to have back fired. In 2005, it sold just 1,83,000 cars in China, the fastest growing auto market in the world. Toyota ranks ninth in the market, far behind Volkswagen, General Motors, Hyundai and Honda.

Toyota delayed producing cars in China until 2002, when it entered a joint venture with a local company, the First Auto Works Group (FAW). The first car manufactured by Toyota-FAW, the Vios, failed to attract much of a market, as, despite its unremarkable design, it was three times as expensive as most cars sold in China.

Late start was not the only problem. There were other lapses too. Toyota assumed the Chinese market would be similar to the Japanese market. But Chinese market, in reality, resembled the American market.

Sales personnel in Japan are paid salaries. They succeeded in building a loyal clientele for Toyota by providing first-class service to them. Likewise, most Japanese auto dealers sell a single brand, thereby ensuring their loyalty to it. Japan is a relatively a well-knit country with an ethnically homogeneous population. Accordingly, Toyota used nationwide advertising to market its products in its home country.

But China is different. Sales people are paid commissions and most dealers sell multiple brands. Obviously, loyalty plays little role in motivating either the sales staff or the dealers, who will ignore a slow selling product should a more profitable one turn up. Besides, China is a large, diverse country. A standardised ad campaign will not do. Luckily, Toyota is learning its lessons.

Competition in the Chinese market is tough, and Toyota’s success in reaching its goal of selling a million cars a year, by 2010, is uncertain. But, its chances are brighter as the company is able to transfer lessons learned in the American market to its operations in China.

Questions

Why has the ‘late corner’s strategy’ of Toyota failed in China, though it succeeded in India?

Why has Toyota failed to capture the Chinese market? Why is it trailing behind its rivals?

CASE: IV DELVING DEEP INTO USER’S MIND

Whirlpool is an American brand alright, but has succeeded in empowering the Indian housewife with just the tools she would have designed for herself. A washing machine that doesn’t expect her to get ‘ready for the show’ (Videocon’s old jingle), nor adapt her plumbing, power supply, dress sense, values, attitudes and lifestyle to suit American standards.

That, in short, is the reason that Whirlpool White Magic, in just three years since its launch in 1999, has become the choice of the discerning Indian housewife. Also worth noting is how quickly the brand’s sound mnemonic, ‘Whirlpool, Whirlpool’, has established itself.

Whiteboard beginning

As a company, the US-based white goods major Whirlpool had entered India in 1989, in a joint venture with the TVS group. Videocon, which had pioneered washing machines in India, was the market leader with its range of low-priced ‘washers’ (spinning tubs) and semi-automatic machines, which required manual supervision and some labour. The brand’s TV commercial, created by Pune-based SJ Advertising, has evoked considerable interest with its jingle (‘It washes, it rinses, it even dries your clothes, in just a few minutes…and you’re ready for the show’). IFB-Bosch’s front-loading, fully automatic machines, which could be programmed and left to do their job, were the labour-free option. But they were considered expensive and unsuited to Indian conditions. So Videocon faced competition from me-too machines such as BPL-Sanyo’s. TVS Whirlpool was something of an also-ran.

The market’s sophistication started rising in the 1990s and there was a growing opportunity in the price-performance gap between expensive automatics and laborious semi-automatics. In 1995, Whirlpool gained a majority control of TVS Whirlpool, which was then renamed Whirlpool Washing Machines Ltd (WMML). Meanwhile, the parent bought Kelvinator of India, and merged the refrigerator business in 1996 with WMML to create Whirlpool of India (WOI), to market both fridges and washing machines. Whirlpool’s ‘Flexigerator’ fridge hit the market in 1997. Two years later, WOI launched its star White Magic range of washing machines.

Whitemagic was late to the market, but WOI converted this to a ‘knowledge advantage’ by using the 1990s to study the Indian market intensely, through qualitative and quantitative market research (MR) tools, with the help of IMRB and MBL India. The research team delved deep into the psyche of the Indian housewife, her habits, her attitude towards life, her schedule, her every day concerns and most importantly, her innate ‘laundry wisdom’.

If Ashok Bhasin, vice-president marketing, WOI, was keen on understanding the psychodynamics of Indian clothes washing, it was because of his belief that people’s attitudes and perceptions of categories and brands are formed against the backdrop of their bigger attitudes in life, which could be shaped by broader trends. It was intuitive, to begin with, that the housewife wanted to gain direct control over crucial household operations. It was found that clothes washing was the daily activity for the Indian housewife, whether it was done personally, by a maid, or by a machine.

The key finding, however, was the pride in self-done washing. To the CEO of the Indian household, there was no displacing the hand wash as the best on quality. And quality was to be judged in terms of ‘whiteness’. Other issues concerned water consumption, quantity of detergent used, and fabric care—also something optimized best by herself. A thorough wash, done with gentle agility, was what the magic was all about.

That was the break-through insight used by Whirlpool for the design of all its washing machines, which adopted a ‘1-2, 1-2 Hand Wash Agitator System’ to mimic the preferred handwash technique. With a consumer so particular about washing, one could expect her to be value-conscious on other aspects too. Sure enough, WOI found the housewife willing to pay a premium for a product designed the way she wanted it. Even for a fully automatic, she wanted a top-loader; this way, she doesn’t fear clothes getting trapped in if the power fails, and retains the ability to lift the shutter to take clothes out (or add to the wash) even while the machine is in the midst of its job.

The target consumer, defined psychographically as the Turning Modernist (TM), was decided upon only after the initial MR exercise was concluded. This was also the stage at which the unique selling proposition (USP)—‘whitest white’—was thrashed out.

WOI first launched a fully automatic machine, with the hand-wash agitator. Then came the deluxe model with a ‘hot wash’ function. The product took off well, but WOI felt that a large chunk of the TM segment was also budget-bound. And was quite okay with having to supervise the machine. This consumer’s identity as a ‘home-maker’ was important to her, an insight that Whirlpool was using for the brand overall, in every product category.

So WOI launched a semi-automatic washing machine, with ‘Agisoak’ as a catchword to justify a 10—15 per cent premium over other brand’s semi-automatics available in India.

The advertising, WOI was clear, had to flow from the same stream of reasoning. It had to be responsive, caring, modern, stylish, and warm, and had to portray the victory of the Homemaker. FCB-Ulka, which had bagged Whirlpool’s account in March 1997 from contract (in a global alignment shift), worked with WOI to coin the sub-brand Whitemagic, to break into consumer mindspace with the whiteness proposition.

The launch commercial on TV, in August 1999, scored a big success with its ‘Whirlpool, Whirlpool’ jingle…and a mother’s fantasy of her daughter’s clothes wowing others. A product demonstration sequence took the ‘1-2, 1-2’ message home, reassuring the consumer that the wash would be just as good as that of her own hand. The net benefit, of course, was an unharried home life.

Second Wave

Sadly, the Indian market for washing machines has been in recession for the past two years, with overall volumes declining. This makes it a fight for market share, with the odds stacked against premium players.

Even though Whirlpool has sought to nudge the market’s value perception upwards, Videocon remains the largest selling brand in volume terms with its competitively priced machines. Washers have been displaced by semi-automatics, which are now the market’s mainstay (in the Rs 7,000-12,000 price range). In fact, these account for three-fourths of the 1.2 million units the Indian market sold in 2000. With a share of 17 per cent, Whirlpool is No. 2 in this voluminous segment.

Whirlpool’s bigger success has been in the fully automatic segment (Rs 12,000-36,000 range). This is smaller with sales of 177,600 units in 2000, but is predicted to become the dominant one as Indian GDP per head reaches for the $1,000 mark. With a 26 per cent share, Whirlpool has attained leadership of this segment.

That places WOI at the appropriate juncture to plot the value curve to be ascended over the new decade.

According to IMRB data, Whirlpool finds itself in the consideration set of 54 per cent of all prospective washing machine buyers, and has an ad recall of close to 85 per cent. This indicates the medium-term potential of Whitemagic, a Rs20.5 crore on a turnover of Rs1,042.8 crore, one-fifth of which was on account of washing machines.

The innovations continue. Recently, Whirlpool has launched semi-automatic machines with ‘hot wash’. The brand’s ‘magic’ isn’t showing signs of wearing off either. The current ‘mummy’s magic’ campaign on TV is trying to sell Whitemagic as a competent machine even for heavy duty washing such as ketchup stains on a white tablecloth.

The Homemaker, of course, remains the focus of attention. And she remains as vivacious, unruffled, and in control as ever. The attitude: you can sling the muckiest of stuff on to white cloth, but sparkling white is what it remains for its her hand that’ll work the magic, with a little help from some friends… such as Whirlpool.

Questions

What product strategy did WOI adopt? And why? Global standardisation? Local customisaton?

What pricing strategy did WOI follow? What, according to you, could have been the appropriate strategy?

What lessons can other white goods manufacturers learn from WOI?

CASE V: CONSCIENCE OR COMPETITIVE EDGE

The plane touched down at Mumbai airport precisely on time. Olivia Jones made her way through the usual immigration bureaucracy without incident and was finally ushered into a waiting limousine, complete with uniformed chauffeur and soft black leather seats. Her already considerable excitement at being in India for the first time was mounting. As she cruised the dark city streets, she asked her chauffeur why so few cars had their headlights on at night. The driver responded that most drivers believed that headlights use too much petrol! Finally, she arrived at her hotel, a black marble monolith, grandiose and decadent in its splendour, towering above the bay.

The goal of her four-day trip was to sample and select swatches of woven cotton from the mills in and around Mumbai, to be used in the following season’s youth-wear collection of shirts, trousers, and underwear. She was thus treated with the utmost deference by her hosts, who were invariably Indian factory owners or British agents for Indian mills. For three days she was ferried from one air-conditioned office to another, sipping iced tea or chilled lemonade, poring over leather-bound swatch catalogues, which featured every type of stripe and design possible. On the fourth day, Jones made a request that she knew would cause some anxiety in the camp. “I want to see a factory,” she declared.

After much consultation and several attempts at dissuasion, she was once again ushered into a limousine and driven through a part of the city she had not previously seen. Gradually, the hotel and the Western shops dissolved into the background and Jones entered downtown Mumbai. All around was a sprawling shantytown, constructed from sheets of corrugated iron and panels of cardboard boxes. Dust flew in spirals everywhere among the dirt roads and open drains. The car crawled along the unsealed roads behind carts hauled by man and beast alike, laden to overflowing with straw or city refuse—the treasure of the ghetto. More than once the limousine had to halt and wait while a lumbering white bull crossed the road.

Finally, in the very heart of the ghetto, the car came to a stop. “Are you sure you want to do this?” asked her host. Determined not be faint-hearted, Jones got out the car.

White-skinned, blue-eyed, and blond, clad in a city suit and stiletto-heeled shoes, and carrying a briefcase, Jones was indeed conspicuous. It was hardly surprising that the inhabitants of the area found her an interesting and amusing subject, as she teetered along the dusty street and stepped gingerly over the open sewers.

Her host led her down an alley, between the shacks and open doors and inky black interiors. Some shelters, Jones was told, were restaurants, where at lunchtime people would gather on the rush mat floors and eat rice together. In the doorway of one shack there was a table that served as a counter, laden with ancient cans of baked beans, sardines, and rusted tins of fluorescent green substance that might have been peas. The eyes of the young man behind the counter were smiling and proud as he beckoned her forward to view his wares.

As Jones turned another corner, she saw an old man in the middle of the street, clad in a waist cloth, sitting in a large bucket. He had a tin can in his hand with which he poured water from the bucket over his head and shoulders. Beside him two little girls played in brilliant white nylon dresses, bedecked with ribbons and lace. They posed for her with smiling faces, delighted at having their photograph taken in their best frocks. The men and women around her with great dignity and grace, Jones thought.

Finally, her host led her up a precarious wooden ladder to a floor above the street. At the top Jones was warned not to stand straight, as the ceiling was just five feet high. There, in a room not 20 feet by 40 feet, 20 men were sitting at treadle sewing machines, bent over yards of white cloth. Between them on the floor were rush mats, some occupied by sleeping workers awaiting their next shift. Jones learned that these men were on a 24-hour rotation, 12 hours on and 12 hours off, every day for six months of the year. For the remaining six months they returned to their families in the countryside to work the land, planting and building with the money they had earned in the city. The shirts they were working on were for an order she had placed four weeks earlier in London, an order of which she had been particularly proud because of the low price she had succeeded in negotiating. Jones reflected that this sight was the most humbling experience of her life. When she questioned her host about these conditions, she was told that they were typical for her industry—and most of the Third World, as well.

Eventually, she left the heat, dust and din to the little shirt factory and returned to the protected, air-conditioned world of the limousine.

“What I’ve experienced today and the role I’ve played in creating that living hell will stay with me forever,” she thought. Later in the day, she asked herself whether what she had seen was an inevitable consequence of pricing policies that enabled the British customer to purchase shirts at £12.99 instead of £13.99 and at the same time allowed the company to make its mandatory 56 percent profit margin. Were her negotiating skills—the result of many years of training—an indirect cause of the terrible conditions she has seen?

Once Jones returned to the United Kingdom, she considered her position and the options open to her as a buyer for a large, publicly traded, retail chain operating in a highly competitive environment. Her dilemma was twofold: Can an ambitious employee afford to exercise a social conscience in his or her career? And can career-minded individuals truly make a difference without jeopardising their future? Answer her.

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romeyramshey · 6 years ago

Text

Different Kinds of Tiles Used in Homes And Businesses

Tiles are considered a cost-effective flooring choice that's also environmentally friendly. You'll use tiles that are made up of natural stone, or man-made materials. The manufacturing of tile doesn't use heavy chemicals and harmful substances that you simply notice in other flooring options. Tile also generally carries a longer lifetime than different flooring option like wood flooring. Here are some popular tile options that you will choose from for your next project.

Ceramic Tile: It is used in kitchen nowadays. It is a versatile and adaptable material which will be used in a number of settings. Ceramic tile low-maintenance that provides it more appeal. The kitchen and bathroom are nice locations to use ceramic tile, as well as all the living areas, hallways, foyers, and porticos.

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Natural Stone Tile: It is a product created by nature; no 2 stone tiles can look exactly alike. Stone is a natural solid formation of one or several minerals that have formed over lots of years through pressure. Because the earth's crust began to expand and erode through time heat and pressure pushed the solid minerals to the surface, that formed colossal rock beds everywhere the world. This has created thousands of kinds of stone that are quarried over the centuries. These quarries are set all around the world. The majority of natural stones come from the United States, Canada, Spain, Turkey Italy, France, Greece, India, China, Taiwan, Mexico, and Brazil. There are three popular kinds of tile used nowadays.

Travertine Tile: It comes in natural beige stone shades, and is commonly used in the kitchen on the countertops and also the backsplashes. Travertine is also nice to use for bathroom countertops, shower area and on the floor.

Marble Tile: It is a natural stone that has been used for many years in residential homes and commercial buildings to form a luxurious look and feel. There are many variations within the color of every and each tile; therefore it creates a one-of-a-kind style that may not be naturally duplicated. Marble is a porous that has got to be sealed.

Granite Tile: It has been used on kitchen countertops for several years. It's also been employed in bathrooms on the shower walls and counters. Granite tiles give a natural antibacterial surface that's not damaged by water contact. This is why Granite is a popular choice for kitchen and bathroom tile installations.

Slate Tile: It is a natural material that comes in many various shades of colors like blues, purples, and grey to black shades. Slate can be used for exterior projects as well as inside the house due to the various different looks and colors you can decide from. Slate tiles became more popular these days than ever before due to their versatility.

Quarry Tile: It is a ceramic tile that is un-glazed. This kind of tile could be a cost-effective and durable product. Quarry tile is less likely to chip or scratch. You'll notice grades of this tile that may stand up to extreme weather conditions, further as the hot climates. This tile is a sound choice for your home or business projects because it can be used for both indoors and outdoors. Due to the fact this type of tile is less slippery than most other choices; you'll most often see it used in hallway floors, kitchen floors, and pool areas. Make sure to use as little water as possible until you have properly grouted, glazed, and sealed this tile. You run the risk of mold growth and water damage to un-glazed tile.

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the-fitsquad · 7 years ago

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Guy Angling To Be US Envoy To India stocks Trump's Love Of The Limelight

New Post has been published on http://articlesworldbank.com/2017/02/24/guy-angling-to-be-us-envoy-to-india-stocks-trumps-love-of-the-limelight/

Guy Angling To Be US Envoy To India stocks Trump's Love Of The Limelight

Guy Angling To Be US Envoy To India stocks Trump’s Love Of The Limelight NEW DELHI: Chicago industrialist Shalabh “Shalli” Kumar stored the Delhi press corps watching for over an hour before he subsequently showed up with a Bollywood starlet in tow – a woman he euphemistically refers to as his “daughter.”

Kumar, sixty eight, become there to talk about his position as “chief architect” of the Trump marketing campaign’s outreach to the Indian-American community, but first matters first: “you could clap now,” he informed.

The Indian-born Kumar – one of Trump’s fundamental donors and a tireless surrogate – can be an unconventional choice for a U.S. ambassador, however countries around the sector are dealing with rumors of unconventional American ambassadors heading their way. The belief that Sarah Palin might go to Ottawa become inside the Canadian air till the Trump management knocked it down, and officers from the eu Union were aghast to listen that an anti-eu professor is probably named to the U.S. publish in Brussels.

Kumar, purpose on being more than a rumor, has been quietly waging a at the back of-the-scenes campaign to be the united states’s envoy to New Delhi, even though, publicly, he says he would “need to reflect onconsideration on it” if asked.

He has made journeys to India, given excessive-profile media interviews and scored a coup remaining week, while he hosted U.S. price d’Affaires MaryKay L. Carlson for tea at his vacation “palace” in southern India. He speedy posted pictures on Twitter, cc’ing Trump insiders Jared Kushner and Stephen Bannon.

“They assume that to get into Trump’s head they want to apprehend me,” Kumar said of the surprising, excessive hobby in him here.

Indian officers and diplomats – who decide upon their U.S. ambassadors to be statesmen – are dismayed that Kumar is on Trump’s brief list. but as one of the few Indian-people arguably near Trump, Kumar must be taken significantly, they are saying.

“He clicks nicely with Trump; that is what subjects,” stated Robinder Sachdev of the Reston, Virginia-based totally U.S. India Political motion Committee. “he’s pretty an outgoing character, and something he does, he tries to do it with numerous aptitude.”

Kumar boasts that, thru his efforts, Indian-individuals shifted dramatically to Trump in this election, despite the fact that an analysis with the aid of the Asian-American and Pacific Islanders statistics mission on the university of California-Riverside indicates that they went decisively for Hillary Clinton, in step with beyond developments, by way of a margin of seventy eight to 16 percent.

Kumar jumped at the Trump bandwagon early. He shaped the Republican Hindu Coalition and, alongside together with his wife and son, donated $1,162,four hundred to Trump’s campaign and victory fund, campaign filings display.

Trump spoke at a marketing campaign event Kumar prepared in New Jersey, enveloping his “proper pal” in a huge hug onstage. He later agreed to examine a few words in Hindi in an advertisement Kumar made aimed at the network of greater than three million.

on the grounds that then, Kumar and the previous leave out India he calls his daughter, Manasvi Mamgai, have enjoyed unique get admission to to the first own family.

They went with Eric Trump to an occasion at a Hindu temple, met with the president in the big apple and cozily chatted with him at a candlelight dinner for important donors the night time before the inauguration.

The Indian media have referred to as Kumar and Mamgai “the father and daughter with an immediate line to Donald Trump” and likened them to the “strength duo” of Trump and daughter Ivanka.

After the December assembly, Kumar and Mamgai, 27, stood within the foyer of Trump Tower and stated they discussed the approaching management with the president-select and Mamgai’s desires of a Hollywood profession.

“He said, ‘adequate, what can i do?’ ” Kumar said. (Kumar thinks she need to run for workplace and said she could make the “prettiest congresswoman,” although she isn’t always but an American citizen.)

Kumar uses the Hindi time period for “goddaughter” to explain their relationship, which he says is platonic.

“it is extra of a soul connection than a organic connection,” he stated. “when you have this soul connection, it’s due to the fact we agree with in reincarnation. people come collectively, and that they enter into this godfather and goddaughter relationship.” With Mamgai’s “foster or adoption,” as Kumar places it, he now boasts he has two omit Indias in his family – his daughter-in-law, Pooja Chitgopekar, become leave out India Earth in 2007.

Kumar is a local of Punjab who came to america in 1969 to have a look at for a master’s degree in electrical engineering, turning into a citizen in 1981. The married father of four lives within the Chicago suburbs and heads AVG institution, which manufactures and sells electronic issue systems.

Kumar made his first large splash in 2011, staging a lavish wedding in New Zealand for son Vikram and Chitgopekar that changed into at the tv display “The massive fat Indian wedding.” site visitors ground to a halt as guests danced thru the streets, groomsmen rode white horses and helicopters flying in a “V” formation – for Vikram – zoomed throughout the sky.

In 2013, Kumar organized a debatable ride to India for a delegation of Republican congressmen to satisfy Narendra Modi, India’s future prime minister. on the time, Modi become a state leader banned from coming into america on prices that he had now not stopped Hindu-Muslim riots in his state where hundreds have been killed. one of the congressmen changed into Aaron Schock, the Illinois lawmaker later indicted for fallacious spending, consisting of luxury tour.

through the years, Kumar has served as adviser to Republican entities and joined Rep. Pete classes, R-Texas, to recruit and educate Indian0-americans to run for workplace.

but he has gotten in hassle for pushing the boundaries of these relationships. In 2013, he become sent a “quit and desist” notice by means of the residence Republican convention for misusing its seal and insignia for political purposes on his stationery, a former staffer showed remaining week.

He nonetheless offers out business cards with an reputable-searching seal that discover him by this vintage identify – “chairman, Indian American Advisory Council, house Republican convention.” A leadership aide from the conference said Friday that there is no such council.

Kumar denied receiving a “quit and desist” observe and said the council nevertheless exists.

considering the fact that Trump’s election, Kumar has predicted that U.S.-India change will jump from $100 billion to $three hundred billion and that Pakistan might be unique a nation sponsor of terrorism.

His support for Trump’s travel ban triggered a public rebuke from U.S. Rep. Ami Bera, D-Calif., an Indian-American who stated Kumar’s Republican Hindu Coalition does now not mirror “the breadth and diversity of the Indian American network, or our diaspora.”

The coalition racked up $237,800 in expenses in 2016 and has now not filed an cease-of-year record, risking fines, an audit or legal motion, in step with Federal Election fee filings.

Many Republicans assist Kumar, consisting of former house speaker Newt Gingrich.

“he is glaringly recognised plenty greater inside the community now than he turned into,” Sachdev stated. “he’s appeared quite well amongst Republicans. They locate some of his immediately speak certainly properly – specifically his core thoughts about fighting radical Islam.”

The White residence did not reply to emails soliciting for remark about Kumar.

ultimate week, Kumar sat down for tea with Carlson, a naval attache and different embassy staffers at his sprawling excursion domestic in Bangalore that he calls Rana Reagan Palace, a tribute to President Ronald Reagan and an Indian maharaja who defied Mughal invaders. the home’s centerpiece is a vaulting “dome of freedom” hung with a crystal chandelier and emblazoned with photos of Reagan, Mohandas Gandhi and other leaders. The embassy stated in a statement that it’s far “standard” for embassy officials to fulfill with American commercial enterprise leaders.

After showing off the dome, Kumar had quite a few questions for Carlson, who is serving because the performing ambassador until the new one is called.

Kumar stated he desired “to look what they do on a every day foundation and what all of the activities the U.S. Embassy is engaged in. . . you may in no way forestall learning.”

(This tale has now not been edited by means of articlesworldbank and is auto generated from a syndicated feed.)

#Guy Angling To Be US Envoy To India stocks Trump's Love Of The Limelight

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