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Lucknow's Real Estate Market has booming in 2024 also , multiple ready to move commercial & residential portfolio offering upto 12% Return per annum. Stay Tuned for More Info with #Reaologylucknow #propertybyreaology
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Private Limited Company Registration in Lucknow
Quick Consult is the best Pvt ltd Company registration in Lucknow and a private limited company is the most prevalent and popular type of corporate legal entity in India. Private limited company registration is governed by the Ministry of Corporate Affairs, Companies Act, 2013, and the Companies Incorporation Rules, 2014. To register a private limited company, a minimum of two shareholders and two directors are required. A natural person can be both a director and shareholder, while a corporate legal entity can only be a shareholder. Further, foreign nationals, foreign corporate entities, or NRIs are allowed to be Directors and/or Shareholders of a Company with Foreign Direct Investment, making it the preferred choice of entity for foreign promoters.
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Luxury Features To Look Out For At Luvnest In Lucknow
Indian luxury is expanding. The high net worth income (HNI) and non-resident Indian (NRI) groups are expanding and showing signs of rekindled confidence in real estate investments. The demand for luxury properties has significantly increased in Lucknow. The standard of living is becoming a crucial factor in choosing a home. Area, beauty, and amenities are a few of the important elements affecting real estate investments. Beautiful developments with roomy plans are changing how India views real estate. Everyone is being compelled to indulge their opulent demands in order to enjoy a high-quality lifestyle with beautiful luxuries. The growing migration of individuals toward metropolitan areas contributes to this need for a luxurious lifestyle. Are you also looking for upscale residences in Luvnest Lucknow? Are you seeking for a fantastic residence in Vrindavan Yojna with outstanding engineering?
Source: Luxury Features To Look Out For At Luvnest In Lucknow
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Some Facilities of a Luxury Appartment by Urban Axis
A luxury apartment intends to provide its occupant with higher-than-average comfort levels, quality, and convenience. A luxury apartment with all its facilities and style is the need of modern time. It has been something that drives people towards it. It is a place that intends to provide a better standard of livelihood to the people around. Besides this, if we look at the concept of traditional apartments, the difference is that they may consist of standard amenities only, and they fail to offer a higher guarantee. On the other hand, luxury apartments offer a wide range of amenities for your comfort because you're paying for them.
Keeping the same perspective in mind, the urban axis is building the best 5 bhk luxury apartments in Lucknow. The project is worked with dedication and strives to provide the best facilities to the people. They aim to build interior and exterior housing designs with healthy development and strategic plan. Therefore, luxury homes are a good option, and one can consider them for both residing with family or even investing for the future. Individuals with a higher net worth and even NRIs intend to take up an investment alternative in luxury homes.
Read More: https://medium.com/@vermashivi41/some-facilities-of-a-luxury-apartment-by-urban-axis-bbb8ac331b99
#5BHKLuxury Apartments in Lucknow#Apartments in the posh area of Lucknow#Apartments near Police Headquarters
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2021 – The time for residential Real Estate
2020 though affected adversely due to beaten customer sentiment, saw good traction for residential real estate towards the end of year. Q2 of calendar year was absolutely poor as most of the country was under lockdown, but the pace of recovery intensified with residential real estate sales increasing by 51% in Q4 2020 when compared to Q3 2020. This is as per the recently published report Residential market update report for Q4’2020 by JLL.
Sales picked up on the back of historically low home loan interest rates, stagnant residential prices, lucrative payment plans & freebies from developers coupled with government incentives such as the reduction of stamp duty in some states like Maharashtra & Karnataka (for affordable housing). The easing of lockdown restrictions and the ongoing festive season further aided in bringing buyers back to the market.
On an annual basis, sales in 2020 recovered to more than 50% of the pre-COVID volumes witnessed in 2019. The markets of Hyderabad, Mumbai and Delhi NCR gained maximum foothold in 2020 as compared to 2019. Some markets like Lucknow, in fact, experienced a big rebound in sales and helped developers to increase prices of properties also, which had been stagnating for last few years.
While there is still a long way to go, the worst is behind for the residential sector, reveals the report. It says the challenges faced by residential real estate in 2020 have, in fact, become the catalyst in providing stimuli to the industry for sustained growth. With people spending an inordinate amount of time at home, the lockdown re-established the importance of owning a house. At the same time, the Central Bank(RBI) is leading the way to recovery by holding policy rates at historically low levels to initiate a cycle of consumption-led growth. This has resulted in extremely low mortgage rates. And, prices have also been stagnant for the past few years. This affordable synergy makes it a great time to purchase a home. Furthermore, the market is also witnessing renewed interest from Non-Resident Indians (NRIs).
The significance of owning a home to avoid the uncertainties of living in a rented accommodation was reinforced during the pandemic. The desire to own a home is perhaps now stronger than ever. Moreover, while end users continue to drive demand, there is renewed interest from investors and from Non-Resident Indians (NRIs) impacted by economic uncertainties in Europe and the Middle East and they find India to be a safer place than the place they are inhabiting right now.
The pandemic has also changed the preferences of homebuyers and has been bringing in new dimension to property search. A healthy lifestyle will be a key criterion for homebuyers in the post-COVID era. Resultantly, preferences will tilt towards larger homes in self-contained complexes with facilities like gym, green open spaces and access to daily necessities. Moreover, with work from home becoming a reality, product configurations are likely to change with bias towards larger homes.
Also, remote working practices will increase the attractiveness of suburban markets. Suburban markets offer lower density environments and more spacious apartments at affordable rates. Since, travel to office may no longer be an everyday activity, the importance of connectivity to office hubs will no longer dictate home purchases.
It is also pertinent to note that project delays, could be cited as one of the biggest reasons behind a demand slowdown that has gripped India’s residential market in the last few years. Therefore, demand for ready-to move-in homes or homes in advanced stage of construction is likely to remain strong. Also, the effective and uniform implementation of RERA across Uttar Pradesh is expected to improve the confidence of homebuyers and ultimately, lead to greater sales traction in newly launched and under-construction residential projects also.
In 2021, a further improvement in sales across all housing segments is expected. However, development focus on mid and affordable segments is expected to continue. In 2020, more than 80% of the new launches were in the sub Rs 10 million category. Moving ahead, new launches will remain concentrated in these price segments with developers trying to reap the benefits of strong pent up demand in these segments. The government is also committed towards boosting affordable housing. The recent Union Budget has extended the benefit of additional interest deduction on home loans for first time home buyers in the affordable segment. Further, there is a time extension to claim the tax holiday on profits from affordable housing projects until March 2022.
The organized housing market in India has seen the influx of several organized players in a bid to tap the opportunities arising out of the strong demand from a growing millennial workforce. This brought back in focus the modern lifestyle offered by state-of-the-art township designs. The large open areas and facilities contained within are great reasons for customers to flock to these projects. In Lucknow, there are very few options like these available with reputed builders in a modern environment. There will be an increased focus on health and wellness aspects in the post-COVD era, which is expected to drive demand for organized and all-encompassing housing setups. Paarth Republic township offers its customers these advantages to adapt to the changing lifestyle requirements.
Another important aspect which is increasingly being seen in towns like Lucknow is the senior citizens living alone. These senior citizens living alone were the most impacted during the pandemic. The role of an organized township with modern healthcare facilities becomes all too important now. Only a self - contained residential complex can be designed with senior friendly amenities such as medical support on call, services for food, housekeeping and assistance around the clock, which became more prominent during these trying times. This has increased the attractiveness of such facilities and demand for organized senior housing setups is expected to pick up in the near future.
If 2020 was the year that changed everything, 2021 may be the year where change becomes the ‘new normal’ and adapting to this ‘new normal’ will require imagination, innovation and digital transformation. The arrival of 2021 will not shake off all the challenges of a pandemic-riddled economy but the groundwork for a sector-wide recovery has been laid. The year is poised to establish itself as the year where India enters a new phase of real estate growth, innovation and investment.
With strong financial health, Paarth republic is continuing the construction and provision of other facilities and therefore is finding traction with new customers.
#realestateindia#realestate#properties#paarthrepublic#residentialrealestate#paarthinfrabuild#residentialapartments#lucknow
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Property in Lucknow House for sale in Lucknow
Lucknow is one of the fastest developing cities in the Northern part of India. Apart from being the capital of Uttar Pradesh, it also serves as the hub for many industries, commercial buildings, residential spaces, malls, and corporate offices. The city is developing at every single sphere especially in the peripheral areas. The urban population in the city is aspiring for quality homes and workspaces and thus there is an increasing demand for well-maintained homes in the city. The demand for multifaceted life in the city has resulted in the emergence of upscale localities and neighborhoods surrounded by lush green space.
Owing to such a rise in real estate demand, the price of a property in Lucknow has risen sharply over the last decade. As a consequence, those who have invested in Lucknow properties are reaping tremendous benefits. The government has also announced a number of schemes such as the PriyadarshiniYojna, Pradhan MantriAwasYojana, New Housing Scheme 2017 etc., to aid in the investment decision of people. With the help of these schemes, people are able to find affordable housing projects in the city under the center’s housing program.
NRIs who wish to invest in Lucknow properties can refer to the Lucknow Development Authority (LDA) for new and prudent information about the schemes, launch dates, and other pertinent information on properties in Lucknow. It is not advisable to buy a property that is not LDA approved and NRIs should educate themselves on the latest information pertaining to real estate investment before making their investment. This can be done either through self-research or with the help of expert property research websites like housing.com.
Top reasons behind choosing Lucknow as the preferred NRI investment destination:
Lucknow was once considered as a Tier 2 city in the country. But the city has grown by leaps and bounds in recent years. Lucknow is no longer the cities of Nawabs and the center of foodies and heritage. It is now witnessing extensive and massive infrastructural and IT developments. It is also one of the irresistible investment destinations for real estate, especially by NRIs. Some of the growth forecasts that make Lucknow the hub for real estate investments are,
1. Master Plan 2021:
The master plan 2021 is the plan of bringing about 197 neighboring villages into the fold of a single town and country planning scheme, so as to meet the convenience facilities and housing demands of the increasing population in Lucknow. It has been proposed that by the end of the year 2031, the housing needs of about 65 lakh residents in the state will be met in the form of either residential projects or commercial avenues in the city. Thus, it has been postulated that this is the ideal time to invest in a property in the city of Lucknow as it can reap compelling ROI in the near future.
2. Rise of extensive commercial establishments:
Some of the areas in Lucknow that are ready to take up the makeover as the new commercial districts in Lucknow are Raebareli road, Faizabad road, Sultanpur, etc. Such developments are in turn expected to push the values of properties in these locations and thus make way for newer residential developments. The city also takes pride as a prominent medical hub with the emergence of many multi-specialty hospitals like MedantaMedi city, Narayana Hrudalaya, Aarogyam, etc.
3. 105 Km outer ring road:
To meet the growing needs of the dwellers, the government has decided to solve their commuting woes in the form of an outer ring road with a stretch of 105 km. This project is expected to get completed by the year 2021 and will cover about 65 villages. The intention of this road is to streamline the traffic within the city and in the zones surrounding it.
Some emerging projects in Lucknow:
There are a number of apartments and houses for sale in Lucknow that are both in completed and under construction status. Some of the high profile projects that are coming up in this city are available at housing.com. The website lists some of the best projects in the city area wise and lists the projects along with its price and space details.
The Lucknow real estate sector is highly profitable in a number of organized ways. The city features numerous vacant areas that can be utilized for cutting edge housing ventures. It also features a well-associated street and highway systems such as the Sultanpur expressway, Sitapur roadway, Raebareli street, Kanpur interstate, etc., escalating the real estate in the city to many folds.
The long-awaited Metro project has also been completed in Lucknow enhancing the infrastructure capabilities of the city. Lucknow renders a good mix of real estate properties starting from affordable to luxury and even ultra-luxury residential segments. Almost all of the city developers furnish their properties with robust infrastructure and architectural elegance along with state of the art amenities to attract the larger public.
NRI investment in Lucknow:
Lucknow is one of the major investment destinations for NRIs. People all over the world wish to invest in this smart city, as their investment is bound to experience better appreciation within a very short time period. The majority of the foreign-based Indians resort to housing.com to fulfill their real estate search, not just in Lucknow, but all over the country.
The website arranges properties for rent and for buying in every single city of India and also categorizes them according to the space of the property, its location, cost of the property and also type of property. The website lists properties in Lolai, Arjunganj, Jankipuram, Aliganj, Gomti Nagar, VrindavanYojna and Wzirganj locations, which are also considered the best locations for NRI investments in Lucknow.
There is a property for everyone in the city, on the basis of their budget and taste. One can decide to choose studio apartments, under construction flats, resale apartments, villas and duplex houses at housing.com and the buyers can directly contact the owners of the properties through this website without contacting any broker and paying any brokerage.
Source: https://www.finehomesandliving.com/Property-in-Lucknow-House-for-sale-in-Lucknow/?previewmode=on
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Masters Program in Business Administration (MBA 4 SEM)
( Semester IV )
Note :- Solve any 4 case study
All case carries equal marks
Case No : 1
REMAINS OF A DREAM
This is a tragic story, narrated in first person, of an entrepreneur who became bankrupt for no fault of him, without producing anything, mostly because of the irresponsible political and government environment. This case study, documented by Bibek Debroy and P.D. Kaushik and published in Business Today is reproduced here with permission.
In the 1980s, I worked as a chemical analyst for a transnational in Germany , but kept thinking about shifting to India .
Opportunity knocked when I saw an advertisement by the Uttar Pradesh government inviting NRI professionals to start a chemical unit in the newly identified Basti Chemical Industrial Complex. I hail from Lucknow . Hence, this was attractive. I inquired from the Indian High Commission and was told that there is single window clearance for NRI investors. The brochure said several things about the benefits – excise and sales tax holiday for five years, uninterrupted power supply, low rate of interest on loans, and clearance of application within 30 days.
I started the application formalities for a chemical unit. Once the application was accepted, I requested for long leave from my employers. I also inquired from my relatives in Lucknow and was told that the Uttar Pradesh government’s intentions are clear, and developmental work is progressing at fast speed.
Every now and then, I received a letter from the ministry of industry in Uttar Pradesh to furnish some paper or the other, as part of procedural formalities. After three months, I received my provisional sanction letter for allotment of land, and term loan. The letter also stated that within six months, I must take possession of the land, and initiate construction. Otherwise, the deposited amount (Rs 1 lakh as part of my contribution) will be forfeited. I resigned from the company, and shifted permanently to India , since my employer turned down my request for long leave.
On reaching the complex, I was surprised to see that the Uttar Pradesh State Industrial Development Corporation (UPSIDC) had actually developed the land in terms of markers, and signboards, compared to what I had seen on my last visit.
Though roads were not fully laid, it was evident that work was in progress. I took possession of my land and started construction.
Meanwhile, I approached the UPFC for granting me the term loan for ordering the plant and machinery. The first obstacle came from the Uttar Pradesh State Electricity Board (now Uttar Pradesh Power Corporation). The electricity supply to the complex was not yet available. On inquiring, I was told that the plan had been sanctioned, but required clearance from the power ministry, before undertaking further work. The approximate time to get grid supply ranged between four and six months.
The next obstacle came from the Uttar Pradesh Financial Corporation (UPFC). It could release the first instalment after I completed construction till the plinth level. I continued work with the help of a diesel generating set. It took another month to reach the plinth level.
But before I could request UPFC to release my first instalment, I received a letter from UPFC that I had to deposit interest against the amount paid to the UPSIDC for land possession. This was a shock, because interest had to be paid even before anything was produced.
But I had no alternative, because the first insatlment was due. The UPFC promptly released the first instalment after inspecting the construction. It helped me continue construction work, and also book for plant and machinery.
Six months went by. Construction was almost complete. I had received three instalments from the Uttar Pradesh Financial Corporation (UPFC). Each time the payment of interest was due, the required sum was adjusted from the instalment released. If there was any shortfall in money required for construction, I paid from my own pocket.
But after nine months, my coffers went empty. Machinery suppliers were after me, for payment. UPFC insisted on interest payments, because this was the last instalment of my term loan and interest due couldn’t be deducted from future instalments. I borrowed from family and friends and paid up. Then I received the final instalment from UPFC for plant and machinery, with another notice that the yearly instalment for the principal was due.
Within two months, machinery was commissioned at the site. But electricity was yet to reach the complex. In the previous year, I had visited the Uttar Pradesh State Electricity Board (UPSEB) office innumerable times. I also approached the industry association to assist me. But all my efforts were in vain. This did not help me, or others like me, to get the grid supply.
There were 14 other who were in the same boat. The biggest company of them all – obviously with contacts at higher levels – arranged for grid supply from the rural feeder. But that plan also did not take off, because the rural feeder supplied poor quality power for a mere six hours. A process industry requires 24 hours of uninterrupted electricity supply without load fluctuations. It is precisely because of this that all 15 of us, who were waiting for electricity, had insisted on industrial power from UPSEB.
All plans failed. Captive generation was not a viable alternative now. And we continued to wait for the grid supply. We met the former minister for industry and pleaded our case. He assured us that he would take up the case with the power ministry.
Meanwhile, I defaulted on interest payment. So did the others. The final blow came in the Assembly elections, when both the sitting : Member of Legislative Assembly, from Basti, and the state industrial minister lost their seats. Suddenly, everything – from road construction work, to the laying of sewer and phone lines – came to a standstill.
Only the police post and the UPSKB rural feeder office remained. The new incumbent in the industrial ministry hailed from Saharanpur , so the thrust of the ministry changed. Basti was not on their priority list anymore. After waiting for tow years, UPSEB was not able to connect the complex with grid supply.
In the end, UPFC initiated recovery action and sealed my unit. Besides, they claimed that I could not get NRI treatment, with preferential interest rates, because I had permanently moved to India . Thus, there were also plans to file a case against me on account of misinforming the corporation. Experts suggested I should file for insolvency if I wanted to avoid going to prison. This I did in 1994. I spent Rs. 15 lakh from my own pocket.
Now, all that remains of an entrepreneurial dream is a sealed chemical unit in Basti and a complex legal tangle.
I was better off working for the transnational in Germany . Power does not come out of the barrel of a gun. A gun’s barrel comes of power, especially when the latter does not exist.
QUESTIONS
Identify and analyse the environmental factors in this case.
Who were all responsible for this tragic end?
It is right on the part of the government and promotional agencies to woo entrepreneurs by promising facilities and incentives which they are not sure of being able to provide?
Should there be legislation to compensate entrepreneurs for the loss suffered due to the irresponsibility of public agencies? What problems are likely to be olved and created by such a legislation?
What are the lessons of this case for an entrepreneur and government and promotional agencies?
Case No : 2
THE COSTS OF DELAY
The public sector Indian Oil Corporation (IOC), the major oil refining and marketing company which was also the canalizing agency for oil imports and the only Indian company I the Fortune 500, in terms of sales, planned to make a foray in to the foreign market by acquiring a substantial stake in the Balal Oil field in Iran of the Premier Oil. The project was estimated to have recoverable oil reserves of about 11 million tonnes and IOC was supposed to get nearly four million tonnes.
When IOC started talking to the Iranian company for the acquisition in October 1998, oil prices were at rock bottom ($ 11 per barrel) and most refining companies were closing shop due to falling margins. Indeed, a number of good oil properties in the Middle East were up for sale. Using this opportunity, several developing countries ``made a killing by acquiring oil equities abroad.’’
IOC needed Government’s permission to invest abroad. Application by Indian company for investing abroad is to be scrutinized by a special committee represented by the Reserve Bank of India and the finance and commerce ministries. By the time the government gave the clearance for the acquisition in December 1999 (i.e., more than a year after the application was made), the prices had bounced back to $24 per barrel. And the Elf of France had virtually took away the deal from under IOC’s nose by acquiring the Premier Oil.
The RBI, which gave IOC the approval for $15 million investment, took more than a year for clearing the deal because the structure for such investments were not in place, it was reported.
QUESTIONS
Discuss internal, domestic and global environments of business revealed by this case.
Discuss whether it is the domestic or global environment that hinders the globalization of Indian business.
Even if Elf had not acquired Premier Oil, what would have been the impact of the delay in the clearance on IOC?
What would have been the significance of the foreign acquisition to IOC?
What are the lessons of this case?
Case No : 3
NATURAL THRUST
Balsara Hygiene Products Ltd., which had some fairly successful household hygiene products introduced in 1978 a toothpaste, Promise, with clove oil (which has been traditionally regarded in India as an effective deterrent to tooth decay and tooth ache) as a unique selling proposition. By 1986 Promise captured a market share of 16 per cent and became the second largest selling toothpaste brand in India . There was, however, an erosion of its market share later because of the fighting back of the multinationals. Hindustan Lever’s Close-up gel appealed to the consumers, particularly to the teens and young, very well and toppled Promise form the second position.
Supported by the Export Import Bank of India ’s Export Marketing Finance (EMF) programme and development assistance, Balsara entered the Malaysian market with Promise and another brand of tooth paste, Miswak.
The emphasis on the clove oil ingredient of the Promise evoked good response in Malaysia too. There was good response to Miswak also in the Muslim dominated Malaysia . Its promotion highlighted the fact that miswak (Latin Name : Salvadora Persica) was a plant that had been used for centuries by as a tooth cleaning twig. It had reference in Koran. Quoting from Faizal-E-Miswak, it was pointed out that prophet Mohammed used ``miswak before sleeping at night and after awakening.’’ The religious appeal in the promotion was reinforced by the findings of scientists all over the world, including Arabic ones, of the antibacterial property of clove and its ability to prevent tooth decay and gums.
Market intelligence revealed that there was a growing preference in the advanced counties for nature based products. Balsara tied up with Auromere Imports Inc. (AAII), Los Angeles . An agency established by American followers of Aurobindo, an Indian philosopher saint. Eight months of intensive R & D enabled Balsara to develop a tooth paste containing 24 herbal ingredients that would satisfy the required parameter. Auromere was voted as the No. 1 toothpaste in North Eastern USA in a US Health magazine survey in 1991.
The product line was extended by introducing several variants of Auromere. A saccharine free toothpaste was introduced. It was found that mint and menthol were taboo for users of homoeopathic medicines. So a product free of such mints was developed. Auromere Fresh Mint for the young and Auromere Cina Mint containing a combination of cinnamon and peppermint were also introduced. When the company relaised that Auromere was not doing well in Germany because of the forming agent used in the product, it introduced a chemical free variant of the products.
QUESTIONS
Explain the environmental factors which Balsara used to its advantage.
What is the strength of AAII to market ayurvedic toothpaste in USA ?
Case No : 4
THE SWAP
The Economic Times, 20 October 2000 , reported that Reliance Industries entered into a swap deal for the export and import of 36 cargoes of naphtha over the next six months. Accordingly, three cargoes of 50,000 tonnes each were to be exported every month from Reliance Petroleum’s Jamnagar refinery and three cargoes of the same amount were to be imported to the Reliance Industries’ Hazira facility. The deal was done through Japanese traders Mitsubishi, Marubeni, ltochu, IdCmitsu and Shell. The export was done at around Arabian Gulf prices plus $22.
Reliance, needs petrochemical grade naphtha for its Hazira facility which is not being produced at Jamnagar . Therefore, its cracker at Hazira gets petrochemical grade naphtha from the international markets in return for Reliance Petroleum selling another grade of naphtha from its Jamnagar refinery to the international oil trade.
If RIL imports naphtha for Hazira petrochemical plant, the company does not have to pay the 24 per cent sales tax, which it will have to pay on a local purchase, even if it is from Reliance Petro. Besides Reliance Petro will also get a 10 per cent duty drawback on its crude imports if it exports naphtha from the refinery at Jamnagar .
The export of naphtha with Japanese traders is being looked as a coup of Reliance as it gives the company an entry into the large Japanese market.
Indian refineries have a freight advantage over the Singapore market and can quote better prices.
QUESTIONS
Examine the internal and external factors behind Reliance’s decision for the swap deal.
What environmental changes could make swap deal unattractive in future?
Could there be any strategic reason behind the decision to import and export naphtha?
Should Reliance import and export naphtha even if it does not provide any profit advantage?
Case No : 5
A QUESTION OF ETHICS
TELCO opened bookings for different models of its proud small car Indica in late 1998. The consumer response was overwhelming. Most of the bookings were for the AC models, DLE and DLX. The DLE model accounted for more than 70 per cent of the bookings.
Telco has planned to commence delivery of the vehicles by early 1999. However, delivery schedules for the AC models were upset because of some problems on the roll out front. According to a report in The Economic Times dated 13 March 1999 , Telco officials attributed the delay to non-availability of air conditioning kits.
Subros Ltd. supplies AC kits for the DLE version and Voltes is the vendor for the DLX version. Incidentally, Subros is also the AC supplier to Maruti Udyog Ltd.
Telco officials alleged that Subros was being pressured by the competitor to delay the supply of kits. ``If this continues, we will be forced to ask Voltas to supply kits for the DLE version too,’’ a company official said.
QUESTIONS
Why did Telco land itself in the problem (supply problem in respect of AC kits)?
If the allegation about the supplier is right, discuss its implications for the supplier.
Evaluate the ethical issues involved in the case. (Also consider the fact Maruti was 50 per cent Government owned.)
Case No : 6
DIFFERENT FOR GAMBLE
Product and Gamble (P & G), a global consumer products giant, ``stormed the Japanese market with American products, American managers, American sales methods and strategies. The result was disastrous until the company learnt how to adapt products and marketing style to Japanese culture. P & G which entered the Japanese market in 1973 lost money until 1987, but by 1991 it became its second largest foreign market.’’
P & G acclaimed as ``the world’s most admired marketing machine’’, entered India , which has been considered as one of the largest emerging markets, in 1985. It entered the Indian detergent marketing the early nineties with the Ariel brand through P & G India (in which it had a 51 percent holding which was raised 65 per cent in January 1993, the remaining 35 per cent being hold by the public). P & G established P & G Home products, a 100 per cent subsidiary later (1993) and the Ariel was transferred to it. Besides soaps and detergents, P & G had or introduced later product portfolios like shampoos (Pantene) medical products (Viks range, Clearasil and Mediker) and personal products (Whisper feminine hygiene products, pampers diapers and old spice range of men’s toiletries).
The Indian detergent and personal care products market was dominated by Hindustan Lever Ltd. (HLL). In some segments of the personal care products market the multinational Johnson & Johnson has had a strong presence. Tata group’s Tomco, which had been in the red for some time, was sold to Hindustan Lever Ltd. (HLL). HLL, a subsidiary of P & G’s global competitor, has been in India for about a century. The take over of Tomco by HLL further increased its market dominance. In the low priced detergents segment Nirma has established a very strong presence.
Over the period of about one and a half decades since its entry in India , P & G invested several thousand crores. However, dissatisfied with its performance in India , it decided to restructure its operations, which in several respects meant a shrinking of activities – the manpower was drastically cut, and thousands of stockists were terminated. P & G, however holds that, it will continue to invest in India . According to Gary Cofer, the country manager, ``it takes time to build a business category or brand in India . It is possibly an even more demanding geography than others.’’
China , on the other hand, with business worth several times than in India in less than 12 years, has emerged as a highly promising market for P & G. when the Chinese market was opened up, P & G was one of the first MNCS to enter. Prior to the liberalisation, Chinese consumers had to content with shoddy products manufactured by government companies. Per capita income of China is substantially higher than India ’s and the Chinese economy was growing faster than the Indian. Further, the success of the single child concept in China means higher disposable income.
Further it is also pointed out that for a global company like P & G, understanding Chinese culture was far easier since the expat Chinese in the US was not very different from those back home where as most Indian expats tended to adapt far more to the cultural nuances of the immigrant country.
One of P & G’s big in India was the compact technology premium detergent brand Ariel. After an initial show, Ariel, however, failed to generate enough sales – consumers seem to have gone by the per kilo cost than the cost per wash propagated by the promotion. To start with, P & G had to import the expensive state-of-the-art ingredients, which attracted heavy customs duties. The company estimated that it would cost Rs. 60 per kilo for Ariel compared to Rs. 27 for Surf and Rs. 8 for Nirma. Because of the Rupee devaluation of the early 1990s, the test market price of Rs. 35 for 500 gms was soon Rs. 41 by the time the product was launched. HLL fought Ariel back with premium variants of Surf like Surf Excel.
It is pointed out that, ``in hindsight, even P & G managers privately admit that bringing in the latest compact technology was a big blunder. In the eighties, P & G had taken a huge beating in one of its most profitable markets, Japan, at the hands of local company Kao. Knowing the Japanese consumer’s fondness for small things, Kao weaved magic with its new-found compact technology. For a company that prided itself on technology, the drubbing in Japan was particularly painful. It was, therefore, decided that compacts would now be the lead brand for the entire Asia-Pacific region. When P & G launched Ariel in India , it hoped that the Indian consumer would devise the appropriate benchmarks to evaluate Ariel. As compacts promised economy of sue, P & G hoped that consumers would buy into the low-cost-per-wash story. But selling that story through advertising was particularly difficult, especially sine Indian consumers believed that the washing wasn’t over unless the bar had been used for scrubbing. Even though Ariel was targeted at consumer with high disposable income, who represented half the urban population, consumers simply baulked at the outlay.
Thereafter, one thing led to another. Ariel’s strategy of introducing variants was a smart move to flank Lever at every price point by cleverly using the brand’s halo effect. And by supporting the brand in mass media and retaining the share of voice. By 1996, it had become clear that Ariel’s equity as a high-performance detergent had begun to take a beating. Its equity as a top-of-the-line detergent was getting eroded….Nowhere in P & G’s history had a concept like Super Soaker been used to gain volumes…. It was decided that Super Soaker would no longer be supported, nor would Ariel bar be supported in media.
QUESTIONS
Discuss the reasons for the initial failure of P & G in Japan .
Where did P & G go wrong (if it did) in the evaluation of the Indian market and its strategy?
Discuss the reasons for the difference in the performance of P & G in India and China .
Masters Program in Business Administration (MBA 4 SEM)
( Semester IV )
Note :- Solve any 4 case study
All case carries equal marks
Case No : 1
REMAINS OF A DREAM
This is a tragic story, narrated in first person, of an entrepreneur who became bankrupt for no fault of him, without producing anything, mostly because of the irresponsible political and government environment. This case study, documented by Bibek Debroy and P.D. Kaushik and published in Business Today is reproduced here with permission.
In the 1980s, I worked as a chemical analyst for a transnational in Germany , but kept thinking about shifting to India .
Opportunity knocked when I saw an advertisement by the Uttar Pradesh government inviting NRI professionals to start a chemical unit in the newly identified Basti Chemical Industrial Complex. I hail from Lucknow . Hence, this was attractive. I inquired from the Indian High Commission and was told that there is single window clearance for NRI investors. The brochure said several things about the benefits – excise and sales tax holiday for five years, uninterrupted power supply, low rate of interest on loans, and clearance of application within 30 days.
I started the application formalities for a chemical unit. Once the application was accepted, I requested for long leave from my employers. I also inquired from my relatives in Lucknow and was told that the Uttar Pradesh government’s intentions are clear, and developmental work is progressing at fast speed.
Every now and then, I received a letter from the ministry of industry in Uttar Pradesh to furnish some paper or the other, as part of procedural formalities. After three months, I received my provisional sanction letter for allotment of land, and term loan. The letter also stated that within six months, I must take possession of the land, and initiate construction. Otherwise, the deposited amount (Rs 1 lakh as part of my contribution) will be forfeited. I resigned from the company, and shifted permanently to India , since my employer turned down my request for long leave.
On reaching the complex, I was surprised to see that the Uttar Pradesh State Industrial Development Corporation (UPSIDC) had actually developed the land in terms of markers, and signboards, compared to what I had seen on my last visit.
Though roads were not fully laid, it was evident that work was in progress. I took possession of my land and started construction.
Meanwhile, I approached the UPFC for granting me the term loan for ordering the plant and machinery. The first obstacle came from the Uttar Pradesh State Electricity Board (now Uttar Pradesh Power Corporation). The electricity supply to the complex was not yet available. On inquiring, I was told that the plan had been sanctioned, but required clearance from the power ministry, before undertaking further work. The approximate time to get grid supply ranged between four and six months.
The next obstacle came from the Uttar Pradesh Financial Corporation (UPFC). It could release the first instalment after I completed construction till the plinth level. I continued work with the help of a diesel generating set. It took another month to reach the plinth level.
But before I could request UPFC to release my first instalment, I received a letter from UPFC that I had to deposit interest against the amount paid to the UPSIDC for land possession. This was a shock, because interest had to be paid even before anything was produced.
But I had no alternative, because the first insatlment was due. The UPFC promptly released the first instalment after inspecting the construction. It helped me continue construction work, and also book for plant and machinery.
Six months went by. Construction was almost complete. I had received three instalments from the Uttar Pradesh Financial Corporation (UPFC). Each time the payment of interest was due, the required sum was adjusted from the instalment released. If there was any shortfall in money required for construction, I paid from my own pocket.
But after nine months, my coffers went empty. Machinery suppliers were after me, for payment. UPFC insisted on interest payments, because this was the last instalment of my term loan and interest due couldn’t be deducted from future instalments. I borrowed from family and friends and paid up. Then I received the final instalment from UPFC for plant and machinery, with another notice that the yearly instalment for the principal was due.
Within two months, machinery was commissioned at the site. But electricity was yet to reach the complex. In the previous year, I had visited the Uttar Pradesh State Electricity Board (UPSEB) office innumerable times. I also approached the industry association to assist me. But all my efforts were in vain. This did not help me, or others like me, to get the grid supply.
There were 14 other who were in the same boat. The biggest company of them all – obviously with contacts at higher levels – arranged for grid supply from the rural feeder. But that plan also did not take off, because the rural feeder supplied poor quality power for a mere six hours. A process industry requires 24 hours of uninterrupted electricity supply without load fluctuations. It is precisely because of this that all 15 of us, who were waiting for electricity, had insisted on industrial power from UPSEB.
All plans failed. Captive generation was not a viable alternative now. And we continued to wait for the grid supply. We met the former minister for industry and pleaded our case. He assured us that he would take up the case with the power ministry.
Meanwhile, I defaulted on interest payment. So did the others. The final blow came in the Assembly elections, when both the sitting : Member of Legislative Assembly, from Basti, and the state industrial minister lost their seats. Suddenly, everything – from road construction work, to the laying of sewer and phone lines – came to a standstill.
Only the police post and the UPSKB rural feeder office remained. The new incumbent in the industrial ministry hailed from Saharanpur , so the thrust of the ministry changed. Basti was not on their priority list anymore. After waiting for tow years, UPSEB was not able to connect the complex with grid supply.
In the end, UPFC initiated recovery action and sealed my unit. Besides, they claimed that I could not get NRI treatment, with preferential interest rates, because I had permanently moved to India . Thus, there were also plans to file a case against me on account of misinforming the corporation. Experts suggested I should file for insolvency if I wanted to avoid going to prison. This I did in 1994. I spent Rs. 15 lakh from my own pocket.
Now, all that remains of an entrepreneurial dream is a sealed chemical unit in Basti and a complex legal tangle.
I was better off working for the transnational in Germany . Power does not come out of the barrel of a gun. A gun’s barrel comes of power, especially when the latter does not exist.
QUESTIONS
Identify and analyse the environmental factors in this case.
Who were all responsible for this tragic end?
It is right on the part of the government and promotional agencies to woo entrepreneurs by promising facilities and incentives which they are not sure of being able to provide?
Should there be legislation to compensate entrepreneurs for the loss suffered due to the irresponsibility of public agencies? What problems are likely to be olved and created by such a legislation?
What are the lessons of this case for an entrepreneur and government and promotional agencies?
Case No : 2
THE COSTS OF DELAY
The public sector Indian Oil Corporation (IOC), the major oil refining and marketing company which was also the canalizing agency for oil imports and the only Indian company I the Fortune 500, in terms of sales, planned to make a foray in to the foreign market by acquiring a substantial stake in the Balal Oil field in Iran of the Premier Oil. The project was estimated to have recoverable oil reserves of about 11 million tonnes and IOC was supposed to get nearly four million tonnes.
When IOC started talking to the Iranian company for the acquisition in October 1998, oil prices were at rock bottom ($ 11 per barrel) and most refining companies were closing shop due to falling margins. Indeed, a number of good oil properties in the Middle East were up for sale. Using this opportunity, several developing countries ``made a killing by acquiring oil equities abroad.’’
IOC needed Government’s permission to invest abroad. Application by Indian company for investing abroad is to be scrutinized by a special committee represented by the Reserve Bank of India and the finance and commerce ministries. By the time the government gave the clearance for the acquisition in December 1999 (i.e., more than a year after the application was made), the prices had bounced back to $24 per barrel. And the Elf of France had virtually took away the deal from under IOC’s nose by acquiring the Premier Oil.
The RBI, which gave IOC the approval for $15 million investment, took more than a year for clearing the deal because the structure for such investments were not in place, it was reported.
QUESTIONS
Discuss internal, domestic and global environments of business revealed by this case.
Discuss whether it is the domestic or global environment that hinders the globalization of Indian business.
Even if Elf had not acquired Premier Oil, what would have been the impact of the delay in the clearance on IOC?
What would have been the significance of the foreign acquisition to IOC?
What are the lessons of this case?
Case No : 3
NATURAL THRUST
Balsara Hygiene Products Ltd., which had some fairly successful household hygiene products introduced in 1978 a toothpaste, Promise, with clove oil (which has been traditionally regarded in India as an effective deterrent to tooth decay and tooth ache) as a unique selling proposition. By 1986 Promise captured a market share of 16 per cent and became the second largest selling toothpaste brand in India . There was, however, an erosion of its market share later because of the fighting back of the multinationals. Hindustan Lever’s Close-up gel appealed to the consumers, particularly to the teens and young, very well and toppled Promise form the second position.
Supported by the Export Import Bank of India ’s Export Marketing Finance (EMF) programme and development assistance, Balsara entered the Malaysian market with Promise and another brand of tooth paste, Miswak.
The emphasis on the clove oil ingredient of the Promise evoked good response in Malaysia too. There was good response to Miswak also in the Muslim dominated Malaysia . Its promotion highlighted the fact that miswak (Latin Name : Salvadora Persica) was a plant that had been used for centuries by as a tooth cleaning twig. It had reference in Koran. Quoting from Faizal-E-Miswak, it was pointed out that prophet Mohammed used ``miswak before sleeping at night and after awakening.’’ The religious appeal in the promotion was reinforced by the findings of scientists all over the world, including Arabic ones, of the antibacterial property of clove and its ability to prevent tooth decay and gums.
Market intelligence revealed that there was a growing preference in the advanced counties for nature based products. Balsara tied up with Auromere Imports Inc. (AAII), Los Angeles . An agency established by American followers of Aurobindo, an Indian philosopher saint. Eight months of intensive R & D enabled Balsara to develop a tooth paste containing 24 herbal ingredients that would satisfy the required parameter. Auromere was voted as the No. 1 toothpaste in North Eastern USA in a US Health magazine survey in 1991.
The product line was extended by introducing several variants of Auromere. A saccharine free toothpaste was introduced. It was found that mint and menthol were taboo for users of homoeopathic medicines. So a product free of such mints was developed. Auromere Fresh Mint for the young and Auromere Cina Mint containing a combination of cinnamon and peppermint were also introduced. When the company relaised that Auromere was not doing well in Germany because of the forming agent used in the product, it introduced a chemical free variant of the products.
QUESTIONS
Explain the environmental factors which Balsara used to its advantage.
What is the strength of AAII to market ayurvedic toothpaste in USA ?
Case No : 4
THE SWAP
The Economic Times, 20 October 2000 , reported that Reliance Industries entered into a swap deal for the export and import of 36 cargoes of naphtha over the next six months. Accordingly, three cargoes of 50,000 tonnes each were to be exported every month from Reliance Petroleum’s Jamnagar refinery and three cargoes of the same amount were to be imported to the Reliance Industries’ Hazira facility. The deal was done through Japanese traders Mitsubishi, Marubeni, ltochu, IdCmitsu and Shell. The export was done at around Arabian Gulf prices plus $22.
Reliance, needs petrochemical grade naphtha for its Hazira facility which is not being produced at Jamnagar . Therefore, its cracker at Hazira gets petrochemical grade naphtha from the international markets in return for Reliance Petroleum selling another grade of naphtha from its Jamnagar refinery to the international oil trade.
If RIL imports naphtha for Hazira petrochemical plant, the company does not have to pay the 24 per cent sales tax, which it will have to pay on a local purchase, even if it is from Reliance Petro. Besides Reliance Petro will also get a 10 per cent duty drawback on its crude imports if it exports naphtha from the refinery at Jamnagar .
The export of naphtha with Japanese traders is being looked as a coup of Reliance as it gives the company an entry into the large Japanese market.
Indian refineries have a freight advantage over the Singapore market and can quote better prices.
QUESTIONS
Examine the internal and external factors behind Reliance’s decision for the swap deal.
What environmental changes could make swap deal unattractive in future?
Could there be any strategic reason behind the decision to import and export naphtha?
Should Reliance import and export naphtha even if it does not provide any profit advantage?
Case No : 5
A QUESTION OF ETHICS
TELCO opened bookings for different models of its proud small car Indica in late 1998. The consumer response was overwhelming. Most of the bookings were for the AC models, DLE and DLX. The DLE model accounted for more than 70 per cent of the bookings.
Telco has planned to commence delivery of the vehicles by early 1999. However, delivery schedules for the AC models were upset because of some problems on the roll out front. According to a report in The Economic Times dated 13 March 1999 , Telco officials attributed the delay to non-availability of air conditioning kits.
Subros Ltd. supplies AC kits for the DLE version and Voltes is the vendor for the DLX version. Incidentally, Subros is also the AC supplier to Maruti Udyog Ltd.
Telco officials alleged that Subros was being pressured by the competitor to delay the supply of kits. ``If this continues, we will be forced to ask Voltas to supply kits for the DLE version too,’’ a company official said.
QUESTIONS
Why did Telco land itself in the problem (supply problem in respect of AC kits)?
If the allegation about the supplier is right, discuss its implications for the supplier.
Evaluate the ethical issues involved in the case. (Also consider the fact Maruti was 50 per cent Government owned.)
Case No : 6
DIFFERENT FOR GAMBLE
Product and Gamble (P & G), a global consumer products giant, ``stormed the Japanese market with American products, American managers, American sales methods and strategies. The result was disastrous until the company learnt how to adapt products and marketing style to Japanese culture. P & G which entered the Japanese market in 1973 lost money until 1987, but by 1991 it became its second largest foreign market.’’
P & G acclaimed as ``the world’s most admired marketing machine’’, entered India , which has been considered as one of the largest emerging markets, in 1985. It entered the Indian detergent marketing the early nineties with the Ariel brand through P & G India (in which it had a 51 percent holding which was raised 65 per cent in January 1993, the remaining 35 per cent being hold by the public). P & G established P & G Home products, a 100 per cent subsidiary later (1993) and the Ariel was transferred to it. Besides soaps and detergents, P & G had or introduced later product portfolios like shampoos (Pantene) medical products (Viks range, Clearasil and Mediker) and personal products (Whisper feminine hygiene products, pampers diapers and old spice range of men’s toiletries).
The Indian detergent and personal care products market was dominated by Hindustan Lever Ltd. (HLL). In some segments of the personal care products market the multinational Johnson & Johnson has had a strong presence. Tata group’s Tomco, which had been in the red for some time, was sold to Hindustan Lever Ltd. (HLL). HLL, a subsidiary of P & G’s global competitor, has been in India for about a century. The take over of Tomco by HLL further increased its market dominance. In the low priced detergents segment Nirma has established a very strong presence.
Over the period of about one and a half decades since its entry in India , P & G invested several thousand crores. However, dissatisfied with its performance in India , it decided to restructure its operations, which in several respects meant a shrinking of activities – the manpower was drastically cut, and thousands of stockists were terminated. P & G, however holds that, it will continue to invest in India . According to Gary Cofer, the country manager, ``it takes time to build a business category or brand in India . It is possibly an even more demanding geography than others.’’
China , on the other hand, with business worth several times than in India in less than 12 years, has emerged as a highly promising market for P & G. when the Chinese market was opened up, P & G was one of the first MNCS to enter. Prior to the liberalisation, Chinese consumers had to content with shoddy products manufactured by government companies. Per capita income of China is substantially higher than India ’s and the Chinese economy was growing faster than the Indian. Further, the success of the single child concept in China means higher disposable income.
Further it is also pointed out that for a global company like P & G, understanding Chinese culture was far easier since the expat Chinese in the US was not very different from those back home where as most Indian expats tended to adapt far more to the cultural nuances of the immigrant country.
One of P & G’s big in India was the compact technology premium detergent brand Ariel. After an initial show, Ariel, however, failed to generate enough sales – consumers seem to have gone by the per kilo cost than the cost per wash propagated by the promotion. To start with, P & G had to import the expensive state-of-the-art ingredients, which attracted heavy customs duties. The company estimated that it would cost Rs. 60 per kilo for Ariel compared to Rs. 27 for Surf and Rs. 8 for Nirma. Because of the Rupee devaluation of the early 1990s, the test market price of Rs. 35 for 500 gms was soon Rs. 41 by the time the product was launched. HLL fought Ariel back with premium variants of Surf like Surf Excel.
It is pointed out that, ``in hindsight, even P & G managers privately admit that bringing in the latest compact technology was a big blunder. In the eighties, P & G had taken a huge beating in one of its most profitable markets, Japan, at the hands of local company Kao. Knowing the Japanese consumer’s fondness for small things, Kao weaved magic with its new-found compact technology. For a company that prided itself on technology, the drubbing in Japan was particularly painful. It was, therefore, decided that compacts would now be the lead brand for the entire Asia-Pacific region. When P & G launched Ariel in India , it hoped that the Indian consumer would devise the appropriate benchmarks to evaluate Ariel. As compacts promised economy of sue, P & G hoped that consumers would buy into the low-cost-per-wash story. But selling that story through advertising was particularly difficult, especially sine Indian consumers believed that the washing wasn’t over unless the bar had been used for scrubbing. Even though Ariel was targeted at consumer with high disposable income, who represented half the urban population, consumers simply baulked at the outlay.
Thereafter, one thing led to another. Ariel’s strategy of introducing variants was a smart move to flank Lever at every price point by cleverly using the brand’s halo effect. And by supporting the brand in mass media and retaining the share of voice. By 1996, it had become clear that Ariel’s equity as a high-performance detergent had begun to take a beating. Its equity as a top-of-the-line detergent was getting eroded….Nowhere in P & G’s history had a concept like Super Soaker been used to gain volumes…. It was decided that Super Soaker would no longer be supported, nor would Ariel bar be supported in media.
QUESTIONS
Discuss the reasons for the initial failure of P & G in Japan .
Where did P & G go wrong (if it did) in the evaluation of the Indian market and its strategy?
Discuss the reasons for the difference in the performance of P & G in India and China .
Masters Program in Business Administration (MBA 4 SEM)
( Semester IV )
Note :- Solve any 4 case study
All case carries equal marks
Case No : 1
REMAINS OF A DREAM
This is a tragic story, narrated in first person, of an entrepreneur who became bankrupt for no fault of him, without producing anything, mostly because of the irresponsible political and government environment. This case study, documented by Bibek Debroy and P.D. Kaushik and published in Business Today is reproduced here with permission.
In the 1980s, I worked as a chemical analyst for a transnational in Germany , but kept thinking about shifting to India .
Opportunity knocked when I saw an advertisement by the Uttar Pradesh government inviting NRI professionals to start a chemical unit in the newly identified Basti Chemical Industrial Complex. I hail from Lucknow . Hence, this was attractive. I inquired from the Indian High Commission and was told that there is single window clearance for NRI investors. The brochure said several things about the benefits – excise and sales tax holiday for five years, uninterrupted power supply, low rate of interest on loans, and clearance of application within 30 days.
I started the application formalities for a chemical unit. Once the application was accepted, I requested for long leave from my employers. I also inquired from my relatives in Lucknow and was told that the Uttar Pradesh government’s intentions are clear, and developmental work is progressing at fast speed.
Every now and then, I received a letter from the ministry of industry in Uttar Pradesh to furnish some paper or the other, as part of procedural formalities. After three months, I received my provisional sanction letter for allotment of land, and term loan. The letter also stated that within six months, I must take possession of the land, and initiate construction. Otherwise, the deposited amount (Rs 1 lakh as part of my contribution) will be forfeited. I resigned from the company, and shifted permanently to India , since my employer turned down my request for long leave.
On reaching the complex, I was surprised to see that the Uttar Pradesh State Industrial Development Corporation (UPSIDC) had actually developed the land in terms of markers, and signboards, compared to what I had seen on my last visit.
Though roads were not fully laid, it was evident that work was in progress. I took possession of my land and started construction.
Meanwhile, I approached the UPFC for granting me the term loan for ordering the plant and machinery. The first obstacle came from the Uttar Pradesh State Electricity Board (now Uttar Pradesh Power Corporation). The electricity supply to the complex was not yet available. On inquiring, I was told that the plan had been sanctioned, but required clearance from the power ministry, before undertaking further work. The approximate time to get grid supply ranged between four and six months.
The next obstacle came from the Uttar Pradesh Financial Corporation (UPFC). It could release the first instalment after I completed construction till the plinth level. I continued work with the help of a diesel generating set. It took another month to reach the plinth level.
But before I could request UPFC to release my first instalment, I received a letter from UPFC that I had to deposit interest against the amount paid to the UPSIDC for land possession. This was a shock, because interest had to be paid even before anything was produced.
But I had no alternative, because the first insatlment was due. The UPFC promptly released the first instalment after inspecting the construction. It helped me continue construction work, and also book for plant and machinery.
Six months went by. Construction was almost complete. I had received three instalments from the Uttar Pradesh Financial Corporation (UPFC). Each time the payment of interest was due, the required sum was adjusted from the instalment released. If there was any shortfall in money required for construction, I paid from my own pocket.
But after nine months, my coffers went empty. Machinery suppliers were after me, for payment. UPFC insisted on interest payments, because this was the last instalment of my term loan and interest due couldn’t be deducted from future instalments. I borrowed from family and friends and paid up. Then I received the final instalment from UPFC for plant and machinery, with another notice that the yearly instalment for the principal was due.
Within two months, machinery was commissioned at the site. But electricity was yet to reach the complex. In the previous year, I had visited the Uttar Pradesh State Electricity Board (UPSEB) office innumerable times. I also approached the industry association to assist me. But all my efforts were in vain. This did not help me, or others like me, to get the grid supply.
There were 14 other who were in the same boat. The biggest company of them all – obviously with contacts at higher levels – arranged for grid supply from the rural feeder. But that plan also did not take off, because the rural feeder supplied poor quality power for a mere six hours. A process industry requires 24 hours of uninterrupted electricity supply without load fluctuations. It is precisely because of this that all 15 of us, who were waiting for electricity, had insisted on industrial power from UPSEB.
All plans failed. Captive generation was not a viable alternative now. And we continued to wait for the grid supply. We met the former minister for industry and pleaded our case. He assured us that he would take up the case with the power ministry.
Meanwhile, I defaulted on interest payment. So did the others. The final blow came in the Assembly elections, when both the sitting : Member of Legislative Assembly, from Basti, and the state industrial minister lost their seats. Suddenly, everything – from road construction work, to the laying of sewer and phone lines – came to a standstill.
Only the police post and the UPSKB rural feeder office remained. The new incumbent in the industrial ministry hailed from Saharanpur , so the thrust of the ministry changed. Basti was not on their priority list anymore. After waiting for tow years, UPSEB was not able to connect the complex with grid supply.
In the end, UPFC initiated recovery action and sealed my unit. Besides, they claimed that I could not get NRI treatment, with preferential interest rates, because I had permanently moved to India . Thus, there were also plans to file a case against me on account of misinforming the corporation. Experts suggested I should file for insolvency if I wanted to avoid going to prison. This I did in 1994. I spent Rs. 15 lakh from my own pocket.
Now, all that remains of an entrepreneurial dream is a sealed chemical unit in Basti and a complex legal tangle.
I was better off working for the transnational in Germany . Power does not come out of the barrel of a gun. A gun’s barrel comes of power, especially when the latter does not exist.
QUESTIONS
Identify and analyse the environmental factors in this case.
Who were all responsible for this tragic end?
It is right on the part of the government and promotional agencies to woo entrepreneurs by promising facilities and incentives which they are not sure of being able to provide?
Should there be legislation to compensate entrepreneurs for the loss suffered due to the irresponsibility of public agencies? What problems are likely to be olved and created by such a legislation?
What are the lessons of this case for an entrepreneur and government and promotional agencies?
Case No : 2
THE COSTS OF DELAY
The public sector Indian Oil Corporation (IOC), the major oil refining and marketing company which was also the canalizing agency for oil imports and the only Indian company I the Fortune 500, in terms of sales, planned to make a foray in to the foreign market by acquiring a substantial stake in the Balal Oil field in Iran of the Premier Oil. The project was estimated to have recoverable oil reserves of about 11 million tonnes and IOC was supposed to get nearly four million tonnes.
When IOC started talking to the Iranian company for the acquisition in October 1998, oil prices were at rock bottom ($ 11 per barrel) and most refining companies were closing shop due to falling margins. Indeed, a number of good oil properties in the Middle East were up for sale. Using this opportunity, several developing countries ``made a killing by acquiring oil equities abroad.’’
IOC needed Government’s permission to invest abroad. Application by Indian company for investing abroad is to be scrutinized by a special committee represented by the Reserve Bank of India and the finance and commerce ministries. By the time the government gave the clearance for the acquisition in December 1999 (i.e., more than a year after the application was made), the prices had bounced back to $24 per barrel. And the Elf of France had virtually took away the deal from under IOC’s nose by acquiring the Premier Oil.
The RBI, which gave IOC the approval for $15 million investment, took more than a year for clearing the deal because the structure for such investments were not in place, it was reported.
QUESTIONS
Discuss internal, domestic and global environments of business revealed by this case.
Discuss whether it is the domestic or global environment that hinders the globalization of Indian business.
Even if Elf had not acquired Premier Oil, what would have been the impact of the delay in the clearance on IOC?
What would have been the significance of the foreign acquisition to IOC?
What are the lessons of this case?
Case No : 3
NATURAL THRUST
Balsara Hygiene Products Ltd., which had some fairly successful household hygiene products introduced in 1978 a toothpaste, Promise, with clove oil (which has been traditionally regarded in India as an effective deterrent to tooth decay and tooth ache) as a unique selling proposition. By 1986 Promise captured a market share of 16 per cent and became the second largest selling toothpaste brand in India . There was, however, an erosion of its market share later because of the fighting back of the multinationals. Hindustan Lever’s Close-up gel appealed to the consumers, particularly to the teens and young, very well and toppled Promise form the second position.
Supported by the Export Import Bank of India ’s Export Marketing Finance (EMF) programme and development assistance, Balsara entered the Malaysian market with Promise and another brand of tooth paste, Miswak.
The emphasis on the clove oil ingredient of the Promise evoked good response in Malaysia too. There was good response to Miswak also in the Muslim dominated Malaysia . Its promotion highlighted the fact that miswak (Latin Name : Salvadora Persica) was a plant that had been used for centuries by as a tooth cleaning twig. It had reference in Koran. Quoting from Faizal-E-Miswak, it was pointed out that prophet Mohammed used ``miswak before sleeping at night and after awakening.’’ The religious appeal in the promotion was reinforced by the findings of scientists all over the world, including Arabic ones, of the antibacterial property of clove and its ability to prevent tooth decay and gums.
Market intelligence revealed that there was a growing preference in the advanced counties for nature based products. Balsara tied up with Auromere Imports Inc. (AAII), Los Angeles . An agency established by American followers of Aurobindo, an Indian philosopher saint. Eight months of intensive R & D enabled Balsara to develop a tooth paste containing 24 herbal ingredients that would satisfy the required parameter. Auromere was voted as the No. 1 toothpaste in North Eastern USA in a US Health magazine survey in 1991.
The product line was extended by introducing several variants of Auromere. A saccharine free toothpaste was introduced. It was found that mint and menthol were taboo for users of homoeopathic medicines. So a product free of such mints was developed. Auromere Fresh Mint for the young and Auromere Cina Mint containing a combination of cinnamon and peppermint were also introduced. When the company relaised that Auromere was not doing well in Germany because of the forming agent used in the product, it introduced a chemical free variant of the products.
QUESTIONS
Explain the environmental factors which Balsara used to its advantage.
What is the strength of AAII to market ayurvedic toothpaste in USA ?
Case No : 4
THE SWAP
The Economic Times, 20 October 2000 , reported that Reliance Industries entered into a swap deal for the export and import of 36 cargoes of naphtha over the next six months. Accordingly, three cargoes of 50,000 tonnes each were to be exported every month from Reliance Petroleum’s Jamnagar refinery and three cargoes of the same amount were to be imported to the Reliance Industries’ Hazira facility. The deal was done through Japanese traders Mitsubishi, Marubeni, ltochu, IdCmitsu and Shell. The export was done at around Arabian Gulf prices plus $22.
Reliance, needs petrochemical grade naphtha for its Hazira facility which is not being produced at Jamnagar . Therefore, its cracker at Hazira gets petrochemical grade naphtha from the international markets in return for Reliance Petroleum selling another grade of naphtha from its Jamnagar refinery to the international oil trade.
If RIL imports naphtha for Hazira petrochemical plant, the company does not have to pay the 24 per cent sales tax, which it will have to pay on a local purchase, even if it is from Reliance Petro. Besides Reliance Petro will also get a 10 per cent duty drawback on its crude imports if it exports naphtha from the refinery at Jamnagar .
The export of naphtha with Japanese traders is being looked as a coup of Reliance as it gives the company an entry into the large Japanese market.
Indian refineries have a freight advantage over the Singapore market and can quote better prices.
QUESTIONS
Examine the internal and external factors behind Reliance’s decision for the swap deal.
What environmental changes could make swap deal unattractive in future?
Could there be any strategic reason behind the decision to import and export naphtha?
Should Reliance import and export naphtha even if it does not provide any profit advantage?
Case No : 5
A QUESTION OF ETHICS
TELCO opened bookings for different models of its proud small car Indica in late 1998. The consumer response was overwhelming. Most of the bookings were for the AC models, DLE and DLX. The DLE model accounted for more than 70 per cent of the bookings.
Telco has planned to commence delivery of the vehicles by early 1999. However, delivery schedules for the AC models were upset because of some problems on the roll out front. According to a report in The Economic Times dated 13 March 1999 , Telco officials attributed the delay to non-availability of air conditioning kits.
Subros Ltd. supplies AC kits for the DLE version and Voltes is the vendor for the DLX version. Incidentally, Subros is also the AC supplier to Maruti Udyog Ltd.
Telco officials alleged that Subros was being pressured by the competitor to delay the supply of kits. ``If this continues, we will be forced to ask Voltas to supply kits for the DLE version too,’’ a company official said.
QUESTIONS
Why did Telco land itself in the problem (supply problem in respect of AC kits)?
If the allegation about the supplier is right, discuss its implications for the supplier.
Evaluate the ethical issues involved in the case. (Also consider the fact Maruti was 50 per cent Government owned.)
Case No : 6
DIFFERENT FOR GAMBLE
Product and Gamble (P & G), a global consumer products giant, ``stormed the Japanese market with American products, American managers, American sales methods and strategies. The result was disastrous until the company learnt how to adapt products and marketing style to Japanese culture. P & G which entered the Japanese market in 1973 lost money until 1987, but by 1991 it became its second largest foreign market.’’
P & G acclaimed as ``the world’s most admired marketing machine’’, entered India , which has been considered as one of the largest emerging markets, in 1985. It entered the Indian detergent marketing the early nineties with the Ariel brand through P & G India (in which it had a 51 percent holding which was raised 65 per cent in January 1993, the remaining 35 per cent being hold by the public). P & G established P & G Home products, a 100 per cent subsidiary later (1993) and the Ariel was transferred to it. Besides soaps and detergents, P & G had or introduced later product portfolios like shampoos (Pantene) medical products (Viks range, Clearasil and Mediker) and personal products (Whisper feminine hygiene products, pampers diapers and old spice range of men’s toiletries).
The Indian detergent and personal care products market was dominated by Hindustan Lever Ltd. (HLL). In some segments of the personal care products market the multinational Johnson & Johnson has had a strong presence. Tata group’s Tomco, which had been in the red for some time, was sold to Hindustan Lever Ltd. (HLL). HLL, a subsidiary of P & G’s global competitor, has been in India for about a century. The take over of Tomco by HLL further increased its market dominance. In the low priced detergents segment Nirma has established a very strong presence.
Over the period of about one and a half decades since its entry in India , P & G invested several thousand crores. However, dissatisfied with its performance in India , it decided to restructure its operations, which in several respects meant a shrinking of activities – the manpower was drastically cut, and thousands of stockists were terminated. P & G, however holds that, it will continue to invest in India . According to Gary Cofer, the country manager, ``it takes time to build a business category or brand in India . It is possibly an even more demanding geography than others.’’
China , on the other hand, with business worth several times than in India in less than 12 years, has emerged as a highly promising market for P & G. when the Chinese market was opened up, P & G was one of the first MNCS to enter. Prior to the liberalisation, Chinese consumers had to content with shoddy products manufactured by government companies. Per capita income of China is substantially higher than India ’s and the Chinese economy was growing faster than the Indian. Further, the success of the single child concept in China means higher disposable income.
Further it is also pointed out that for a global company like P & G, understanding Chinese culture was far easier since the expat Chinese in the US was not very different from those back home where as most Indian expats tended to adapt far more to the cultural nuances of the immigrant country.
One of P & G’s big in India was the compact technology premium detergent brand Ariel. After an initial show, Ariel, however, failed to generate enough sales – consumers seem to have gone by the per kilo cost than the cost per wash propagated by the promotion. To start with, P & G had to import the expensive state-of-the-art ingredients, which attracted heavy customs duties. The company estimated that it would cost Rs. 60 per kilo for Ariel compared to Rs. 27 for Surf and Rs. 8 for Nirma. Because of the Rupee devaluation of the early 1990s, the test market price of Rs. 35 for 500 gms was soon Rs. 41 by the time the product was launched. HLL fought Ariel back with premium variants of Surf like Surf Excel.
It is pointed out that, ``in hindsight, even P & G managers privately admit that bringing in the latest compact technology was a big blunder. In the eighties, P & G had taken a huge beating in one of its most profitable markets, Japan, at the hands of local company Kao. Knowing the Japanese consumer’s fondness for small things, Kao weaved magic with its new-found compact technology. For a company that prided itself on technology, the drubbing in Japan was particularly painful. It was, therefore, decided that compacts would now be the lead brand for the entire Asia-Pacific region. When P & G launched Ariel in India , it hoped that the Indian consumer would devise the appropriate benchmarks to evaluate Ariel. As compacts promised economy of sue, P & G hoped that consumers would buy into the low-cost-per-wash story. But selling that story through advertising was particularly difficult, especially sine Indian consumers believed that the washing wasn’t over unless the bar had been used for scrubbing. Even though Ariel was targeted at consumer with high disposable income, who represented half the urban population, consumers simply baulked at the outlay.
Thereafter, one thing led to another. Ariel’s strategy of introducing variants was a smart move to flank Lever at every price point by cleverly using the brand’s halo effect. And by supporting the brand in mass media and retaining the share of voice. By 1996, it had become clear that Ariel’s equity as a high-performance detergent had begun to take a beating. Its equity as a top-of-the-line detergent was getting eroded….Nowhere in P & G’s history had a concept like Super Soaker been used to gain volumes…. It was decided that Super Soaker would no longer be supported, nor would Ariel bar be supported in media.
QUESTIONS
Discuss the reasons for the initial failure of P & G in Japan .
Where did P & G go wrong (if it did) in the evaluation of the Indian market and its strategy?
Discuss the reasons for the difference in the performance of P & G in India and China .
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Find The Needs Of CA Services In Lucknow
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HDFC customer care service center | HDFC bank customer care number
HDFC bank customer care : Here we provide you HDFC customer care , HDFC credit card customer care number, HDFC toll free customer care number , HDFC customer care center , HDFC helpline for 24 X 7.HDFCcustomer care no for diffirence cities etc.
Here you also get information about new banking accounts, credit cards, debit cards, net banking, personal/education loans or others. Besides contact details, the page also offers information on HDFC Bank services.
HDFC bank was incorporated under the housing development finance corporation limited (HDFC). HDFC is the india's leadest private housing finance company.HDFC bank has the 4,100 branches and 12,000 ATMs across 2,400 cities in the india. HDFC bank is the well known bank of the india.HDFC bank has Total income for the year ended March 31, 2015 was INR 574.66 billion . if you say that what is service which provide by the HDFC bank then this is follow, HDFC bank provides services include savings accounts, current accounts, deposits, safe deposit lockers, personal loans, home/car loans, two wheeler loans, educational loans, debit/credit cards, prepaid cards, demat accounts, insurances, forex, premier banking, and more. On the website, one can easily pay bills, make credit card payments, transfer funds, access net banking and much more.
HDFC bank toll free customer care number
1800 22 4060 (Toll free for BSNL/MTNL) (Mon-Fri,8 to 8 pm,Sat & Sun,8 to 4 pm) 1800 425 4332 (Toll free for BSNL/MTNL) (For Credit Card related queries) (24X7) 1800 22 1006 (Toll free for BSNL/MTNL) (For Mutual Fund or Investment Services) (Mon-Fri,9:30 to 6:30 pm,Sat 9:30 to 1:30 pm)
HDFC Bank Head Office HDFC Bank House, Senapati Bapat Marg, Lower Parel, Mumbai 400 013 Phone: +91-22-6652-1000
HDFC credit card customer care no Call Grievance Redressal Officer Phone No. 044 - 23625600 For more update http://www.getcustomercareno.com/2017/10/hdfc-credit-card-customer-care-number.html Timings Monday to Friday ------- 9.30 a.m. and 5.30 p.m. Saturday --------9.30 a.m. and 1.30 p.m. HDFC bank phone banking customer care no
Call Grievance Redressal Cell - Depository Services,--- Phone No.- 022-28569303
Timings Monday to Friday------- - 9.30 a.m. and 5.30 p.m. HDFC bank Mutual Fund or Investment customer care no Phone: 1800 22 1006 HDFC bank customer care no for NRI Customers Phone: 855-999-6061 (US/Canada) Phone: +91-2267606161 (other countries)
HDFC Bank Credit Card customer care number here below is the some of the credit card customer care no for the difference state and cities. Ahmedabad – 079 66004332 Bangalore – 080 66224332 Bhopal – 0755 4004332 Chandigarh – 0172 4694332 Chennai – 044 66004332 Cochin – 0484 4084332 Coimbatore – 0422 4384332 Delhi – 011 41514332 Hyderabad – 040 66624332 Indore – 0731 4074332 Jaipur – 0141 4004332 Kolkata – 033 22104332 Lucknow – 0522 4004332 Mumbai – 022 28564332 Pune – 020 66034332
Final words :
Thanks for the read this post HDFC customer care no | HDFC credit card customer care no.
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Latest 2017 HDFC Bank Credit Card Customer Care – Toll Free Number | hdfc customer service center
HDFC customer care no
HDFC Credit card customer care no : If you have the bank account in the hdfc bank or want to open bank account in the HDFC bank and you are facing some issue with the banking system then you are landed at the right place. Here we provide all the detail about the HDFC customer care , HDFC credit card customer care number, HDFC toll free customer care number , HDFC customer care center , HDFC helpline for 24 X 7.HDFCcustomer care no for diffirence cities etc.
Here you also get information about new banking accounts, credit cards, debit cards, net banking, personal/education loans or others. Besides contact details, the page also offers information on HDFC Bank services.
About HDFC bank
HDFC bank was establised in the year of the 1994.HDFC bank is the major private sector bank in the india.Headquarter of the HDFC bank is located in the Mumbai. HDFC bank was incorporated under the housing development finance corporation limited (HDFC). HDFC is the india's leadest private housing finance company.HDFC bank has the 4,100 branches and 12,000 ATMs across 2,400 cities in the india. HDFC bank is the well known bank of the india.HDFC bank has Total income for the year ended March 31, 2015 was INR 574.66 billion . if you say that what is service which provide by the HDFC bank then this is follow, HDFC bank provides services include savings accounts, current accounts, deposits, safe deposit lockers, personal loans, home/car loans, two wheeler loans, educational loans, debit/credit cards, prepaid cards, demat accounts, insurances, forex, premier banking, and more. On the website, one can easily pay bills, make credit card payments, transfer funds, access net banking and much more. MD of the HDFC bank is the Mr.aditya puri.which is the very well known personality. HDFC bank was started in the1994 with the mission of the to be a “World-class Indian Bank”. HDFC bank is also reveived best banks award in the 2010.it is also include in the Forbes Asia Fab 50′ list. In the last year Bank MD Mr.aditya puri also won the Business Leader of the Year Award in the Economic TimesAwards for Corporate Excellence. So here we provide all the details about the HDFC bank customer care no. lets start
HDFC bank toll free customer care number
1800 22 4060 (Toll free for BSNL/MTNL) (Mon-Fri,8 to 8 pm,Sat & Sun,8 to 4 pm) 1800 425 4332 (Toll free for BSNL/MTNL) (For Credit Card related queries) (24X7) 1800 22 1006 (Toll free for BSNL/MTNL) (For Mutual Fund or Investment Services) (Mon-Fri,9:30 to 6:30 pm,Sat 9:30 to 1:30 pm)
HDFC Bank Head Office HDFC Bank House, Senapati Bapat Marg, Lower Parel, Mumbai 400 013 Phone: +91-22-6652-1000
HDFC BANK Email Support
[email protected](general) [email protected](loan enquiries) [email protected] (credit cards) HDFC credit card customer care no Call Grievance Redressal Officer Phone No. 044 - 23625600 Timings Monday to Friday ------- 9.30 a.m. and 5.30 p.m. Saturday --------9.30 a.m. and 1.30 p.m. HDFC bank phone banking customer care no
Call Grievance Redressal Cell - Depository Services,--- Phone No.- 022-28569303
Timings Monday to Friday------- - 9.30 a.m. and 5.30 p.m. HDFC bank Mutual Fund or Investment customer care no Phone: 1800 22 1006 HDFC bank customer care no for NRI Customers Phone: 855-999-6061 (US/Canada) Phone: +91-2267606161 (other countries)
HDFC bank customer care no According to the cities
Ahmedabad – (079) 61606161 Bangalore – (080) 61606161 Chandigarh – (0172) 6160616 Chennai – (044) 61606161 Cochin – (0484) 6160616 Delhi and NCR – (011) 61606161 Hyderabad (040) 61606161 Indore – (0731) 6160616 Jaipur – (0141) 6160616 Kolkata – (033) 61606161 Lucknow – (0522) 6160616 Mumbai – (022) 61606161 Pune – (020) 61606161 Assam – 9957193333 Gujarat – 9898271111 Karnataka – 9945863333 Punjab – 9815331111 Tamil Nadu/Pondicherry – 9840673333 Kerala – 9895663333 Haryana – 9996243333 Andhra Pradesh – 9949493333 Madhya Pradesh/Chattisgarh – 9893603333 Rajasthan – 9875003333 West Bengal/Sikkim – 9831073333 Uttar Pradesh/Uttarakhand – 9935903333 Maharashtra/Goa – 9890603333 Orissa – 9937903333 Jammu and Kashmir/Himachal Pradesh – 18001804333 Patna/Bihar/Jharkhand – (0612) 6160616 Meghalaya/Tripura/Nagaland/Mizoram – 18003453333 Jammu & Kashmir – 1800 180 4333 HDFC Bank Credit Card customer care number here below is the some of the credit card customer care no for the difference state and cities. Ahmedabad – 079 66004332 Bangalore – 080 66224332 Bhopal – 0755 4004332 Chandigarh – 0172 4694332 Chennai – 044 66004332 Cochin – 0484 4084332 Coimbatore – 0422 4384332 Delhi – 011 41514332 Hyderabad – 040 66624332 Indore – 0731 4074332 Jaipur – 0141 4004332 Kolkata – 033 22104332 Lucknow – 0522 4004332 Mumbai – 022 28564332 Pune – 020 66034332 Raipur – 0771 4084332 Other Locations: 1800 425 4332
Locate HDFC bank
If you are guy who still finding for the HDFC bank branch then here is the official link for the locate the HDFC bank.
Locate HDFC Bank ATM
If you are the customer of the HDFC bank and finding ATM of the HDFC bank then here is the official link of the HDFC ATM locator.
Final words :
I hope you get the all the details regarding the Latest 2017 HDFC Bank Credit Card Customer Care – Toll Free Number.
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