Tuesday, October 14, 2014

ISL is being telecast in 23 languages

ISL
Sanjay Gupta
The matches are being aired across five continents and in 18 different languages, other than the five languages that the league is being telecast in, in India.
This sort of global distribution plan makes the ISL the first Indian football event to be broadcast at such a large scale.
Through the European broadcasting major Eurosport, the league will be telecast widely in Continental Europe. Football fans in the UK will be able to catch the action on Star Gold, which is readily accessible to all TV viewers as part of base packs in that country.
Besides, the league will also be telecast in Canada, the United States, West Asia, North Africa, South Africa, Sub-Saharan Africa, Indian Sub-Continent, South East Asia and Australia, through broadcasters such as ATN, Fox Sports, OSN and Supersport, among others.
The agreement will put sports fans around the world in the box seat to witness the birth of India as a footballing nation, Star India said in a press statement.
"We are extremely delighted to take the Hero Indian Super League to a global audience. The league is a collaborative effort by IMG-Reliance and Star India that brings together the best of international footballing talent, and we are confident that sports fans across the world will enjoy watching the arrival of India on the global footballing scene," said Sanjay Gupta, COO, Star India.
The ISL has the potential to reach around 85 per cent of India's television audience, the company said. The plan to take it overseas, expands the league's reach to cover nearly three quarters of the global audience.
The international line up of the Hero Indian Super League includes big ticket names like Alessandro Del Piero, Joan Capdevila, Marco Materazzi, and members of the Arsenal team Robert Pires and Freddie Ljungberg.
The ISL will contested by eight franchises and will see 61 matches over 70 days.
This tournament is being telecast live on eight channels of the Star network, namely, Star Sports 2 (English), Star Sports 3 (Hindi), Star Sports HD 2 (English), Star Gold (Hindi), Star Utsav (Hindi), Asianet Movies (Malayalam), Jalsha Movies (Bengali) and Suvarna Plus (Kannada).
It is also being aired live on www.starsports.com.
Joining Hero MotoCorp as the 'title sponsor', is Maruti Suzuki which has signed up as the 'associate sponsor'. PepsiCo India, Amul, The Muthoot Group, Puma and Dr Reddy's Nise Ge have signed up as the official partners of the league.
manish saini
pgdm 2year
 comment by sumit kr singh
isl is good for indian foot bollar

NEWS: Lead generation ranked top global problem for sales & marketing teams

Lead generation has been ranked the top global sales and marketing challenge facing 58 per cent of companies, according to The Black Report published by 360 Leads
The research revealed that although 78.5 per cent of brands have engaged in lead generation programmes over the past 12 months, only 17.3 per cent are meeting their sales lead generation targets.
However, the marketing department views their lead generation activities as 35 per cent more successful than sales does.
While sales believe lead generation remains an issue because of poor marketing channel selection, marketing believes it comes down to data list quality.  
Marketing and sales also have differing opinions when it comes to their marketing channel of choice. Sales departments prefer outbound telemarketing as the channel of choice (57.1 per cent higher than marketing), while marketing selected digital (65.6 per cent higher than sales).
Sales professionals believed lead nurturing activity is missed 5.7 per cent of the time, while marketing said lead nurturing was lacking 17.3 per cent of the time.
Meanwhile, the report showed the most successful sales lead generators come from financial services, business and professional services and technology brands; with companies who communicate three or more times with sales prospects being 2.4 times more likely to meet targets.
Stuart Lewis, president and CEO at global sales lead generation company 360 Leads, commented:  “There is a major disconnect between sales and marketing departments’ points of view on lead generation. This disconnect contributes significantly to the lack of results, and consequently overall business performance.”

himanshu chaudhary
pgdm 2 year 
comment by sumit kumar singh
good sales in global marketing
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Equity Mutual Funds Outperformed Nifty by 10 Per Cent Since 1997: Report

Equity Mutual Funds Outperformed Nifty by 10 Per Cent Since 1997: Report 

 

Mumbai: Equity mutual funds in India have outperformed the CNX Nifty by 10 per cent on the basis of annualised returns the over last 17.5 years, according to the Crisil-AMFI equity performance index.
Equity funds have given an annualised return of around 23 per cent as against 13 per cent by CNX Nifty between April 1997 and September 2014. During the same period, Reliance MF's equity funds have given annualised return of 24.27 per cent on an average, rating agency Crisil said in a report.
The study was commissioned by Reliance Mutual Fund (RMF). Among Reliance equity funds, Reliance Growth has given an annualised return of 27.07 per cent and Reliance Vision 23.19 per cent, it said.
"Equity funds in the past 17.5 years have given annualised return of 22.6 per cent. They have generated 10 per cent additional returns when compared to the 13 per cent returns given by the CNX Nifty," Crisil Research president Mukesh Agrawal said on Tuesday.
"Overall, equity funds of RMF have given annualised returns of 24.27 per cent during the past 17.5 years, slightly above the industry average of 22.6 per cent," he said.
"RMF's composite performance index has grown over 40 times since inception in 1995 and has outperformed the broad market barometer CNX Nifty and Crisil-AMFI Equity Fund Index for one, three, five, 10 and 15-year periods ended September 2014," the Crisil report said.
RMF, which managed funds valued at more than Rs. 2,05,000 crore as of September 30, 2014, has outperformed the market barometers and topped on multiple counts to give better returns to its stakeholders, it said.
The assessment is part of a study done by Crisil that analysed performance of Reliance Equity Composite Index (RECI) comprising 10 actively managed diversified equity funds.
The funds under RECI, including Growth Fund, Vision Fund and Top 200 Fund, among others, managed assets of around Rs. 26,000 crore, accounting for 11 per cent of MF industry's open-ended equity AUM.
"Reliance Growth Fund and Reliance Vision Fund have shown spectacular returns on long-term performance," Reliance MF chief executive Sundeep Sikka said.
"Within the mutual fund our focus will be on retail. We will try to bring more retail investors to the industry." There are 50 lakh retail investors on the company's fold at the moment, Mr Sikka added.
vimal singh
pgdm 2nd year

Maruti Aims Big With Ciaz, But Analysts Cautious

NDTV | Written By: Varun Sinha | Updated On: October 07, 2014 16:27 (IST)Ads by Google
Maruti Ciaz
Maruti Ciaz
Maruti Suzuki has high hopes from Ciaz, the company's first new sedan in seven years. India's biggest car maker aims to sell between 5,000 and 7,000 Ciaz units per month, Maruti Suzuki Chief Executive Kenichi Ayukawa said yesterday. (Read the story here)
The Ciaz is likely to be a big success if one looks at the number of bookings it has received in the run up to the launch. Maruti said it received 10,000 bookings for Ciaz even though prices for the sedan were revealed only yesterday.
Analysts say the Ciaz has an edge over its competitors in the following areas,
1) The Ciaz is aggressively priced with the petrol model starting at Rs. 6.99 lakh and the diesel model starting at Rs. 8.04 lakh. Compare that to segment leader Honda City, which costs Rs. 7.2 lakh (petrol) and Rs. 8.38 lakh (diesel). (Ex-showroom prices)
2) The Ciaz also scores on fuel efficiency, which plays a key role in influencing buying decisions of Indian customers. Maruti Suzuki claims that the Ciaz (diesel) returns 26.21 km per litre, a little more than its rival Honda City's (diesel) 26 kmpl.
3) The Ciaz also scores over its rival in terms of size and ground clearance. In terms of quality, it is Maruti's best sedan offering so far, analysts say. The Ciaz is classier and roomier that its replacement (SX4).
However, the biggest drawback of the Ciaz is its under-powered engine, Mahantesh Sabarad, Deputy Head of Research at SBI Capital Securities told NDTV. (Watch the full interview)
Ciaz's 1.4L petrol engine has the lowest power rating in the segment, while its diesel engine has noticeable lag as compared to its competitors. (Read the review here)
According to Mr Sabarad, the Ciaz is a good attempt to reach out to premium customers, but it will not be a volume spinner for Maruti. The Ciaz may end up selling 3,000-4,000 units per month, he added.
Mr Sabarad also pointed that the Ciaz has been launched at an "invitation pricing" and prices will be revised upwards in 2015.
Anil Sharma, a senior analyst at IHS Automotive told Reuters that the Ciaz is a competent model, but estimated its full-year sales at about 26,000 units (2,000-2,500 units per month).
In comparison, segment leader Honda City sold over 7,000 units per month consistently post its launch, before sales took a hit because of production issues.
In a report, analysts at Maybank say, "Our FY15F volume of 1.3 million cars for Maruti Suzuki does not factor in any major upside from Ciaz." The brokerage retained its "hold" rating on Maruti shares (target Rs. 3,000).
Sales of mid-size sedan cars in India, the world's sixth largest passenger vehicle market, fell nearly 23 per cent to 1.55 lakh units in 2013-14 fiscal year from 200,176 units a year ago. However, analysts expect sales to pick up this year after three consecutive years of sluggish growth.
Maruti Suzuki shares closed 1 per cent lower at Rs. 2,938.70 on the BSE. The stock underperformed the broader auto sub-index of the BSE, which closed 0.83 per cent lower.


Ajeet Kumar
PGDM 3rd SEM

iPhone 6 to hit stores on Thursday midnight. So will Samsung Note4 

 

The Diwali shopping season is set to be a cracker: Apple’s iPhone 6 and 6Plus are set to hit the market on midnight Thursday — the company’s second midnight sale in India.

Bollywood actress Gul Panag, flanked by Asim Varsi (left) , V-P, mobile and IT, and SK Kim, MD, sales, Samsung India launching the Galaxy Note 4 and GearS in New Delhi on Tuesday.
Competitor Samsung will also start selling its premier Galaxy Note4 and GearS, which target the Apple devices, on Thursday night — just a week after BlackBerry started selling its new premium phone, the ` 49,990-Passport.
Apple’s iPhone 6 and 6Plus will be priced in a range of
` 53,500-`62,500. The company has an estimated 25,000 preorders in the country — mere peanuts compared to China’s estimated 20 million pre-orders.
NAME-RAJ GAURAV
             PGDM 3SEM
Apple’s pre-order strategy has put the brakes on the grey market that sprung up in the first few days after the iPhone was launched in the US. “This kind of activity happens when there is shortage. By delaying the launch, we were ensuring that there would not be any shortage,” said a source in Apple, who refused to be identified.
Now everything is transparent, and buyers are trooping in.
“A young lady has booked 21 iPhones; she plans to give them as Diwali gifts,” said one of the four authorised iPhone distributors.

DLF an example of why realty sector needs a watchdog

 

The stock market regulator Sebi’s crackdown on India’s biggest real estate company, DLF, is a clear indicator that the sector is in urgent need of a cleansing of the Augean stables, market experts said on Tuesday.
Sebi on Monday barred six top DLF executives, including promoter KP Singh, from accessing the securities market for three years — a move that will choke the company’s options to raise fresh funds and one that sent its stock crashing by 28% on the bourses on Tuesday.
The ban followed what Sebi said was DLF’s failure to provide key information on subsidiaries and pending legal cases at the time of its record-breaking 2007 initial public offering.
Clearly, the markets watchdog is serious about increasing transparency in a sector notorious for its opaque deals.
In the mid- to long-term, the DLF case could be the trigger for the evolution of the Indian real estate market as a whole, real estate experts said.
“The order was a surprise,” said JN Gupta, a former executive director at the regulator who now runs a shareholder advisory firm. “I think it is a bit harsh ... but the regulator is on a spree to set an example in the market.”
Experts point to recent cases such as the twin towers case in Noida, wherein the builder was ordered by the high court to refund money to people who had decided to opt out of the two 40-storey towers. In Mumbai, there was the Campa Cola society case, where demolition of 100 flats was ordered as they were allegedly constructed in violation of the sanctioned building plan.
Another case pertains to DLF itself: the Competition Appellate Tribunal upheld an order by the Competition Commission of India that imposed a Rs. 630 crore penalty on the realtor for abusing its dominant position.
All these cases have only raised the pitch for setting up of the real estate regulator, according to real estate experts.
However, the Confederation of Real Estate Developers’ Associations of India (CREDAI), the apex body for private real estate developers in the country, said the DLF case has nothing to do with the capability of the developer to deliver a real estate product, but is about disclosures. 

               
                        MITHILESH CHAUBEY
                           PGDM 3sem

     

Reliance Industries shares surge over 2% on robust Q2 earnings


Reliance Industries shares surge over 2% on robust Q2 earnings

Reliance Industries (RIL) shares rose by over 2 per cent in morning trade on Tuesday after the company posted a better-than-expected 1.7 per cent rise in net profit for the July-September quarter.
Shares of RIL surged 2.31 per cent to Rs 980 on the Bombay Stock Exchange (BSE).
On the National Stock Exchange (NSE), the scrip moved up by 2.2 per cent to Rs 979.
Energy conglomerate RIL, on Monday, posted a 1.7 per cent rise in its net profit for the second quarter of FY15, helped by strong growth in refining margins which neutralised slump in oil and gas earnings.
The net profit figure for Q2 at Rs 5,972 crore, or Rs 20.3 per share, was 1.7 per cent higher than Rs 5,873 crore, or Rs 20 a share earning in the same period last fiscal.
RIL, which is the operator of world's biggest oil-refinery complex, earned US $8.3 for turning every barrel of crude oil into fuel in Q2 as compared to US $7.7 a barrel gross refining margin (GRM) a year ago.
The GRM, however, was lower than US $8.7 per barrel in the April-June quarter of the current fiscal.
Its turnover dropped 4.3 per cent to Rs 1,13,396 crore due to lower crude oil prices and volumes mainly in the refining and oil and gas business
sumit kumar singh
pgdm 2 year.
comment by himanshu chaudhary
reliance indutries tuesday after the compans much better

Samsung launches curved televisions in Indian market

South Korean consumer electronics major Samsung on Wednesday launched curved televisions in the Indian market priced between Rs. 1 lakh and Rs. 4.49 lakh to tap high-end buyers ahead of the upcoming football world cup.
Under its curved range, the company is offering a range of ten television models with ultra high definition (UHD) and LED technologies ranging between Rs. 1.04 lakh to Rs. 4.49 lakh.
Commenting on the launch of the new product, Samsung India Deputy Managing Director R Zutshi said: "This technology should get adopted, we feel very strong. Its a global trend.

People are now looking at much and much better picture quality and immersive nature of the TV, which we do not have till now."
Optimistic about a good response from the market, he said: "We are looking forward this year for World Soccer Cup.
Bollywood actress Sonam Kapoor and Managing Director Samsung India, S.K. Kim unveil the Samsung Curved TV range in New Delhi. (AFP Photo)
Soccer game on a curve TV would have an amazing experience. We would have a dramatic sales growth."  
While he declined to put a number of the expected sales of the curved TVs, Zutshi said the new technology and World Cup would draw consumers to buy the new products.
Stressing that the curved UHD TV technology is at a nascent stage Zutshi said the expectation is that it would account for around 2 to 2.5 per cent of the total flat panel TV market with which is estimated to be over 6.5 million annually in India.
When asked how the non-availability of high quality feed could affect Ultra HD TV sales in India, he said there would be evolution as HD channel transmissions could be upgraded to UHD as well.

                                                                                                 NAME RAHUL SINGH 2
                                                                                                        PGDM 3 SEM

 

Monday, October 13, 2014

Cyclone Hudhud : Essential items in short supply, Modi to visit Vizag today

Prime Minister Narendra Modi is set to visit Visakhapatnam on Tuesday to review the situation after cyclone Hudhud killed 24 people and left a trail of destruction in Andhra Pradesh and Odisha.
The Prime Minister would visit Visakhapatnam and undertake an aerial survey of the city in the afternoon, according to Parakala Prabhakar, advisor (Communications) to the Andhra Pradesh government.
Chief Minister N Chandrababu Naidu, who is already camping in the port city to oversee the relief operations, is expected to brief the Prime Minister on the massive damage caused by the cyclone.
Naidu has urged the Centre to treat the devastation caused by the severe cyclonic storm as a "national calamity" and requested for an assistance of Rs. 2,000 crore.
The disaster management department of Andhra Pradesh said over 1.35 lakh people are taking shelter in the relief camps and 5,62,000 are being provided with food.

Read: Finally, Indian weatherman draws respect
The residents of Visakhapatnam, a picturesque location in the east coast of the country and a major industrial, educational and tourism hub, continued to reel under the crisis of not having electricity and communication network.
Many residents complained of power woes and acute shortage of essential items like milk and food and petrol.Taking advantage of the situation, some traders were selling the essential items at exorbitant prices, they alleged.
Authorities worked to restore communication lines, removing trees and electric poles and were trying to get air and train services back on track after strong winds damaged railroads and the airport.
People queued up at petrol pumps and outside ATMs and stores to buy essential commodities such as milk, candles and kerosene.
“We need at least 100 years to rebuild our beautiful city,” said a worker, cutting an uprooted tree outside the collectorate.
Relief teams were working round the clock to restore essential services by Tuesday, Visakhapatnam district collector N Yuvraj said.
The government is using Facebook, Twitter and WhatsApp to reach out to people.
Chief minister Naidu, who took a tour of some of the worst-hit areas on Tuesday, also visited a petrol pump to find out from the residents about the problem.
The state government, aided by NDRF and army personnel, began a massive relief operation on a war footing and facilitated flow of traffic on some of the major roads by removing the debris.
Besides Visakhapatnam, the other north coastal Andhra districts of Srikakulam, Vizianagaram and East Godavari have suffered widespread damage.
The gusty winds, with a speed of 170-180 kmph uprooted trees, electric poles and roofs of thatched houses all over the city when the storm made landfall and crossed the coast on Sunday last.


vijay kr yadav
pgdm 2nd year

NEWS: Marketers with post-grad qualifications earn 15% more than peers

Marketers with post-grad qualifications earn on average 15 per cent more than peers, achieving a salary of £61,524 a year*, a new report by EMR has shown.
However, 80 per cent of the marketers surveyed said they do not feel post-grad qualifications are essential to career progression.
The majority of marketers surveyed (79 per cent) did not think, or did not know whether, marketing qualifications are keeping up with the changing demands of the industry. Only 21 per cent of marketers felt marketing qualifications were adequate.
In order to stay relevant, 63 per cent of marketers believed that priority should be given to digital skills in marketing qualifications and courses.This growing focus on digital is again reflected in the rise of digital specialists – the proportion of digital specialists has risen from five per cent of respondents in 2010/11 to 25 per cent in 2013/14.
Despite these stats only 35 per cent of marketers had any specific digital training in the past year but a majority, 66 per cent, are looking to address this over the next year.
Simon Bassett, MD of EMR, said: “Despite the clear link between post-graduate qualifications and increased salary, marketing professionals do not believe that these are essential to career progression. The reality is that the role of the marketer has changed significantly over the last five years, which is seen in the importance marketers now attribute to a digital element in marketing qualifications.
"But there’s also much more pressure for marketers to produce a tangible and demonstrable ROI and today they are required to have as much an analytical head as a creative head – hence the value of post-grad qualifications and the particular premium attached to an MBA.”
B2B Marketing runs a comprehensive training programme and will be launching a certificate, in association with the IDM, in January 2015.
*The 751 respondents were predominately marketing managers and senior marketers based in the South East and London area. 

sumit kumar singh

pgdm 3 sem

Five Important Digital Marketing Elements To Consider

Five Important Digital Marketing Elements To Consider

For a business to succeed in today’s world, it is important to have a strong digital footprint within the internet. Therefore, when a business is defining its marketing plan, it must incorporate a solid digital strategy. Without a digital marketing strategy in place, new client acquisitions, brand visibility, and impactful revenue generating opportunities will likely be damaged.
The five most important elements of a digital campaign consist of mobile considerations, organic search, social media marketing, content marketing and lead nurturing. All of these elements combined make up a cohesive digital marketing strategy. How you define these elements have a direct correlation on a successful campaign.
  1. Mobile Considerations - 90% of consumer transactions are started on one device and finished on another. (Neil Mohan, Google) Further, in 2014, smartphone and tablet sales grossly outnumber pc sales.  Learning what is possible with mobile and marketing to those users are crucial in today’s digital world. Every aspect of your digital marketing campaign should reflect mobile considerations.
  2. Organic Search - Consumers get wanted information online through a variety of methods, the most prominent being search engine results. The first part of getting your website in front of potential customers and clients is to correctly optimize your website. Optimizing your website correctly will help the search engines identify what your site is all about, and how it relates to what the user is looking for. Implementing a solid organic search strategy will increase your website’s visibility within the search engines and help drive more traffic to your website, increasing your potential for a variety of positive opportunities.
  3. Content Marketing - Content is a major driving factor in a digital marketing strategy. Utilizing a blog on a site is a great way to help provide visitors with fresh and relevant content. This will help lead to an increase in site visitors, user engagement, which both work to drive conversions. Creating new and impactful content for your website also creates business authority. Through proper content marketing strategies, you can establish recognition as a leader within your business vertical.
  4. Social Media Marketing - Social media marketing is a great medium for a business to build and increase brand presence throughout the Internet. It also provides a very powerful tool to share information and distribute content about products and services. Utilizing a variety of social media platforms creates new opportunities to interact and connect with potential customers and clients.
  5. Nurturing Website Visitors & Email Marketing - Statistics say that only 1-3% of website visitors make a buying decisions the first time they come to a website.  When your digital marketing campaign is driving qualified traffic to your website, what do you do with the remaining 97% of visitors who did not buy from your site the first time around?  This is where a strategic email marketing campaign helps to provide an ROI to your company. Marketing research shows that over 65% of consumers are inclined to make a purchase in association with a well planned email campaign. Remember, the majority of emails opened today are opened via mobile device so be sure that all email-marketing efforts are mobile-ready.

Ajeet Kumar 
PGDM 3rd SEM

Sunday, October 12, 2014

Coalgate: Banks may be hit by Rs. 3L-cr in bad loans

 


As the government gears up to pursue the issue of reallcocation of coal blocks after the Supreme Court judgement last month, banks are staring at the possibility of most of their Rs. 3 lakh crore exposure to the sector turning into non-performing assets (NPAs) — loans that do not yield returns.
http://www.hindustantimes.com/Images/popup/2014/10/13_10_14-metro12a.jpg
The apex court last month cancelled 214 blocks allocated since 1993.
According to a note sent to the coal ministry by the finance ministry, “if coal is not made available to the companies/project as per the sanctions or arrangements, it will seriously impact the asset quality of the loan accounts, rendering them NPAs.”
This would deprive banks of their interest income and may call for additional provisioning, the note said.
The banking sector has exposure of rs. 5.01 lakh crore to the power sector. The exposure has grown from 4.3% of non-food credit in March 2008 to 8.83% in the June 2014. “During the same period the banks had financed many new power projects, which may be negatively impacted by the SC verdict,” the analysis said. “If these project fail to take off, banks will have to either write-off or classify them as NPA.”
The finance ministry is keeping a close watch on the situation. Banks have been directed to come up with concrete alternative plans to ensure that the impact of such NPAs, if any, is minimal and there is no further pressure on the asset quality of the banks.
An internal research by the State Bank of India projected the total demand for coal in the country at 787 million tonnes for 2014-15.
“There is should not be any major concern, as the government has assured supplies  would not be disrupted... if the issue is addressed appropriately, there should be no major impact on lenders, though there could be some temporary setback,” Soumya Kanti Ghosh, chief economic adviser, SBI told HT.
Last month, the Supreme Court ordered the cancellation of 214 coal blocks. Forty-six of these have been given six months to wind up their businesses — of these, six had just got permission to open mines, while 40 had begun production.
Axis Bank, ICICI Bank, HDFC Bank and Yes Bank among others are assessing the impact of the verdict on their assets.
India’s banking industry has witnessed a surge in the level of NPAs in recent months. Bad loans touched Rs. 2,45,809 crore in 2013-14 from Rs. 1,83,854 crore in 2012-13 and Rs. 1,37,102 crore in 2011-12.

                                  
                                                   MITHILESH CHAUBEY
                                                    PGDM 2nd Years
             
     


 

Retail inflation likely eased in Sept on lower food, fuel costs

Retail inflation likely eased in September

Consumer price inflation probably eased for a second straight month in September helped by lower food and fuel costs, a Reuters poll has found.

While prices were trending lower, analysts said the Reserve Bank of India's (RBI) inflation target further out in January 2016 may be difficult to achieve.

Consumer prices in September were forecast to have risen 7.2 per cent, according to a poll of 28 economists, weaker than 7.8 per cent in August. It would also be the lowest inflation reading since the indicator was introduced in 2012.

"A fall in vegetable prices on the month is the main reason we expect a fall in CPI," said Aman Mohunta, economist at Nomura. He added that a statistical base effect from September last year, when inflation was abnormally high, could temper Monday's data.

RBI has set a target of bringing inflation down to 8 per cent by January 2015 and 6 per cent by January 2016 but Governor Raghuram Rajan has admitted to upside risks on the latter target.

"The RBI has done a fairly good job in bringing down inflation expectations, even so six per cent by 2016 looks a bit ambitious," said Shilan Shah, senior economist at Capital Economics in London. "Any negative effect on local food production and food prices is the biggest risk...it's the one that's always there."

The poll also showed wholesale price inflation, will likely tick down to 3.3 per cent from last month's 3.7 per cent, due to a steady fall in global crude oil prices, which hit a near two-year low on Thursday. The WPI data will be released on Tuesday.

RBI gauges both measures of inflation when deciding on monetary policy, but with risks to the January 2016 CPI target, it is unlikely to cut interest rates this year.

The central bank said it would cut the ceiling on bonds required to be held-to-maturity from 24 per cent to 22 per cent starting in January 2015, in order to increase liquidity in financial markets.

VIMAL SINGH 2nd Year

comments.......   

 

Thursday, October 9, 2014

Mahindra to buy Peugeot Motocycles for Rs. 217 crore


Mahindra Two Wheelers has made a binding offer to buy 51% stake in Peugeot Motocycles (PMTC), the world’s oldest maker of motorised two-wheelers from French auto major PSA Group, for 28 million euros (about Rs. 217 crore).
Of the total investment, about 15 million euros ( Rs. 116 crore) will be infused in the company (PMTC) to support future products, said Pawan Goenka, executive director, Mahindra & Mahindra. The company hopes to close the deal in three months.
Post the deal, M&M will have three members on board, while Peugeot will have two. M&M will retain the current management at PMTC including its CEO and will not undertake any restructuring for the next two years. http://www.hindustantimes.com/Images/popup/2014/10/08_10_14-metro15.gif
PMTC currently has 500 employees in France and 300 in China through a joint venture company.
While the current priority is to drive Peugeot to newer markets such as South East Asia, Africa and Latin America, Mahindra will also look at launching Peugeot scooters in India as a premium offering in the future.
“We will have a two brand strategy. We will position Peugeot as a premium brand in the market and Mahindra as a mass-market brand. There are clear opportunities for synergies between Mahindra Two Wheelers and Peugeot Scooters. We want to focus on building the brand, global expansion and investing in new products and synergies,” Goenka said. 
PMTC has 13 models of scooters and mopeds in the 50cc-400cc range including the three-wheeler scooter Metropolis, introduced last year. However, it has seen its sales slip over the last few years, primarily due to the slowdown in the European market, which accounts for over 70% of the company’s sales.
In 2013, it volumes stood at 79,000 units, down from 115,000 units four years ago. It reported revenue of 99 million euros last year, compared with 142 million euros four years ago. The company has been looking to offload the scooter business as part of a restructuring exercise.
“Faced with a European market down sharply for several years, this partnership with M&M would allow Peugeot Scooters to diversify and accelerate its international development by combining its strengths with those of M&M,” the French firm said in a statement.
Mahindra entered the two-wheeler market six years ago with the acquisition of Pune-based Kinetic Motor. It has been looking to scale up with the launch of the Centuro motorcycle last year and the Gusto scooter last week. Besides, it also sells the Rodeo and Duro scooters.
PMTC has a strong technology centre in France and a family of seven engines ranging from 50 cc to 400 cc and Mahindra is likely to gain significantly on the technology front. It will also be able to ride on Peugeot’s distribution to sell its vehicles
Mahindra Two Wheelers and Peugeot Motocycles will operate as two separate entities, but Goenka has said there could be some platform sharing and research and development collaborations in the future.
The deal is subject to Works Council consultation, as part of the employee dialogue process in France and anti-trust laws.
                         
                                              Nagesh dubey
                                                  PGDM  3sem

Sensex down 84 points in early trade on weak global cues

 nvestors will also remain cautious ahead of minutes of the latest US Federal Reserve policy meeting, due later today. File Photo

Maruti launches Ciaz at Rs. 6.99 L to take on City, Vento



 
India’s largest car maker Maruti Suzuki on Monday launched its new mid-size sedan Ciaz at Rs. 6.99-9.80 lakh, its third attempt at cracking the segment after twin failures with the Baleno and SX4 sedans.
Ciaz has been designed by Suzuki Japan, which has spent Rs. 650 crore towards its development, specifically for markets like India and China, and competes with the likes of current segment leader Honda City, Hyundai Verna, Volkswagen Vento and Skoda Rapid. Despite its track record of not succeeding beyond small or compact sedans, the company is confident of achieving segment leadership.
“We have received very encouraging response so far with over 10,000 bookings from people who have neither seen the car nor are they aware of the price,” said Kenichi Ayukawa, MD and CEO, Maruti Suzuki India.
“There are around 1.4 million customers in India who own either a Swift or a Dzire and may be looking at upgrading. Ciaz is for them. We think we should be able to sell around 60,000-80,000 units every year,” added Ayukawa.
Maruti has been constrained by its image as a successful small-car maker that has hampered its prospects in the big-car segments.
“Ciaz will change that legacy,” said RS Kalsi, head, domestic sales and marketing. “This is a game changer for us as well as the segment. It will expand the category.” Ciaz comes both in petrol and diesel variants, powered by 1.4 litre and 1.3 litre engines, respectively. It has four petrol and diesel variants each and two automatic variants that are powered by the same petrol engine.
The petrol variants of the sedan are priced between Rs. 6,99,000 and Rs. 9,34,000 while the diesel variants are priced between Rs. 8,04,000 and Rs. 9,80,000 (ex-showroom Delhi prices). The automatic variants are priced at Rs. 8.65-9.34 lakh. Ciaz is  cheaper than Honda City by around Rs. 25,000 and Rs. 1.3 lakh across variants.

RAHUL SINGH SECOND
PGDM 2N YEAR

Govt alarms green group with Dibang hydropower plant approval

Tommy Wilkes    New Delhi   Last Updated: October 10, 2014  | 10:35 IST
Govt clears Dibang plant, alarms green groups

In late August, the environment ministry rejected a proposal to build what would be the country's largest hydropower plant in a remote and pristine part of the country's northeast because of the potential damage to an area rich in biodiversity.
Less than a month later and, according to two environment ministry officials, after pressure from Prime Minister Narendra Modi's office, permission was granted for the 3,000 megawatt Dibang plant, the construction of which will mean clearing some 4,000 hectares (9,900 acres) of forest.
The plant is one of hundreds of projects, many of which were repeatedly rejected in the past, that have been approved since Modi came to power in May.
That trend has alarmed environmentalists, who say the country's natural habitat is under assault in the name of industrial development.
"The floodgates are open," said Sunita Narain, director general of the Delhi-based Centre for Science and Environment (CSE). "We were in trouble with the last government and we are in even more trouble with this government. Rather than try and reform the system, they are picking at the edges."
In the five months since it came to power, Modi's government has relaxed several environmental rules to make it easier for companies to build new projects.
Small and mid-sized coal miners can now expand production by 50 per cent without public consent, and polluting industries can operate closer to national parks.
Other decisions have been devolved to state governments, which tend to be more open to polluting projects than New Delhi.
Consecutive governments have been blamed for neglecting the environment and prioritising industrial projects, but critics say they see signs that PM Modi has at best an ambiguous attitude to environmental issues.
The Modi government has tightened controls on funding for Greenpeace and reduced the number of independent members on a committee charged with assessing projects that lie in or close to protected wildlife areas.
In its defence, the government says it is not sacrificing the country's natural habitat but approving projects which are necessary for the country's development, while ensuring proper checks and balances are put in place.
Modi won elections on a pledge to revive the economy and bring electricity to 400 hundred million Indians not connected to the grid. Hydropower plants like Dibang could provide more electricity to local people, as well as help tackle the country's chronic energy shortages.
FAVOURING DEVELOPMENT
The push to fast-track development comes as India Inc looks for Modi to make good on pledges to reform the system for clearances, which they complain has long held up construction of roads, factories and mines and stymied economic growth.
"There is no doubt that things (clearances) should be sped up," said Isaac George, chief financial officer at GVK Power & Infrastructure, which operates mines, power plants and airports. "But there should be a proper balance between industrialisation and the environment."
At the end of June, 298 projects were awaiting environmental approval, a backlog that Environment Minister Prakash Javadekar said last month he had subsequently cleared. Only a handful of those projects were rejected or deferred for further analysis.
By contrast, around 400 projects were given environmental clearance in 2013 under the previous government, when it was on a pre-election drive to boost the economy, and around 100 in 2012, data compiled by CSE show.
Among projects granted approval to clear forests and replace them elsewhere were six leases for salt manufacturing in the Prime Minister's home state Gujarat that were rejected under the last government because they would lie close to a marine national park.
"We have cleared hundreds of projects. We don't keep count of how many," Javadekar said in a telephone interview.
He said his ministry was not sacrificing the environment in its push to clear projects, and pointed to the cancellation of 46 industrial licences for units polluting the Ganges river, and tighter regulations on the heavily polluting cement sector.
"If the project is not environmentally friendly, it won't get clearance. We are favouring people, we are favouring development."
Concern about environmental damage wrought by a push to industrialise and raise living standards for the country's 1.2 billion people is not new. Air pollution, poor sanitation and degraded lands cost the economy an estimated $61 billion a year, according to a 2013 World Bank study.
DAMS, FLAMINGOS AND PHEASANTS
The huge Dibang hydro plant, first mooted in 2008 but twice rejected by the environment ministry's Forest Advisory Committee (FAC) in 2013 and this April, won approval in September to clear forest on condition the proposed height of the 288-metre concrete gravity dam be reduced by 20 metres, said a senior environment ministry official.
Following the FAC's concerns, however, the ministry rejected a plan in August to lower the dam by only 10 metres. That would have meant the amount of lost forested land falling 9 per cent, rather than around 20 per cent under the 20 metre reduction plan.
In an August 28 letter seen by Reuters, the ministry said the 10 metre proposal endangered a "rich mature forest ecosystem" with a "large number of endemic and endangered flora and fauna" and threatened local tribal groups dependent on the forests.
The impact on a national park downstream was yet to be studied, it said.
The Prime Minister's efforts to amend environmental rules have not all succeeded, however.
A move by his government to slash the number of independent members on the National Board for Wildlife, a statutory body chaired by the Prime Minister that can approve or block proposed projects close to or inside protected areas, was in breach of the law, the Supreme Court ruled in August.
The court said decisions made at an August 12-13 meeting of the board's standing committee, where, according to a person with direct knowledge of the meeting, about 130 of 140 projects were cleared, are to have no effect until its next hearing.
Planned projects include a twice-rejected road running near the Pakistan border and through "Flamingo City", Asia's largest breeding ground for flamingos, and a cement plant less than 4 km (2.5 miles) from the Majathal Wildlife Sanctuary, home of the endangered cheer pheasant.
The government has not made minutes from the August meeting public, and a ministry spokesperson did not respond to requests for comment on it.
"This road could doom the populations of flamingos across the subcontinent," said Prerna Bindra, a former board member who rejected the road in 2013. "The national board is supposed to have a very proactive conservation role. Very unfortunately, the whole system now seems to be geared for clearances

vijay kr yadav
pgdm 2nd year

Wednesday, October 8, 2014

Govt to look into complaints on Flipkart discount sale: Sitharaman

NEW DELHI: The government has received “many complaints” from traders on e- retailer Flipkart’s massive discount sale on Monday that offered deep discounts but also threw open the question of lack of regulatory oversight over India’s booming e-commerce business.
“We have received many inputs. Lot of concerns have been expressed. We will look into it,” commerce and industry minister Nirmala Sitharaman said on Wednesday.
Flipkart’s ‘The Big Billion Day’ overburdened its servers within two hours of the sale being opened and many users complained of landing on error pages and seeing their sale process being interrupted, amid accusations that discounts were offered on inflated prices.
“There are many complaints. We will study the matter... Whether there is a need for a separate policy or some kind of clarification is needed, we will make it clear soon,” said Sitharaman, who is also the minister of state for finance and corporate affairs.
The Confederation of All India Traders has also sought a probe into the business model and trade practices of e-commerce companies to find out how they are offering huge discounts during the festive season.
Flipkart on Tuesday wrote a formal apology to its registered customers for the technical and transaction troubles faced on Monday, when attempting to purchase goods on the website.
The company ear ned the ire of disgruntled shoppers by offering some supposedly discounted items at prices higher than what rivals such as Amazon and Snapdeal were offering.

Google approaches US Supreme Court over Oracle copyright fight

Google approaches US Supreme Court over Oracle copyright fight


Google has asked the US Supreme Court to wade into contentious litigation against Oracle, arguing that the high court must act to protect innovation in high tech.

Google's request, filed on Monday, seeks to overturn an appeals court ruling that found Oracle could copyright parts of the Java programming language, which Google used to design its Android operating system for smartphones.

Representatives for Oracle and Google were not immediately available for comment on Wednesday.

Google's Android is the world's best-selling smartphone platform. Oracle sued Google in 2010, claiming that Google had improperly incorporated parts of Java into Android. Oracle is seeking roughly $1 billion on its copyright claims.

The case examined whether computer language that connects programs - known as application programming interfaces, or APIs - can be copyrighted. At trial, Oracle said Google's Android trampled on its rights to the structure of 37 Java APIs.

A San Francisco federal judge had decided that Oracle could not claim copyright protection on parts of Java, but earlier this year the US Court of Appeals for the Federal Circuit in Washington disagreed.

In its filing this week, Google said the company would never been able to innovate had the Federal Circuit's reasoning been in place when the company was formed.

"Early computer companies could have blocked vast amounts of technological development by claiming 95-year copyright monopolies over the basic building blocks of computer design and programming," Google wrote.

The case in the US Supreme Court is Google Inc vs Oracle America Inc, 14-410.

vimal singh pgdm 2nd year

Mahindra to buy Peugeot Motocycles for Rs. 217 crore


Mahindra Two Wheelers has made a binding offer to buy 51% stake in Peugeot Motocycles (PMTC), the world’s oldest maker of motorised two-wheelers from French auto major PSA Group, for 28 million euros (about Rs. 217 crore).
Of the total investment, about 15 million euros ( Rs. 116 crore) will be infused in the company (PMTC) to support future products, said Pawan Goenka, executive director, Mahindra & Mahindra. The company hopes to close the deal in three months.
Post the deal, M&M will have three members on board, while Peugeot will have two. M&M will retain the current management at PMTC including its CEO and will not undertake any restructuring for the next two years. http://www.hindustantimes.com/Images/popup/2014/10/08_10_14-metro15.gif
PMTC currently has 500 employees in France and 300 in China through a joint venture company.
While the current priority is to drive Peugeot to newer markets such as South East Asia, Africa and Latin America, Mahindra will also look at launching Peugeot scooters in India as a premium offering in the future.
“We will have a two brand strategy. We will position Peugeot as a premium brand in the market and Mahindra as a mass-market brand. There are clear opportunities for synergies between Mahindra Two Wheelers and Peugeot Scooters. We want to focus on building the brand, global expansion and investing in new products and synergies,” Goenka said. 
PMTC has 13 models of scooters and mopeds in the 50cc-400cc range including the three-wheeler scooter Metropolis, introduced last year. However, it has seen its sales slip over the last few years, primarily due to the slowdown in the European market, which accounts for over 70% of the company’s sales.
In 2013, it volumes stood at 79,000 units, down from 115,000 units four years ago. It reported revenue of 99 million euros last year, compared with 142 million euros four years ago. The company has been looking to offload the scooter business as part of a restructuring exercise.
“Faced with a European market down sharply for several years, this partnership with M&M would allow Peugeot Scooters to diversify and accelerate its international development by combining its strengths with those of M&M,” the French firm said in a statement.
Mahindra entered the two-wheeler market six years ago with the acquisition of Pune-based Kinetic Motor. It has been looking to scale up with the launch of the Centuro motorcycle last year and the Gusto scooter last week. Besides, it also sells the Rodeo and Duro scooters.
PMTC has a strong technology centre in France and a family of seven engines ranging from 50 cc to 400 cc and Mahindra is likely to gain significantly on the technology front. It will also be able to ride on Peugeot’s distribution to sell its vehicles
Mahindra Two Wheelers and Peugeot Motocycles will operate as two separate entities, but Goenka has said there could be some platform sharing and research and development collaborations in the future.
The deal is subject to Works Council consultation, as part of the employee dialogue process in France and anti-trust laws.
                           
                                              Nagesh dubey
                                                  PGDM  3sem

10 Tips for a Better Return on Marketing Analytics

Christine Moorman
Marketing News
Current average rating    
 40  33 Google +9  77  19 Print page 
 
   
Key Takeaways
  • Marketing leaders report that their companies are spending 7.1% of their marketing budgets on marketing analytics and expect to spend 12.3% in the next three years.
  • Marketing analytics must be diffused throughout organizations. This requires building awareness and knowledge, and persuading potential adopters of the value of unlearning old ways of making marketing decisions and learning new ways.
  • Leaders may now need to learn propensity score matching and regression discontinuity models, but the point remains: Line up your leaders and help them see the value of doing the math.
Marketing leaders report that their companies are spending 7.1% of their marketing budgets on marketing analytics and expect to spend 12.3% in the next three years. These spending levels may be the long-awaited coming of what Bob Blattberg, Rashi Glazer and John Little called “the marketing information revolution” almost 25 years ago. However, it turns out that this revolution is plagued by the same fundamental questions that marketing information has been subject to for decades. In particular, there is quite a lot of information out there, but making it contribute to company performance is a challenge.  
The CMO Survey has included a section on marketing analytics since August 2012. Examining responses to the question, “To what degree does the use of marketing analytics contribute to your company’s performance?” on a seven-point Likert scale where 1 is “not at all” and 7 is “very highly,” we see no change in this contribution level over the last two years. As shown in the chart below, the contribution level is modest and not changing over time. More spending with no increased contribution for marketing analytics is not sustainable, from an investment perspective. Here’s what companies can do to improve their return on marketing analytics: 
1. Think of the user of marketing analytics as a customer of information. Deshpandé and Zaltman, the earliest scholars in marketing to examine why companies were not fully utilizing marketing research, conclude that a key reason is the lack of “user” focus in the management of marketing research. Think of your users as your customers, and ensure that marketing analytics answers their questions and leads them to ask even better questions in the future.  
2. Evaluate the quality of your marketing analytics. Only one-third of companies in the CMO Survey formally evaluate this important aspect of marketing. Evaluation should reflect users’ perceptions. 
3. Appreciate that the production and utilization of marketing knowledge are separate activities in companies. In fact, a better way to think about marketing analytics is that it represents an innovation that must be diffused throughout organizations. This requires building awareness and knowledge, and persuading potential adopters of the value of unlearning old ways of making marketing decisions and learning new ways. As with any innovation, there are costs and benefits that must be managed. 
4. Garner top management support. Kohli and Jaworski’s foundational work on market orientation shows that top managers must line up behind the organization’s efforts to acquire, disseminate and use information about customers and competitors. Marketing analytics is no different, except that now marketing leaders also may have to develop the required technical skills. I’m reminded of an old Marketing Practice Prize video in which the CEO of the company said, “I had to learn regression.” Leaders may now need to learn propensity score matching and regression discontinuity models, but the point remains: Line up your leaders and help them see the value of doing the math. 
5. Experiment. Only 11.9% of companies in the CMO Survey use experiments to measure marketing return on investment. There are many ways to use observational data to make inferences about the effect of marketing spending, but experiments offer companies the best insight into how returns vary by types and levels of spending. 
6. Invest in “time to knowledge.” This is a concept that Jim Figura, former vice president of global customer insights at Colgate-Palmolive, and I have been talking about for years. The issue is how long it takes your company to convert its data and information into knowledge and insights that the company can act on. It may be worth investing in the development of a capability in this area given that competitive advantage may lie in how fast your company can act on your marketing analytics. 
7. Lead on. Marketing leads marketing analytics in only 68.3% of companies surveyed. This means that marketing leaders often need to cooperate with other key leaders, such as the CIO or CTO, in the analytics area. Building credibility by building technical skills is important in this regard. However, it is equally important to ensure that technology does not dominate insight or that systems do not crowd out the focus on the customer. If customer insight is a key objective, marketers must bring that to the table. 
8. Build analytic-savvy human capital. Only 3.4% of marketing leaders stated unequivocally that their companies have the right talent to fully leverage marketing analytics. On a seven-point scale where 1 is “does not have the right talent” and 7 is “has the right talent,” the mean score in the August 2013 survey was 3.4. Furthermore, when asked, “How challenging was it to find the right marketing analytics talent?” 83% reported a score of 4 or higher on a seven-point scale, where 1 is “not challenging” and 7 is “extremely challenging.” One solution is to identify managers within the company who can be trained to serve in marketing analyst roles. If companies use this approach, they will need to boost marketing training budgets, which are expected to grow by only 2.5% in the next year. 
9. Think human capital = financial capital. Earlier analyses of survey results show that companies with above-average marketing analytics talent experienced significantly higher marketing return on investment rates than companies with below-average analytics talent (+4.18% vs. +2.51%). When it comes to profits, the same pattern emerged: Companies with above-average analytics talent experienced profitability increases of +4.69% compared with +2.71% for companies with below-average analytics talent. 
10. Focus analytics on key marketing assets. When asked what areas of their companies use marketing analytics to drive decision making, fewer than one-third of companies report using marketing analytics to drive decision making in customer acquisition (31.7%), customer retention (27.6%) and branding (22.0%). Given that these activities lie at the core of marketing’s contributions to the company, it is imperative that marketing leaders focus on these areas.  



If marketing leaders want marketing analytics to be a part of their role and to contribute meaningfully to their company’s performance, they must take proactive steps to manage marketing analytics as an innovation that can be diffused throughout their organizations. This includes actively promoting the value of marketing analytics’ insights (especially to top management). If not, analytics ultimately will migrate to another area of the company, or it will be viewed as the purview of a few scientific types and not as a key tool in the firm’s arsenal of strategic marketing activities.
 
For a complete set of findings related to the August 2014 CMO Survey and for all past surveys, visit CMOSurvey.org. 

Ajeet Kumar 
PGDM 3rd SEM