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Analysis and presentation of Mahindra as a part of my final 1st semester project report of my PGDM course.
Analysis is on following topics : Sector, Company,, Product, Services, Marketing Strategies, Financial Analysis ,Human Resource Management of Mahindra
Asian Paints - Strategies, Entry Mode, StructureTony Sebastian
This PDF file include the Strategies followed by Asian Paints world wide. It also includes the structure of their organisation and how they enter into other countries in a global perspective
A GREAT LEADER AND ENTREPRENEUR IN THE INDIAN INDUSTRIAL HISTORY AND CHANGE THE INDIAN CORPORATE WORLD HE INTRODUCED SO MANY NEW MANAGEMENT THEORIES IN BUSINESS
Mahindra Presentation : Analysis of Mahindra & Mahindra ScorpioAnand Tomar
Analysis and presentation of Mahindra as a part of my final 1st semester project report of my PGDM course.
Analysis is on following topics : Sector, Company,, Product, Services, Marketing Strategies, Financial Analysis ,Human Resource Management of Mahindra
Asian Paints - Strategies, Entry Mode, StructureTony Sebastian
This PDF file include the Strategies followed by Asian Paints world wide. It also includes the structure of their organisation and how they enter into other countries in a global perspective
A GREAT LEADER AND ENTREPRENEUR IN THE INDIAN INDUSTRIAL HISTORY AND CHANGE THE INDIAN CORPORATE WORLD HE INTRODUCED SO MANY NEW MANAGEMENT THEORIES IN BUSINESS
Power Point Presentation on reliance industriesPiyush Rane
In this presentation all the information of reliance industries is present from the day it originated and it covers all the services provided by reliance industries also
Power Point Presentation on reliance industriesPiyush Rane
In this presentation all the information of reliance industries is present from the day it originated and it covers all the services provided by reliance industries also
The China Post Reliance shares climb after end of billionaire family feudJagannadham Thunuguntla
“They can now focus on business rather than court battles,” Jagannadham Thunuguntla, head of equity at SMC Capitals Ltd. in New Delhi, said by telephone.
Family Feuds That Changed The Indian Industry, is a book about ten of the most famous or rather infamous family feuds among the industrial superpowers of the country. The book captures some of the most bitter feuds which have led to the division of some industrial giants. These battles are not just those among brothers but also those between sons and fathers, mothers and daughters, uncles and nephews and so on.
• The book shows how these feuds don't just divide businesses but also families. Also, the tearing up of one company gives shape to two new industrial powerhouses.
• The book captures all the drama and controversy surrounding the break-up of families and businesses. Members walk out on their families and set up new businesses of their own or demand a share in the existing property.
• The book also interrogates the possible reasons behind these formidable splits. Each chapter in the book tells the unique tale of one such instance. The chapter takes us through the drama, right from its inception through its advancement, until its bitter end.
• The chapters trace the entire decline in familial ties and the increase in bitterness.
• The first chapter called The Brothers Ambani is about the biggest and most infamous of the feuds involving the Ambani brothers, who split their father, Dhirubhai Ambani's hard-earned company, after his death. The other chapters are War on the Apollo Tracks, The Bajaj Break Up, Crossed Wires at BPL, The Chhabria Fight Club, Cracks in Kirloskarwadi, Scandal at Mafatlal House, The Modi Warlords, The Ranbaxy Clash and lastly, The Shri Ram Battle.
Personal Selling and Salesmanship. this slideshow deals with the selling process which include prospecting and qualifying, pre-approach, approach, presentation and demonstration,handling of objections, sales close, after sales services.
UNIT- III SALES FORCEMANAGMENT FOR B.COM CBCS, PERSONAL SELLING AND SALESMANSHIPDr. Toran Lal Verma
UNIT- III SALES FORCE MANAGEMENT FOR B.COM CBCS, PERSONAL SELLING AND SALESMANSHIP. This slideshow deals with the recruitment of salesman, selection of salesman, the selection process, the process of recruitment, methods of recruitment, internal and external sources of recruitment types of interviews, the difference between recruitment and selection.
UNIT V SALES REPORTS AND ETHICS IN PERSONAL SELLING FOR CBCS BCOM PERSONAL ...Dr. Toran Lal Verma
UNIT V SALES REPORTS AND ETHICS IN PERSONAL SELLING FOR CBCS BCOM PERSONAL SELLING AND SALESMANSHIP. This slideshow deals with the meaning of sales report, types of sales reports, importance of sales report, meaning of sales manual, essentials of sales manual, contents of sales manual, What is a tour diary, what is cash memo, what is an order book, what are the ethics in personal selling etc.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
2. Conflict in Ambani Family is widely discussed example
of conflict in family businesses
3. AMBANI FAMILY CONFLICT
During their younger years, the brothers worked together at Reliance Industries
under their father, Dhirubhai Ambani. During this time, it was reported that the
brothers displayed remarkable interpersonal chemistry, sometimes even
finishing each other’s sentences. It was a widely held belief that the two would
eventually both take over Reliance Industries and run the business empire side
by side.
5. July 2002: Dhirubhai Ambani dies
• Dhirubhai Ambani, the founder of Reliance Industries died in 2002 after
suffering a massive stroke.
• The patriarch hadn't left a will and his elder son Mukesh Ambani became
chairman and managing director of Reliance Industries Ltd while his younger
son, Anil Ambani was made vice-chairman.
• Mukesh reportedly tried to oust Anil from the board.
• Group has sales turnover of ₹ 52,110 crore and market cap of ₹ 37,688 crore
on March 31, 2002.
6. November 2004: The private rift between the
brothers becomes public
• In an interview with CNBC TV18 Mukesh Ambani admitted that the brothers
disagreed on the running of the Ambani Group.
He said: 'Well, there are issues which are ownership issues. These are in the private
domain, but as far as Reliance is concerned it is a very-very strong professional
company.'
• At the time the Ambanis had a 46.67% stake in Reliance Industries Ltd, the
public 13.48%, and foreign institutional investors 22.85%.
7. June 2005: Their mother, Kokilaben, intervenes and splits
Reliance Group into 2
• The Ambani brothers settled their dispute after their mother Kokilaben
intervened and arranged a de-merger.
• The combined Reliance Group has a sales turnover of ₹ 83,310 crore and
market cap of ₹ 92,697 crore on March 31, 2005.
Mother had to step in
8. December 2005: The split is approved
• The Bombay High Court approved the de-merger for Reliance Industries
shareholders after it was accepted by the Bombay Stock Exchange and the
National Stock Exchange.
• Mukesh Ambani got Reliance Industries and IPCL, while Anil was
given control of Reliance Infocomm, Reliance Energy and Reliance Capital.
• Some shareholders opposed the decision saying it was more a family
arrangement than a business separation.
9. November 2006: Anil Ambani's Reliance Group challenges a gas
contract signed by Mukesh's company during the split
• Anil Ambani, who controlled Reliance Group, publicly questions the terms of
the gas supply agreement signed between Mukesh's Reliance Industries Ltd
and Anil's Reliance Natural Resources Ltd at the time of the demerger.
• Mukesh's exploration company was reportedly going to sell gas to Anil's
power company at a reduced rate. When the government would not approve
the deal, Anil suspected covert dealings with his brother.
• Anil also said the agreements were signed before Anil took charge of them.
10. Early 2008: nil accuses Indian Petroleum Minister Murli Deora
of secret dealings with his brother
• Mukesh's exploration company was supposed to sell gas to Anil's power
company at a discounted rate. The deal was vetoed by Deora who said neither
company had the right to trade the government's gas at discounted rates. Anil
accused Deora of siding with his brother and said the ruling would essentially
double Mukesh's gas profits to £6 billion.
• At a press conference with shareholders in 2009 Anil said: RIL has tried every
trick in the book and apparently several outside the book to back out of its
solemn, legal and contractual obligations. It is plain and simple corporate
greed of Reliance Industries.'
11. September 2008: Anil Ambani files a defamation suit over
statements Mukesh made to The New York Times
• Anil Ambani filed a $2.12 billion defamation suit against Mukesh for remarks
he made during an interview with The New York Times.
• The Times had written about an 'intelligence agency', a network of lobbyists
and spies who gathered information about India's most powerful. Mukesh had
in response said that they had 'de-merged all of that' and that those activities
were overseen by Anil.
12. June 2008: One of Anil's companies is suspected of losing
a deal because of Mukesh's involvement
• Anil's company, Reliance Communications, called off merger talks with South
Africa's MTN, a multinational mobile telecommunications company. The
company said there were legal and regulatory issues to deal with.
• Mukesh's claim on the shares of Anil's telecom firm was also blamed for the
failed deal.
13. Summer 2009: Anil blames his brothers' company for
power cuts sweeping across India
• Anil Ambani addressed a letter to Indian Prime Minister Manmohan Singh in
which he said: 'Major power cuts, especially in north India, have become
commonplace, causing grave hardship to hundreds of millions of consumers --
sadly, all a result of RIL's corporate greed.' He also asked that the oil ministry
stay out of a commercial dispute between the companies.
• In 2008, opposition parties had alleged that the Prime Minister's Office had
interfered with Reliance's businesses after Singh's meeting with Mukesh. At
the time the office released a statement that said: The PM meets corporate
leaders all the time to discuss national economic issues, as any leader of a
modern economy would… people of India know Manmohan Singh better than
to believe he would get involved in corporate affairs.'
14. April 2009: Anil Ambani survives assassination attempt.
The attempt was not related to the feud.
• Anil Ambani's private helicopter was tampered with and mud and pebbles
were found inside the choppers gear box. The Anil Dhirubhai Ambani Group
filed an official complaint saying that Anil's life was under threat and alleged
that his rivals were trying to kill him. The attempt had no links with the feud.
• Mysteriously though, Bharat Borge, the man who discovered the pebbles in
the fuel tank, was found dead at a train station in Mumbai.
15. July 2009: A Mumbai court is forced to order the
brothers' companies to enter a gas supply agreement
• A Mumbai's High Court gives Mukesh Ambani's Reliance Industries and Anil
Ambani's Reliance Natural Resources Ltd. a deadline: Six weeks to sign a gas
supply agreement.
16. August 2009: Anil Ambani takes out ads criticising his
brother's Reliance Industries and the government
• Anil Ambani's Reliance Natural Resources Ltd. placed daily advertisements in
The Times of India, India's largest newspaper, and 32 other papers alleging
that the Indian government had sided with Mukesh's Reliance Industries to
raise the price of gas from the The Krishna Godavari basin.
• The ad claimed Reliance Industries would gain huge profits and electricity
bills would jump by 50%.
17. August 2009: The Indian finance minister begs the brothers to
stop feuding for the sake of the capital markets
• India's finance minister Pranab Mukherjee said the corporate dispute had
become a matter of 'national interest' and requested the brothers to resolve
their dispute privately. He feared the impact of their feud on the markets.
18. October 2009: The brothers go to the Supreme Court over
the gas dispute
• Reliance Industries appeals the High court ruling at the Supreme court.
Meanwhile the government filed an appeal at the court saying that gas is state-
owned and can't be claimed by corporate entities.
19. May 2010: Supreme Court rules in Mukesh's favour
• The Supreme Court ruled in Mukesh's favour and declared that Reliance
Industries could sell gas to Anil Ambani's Reliance Natural Resources Ltd. at
government-set prices that were higher than those agreed on in a 2005 family
agreement.
• Anil said that he would not request a review of the verdict. The companies
were given six weeks to renegotiate their agreement.
20. May 2010: Ambani's mother brokers a peace agreement
between the brothers
• Kokilaben brokered a peace agreement between the brothers. Officials of
Reliance Industries Ltd. and Anil Dhirubhai Ambani Group both received
notes that said the Ambani brothers would draft a non-compete agreement, to
replace an earlier one that obviously didn't work.
• RIL, ADAG cancel 2006 non-compete agreements, hope to work in harmony.
Two groups cancelled all non-compete agreements that were signed in 2006.
21. June 2010: Anil Ambani withdraws his defamation suit
• A spokesman for or the Anil Dhirubhai Ambani Group issued a statement:
'Yes, we have withdrawn the suit claiming Rs 10,000 crore (or $2.12 billion)
as damages.'
22. August 2010: Anil says the feud has been resolved
• 'We have parted on a very cordial note and investors should have no fear
whatsoever. This is a one-way street...it's a car with no reverse gear... I look at
it simply as an issue that needed to be resolved and it has been resolved. It's a
new beginning for me and going forward. I am sure Mukesh will do extremely
well.'
23. December end 2011
Family gathers at Chorwad in Gujarat to celebrate Dhirubhai Ambani’s
birthday, unveil his memorial. Ambani brothers Mukesh and Anil will be seen
together in a family reunion for the first time in recent past. Addressing local
media, Kokilaben said,
‘‘They are both my sons; they are progressing well in their businesses. There is
love between them. The Ambani family stands together.’’
This statement leaves people guessing if this is a prelude to brothers getting
together.