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call us at : 08263069601 , or
Send your semester & Specialization name to our mail id :
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This document discusses several major Indian multinational companies across different industries. It provides details on Tata Motors and Mahindra in the automobile industry, Infosys, TCS, and Wipro in the information technology industry, ONGC in the energy industry, Dr. Reddy's Laboratories in the pharmaceutical industry, and Hindalco in the manufacturing industry. The document outlines key features of these companies such as revenue, profits, number of employees, locations of offices and manufacturing plants. It also briefly discusses the merits and demerits of multinational companies investing in India.
This document discusses multinational companies (MNCs) operating in India, including their growth and impact. It provides background on globalization and defines MNCs as corporations managing production or services across national borders. Several top Indian MNCs are profiled, such as Tata Group, which owns Jaguar Land Rover, as well as ONGC Videsh and Motherson Sumi Systems. Indian companies have increased their outward foreign direct investment and international mergers and acquisitions. While MNCs can spur employment, competition and exports, their rise may also lead to outsourcing, loss of economic sovereignty, and other issues.
The document discusses MNCs operating in India, their performance, success factors, advantages, and challenges. It analyzes MNCs' growth strategies, preference for lean operations and profitability over growth. Key success factors included commitment at global level, empowered local management, and localized products. MNCs brought benefits like work culture, systems, and technology to India. However, rigid adherence to global strategies and bureaucratic decision-making hindered growth. Indian companies like Asian Paints have become MNCs by expanding globally through continuous innovation and strong brands while facing challenges of different markets, cultures and business practices.
The document discusses multinational corporations (MNCs), providing definitions and examples. It outlines the history and evolution of MNCs, their organizational structures, and reasons for their establishment. Advantages and disadvantages of MNCs to home and host countries are presented. Criticisms of MNCs and top MNCs by country and industry are listed. The document concludes with sections on MNCs in India, trends in India, advantages and challenges faced by Indian MNCs.
This document discusses multinational corporations and foreign capital. It covers several topics:
- Foreign capital is vital for filling investment gaps, technology gaps, and foreign exchange gaps in developing economies. It allows for higher investment than domestic savings can support.
- Multinational corporations (MNCs) provide different types of private foreign capital like foreign direct investment. Their capital inflows help developing countries grow by supporting larger projects.
- India's government policies towards foreign capital have changed over time, becoming more open after 1991. Foreign investment is now seen as better than loans for filling capital needs.
- However, actual foreign capital inflows to India have been limited despite many proposals and approvals. The document
MNCs in India & Nestle International marketingsurabhi agarwal
This document discusses international marketing and top multinational companies (MNCs) in India. It provides details about 10 top MNCs in India: 1) Hewlett-Packard, 2) IBM, 3) Ingram Micro, 4) Cisco, 5) Oracle, 6) SAP, 7) Intel and Accenture, 8) Microsoft, 9) SAP. It describes each company's operations, growth, and strategies in India. MNCs play an important role in globalization and offer jobs worldwide with competitive salaries and benefits.
Tata Consultancy Services (TCS) is the largest Indian multinational IT services company, founded in 1968. Infosys is the second largest, founded in 1981 and headquartered in Bengaluru. Wipro is another major player, incorporated in 1945 and shifting to IT in the 1970s-80s. HCL Technologies is the fourth largest Indian IT company, emerging from research division of HCL in 1991. The document provides details on the founding, leadership, services, and industries of each of these top Indian multinational companies.
This document provides an introduction to multinational corporations (MNCs) and discusses some of the largest MNCs like Microsoft and McDonald's. It explains that MNCs engage in production and services across multiple nations. Microsoft and McDonald's are two examples that are explained in more detail, covering their CEOs, founders, operations in India, and products/services offered. The document also discusses advantages of MNCs in India like foreign direct investment and job creation, and disadvantages such as political risks and loss of local businesses.
This document discusses several major Indian multinational companies across different industries. It provides details on Tata Motors and Mahindra in the automobile industry, Infosys, TCS, and Wipro in the information technology industry, ONGC in the energy industry, Dr. Reddy's Laboratories in the pharmaceutical industry, and Hindalco in the manufacturing industry. The document outlines key features of these companies such as revenue, profits, number of employees, locations of offices and manufacturing plants. It also briefly discusses the merits and demerits of multinational companies investing in India.
This document discusses multinational companies (MNCs) operating in India, including their growth and impact. It provides background on globalization and defines MNCs as corporations managing production or services across national borders. Several top Indian MNCs are profiled, such as Tata Group, which owns Jaguar Land Rover, as well as ONGC Videsh and Motherson Sumi Systems. Indian companies have increased their outward foreign direct investment and international mergers and acquisitions. While MNCs can spur employment, competition and exports, their rise may also lead to outsourcing, loss of economic sovereignty, and other issues.
The document discusses MNCs operating in India, their performance, success factors, advantages, and challenges. It analyzes MNCs' growth strategies, preference for lean operations and profitability over growth. Key success factors included commitment at global level, empowered local management, and localized products. MNCs brought benefits like work culture, systems, and technology to India. However, rigid adherence to global strategies and bureaucratic decision-making hindered growth. Indian companies like Asian Paints have become MNCs by expanding globally through continuous innovation and strong brands while facing challenges of different markets, cultures and business practices.
The document discusses multinational corporations (MNCs), providing definitions and examples. It outlines the history and evolution of MNCs, their organizational structures, and reasons for their establishment. Advantages and disadvantages of MNCs to home and host countries are presented. Criticisms of MNCs and top MNCs by country and industry are listed. The document concludes with sections on MNCs in India, trends in India, advantages and challenges faced by Indian MNCs.
This document discusses multinational corporations and foreign capital. It covers several topics:
- Foreign capital is vital for filling investment gaps, technology gaps, and foreign exchange gaps in developing economies. It allows for higher investment than domestic savings can support.
- Multinational corporations (MNCs) provide different types of private foreign capital like foreign direct investment. Their capital inflows help developing countries grow by supporting larger projects.
- India's government policies towards foreign capital have changed over time, becoming more open after 1991. Foreign investment is now seen as better than loans for filling capital needs.
- However, actual foreign capital inflows to India have been limited despite many proposals and approvals. The document
MNCs in India & Nestle International marketingsurabhi agarwal
This document discusses international marketing and top multinational companies (MNCs) in India. It provides details about 10 top MNCs in India: 1) Hewlett-Packard, 2) IBM, 3) Ingram Micro, 4) Cisco, 5) Oracle, 6) SAP, 7) Intel and Accenture, 8) Microsoft, 9) SAP. It describes each company's operations, growth, and strategies in India. MNCs play an important role in globalization and offer jobs worldwide with competitive salaries and benefits.
Tata Consultancy Services (TCS) is the largest Indian multinational IT services company, founded in 1968. Infosys is the second largest, founded in 1981 and headquartered in Bengaluru. Wipro is another major player, incorporated in 1945 and shifting to IT in the 1970s-80s. HCL Technologies is the fourth largest Indian IT company, emerging from research division of HCL in 1991. The document provides details on the founding, leadership, services, and industries of each of these top Indian multinational companies.
This document provides an introduction to multinational corporations (MNCs) and discusses some of the largest MNCs like Microsoft and McDonald's. It explains that MNCs engage in production and services across multiple nations. Microsoft and McDonald's are two examples that are explained in more detail, covering their CEOs, founders, operations in India, and products/services offered. The document also discusses advantages of MNCs in India like foreign direct investment and job creation, and disadvantages such as political risks and loss of local businesses.
This document provides information about Microsoft Corporation India, a subsidiary of Microsoft Corporation. It discusses Microsoft's founding and major products. Microsoft Corporation India began operations in 1990 and has played a role in India's growth as a knowledge economy. It works closely with the Indian government and sectors like education. Microsoft India has six business units serving different customer types. The document provides financial information about Microsoft Corporation and lists its main competitors. It also discusses Microsoft India's clients, suppliers, and management team.
The document discusses the large untapped consumer market at the "bottom of the pyramid" (BOP), consisting of billions of people living on less than $1,500 per year. Most multinational corporations have historically ignored this market due to assumptions that the BOP is unprofitable and cannot afford mainstream products. However, the BOP presents a major opportunity for profitable growth through innovations in business models, technologies, and strategies tailored to their needs and income levels. One example is Hindustan Lever Limited's successful adaptation of its detergent business in India to serve the BOP through appropriate product formulations, decentralized production and distribution, and affordable pricing. Capturing the BOP market could lift billions out of poverty while generating large
Fortune favours the brave, but not anymore. Since global recession has hit stock exchanges across the world, now, fortune favours the cautious. Be astro-smart and ask GaneshaSpeaks for the best day and time to invest in the market.
A multinational corporation (MNC) is an enterprise that manages production or delivers services in multiple countries. To be classified as an MNC, a company typically has subsidiaries in foreign countries, operates in many places globally, derives a high proportion of its assets or revenues internationally, and has stakeholders from different home nations. MNCs can have horizontal, vertical, or diversified structures and organize their foreign operations through subsidiaries, joint ventures, franchises, or turnkey projects. While MNCs bring benefits like technology transfer and jobs to host countries, they also face challenges such as potential monopoly power and lack of cultural understanding. Many leading MNCs operate in India due to its large market size, low costs
The document discusses foreign companies operating in India and their impact. It notes that while these companies provide some advantages like access to consumers and technology, they also pose disadvantages in areas like food and consumer goods. Indians work hard for these foreign companies but don't create their own. The document encourages Indians to rethink this dynamic and consider creating their own companies to better develop the nation and control their future.
Multinational corporations (MNCs) are large corporate businesses that operate in many countries besides their home country. MNCs have centralized ownership and control and are registered in more than one country, with facilities and assets located in at least one foreign country. Examples of long-established MNCs include HSBC, Nestle, Philips, and Ford Motor Company. The growth of MNCs occurred in three phases from the 17th century to present day, with companies from various regions gaining prominence over time. MNCs can have both positive impacts such as capital investment, technology transfer, and R&D, as well as negative impacts like transferring obsolete technology and harming local industries in host countries like India.
This document discusses multinational corporations (MNCs), their impact on developing countries like India, and whether they are a blessing or curse. It notes that while MNCs provide benefits like jobs and technology, they can also exploit resources and cultures. MNCs face challenges operating in foreign markets due to differences in policies, cultures and risks. Overall, the document suggests that MNCs can benefit developing nations if regulated properly to balance economic opportunities with social and environmental protections.
Major globalization initiatives from indian companiesRam Kumar
This document discusses major globalization initiatives from Indian companies. It provides background on globalization and common entry strategies for companies expanding globally such as exporting, licensing, franchising, joint ventures, and acquisitions. Several large Indian companies and their global expansion efforts are highlighted including major acquisitions by Tata, Bharti Airtel, Aditya Birla, ONGC, and others. Political, economic, technological, and legal factors that determine a company's ability to build a global presence are also outlined.
Multinational corporations (MNCs) are companies that operate in multiple countries. They originated in the early 20th century and expanded greatly after World War II. MNCs have subsidiaries and operations in foreign countries, exercising control over policies across borders. While MNCs bring investment, jobs, and technology to host countries, they also face criticisms like manipulating markets and prioritizing home country interests. As India's economy grows rapidly, it attracts many MNCs in sectors like oil, infrastructure, and technology due to its large population and market. However, Indian MNCs expanding abroad face challenges in overcoming cultural and business differences.
This document discusses multinational corporations (MNCs) in India. It begins by defining an MNC as a company that owns production facilities in multiple countries outside its home country. It then lists several advantages for MNCs investing in India, such as a huge growing market, liberalized FDI policies, and fast economic growth. However, it also notes some disadvantages, such as increased competition for small businesses and potential environmental hazards. The document concludes by listing some of the top MNCs currently operating in India, including IBM, Microsoft, Nokia, PepsiCo, Sony, Tata Consultancy, Vodafone, and Tata Motors.
General Trading Companies in Japan (Soga Shosha)Philippxx
This document discusses general trading companies (sogo shosha) in Japan. It defines sogo shosha as large diversified trading companies that trade a wide range of products globally. The document outlines the advantages of sogo shosha such as risk avoidance, market connections, and sophisticated systems. It provides examples of major Japanese sogo shosha like Mitsubishi, Mitsui, and Marubeni. The document also discusses the history and future prospects of sogo shosha in Japan and other countries.
This document provides an overview of Tata Motors' acquisition of Jaguar Land Rover (JLR) from Ford in 2008. It discusses JLR's struggles under Ford, Tata's reasons for acquiring JLR, the challenges of integrating the cross-cultural acquisition, and how JLR has succeeded under Tata. Key points include Tata gaining international expertise, JLR revamping its brands and product lines, investing in R&D and facilities, and profitably increasing JLR sales worldwide despite initial skepticism of the acquisition.
Shantanu Tyagi is a class 11 student at Green Feilds School. The document provides an overview of multinational corporations (MNCs), including their definition, structure, advantages, and criticisms. It discusses how MNCs have evolved over time and provides examples of large MNCs. India is highlighted as an important location for MNCs due to its large population and growing economy. Challenges faced by both foreign and domestic MNCs in India are also outlined.
Indian MNCs Going Global: The Road Ahead for the Indian ManagerAchal Raghavan
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. Elements of a global mindset include open-mindedness, comfort with diversity, and cultural sensitivity.
2) Cultural differences between countries create challenges for global collaboration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian managers typically come from a culture with clear hierarchies and structures,
This document presents information about multinational corporations (MNCs) in India. It defines an MNC as a parent company that engages in foreign production through affiliates located in several countries and exercises direct control over affiliate policies. The document discusses advantages of MNCs such as employment and economic growth as well as disadvantages like trade restrictions and slowing domestic employment growth. It concludes that while MNCs provide benefits to India, they can also create monopolies that hurt small domestic businesses.
This presentation provides an overview of Tata Motors, including its history, current products and market segments, and factors affecting consumer purchases. It discusses Tata Motors' entry into the passenger vehicle market in 1991, current revenue and production statistics, and global operations. The presentation also summarizes Tata Motors' approach to market segmentation and an analysis of its strengths, weaknesses, opportunities, and threats.
A multinational corporation (MNC) is a company that manages production or delivers services in multiple countries. MNCs originated in the early 20th century and expanded greatly after World War II. They establish foreign subsidiaries to increase market share, access cheaper labor and resources, and minimize taxes. While MNCs can transfer technology and increase investment, they also face challenges like managing a globally dispersed organization and potentially destroying local competition. Many large Indian companies are now MNCs, and MNCs in India provide benefits like improving work culture, training opportunities, and technology adoption.
PORTFOLIO SELECTION BY THE MEANS OF CUCKOO OPTIMIZATION ALGORITHMijcsa
Portfolio selection is one of the most important and vital decisions that a real or legal person, who invests in stock market should make. The main purpose of this paper is the determination of the optimal portfolio with regard to stock returns of companies, which are active in Tehran’s stock market. For achieving this purpose, annual statistics of companies’ stocks since Farvardin 1387 until Esfand 1392 have been used. For analyzing statistics, information of companies’ stocks, the Cuckoo Optimization Algorithm (COA) and Knapsack Problem have been used with the aim of increasing the total return, in order to form a financial portfolio. At last, results merits of choosing the optimal portfolio using the COA rather than Genetic
Algorithm are given.
This document provides assignments for various subjects for SMU's MCA semester 4 spring 2015. It lists assignments for subjects like Microprocessor, Probability and Statistics, Programming in Java, and Analysis and Design of Algorithms. The document also provides contact details for a website that offers solved assignments for various subjects at affordable prices and ways to contact them via email or website.
This document provides information about Microsoft Corporation India, a subsidiary of Microsoft Corporation. It discusses Microsoft's founding and major products. Microsoft Corporation India began operations in 1990 and has played a role in India's growth as a knowledge economy. It works closely with the Indian government and sectors like education. Microsoft India has six business units serving different customer types. The document provides financial information about Microsoft Corporation and lists its main competitors. It also discusses Microsoft India's clients, suppliers, and management team.
The document discusses the large untapped consumer market at the "bottom of the pyramid" (BOP), consisting of billions of people living on less than $1,500 per year. Most multinational corporations have historically ignored this market due to assumptions that the BOP is unprofitable and cannot afford mainstream products. However, the BOP presents a major opportunity for profitable growth through innovations in business models, technologies, and strategies tailored to their needs and income levels. One example is Hindustan Lever Limited's successful adaptation of its detergent business in India to serve the BOP through appropriate product formulations, decentralized production and distribution, and affordable pricing. Capturing the BOP market could lift billions out of poverty while generating large
Fortune favours the brave, but not anymore. Since global recession has hit stock exchanges across the world, now, fortune favours the cautious. Be astro-smart and ask GaneshaSpeaks for the best day and time to invest in the market.
A multinational corporation (MNC) is an enterprise that manages production or delivers services in multiple countries. To be classified as an MNC, a company typically has subsidiaries in foreign countries, operates in many places globally, derives a high proportion of its assets or revenues internationally, and has stakeholders from different home nations. MNCs can have horizontal, vertical, or diversified structures and organize their foreign operations through subsidiaries, joint ventures, franchises, or turnkey projects. While MNCs bring benefits like technology transfer and jobs to host countries, they also face challenges such as potential monopoly power and lack of cultural understanding. Many leading MNCs operate in India due to its large market size, low costs
The document discusses foreign companies operating in India and their impact. It notes that while these companies provide some advantages like access to consumers and technology, they also pose disadvantages in areas like food and consumer goods. Indians work hard for these foreign companies but don't create their own. The document encourages Indians to rethink this dynamic and consider creating their own companies to better develop the nation and control their future.
Multinational corporations (MNCs) are large corporate businesses that operate in many countries besides their home country. MNCs have centralized ownership and control and are registered in more than one country, with facilities and assets located in at least one foreign country. Examples of long-established MNCs include HSBC, Nestle, Philips, and Ford Motor Company. The growth of MNCs occurred in three phases from the 17th century to present day, with companies from various regions gaining prominence over time. MNCs can have both positive impacts such as capital investment, technology transfer, and R&D, as well as negative impacts like transferring obsolete technology and harming local industries in host countries like India.
This document discusses multinational corporations (MNCs), their impact on developing countries like India, and whether they are a blessing or curse. It notes that while MNCs provide benefits like jobs and technology, they can also exploit resources and cultures. MNCs face challenges operating in foreign markets due to differences in policies, cultures and risks. Overall, the document suggests that MNCs can benefit developing nations if regulated properly to balance economic opportunities with social and environmental protections.
Major globalization initiatives from indian companiesRam Kumar
This document discusses major globalization initiatives from Indian companies. It provides background on globalization and common entry strategies for companies expanding globally such as exporting, licensing, franchising, joint ventures, and acquisitions. Several large Indian companies and their global expansion efforts are highlighted including major acquisitions by Tata, Bharti Airtel, Aditya Birla, ONGC, and others. Political, economic, technological, and legal factors that determine a company's ability to build a global presence are also outlined.
Multinational corporations (MNCs) are companies that operate in multiple countries. They originated in the early 20th century and expanded greatly after World War II. MNCs have subsidiaries and operations in foreign countries, exercising control over policies across borders. While MNCs bring investment, jobs, and technology to host countries, they also face criticisms like manipulating markets and prioritizing home country interests. As India's economy grows rapidly, it attracts many MNCs in sectors like oil, infrastructure, and technology due to its large population and market. However, Indian MNCs expanding abroad face challenges in overcoming cultural and business differences.
This document discusses multinational corporations (MNCs) in India. It begins by defining an MNC as a company that owns production facilities in multiple countries outside its home country. It then lists several advantages for MNCs investing in India, such as a huge growing market, liberalized FDI policies, and fast economic growth. However, it also notes some disadvantages, such as increased competition for small businesses and potential environmental hazards. The document concludes by listing some of the top MNCs currently operating in India, including IBM, Microsoft, Nokia, PepsiCo, Sony, Tata Consultancy, Vodafone, and Tata Motors.
General Trading Companies in Japan (Soga Shosha)Philippxx
This document discusses general trading companies (sogo shosha) in Japan. It defines sogo shosha as large diversified trading companies that trade a wide range of products globally. The document outlines the advantages of sogo shosha such as risk avoidance, market connections, and sophisticated systems. It provides examples of major Japanese sogo shosha like Mitsubishi, Mitsui, and Marubeni. The document also discusses the history and future prospects of sogo shosha in Japan and other countries.
This document provides an overview of Tata Motors' acquisition of Jaguar Land Rover (JLR) from Ford in 2008. It discusses JLR's struggles under Ford, Tata's reasons for acquiring JLR, the challenges of integrating the cross-cultural acquisition, and how JLR has succeeded under Tata. Key points include Tata gaining international expertise, JLR revamping its brands and product lines, investing in R&D and facilities, and profitably increasing JLR sales worldwide despite initial skepticism of the acquisition.
Shantanu Tyagi is a class 11 student at Green Feilds School. The document provides an overview of multinational corporations (MNCs), including their definition, structure, advantages, and criticisms. It discusses how MNCs have evolved over time and provides examples of large MNCs. India is highlighted as an important location for MNCs due to its large population and growing economy. Challenges faced by both foreign and domestic MNCs in India are also outlined.
Indian MNCs Going Global: The Road Ahead for the Indian ManagerAchal Raghavan
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. Elements of a global mindset include open-mindedness, comfort with diversity, and cultural sensitivity.
2) Cultural differences between countries create challenges for global collaboration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian managers typically come from a culture with clear hierarchies and structures,
This document presents information about multinational corporations (MNCs) in India. It defines an MNC as a parent company that engages in foreign production through affiliates located in several countries and exercises direct control over affiliate policies. The document discusses advantages of MNCs such as employment and economic growth as well as disadvantages like trade restrictions and slowing domestic employment growth. It concludes that while MNCs provide benefits to India, they can also create monopolies that hurt small domestic businesses.
This presentation provides an overview of Tata Motors, including its history, current products and market segments, and factors affecting consumer purchases. It discusses Tata Motors' entry into the passenger vehicle market in 1991, current revenue and production statistics, and global operations. The presentation also summarizes Tata Motors' approach to market segmentation and an analysis of its strengths, weaknesses, opportunities, and threats.
A multinational corporation (MNC) is a company that manages production or delivers services in multiple countries. MNCs originated in the early 20th century and expanded greatly after World War II. They establish foreign subsidiaries to increase market share, access cheaper labor and resources, and minimize taxes. While MNCs can transfer technology and increase investment, they also face challenges like managing a globally dispersed organization and potentially destroying local competition. Many large Indian companies are now MNCs, and MNCs in India provide benefits like improving work culture, training opportunities, and technology adoption.
PORTFOLIO SELECTION BY THE MEANS OF CUCKOO OPTIMIZATION ALGORITHMijcsa
Portfolio selection is one of the most important and vital decisions that a real or legal person, who invests in stock market should make. The main purpose of this paper is the determination of the optimal portfolio with regard to stock returns of companies, which are active in Tehran’s stock market. For achieving this purpose, annual statistics of companies’ stocks since Farvardin 1387 until Esfand 1392 have been used. For analyzing statistics, information of companies’ stocks, the Cuckoo Optimization Algorithm (COA) and Knapsack Problem have been used with the aim of increasing the total return, in order to form a financial portfolio. At last, results merits of choosing the optimal portfolio using the COA rather than Genetic
Algorithm are given.
This document provides assignments for various subjects for SMU's MCA semester 4 spring 2015. It lists assignments for subjects like Microprocessor, Probability and Statistics, Programming in Java, and Analysis and Design of Algorithms. The document also provides contact details for a website that offers solved assignments for various subjects at affordable prices and ways to contact them via email or website.
This document contains a past exam paper for the subject "Design and Analysis of Algorithms". It has 2 parts with a total of 15 questions. Part A covers basic algorithm concepts like recurrence relations, efficiency classes, minimum spanning trees, and more. Part B involves solving algorithm problems using techniques like dynamic programming, Huffman coding, shortest paths, and more. It also tests concepts like P vs NP, approximation algorithms, and analysis of algorithm efficiency.
Mit203 analysis and design of algorithmssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
This paper analyze few algorithms of the 0/1 Knapsack Problem and fractional
knapsack problem. This problem is a combinatorial optimization problem in which one has
to maximize the benefit of objects without exceeding capacity. As it is an NP-complete
problem, an exact solution for a large input is not possible. Hence, paper presents a
comparative study of the Greedy and dynamic methods. It also gives complexity of each
algorithm with respect to time and space requirements. Our experimental results show that
the most promising approaches are dynamic programming.
it contains the detail information about Dynamic programming, Knapsack problem, Forward / backward knapsack, Optimal Binary Search Tree (OBST), Traveling sales person problem(TSP) using dynamic programming
This document summarizes a lecture on algorithms and graph traversal techniques. It discusses:
1) Breadth-first search (BFS) and depth-first search (DFS) algorithms for traversing graphs. BFS uses a queue while DFS uses a stack.
2) Applications of BFS and DFS, including finding connected components, minimum spanning trees, and bi-connected components.
3) Identifying articulation points to determine biconnected components in a graph.
4) The 0/1 knapsack problem and approaches for solving it using greedy algorithms, backtracking, and branch and bound search.
The document provides information about assignments available for purchase from SMUSolvedAssignments.com for the SMU MSCIT SEM 2 SPRING 2015 semester. It lists assignments from courses on operating systems, database management systems, algorithms, data communication and networking. Assignments can be purchased individually for Rs. 150 per subject or for an entire semester for Rs. 600 and include questions on topics like process states, deadlocks, file organization, algorithms and data networks. It provides the website and email for purchasing and receiving the solved assignments.
This document provides instructions for students to submit assignments for evaluation. It lists an email and phone number to contact for fully solved assignments. It explains that assignments should be submitted in writing and includes sample questions and case studies covering topics like international trade, regional trading agreements, and investing in foreign countries. Students are asked to answer the questions in their own words and submit all parts of the assignments together for evaluation.
G20 Australia Presidency oecd stocktaking seminar on global value chainsDr Lendy Spires
G20 Australian Presidency-OECD Stocktaking Seminar on Global Value Chains was held in Paris on May 5, 2014 to discuss progress on measuring the impact of global value chains (GVCs) on trade, economic growth, and job creation. Participants discussed policy actions by G20 governments to raise collective GDP by 2% by 2018 through GVCs. Key points included: (1) protectionism increases costs and reduces competitiveness in GVCs; (2) reducing behind-the-border trade costs through standards harmonization could increase income by over $40 billion; and (3) ratifying the WTO Trade Facilitation Agreement and improving services sector regulations are critical to enabling GVCs and lowering trade
1. Kodak had a dominant position in the Japanese photographic market in the 1930s but was effectively priced out after WWII when U.S. companies left Japan to support the country's recovery. Fuji gained a 70% market share while Kodak's share slipped to 5%.
2. In the 1980s, as Fuji aggressively expanded abroad, Kodak fought back in Japan by heavily promoting its brand. However, Kodak filed a complaint in 1995 accusing Fuji of unfair trade practices through exclusive distributor relationships and government support.
3. The document examines strategic research and development activities by multinational companies in developing countries, driven by access to skilled researchers, lower costs, and
Impact of globalization on toyota motorsUjjwal Mishra
Toyota is a major global automaker that has expanded significantly through globalization. It has production facilities in over 27 countries and markets vehicles in over 160 countries. While this global expansion has helped Toyota become very profitable, it has also had impacts on labor, communities, and the environment. Toyota uses practices like lean production and exploiting cheap foreign labor to maximize profits. This stratification of labor and economic displacement of communities has negative consequences. Additionally, Toyota's large profits are dependent on tax incentives from various governments that divert funds from public services like education. Moving forward, Toyota will need to develop more environmentally friendly vehicles and invest in emerging markets to continue benefiting from globalization.
International Business (IB) consists of all commercial transactions between two or more countries and involves the exchange of goods, capital, services, and other economic resources across national borders. Studying IB is important because most companies either operate internationally or compete with international companies. The modes of operations and best practices for conducting business may differ between countries. Understanding IB helps with career decisions and determining what governmental policies to support.
This deck was presented during the workshop for media at the launch of Khazanah Research Institute's Why Trade Matters publication. The publication examines among others, how international trade and trade policies affect our economy and our daily life.
A brief introduction to International trade and GVCs. Followed by a critical analysis of India's participation in global trade and
GVCs and the steps that can be taken to improve it.
Trade stimulates economic growth as well as create employmentAlisha Khan
Trade liberalization under the World Trade Organization (WTO) was expected to benefit developing countries like those in South Asia by opening markets in agriculture, textiles, and services. However, the results have been mixed. While India's trade increased after joining the WTO, Pakistan's trade growth slowed and it faced larger trade deficits. The rate of export growth declined for South Asia and Pakistan after the WTO, while import growth increased. Overall, the WTO does not seem to have significantly increased trade volumes for South Asia as expected.
Toyota faced significant challenges during the global recession as vehicle sales declined sharply. However, Toyota has since recovered as the global economy improved. While Toyota remains the largest automaker, it faces challenges like maintaining brand reputation after recalls and managing rising input costs. Opportunities for Toyota include targeting emerging markets with growing demand and investing in fuel efficient technologies.
Tata Acquired Jaguar Land Rover A Strategic Decision towards Liquidity, Cost ...ijtsrd
Mergers and acquisitions are being considered as one of the most important parts of any internationalisation strategies practised by any multinational company. When any organisation is involved in mergers and acquisitions, they generally used it to accelerate growth and to have access to various valuable assets of other company such as human capital and also to reduce competition in the marketplace to gain absolute competitive advantage in the market. Furthermore there are multiple empirical evidences proved that many mergers and acquisitions fail and being a reason to loss of market shares and exit of key top management personnel from the company. Different examples of failed mergers and acquisitions are found in almost all industries in different contexts. Many failure cases show us genuine discrepancy between the expectations, motivating acquisitions and the difficulty encountered to realise the expected value in the market and a complete miscalculations by the company and without knowing the ground reality they opted for or the acquisition. In June 2008 India based Tata Motors Limited had announced that it had completed the acquisition of the two extremely glamorous and iconic British brands Jaguar and Land Rover from the US based food Motors for 2.3 billion USD. There are many experts who had shared their comments and it was mentioned that such acquisition would eventually help the parent company in several ways especially to attract the global audience, to get an international footprint and it will also help the parent company to enter the high end premium segment of the global automobile market and with the help of that the company would able to strengthen their presence in premium segment. Pritam Chattopadhyay "Tata Acquired Jaguar Land Rover: A Strategic Decision towards Liquidity, Cost Control and New Product" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42361.pdf Paper URL: https://www.ijtsrd.commanagement/business-policies-and-strategies/42361/tata-acquired-jaguar-land-rover-a-strategic-decision-towards-liquidity-cost-control-and-new-product/pritam-chattopadhyay
Session 2 archanun how aec promote intra_asean trade evidence from thailandntuperc
To gain better understanding of prospects and challenges of AEC, the paper examines whether and how exporters actually respond to tariff preferential schemes of AEC. The core analysis in this paper is an analysis of FTA administrative records of Thailand over the decade ending in 2015. Firms applying AEC preferential schemes were for market access into the original ASEAN members. Products exported under the FTA preferential schemes are highly concentrated, dominated by 4 sectors, i.e. Automotive (both vehicles and auto parts), electrical appliances, petrochemical products, and processed foods. Among ASEAN members, Indonesia had the highest utilization rate, followed by the Philippines and Vietnam. By contrast, Malaysia, another major trading partners of Thailand within ASEAN, recorded rather low utilization rate, i.e. about one-fourth of total export. The high cost of compiling with ROO would explain the low utilization rate to a certain extent. There are also cumbersome in government procedures. The key policy inference is that ROO and their related administrative procedures would be an area where policy makers should pay attention.
This document provides an analysis of the marketing strategy for international expansion of Next Plc, a British multinational retailer. It begins with an introduction to Next Plc and its competitive landscape. It then performs an external analysis using PESTLE and Porter's Five Forces models. An internal analysis using the value chain model is also provided. Key issues are summarized in a SWOT analysis. The document then discusses market selection, entry methods, and marketing mix strategies for international expansion.
International trade finance amity assignment solved mbaRiishiiii
This document provides information about starting an import/export business. It discusses making initial contacts through foreign consulates, embassies, and chambers of commerce. Market research is important to identify in-demand products and potential buyers/sellers. Manufacturers can be engaged as suppliers through written contracts making the business owner the exclusive export agent. Shipping terms like FOB, FAS, C&F, and CIF determine responsibilities. Freight forwarders help arrange transportation. Overall, determination and dedicated networking are keys to success in import/export.
This document discusses issues related to allowing foreign direct investment in India's retail sector. It begins by providing context on FDI's role in India's growth and how FDI can benefit consumers and suppliers. It then analyzes three key aspects:
1) It uses Walmart as a case study to examine how a large foreign retailer could impact stakeholders in India through economies of scale and supply chain efficiencies.
2) It describes the current organization of India's retail industry.
3) It discusses how efficient supply chains can benefit farmers by reducing transaction costs.
The document aims to analyze conceptual issues and qualitative data on the potential net effects of allowing FDI in India's retail sector.
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Case Study Of Toyota Motor Corporation ( Or Toyota )Crystal Williams
Toyota Motor Corporation is a Japanese automaker and the world's largest manufacturer by production and sales. It employs over 300,000 people worldwide and produces vehicles under several brands, including Toyota, Lexus, and Scion. Toyota pioneered the Toyota Production System, also known as "Lean Manufacturing," which focuses on eliminating waste and improving efficiency. This system, along with high-quality vehicles, has made Toyota a leader in the automotive industry.
Toyota has established itself as a global corporation with production facilities in 26 countries. It has expanded significantly since establishing its first overseas facilities in 1980. Toyota's lean production system, which aims to reduce waste and improve efficiency, allows its foreign plants to achieve productivity levels similar to those in Japan. Toyota's growing global presence positions it to capture an increasing share of the global automobile market and maintain its long-term competitive advantage.
The document discusses the rise of global corporations and their strategies and operations. It provides background on globalization and how it has led companies to formulate global strategies. It then discusses three key aspects of global corporations: 1) their operational decisions around procurement, production, and delivery; 2) the strategies they use around location of facilities, production characteristics, and goods vs services; 3) the major concerns of global managers around these operational areas.
1. 1
IMT-16
INTERNATIONAL TRADE
Notes:
a. Write answers in your own words as far as possible and refrain from copying from the text books/handouts.
b. Answers of Ist
Set (Part-A), IInd
Set (Part-B), IIIrd
Set (Part – C) and Set-IVth
c. Submit the assignments in IMT CDL H.O. along with the assignments Question Papers for evaluation .
(Case Study) must be sent together.
d. Only hand written assignments shall be accepted.
A. First Set of Assignments 5 Questions, each question carries 1 marks.
B. Second Set of Assignments 5 Questions, each question carries 1 marks.
C. Third Set of Assignments 5 Questions, each question carries 1 marks. Confine your answers to 150 to
200 Words.
D. Forth Set of Assignments Two Case Studies : 5 Marks. Each case study carries 2.5 marks.
SECTION - A
1. Discuss the major benefits and risks of international trade?
2. Explain the various types of Non-Tariff Barriers of international trade.
3. Critically discuss the major changes that have taken in global trade in the last decade.
4. Explain the comparative cost advantage theory of trade with the help of an example.
5. What is the importance of TRIPS in India?
SECTION - B
1. Describe the factor endowments theory of Heckscher-Ohlin.
2. Distinguish between FDI and FII.
3. Explain the inward-oriented and outward oriented trade strategy.
4. How is WTO different from GATT?
5. What is current account deficit? How can it be minimised?
SECTION - C
1. Discuss the Doha Development Agenda of World Trade Organisation.
2. What are the objectives of ASEAN and SAPTA?
3. Explain the different stages of economic integration in formation of Regional Trade Agreements with
examples.
4. How is IMF different from IBRD?
5. Describe the stages of issuing a letter of credit (L/C) for international payments.
2. 2
CASE STUDY - 1
Regional Trading Agreements (RTAs)
The proliferation of regional trading arrangements (RTAs), especially after 1990, has sparked a lot of interest. Prof
Bhagwati, a staunch multilateralist, has likened them to ‘stumbling blocs’ to the multilateral focus of the World Trade
Organization (WTO). As countries perceive that the multilateralism of WTO is falling apart, they are rushing to get into
regional alliances as a defensive response. Presumably, RTAs act as an insurance against protectionism, particularly
for small and developing countries. Small countries, it can be argued, conclude RTAs with large countries before they
are excluded by other countries doing the same — a kind of first-mover advantage. But do developing countries
benefit from these RTAs? Are these benefits economic in terms of market access? These are two issues I will take up
in this article.
The number of RTAs was negligible — around 20 — till about 1990 or so, and increased exponentially to over 300 by
2005, and are close to 400 today. In addition, around 75% are now operational. Second, more than 50% of these are
between developing countries, including the so-called transition economies. Third, according to a World Bank estimate
— usually read with a bucket of salt next to you! — if we exclude RTAs involving countries that have close to aero
most-favoured nation (MNF) tariffs, the share of world trade in RTAs falls from 33% to about 20%. Finally, 85% of
these RTAs are free trade agreements (FTAs) rather than Customs unions (CUs). In the former, countries retain their
tariff-setting independence vis-a-vis non- RTA members. Last, most countries are members of multiple RTAs. This
feature is particularly true of developing countries, especially those in the African continent.
The gains from an RTA stem from the fact that some countries are excluded from the RTA. Hence, members of RTAs
have tariff advantages in other RTA markets vis-a-vis non-RTA suppliers. If the non-RTA member loses an RTA
market only on account of the tariff preferences available to RTA members, this is called trade diversion. However,
trade increase within the RTA due to removal of tariffs is called trade creation. Without going into the relative
intricacies of calculating the net effect of trade diversion and trade creation, one implication is that the RTA must lead
to increased trade among the RTA members if the RTA is presumed to have been beneficial to the members of the
RTA.
What is the evidence? One simple calculation would be to look at the share of intra-RTA trade compared to total
global trade of all the RTA countries before and after implementation of an RTA. As a rough approximation, one can
argue that this must increase if RTAs have been beneficial. Since there is a time gap between the signing of an RTA
and the actual implementation of tariff concession, a rough rule would be to look at this ratio a few years before and
after the implementation of an RTA. Such a calculation for major RTAs is shown in the accompanying table. The
conclusion is obvious. Barring Mercosur, in no other RTA has there been a significant increase in intra-RTA trade after
implementation of the agreement. The logic of taking just few years before and after was to try to isolate trade
increase that can be attributed to the RTA alone, that is, trade that is not influenced by other well-known factors such
as incomes, prices, etc, and that would have occurred anyway.
3. 3
It must also be remembered that an RTA has administrative costs in terms of implementing the system of rules of
origin, cumulation, etc, that are an integral part of such agreements. It is debatable — I have seen no calculations —
whether the small percentage increase in RTA trade — as in the case of ASEAN — justifies such costs. So, RTAs do
not give a significant market access benefits to members. Yet, RTAs continue to flourish. In fact, India, a latecomer to
RTAs, is now stepping up efforts to contract a number of RTAs.
Questions
Source: The ET, Aug. 2010
1. On the basis of the case analyse the reasons for the countries to sign Regional Trading Arrangements
(RTAs), especially after 1990.
2. Do you consider the regional trading arrangements (RTAs) as a threat to free trade? Give reasons.
CASE STUDY - 2
Global Operations of P & G
Proctor 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 of Japanese culture. P & G which entered the Japanese market in
1973 lost money until 1987, but by 1991 it became the 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 market in the early nineties with the Ariel
brand through P & G India (in which it had a 51 percent holding which was raised to 65% in January 1993 the
remaining 35% being held by the public). Later in 1993 it established a 100 % subsidiary, P & G Home Products.
Over a 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
RTA -3 -2 -1 Year of
Implementation
+1 +2
MERCOSUR 6.71 8.25 8.86 11.10 13.98 18.51
NAFTA 42.22 43.64 45.79 47.95 46.22 47.62
ASEAN 17.84 18.94 19.75 20.07 21.35 24.32
GCC 4.88 5.23 5.93 4.98 4.62 4.54
SAARC 6.63 6.48 6.74 6.37 6.48 6.31
EU 67.49 68.83 69.26 65.16 65.65 67.22
4. 4
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.
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 liberalization, 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 that of India. Further, the success of the single child concept in China means higher disposable income.
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
for ore to the cultural nuances of the immigrant country.
One of P&Gs big bets 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 custom 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 for 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 appropriate benchmarks
to evaluate Ariel. As compacts provided economy of use, P&G hoped that consumers would buy in the low-cost-per-
wash story. But selling that story through advertising was particularly difficult, especially since Indian consumers
believed that the washing wasn’t over unless the bar had been used for scrubbing. Even though Ariel was targeted at
the consumers with high disposable income, who represented half the urban population, consumers simply baulked
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 Ariels’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 Ariel
bar be supported in media.
Questions
1. Discuss the reasons for the differences in the performance of P&G in India and China.
2. From the evidence given in the case, state the benefits and risks of investment by an MNC in foreign countries.