Mahindra Satyam's corporate social responsibility initiatives focus on education, health, empowering disabled persons, and the environment. Through its foundation, it supports education programs for underprivileged youth, blood donation drives that have provided over 5,000 units of blood, and job training for persons with disabilities. Environmental initiatives include turtle conservation efforts, campus cleanliness drives, and creating awareness about sustainability. The overall goal is to provide skills and livelihood opportunities to disadvantaged communities.
Mahindra and Mahindra Limited is an Indian automotive company and one of the largest vehicle manufacturers in India. The company was established in 1945 and is a leader in the tractor and utility vehicle market in India. It has a presence in key automotive sectors including farm equipment, automotive components, infrastructure development, and information technology. The company has grown significantly over the last 5 years at a CAGR of 14% and is expanding its operations globally through partnerships and acquisitions. Mahindra is also focused on corporate social responsibility initiatives in areas like education, environment, and health.
Mahindra & Mahindra is an Indian multinational conglomerate based in India. It operates in key industries such as automotive, farm equipment, defense, IT, and infrastructure development. It has diversified into 18 industries through 114 subsidiary companies. Some of its strategic business units include automotive, farm equipment, financial services, IT, and infrastructure development. It focuses on sustainability and corporate social responsibility through various environmental and social initiatives.
This document provides an overview of mergers and acquisitions (M&A). It defines M&A as the buying, selling, dividing, and combining of companies. It distinguishes between mergers, where two companies combine to form a new entity, and acquisitions, where one company purchases another. The document discusses different types of acquisitions like private vs public and friendly vs hostile. It also outlines different structures used to secure control of assets like purchasing stock or assets. Finally, it summarizes key components of successful acquisitions like documentation, knowledge exchange, management of executives, and technology/capability transfer.
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It is a presentation on the CSR initiatives taken up by AMUL
Please note that the presentation (ppt) does not contain the initiatives in detail. The details about each initiative has to be explained verbally by the presenter.
The document provides background information on Amul, including its history starting in 1946, organizational structure, vision, quality policy, and the iconic Amul butter girl advertisements. It details how Amul was formed as a cooperative to help farmers get a fair price for their milk and has since grown to be one of the largest dairy cooperatives in the world through quality products and fair treatment of farmers.
This presentation discusses the Satyam accounting scandal. It provides background on Satyam, describing it as a large, successful Indian IT company. It then summarizes what happened in the scandal, including the CEO confessing to creating fake invoices of 71.36 billion rupees. The presentation analyzes how the scandal occurred, noting the CEO created the fraud and the auditors from PwC failed to detect fake cash accounts. It raises questions about the roles of investors, the board, government, and accounting standards in preventing such a scandal.
Tech Mahindra aims to be the best telecommunication service provider in the world according to its Chairman. The document then provides background on the growth of the Indian telecom sector and types of companies within it. It discusses Tech Mahindra's history and expansion including acquisitions. Key decisions made by Tech Mahindra between 1986-2009 are analyzed. A PESTLE analysis and Porter's Five Forces model are applied to the telecom industry. Challenges and opportunities for Tech Mahindra are also outlined.
Mahindra Satyam's corporate social responsibility initiatives focus on education, health, empowering disabled persons, and the environment. Through its foundation, it supports education programs for underprivileged youth, blood donation drives that have provided over 5,000 units of blood, and job training for persons with disabilities. Environmental initiatives include turtle conservation efforts, campus cleanliness drives, and creating awareness about sustainability. The overall goal is to provide skills and livelihood opportunities to disadvantaged communities.
Mahindra and Mahindra Limited is an Indian automotive company and one of the largest vehicle manufacturers in India. The company was established in 1945 and is a leader in the tractor and utility vehicle market in India. It has a presence in key automotive sectors including farm equipment, automotive components, infrastructure development, and information technology. The company has grown significantly over the last 5 years at a CAGR of 14% and is expanding its operations globally through partnerships and acquisitions. Mahindra is also focused on corporate social responsibility initiatives in areas like education, environment, and health.
Mahindra & Mahindra is an Indian multinational conglomerate based in India. It operates in key industries such as automotive, farm equipment, defense, IT, and infrastructure development. It has diversified into 18 industries through 114 subsidiary companies. Some of its strategic business units include automotive, farm equipment, financial services, IT, and infrastructure development. It focuses on sustainability and corporate social responsibility through various environmental and social initiatives.
This document provides an overview of mergers and acquisitions (M&A). It defines M&A as the buying, selling, dividing, and combining of companies. It distinguishes between mergers, where two companies combine to form a new entity, and acquisitions, where one company purchases another. The document discusses different types of acquisitions like private vs public and friendly vs hostile. It also outlines different structures used to secure control of assets like purchasing stock or assets. Finally, it summarizes key components of successful acquisitions like documentation, knowledge exchange, management of executives, and technology/capability transfer.
Corporate Social Responsibility (CSR) Initiatives by AMULArjun Parekh
It is a presentation on the CSR initiatives taken up by AMUL
Please note that the presentation (ppt) does not contain the initiatives in detail. The details about each initiative has to be explained verbally by the presenter.
The document provides background information on Amul, including its history starting in 1946, organizational structure, vision, quality policy, and the iconic Amul butter girl advertisements. It details how Amul was formed as a cooperative to help farmers get a fair price for their milk and has since grown to be one of the largest dairy cooperatives in the world through quality products and fair treatment of farmers.
This presentation discusses the Satyam accounting scandal. It provides background on Satyam, describing it as a large, successful Indian IT company. It then summarizes what happened in the scandal, including the CEO confessing to creating fake invoices of 71.36 billion rupees. The presentation analyzes how the scandal occurred, noting the CEO created the fraud and the auditors from PwC failed to detect fake cash accounts. It raises questions about the roles of investors, the board, government, and accounting standards in preventing such a scandal.
Tech Mahindra aims to be the best telecommunication service provider in the world according to its Chairman. The document then provides background on the growth of the Indian telecom sector and types of companies within it. It discusses Tech Mahindra's history and expansion including acquisitions. Key decisions made by Tech Mahindra between 1986-2009 are analyzed. A PESTLE analysis and Porter's Five Forces model are applied to the telecom industry. Challenges and opportunities for Tech Mahindra are also outlined.
The document discusses mergers and provides details about the merger between HDFC Bank and Centurion Bank of Punjab in 2009. It was one of the largest mergers in the banking sector in India. The merger added 394 branches and 19% more assets to HDFC Bank. It increased HDFC Bank's network making it the largest private bank in India. The merger provided synergies around products, management expertise, and geographic expansion. However, HDFC Bank had to write-off Rs. 70 crores to harmonize accounting policies between the two banks.
A merger is a combination of two firms where one ceases to exist and the other takes over its assets and liabilities, forming an entirely new company. An amalgamation is similar but the original firms remain, with their assets and liabilities transferred to a new combined firm. An acquisition occurs when one company takes controlling interest of another, sometimes through a hostile takeover. Major recent mergers and acquisitions in India include Tata Steel-Corus, Vodafone-Hutchison Essar, and Tata Motors-Jaguar Land Rover. Companies pursue mergers and acquisitions to improve economies of scale, gain market leadership, and access new markets and technologies.
M&M complete analysis done in the year 2013, from july 2013-october 2013 with the help of our respective college staff. Special thanks to the Dean Prof. Bhattacharjee & visiting faculty prof. Abhay Srivastava.
This document summarizes the corporate social responsibility efforts of Amul, an Indian dairy cooperative. It discusses Amul's history beginning in 1946 with a goal of serving milk producers and providing quality, affordable products to consumers. Amul's CSR initiatives include forming relief funds to aid earthquake recovery, conducting large-scale tree planting campaigns, empowering women through cooperative participation, and awarding scholarships to academic achievers. The conclusion emphasizes Amul's leadership, values, networks, coordination, and technology have enabled its successful CSR programs.
This document presents information on mergers and acquisitions (M&A) through a slideshow presentation. It discusses the history of M&A in India, defines mergers and acquisitions, compares the differences between them, and outlines the objectives, benefits, types, examples, process, strategies, and problems associated with M&A. It also provides details on the recent merger between Tech Mahindra and Satyam, including analysis and outlook. In conclusion, it states that the success of an M&A depends on the planning and strategies of the acquiring company.
A merger occurs when one company purchases another company of a similar size, transferring ownership and control to form a single new company. Companies usually merge when they feel they can accomplish more together than separately. There are three main types of mergers: horizontal, vertical, and conglomerate. Mergers can take place through purchasing assets, purchasing common shares, exchanging shares for assets, or exchanging shares for shares. Reasons for mergers include increasing market share, achieving economies of scale, diversifying risk, and pursuing future goals or expansion of business.
The document discusses various types of mergers and acquisitions including horizontal, vertical, conglomerate, and concentric mergers. It provides examples for each type and explains their key characteristics. Some benefits of mergers include diversification, increased capacity and market share. However, mergers can fail due to issues with cultural integration, communication, and management. Acquisitions differ from mergers in that one company clearly takes ownership of another. Acquisitions aim to achieve economies of scale, staff reductions, new technology, and market reach. Hostile takeovers are strongly resisted while friendly takeovers have management agreement. Firms undertake takeovers to gain market growth, economies of scale, and complementing skills.
Mergers and acquisitions involve the combination of two or more companies. Mergers see the merging companies fully integrate to form an entirely new company, while acquisitions see one company purchase another but maintain separate operations. Mergers and acquisitions allow companies to achieve synergies, diversify, grow, and eliminate competition. Common types of mergers include horizontal, vertical, market extension, product extension, and conglomerate mergers. India has seen several large M&A deals over the years across various industries.
The document discusses mergers and acquisitions, defining a merger as a transaction where two firms integrate operations on an equal basis to create a stronger competitive advantage, while an acquisition is when one firm buys another to make it a subsidiary and more effectively utilize its competencies. It provides examples of major M&A deals in India and compares the differences between mergers and acquisitions.
The document discusses mergers and acquisitions, providing definitions and examples. It describes the typical stages in an M&A deal including preliminary assessment, proposal, exit planning, and integration. Key factors driving M&A activity in India are also summarized such as increasing competition and globalization.
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These tools simplify event scheduling by generating short URLs or QR codes that, when clicked or scanned, automatically insert event details into a user’s calendar.
They are ideal for streamlining the promotion of events in emails, websites, and social media, enhancing engagement and ensuring attendees don’t miss important dates.
These tools are designed to cater to diverse needs, from personal event planning to professional event promotion, ensuring your attendees can easily add events to their preferred calendar.
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The document discusses mergers and provides details about the merger between HDFC Bank and Centurion Bank of Punjab in 2009. It was one of the largest mergers in the banking sector in India. The merger added 394 branches and 19% more assets to HDFC Bank. It increased HDFC Bank's network making it the largest private bank in India. The merger provided synergies around products, management expertise, and geographic expansion. However, HDFC Bank had to write-off Rs. 70 crores to harmonize accounting policies between the two banks.
A merger is a combination of two firms where one ceases to exist and the other takes over its assets and liabilities, forming an entirely new company. An amalgamation is similar but the original firms remain, with their assets and liabilities transferred to a new combined firm. An acquisition occurs when one company takes controlling interest of another, sometimes through a hostile takeover. Major recent mergers and acquisitions in India include Tata Steel-Corus, Vodafone-Hutchison Essar, and Tata Motors-Jaguar Land Rover. Companies pursue mergers and acquisitions to improve economies of scale, gain market leadership, and access new markets and technologies.
M&M complete analysis done in the year 2013, from july 2013-october 2013 with the help of our respective college staff. Special thanks to the Dean Prof. Bhattacharjee & visiting faculty prof. Abhay Srivastava.
This document summarizes the corporate social responsibility efforts of Amul, an Indian dairy cooperative. It discusses Amul's history beginning in 1946 with a goal of serving milk producers and providing quality, affordable products to consumers. Amul's CSR initiatives include forming relief funds to aid earthquake recovery, conducting large-scale tree planting campaigns, empowering women through cooperative participation, and awarding scholarships to academic achievers. The conclusion emphasizes Amul's leadership, values, networks, coordination, and technology have enabled its successful CSR programs.
This document presents information on mergers and acquisitions (M&A) through a slideshow presentation. It discusses the history of M&A in India, defines mergers and acquisitions, compares the differences between them, and outlines the objectives, benefits, types, examples, process, strategies, and problems associated with M&A. It also provides details on the recent merger between Tech Mahindra and Satyam, including analysis and outlook. In conclusion, it states that the success of an M&A depends on the planning and strategies of the acquiring company.
A merger occurs when one company purchases another company of a similar size, transferring ownership and control to form a single new company. Companies usually merge when they feel they can accomplish more together than separately. There are three main types of mergers: horizontal, vertical, and conglomerate. Mergers can take place through purchasing assets, purchasing common shares, exchanging shares for assets, or exchanging shares for shares. Reasons for mergers include increasing market share, achieving economies of scale, diversifying risk, and pursuing future goals or expansion of business.
The document discusses various types of mergers and acquisitions including horizontal, vertical, conglomerate, and concentric mergers. It provides examples for each type and explains their key characteristics. Some benefits of mergers include diversification, increased capacity and market share. However, mergers can fail due to issues with cultural integration, communication, and management. Acquisitions differ from mergers in that one company clearly takes ownership of another. Acquisitions aim to achieve economies of scale, staff reductions, new technology, and market reach. Hostile takeovers are strongly resisted while friendly takeovers have management agreement. Firms undertake takeovers to gain market growth, economies of scale, and complementing skills.
Mergers and acquisitions involve the combination of two or more companies. Mergers see the merging companies fully integrate to form an entirely new company, while acquisitions see one company purchase another but maintain separate operations. Mergers and acquisitions allow companies to achieve synergies, diversify, grow, and eliminate competition. Common types of mergers include horizontal, vertical, market extension, product extension, and conglomerate mergers. India has seen several large M&A deals over the years across various industries.
The document discusses mergers and acquisitions, defining a merger as a transaction where two firms integrate operations on an equal basis to create a stronger competitive advantage, while an acquisition is when one firm buys another to make it a subsidiary and more effectively utilize its competencies. It provides examples of major M&A deals in India and compares the differences between mergers and acquisitions.
The document discusses mergers and acquisitions, providing definitions and examples. It describes the typical stages in an M&A deal including preliminary assessment, proposal, exit planning, and integration. Key factors driving M&A activity in India are also summarized such as increasing competition and globalization.
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According to the report, there was a 4% decrease in television advertising volumes compared to the same period in 2023, indicating shifts in advertising strategies or market dynamics.
3 Best “Add to Calendar” Link Generator Tools (2024)Y
“Add to Calendar” link generator tools allow users to create links that add events directly to digital calendars like Google Calendar, Apple Calendar, and Outlook.
These tools simplify event scheduling by generating short URLs or QR codes that, when clicked or scanned, automatically insert event details into a user’s calendar.
They are ideal for streamlining the promotion of events in emails, websites, and social media, enhancing engagement and ensuring attendees don’t miss important dates.
These tools are designed to cater to diverse needs, from personal event planning to professional event promotion, ensuring your attendees can easily add events to their preferred calendar.
Cal.et is a versatile and user-friendly tool that allows you to create “Add to Calendar” links for seamless event scheduling and promotion.
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1. “ SATYAM ” AS A BRAND
ABHISHEK NAGRE
VRUNDA MEHTA
2. BRIEF ABOUT THE COMPANY
Ω Satyam Computer Services Limited
Ω Indian IT services company based in Hyderabad
Ω Founded in 1987 by B Ramalinga Raju
Ω The company was listed on the Pink Sheets, National Stock Exchange and Bombay Stock Exchange
Ω The company offers a comprehensive range of services, including software development, system maintenance,
packaged software integration and engineering design services.
Ω Satyam Computers had domain expertise in verticals such as Automotive, Banking & Financial Service, Insurance &
Healthcare, Manufacturing, Telecom, Infrastructure, Media, Entertainment, and Semiconductors.
Ω Satyam has nearly 40,000 employees on its rolls, working in development centers in India, the USA, the UK, the UAE,
Canada, Hungary, Singapore, Malaysia, China, Japan and Australia
3. BRAND VALUATION
Brand valuation is done by the following analysis
• Financial Analysis
• Demand Analysis
• Competitor Analysis
4. FINANCIALS DURING 2008 - 09
• Satyam claimed to have had an impressive top line and bottom-line growth in the second quarter of the year
2008
• It clocked a 42% growth in its net profit for the period at Rs 580.85 crore, as against Rs 409.09 crore in the
same period last year
• Satyam's consolidated revenue for the quarter ended September 30, 2008, grew by 38.8% at Rs 2,819.29 crore
compared to Rs 2,031.72 crore in the corresponding quarter of the previous year
• The revenue growth was 7.6% over the preceding quarter.
• Jan 7, 2009 Rs. 39.95 Ramalinga Raju resigns; discloses over Rs. 70 billion accounting fraud of non-existent cash in
the company's books
5. FINANCIALS
•From 2003-2008, in nearly all financial metrics of interest to investors, the company grew measurably.
•Satyam generated USD $467 million in total sales. By March 2008, the company had grown to USD $2.1 billion.
•The company demonstrated “an annual compound growth rate of 35% over that period.” Operating profits averaged 21%.
•Earnings per share similarly grew, from $0.12 to $0.62, at a compound annual growth rate of 40%. Over the same period
(2003‐2009)
6. DEMAND ANALYSIS & KEY CUSTOMERS
• Satyam Computers' network is spread over 55 countries across 6 continents. Satyam serves over 558 global companies
including over 163 Fortune 500 corporations.
• Initially,GE and Satyam have a joint venture partnership, called Satyam GE Software Services (P) Limited.
Achievements of Satyam Computers
• First Indian IT Company to get ITAA Certification for Y2K Solutions.
• Satyam Info way is the first Indian Internet company to be listed on NASDAQ.
• Declared one of '100 Most Pioneering Technology Companies' by World Economic Forum, Davos in the year 2000.
• First organization in the world to launch Customer-Oriented Global Organization training.
• First ISO 9001:2000 Company in the world as certified by BVQI.
• Ranked by the Brown-Wilson Group as the number two outsourcing vendor globally in the year 2006.
7. KEY CUSTOMERS
•GE was a key customer of satyam and 50 percent of its revenues
came from 4 companies,
•Cisco and Malaysian Airlines were other key customers
•Coca Cola, Nestle, BP, Australian telecom and media giant
Telstra, Global retailing giant Tesco
8. COMPETITORS ANALYSIS AND ITS POSITION
It stood 4 in the market among the top 5 It companies
Key competitors :
Infosys
Tata consulting services
Wipro technologies
Brand valuation in the year 2007
Satyam Computer Services at Rs 3,462 crore.
9. IMPACT OF THE BRAND
• In its glory days, Satyam was the lifeline of Hyderabad. People were let off by traffic
cops, without even a rap on the knuckles
• It had spawned a new community of rich young people. The traditional elite no longer
were the toast of the society
• Over 10 per cent of all the IT professionals in the city worked for Satyam
• Almost a third of Satyam employees were women.
•The pubs, shops and real estate developers in the city depended on them for business.
•The philanthropic side. Satyam was associated with the Emergency Management and
Research Institute, which provided free medical emergency service to people.No
ambulance driver would accept even a Rs 10 tip.
• It was IT that had put Andhra Pradesh on the world map and transformed traditional
Hyderabad into Cyberabad. And Satyam was the torchbearer of this change.
10. BRAND – HOW DIFFERENT IS SATYAM
• A scam of Satyam’s scale would have killed any brand. -Actually, the brand died the day Mr Raju confessed his
monumental fraud
• Cadbury, for instance, was struck by the worm “controversy”, and Coca-Cola and Pepsi had to face charges of pesticides
in their beverages
•The Satyam scandal, for its sheer size, can only be compared with the case of Arthur Andersen.
• After the accounting firm’s name came up in the Enron scandal, it had to take on a new identity: Accenture.
11. MAHINDRA SAT YAM
•Company worked on Brand Revitalization through strong Board
•There was more stress on the procedures and the processes in the company
•Satyam was strong at Data ware housing , Business intelligence ,Best work force in india
•Mahindra is good at telecom services
•Both merged to become the 5 Biggest it company in india
The Company is amongst the top 5 Indian IT services companies and the merged entity creates a
technology services powerhouse, with revenues of USD 2.7 Billion, a team of 84,000 professionals
servicing 540 customers across 46 countries.
The brand dons a new look and logo, reflecting the heritage of the Mahindra Group and our positioning
represents the new connected world, offering innovative and customer-centric services and solutions.