The document provides an overview of the growth of manufacturing in India and opportunities in the sector. Some key points:
- Government initiatives like Make in India, PLI schemes, and tax reforms have boosted FDI flows and registrations of new manufacturing companies in India.
- Domestic demand from India's growing middle class as well as export opportunities present a large market for Indian manufactured goods.
- The document introduces the Axis India Manufacturing Fund, an equity fund that will invest solely in the Indian manufacturing sector to benefit from these opportunities by focusing on investments, consumption, and export-oriented companies.
Assignment Topics of International Business for StudentsSundar B N
The document outlines an assignment that requires forming a group of 10 students to study factors affecting international business in different countries. It involves:
1) Selecting countries from each continent and analyzing population, economic, and political factors and their impact on international business.
2) Comparing the economic systems, legal structures, and trade barriers of countries from each continent and their effects.
3) Examining various economic policies of countries and interpreting their influences on international business.
The document describes Hofers's product-market matrix, which plots a company's products across two dimensions: competitive position and market/industry stage of evolution. It identifies five strategic positions - A, B, C, D, and E - based on where a product falls in the matrix. Position A products have strong competitive positions in growing markets and deserve large investments to sustain leadership. Position B products are also in growing markets and need expansion strategies. Position C products have strong positions but are entering the shakeout stage. Position D products have average positions and can generate cash flow. Position E products are likely uncompetitive and should be considered for divestment.
Mc kinsey 7s framework-business strategy developmentNISHA SHAH
Develop skills to analyze the internal and external
environment of a business, for the purpose of
strategizing.
Understand the significance of communication in
strategic decision making.
Helps managers to effectively communicate about
company's vision, mission and strategies internally and
externally.
EXPORTS FROM INDIA SCHEME
EXPORTS FROM INDIA SCHEME
OBJECTIVE:-
Main objectective is to provide rewards to exporters to offset infrastructural inefficiencies and associated costs involved.
To provide exporters a level playing field.
NATURE OF REWARDS
Duty Credit Scrips shall be granted as rewards under MEIS and SEIS.
The Duty Credit Scrips and goods imported / domestically procured against them shall be freely transferable.
The Duty Credit Scrips can be used for :
(i) Payment of Customs Duties for import of inputs or goods, except items listed in Appendix 3A.
(ii) Payment of excise duties on domestic procurement of inputs or goods, including capital goods as per DoR notification.
(iii) Payment of service tax on procurement of services as per DoR notification.
(iv)Payment of Customs Duty and fee as per paragraph 3.18 of this Policy.
MERCHANDISE EXPORTS FROM INDIA SCHEME
(MEIS)
INTRODUCTION
In the new Foreign Trade Policy-2015-2020, with effect from 1.4.2015,Merchandise Exports from India Scheme (in short, also known as MEIS) has beenannounced by the Government. It not only replaces five similar incentive schemesavailable under the Foreign Trade Policy 2009-2014, but it rationalize the incentivesunder the erstwhile schemes, removes various kind of restrictions and significantlyenlarges the scope of the earlier schemes. Unlike earlier Schemes, this scheme hasbeen made applicable to exports made by SEZ units.
SCHEMES REPLACED BY MEIS
(i) Focus Product Scheme (FPS),
(ii) Market Linked Focus Product Scheme (MLFPS),
(iii) Focus Market Scheme (FMS),
(iv) Agri. Infrastructure Incentive Scrip (AIIS),
(v) Vishesh Krishi Gramin Upaj Yojana (VKGUY).
Objective of Merchandise Exports from India Scheme (MEIS) is to offset infrastructural inefficiencies and associated costs involved in export of goods/products, which are produced /manufactured in India, especially those having high export intensity, employment potential and thereby enhancing India’s export competitiveness.
SALIENT FEATURES OF THE SCHEME
Grants rewards in the form of Duty Credit Scrip to the exporter on export of notified goods, which have been produced/ manufactured in India.
Rewards for export of notified goods to notified markets payable as percentage of realized FOB value (in free foreign exchange).
Exports of specified goods through courier or foreign post office using ecommerce of FOB value upto Rs.25000 per consignment entitled for rewards under the scheme. In case of value of consignment being more than Rs.25000/-, benefit is limited on the value of Rs. 25000/- only.
Scrip itself and Goods imported/ domestically procured against the scrip are freely transferable.
Certain specified categories of export or export goods are not eligible for benefit under the Scheme.
TRENDS IN INTERNATIONAL TRADE Forced dynamism
Co operation among countries
Liberalization of cross border movements
Transfer of technology
Growth in emerging markets
When a firm evolves from a domestic entity into a transnational one, the organizational structures too start undergoing changes. The common organization types are Built-in export department and separate export department. There are five basic types of global structures, they include global product structure, global geographic structure, global functional structure, global customer structure and global matrix structure.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses several strategies that companies can use to enter foreign markets, including licensing, franchising, contract manufacturing, management contracts, joint ventures, counter trade, mergers and acquisitions, strategic alliances, and third country locations. It provides examples of companies that have used these strategies successfully, such as Toyota surpassing Ford as the second largest automaker through new product offerings and financial strength, and Starbucks entering Asian markets through joint ventures, licensing, and wholly owned subsidiaries.
This document discusses export and import strategies. It outlines the key elements of developing an export strategy, including assessing export potential, selecting markets, and setting goals. Companies may directly sell exports or use intermediaries like agents or distributors. Importantly, the document covers financial considerations like pricing, payment methods, financing receivables, and countertrade arrangements used when countries face foreign exchange shortages.
Assignment Topics of International Business for StudentsSundar B N
The document outlines an assignment that requires forming a group of 10 students to study factors affecting international business in different countries. It involves:
1) Selecting countries from each continent and analyzing population, economic, and political factors and their impact on international business.
2) Comparing the economic systems, legal structures, and trade barriers of countries from each continent and their effects.
3) Examining various economic policies of countries and interpreting their influences on international business.
The document describes Hofers's product-market matrix, which plots a company's products across two dimensions: competitive position and market/industry stage of evolution. It identifies five strategic positions - A, B, C, D, and E - based on where a product falls in the matrix. Position A products have strong competitive positions in growing markets and deserve large investments to sustain leadership. Position B products are also in growing markets and need expansion strategies. Position C products have strong positions but are entering the shakeout stage. Position D products have average positions and can generate cash flow. Position E products are likely uncompetitive and should be considered for divestment.
Mc kinsey 7s framework-business strategy developmentNISHA SHAH
Develop skills to analyze the internal and external
environment of a business, for the purpose of
strategizing.
Understand the significance of communication in
strategic decision making.
Helps managers to effectively communicate about
company's vision, mission and strategies internally and
externally.
EXPORTS FROM INDIA SCHEME
EXPORTS FROM INDIA SCHEME
OBJECTIVE:-
Main objectective is to provide rewards to exporters to offset infrastructural inefficiencies and associated costs involved.
To provide exporters a level playing field.
NATURE OF REWARDS
Duty Credit Scrips shall be granted as rewards under MEIS and SEIS.
The Duty Credit Scrips and goods imported / domestically procured against them shall be freely transferable.
The Duty Credit Scrips can be used for :
(i) Payment of Customs Duties for import of inputs or goods, except items listed in Appendix 3A.
(ii) Payment of excise duties on domestic procurement of inputs or goods, including capital goods as per DoR notification.
(iii) Payment of service tax on procurement of services as per DoR notification.
(iv)Payment of Customs Duty and fee as per paragraph 3.18 of this Policy.
MERCHANDISE EXPORTS FROM INDIA SCHEME
(MEIS)
INTRODUCTION
In the new Foreign Trade Policy-2015-2020, with effect from 1.4.2015,Merchandise Exports from India Scheme (in short, also known as MEIS) has beenannounced by the Government. It not only replaces five similar incentive schemesavailable under the Foreign Trade Policy 2009-2014, but it rationalize the incentivesunder the erstwhile schemes, removes various kind of restrictions and significantlyenlarges the scope of the earlier schemes. Unlike earlier Schemes, this scheme hasbeen made applicable to exports made by SEZ units.
SCHEMES REPLACED BY MEIS
(i) Focus Product Scheme (FPS),
(ii) Market Linked Focus Product Scheme (MLFPS),
(iii) Focus Market Scheme (FMS),
(iv) Agri. Infrastructure Incentive Scrip (AIIS),
(v) Vishesh Krishi Gramin Upaj Yojana (VKGUY).
Objective of Merchandise Exports from India Scheme (MEIS) is to offset infrastructural inefficiencies and associated costs involved in export of goods/products, which are produced /manufactured in India, especially those having high export intensity, employment potential and thereby enhancing India’s export competitiveness.
SALIENT FEATURES OF THE SCHEME
Grants rewards in the form of Duty Credit Scrip to the exporter on export of notified goods, which have been produced/ manufactured in India.
Rewards for export of notified goods to notified markets payable as percentage of realized FOB value (in free foreign exchange).
Exports of specified goods through courier or foreign post office using ecommerce of FOB value upto Rs.25000 per consignment entitled for rewards under the scheme. In case of value of consignment being more than Rs.25000/-, benefit is limited on the value of Rs. 25000/- only.
Scrip itself and Goods imported/ domestically procured against the scrip are freely transferable.
Certain specified categories of export or export goods are not eligible for benefit under the Scheme.
TRENDS IN INTERNATIONAL TRADE Forced dynamism
Co operation among countries
Liberalization of cross border movements
Transfer of technology
Growth in emerging markets
When a firm evolves from a domestic entity into a transnational one, the organizational structures too start undergoing changes. The common organization types are Built-in export department and separate export department. There are five basic types of global structures, they include global product structure, global geographic structure, global functional structure, global customer structure and global matrix structure.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses several strategies that companies can use to enter foreign markets, including licensing, franchising, contract manufacturing, management contracts, joint ventures, counter trade, mergers and acquisitions, strategic alliances, and third country locations. It provides examples of companies that have used these strategies successfully, such as Toyota surpassing Ford as the second largest automaker through new product offerings and financial strength, and Starbucks entering Asian markets through joint ventures, licensing, and wholly owned subsidiaries.
This document discusses export and import strategies. It outlines the key elements of developing an export strategy, including assessing export potential, selecting markets, and setting goals. Companies may directly sell exports or use intermediaries like agents or distributors. Importantly, the document covers financial considerations like pricing, payment methods, financing receivables, and countertrade arrangements used when countries face foreign exchange shortages.
Developing a Strategic Vision, Mission,Objectives and Policies - SM - MBAChandra Shekar Immani
The document outlines key aspects of developing a strategic vision, mission, objectives, and policies for an organization. It defines a vision as describing the desired future state and reflecting pride in the organization's future. The mission defines the organization's current purpose and primary goals. Objectives help pursue the vision and mission and are performance targets to track progress. Policies provide guidelines for decision-making to achieve objectives.
This document discusses three types of product qualities - search qualities, experience qualities, and credence qualities - and how easy they are for consumers to evaluate. Search qualities can be determined before purchase, experience qualities after purchase, and credence qualities may be impossible to evaluate even after consumption. The document presents a continuum showing that goods are generally easier for consumers to evaluate than services, with search qualities being the easiest to evaluate and credence qualities the most difficult.
This document discusses issues related to brand rejuvenation strategies. It provides an overview of brand rejuvenation, including the need for brand rejuvenation when brands enter later stages of the brand lifecycle. The document also explores methods that can be used to rejuvenate brands, such as repositioning brands or launching new products under existing brands. Additionally, it examines some of the issues that can arise during brand rejuvenation efforts, such as maintaining brand recognition while updating brand positioning or targeting.
SWOT Analysis, BCG Matrix, GE Matrix , Business level strategieseyad-gh
This document provides information about various strategic planning tools including SWOT analysis, BCG matrix, GE matrix, and Porter's generic competitive strategies. It describes SWOT analysis as a technique that analyzes internal strengths and weaknesses as well as external opportunities and threats. The document also outlines the benefits of conducting a SWOT analysis and provides examples of strengths, weaknesses, opportunities, and threats. It further explains the BCG matrix, GE matrix, and Porter's three generic competitive strategies of cost leadership, differentiation, and focus.
This document provides an overview of key concepts from Chapter 2 of the textbook "Strategic Marketing Management" including company-wide strategic planning, designing business portfolios, developing growth strategies, partnering with other departments, developing a customer value-driven marketing strategy, and using tools like SWOT analysis, segmentation, targeting, and positioning. The learning objectives, steps in strategic planning, components of a mission statement, and analyzing business portfolios are described over several pages.
Price per earning ratio is very simple and important metric to decide whether any stock is fairly valued or not. The project PE ratio and it's application has been done by MBA student under my guidance.
Merger and Acquisition PowerPoint Presentation Slides SlideTeam
Mergers and acquisitions are a very complex process, our Merger And Acquisition PowerPoint Presentation Slides can help you to explain this complex process in a simpler way. The merger is a consolidation of two companies into one, whereas acquisition takes place when one company takes over another company. Business valuation PowerPoint compete deck helps you portray the entire process as it contains a set of slides such as key steps, company overview, business, and financial overview, determining new growth market, types of inorganic opportunities, M&A criteria, identify targets, balance sheet KPIs, cash flow statement, financial projections, key financial ratios, liquidity and profitability ratios, activity and solvency ratios, M&A synergy framework, company valuation methodologies, valuation results, business due diligence process, post-merger integration framework, challenges and performance tracker etc. This strategic alliance Presentation template is useful for business as well as educational purposes. Download M&A valuation PPT slide to give a presentation in top-level organizational meetings. Spray your thoughts with our Merger And Acquisition PowerPoint Presentation Slides. Your audience will swoon with their heady aroma.
International business lecture 1 - ppt notesRudreshSamant
The document discusses different mentalities that multinational corporations can take when internationalizing, including international, multinational, global, and transnational mentalities. It provides examples of strategies used by companies that exemplify each mentality. The transnational mentality is described as recognizing the importance of both responsive local operations and an international dimension through an integrated network of worldwide operations. Effective transnational companies may locate different activities like factories, call centers, marketing, and R&D in different regions to achieve efficiency and flexibility globally.
Process of strategic choice & role and subjective factor .Rishabh srivastava`
Strategic choice is a key part of the strategic decision making process where organizations evaluate alternatives and select a course of action. The document outlines the process of strategic choice as focusing on alternatives, analyzing them, evaluating them based on objective and subjective factors, and ultimately choosing an alternative. Subjective factors that influence strategic choice include consideration of government policies, perceptions of critical success factors, commitment to past actions, decision styles, internal politics, and timing/competitor considerations. A strategic plan should include an introduction, mission/vision, situation assessment, strategies/goals/objectives, and implementation plan.
The EPRG framework outlines four orientations that firms can take when conducting foreign marketing: ethnocentric, polycentric, regiocentric, and geocentric. An ethnocentric orientation involves planning overseas operations from the home country with little adaptation. A polycentric approach treats each country as separate and develops local strategies. Regiocentric orientation formulates strategies on a regional rather than individual country basis. A geocentric orientation takes a truly global approach through coordinated international facilities and staff. In practice, most firms begin with an ethnocentric approach due to low risk and investment requirements.
This document discusses the selection, training, and compensation of expatriate managers. It describes three types of staffing policies organizations use to fill international positions. It also identifies four dimensions that predict expatriate success: self-orientation, others orientation, perceptual ability, and cultural toughness. Regarding training, it states that cultural, language, and practical training can help reduce expatriate failure. Finally, it outlines the common components of an expatriate compensation package, including base salary, allowances, and ensuring equal purchasing power across countries through adjustments.
This document discusses various tools for strategic analysis including SWOT analysis, industry analysis, driving forces analysis, and portfolio matrices. It provides an overview of each tool, how to conduct the analysis, and some potential problems or limitations. Some of the key tools covered are Porter's Five Forces analysis, the BCG growth-share matrix, GE business screen matrix, value chain analysis, and McKinsey's 7S framework.
The document discusses corporate restructuring. It defines corporate restructuring as reorganizing a company to make it more efficient and profitable through activities like selling parts of the company, staff reductions, and adapting to new markets. Some common reasons for restructuring include changes in fiscal policies, liberalization, globalization, new technology, cost reduction, enhancing shareholder value, and adapting to environmental changes. The overall goal of corporate restructuring is to introduce changes to improve a company's structure and performance and return it to profitability.
Export policy & Foreign Trade Policy.. By Zeba Zeba Rukhsar
PRESENTATION ON Export policy(INDIA)...
It includes "Export policy India 2009-2014,what is Export policy,Aim of Export policy,India's Foreign Trade Policy,FTP 2009-14,Export Promotion Measures,export country comparison"
This document discusses consumer behavior and the factors that influence it. It defines consumer behavior and notes that it is influenced by economics, psychology, sociology, and other disciplines. It also outlines several models of consumer behavior including the economic model, psychological model, learning model, sociological model, and others. Finally, it discusses characteristics of Indian consumers and the various factors such as cultural, social, personal, and psychological that influence consumer purchasing decisions.
Tata Motors and Maruti Suzuki are two major automobile companies in India. Tata Motors has a higher debt to equity ratio, indicating it is more reliant on debt financing. Maruti Suzuki has significantly higher reserves and surplus compared to Tata Motors, and saw a 23% increase in reserves year-over-year compared to 14% for Tata. While both companies have experienced declines in share prices recently, Tata Motors may be a better investment due to underperformance from declining sales and profits in recent years from investments and acquisitions.
The document provides an overview of key concepts related to organizational culture, ethics, and social responsibility in a global business environment. It defines internal and external factors that shape business operations, such as organizational culture, quality management, resources, and political/economic conditions. Globalization trends and their implications for business classification and operations are also examined.
1) The document presents strategies for corporate growth, including concentration strategies and integration strategies.
2) Concentration strategies focus on expanding a company's existing business through market penetration, market development, product development, and diversification.
3) Integration strategies involve combining related activities and include horizontal strategies, like mergers and acquisitions to expand within the same supply chain step, and vertical strategies to expand into different production steps, such as forward integration through outlets or backward integration through suppliers.
The McKinsey 7S framework is a management model developed in the 1980s to analyze companies. It identifies 7 internal elements - strategy, structure, systems, shared values, skills, style and staff - that must be aligned for a company to be successful. These elements are divided into "hard" aspects like strategy and structure that management can directly influence, and "soft" aspects like shared values and skills that are more cultural. The framework is used to assess how aligned a company's internal elements are and identify changes needed to improve performance or implement a new strategy.
The document provides an overview of the Indian economy as an emerging global power. It notes that India is the 10th most industrialized country and 4th largest economy by GDP at purchasing power parity. Some key points include:
- India has a strong services sector accounting for over 50% of GDP, with industry and agriculture making up the remainder.
- The economy has experienced strong real GDP growth of over 9% in recent years and corporate earnings growth over 20%.
- Projections estimate India's GDP will surpass Japan's by 2032 and per capita income will increase 35-fold by 2050, cementing India as the third largest economy.
The document provides an overview of the Indian economy as an emerging global power. It notes that India is the 10th most industrialized country and 4th largest economy by GDP at purchasing power parity. Some key points are:
- India has a strong services sector accounting for over 50% of GDP, with industry and agriculture making up the remainder.
- The economy has experienced strong real GDP growth of over 9% in recent years, with corporate earnings growth over 20%.
- Projections estimate India's GDP will surpass Japan's by 2032 and per capita income will increase 35-fold by 2050, cementing India as the third largest economy.
Developing a Strategic Vision, Mission,Objectives and Policies - SM - MBAChandra Shekar Immani
The document outlines key aspects of developing a strategic vision, mission, objectives, and policies for an organization. It defines a vision as describing the desired future state and reflecting pride in the organization's future. The mission defines the organization's current purpose and primary goals. Objectives help pursue the vision and mission and are performance targets to track progress. Policies provide guidelines for decision-making to achieve objectives.
This document discusses three types of product qualities - search qualities, experience qualities, and credence qualities - and how easy they are for consumers to evaluate. Search qualities can be determined before purchase, experience qualities after purchase, and credence qualities may be impossible to evaluate even after consumption. The document presents a continuum showing that goods are generally easier for consumers to evaluate than services, with search qualities being the easiest to evaluate and credence qualities the most difficult.
This document discusses issues related to brand rejuvenation strategies. It provides an overview of brand rejuvenation, including the need for brand rejuvenation when brands enter later stages of the brand lifecycle. The document also explores methods that can be used to rejuvenate brands, such as repositioning brands or launching new products under existing brands. Additionally, it examines some of the issues that can arise during brand rejuvenation efforts, such as maintaining brand recognition while updating brand positioning or targeting.
SWOT Analysis, BCG Matrix, GE Matrix , Business level strategieseyad-gh
This document provides information about various strategic planning tools including SWOT analysis, BCG matrix, GE matrix, and Porter's generic competitive strategies. It describes SWOT analysis as a technique that analyzes internal strengths and weaknesses as well as external opportunities and threats. The document also outlines the benefits of conducting a SWOT analysis and provides examples of strengths, weaknesses, opportunities, and threats. It further explains the BCG matrix, GE matrix, and Porter's three generic competitive strategies of cost leadership, differentiation, and focus.
This document provides an overview of key concepts from Chapter 2 of the textbook "Strategic Marketing Management" including company-wide strategic planning, designing business portfolios, developing growth strategies, partnering with other departments, developing a customer value-driven marketing strategy, and using tools like SWOT analysis, segmentation, targeting, and positioning. The learning objectives, steps in strategic planning, components of a mission statement, and analyzing business portfolios are described over several pages.
Price per earning ratio is very simple and important metric to decide whether any stock is fairly valued or not. The project PE ratio and it's application has been done by MBA student under my guidance.
Merger and Acquisition PowerPoint Presentation Slides SlideTeam
Mergers and acquisitions are a very complex process, our Merger And Acquisition PowerPoint Presentation Slides can help you to explain this complex process in a simpler way. The merger is a consolidation of two companies into one, whereas acquisition takes place when one company takes over another company. Business valuation PowerPoint compete deck helps you portray the entire process as it contains a set of slides such as key steps, company overview, business, and financial overview, determining new growth market, types of inorganic opportunities, M&A criteria, identify targets, balance sheet KPIs, cash flow statement, financial projections, key financial ratios, liquidity and profitability ratios, activity and solvency ratios, M&A synergy framework, company valuation methodologies, valuation results, business due diligence process, post-merger integration framework, challenges and performance tracker etc. This strategic alliance Presentation template is useful for business as well as educational purposes. Download M&A valuation PPT slide to give a presentation in top-level organizational meetings. Spray your thoughts with our Merger And Acquisition PowerPoint Presentation Slides. Your audience will swoon with their heady aroma.
International business lecture 1 - ppt notesRudreshSamant
The document discusses different mentalities that multinational corporations can take when internationalizing, including international, multinational, global, and transnational mentalities. It provides examples of strategies used by companies that exemplify each mentality. The transnational mentality is described as recognizing the importance of both responsive local operations and an international dimension through an integrated network of worldwide operations. Effective transnational companies may locate different activities like factories, call centers, marketing, and R&D in different regions to achieve efficiency and flexibility globally.
Process of strategic choice & role and subjective factor .Rishabh srivastava`
Strategic choice is a key part of the strategic decision making process where organizations evaluate alternatives and select a course of action. The document outlines the process of strategic choice as focusing on alternatives, analyzing them, evaluating them based on objective and subjective factors, and ultimately choosing an alternative. Subjective factors that influence strategic choice include consideration of government policies, perceptions of critical success factors, commitment to past actions, decision styles, internal politics, and timing/competitor considerations. A strategic plan should include an introduction, mission/vision, situation assessment, strategies/goals/objectives, and implementation plan.
The EPRG framework outlines four orientations that firms can take when conducting foreign marketing: ethnocentric, polycentric, regiocentric, and geocentric. An ethnocentric orientation involves planning overseas operations from the home country with little adaptation. A polycentric approach treats each country as separate and develops local strategies. Regiocentric orientation formulates strategies on a regional rather than individual country basis. A geocentric orientation takes a truly global approach through coordinated international facilities and staff. In practice, most firms begin with an ethnocentric approach due to low risk and investment requirements.
This document discusses the selection, training, and compensation of expatriate managers. It describes three types of staffing policies organizations use to fill international positions. It also identifies four dimensions that predict expatriate success: self-orientation, others orientation, perceptual ability, and cultural toughness. Regarding training, it states that cultural, language, and practical training can help reduce expatriate failure. Finally, it outlines the common components of an expatriate compensation package, including base salary, allowances, and ensuring equal purchasing power across countries through adjustments.
This document discusses various tools for strategic analysis including SWOT analysis, industry analysis, driving forces analysis, and portfolio matrices. It provides an overview of each tool, how to conduct the analysis, and some potential problems or limitations. Some of the key tools covered are Porter's Five Forces analysis, the BCG growth-share matrix, GE business screen matrix, value chain analysis, and McKinsey's 7S framework.
The document discusses corporate restructuring. It defines corporate restructuring as reorganizing a company to make it more efficient and profitable through activities like selling parts of the company, staff reductions, and adapting to new markets. Some common reasons for restructuring include changes in fiscal policies, liberalization, globalization, new technology, cost reduction, enhancing shareholder value, and adapting to environmental changes. The overall goal of corporate restructuring is to introduce changes to improve a company's structure and performance and return it to profitability.
Export policy & Foreign Trade Policy.. By Zeba Zeba Rukhsar
PRESENTATION ON Export policy(INDIA)...
It includes "Export policy India 2009-2014,what is Export policy,Aim of Export policy,India's Foreign Trade Policy,FTP 2009-14,Export Promotion Measures,export country comparison"
This document discusses consumer behavior and the factors that influence it. It defines consumer behavior and notes that it is influenced by economics, psychology, sociology, and other disciplines. It also outlines several models of consumer behavior including the economic model, psychological model, learning model, sociological model, and others. Finally, it discusses characteristics of Indian consumers and the various factors such as cultural, social, personal, and psychological that influence consumer purchasing decisions.
Tata Motors and Maruti Suzuki are two major automobile companies in India. Tata Motors has a higher debt to equity ratio, indicating it is more reliant on debt financing. Maruti Suzuki has significantly higher reserves and surplus compared to Tata Motors, and saw a 23% increase in reserves year-over-year compared to 14% for Tata. While both companies have experienced declines in share prices recently, Tata Motors may be a better investment due to underperformance from declining sales and profits in recent years from investments and acquisitions.
The document provides an overview of key concepts related to organizational culture, ethics, and social responsibility in a global business environment. It defines internal and external factors that shape business operations, such as organizational culture, quality management, resources, and political/economic conditions. Globalization trends and their implications for business classification and operations are also examined.
1) The document presents strategies for corporate growth, including concentration strategies and integration strategies.
2) Concentration strategies focus on expanding a company's existing business through market penetration, market development, product development, and diversification.
3) Integration strategies involve combining related activities and include horizontal strategies, like mergers and acquisitions to expand within the same supply chain step, and vertical strategies to expand into different production steps, such as forward integration through outlets or backward integration through suppliers.
The McKinsey 7S framework is a management model developed in the 1980s to analyze companies. It identifies 7 internal elements - strategy, structure, systems, shared values, skills, style and staff - that must be aligned for a company to be successful. These elements are divided into "hard" aspects like strategy and structure that management can directly influence, and "soft" aspects like shared values and skills that are more cultural. The framework is used to assess how aligned a company's internal elements are and identify changes needed to improve performance or implement a new strategy.
The document provides an overview of the Indian economy as an emerging global power. It notes that India is the 10th most industrialized country and 4th largest economy by GDP at purchasing power parity. Some key points include:
- India has a strong services sector accounting for over 50% of GDP, with industry and agriculture making up the remainder.
- The economy has experienced strong real GDP growth of over 9% in recent years and corporate earnings growth over 20%.
- Projections estimate India's GDP will surpass Japan's by 2032 and per capita income will increase 35-fold by 2050, cementing India as the third largest economy.
The document provides an overview of the Indian economy as an emerging global power. It notes that India is the 10th most industrialized country and 4th largest economy by GDP at purchasing power parity. Some key points are:
- India has a strong services sector accounting for over 50% of GDP, with industry and agriculture making up the remainder.
- The economy has experienced strong real GDP growth of over 9% in recent years, with corporate earnings growth over 20%.
- Projections estimate India's GDP will surpass Japan's by 2032 and per capita income will increase 35-fold by 2050, cementing India as the third largest economy.
The document discusses developing value chains in the ICTE (Information Communication Technology and Electronics) industry in India. It summarizes a brainstorming session held by CII's National Committee on ICTE Manufacturing to create a roadmap for developing value chains for three key product categories: mobile phones, LED lighting, and electronic manufacturing services (EMS). The session identified challenges facing each category and recommended actions for central/state governments and industry to address challenges and develop domestic supply chains to increase value addition and competitiveness in Indian ICTE manufacturing.
Despite setbacks, the market is on a positive note. What else is in store and how is it going to perform under pressure? Explore all that in our Monthly Market Outlook for April.
#ICICIPrudentialMutualFund #MonthlyMarketOutlook #April #Global #India #MutualFund
ASK Growth India Fund Presentation_Final.pdfEquityInvest
This document discusses the growth opportunities in India across multiple sectors of the economy such as consumption, manufacturing, exports, financing, infrastructure and digitization. It highlights India's strong economic growth outlook with GDP expected to cross $5 trillion by 2026-27. Various data points are presented showing increasing disposable incomes, expanding workforce, rising exports, improving profitability, large infrastructure spending and increasing digitization creating opportunities over the long term. Key reforms around GST, insolvency code etc are also noted as driving growth. Overall the document paints an optimistic picture of India's economic potential.
The document discusses India's growing economy and its increasing globalization. It provides statistics that show India's rising GDP, exports, imports, foreign investment, and per capita income. Several sectors such as services, manufacturing, information technology, automotive, and pharmaceuticals are growing. Global companies are investing more in India due to its large consumer base, low costs, and skilled workforce. While India's economy is expanding rapidly, challenges remain around job creation and reducing economic disparities between urban and rural areas. Overall, the statistics and expert comments presented paint a positive picture of India's economy and its increasing integration into the global marketplace.
The document discusses India's growing economy and its increasing globalization. It provides statistics that show India's rising GDP, exports, imports, foreign investment, and per capita income. Several sectors like services, manufacturing, IT and automotive are growing. Global companies are investing in India due to its large consumer base, low costs, and skilled workforce. While the economy is booming, India still faces challenges of job creation and reducing poverty and inequality. Overall, the document outlines how India has embraced globalization and seen strong economic growth in recent decades.
The Make in India initiative was launched in 2014 by Prime Minister Modi to encourage manufacturing in India and attract foreign investment. It aims to transform India into a global manufacturing hub by offering incentives to both domestic and foreign companies. Key sectors being promoted include automobiles, aviation, biotechnology, and renewable energy. Major industrial corridors are being developed to cluster manufacturing activities. Several policies have been introduced to improve ease of doing business and allow 100% FDI in most sectors. Many large companies like Foxconn, Huawei, and Samsung have announced plans to invest billions in manufacturing plants in India, showing initial promise for the Make in India campaign.
StudyOnIndianElectronicsAndConsumerDurables_EY_April2015Malay Shah
The document summarizes a study on the Indian electronics and consumer durables segment, which includes air conditioners, refrigerators, washing machines, and televisions. Some key points:
- The market has grown substantially in recent years but remains underpenetrated compared to global levels, with opportunities for increased manufacturing in India.
- Major companies have announced $1.4 billion in new investments in India to expand local production and make the country an export hub, in order to meet both domestic demand growth and access export markets.
- However, the sector faces challenges like an inverted duty structure from trade agreements, high costs, and an underdeveloped supplier base that need to be addressed for India to become a manufacturing hub
The document summarizes the growth and opportunities in the Indian economy. It notes that India has one of the fastest growing economies in the world, with the GDP growing at over 9% annually in recent years. The services, industry, and agriculture sectors are all growing robustly. India also has large foreign exchange reserves, increasing exports, and has become an attractive destination for foreign investment and M&A activity. With its large population and growing middle class, India is well-positioned for continued strong economic growth.
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The document summarizes the growth of the Indian economy in recent years. It notes that India has one of the fastest growing economies in the world, with GDP growth around 9% annually. Several sectors like services, industry, and agriculture have all seen high growth. Exports are also increasing while foreign investment in India is rising significantly. The Indian population is young and growing, which will provide a large workforce to continue powering economic expansion. Overall the document presents India as an emerging economic powerhouse with strong long-term growth prospects.
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The document summarizes the Make in India initiative launched by Prime Minister Narendra Modi in 2014. The goal is to transform India into a global manufacturing hub by encouraging investment and innovation. Twenty-five sectors like automobiles, aviation, pharmaceuticals, textiles, food processing, and IT have been identified as priority areas. The initiative aims to cut red tape, spur foreign investment, and build manufacturing infrastructure to make India an attractive destination for domestic and foreign companies. Reforms have been introduced to ease processes like industrial licensing and attract more foreign direct investment to help boost manufacturing growth and jobs in India.
The document provides an overview of India's "Make in India" initiative to promote manufacturing in India. Some key points:
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The document discusses India's Make in India initiative which aims to transform India into a global manufacturing hub and raise the share of manufacturing in India's GDP to 25% by 2022. It highlights India's large market size and skilled labor, growing infrastructure, and enabling policies to attract foreign investment and boost manufacturing. Key sectors being promoted under Make in India include automobiles, aviation, biotechnology, chemicals, construction, defense, electronics, food processing, leather, media and entertainment, mining, oil and gas, ports, railways, and IT/BPM.
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Manufacturing Fund India
1.
2. Introduction to Manufacturing
Growth of Manufacturing
Cause of the growth
Make In India, Make for the World
Demand : Domestic + Global
Manufacturing Eco-system
About Axis India Manufacturing Fund
Investment Approach
Agenda
2
3. What is Manufacturing?
• Processing of raw materials or parts into finished goods
using
• Human Intervention
• Machinery
• Tools
• Allows businesses to sell finished products at a higher cost
than the value of raw materials used
• Mass production through advanced technology and
process
• Economies of scale using efficient manufacturing
techniques
3
4. Manufacturing theme
Manufacturing
Automobiles &
Auto ancillary
Chemicals
Pharmaceuticals
Capital goods
and Engineering
Electrical &
electronics
Food &
beverages
Textiles
Consumer
durables
Building
materials
Defence &
aerospace
Industrials
4
Source: NSE methodology of Nifty India Manufacturing Index. Data as on 30th September 2023. Sector(s) / Stock(s) / Issuer(s) mentioned above
are for the purpose of disclosure of the portfolio of the Scheme(s) and should not be construed as recommendation. The fund manager(s) may or
may not choose to hold the stock mentioned, from time to time. Investors are requested to consult their financial, tax and other advisors before
taking any investment decision(s).
Exposure to 11 sectors comprising of 66 industries
5. Journey of Manufacturing in India
5
The key to growth & innovation
Post Independence
Era (1948 – 1990)
The Transformation
(Post 1991)
Way Forward
(2020 onwards)
• Focus on basic & heavy
industries through 5-year
plans
• Industrial Policy Resolution
1956 forming the basis of
Industrial Planning
• License Raj (1965-1980)
• Opening markets to Global
Competition
• Entry of private sector
players
• Govt. policy measures
boosted the service sector
and MSMEs
• Reforms & larger budgets to
boost the manufacturing sector
• Aatmanirbhar Bharat, Make in
India 2.0 & Vocal for Local
• Focus on exports & FDI inflows
to enhance manufacturing as a
proportion to GDP
Source: IBEF, Axis MF Research. Data as on 30 September 2023
The key to growth & innovation
6. Growth of Manufacturing Companies
6
New companies and new investments
Data as on 30th September 2023. Source: Bloomberg, Axis MF Research, Avendus Spark. The above graphs are used to explain the concept and is
for illustration purpose only and should not used for development or implementation of an investment strategy
Registration proportion of manufacturing companies up
to 28% in CY22 vs 22% in CY18
Manufacturing is the largest gainer of FDI flows
Registration of New Companies Manufacturing FDI
USD (bn)
21%
4%
74%
22%
4%
75%
28%
8%
64%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Manufacturing Agriculture Services
2015 2018 2022
7
13
8
13
12
11
14
10
11
12
10
19
12
0
2
4
6
8
10
12
14
16
18
20
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
7. Why has this happened?
7
Government initiatives have been a key driver
Make in India (2014): To turn India into centre
for manufacturing, design and innovation
PM Gati Shakti - NMP: Multi-modal infrastructure
platform. Monetization plan aimed at creating a
circular financing model
PLI schemes: Various schemes for 14 sectors
to enhance manufacturing capabilities and
exports
Aatmanirbhar Bharat: Encourage import
substitution
Industrial corridor development programme
(11 corridors): To improve the connectivity and
logistics
India Stack: Leveraging technology to ease
economic bottlenecks and provide services at
scale
Source: Make in India website, India.gov.in
8. … making India globally competitive
Labour and tax reforms key to making India a global manufacturing hub
Source: Axis MF Research. Data as on 30th September 2023. Concessional tax regime states that newly set up companies (after 30 September
2019 and before 31st March 2024) engaged in manufacturing are eligible for concessional tax rate of ~17 per cent* subject to certain conditions.
The above graphs are used to explain the concept and is for illustration purpose only and should not used for development or implementation of
an investment strategy
Corporate tax rate (%)
Minimum wage comparison in
Automotive Manufacturing Industry
0
5
10
15
20
25
30
35
2020 *Concessional Rate
Concessional rate @17%*
8
Tax rates – India globally competitive Aided by cost competitiveness
Average landed
cost (%)
Mexico 81
Southeast Asia 82
India 85
South America 92
Eastern Europe and
Mediterranean
97
Japan and South Korea 97
US and Canada 100
Australia 110
Western Europe 113
China 121
9. Make in India, Make for the World
9
Indian goods have multiple demand centers globally
Source: Avendus Spark. Data as at 31 August 2023. The above graphs are used to explain the concept and is for illustration purpose only
and should not used for development or implementation of an investment strategy
53
183
306
330
291
422
450
0
50
100
150
200
250
300
350
400
450
500
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY19
FY20
FY21
FY22
FY23
India's Exports ($ bn)
FY12-FY21: Exports
were flat @$300bn
FY03-FY12: Exports
jumped 5.8x
Exports up $120bn from
the pre-Covid level
Indian exports surged to $450bn in FY23, vs pre-Covid level of $330bn in FY19
0.8%
1.0%
1.3%
1.7% 1.6% 1.7%
1.8%
1.9%
0.6%
0.8%
1.0%
1.2%
1.4%
1.6%
1.8%
2.0%
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
India's exports as % of global exports (%)
India’s share in the global merchandise exports rise
… tailwinds have begun showing results, but India still has a long way to go
India is also using its geo-political standing to advance trade talks and sign new free trade agreements
(FTA’s) with key trading partners
10. Domestic Demand
10
A Unique demand center for Indian products
Source: Axis MF Research.
Virtuous Investment Cycle
• India is the largest aspirational population in
the world
• Unlike other manufacturing centers, Indian
economy is heavily dependent on
consumption
• Large middle class, demands internationally
competitive goods
• Domestic + export demand makes
manufacturing in India viable
• This also makes Indian manufacturing less
cyclical to global economic vagaries
Why is domestic
demand growing now?
Improving economic
sentiment creates demand
for products
High-capacity utilization
creating economies of
scale
Additional Capex needed
to meet global +
domestic demand
11. Discretionary spending to gain ground
Increasing incomes leading to premiumization
Nominal GDP
Consumption share of GDP
Retail Market
Non-Retail Consumption
(automotive, leisure, hotels, education, health etc.)
FY 12 FY 22 FY 32e
$1,826bn
$310bn
$461bn
45%
$565bn
55%
$3,174bn
$500bn
$781bn
42%
$1,102bn
59%
$7,903bn
$1,700bn
$1,834bn
40%
$2,710bn
60%
Allocation of spends to shift
in favour of discretionary
categories
11
Source: Axis MF Research, Morgan Stanley. Data as on 30th September 2023. Estimates of future performance are based on assumptions that
may not be realized.
Manufacturing share of GDP
$1,026bn $1,883bn $4,544bn
12. Manufacturing eco-system
FDI creating a sustainable eco-system
Source: News reports, Axis MF Research. Data as on 30th September 2023. Sector(s) / Stock(s) / Issuer(s) mentioned above are for the purpose
of disclosure of the portfolio of the Scheme(s) and should not be construed as recommendation. The fund manager(s) may or may not choose to
hold the stock mentioned, from time to time. Investors are requested to consult their financial, tax and other advisors before taking any investment
decision(s).
Key Investments by global manufacturing giants
Name of Company Sector Investment (Rs. bn)
General Electric and HAL MoU Industrials 90.0
Micron Technology, Inc. Semiconductor 68.3
Hyundai Motor India (HMIL) Auto Not Disclosed
Carrier Global Corp Industrials 1090.3
Transmashholding (TMH) Industrials 538.1
Vivo Electronics 11.0
Ciena Electronics 8.3
Mondelez India Consumer Staples 16.0
Procter & Gamble India Consumer Staples 20.0
Omron Electronics 1.3
ABB India Engineering services 10.0
AMD Semiconductor 33.1
HonorTech Electronics 10.0
International Battery Company (IBC) Industrials 80.0
Pou Chen Group Footwear manufacturing 23.2
ExxonMobil Energy 9.1
12
Process of Indigenization:
Foreign vendor sets up greenfield facility
along with empaneled suppliers
Indian manufacturers co-invest to form
technological and service partnerships
Over time local manufacturers achieve
skill & competitiveness
Foreign vendors increasingly use local
manufacturers to supply components
Our fund will invest in listed local
manufacturers suppliers to participate in
the manufacturing story
13. Opportunity For India Manufacturing
Manufacturing sector – 3-Pronged Opportunity
FY23:
USD440bn
FY33E:
USD1,800bn
India’s
Manufacturing
Sector
Demand
Aspirational domestic demand +
export opportunities
Geo-politics
Multi-polar world and India’s growing
geopolitical cloud
Supply
Optimizing supply capabilities and
healthy competition among states
to attract manufacturing
investments
13
Data as on 30th September 2023. Source: Axis MF Research
15. Focus on the domestic economy
Nifty India
Manufacturing Index
Nifty 500 Index Nifty 50 Index
Automobile and Auto
Components
27.02 6.21 6.05
Capital Goods 21.13 4.75 0
Healthcare 15.24 5.48 4.09
Metals & Mining 11.84 3.31 3.7
Chemicals 10.41 2.59 0.35
Oil, Gas & Consumable
Fuels
7.26 8.57 11.35
Consumer Durables 5.18 3.67 3.24
Textiles 1.48 0.41 0
15
Data as on 30th September 2023. Source: NSE. Sector(s) / Stock(s) / Issuer(s) mentioned above are for the purpose of disclosure of the portfolio of the
Scheme(s) and should not be construed as recommendation. The fund manager(s) may or may not choose to hold the stock mentioned, from time to
time. Investors are requested to consult their financial, tax and other advisors before taking any investment decision(s).
Manufacturing theme vs Broad markets
Current equity markets landscape,
allocations are heavily skewed
towards the service sector
A dedicated allocation to high growth
stories in the manufacturing space
could be taken via a dedicate
thematic fund like Axis India
Manufacturing Fund
The fund will invest 100%
of its assets in India
16. What to Expect from Axis India
Manufacturing Fund?
For detailed Investment strategy please refer SID/KIM of the Scheme available on the website. For determining list of the companies
eligible under manufacturing theme the AMC will consider the basic Industry list published by NSE Indices for NIFTY India Manufacturing. 16
Bottom-up
approach
Aim to identify potential winners
in the manufacturing theme
Quality focused
style
Active sectoral
allocation
Multicap stock
selection
Focus on under-represented
segments of Indian listed market
17. Investment approach
Investments
Consumption
Net Exports
Manufacturers investing in factory equipment and R&D to
build production capacity
Industries with rising demand trajectory due to domestic
consumption and premiumization narrative
Focus on companies benefiting from India’s integration into
the global supply chain
17
The fund will aim to identify companies across 3 segments of the Indian economy
18. Private Capex spending scaling up
Sub theme 1: Investments
India Industrials: Capex Cycle
Key Investments by global manufacturing giants
Thrust on
Public capex
Private capex
cycle revival
National infra pipeline, GATI Shakti,
monetization pipeline, multilateral
agencies & DFI
Multipolar world, PLI schemes &
Aatmanirbhar Bharat
Transport & Infra
Railways,
Highways, Airports
and Ports
Defence
Upgradation,
modernization
and
indigenization
Utilities
Power, Water
and Smart cities
18
Data as on 30th September 2023. Source: Morgan Stanley, Axis MF Research. The above graphs are used to explain the concept and is for
illustration purpose only and should not used for development or implementation of an investment strategy
Corporate Capex
Improved balance
sheet, capacity
utilisation, pricing
power
Factory Buildings
Rising manufacturing
across multiple
sectors
Real Estate
Increase in
disposable
income
19. Sub theme 1: Investments
Case Study
Rise of Indian Defence industry
• Union Budget for FY 2023-24 envisages an outlay of Rs. 6 lakh Cr which is 13% of the total budget
• Target of achieving a turnover of Rs. 2 lakh Cr in aerospace and defence manufacturing by 2025
• Emphasis by armed forces on indigenous production
• Indigenous defence production aimed at incubating large potential industry over 5-10 years
19
Source: Invest India Website, Nomura Research. Data as on 31st March 2023. The above graphs are used to explain the concept and is for
illustration purpose only and should not used for development or implementation of an investment strategy.
India’s Defence exports rose 24% in FY23, and tenfold in six years
Defence Exports Defence (Govt Capex)
4682
10746
9116 8435
12815
15918
-50
0
50
100
150
200
250
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
Exports YoY%
INR (Cr)
INR (Cr)
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
FY8 FY9 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
20. Sub theme 2: Consumption
Source: Morgan Stanley, Axis MF Research. Data as on 31st May 2023. The above graphs are used to explain the concept and is for illustration
purpose only and should not used for development or implementation of an investment strategy. Estimates of future performance are based on
assumptions that may not be realized. 20
Increasing income leads to premiumization
2021 Households by Income Distribution 2031e Households by Income Distribution
Household
Income,
US$
Households: 294.8mn 360.5mn
GDP per capita: $2278 $5242
21. Sub theme 2: Consumption
21
Data as on 30th September 2023. Source: Nomura, SIAM. Sector(s) / Stock(s) / Issuer(s) mentioned above are for the purpose of disclosure of the
portfolio of the Scheme(s) and should not be construed as recommendation. The fund manager(s) may or may not choose to hold the stock
mentioned, from time to time. Investors are requested to consult their financial, tax and other advisors before taking any investment decision(s).
• New launches skewed towards entry level & premium
SUVs
• Blending hybrid and electric variants into existing platforms
• Capacity expansion: Indian carmakers commit US$ 10
billion to add new capacity of 2.2 to 3 million units
Facts about the Indian Auto Sector
• Top 25 selling cars in India accounted for 75% of the car
sales in Aug-2023
• 16 of the top 25 selling cars (YoY trend) are SUVs/MUVs
taking their share to more than 60%
How are companies adapting
2023 Indian PV market - Body style share
Premiumisation of Automotive Sector
Case Study
22. Sub theme 3: Net exports
Focus on import substitution
• Narrative driven by Make In India since 2014
• Series of policies aimed at strengthening Indian companies in global markets
• Incentives like PLI fostering manufacturing ecosystem across sectors
• Effects visible in sectors like Cables & Wires, Electronics, Industrial products, Chemicals, Pharma (China+1 narrative)
China has lost share in US imports while India has been one of the beneficiaries of this change
1.8%
2.6%
3%
19.0%
21.6%
18.4%
17%
15.0%
16.0%
17.0%
18.0%
19.0%
20.0%
21.0%
22.0%
23.0%
1.5%
1.7%
1.9%
2.1%
2.3%
2.5%
2.7%
2.9%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Share of US Import from India US Import from China (%) - RHS
Post trade war
22
Source: MEITY, MoC, Spark Research. Data as on 31st March 2023. The above graph is used to explain the concept and is for illustration
purpose only and should not used for development or implementation of an investment strategy. Sector(s) / Stock(s) / Issuer(s) mentioned
above are for the purpose of disclosure of the portfolio of the Scheme(s) and should not be construed as recommendation
23. • China+1 narrative is opening India’s manufacturing and component ecosystem
• India has adopted import restrictions to curb imports from China and to create demand for domestic products
• Growth driven by significant manufacturing opportunity in segments such as railways, automotive, industrial, telecom, medical, mobile phones
• Government is focusing on developing component ecosystem relating to manufacturing of semiconductor + assembly
#2: Electronic imports to exports ratio continues to decline
23
Source: MEITY, MoC, Spark Research, 3MMA - 3 month moving average, SPECS - Scheme for Promotion of Manufacturing of Electronic
Components and Semiconductors. Data as on 31st March 2023. The above graph is used to explain the concept and is for illustration purpose
only and should not used for development or implementation of an investment strategy. Sector(s) / Stock(s) / Issuer(s) mentioned above are for
the purpose of disclosure of the portfolio of the Scheme(s) and should not be construed as recommendation
Make in India: to increase production Import restrictions
Aatmanirbhar: SPECS
PLI schemes
Case Study
Electronic Companies: Visible traction
Sub theme 3: Net exports
24. Fund Facts
For detailed Investment strategy please refer SID/KIM of the Scheme available on the website.
Category
Thematic
Fund Manager
Mr. Shreyash Devalkar
and Mr. Nitin Arora
Typical Investment Horizon:
5+ years
Benchmark
NIFTY India Manufacturing TRI
NFO Period:
1st December 2023 to
15th December 2023
24
Min. application amount:
Rs. 500 and in multiples of Rs. 1 thereafter
25. Product Labelling
*Investors should consult their financial advisers if in doubt about whether the product is suitable for them.
Fund Name & Benchmark Product Labelling Product Risk-o-meter Benchmark Risk-o-meter
AXIS INDIA MANUFACTURING
FUND
(An open-ended equity scheme
representing the India manufacturing
theme)
Benchmark: NIFTY India
Manufacturing TRI
This product is suitable for
investors who are seeking*
• Capital appreciation over long
term
• An equity scheme investing in
Indian equity & equity related
securities of companies engaged
in manufacturing
*The product labelling assigned during the New Fund Offer is based on internal assessment of the Scheme Characteristics or model portfolio and the same may vary
post NFO when actual investments are made.
NIFTY India Manufacturing TRI
25
26. Disclaimer and Risk Factors
Data as on 30th September 2023.
Disclaimer: Past performance may or may not be sustained in the future. Sector(s) / Stock(s) / Issuer(s) mentioned above are for the purpose of disclosure of
the portfolio of the Scheme(s) and should not be construed as recommendation. The fund manager(s) may or may not choose to hold the stock mentioned, from time
to time. Investors are requested to consult their financial, tax and other advisors before taking any investment decision(s).
Sector(s) / Stock(s) / Issuer(s) mentioned above are for the purpose of disclosure of the portfolio of the Scheme(s) and should not be construed as recommendation.
The fund manager(s) may or may not choose to hold the stock mentioned, from time to time.
Statutory Details: Axis Mutual Fund has been established as a Trust under the Indian Trusts Act, 1882, sponsored by Axis Bank Ltd. (liability restricted to Rs. 1
Lakh).
Trustee: Axis Mutual Fund Trustee Ltd.
Investment Manager: Axis Asset Management Co. Ltd. (the AMC).
Risk Factors: Axis Bank Limited is not liable or responsible for any loss or shortfall resulting from the operation of the scheme. This document represents the views of
Axis Asset Management Co. Ltd. and must not be taken as the basis for an investment decision. Neither Axis Mutual Fund, Axis Mutual Fund Trustee Limited nor Axis
Asset Management Company Limited, its Directors or associates shall be liable for any damages including lost revenue or lost profits that may arise from the use of
the information contained herein. No representation or warranty is made as to the accuracy, completeness or fairness of the information and opinions contained
herein. The AMC reserves the right to make modifications and alterations to this statement as may be required from time to time.
Mutual Fund Investments are subject to market risks, read all scheme related documents carefully.
26