The document discusses recruitment trends in the FMCG industry, analyzing data on new hires from 2007-2008 at DIL and other major FMCG companies like Nestle, HUL, Marico, Reckitt Benckiser, and Heinz. It finds that most FMCG companies primarily recruit for sales roles, especially Sales Officers, and look mainly to the FMCG industry for new hires rather than other backgrounds. The analysis provides insights into how different FMCG giants approach recruitment and compares their strategies.
Petrobras 2012-2020 Production Curve and The Naval and Offshore Industry in B...Petrobras
The document outlines Petrobras' production curve and capital expenditures from 2012-2020, and how this will influence Brazil's naval and offshore industry. It projects oil production in Brazil to increase from 2,022 kbpd in 2012 to 4,200 kbpd in 2020 through developing 38 new production units. It also plans to increase the drilling rig fleet from 25 in 2016 to 50 in 2020 to enable exploration and production activities. These investments totaling $236.5 billion over the period will promote growth in Brazil's naval and offshore sector through expanding offshore oil and gas infrastructure and operations.
The document discusses CSX Corporation's strategies and financial performance in 2005. It outlines the company's core strategies of operating initiatives, organizational structure improvements, and building on foundations established in 2004. Key drivers of the company's increased operating income and declining operating ratio included price and volume increases, productivity improvements, and fuel surcharges. The company's stock performance exceeded benchmarks like the S&P 500 and transport indexes over the period discussed.
- CR2 completed two residential projects in 4Q12 and reduced corporate debt by 29% and inventory levels by 48% in 2012.
- Contracted sales increased 82% in 2012, while G&A expenses declined 16% in 4Q12 compared to the previous year.
- The company has several projects in its land bank representing 70% of the total potential sales value.
4Q11 Results
- The company delivered a total of R$326 million in projects in 2011, including 854 units in the Jardim Paradiso project.
- Inventory at market price totaled R$166 million for 1,350 units as of 4Q11, with 89% located in the capital region and metropolitan area of Rio de Janeiro.
- The company's land bank consisted of projects totaling R$3.1 billion in potential sales value across Rio de Janeiro and Sao Paulo states.
Cidade Paradiso (Nova Iguaçu, RJ) – Biggest Undertaking Residential of the Baixada Fluminense reported financial results for 3Q08 and 9M08. Key highlights included EPS of R$0.16 in 3Q08 and R$0.77 in 9M08, net profit before minorities of R$9.1 million in 3Q08 and R$41.0 million in 9M08. Total launches in 3Q08 were R$129 million with contracted sales of R$80 million and 794 units sold. The company has a strong balance sheet with R$87 million in cash and R$43 million in debt.
CSX Corporation presented at the BB&T Transportation Conference on February 15, 2006. CSX discussed its strategies of profitable growth and margin expansion through revenue impact, operational discipline, and performance culture. CSX also reviewed its financial and operational performance over the past years, and its expectations for continued double-digit growth through 2010. CSX outlined various capacity expansion projects along key corridors to support further growth in demand.
This document provides an overview and schedule for Monsanto's "Whistle Stop III" investor event focusing on their soybean and corn platforms. Key points include:
- Monsanto's five-year plan aims to double gross profit by 2012 by more than doubling their seeds and traits segment through innovations in corn and soybeans.
- For 2008, corn seeds and traits are forecast to grow 25% while soybeans are forecast 15% growth with preparations for the Roundup Ready 2 Yield launch.
- For 2009, corn seeds are forecast 25-30% growth while soybeans are forecast over 5% growth with the Roundup Ready 2 Yield commercial release in soybeans.
- The two-day
Braskem hosted a meeting with investors to provide an update. The presentation contained forward-looking statements and noted that Braskem is not responsible for investment decisions based on the information.
The agenda covered Braskem's position as a global player through acquisitions like Quattor and Sunoco, opportunities and challenges from acquisitions, growth through projects, and consolidated Braskem highlights. Braskem outlined its unique project pipeline in the Americas and strategy to become a global sustainable chemicals leader through innovation.
Petrobras 2012-2020 Production Curve and The Naval and Offshore Industry in B...Petrobras
The document outlines Petrobras' production curve and capital expenditures from 2012-2020, and how this will influence Brazil's naval and offshore industry. It projects oil production in Brazil to increase from 2,022 kbpd in 2012 to 4,200 kbpd in 2020 through developing 38 new production units. It also plans to increase the drilling rig fleet from 25 in 2016 to 50 in 2020 to enable exploration and production activities. These investments totaling $236.5 billion over the period will promote growth in Brazil's naval and offshore sector through expanding offshore oil and gas infrastructure and operations.
The document discusses CSX Corporation's strategies and financial performance in 2005. It outlines the company's core strategies of operating initiatives, organizational structure improvements, and building on foundations established in 2004. Key drivers of the company's increased operating income and declining operating ratio included price and volume increases, productivity improvements, and fuel surcharges. The company's stock performance exceeded benchmarks like the S&P 500 and transport indexes over the period discussed.
- CR2 completed two residential projects in 4Q12 and reduced corporate debt by 29% and inventory levels by 48% in 2012.
- Contracted sales increased 82% in 2012, while G&A expenses declined 16% in 4Q12 compared to the previous year.
- The company has several projects in its land bank representing 70% of the total potential sales value.
4Q11 Results
- The company delivered a total of R$326 million in projects in 2011, including 854 units in the Jardim Paradiso project.
- Inventory at market price totaled R$166 million for 1,350 units as of 4Q11, with 89% located in the capital region and metropolitan area of Rio de Janeiro.
- The company's land bank consisted of projects totaling R$3.1 billion in potential sales value across Rio de Janeiro and Sao Paulo states.
Cidade Paradiso (Nova Iguaçu, RJ) – Biggest Undertaking Residential of the Baixada Fluminense reported financial results for 3Q08 and 9M08. Key highlights included EPS of R$0.16 in 3Q08 and R$0.77 in 9M08, net profit before minorities of R$9.1 million in 3Q08 and R$41.0 million in 9M08. Total launches in 3Q08 were R$129 million with contracted sales of R$80 million and 794 units sold. The company has a strong balance sheet with R$87 million in cash and R$43 million in debt.
CSX Corporation presented at the BB&T Transportation Conference on February 15, 2006. CSX discussed its strategies of profitable growth and margin expansion through revenue impact, operational discipline, and performance culture. CSX also reviewed its financial and operational performance over the past years, and its expectations for continued double-digit growth through 2010. CSX outlined various capacity expansion projects along key corridors to support further growth in demand.
This document provides an overview and schedule for Monsanto's "Whistle Stop III" investor event focusing on their soybean and corn platforms. Key points include:
- Monsanto's five-year plan aims to double gross profit by 2012 by more than doubling their seeds and traits segment through innovations in corn and soybeans.
- For 2008, corn seeds and traits are forecast to grow 25% while soybeans are forecast 15% growth with preparations for the Roundup Ready 2 Yield launch.
- For 2009, corn seeds are forecast 25-30% growth while soybeans are forecast over 5% growth with the Roundup Ready 2 Yield commercial release in soybeans.
- The two-day
Braskem hosted a meeting with investors to provide an update. The presentation contained forward-looking statements and noted that Braskem is not responsible for investment decisions based on the information.
The agenda covered Braskem's position as a global player through acquisitions like Quattor and Sunoco, opportunities and challenges from acquisitions, growth through projects, and consolidated Braskem highlights. Braskem outlined its unique project pipeline in the Americas and strategy to become a global sustainable chemicals leader through innovation.
Banco ABC - 3rd Quarter 2009 Earnings PresentationBanco ABC Brasil
Banco ABC Brasil reported financial results for the third quarter of 2009. Some key highlights include:
- The credit portfolio reached BRL 7.4 billion, an increase of 12.5% over the previous quarter. Credit quality improved with the non-performing loan ratio falling to 0.6%.
- Net income totaled BRL 38.1 million, up 7.7% from the previous quarter. BRL 16.4 million in interest on equity was paid to shareholders.
- The return on average equity was 13.0% for the quarter, up from 12.0% in the prior quarter.
- The credit portfolio rating remained strong with 95% rated AA-C
The 2005 annual report of W. R. Berkley Corporation summarizes their excellent financial results for the year, including record earnings, an outstanding return on capital, and a strengthened balance sheet. Their various business segments - including specialty, regional, alternative markets, reinsurance, and international markets - all produced strong growth and returns. The company's long-term decentralized strategy and focus on risk-adjusted returns has positioned them well for continued success.
Conferência btg pactual – fevereiro 2011Braskem_RI
Carlos Fadigas, CEO of BTG Pactual XII, presented at a conference in São Paulo in February 2011. The presentation discussed Braskem's growth into a global petrochemical leader through acquisitions of Quattor and Sunoco assets. It outlined Braskem's project pipeline for expansion in Latin America, including a new ethane cracker project in Mexico. The presentation emphasized Braskem's focus on sustainable chemicals and innovation in bioplastics. It highlighted Braskem's consistent financial performance through economic cycles.
Barclays - 2011 CEO Energy – Power Conference | Almir Barbassa - CFO and Chie...Petrobras
This document from Barclays provides an overview and disclaimer for a presentation on Barclays' 2011 CEO Energy-Power Conference. It includes the following key points:
1) Barclays operates as an integrated oil company focused on production in deep and ultra-deep waters offshore Brazil.
2) Brazil has seen 1/3 of global oil discoveries over the past 5 years, mostly in deep waters, driving investment and expansion of Brazil's oil and gas supply chain.
3) Barclays plans $224.7 billion in investments from 2011-2015, with 57% in exploration and production as it works to double proved reserves by 2020.
The document summarizes Barrick Gold Corporation's presentation at the 2007 Merrill Lynch Annual Mining Conference in Toronto. It highlights Barrick's status as the world's largest unhedged gold producer, with gold reserves of over 33 million ounces. It provides guidance for 2007 of equity gold sales between 5.2 to 5.6 million ounces at costs applicable to sales of $375 to $400 per ounce. Capital expenditures are projected to be $1.8 to $2 billion, focused on major projects in Nevada, Peru, and Australia. Key mining operations and development projects are also summarized.
Apresentação para investidores btg pactual latin american ceo conferenceBraskem_RI
The document discusses Braskem's meeting with investors and contains forward-looking statements that are valid only as of the date given and are subject to risks and uncertainties. The agenda includes discussing Braskem as a global player, acquisitions of Quattor and Sunoco, Braskem's project pipeline for growth, and the petrochemical industry in general. Final considerations will also be presented.
This document provides an overview and 2Q results presentation by Petrobras CFO Almir Barbassa. Some key points:
- Petrobras' investment plan from 2007-2011 totals $87.1 billion, with 56% going to E&P to focus on growth in light oil and natural gas production and reserves.
- Financial targets include average return on capital employed of 16% from 2007-2011 and maintaining net debt to equity ratio below 25%.
- Major production growth projects through 2011 include the P-50, P-34 and other platforms that will contribute an additional 560,000 bpd of capacity in 2007 alone.
- From 2011-2015, 15 large projects are planned to
Sunoco Analyst Meeting Monday, December 15, 2008 8:30 a.m. ETfinance6
The document provides an overview of an investor meeting held by Sunoco on December 15, 2008. It includes a safe harbor statement noting that any forward-looking statements are based on assumptions that may prove to be inaccurate. It also includes non-GAAP financial measures with reconciliations provided in an appendix. The strategic framework focuses on market conditions, safe and reliable operations, optimization, and portfolio management. Key takeaways are that refining market weakness is expected to persist, while non-refining businesses should provide a solid earnings base. Sunoco will reduce expenses, exercise capital discipline, and pursue value creation opportunities across all businesses.
- Braskem's 2Q08 results conference call highlights included a 17% increase in resin sales in the domestic Brazilian market and maintenance stoppages increasing ethylene production capacity.
- Strategic steps included acquiring Ipiranga Group's petrochemical assets and signing an MOU between Braskem, Petrobras, and Petroperu.
- Net income was R$383 million, positively impacted by the appreciation of the Brazilian Real. Higher naphtha costs reduced EBITDA but commercial strategies minimized the impact.
Braskem held an investors meeting in March 2011 to discuss forward-looking statements and the company's agenda. The presentation contained forward-looking statements that were based on management's estimates and objectives at the time and were subject to risks and uncertainties. Braskem is not responsible for any investment decisions made based on the information in the presentation. The agenda covered Braskem as a global player, acquisitions and opportunities, the company's project pipeline for growth, Braskem's consolidated position, the petrochemical industry, and final considerations.
1. The document discusses a joint venture between Bharti Enterprises and Wal-Mart Stores Inc. to explore business opportunities in the Indian retail industry through a Memorandum of Understanding signed in November 2006.
2. The joint venture will be a 50:50 partnership focused on cash-and-carry wholesale operations, with Bharti Enterprises investing up to $2.5 billion and Wal-Mart investing an undisclosed amount.
3. The joint venture aims to open hypermarkets and neighborhood stores in India beginning in August 2007, bringing Wal-Mart's supply chain expertise while leveraging Bharti's local market knowledge.
This presentation gives a brief description of India's retail industry, focussing on organised and unorganised retail industry. then it details out the partnership between Bharti and Walmart. How a foreign player( best in the world) is making entry inot Indian market and why so?
What are the benefits out of it ?
What are the problems with indian retail industry that foreign players can resolve?
Why is the entry of foreign players difficult?
Bharti Walmart entered the Indian retail market in 2007 through a joint venture between Bharti Enterprises and Walmart. The Indian retail market is highly fragmented with 98% of the market being unorganized. Bharti Walmart faces challenges in managing cultural diversity, regulations, and opposition groups. However, its strengths include extensive global retail expertise, supply chain management, and the use of technology. Currently, Bharti Walmart operates 117 retail stores and 7 cash-and-carry stores in India, located based on factors like regulations, spending power, and infrastructure to support its supply chain.
Emami ltd | Price Based Segmentation or Segmentation Based PriceKashyap Shah
This document provides an analysis of various cooling oils, antiseptic creams, men's fairness creams, deodorants, balms and pain relief products sold by Emami Ltd. It includes market sizes, brand extensions, segmentation and positioning suggestions for each product category. Specifically, it recommends focusing on stress relief positioning for Navratna Cool Oil, targeting different age groups and climate conditions for Boroplus, launching grooming products for men's fairness cream, and introducing new formats like ointments and sprays for Zandu Balm to target various consumer segments.
1. The document discusses planning for recruiting successful sales executives, including identifying key characteristics, profiling successful candidates, and outlining the recruitment and selection process.
2. The recruitment and selection process involves job analysis, developing job qualifications and descriptions, setting objectives and strategies, and using various sources and methods to evaluate candidates.
3. Legal and ethical considerations are important to avoid discrimination and ensure compliance with relevant legislation.
Emami Limited is an Indian FMCG company founded in 1974 in Kolkata by R.S. Agarwal and R.S. Goenka. Starting with an initial investment of Rs. 20,000, the company has grown to an annual turnover of Rs. 3700 crore through successful brands like Boroplus, Fair & Handsome, and Navratna. Emami has expanded domestically as well as internationally through a number of mergers and acquisitions, and aims to further grow its operations in Africa and the Middle East while maintaining its focus on innovation.
Recruitment Selection, Training & DevelopmentNilesh Ghadge
The document discusses recruitment, selection, training and development processes at Coca-Cola with a focus on sales personnel. It covers recruiting both internally and externally, selecting candidates through tests and interviews, providing ongoing training to new and existing employees, and evaluating training programs. Coca-Cola places an emphasis on mentoring relationships and developing a motivated workforce through benefits and opportunities for growth.
This document includes various elements of Brand Analysis on India's leading FMCG (Ayurveda) firm- Emami Ltd. Makers of Navratna Oil, Fair & Handsome, Boroplus cream etc.
Wal-Mart is the world's largest retailer, operating over 10,000 stores in 27 countries. It was founded in 1962 in Arkansas and has since grown significantly through global expansion. Wal-Mart offers a one-stop shopping experience for various product categories along with grocery. While it has had success in some international markets through acquisitions and partnerships, it also faced challenges breaking into other markets like Germany. In India, Wal-Mart has a joint venture with Bharti Enterprises operating wholesale cash-and-carry stores under the Best Price brand. Wal-Mart sees potential in India given the growth of the middle class and emerging retail market, but also faces restrictions and resistance in fully entering the country.
This document summarizes a summer training project at MITCON consultancy & IESS-India. The project focused on developing marketing strategies to promote fitness training courses. Primary research was conducted to understand how people perceive fitness courses, important factors in selecting courses, and preferences in trainers. The marketing strategy aimed to effectively reach the target customer and communicate course details while utilizing minimal resources. There is an opportunity in the fitness industry in Pune, as professionals are health conscious but lack qualified personal trainers. Certifying trainers can meet this need.
Tata Consultancy Services has a rigorous recruitment and selection process across four levels - work force, frontline, middle management, and top management. For the workforce level, candidates apply online or via ads and undergo written and technical interviews. For frontline level, internal candidates are evaluated on performance while external candidates face additional assessments like group discussions. The middle management level involves fast-track programs and technical interviews for internal promotions or external hires. The top management level does not recruit externally and involves interviews and presentations for selection.
Hr recruitment and selection process in reliance communicationsaranya mano
This document provides an overview of recruitment and selection processes. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment are to increase the candidate pool at low cost, improve selection success rates, and reduce new hire turnover. Sources of recruitment discussed include internal methods like promotions, transfers, and referrals, as well as external sources like outsourcing agencies. Advantages of internal recruitment are lower costs and training needs, while disadvantages include unfilled vacated positions and lack of new perspectives.
Banco ABC - 3rd Quarter 2009 Earnings PresentationBanco ABC Brasil
Banco ABC Brasil reported financial results for the third quarter of 2009. Some key highlights include:
- The credit portfolio reached BRL 7.4 billion, an increase of 12.5% over the previous quarter. Credit quality improved with the non-performing loan ratio falling to 0.6%.
- Net income totaled BRL 38.1 million, up 7.7% from the previous quarter. BRL 16.4 million in interest on equity was paid to shareholders.
- The return on average equity was 13.0% for the quarter, up from 12.0% in the prior quarter.
- The credit portfolio rating remained strong with 95% rated AA-C
The 2005 annual report of W. R. Berkley Corporation summarizes their excellent financial results for the year, including record earnings, an outstanding return on capital, and a strengthened balance sheet. Their various business segments - including specialty, regional, alternative markets, reinsurance, and international markets - all produced strong growth and returns. The company's long-term decentralized strategy and focus on risk-adjusted returns has positioned them well for continued success.
Conferência btg pactual – fevereiro 2011Braskem_RI
Carlos Fadigas, CEO of BTG Pactual XII, presented at a conference in São Paulo in February 2011. The presentation discussed Braskem's growth into a global petrochemical leader through acquisitions of Quattor and Sunoco assets. It outlined Braskem's project pipeline for expansion in Latin America, including a new ethane cracker project in Mexico. The presentation emphasized Braskem's focus on sustainable chemicals and innovation in bioplastics. It highlighted Braskem's consistent financial performance through economic cycles.
Barclays - 2011 CEO Energy – Power Conference | Almir Barbassa - CFO and Chie...Petrobras
This document from Barclays provides an overview and disclaimer for a presentation on Barclays' 2011 CEO Energy-Power Conference. It includes the following key points:
1) Barclays operates as an integrated oil company focused on production in deep and ultra-deep waters offshore Brazil.
2) Brazil has seen 1/3 of global oil discoveries over the past 5 years, mostly in deep waters, driving investment and expansion of Brazil's oil and gas supply chain.
3) Barclays plans $224.7 billion in investments from 2011-2015, with 57% in exploration and production as it works to double proved reserves by 2020.
The document summarizes Barrick Gold Corporation's presentation at the 2007 Merrill Lynch Annual Mining Conference in Toronto. It highlights Barrick's status as the world's largest unhedged gold producer, with gold reserves of over 33 million ounces. It provides guidance for 2007 of equity gold sales between 5.2 to 5.6 million ounces at costs applicable to sales of $375 to $400 per ounce. Capital expenditures are projected to be $1.8 to $2 billion, focused on major projects in Nevada, Peru, and Australia. Key mining operations and development projects are also summarized.
Apresentação para investidores btg pactual latin american ceo conferenceBraskem_RI
The document discusses Braskem's meeting with investors and contains forward-looking statements that are valid only as of the date given and are subject to risks and uncertainties. The agenda includes discussing Braskem as a global player, acquisitions of Quattor and Sunoco, Braskem's project pipeline for growth, and the petrochemical industry in general. Final considerations will also be presented.
This document provides an overview and 2Q results presentation by Petrobras CFO Almir Barbassa. Some key points:
- Petrobras' investment plan from 2007-2011 totals $87.1 billion, with 56% going to E&P to focus on growth in light oil and natural gas production and reserves.
- Financial targets include average return on capital employed of 16% from 2007-2011 and maintaining net debt to equity ratio below 25%.
- Major production growth projects through 2011 include the P-50, P-34 and other platforms that will contribute an additional 560,000 bpd of capacity in 2007 alone.
- From 2011-2015, 15 large projects are planned to
Sunoco Analyst Meeting Monday, December 15, 2008 8:30 a.m. ETfinance6
The document provides an overview of an investor meeting held by Sunoco on December 15, 2008. It includes a safe harbor statement noting that any forward-looking statements are based on assumptions that may prove to be inaccurate. It also includes non-GAAP financial measures with reconciliations provided in an appendix. The strategic framework focuses on market conditions, safe and reliable operations, optimization, and portfolio management. Key takeaways are that refining market weakness is expected to persist, while non-refining businesses should provide a solid earnings base. Sunoco will reduce expenses, exercise capital discipline, and pursue value creation opportunities across all businesses.
- Braskem's 2Q08 results conference call highlights included a 17% increase in resin sales in the domestic Brazilian market and maintenance stoppages increasing ethylene production capacity.
- Strategic steps included acquiring Ipiranga Group's petrochemical assets and signing an MOU between Braskem, Petrobras, and Petroperu.
- Net income was R$383 million, positively impacted by the appreciation of the Brazilian Real. Higher naphtha costs reduced EBITDA but commercial strategies minimized the impact.
Braskem held an investors meeting in March 2011 to discuss forward-looking statements and the company's agenda. The presentation contained forward-looking statements that were based on management's estimates and objectives at the time and were subject to risks and uncertainties. Braskem is not responsible for any investment decisions made based on the information in the presentation. The agenda covered Braskem as a global player, acquisitions and opportunities, the company's project pipeline for growth, Braskem's consolidated position, the petrochemical industry, and final considerations.
1. The document discusses a joint venture between Bharti Enterprises and Wal-Mart Stores Inc. to explore business opportunities in the Indian retail industry through a Memorandum of Understanding signed in November 2006.
2. The joint venture will be a 50:50 partnership focused on cash-and-carry wholesale operations, with Bharti Enterprises investing up to $2.5 billion and Wal-Mart investing an undisclosed amount.
3. The joint venture aims to open hypermarkets and neighborhood stores in India beginning in August 2007, bringing Wal-Mart's supply chain expertise while leveraging Bharti's local market knowledge.
This presentation gives a brief description of India's retail industry, focussing on organised and unorganised retail industry. then it details out the partnership between Bharti and Walmart. How a foreign player( best in the world) is making entry inot Indian market and why so?
What are the benefits out of it ?
What are the problems with indian retail industry that foreign players can resolve?
Why is the entry of foreign players difficult?
Bharti Walmart entered the Indian retail market in 2007 through a joint venture between Bharti Enterprises and Walmart. The Indian retail market is highly fragmented with 98% of the market being unorganized. Bharti Walmart faces challenges in managing cultural diversity, regulations, and opposition groups. However, its strengths include extensive global retail expertise, supply chain management, and the use of technology. Currently, Bharti Walmart operates 117 retail stores and 7 cash-and-carry stores in India, located based on factors like regulations, spending power, and infrastructure to support its supply chain.
Emami ltd | Price Based Segmentation or Segmentation Based PriceKashyap Shah
This document provides an analysis of various cooling oils, antiseptic creams, men's fairness creams, deodorants, balms and pain relief products sold by Emami Ltd. It includes market sizes, brand extensions, segmentation and positioning suggestions for each product category. Specifically, it recommends focusing on stress relief positioning for Navratna Cool Oil, targeting different age groups and climate conditions for Boroplus, launching grooming products for men's fairness cream, and introducing new formats like ointments and sprays for Zandu Balm to target various consumer segments.
1. The document discusses planning for recruiting successful sales executives, including identifying key characteristics, profiling successful candidates, and outlining the recruitment and selection process.
2. The recruitment and selection process involves job analysis, developing job qualifications and descriptions, setting objectives and strategies, and using various sources and methods to evaluate candidates.
3. Legal and ethical considerations are important to avoid discrimination and ensure compliance with relevant legislation.
Emami Limited is an Indian FMCG company founded in 1974 in Kolkata by R.S. Agarwal and R.S. Goenka. Starting with an initial investment of Rs. 20,000, the company has grown to an annual turnover of Rs. 3700 crore through successful brands like Boroplus, Fair & Handsome, and Navratna. Emami has expanded domestically as well as internationally through a number of mergers and acquisitions, and aims to further grow its operations in Africa and the Middle East while maintaining its focus on innovation.
Recruitment Selection, Training & DevelopmentNilesh Ghadge
The document discusses recruitment, selection, training and development processes at Coca-Cola with a focus on sales personnel. It covers recruiting both internally and externally, selecting candidates through tests and interviews, providing ongoing training to new and existing employees, and evaluating training programs. Coca-Cola places an emphasis on mentoring relationships and developing a motivated workforce through benefits and opportunities for growth.
This document includes various elements of Brand Analysis on India's leading FMCG (Ayurveda) firm- Emami Ltd. Makers of Navratna Oil, Fair & Handsome, Boroplus cream etc.
Wal-Mart is the world's largest retailer, operating over 10,000 stores in 27 countries. It was founded in 1962 in Arkansas and has since grown significantly through global expansion. Wal-Mart offers a one-stop shopping experience for various product categories along with grocery. While it has had success in some international markets through acquisitions and partnerships, it also faced challenges breaking into other markets like Germany. In India, Wal-Mart has a joint venture with Bharti Enterprises operating wholesale cash-and-carry stores under the Best Price brand. Wal-Mart sees potential in India given the growth of the middle class and emerging retail market, but also faces restrictions and resistance in fully entering the country.
This document summarizes a summer training project at MITCON consultancy & IESS-India. The project focused on developing marketing strategies to promote fitness training courses. Primary research was conducted to understand how people perceive fitness courses, important factors in selecting courses, and preferences in trainers. The marketing strategy aimed to effectively reach the target customer and communicate course details while utilizing minimal resources. There is an opportunity in the fitness industry in Pune, as professionals are health conscious but lack qualified personal trainers. Certifying trainers can meet this need.
Tata Consultancy Services has a rigorous recruitment and selection process across four levels - work force, frontline, middle management, and top management. For the workforce level, candidates apply online or via ads and undergo written and technical interviews. For frontline level, internal candidates are evaluated on performance while external candidates face additional assessments like group discussions. The middle management level involves fast-track programs and technical interviews for internal promotions or external hires. The top management level does not recruit externally and involves interviews and presentations for selection.
Hr recruitment and selection process in reliance communicationsaranya mano
This document provides an overview of recruitment and selection processes. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment are to increase the candidate pool at low cost, improve selection success rates, and reduce new hire turnover. Sources of recruitment discussed include internal methods like promotions, transfers, and referrals, as well as external sources like outsourcing agencies. Advantages of internal recruitment are lower costs and training needs, while disadvantages include unfilled vacated positions and lack of new perspectives.
The document outlines the process taken to create a production. First, an appropriate landscape background was applied. Then carefully selected foreground images like logos and character skulls were collected. Finally, the top voted characters from a survey were added to make it more familiar to the audience, along with the artists from top voted songs in character skull form. The production was finished by animating it to make it more interactive and eye-catching.
The Dr. Noble Irwin Regional Healthcare Foundation exists to raise and distribute funds to improve healthcare in Southwest Saskatchewan. It has collected over $8.5 million since 1999, distributing $8.2 million to healthcare equipment and $300,000 in educational scholarships. The Foundation owns a residence for those receiving healthcare in Swift Current. In 2011, it contributed funds through various programs for equipment like a microscope, blanket warmer, and defibrillators. The Foundation works with local healthcare authorities and the community to determine the best use of funds to support regional healthcare needs.
1) Blood contains red blood cells that have proteins on their surface called antigens that determine blood type. The main antigens are A, B, and Rh.
2) A person's blood type depends on which antigens they inherit from their parents. For example, a person with type A+ blood has the A antigen and Rh antigen.
3) People with type O blood are universal donors as they lack A and B antigens. People with type AB blood are universal recipients as they lack antibodies against A and B antigens. Matching donor and recipient blood types prevents immune reactions during transfusions.
This document provides examples of a student's online activities for an e-marketing assignment, including uploading photos to Facebook, tweeting and using hashtags on Twitter, maintaining a LinkedIn profile, writing blog posts on WordPress and sharing them on Facebook, and receiving a Klout score for engaging on multiple social media platforms.
This document appears to be a student presentation about animals in English. It discusses characteristics of a cat, which is described as agile. It also compares the height of a giraffe to an elephant, noting the giraffe is taller. Additionally, it compares the speed of a rabbit to a mouse, stating they are equally as fast.
Petrobras unveiled its strategic plan and business plan for 2010-2014 totaling $224 billion in investments. Key elements include increasing domestic oil and gas production, with targets of 5.4 million boe/day by 2020. Major projects in the pre-salt region were added to come online between 2010-2014 including Guará Pilot FPSO, Tupi NE Pilot FPSO, and Baleia Azul FPSO. The plan aims to boost local content of supplies to around 70% and focuses investment on infrastructure, logistics and the domestic value chain in Brazil.
Petrobras unveiled its strategic plan and business plan for 2010-2014 totaling $224 billion in investments. Key aspects include increasing domestic oil and gas production, with targets of 5.4 million boe/d by 2020. Major projects in the pre-salt region were added to come online between 2010-2014 including Guará Pilot FPSO, Tupi NE Pilot FPSO, and Baleia Azul FPSO. The plan aims to boost domestic refining and natural gas supply while expanding internationally in select markets and business segments. Local content is expected to provide nearly 70% of total investment needs during this period.
This is a stub deck of a larger internal presentation on two things:
1) ad formats and mediums and how we do a poor job matching the message to the medium
2) the downfall of the current obsession with targeting. Why creative triumphs over data every time but media agencies and clients are focused on where they can see small gains instead of GIANT GAINS in their ROI
The solutions had to be removed for now but I think a smart person could figure it out.
The document discusses changes in humanitarian action over the last 10 years and trends to expect in the next 10 years. It notes that humanitarian assistance funding has increased while attacks on aid workers have also risen. Three major trends are identified: (1) humanitarian assistance is increasing but trust in humanitarianism is decreasing; (2) respect for universal principles is declining while nationalism and sovereignty are rising; (3) conflict-related crises are declining relatively while natural disasters are increasing. The importance of humanitarian principles is emphasized amid these challenges facing humanitarian action.
The document contains information from several charts published by Raddon Financial Group between May 2012 and April 2012. The charts show trends related to consumers' use of financial products and services like loans, bank accounts, credit cards, and insurance. The document provides an overview of consumers' perceptions and behaviors regarding various financial topics during this period.
Take the Guesswork Out of Measuring ROI for Sales TrainingCorporate Visions
The document discusses measuring the potential return on investment (ROI) from various activities like haircuts, shoes, teeth brushing, ski lessons, and dinner dates. It encourages brainstorming which activity has the greatest potential ROI. It suggests that even small, everyday activities can provide returns if measured properly, as people are already experts in measurement from experiences in their daily lives.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
2. The Introduction
FMCG Industry
b) Advantages
c) Challenges
d) Process
Recruitment process in FMCG Industry
f) Job
g) Background
h) Challenges
i) Sources
3. The objectives
• Effectiveness of DIL’s Recruitment Process
• Comparison with other FMCG giants
• Over all industry trend for FMCG sector
• Demarcation between FMCG & other industries
• Their recruitment & our retention
4. One
EffEctivEnEss
of
REcRuitmEnt pRocEss
in DiL
5. 1.0 Methodology
• Got the list of people who joined DIL in 07-08
• Segregated the data on the basis of
d) Source
e) State
f) Designation
g) Division
h) Industry
• Did the analysis on the basis of above criteria
• Did some more analysis on the basis of some more criteria,
by combining two or more parameters above
6. 1.1 Source wise
RECRUITMENT CHANNELWISE
ERS CONSULTANCY
7% 14%
DIRECT
79%
CONSULTANCY DIRECT ERS
Channel NO. OF EMPLOYEES
CONSULTANCY 8
DIRECT 44
ERS 4
TOTAL 56
7. 1.2 Consultancies’ contribution
COMPARISON AMONG CONSULTANCIES
U.BASU HRD
13% 13%
CICERONE
24% NEW MANAGEMENT
37%
CAREER POINT
13%
HRD NEW MANAGEMENT CAREER POINT CICERONE U.BASU
Sl.No. CONSULTANCIES NO. OF EMPLOYEES
1 HRD 1
2 NEW MANAGEMENT 3
3 CAREER POINT 1
4 CICERONE 2
5 U.BASU 1
6 TOTAL 8
8. 1.3 Previous Organization
2%
PREVIOUS CO. CONTRIBUTION IN % 2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2% 32%
2%
2%
4%
2%
4%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
DIL GUJRAT CO-OPERATIVE MILK MARKETING FEDERATION LTD
CIPLA LTD. CRYAN OILS LTD.
HEALTH FOOD PRODUCTS (P)LTD. VISHNU SOLUTIONS
HIMALAYA DRUGS CO. ALKEM LABORATORIES
VADILAL ICE-CREAM LTD. W IPRO LTD.
FRESHER INDIA INFOLINE LTD
GODREDJE SARA LEE LTD TOPS SECUIRITY LTD.
THE ZANDU PHARMACEUTICAL WORKS GILLETTE INDIA LTD.
G.M. PEN (P)LTD. RANBAX LABORATORIES
Y
HUL PARAS PHARMACEUTICAL LTD
TATA AIG SATER AGRA PRODUCT PVT. LTD.
VALIANT HEALTH CARE LTD. COMPETENT CARRIER
DABUR AYURVEDIC CENTRE ACRO PAINTS
HUGHO'S COMMERTIALIZATION KARAMCHAND APPLIENCES
MULLAR & PHILLIPS LTD SHAKTI AUSADHALYA
HEINZ KEPL(P&G)
KHANDELWAL LAB ARISTRO PHARMA LTD.
EMAMI LTD. DEY'S MEDICAL
WOCHARDT PARENTAL DIVVISSION
9. 1.4 DIL’s Industry preference
NO. OF EMPLOYES
4% 2%
34%
54%
4% 2%
FMCG FRESHER IT PHARMA BANK & Ins. CONSULTANCY
INDUSTRY NO. OF EMPLOYEES
FMCG 31
FRESHER 1
IT 2
PHARMA 19
BANK & Ins. 2
CONSULTANCY 1
11. 2.0a METHODOLOGY
1. Data collected: Collected CV’s, from naukri.com
2. Of people who are presently working with the respective
organizations
3. Joined the organizations within the time-period of 03-08
4. Collected information like – age, ctc, previous organization,
date of joining i.e. demographical information
12. 2.0b Limitations of the SAMPLE
• The sample constitutes only those who have registered
themselves in naukri.com, i.e. the sample doesn’t include
those candidates who have not registered with naukri.com
• It doesn’t show the channel of recruitment i.e. whether its
through Job-Portal or consultancies, except internal
recruitment
13. 2.1a Nestlé (I)
2.1a Nestlé (I)
INDUSTRY PREFFERENCE
RETAIL
6%
OTHERS
DABUR
6% FRESHERS
0%
31%
FMCG
19%
FINANCE TELE
0% 0%
PHARMA
38%
FRESHERS TELE PHARMA FINANCE FMCG DABUR RETAIL OTHERS
• Unlike DIL, they have made NO. OF EMPLOYES
31% of their recruitment 4% 2%
from fresh background
• They’ve also recruited 1
34%
candidate each from Retail &
Consultancy background, 54%
though none from Telecom 4% 2%
or Finance sectors
FMCG FRESHER IT PHARMA BANK & Ins. CONSULTANCY
14. 2.2a HUL (I)
2.2a HUL (I)
HUL’s industry preference for recruitment
4%
0% 4% 4%
23%
17%
4%
44%
FRESHERS TELE PHARMA FINANCE FMCG (OTHERS) DABUR INTERNAL CONSULTANCY
• As likely as DIL they have NO. OF EMPLOYES
preferred recruiting from FMCG
& not from fresh-pool 4% 2%
• They have recruited 23% of 34%
their total requirement from
internal-pool, whereas DIL did it
32% of the total recruitment 54%
• Unlikely DIL they’ve recruited 4% 2%
17% from the banking sector &
taken very less candidates from FMCG FRESHER IT PHARMA BANK & Ins. CONSULTANCY
PHARMA background
15. 2.3a MARICO (I)
2.3a MARICO (I)
MARICO’s industry preference for recruitment
FINANCE
0%
PHARMA FMCG (OTHERS)
8% 42%
FMCG
TELE 83%
DABUR
8% 42%
FRESHERS
0%
FRESHERS TELE PHARMA FINANCE FMCG (OTHERS) DABUR
• It has recruited mainly (83%) NO. OF EMPLOYES
form FMCG industry of which 4% 2%
50% is from DIL
• Has not recruited any fresher &
34%
candidates from
Banking/Insurance background 54%
4% 2%
FMCG FRESHER IT PHARMA BANK & Ins. CONSULTANCY
16. 2.4a RECKITT BENCKISER (I)
2.4a RECKITT BENCKISER (I)
RECKITT BENCKISER’s industry preference for recruitment SOME MAJOR SOURCES IN FMCG
FRESHERS
16%
HUL
DABUR TELE 15%
0% 0%
GCMMFL
PHARMA 15%
5%
FINANCE FMCG (OTHERS)
11% 70%
FMCG (OTHERS)
68%
FRESHERS TELE PHARMA FINANCE FMCG (OTHERS) DABUR HUL GCMMFL FMCG (OTHERS)
NO. OF EMPLOYES
• Following the same trend it has
recruited mainly (68%) from 4% 2%
FMCG sector
• Unlike DIL, HUL & MARICO it 34%
has taken quite a handful (16%)
of fresher, but, has not 54%
recruited from Telecom at all
4% 2%
• In FMCG recruited 15% from
both HUL & GCMMFL FMCG FRESHER IT PHARMA BANK & Ins. CONSULTANCY
17. 2.5a HEINZ (I)
2.5a HEINZ (I)
HEINZ’s industry preference for recruitment
DABUR
0% FRESHERS
FMCG (OTHERS) 26%
37%
TELE
FINANCE 11%
PHARMA
5% 21%
FRESHERS TELE PHARMA FINANCE FMCG (OTHERS) DABUR
• Unlike DIL, it has not left any of NO. OF EMPLOYES
the 5 sectors unexplored; it has 4% 2%
recruited from all the sectors
almost uniformly, but mainly 34%
from FMCG & then from
PHARMA 54%
4% 2%
FMCG FRESHER IT PHARMA BANK & Ins. CONSULTANCY
18. 2.1b Nestlé (D)
2.1b Nestlé (D)
NO. OF CA N I A TE
DD S
M DC
E I AL
D TA I
E LI G
N
OFFI E
C R
19%
SA LES
OFFI E
C R
N TR TI
U I ON 50%
OFFI E
C R
31%
SA LES OFFI E
C R N TR TI
U I ON OFFI E
C R M DC
E I A L D TA I
E LI G OFFI E
N C R
• They’ve mainly recruited
DESIGNATIONWISE COMPARISON
for SOs, which is very
likely as we’ve seen in the AREA SALES
EXECUTIVE 4%
case of DIL SALES TRAINEE
5%
SENIOR SALES
OFFICER 5%
• They’ve mainly recruited OFFICER-
PROFESSIONAL
MARKETING 20%
for SOs, which is very SALES OFFICER
66%
likely as we’ve seen in
the case of DIL SALES OFFICER
SENIOR SALES OFFICER
OFFICER-PROFESSIONAL MARKETING
SALES TRAINEE
AREA SALES EXECUTIVE
19. 2.2b HUL (D)
2.2b HUL (D)
De s ignation w is e r e cr uitm e nt tr e nd in HUL
Sr Supvsr
4%
SO CSO
TLTM
4% 4%
4%
TSI
• Mainly recruited for
9%
TSO level as DIL did
TSO
for its SO level (both 75%
are equivalent levels)
TSO TSI TLTM Sr Supvsr SO CSO
• Mainly recruited for TSO DESIGNATIONWISE COMPARISON
level as DIL did for its SO AREA SALES
EXECUTIVE 4%
level (both are equivalent SALES TRAINEE
5%
levels) SENIOR SALES
OFFICER 5%
OFFICER-
PROFESSIONAL
MARKETING 20%
SALES OFFICER
66%
SALES OFFICER OFFICER-PROFESSIONAL MARKETING
SENIOR SALES OFFICER SALES TRAINEE
AREA SALES EXECUTIVE
20. 2.3b MARICO (D)
2.3b MARICO (D)
Designation w ise recruitment trend in MARICO
Sr.TSO SO
TSI
8% 9%
8%
SR
• Recruited mainly for
8%
TSO (equivalent to SO)
TSE
8%
level TSO
59%
SO TSO TSE SR TSI Sr.TSO
• Recruited mainly for TSO DESIGNATIONWISE COMPARISON
(equivalent to SO) level AREA SALES
EXECUTIVE 4%
SALES TRAINEE
5%
SENIOR SALES
OFFICER 5%
OFFICER-
PROFESSIONAL
MARKETING 20%
SALES OFFICER
66%
SALES OFFICER OFFICER-PROFESSIONAL MARKETING
SENIOR SALES OFFICER SALES TRAINEE
AREA SALES EXECUTIVE
21. 2.4b RECKITT BENCKISER (D)
2.4b RECKITT BENCKISER (D)
NO O
. F CANDI DAT ES
• All the recruitment is done
for SO level
TSI
100%
TSI
• All the recruitment is done DESIGNATIONWISE COMPARISON
for SO level AREA SALES
EXECUTIVE 4%
SALES TRAINEE
5%
SENIOR SALES
OFFICER 5%
OFFICER-
PROFESSIONAL
MARKETING 20%
SALES OFFICER
66%
SALES OFFICER OFFICER-PROFESSIONAL MARKETING
SENIOR SALES OFFICER SALES TRAINEE
AREA SALES EXECUTIVE
22. 2.5b HEINZ (D)
2.5b HEINZ (D)
De signa tion w ise re cruitme nt tre nd in HEINZ
FOOD SO
Sr .SO
5%
5%
SO
90%
SO Sr.SO FOOD SO
• Has recruited mainly for DESIGNATIONWISE COMPARISON
SO level AREA SALES
EXECUTIVE 4%
SALES TRAINEE
5%
SENIOR SALES
OFFICER 5%
OFFICER-
PROFESSIONAL
MARKETING 20%
SALES OFFICER
66%
SALES OFFICER OFFICER-PROFESSIONAL MARKETING
SENIOR SALES OFFICER SALES TRAINEE
AREA SALES EXECUTIVE
24. 3.0 METHODOLOGY
• Data collected: Collected CV’s, from naukri.com
• Of people who are presently working with the respective
organizations
• Joined the organization within the time-period of 03-08
• Collected information like – age, CTC, previous organization,
date of joining etc
25. 3.1 Over all industry preference
OTHERS PHARMA
FRESHER INDUSTRY OVER ALL CHOICE
4% 18%
18% PHARMA 13
FMCG 34
TELECOM 4
FINANCE
9% FINANCE 7
TELECOM FMCG FRESHER 13
5% 46% OTHERS 3
NO. OF EMPLOYES
• FMCG has contributed the
PHARMA FMCG TELECOM FINANCE FRESHER OTHERS
maximum 4% 2%
• Fresh-Pool is competing quite 34%
successfully with PHARMA
• Finance sector is much more 54%
preferred than Telecom
4% 2%
FMCG FRESHER IT PHARMA BANK & Ins. CONSULTANCY
27. 3.7 METHODOLOGY
• Prepared a Questionnaire
• Collected data by surveying HR-Managers of:
• Mainly qualitative data was collected
• Data which could be converted to quantitative value, used for
analysis to get a trend
28. 3.8 Reasons for recruitment
M CRO-A NA LY SI
I S
TERM NA TI
I ON
10%
RE GNA TI
SI ON
NEW-POSI ON
TI 38%
23%
PROM OTION
29%
RE GNA TI
SI ON PROMOTION NEW-POSI ON
TI TERM NA TI
I ON
CO. RESIGNATION PROMOTION NEW-POSITION TERMINATION
CADBURY 3 4 2 1
EVEREADY 4 3 2 0
MARICO 4 3 1 2
COLGATE-PALMOLIVE 4 3 2 1
CAVINKARE 4 1 3 2
HUL 3 2 4 1
PEPSI 0 0 0 0
HIENZE 3 4 2 0
GKB 0 0 0 0
EMAMI 4 3 2 1
AMUL 0 0 0 0
29. 3.9 Is there any Trend ?
TREND EXISTS ?
NO
38%
YES
62%
YES NO
CO. YES=4 NO=4
CADBURY 4 0
EVEREADY 0 4
MARICO 4 0
COLGATE-PALMOLIVE 4 0
CAVINKARE 0 4
HUL 4 0
PEPSI 0 0
HIENZE 4 0
GKB 0 0
EMAMI 0 4
AMUL 0 0
TOTAL 20 12
33. 4.0 METHODOLOGY
• Prepared a Questionnaire
• Collected data by surveying HR-Managers of:
• Mainly qualitative data was collected
• Data which could be converted to quantitative value, used for
analysis to get a trend
34. 4.1 Reasons for recruitment
M CRO-A NA LY SI
A S
TERMINA TION
10%
RESIGNA TION
NEW-POSITION 37%
26%
PROM OTION
27%
RE GNA TI
SI ON PROMOTION NEW-POSITION TERM NA TI
I ON
MICRO-ANALYSIS
• Resignation went down by
1% & promotion went TERMINATION
10%
down by 2%. This 3% NEW-POSITION
23%
RESIGNATION
38%
down-turn has added up
to new position & it has PROMOTION
become 26%
29%
RESIGNATION PROMOTION NEW-POSITION TERMINATION
35. 4.2 Source preference
MACRO-ANALYSIS
ERS
CONSULTANCY
26%
32%
JOB-PORTAL
42%
ERS JOB-PORTAL CONSULTANCY
M I C R O - A N A L YS I S
• Job-portal has decreased
by 5%, which got ERS
CONSULTANCY
redistributed in 30%
23%
consultancies preference
(thus, increasing it by 2%)
& in ERS preference JOB- PORTAL
47%
(thus, increasing it by 3%)
ERS JOB- PORTAL CONSULTANCY
37. 5.0 METHODOLOGY
• Data collected form naukri.com i.e. collected CVs of employees
who had been with DIL, but left during 06-08 & now, are
working with some other organization
• Done analysis with parameters like organization, state,
designation & industries
• Combined some parameters & done some more analysis on
the basis of these combined parameters
39. 5.2 Some important recruiters
a) Reliance Telecommunication Ltd.
b) Marico
c) Emami
d) Others: Bharti, Aircell, ICIC Bank
40. 5.2 a Reliance Telecommunication Ltd.
RTL DISTRIBUTION ON THE BASIS OF DESIGNATION RTL DISTRIBUTION OVER STATES
NE
0%
ORS
ASE TSI 14% JKD
14% 14% 0%
ASM
14%
WB BHR
29% 57%
SO
58%
TSI ASM SO ASE JKD BHR WB ORS NE
• Recruited mainly for SOs, but ASM/ASE i.e. higher
position’s recruitment is also quite high (28%)
• haven’t recruited from GUWAHATI & RANCHI
• Mainly from Bihar as it’s the largest territory
• Then from WB
• Orissa being the least preferred state
41. 5.2 b Marico
M ARICO DISTRIBUTION OVER STATE NO.OF CANDIDATES
JKD
0%
NE
14% BHR
0%
ORS
14%
WB
72%
TSI
100%
JKD BHR WB ORS NE TSI
• They have mainly recruited for SO position which is
equivalent to TSI in MARICO
• They have recruited mainly for KOLKATA (72%)
• Equally recruiting from GUWAHATI & BHUBANESWAR
i.e. 14% each
• PATNA being such a large state they haven’t recruited
any (at least in the present sample)
• They haven’t recruited from RANCHI too
42. 5.2 c Emami
EMAMI DISTRIBUTION OVER STATES
EMAMI DISTRIBUTION OVER DESIGNATIONS
NE
SO 0%
25%
ORS JKD
50% 50%
ASE BHR
75% 0%
WB
0%
ASE SO
JKD BHR WB ORS NE
• Though, EMAMI recruited only 7% of the given sample
but, still they’ve mainly (75 %) targeted ASEs
• GUWAHATI being a remote place, KOLKATA & PATNA
being a large territory, still they haven’t targeted any of
them
• Their points of concern were only RANCHI &
BHUBANESWAR
• Out of 4 they recruited 3 ASEs & 2 are from ORISSA
43. 5.3 Which states are more vulnerable
STA TE WISE DISR BU ON
TI TI
NE
BHR
11%
22%
ORS
17%
JKD
17%
WB
33%
NE ORS WB JKD BHR
• BIHAR being a larger state than others STATE FREQUENCY
has only 22% recruitment, whereas
KOLKATA has the highest share of NE 6
33%
ORS 9
• For RANCHI & BHUBANESWAR it’s
average WB 18
• GUWAHATI being comparatively
JKD 9
smaller & remote territory has conceded
11% of the total sample BHR 12
44. 5.4 Which industries are preferring DIL?
DABUR TO WHICH INDUSTRY ?
IT
2% OTHER
0%
PHARMA
6% BANKING
7%
TELE
30%
FMCG
55%
BANKING FMCG TELE PHARMA IT OTHER
• FMCG preference is only 55% INDUSTRY FREQUENCY
• Another striking finding is that
BANKING 4
PHARMA, which may have been the FMCG 30
2nd option, is dwindling at only 6% TELE 16
• It’s the Telecom industry which is
PHARMA 3
recruiting heavily (30%) from DIL
IT 1
• Banking & Insurance sector is at 7%
OTHER 0
45. SIX
consuLtancy’s
EXpEctations fRom its
cLiEnt
46. 6.0 METHODOLOGY
• SEMI-STRUCTURED INTERVIEW
• VISITED 4 CONSULTANCIES WORKING FOR DIL;
NAMELY
c) THE HEAD-HUNTERS
d) CAREER POINT
e) NEW MANAGEMENT DEVELOPMENT CONSULTANCY
f) U. B. BASU & ASSOCIATES
47. 6.1 CONSULTANCY’S EXPECTATIONS
• Specific, Updated & Perfect Job-Description without any
confusion
• Intimation before the interview & after the interview from
clients end
• Exact or proper scheduling
• Feed back or follow-up is one of the major resources which a
consultancy needs to deliver properly
48. Recommendation
• As we have seen that ERS is one of the most cost effective,
reliable & efficient source of recruitment, DIL may try to think
on it
• Revitalize the brand in the mindset of people in remote
places, from a recruiters view point
• Why don’t we propose an agenda to fight other industries with
coalition?
• We should be very careful regarding 3 organizations; EMAMI
is aiming mainly for ASEs (ORS), RTL is one of the major
candidate for recruiting from DIL (BHR) & Lastly MARICO
which is another organization competing with RTL in the
same business
• We have to find out why SOs in WB are not happy? & what
they’re getting extra in MARICO?
• We have to find out why ASEs are not happy in ORISSA? &
what they’re getting extra in EMAMI?
• Find out why SOs in CHD are not happy?
49. Concepts
1. ERS
2. JOB-PORTAL
3. CONSULTANCIES
4. MANUFACTURING INDUSTRY
5. SERVICE INDUSTRY
6. HEAD HUNTING
7. FMCG SALE-FORCE