THE MAJOR DOWNTREND PUBLIC SECTOR UNDERTAKINGS IN INDIA
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1. The document discusses several major public sector undertakings in India that have been incurring significant losses over the past few years, including Bharat Sanchar Nigam Ltd (BSNL), Air India, Mahanagar Telephone Nigam Ltd (MTNL), Hindustan Photo Films Manufacturing Company (HPF), Western Coalfields Limited (WCL), Bharat Coking Coal Ltd (BCCL), Eastern Coal Fields (ECL), Rashtriya Ispat Nigam Limited (RINL), India Infrastructure Finance Company (IIFCL), and Hindustan Cables Limited (HCL). 2. BSNL has posted total losses of Rs 18,
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Vodafone will appeal a High Court ruling that it must pay capital gains tax on its $11 billion acquisition of a stake in Hutchison mobile phone operator in India. The court judgment raised debate on whether the transaction is partially or fully taxable. Petroleum Ministry has asked Cairn Energy for fresh approval for Vedanta Industries' bid to acquire a 60% stake in Cairn India due to ownership and management change rules in production sharing contracts. BSNL will spend Rs. 45 crores to reconstruct and expand facilities after a cloudburst to normalize services, including Rs. 23 crores on technical and Rs. 13 crores on mobile and transmission networks.
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This document discusses the financial crisis facing Air India airlines. It describes how Air India began incurring major losses starting in 2006-2007, with losses rocketing to Rs. 7200 crore between 2007 and 2009 during a merger with Indian Airlines. The losses were largely self-inflicted due to poor leasing policies, unused aircraft, withdrawing from profitable routes, and lack of pilot training. Restructuring efforts began in 2009, including a merger reversal and government bailouts, but major changes are still needed to management and accountability in order to turn Air India around.
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Case Study : Air India crashes into troubles
Air India, India's national carrier airline, is facing a severe financial crisis. It has a bloated workforce, outdated aircraft, poor marketing, and has not turned a profit since merging with Indian Airlines in 2007. As a result of all these problems, Air India has accumulated billions in debt and is heavily reliant on government handouts. Recent proposals to restructure Air India involve converting debt to equity, cutting unprofitable routes, focusing on a hub-and-spoke model, reducing costs through staff redeployment, and leasing unused real estate to generate funds. However, Air India's long term viability remains in question unless more drastic changes are made to address the root causes of its financial troubles.
air india casestudy
Air India pilots went on strike in May 2012, the longest pilot strike in 40 years, to demand better pay and promotions. The strike began when 100 pilots went on medical leave in protest and escalated when 10 pilots were fired for not returning to work. The strike caused Air India to lose 500 crores (US$90.5 million). On July 4th, the strike ended after the Delhi High Court intervened and Air India management agreed to reconsider grievances and reinstating fired pilots. Key issues were disparities between former Air India and Indian Airlines staff that emerged from the troubled merger of the airlines.
Analysis on Air India strike on May 2012
This report throws light on the pilot hunger strike by AIG on may 2012 by Air India employees,causes,results and relevent court orders.
Reason for air-india crisis
Air India was founded in 1932 by JRD Tata as Tata Airlines. It became a public company called Air India in 1946. In 1960, Air India flew its first international flight to New York. By 1962 it had become the world's first all-jet airline. In 2007, Indian Airlines merged with Air India. Currently, Air India is facing major financial troubles with a debt of over Rs. 40,000 crore and annual losses of Rs. 5,000 crore due to factors such as poor management, union strikes, and the decision to purchase 111 new planes. The government is implementing a turnaround plan including an equity infusion and loan to revive the airline.
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Surat, Gujarat's business hub, will be India's first bullet train station by December 2024. It is being developed as part of the Mumbai-Ahmedabad bullet train project, which is currently under development and being managed by NHSRCL at a cost of Rs. 1 lakh crore, with Rs. 88,000 crore funded by JICA.
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This document discusses the financial crisis facing Air India airlines. It describes how Air India began incurring major losses starting in 2006-2007, with losses rocketing to Rs. 7200 crore between 2007 and 2009 during a merger with Indian Airlines. The losses were largely self-inflicted due to poor leasing policies, unused aircraft, withdrawing from profitable routes, and lack of pilot training. Restructuring efforts began in 2009, including a merger reversal and government bailouts, but major changes are still needed to management and accountability in order to turn Air India around.
New vishap
The proposed second airport for Mumbai, the Navi Mumbai airport, is likely to receive final clearance within a month. The environmental concerns have been mostly addressed by moving the airport slightly south and relocating the non-aeronautical components without compromising the aeronautical elements. India won its 28th gold medal at the Commonwealth Games in the wrestling 66kg category and in individual recurve archery. Many Indian private sector companies have become world class but government services generally remain inefficient, while the privately built Delhi Airport Terminal 3 was a success and ready on time for the Games.
Case Study : Air India crashes into troubles
Air India, India's national carrier airline, is facing a severe financial crisis. It has a bloated workforce, outdated aircraft, poor marketing, and has not turned a profit since merging with Indian Airlines in 2007. As a result of all these problems, Air India has accumulated billions in debt and is heavily reliant on government handouts. Recent proposals to restructure Air India involve converting debt to equity, cutting unprofitable routes, focusing on a hub-and-spoke model, reducing costs through staff redeployment, and leasing unused real estate to generate funds. However, Air India's long term viability remains in question unless more drastic changes are made to address the root causes of its financial troubles.
air india casestudy
Air India pilots went on strike in May 2012, the longest pilot strike in 40 years, to demand better pay and promotions. The strike began when 100 pilots went on medical leave in protest and escalated when 10 pilots were fired for not returning to work. The strike caused Air India to lose 500 crores (US$90.5 million). On July 4th, the strike ended after the Delhi High Court intervened and Air India management agreed to reconsider grievances and reinstating fired pilots. Key issues were disparities between former Air India and Indian Airlines staff that emerged from the troubled merger of the airlines.
Analysis on Air India strike on May 2012
This report throws light on the pilot hunger strike by AIG on may 2012 by Air India employees,causes,results and relevent court orders.
Reason for air-india crisis
Air India was founded in 1932 by JRD Tata as Tata Airlines. It became a public company called Air India in 1946. In 1960, Air India flew its first international flight to New York. By 1962 it had become the world's first all-jet airline. In 2007, Indian Airlines merged with Air India. Currently, Air India is facing major financial troubles with a debt of over Rs. 40,000 crore and annual losses of Rs. 5,000 crore due to factors such as poor management, union strikes, and the decision to purchase 111 new planes. The government is implementing a turnaround plan including an equity infusion and loan to revive the airline.
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Surat, Gujarat's business hub, will be India's first bullet train station by December 2024. It is being developed as part of the Mumbai-Ahmedabad bullet train project, which is currently under development and being managed by NHSRCL at a cost of Rs. 1 lakh crore, with Rs. 88,000 crore funded by JICA.
The Central Government has issued a notification unifying 8 existing railway services under a new Indian Railways Management Service (IRMS). This is aimed to reduce 'departmentalism' in the railways and leave only two departments - Railway Protection Force and Medical Service Department.
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Air India's details
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
Air India
Air India has been struggling financially and facing losses. Privatizing Air India could help address its inefficiencies and improve its competitiveness compared to private airlines. However, privatization alone may not be a complete solution and the government would also need other reforms. While privatization may improve services and facilities for customers, it could also result in job losses for employees. The path forward requires addressing challenges like high costs and infrastructure issues, as well as allowing for private participation and competition in the aviation industry.
Air India Crisis PPT
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
- The government has proposed a Rs. 30000 cr bailout package for Air India including equity infusion and loans. Operational and personnel changes aim to cut costs through route restructuring, pay rationalization, and asset sales to repay loans.
A case on air india’s pilot strike of
The document summarizes the longest pilot strike in Air India that lasted 58 days from May to July 2012. It provides background on the merger of Air India and Indian Airlines in 2007. In May 2012, 100 pilots went on sick leave to protest the training of Indian Airlines pilots on Boeing 787 aircraft before resolving issues for Air India pilots regarding career progression. This led Air India to fire 10 pilots. The strike ended in July 2012 after 58 days following assurances from the court and aviation minister to look into pilot demands.
Air india
This document summarizes the history and financial troubles of Air India, India's national airline. It traces Air India from its origins in 1932 as Tata Airlines to its nationalization in 1953. In recent decades, Air India has faced significant losses, declining market share, and high debt levels due to factors such as unrealistic aircraft purchases, failed mergers, and leasing losses. The government is now seeking to privatize Air India to stem further losses and allow the airline to be turned around under private management as the aviation sector grows in India.
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This document provides an overview of corporate governance at Air India. It begins with definitions of corporate governance and discusses the various legal frameworks that govern corporate governance in India, including the Companies Act of 1956. It then provides a brief introduction to Indian Airlines, which merged with Air India in 2011. The document outlines Air India's organizational structure and subsidiaries. It also discusses some key policies under the aviation minister Praful Patel in 2005 that negatively impacted Air India's finances, such as an order of 68 new planes and transferring international routes to private airlines. The document concludes with a discussion of Air India's financial aspects and future policies to improve its financial situation.
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Tata Sons, an Indian conglomerate, acquired Air India from the Government of India for Rs 18,000 crore. As part of the acquisition, Tata Sons will take over Air India's entire debt of Rs 61,562 crore, of which Rs 15,300 crore will be transferred to Tata Sons, while the remaining Rs 46,262 crore will be transferred to the Government. The acquisition will allow Tata Sons to gain control of Air India and its subsidiaries, providing an opportunity to revitalize the struggling national carrier.
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Air india
This document discusses the current situation of Air India and strategies for turning it around. It lists the names of group members working on the issue and outlines Air India's losses, debt, image problems, and the government's plans to privatize it. It then states that Air India cannot be reselected due to issues like low passenger revenue, underutilized assets, lack of proper aircraft, loss-making international operations, and mismanaged manpower. Finally, it provides recommendations for a turnaround strategy including improving profits, refinancing debt, fleet expansion, adding connections, addressing staff shortages, and further pursuing disinvestment and privatization.
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Air India's details
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
Air India
Air India has been struggling financially and facing losses. Privatizing Air India could help address its inefficiencies and improve its competitiveness compared to private airlines. However, privatization alone may not be a complete solution and the government would also need other reforms. While privatization may improve services and facilities for customers, it could also result in job losses for employees. The path forward requires addressing challenges like high costs and infrastructure issues, as well as allowing for private participation and competition in the aviation industry.
Air India Crisis PPT
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
- The government has proposed a Rs. 30000 cr bailout package for Air India including equity infusion and loans. Operational and personnel changes aim to cut costs through route restructuring, pay rationalization, and asset sales to repay loans.
A case on air india’s pilot strike of
The document summarizes the longest pilot strike in Air India that lasted 58 days from May to July 2012. It provides background on the merger of Air India and Indian Airlines in 2007. In May 2012, 100 pilots went on sick leave to protest the training of Indian Airlines pilots on Boeing 787 aircraft before resolving issues for Air India pilots regarding career progression. This led Air India to fire 10 pilots. The strike ended in July 2012 after 58 days following assurances from the court and aviation minister to look into pilot demands.
Air india
This document summarizes the history and financial troubles of Air India, India's national airline. It traces Air India from its origins in 1932 as Tata Airlines to its nationalization in 1953. In recent decades, Air India has faced significant losses, declining market share, and high debt levels due to factors such as unrealistic aircraft purchases, failed mergers, and leasing losses. The government is now seeking to privatize Air India to stem further losses and allow the airline to be turned around under private management as the aviation sector grows in India.
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Corporate governance reference to case of Air India and Indian Airlines
This document provides an overview of corporate governance at Air India. It begins with definitions of corporate governance and discusses the various legal frameworks that govern corporate governance in India, including the Companies Act of 1956. It then provides a brief introduction to Indian Airlines, which merged with Air India in 2011. The document outlines Air India's organizational structure and subsidiaries. It also discusses some key policies under the aviation minister Praful Patel in 2005 that negatively impacted Air India's finances, such as an order of 68 new planes and transferring international routes to private airlines. The document concludes with a discussion of Air India's financial aspects and future policies to improve its financial situation.
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Air india final
Air India, Case study, crisis, pilot strike, case study, industrial relation, swati luthra, labor dispute, labor law
Air India ppt
Tata Sons, an Indian conglomerate, acquired Air India from the Government of India for Rs 18,000 crore. As part of the acquisition, Tata Sons will take over Air India's entire debt of Rs 61,562 crore, of which Rs 15,300 crore will be transferred to Tata Sons, while the remaining Rs 46,262 crore will be transferred to the Government. The acquisition will allow Tata Sons to gain control of Air India and its subsidiaries, providing an opportunity to revitalize the struggling national carrier.
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Ford plans to launch 8 new vehicles in India by mid-decade and make India an export hub for its vehicles. IBM won a 10-year $3 billion deal to handle IT for Bharti Airtel's Africa operations, consolidating systems into one. Four private equity funds, including KKR, TPG, Carlyle, and Bain Capital, are competing to acquire part of Honda's stake in Hero Honda Motors valued at $1.1 billion.
Air india
This document discusses the current situation of Air India and strategies for turning it around. It lists the names of group members working on the issue and outlines Air India's losses, debt, image problems, and the government's plans to privatize it. It then states that Air India cannot be reselected due to issues like low passenger revenue, underutilized assets, lack of proper aircraft, loss-making international operations, and mismanaged manpower. Finally, it provides recommendations for a turnaround strategy including improving profits, refinancing debt, fleet expansion, adding connections, addressing staff shortages, and further pursuing disinvestment and privatization.
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Corporate governance reference to case of Air India and Indian Airlines
Corporate governance reference to case of Air India and Indian Airlines
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The Union Government laid the foundation stone for India's first mobile manufacturing electronics cluster in Andhra Pradesh, which is expected to generate over 10,000 jobs. The DoT and TRAI decided not to increase existing spectrum caps, dealing a blow to telecom companies. RCom is planning 3G roaming agreements to continue 2G services after losing spectrum. Vodafone announced reductions in call drops in Delhi-NCR after investing Rs. 350 crore. Samsung will lay off about 5 percent of its Indian staff as part of a cost reduction strategy. Reboot Systems is in talks to raise $15-25 million to expand its smartphone refurbishing business.
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The top 10 most valued companies in India witnessed a wealth erosion of over Rs. 1 lakh crore last week as the Sensex tumbled over 4%. State Bank of India saw the biggest losses of Rs. 29,155 crore, dropping to fifth rank. Sebi has increased surveillance for insider trading during the recent market rally and correction, having found over two dozen suspected violations. Reliance Infrastructure reported an 11% rise in net profit to Rs. 360 crore for the July-September quarter on higher revenues. Shipping Corporation of India's planned $320 million share sale is expected to launch in late November or early December.
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3) In September, a new Scheme for Enhancement of Competitiveness in the Indian Capital Goods Sector was approved, aiming to boost
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Overall performance management
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THE GROWTH ANALYSIS OF UNIFIED PAYMENTS INTERFACE (UPI) IN INDIA.docx
Interoperability among “payment systems in India has facilitated unparalleled ease of transactions while robust customer protection measures have made India’s retail payment system one of the safest in the world.
Unified Payments Interface (UPI) is a mobile-based, 365x24x7 ‘fast payment’ system launched in August 2016 which allows users to send and receive money instantly using a Virtual Payment Address (VPA) set by the user itself. The unique feature of VPA-based transaction is that it obviates the need for sharing account or bank details to the remitter. It supports person-to-person (P2P) and person-to-merchant (P2M) payments which can be used over a smart phone (app-based) or a feature phone (USSD8-based), and at merchant location/website. It facilitates immediate money transfer through both ‘pull’ and ‘push’ payments.
Non-financial transactions, such as balance enquiry, can also be carried out using UPI. It powers multiple bank accounts into a single mobile application of any participating bank/non-bank Third Party Application Provider (TPAP). Funds can also be transferred through UPI using account number with and IFSC (Indian Financial System Code) of the bank branch. The UPI 2.0 was launched in August 2018, which enabled users to link their Overdraft accounts to UPI VPA. Users are also able to pre-authorise transactions by issuing a mandate for specific merchant for a one-time payment. There’s also an added feature of AutoPay facility for recurring payments.
The framework of UPI comprises NPCI as switching and settlement service provider and banks as Payment System Providers (PSPs) – as issuer banks and beneficiary banks. Additionally, it can also have Third Party Application Providers (TPAP) such as Google Pay. Transactions are carried out through mobile devices with two-factor authentication using device binding and UPI PIN as security. Currently, the per transaction limit is INR 0.2 million.
UPI has attracted participation from a number of FinTech players. As against banks, it is the non-bank players who have made good use of the openness of UPI architecture, which allows any entity’s mobile application to be used for doing UPI transactions. Since its humble beginning in 2016, UPI has become one of the most popular payment products in India. Convenience of remembering and sharing a simple UPI VPA may have added to its popularity”.
On the whole we can observe there is a significant increase in the number of UPI transactions both in terms of volume and in terms of value. Similarly, from 17.86 million transactions in financial year 2016 – 2017 to 22,330.65 million transactions in the year 2021 – 2022 with the CAGR of 228%. Similarly with reference to value of transactions there is a increase in the value of transactions from Rs. 69.47 billion transactions in the year 2016 – 2017 to Rs. 41,036.54 billion transactions in the year 2021 – 2022 with the CAGR of 190%. UPI is going to be a catalyst in the retail payments sector in India.
WILL ROBOTS REDUCE OR INCREASE HUMAN EMPLOYMENT OPPORTUNITIES?
According to Binus Square Student Committee, Technology is disrupting the economy at many levels, and many worry about losing their jobs to automation. The truth is that this isn’t anything new—we’ve been through this already with the Industrial Revolution.
Back then, employees also thought there would be no room for humans at work. Machines were taking over, and their jobs were less valuable every day. But humans are still part of the equation; machines didn’t replace us—we use them to make our jobs more productive.
Today, we can expect a significant change in the way we handle our work, and we’ll probably have to learn new skills to future-proof our lives. The only difference between the previous industrial revolutions and today’s robotics revolution is the speed at which it is taking place.
According to a recent Oxford study, there will be 14 million robots in China’s workforce within the next 11 years. Artificial Intelligence, machine learning and robotics are accelerating the pace of automation in the workspace. However, there will always be jobs for humans. Now, let’s explore whether robots will reduce human employment or not.
GLOBAL TOURISM SECTOR TO SUFFER $1.2 TRILLION DUE TO COVID-19 PANDEMIC
Global tourism sector is set to lose at least $1.2 trillion due to the spread of coronavirus. Let's take a look at the impact.
The world's tourism sector could lose at least $1.2 trillion or 1.5 per cent of the global gross domestic product (GDP), having been on a standstill for nearly four months due to the coronavirus pandemic. The loss could rise to $2.2 trillion or 2.8 per cent of the world's GDP if the break in international tourism lasts for eight months, in line with the expected decline in tourism as projected by the UN World Tourism Organisation.
In the most pessimistic scenario, a 12-month break in international tourism would incur an estimated losses of $3.3 trillion or 4.2 per cent of global GDP. In absolute terms, the world's largest trading economies, USA and China would face the largest declines in GDP, in the moderate scenario.
Negative employment and wage effects would be highest in countries reliant on tourism. The steepest drops are estimated in Thailand (-12 per cent), Jamaica (-11 per cent), and Croatia (-9 per cent).
In the long run, the World Travel & Tourism Council anticipates that the international tourism sector will likely return to pre-pandemic levels within a 19-month period.
THE AFTERMATH EFFECTS OF CORONAVIRUS PANDEMIC ON THE INVESTMENTS IN REAL ESTA...
The COVID-19 pandemic has severely impacted real estate investments in India. Private equity investments in Indian real estate dropped by 93% in 2020 compared to the previous year. Residential real estate witnessed a 91% year-over-year decline in investments. Office investments also declined, dropping 81% in the first five months of 2020 versus the same period the previous year. The pandemic-induced lockdown slowed overall real estate investment activity and leasing in India.
THE JOURNEY BEHIND THE GLORY OF LARGEST ONLINE NEWS PLATFORM DAILYHUNT
We no longer have to wait for the newspaper to get the latest news, nor do we require to wait till we reach home and switch on the TV to know the breaking news. With mobile phones and fast and cheap internet services, news and information is now much easier to access. An entrepreneur, Virendra Gupta could foresee this situation even before it actually arrived, which led him to acquire Newshunt in 2012, which is currently known as Dailyhunt. Today Dailyhunt procures content from over 1000+ publishers and is getting much popularity as the content is available in 14 Indian regional languages. Lets have a look at the journey of this top Indian startup.
THE PATH BEHIND THE SHINING OF PAYMENTS APP MOBIKWIK
Using a Mobile Wallet has now turned out to be a habit of many. Easy hassle-free payment and no worries about hunting for change every time you purchase something probably is a major benefit of using a mobile wallet. While today many international players are providing mobile wallet services in India, MobiKwik is one of the pioneer Indian mobile wallet companies, that despite much competition has carved a niche for itself.
THE JOURNEY BEHIND THE GLORY OF ONLINE TRAVEL KING MAKEMY TRIP
India’s leading online travel company MakeMyTrip.com was founded in the year 2000 by Deep Kalra. Headquartered in Gurugram, Haryana, the company provides online travel services including flight tickets, domestic and international holiday packages, hotel reservations, rail and bus tickets.
As of March 31, 2018, the company has 14 company-owned travel stores in 14 cities, including one in their office in Gurugram, over 30 franchisee-owned travel stores which primarily sell packages in approximately 28 cities, and counters in four major airports in India under their brand. They also have offices in New York, Singapore, Kuala Lumpur, Phuket, Bangkok, and Dubai.
THE JOURNEY BEHIND THE SHINNING OF ONLINE INSURANCE AGGREGATOR POLICYBAZAAR
PolicyBazaar is India’s leading aggregator and marketplace of insurance products. Established in 2008, PolicyBazaar initially just compared the prices of insurance policies and provided insurance related information. Now, PolicyBazaar not only assists customers in buying insurance policies, but also provides assistance for cancellation/renewal of policies and even claim settlement.
PoicyBazaar is the marketplace for all insurance needs. It provides every thing from, life insurance, health insurance, motor insurance and other insurance like travel insurance and group insurance etc. The company offers more than 250 insurance plans and around 50 insurance brands on its platform. T
he platform is designed in a way that the visitors can easily compare the insurance plans and buy plans as per personal insurance needs.
The company is constantly adding new features and technology to make customer experience smoother. PolicyBazaar introduced 'my account' feature some times back. Through PolicyBazaar's 'My Account' feature, customers can easily download a policy, raise a ticket, ask for clarification and upgrade policies. The company introduced self inspection video feature for revival of lapsed motor insurance.
PolicyBazaar also adopted Amazon Polly and developed in-house AI chatbot - PBee to improve customer satisfaction.
In 2015, PolicyBazaar app was launched. The app is available for android and iOS platform. A customer can not only search, compare and buy insurance through the PolicyBazaar app, but there are also interesting features like hospital locator, garage locator, insurance premium calculator, instant renewal of insurance policies, claim assistance and more.
THE ROAD BEHIND THE GLORY OF GROCERY GIANT GROFERS
Grofers is an Indian online grocery delivery startup founded in 2013 by two IIT graduates. It operates in 28 Indian cities. Initially, the founders facilitated grocery deliveries from local stores and supermarkets for customers. They aimed to provide one-stop delivery for local needs by partnering with shops. Grofers works on a marketplace model, partnering with local grocery shops to fulfill online orders placed through its app, charging the shops commissions ranging from 8-15%. While Grofers has seen success, it also faced initial challenges including delayed service, product quality issues, and shutting down operations in some cities.
THE RELIANCE JIO WHICH TRANSFORMED THE FACE OF INDIAN TELECOM INDUSTRY
When Anil Ambani and Mukesh Ambani had a split in the year 2005 it was one of the biggest de-merger in the industry. The dream project of Mukesh Ambani that was Reliance Infocom became a part of Anil Ambani Group. Further Mukesh Ambani went on to acquire the company Infotel Broadband Services Limited which was the only successful bidder across India for the 4G network.
That is when Mukesh Ambani’s Reliance Limited started working in establishing a base for high-speed optical fiber 4G network which is much more capable than 4G. The company was named Reliance Jio Infocom Ltd popularly known as Jio today. Jio was the first network to provide 4G LTE services and VoLTE services.
Jio launched this service on 5th September 2016 for all the users and also launched its smartphone series with the name LYF. Reliance Jio Infocom Ltd (RJIL) focused on high-speed data instead of voice and SMS. On its launch, the company announced data plans with 1GB 4G data per day in the market where mostly all popular telecom providers offered 1GB data per month.
This was a game-changer by RJIL in the price-sensitive market of India as the prices before that revolved around Rs.250-300 for 1 GB 4G data which went down to Rs. 5 per GB during the initial days. With such amusing plans gradually Jio also offered free voice calling and free 100 SMS per day for all its Prime members.
THE NOTABLE CONTRIBUTIONS MADE BY CORPORATE GIANTS DURING THE OUTBREAK OF THI...
Tata Trusts and Tata Sons have combined committed Rs 1,500 crore towards coronavirus relief work. Chairman of Tata Trusts, Ratan Tata committed Rs 500 crore towards manufacturing of personal protective equipment, respiratory systems, testing kits and setting up modular treatment facilities and training of health workers. Following which, Tata Sons announced an additional Rs 1,000 crore support towards coronavirus fund. This is by far the biggest contribution by a business group in India. Out of the total fund, Rs 500 crore has been contributed towards PM-CARES fund.
Philanthropist Azim Premji's companies Wipro Ltd, Wipro Enterprises Ltd and Azim Premji Foundation, have together committed Rs 1,125 crore. Of the Rs 1,125 crore, Wipro Ltd's commitment is Rs 100 crore, Wipro Enterprises Ltd's is Rs 25 crore, and that of the Azim Premji Foundation is Rs 1,000 crore. These sums are in addition to the annual CSR activities of Wipro, and the usual philanthropic spends of the Azim Premji Foundation.
Mukesh Ambani-led Reliance Industries (RIL) has donated Rs 510 crore to the coronavirus relief work. This includes contribution of Rs 500 crore to the PM-CARES Fund and Rs. 5 crore each to the Chief Minister's Relief Fund of Maharashtra and Gujarat. RIL has also setup a 100-bed centre for COVID-19 patients at a hospital in Mumbai.
THE ATTRIBUTES BEHIND THE GLORY OF DELIVERY KING SWIGGY
INTRODUCTION
Swiggy is a food delivery application. It allows the users to access their application from Android, IOS, and website, to order food from nearby restaurants, delivering at an estimated time of 30 minutes at the doorstep. They partner with restaurants, have delivery services, and provide ratings that help the customer in picking eateries accordingly. At the time delivery of an order, a customer is entitled to give feedback, rate the food and the delivery services, which help the application, give the customer the best experience by gathering all data.
The company recently started with the tagline, ‘No order too small’, that is no minimum order for delivery, and faster delivery became the USP of the company. The company’s target audience is people who use smartphones regularly, 18-35 demographic. The tagline of Swiggy is, ‘Swiggy karo, phir jo chahe karo!’ which appears in the advertisements of Swiggy.
THE INCEPTION OF SWIGGY
In the year 2013, Sriharsha and Nandan came together to build a product that would connect courier companies across the country, called Bundl. Bundl was not such a huge success and these two co-founders wanted to focus on the food industry. They met Rahul who helped build the software. Hence, Swiggy was born in August 2014.
When Swiggy came to the market, the food delivery sector already had applications like Foodpanda, Tinyowl, and Ola Café. Foodpanda and Tinyowl were later acquired by Ola Cabs and Zomato respectively and Ola café later got closed. While all these companies were struggling, Swiggy already had around 100 restaurants on board, with around 70,000 orders monthly. They also received a cheque of $2 million from Accel and SAIF Partners in the year 2015. This is how the company began with a kick start.
Swiggy started in the year 2014, as a food delivery app. Eventually, Swiggy expanded in size and is working in 100 cities in India at present. In 2019, Swiggy also started its business in delivering packages to businesses and clients, with the application called, Swiggy Go.
THE INITIAL HI-CUPS FACED BY SWIGGY
Swiggy has both technical and non-technical issues that arise regularly. It is a challenge for Swiggy to calculate an estimate for each order made and making sure it gets delivered at the said time. The app also has a feature of rating for both the delivery services and the food served by restaurants; they gather this data and ensure to give the best experience to the customers.
THE BUSINESS AND REVENUE MODEL OF SWIGGY
The application works on the business model of hyper-local on-demand food delivery. Swiggy gets restaurants as partners that supply food to the customers. It has several delivery partners who aim at delivering food in less than 30 minutes. The revenue collected by Swiggy at the year ending March 2019 was Rs. 1, 128 crore.
THE LIFE SPAN OF DEADLY CORONAVIRUS ON DIFFERENT SURFACES
Coronavirus which has affected more than 5 lakh people and killed more than 24 thousand across the world till March 27 is spreading fast. The novel virus can spread through infected surfaces and can live between 3 to 72 hours hours on different surfaces such as plastic, metals, cardboard and even air.
As per a study published in New England Journal of Medicine, coronavirus (SARS-CoV-2) can be detected in air upto three hours. A person is more likely to catch the infection from air through an infected person rather than the surfaces that have the virus.
On copper, coronavirus can survive for upto 4 hours. As per the study, no traces of the virus could be seen or measured post the four-hour time-frame. Disinfecting the copper surface from time to time is a precautionary measure that can be used.
Coronavirus can live for a day on cardboard surfaces. As per the study, the virus (SARS-CoV-2) can survive for upto 24 hours on surfaces that are made out of cardboard. However the study also said that replicate data were noticeably "noisier" for cardboard than for other surfaces.
On objects and surfaces made of stainless steel, coronavirus can survive for upto 48 hours. The estimated median half-life of the virus was approximately 5.6 hours on stainless steel. The study published in New England Journal of Medicine notes that no visible virus (SARS-Cov-2) was measured after the 48-hour time period.
Coronavirus can live for upto 3 days on plastic surfaces. The SARS-COV-2 virus was more stable on plastic as compared to other surfaces such as metals and cardboard. The estimated median half-life of the virus was approximately 6.8 hours on plastic surfaces.
THE REPERCUSSIONS OF CORONAVIRUS' ON INDIA'S IMPORTS FROM CHINA
China's share in India's imports stand at 14 per cent. Since the outbreak of coronavirus trading between the two countries has been affected. India has a high dependency on China for manufacturing inputs. The industries that are impacted the most are:
APIs stand for active pharmaceutical ingredients. Indian companies imported 68 per cent of active pharmaceutical ingredients (API) from China in FY19. Indian pharma companies have said they have stock for 2-3 months, but the situation could worsen post May 2020.
India's electrical machinery and equipment has 40 per cent dependence on imports from China. However this number has reduced from 59.5 per cent in FY18 to 40 per cent in FY19. Although India has increased production of low-end electronic components. Import dependency on China is its major limitation.
Solar cells and modules which absorb sunlight to generate electricity are imported from China. As per a report from HDFC Bank, India's solar industry has 80 per cent dependence on Chinese manufacturers for solar products. As a result projects could be delayed in the next 4-6 months.
Consumer durables are the products that have a long use life such as air conditioners, refrigerators, and other household appliances. Around 45 per cent of consumer durables are imported from China. Currently an inventory for 2-3 months is being maintained by companies but the impact of the virus outbreak could be felt from Mar-Apr 20. Prices of these goods could rise in near future, according to the report.
Automobile sector, which accounts for 7.5 per cent of India's GDP and a massive 49 per cent of the manufacturing GDP, is already facing slowdown. The coronavirus lockdown has made the situation worse for the auto sector as 10 to 30 per cent of automotive components are supplied from China. If factories do not resume activity in China, it could adversely affect the sector.
Tourism sector comprises a broad chain of services such as tickets and booking, transportation, hotels, food and beverages. Since 2011, tourists from China visiting India were growing at 11% annually. China accounted for 3% of total foreign tourist arrivals in 2019.
HOW CEMENT INDUSTRY CAN BE THE BOOSTER ENGINE FOR INDIA?
1) The Indian cement industry is the second largest in the world in terms of production, but per capita consumption is still low at under 200kg compared to the world average of 500kg.
2) There has been consolidation in the industry with big players acquiring smaller regional cement companies. Cement companies operate by focusing on either quality or price.
3) Cement advertising now focuses more on emotional connections with consumers rather than just functional benefits due to information overload.
4) Government infrastructure projects and the housing sector are expected to drive demand growth, increasing per capita cement consumption to 435kg by 2030 and enabling an 82% expansion in production capacity.
ROBOTS AND HUMANS: COMBINED CAPABILITY WILL ENABLE BUSINESSES DELIVER UNEXPEC...
The last few years have seen a significant infusion of robots in various industries. This trend is expected to continue in the next 3-5 years. Almost 1 million robots are expected to be sold for enterprise use in 2020. There are primarily 3 types of robots - industrial, professional services and software robots.
Professional service robots (e.g., those used in healthcare, retail industries) and software robots (e.g., those used in functions such as Finance, HR, Procurement) will comprise a significant portion of these new robot sales. The market for professional services and software robots is growing much faster than that for industrial robots.
As the use of robots, increase in non-manufacturing industries, the companies which are able to combine the uniquely native human capabilities (e.g., inspiration, aspiration, emotion, empathy, imagination) with powerful robot capabilities (e.g., accurate transaction processing) will be able to re-imagine their business processes and deliver better and newer business outcomes for their stakeholders.
THE WAYS IN WHICH GEO -ENGINEERING COULD TRANSFORM THE ENVIRONMENT
Varun Kesavan discusses how geoengineering could be used to address the climate emergency. Specifically, solar radiation management techniques like stratospheric aerosol injection aim to reflect sunlight back into space to cool the planet. While once dismissed, major universities are now researching geoengineering due to the urgent threat of climate change. However, the large-scale effects are still uncertain and it may discourage climate action or have unintended impacts if halted. Overall, geoengineering shows potential to significantly benefit society and the environment according to studies, despite some risks, and could provide time to further address the root causes of climate change.
THE WAYS IN WHICH AUTOMATION REVOLUSIONS THE MANAGEMENT STRATEGY
Business strategy is being revolutionised by advances in automation technologies and management must follow. Management beliefs and practices must evolve with the new ways of production, distribution and consumption. Businesses are beginning to accept the inevitability of tech-enabled processes and tech-determined choices.
Industry 4.0 is about autonomy of machines. Advances in sensors, communication, computation, robotics, GPS etc have created possibilities of infusing machines with intelligence to automate both work and management. Machines are already collecting and sorting information, and management mostly involves dealing with people and making decisions. As Industry 4.0 evolves, a lot of decision-making will also be transferred to machines. But, it is not clear yet how machines will share ethical and legal responsibility for their actions.
THE SMES IN 2020: B2B PAYMENTS, DATA PRIVACY AMONG MAJOR PROBLEMS TO STAY IN ...
Several B2B payments and lending companies, over the last one year, emerged with solutions around banking, expense management, accounting/book-keeping, and Accounts Payable/Accounts Receivable (AP/AR) automation.
Slowly, but steadily, businesses are adopting software-as-a-service (SaaS) tools to manage their businesses better and move towards real digitisation away from manual and clunky processes to more elegant and friction-free processes.
Investors have taken notice of this opportunity in the B2B space and have stepped up their investments. A recent report by Venture Intelligence said that B2B fintech has secured $657 million in India so far this year, compared to $617 million by B2C fintech. Keeping this business payments transformation in mind, here are the top five topics that will be in the limelight in 2020:
THE TOP INNOVATIVE ECONOMIES IN THE WORLD
The World Economic Forum's Global Competitiveness Report for 2019 ranks 141 economies on their innovation capability. The innovation ecosystem is measured with the help of five sub-pillars-commercialization, Interaction, and diversity, administrative requirements, research and development, and entrepreneurial culture. Other important factors like education and the intensity of competitive skills they possess also help determine the country's innovation capabilities.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
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2024-6-01-IMPACTSilver-Corp-Presentation.pdf
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Authentically Social by Corey Perlman - EO Puerto Rico
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On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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Understanding User Needs and Satisfying Them
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.
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3 Simple Steps To Buy Verified Payoneer Account In 2024
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THE MAJOR DOWNTREND PUBLIC SECTOR UNDERTAKINGS IN INDIA
- 1. 1 THE MAJOR DOWNTREND PUBLIC SECTOR UNDERTAKINGS IN INDIA VARUN KESAVAN, RESEARCH SCHOLAR, E – MAIL ID – varunkesavan@yahoo.com BHARAT SANCHAR NIGAM LTD (BSNL) Bharat Sanchar Nigam ltd (BSNL) is the top loss making PSU in India. In the last three financial years, BSNL has posted a total loss of Rs 18,380 crore. In FY18 alone BSNL's losses increased by 82 per cent. BSNL serves its customers with a wide bouquet of telecom services namely Wireline, CDMA mobile, GSM mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP, IN Services, FTTH, etc. BSNL has 11.58 crore cellular connections and 1.17 crore landline connections as on April 2019. For some time now, BSNL is facing a financial crunch. It has started to impact its employees as the company has delayed salaries on two separate occasions. AIR INDIA Since FY16 Air India has incurred a total loss of Rs 13,196 crore. The government has tried to disinvest stake in Air India twice but failed. Now, talks are on about third attempt at Air India's disinvestment. MAHANAGAR TELEPHONE NIGAM LTD (MTNL) Mahanagar Telephone Nigam ltd (MTNL) is another PSU that is consistently making losses. In the last three fiscals, MTNL has made a combined loss of Rs 8,674.7 crore.
- 2. 2 HINDUSTAN PHOTO FILMS MANUFACTURING COMPANY (HPF) Incorporated in 1960, Hindustan Photo Films Manufacturing Company (HPF) is a Government of India undertaking. In the last three fiscals, HPF has made a loss of Rs 8,287 crore. Due to the product/technology obsolescence in the wake of rapid development of digital technologies, the company became unviable and was declared sick by Board for Industrial and Financial Reconstruction (BIFR) in 1996. In 2014, the Government of India /CCEA approved the proposal to offer VRS at 2007 notional pay scale to all the remaining employees of the Company and to take further steps for the closure of the company. WESTERN COALFIELDS LIMITED (WCL) Western Coalfields Limited (WCL) is one of the eight Subsidiary Companies of Coal India Limited (CIL) which is under administrative control of Ministry of Coal. WCL was conferred "Miniratna" status on 15th March'2007. But in the last two fiscals the company has made a loss of Rs 3,905 crores.
- 3. 3 BHARAT COKING COAL LTD (BCCL) Bharat Coking Coal Ltd (BCCL) was incorporated in January, 1972 to operate coking coal mines operating in the Jharia & Raniganj coalfields, taken over by the government in 1971 to ensure planned development of the scarce coking coal resources in the country. BCCL has not been performing well. It has incurred a loss of Rs 2,388 crore in the last two fiscals. EASTERN COAL FIELDS (ECL) Eastern Coal Fields (ECL) was founded in 1975 after nationalisation of coal mines in India. It operates coalmines in Jharkhand and West Bengal. It inherited all the private sector coal mines of the Raniganj coalfield. Out of the last three fiscals, ECL has made loss only once. In FY18, ECL incurred a loss of Rs 1,466 crore. RASHTRIYA ISPAT NIGAM LIMITED (RINL) Rashtriya Ispat Nigam Limited (RINL), the corporate entity of Visakhapatnam Steel Plant is a Navaratna PSE under the Ministry of Steel. RINL has been making consistent losses for the last three fiscals. It has incurred a combined loss of Rs 4,762.7 crore.
- 4. 4 INDIA INFRASTRUCTURE FINANCE COMPANY (IIFCL) PSU, India Infrastructure Finance Company (IIFCL) is a wholly-owned Government of India company set up in 2006 to provide long-term financial assistance to viable infrastructure projects. The company has made loss only in the preceding fiscal. In financial year 2017-18, IIFCL had made a loss of Rs 1,027 crore. HINDUSTAN CABLES LIMITED (HCL) Established in 1952, Hindustan Cables Limited (HCL), a public-sector undertaking, has grown from a single-unit, single-product entity to a multi-unit multi-product company. But the fortunes of the company have turned. The company has made losses in all three preceding fiscals. Hindustan Cables have made a combined loss of Rs 2,921.8 crore.