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This document is a project report submitted by Kamaliya Pankaj in partial fulfillment of an MBA degree. The report compares equity schemes of the top 3 asset management companies in India for the 2011-13 year. It was submitted to Prof. Ranjani Srinivasan of S.K. Patel Institute of Management and Computer Studies.
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The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
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This document summarizes 9 equity funds from 3 asset management companies - HDFC, ICICI, and Reliance. For each fund, it provides details on investment strategy, philosophy and past performance. The funds use different strategies such as investing in top 200 companies by market cap, focusing on value or growth stocks, maintaining a balanced portfolio of equity and debt, and taking aggressive or defensive positions based on market conditions. Overall the document analyzes and compares the approaches of various mutual funds for investors.
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This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like customer orientation, relationship selling, and new technology.
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The document discusses procedures for selecting sales personnel, including inviting applications, interviews, reference checks, examinations, and tests. It covers determining compensation and benefits, issuing offer letters, and providing an initial orientation. Sales training selection includes defining objectives, determining content, and choosing methods. Training content may include products, sales techniques, markets, and company information. Methods include lectures, demonstrations, role-playing, seminars, and on-the-job training. The organization must determine trainees, trainers, timing, location, materials, and evaluate the program.
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The document provides an overview of the mutual funds industry in India. It discusses the history and growth of mutual funds in India from 1964 to present. Some key points:
1) UTI was established in 1964 as the first mutual fund in India to mobilize retail savings.
2) The industry opened up to private players in 1993, accelerating its growth.
3) As of 2022, there are over 40 asset management companies in India managing over Rs. 40 trillion in assets under management.
4) The mutual funds industry in India has experienced significant growth in assets and number of investors over the past few decades.
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The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
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This document summarizes 9 equity funds from 3 asset management companies - HDFC, ICICI, and Reliance. For each fund, it provides details on investment strategy, philosophy and past performance. The funds use different strategies such as investing in top 200 companies by market cap, focusing on value or growth stocks, maintaining a balanced portfolio of equity and debt, and taking aggressive or defensive positions based on market conditions. Overall the document analyzes and compares the approaches of various mutual funds for investors.
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This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like customer orientation, relationship selling, and new technology.
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The document discusses procedures for selecting sales personnel, including inviting applications, interviews, reference checks, examinations, and tests. It covers determining compensation and benefits, issuing offer letters, and providing an initial orientation. Sales training selection includes defining objectives, determining content, and choosing methods. Training content may include products, sales techniques, markets, and company information. Methods include lectures, demonstrations, role-playing, seminars, and on-the-job training. The organization must determine trainees, trainers, timing, location, materials, and evaluate the program.
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This document provides an overview of international business. It defines globalization as the increasing integration of economies, technologies, and cultures across borders. The main drivers of globalization are advances in communication and transportation technologies, liberalization of trade, and growing consumer demand for foreign goods. International business involves commercial transactions between countries and can be pursued for market seeking, economic, and strategic motives like growth and risk spreading. While globalization increases competition, it also opens new market opportunities. The document outlines various forms of international business and considerations for operating internationally.
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This document discusses motivation of sales forces. It outlines that motivation is important due to the nature of sales jobs and potential for apathy. Factors influencing motivation include personal characteristics, environmental factors like competition, and organizational characteristics such as supervision and incentives. Motivational tools can be financial like commissions or non-financial like promotions. The document also reviews several motivational theories including Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement motivation theory, and Vroom's expectancy model. Effective motivation requires considering individual needs and providing the right environment and incentives.
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The document provides an overview of the mutual funds industry in India. It discusses the history and growth of mutual funds in India from 1964 to present. Some key points:
1) UTI was established in 1964 as the first mutual fund in India to mobilize retail savings.
2) The industry opened up to private players in 1993, accelerating its growth.
3) As of 2022, there are over 40 asset management companies in India managing over Rs. 40 trillion in assets under management.
4) The mutual funds industry in India has experienced significant growth in assets and number of investors over the past few decades.
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Pankaj kamaliya 2003 (2)
This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, a literature review on previous studies of NPAs, the research methodology, data and methods used, and conclusions. The methodology section describes the study scope, objectives, data collection from secondary sources over 10 years, and statistical tools like correlation analysis and regression analysis that will be used.
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The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
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This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
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This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like increasing customer orientation and relationship selling.
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This document discusses sales territory management and is from a chapter in the book "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and factors that influence modifying territories. It also describes methods for designing sales territories, including selecting geographic control units, criteria for allocation, starting points, and combining units. Territory shapes and a strategic planning matrix for allocating resources to accounts are also covered. The chapter concludes with discussing new territories and using information technology to aid in sales territory management.
288 33 powerpoint-slides_chapter-9-policy-framework-international-trade
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This document discusses profit centers and how to evaluate their performance. A profit center is a responsibility center whose manager controls both revenues and costs. To delegate decisions to managers, they must have relevant information and a way to measure effectiveness. Business units are often set up as profit centers. Functional units like marketing, manufacturing, and services can also be profit centers. Performance is measured using various profitability metrics like contribution margin, direct profit, and net income.
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This document discusses the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. It begins with an introduction to NPAs, defining them as loans where the principal or interest is overdue for more than 90 days. It then reviews relevant literature on the topic and provides background on the Indian banking industry and structure. The remaining chapters outline the research methodology, hypotheses, findings, and conclusions of the study. In summary, the document examines how NPAs affect key financial metrics like profitability and liquidity for public sector banks through an analysis of bank performance data.
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This document provides an overview of international business. It defines globalization as the increasing integration of economies, technologies, and cultures across borders. The main drivers of globalization are advances in communication and transportation technologies, liberalization of trade, and growing consumer demand for foreign goods. International business involves cross-border transactions and can be pursued for market seeking, economic, and strategic motives like growth and risk spreading. While globalization increases competition, it also opens new market opportunities. The document outlines various forms of international business and considerations for operating internationally.
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This document discusses sales territory management from a chapter in the textbook "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and describes factors to consider when designing sales territories such as geographic units, allocation criteria, and modifying boundaries. It also discusses territory shapes, a strategic planning matrix for allocating resources, and the potential use of information technology in managing sales territories.
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Transfer pricing refers to the value placed on goods and services transferred between divisions of the same organization. It is a key determinant of revenue for selling divisions and expenses for buying divisions. Objectives of transfer pricing include providing relevant information for decisions, inducing goal alignment, and measuring performance. Transfer prices are typically based on market prices if available, or estimated market prices. If market prices cannot be determined, cost-based transfer prices using standard costs plus a profit margin are used. There are different methods for calculating and administering transfer prices, including negotiation between divisions and arbitration by headquarters if disagreements occur.
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This document outlines the course details for the International Business course in the MBA program at S.K.Patel Institute of Management And Computer Studies. The course aims to provide an understanding of how globalization impacts business functions like marketing, finance, production and HR across different country contexts. It will cover topics like the cultural, political and economic environments, international entry strategies, and cross-cultural management challenges. Upon completing the course, students will gain basic comprehension of global business strategies and implications of international HR practices. The document lists pre-requisite knowledge, reference materials, evaluation criteria and a session-by-session topic outline for the course.
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This chapter discusses the recruitment and selection process for sales forces. It begins by outlining the roles and responsibilities of sales managers in recruiting, selecting, training, motivating and compensating sales teams. The chapter then details the steps in the hiring process, including planning, recruitment from internal and external sources, selection through evaluating candidates and making offers, and socializing new hires. Challenges in sales force selection like assessing personality fits and motivation levels are also covered.
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This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
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This document is a project report submitted by Ketan Dhameliya and Pankaj Kamaliya to fulfill requirements for an MBA degree. The report studies the impact of non-performing assets (NPAs) on profitability and liquidity in public sector banks in India. It includes an introduction, industry overview, research methodology, data analysis using statistical tools, and conclusions. Prof. Ranjani Srinivasan guided the project, which was submitted to the S. K. Patel Institute of Management & Computer Studies in Gandhinagar, India in March 2013.
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This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, literature review, research methodology, data and methodology, findings, conclusion, and references. The methodology section discusses the study scope, objectives, data collection from secondary sources over 10 years, and tools like correlation analysis, regression analysis, and ratio analysis that will be used. The literature review summarizes 7 previous studies on the topic. The presentation aims to analyze the association between NPAs and bank performance and test hypotheses about the impact of NPAs on banks.
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This chapter discusses sales quotas, which are performance objectives or sales goals assigned to sales units like departments or individuals over a specific period. A sales quota aims to define and stimulate sales efforts. Setting quotas well is challenging and requires objectivity, understandability, flexibility, and definiteness. Quotas should also be based on facts and figures from the market. Participatory quota setting with salespeople can aid motivation. The chapter outlines principles of quota setting, types of quotas, methods of determining quotas, and potential problems in the process.
Pankaj kamaliya 2003 (2)
This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, a literature review on previous studies of NPAs, the research methodology, data and methods used, and conclusions. The methodology section describes the study scope, objectives, data collection from secondary sources over 10 years, and statistical tools like correlation analysis and regression analysis that will be used.
Chap1
Management control systems aim to ensure that organizational strategies are achieved. They involve detectors that measure behavior, assessors that compare it to standards, and effectors that provide feedback to alter behavior if needed. Managers at all levels use management control processes to ensure their subordinates implement strategies. Management control is complex, judgmental, and requires coordination between individuals. It influences employees to implement organizational strategies through planning, communicating, evaluating, and decision making. Financial and non-financial metrics are used to develop new strategies and focus attention on opportunities.
10
This document summarizes key aspects of training the sales force as discussed in Chapter 10. It outlines the challenges in sales training, importance of the trainer, and the training process which includes assessing needs, designing the program, and evaluating outcomes. Specific methods and types of training are also reviewed such as didactic, participative, role playing and cross-functional training. The role of socialization in the training process is also highlighted.
3
The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
6
This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
1
This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like increasing customer orientation and relationship selling.
7
This document discusses sales territory management and is from a chapter in the book "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and factors that influence modifying territories. It also describes methods for designing sales territories, including selecting geographic control units, criteria for allocation, starting points, and combining units. Territory shapes and a strategic planning matrix for allocating resources to accounts are also covered. The chapter concludes with discussing new territories and using information technology to aid in sales territory management.
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Chap 5
This document discusses profit centers and how to evaluate their performance. A profit center is a responsibility center whose manager controls both revenues and costs. To delegate decisions to managers, they must have relevant information and a way to measure effectiveness. Business units are often set up as profit centers. Functional units like marketing, manufacturing, and services can also be profit centers. Performance is measured using various profitability metrics like contribution margin, direct profit, and net income.
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This document discusses the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. It begins with an introduction to NPAs, defining them as loans where the principal or interest is overdue for more than 90 days. It then reviews relevant literature on the topic and provides background on the Indian banking industry and structure. The remaining chapters outline the research methodology, hypotheses, findings, and conclusions of the study. In summary, the document examines how NPAs affect key financial metrics like profitability and liquidity for public sector banks through an analysis of bank performance data.
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This document discusses factors that influence goal congruence between individuals and organizations. It describes informal factors like external social norms, organizational culture, management style, and informal communication channels. Formal control systems involve rules, budgets, and performance evaluations. The document also outlines different types of organizational structures like functional, business unit, and implications for control system design. Controller functions are defined as designing control systems, financial reporting, performance analysis, internal audits, and developing accounting personnel. The controller's dual reporting relationship to business units and corporate is also discussed.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain models identify industry factors and activities that influence competitive advantage.
Chap 1
This document discusses the nature and key concepts of management control systems. It defines management control as the process by which managers influence other members of an organization to implement strategies. A management control system typically includes detectors to measure behavior, assessors to compare it to standards, and effectors to provide feedback and alter behavior if needed. The document contrasts management control with task control and strategy formulation, and discusses how the internet can facilitate coordination and control.
6. transfer pricing
Transfer pricing refers to the prices charged for goods and services transferred between divisions within the same company. There are several approaches to setting transfer prices, including using market prices, cost-based prices, negotiated prices, or administered prices set by a rule. The objectives of transfer pricing are to provide accurate performance measurement for each division, encourage goal congruence between divisions, and mimic external market prices. Key considerations include using transfer prices that motivate optimal sourcing and production decisions for the entire company.
Chap 8
Strategic planning is a process where an organization decides on programs over the next 3-5 years and allocates resources to each program. It involves reviewing and updating strategic plans, setting assumptions and guidelines, business units creating initial plans, headquarters analyzing and aggregating plans, resolving issues through discussion, iterating plans, and final senior management review and approval. The process aims to align strategies, facilitate resource allocation, and develop managers through strategic thinking.
Sm 11
This document discusses compensation plans for sales forces. It outlines objectives of effective compensation plans such as attracting and retaining quality salespeople. Key types of compensation discussed are financial plans like straight salary, commission, and bonus plans as well as non-financial incentives. The document also examines factors that influence compensation plan selection and the process for designing a plan that balances both short and long-term sales force and company objectives.
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- 1. HDFC ASSETS MANAGEMENT COMPANY LIMITED FUND COMPERISION OF EQUITY SCHEMES IN TOP 3AMC A PROJECT REPORT YEAR ON COMPARISON OF EQUITY SCHEMES OF TOP 3 AMC SUBMITTED IN PARTIAL FULFILMENT OF AWARD OF MBA DEGREE MBA SEM 2 ROLL NO: - 40 2011-13 YEAR SUBMITTED TO:- SUBMITTED BY:- PROF. RANJANI SRINIVASAN KAMALIYA PANKAJ R S.K. PATEL INSTITUTE OF MANAGEMENT AND COMPUTER STUDIES