Unit2 kinds of companies
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This document discusses the different kinds of companies according to various classifications. It outlines the types of companies based on mode of incorporation such as statutory companies and registered companies. It also discusses the types according to number of members like private and public companies. Additionally, it examines the types based on liability of members including companies limited by shares, guarantee, and unlimited companies. Other company types mentioned are licensed companies, one man companies, foreign, government, holding, and subsidiary companies. The document aims to understand the distinctions between private and public companies and how companies can be converted.
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The document discusses the different kinds of companies under the Companies Act 2013 in India. It outlines 9 main types of companies:
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2) It also discusses other company types like Government Company, Foreign Company, Holding/Subsidiary Company, Investment Company, Public Financial Institution, Producer Company, Illegal Company, and Unregistered Company.
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Companies can be classified in several ways, including by incorporation, liability of members, ownership, and control. There are two main types of companies - statutory companies formed by special acts of parliament, and registered companies formed under the Indian Companies Act. Registered companies are further divided into companies limited by shares, where member liability is limited to unpaid shares; companies limited by guarantee, where member liability is limited to a guaranteed contribution in the event of winding up; and unlimited companies with no limit on member liability. Private and public companies are also distinguished, with private companies having fewer than 200 members and lower minimum capital. Government companies are at least 51% owned by the government, while non-government companies are foreign companies registered outside of India.
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This unit describes different types of companies and provides profiles of specific companies. It defines manufacturer, wholesaler, retailer, exporter, and importer. A manufacturer produces goods in large quantities using machines in a factory. A wholesaler sells large amounts of goods to businesses. A retailer sells directly to consumers. An exporter sends goods to another country for sale. An importer buys goods from another country to sell domestically. The unit then matches these definitions to examples of companies and provides brief histories of Ford Motor Company, a law firm, and a property rental company.
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Picture this. You walk into work one day and your boss mentions that an exciting opportunity has arisen that has come of out left field involving a company and industry that your organization is not that familiar with. You will be part of a conference later in the day and all participants are expected to be up to speed as much as possible with the firm and industry in question. In many instances, a key word search using an engine such as Google will give you the information that you need. However this is not always the case. As a result it is often useful to know a few sources of information. The websites of companies host a wealth of information but frequently when we want to understand the behavior of companies, we need to move beyond what the company has to say about itself. The following paragraphs offer some ideas about how to do this.
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Biz.Yahoo http://biz.yahoo.com/ic/ and Reuters http://www.reuters.com/finance/global-market-data offer corporate profiles, overviews of industries, lists of companies competing in the same industry that in turn link to profiles, news related to specific industries and companies, financial data, tools for benchmarking financial performance, profiles of corporate executives and directors and information on ownership structures. Along with this, they often identify key regulators and professional and industry associations for each industry. Companies competing in Canadian industries can be found using the key search function found on Industry Canada’s http://www.ic.gc.ca/epic/site/ccc-rec.nsf/en/Home web site.
How might the most recent information about an industry or company be obtained? Why not try the keyword search capabilities of news aggregators found through Google (http://news.google.com) or Yahoo (http://news.yahoo.com).
A number of information sources do a very good job of offering clear descriptions of industries. High Beam Business http://business.highbeam.com/industry-reports, Plunkett Research http://www.plunkettresearch.com/, Value Line http://www.valueline.com/Stocks/Industries.aspx, Statista http://www.statista.com/topics/ and Franchise Help http://www.franchisehelp.com/industry-reports/industry-information/ are free sources but focus primarily on U.S or North American industry overviews and industry analysts. Examples of Porter Five Forces overviews of a dozen industries may be found in The Industry Handbook available from Investopedia http://www.investopedia.com/features/industryhandbook/. The overviews also include key ratios and terms for the industries being examined. Of interest as well is Hoovers. Although a pay service http://www.hoovers.com/industry-analysis/industry-directory/a-z.html, it offers a brief summary paragraph describing the com ...
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This document discusses different ways to classify companies based on their incorporation, liability, number of members, control, and ownership. It outlines that companies can be chartered, statutory, or registered based on how they are incorporated. Based on liability, companies are either limited or unlimited. Private companies have fewer than 50 members, while public companies must have a minimum of 5 lakh paid-up capital. Holding companies control other subsidiary companies. Government companies are at least 51% owned by the central or state government, while foreign companies are incorporated outside of India.
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Admitting a new partner involves calculating goodwill, revaluing assets, and adjusting capital accounts. Goodwill represents a business's reputation and is valued based on average operating profits. Existing partners' capital accounts must be adjusted for any asset revaluations and their share of goodwill. New profit sharing ratios are then determined.
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Admission of a partner
The document discusses the process and accounting treatment for admitting a new partner to an existing partnership firm. Key points include:
- A new partner joins the firm and agrees to contribute capital and/or pay premium for their share of goodwill.
- Accounting adjustments are needed such as revising profit sharing ratios, calculating amounts old partners sacrifice to the new partner, and revaluing assets/liabilities.
- Goodwill can be treated via the premium, revaluation, or memorandum revaluation methods which involve debiting/crediting partner capital accounts.
- Other adjustments include redistributing reserves to old partners, adjusting total partner capital based on the new profit sharing ratio.
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The document discusses the accounting processes related to admitting a new partner or the retirement of an existing partner from a partnership firm. Key points include:
1) When admitting a new partner, the share ratios, additional capital contribution, goodwill payment, and reserves distribution must be determined.
2) Upon a partner's retirement, assets and liabilities are revalued, reserves are distributed, new profit ratios are set, goodwill is valued, and the retiring partner is paid their capital balance and share of profits.
3) Amounts payable to a retiring partner include their capital account, current account, interest on capital, salary, loans plus interest, drawings plus interest, share of any revaluation gains or losses
Ipa 1932
The Indian Partnership Act of 1932 governs partnerships in India. It replaced previous partnership laws that were part of the Indian Contract Act of 1872. The Partnership Act provides regulations around the formation, operation, and dissolution of a partnership. A partnership requires at least two people to form, an agreement to share profits of a lawful business, and a relationship where each partner can bind the partnership through their actions.
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About Industries
Students may find useful information about companies, organizations, markets, and industries in a number of different online locations.
Biz.Yahoo http://biz.yahoo.com/ic/ and Reuters http://www.reuters.com/finance/global-market-data offer corporate profiles, overviews of industries, lists of companies competing in the same industry that in turn link to profiles, news related to specific industries and companies, financial data, tools for benchmarking financial performance, profiles of corporate executives and directors and information on ownership structures. Along with this, they often identify key regulators and professional and industry associations for each industry. Companies competing in Canadian industries can be found using the key search function found on Industry Canada’s http://www.ic.gc.ca/epic/site/ccc-rec.nsf/en/Home web site.
How might the most recent information about an industry or company be obtained? Why not try the keyword search capabilities of news aggregators found through Google (http://news.google.com) or Yahoo (http://news.yahoo.com).
A number of information sources do a very good job of offering clear descriptions of industries. High Beam Business http://business.highbeam.com/industry-reports, Plunkett Research http://www.plunkettresearch.com/, Value Line http://www.valueline.com/Stocks/Industries.aspx, Statista http://www.statista.com/topics/ and Franchise Help http://www.franchisehelp.com/industry-reports/industry-information/ are free sources but focus primarily on U.S or North American industry overviews and industry analysts. Examples of Porter Five Forces overviews of a dozen industries may be found in The Industry Handbook available from Investopedia http://www.investopedia.com/features/industryhandbook/. The overviews also include key ratios and terms for the industries being examined. Of interest as well is Hoovers. Although a pay service http://www.hoovers.com/industry-analysis/industry-directory/a-z.html, it offers a brief summary paragraph describing the com ...
Assignment 8 DHX Media Just when you thought you had time for.docx
Assignment 8: DHX Media
Just when you thought you had time for a vacation one more lucrative consulting assignment dropped into your schedule. DHX Media Is considering entering the market in Vietnam specifically by opening an office. Opinions are mixed on the company board of directors as whether this is a good idea. Your firm has been asked to assess the cultural, administrative, geographic and economic distance between your company and its industry in North America and that in this Asian country. The board has also asked that your firm offer evidence to support your assessment of each of these four distances. Please reference online information sources appropriately using endnotes. Please end the analysis with a discussion regarding implications. In other words, after gathering the data, so what? What does it mean?
Suggested Reading:
1. Ghemewat, Pankaj (2007) Distance Still Matters Harvard Business Review, March
02/09/2015
Thoughts on Researching Companies and Industries
Conor Vibert Ph.D.
Picture this. You walk into work one day and your boss mentions that an exciting opportunity has arisen that has come of out left field involving a company and industry that your organization is not that familiar with. You will be part of a conference later in the day and all participants are expected to be up to speed as much as possible with the firm and industry in question. In many instances, a key word search using an engine such as Google will give you the information that you need. However this is not always the case. As a result it is often useful to know a few sources of information. The websites of companies host a wealth of information but frequently when we want to understand the behavior of companies, we need to move beyond what the company has to say about itself. The following paragraphs offer some ideas about how to do this.
About Industries
Students may find useful information about companies, organizations, markets, and industries in a number of different online locations.
Biz.Yahoo http://biz.yahoo.com/ic/ and Reuters http://www.reuters.com/finance/global-market-data offer corporate profiles, overviews of industries, lists of companies competing in the same industry that in turn link to profiles, news related to specific industries and companies, financial data, tools for benchmarking financial performance, profiles of corporate executives and directors and information on ownership structures. Along with this, they often identify key regulators and professional and industry associations for each industry. Companies competing in Canadian industries can be found using the key search function found on Industry Canada’s http://www.ic.gc.ca/epic/site/ccc-rec.nsf/en/Home web site.
How might the most recent information about an industry or company be obtained? Why not try the keyword search capabilities of news aggregators found through Google (http://news.google.com) or Yahoo (http://news.yahoo.com).
A n ...
LTC 328 Entire Course NEW
Check this A+ tutorial guideline at
http://www.uopassignments.com/LTC-328
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Intro a km
This document defines knowledge management and its key components. It discusses how KM involves identifying, capturing, evaluating, retrieving and sharing both explicit and tacit knowledge across an organization. It outlines the different types of knowledge as explicit, implicit and tacit. It also describes some common KM tools and approaches like expertise location systems, communities of practice and content management. Finally, it discusses some stages of KM implementation and challenges like retaining retiree knowledge and expanding beyond traditional KM definitions.
Traps of growing big
This document discusses seven traps that large, successful organizations can fall into as they grow: 1) Slow growth as organizations get bigger, 2) Holding onto old products for too long, 3) Success breeding complacency, 4) Shifting from generalization to specialization, 5) Prioritizing efficiency over creativity, 6) Focusing on rules rather than tasks, 7) Shifting from curiosity to complacency. It provides examples and sources for each trap and suggests that organizations must adapt to changes, question the status quo, and remain innovative in order to avoid stagnating.
WOMMA WEBINAR: Me & My Web Shadow: How To Manage Your Reputation Online
The document discusses managing your online reputation and presence. It outlines three main points: 1) What is at stake if you don't manage your online reputation, including potential impacts on freedom, wealth and participation. 2) A business perspective on social media and how organizations need to adapt. 3) Eight rules for managing your online reputation and presence, which include checking your online profile, being the primary source of information about yourself, understanding your networks, being present and useful online, understanding public vs private settings, knowing that anything can be shared publicly, and developing thick skin.
1. ownership task 2
Private media ownership allows companies to make decisions independently while public ownership subjects companies to influence from the public and regulations. Multi-national conglomerates have extensive resources to expand globally but can limit consumer choice and diversity. Independent companies traditionally had smaller budgets but platforms like Netflix and Amazon are disrupting the film industry by funding independent films. Media companies integrate vertically and horizontally, like Time Warner, to control various stages of production and distribution.
STOP: How Social Media Affects Every Part of your Business
The document discusses how social media affects businesses at different levels. It addresses the strategic, tactical, organizational, and personal impacts of social media. At a strategic level, social media can change how businesses think and plan. Tactically, marketing campaigns and media mixes may need to change. Organizationally, structures and divisions may need to adapt to changing communications and collaboration needs. Personally, employees' skills and ways of working will likely need to evolve. The document provides a framework to help companies address these impacts at each level.
EDX Leadership in digital era.docx
The document discusses the evolution of leadership analyses and perspectives over time. Leadership has been studied from various angles such as considering personal characteristics of leaders, their behaviors, impacts on organizations, and more recently from the perspective of digital transformation. Effective leadership requires promoting creativity, driving organizational change, and ensuring teams achieve objectives. Leaders must develop digital competencies to lead digital transformations, including understanding technological waves, integrating long-term vision and strategy, and designing future-oriented organizations.
Export Company Profile You are to prepare a profile of a Canad.docx
Export Company Profile
You are to prepare a profile of a Canadian exporting success story. Find a company that succeeded to find a market for their products in one or more international markets. Your profile should include:
•An introduction of the company, including background, and the demand for its product in a chosen foreign country
•Target market in the foreign country (e.g. location, demographics, psychographics, etc.)
•Marketing mix used (4Ps): Product, Price, Place, Promotion
•SWOT analysis: Strengths, Weaknesses, Opportunities, Threats
•Relevant foreign government regulations that applied to the product(s)
1
42 PART 1 | Introduction
3 The Organizational Environment and Culture
chapter
After studying Chapter 3, you should be
able to
LO1 Describe the five elements of an
organization’s macroenvironment.
LO2 Explain the five components of
an organization’s competitive
environment.
LO3 Understand how managers stay
on top of changes in the external
environment.
LO4 Summarize how managers
respond to changes in the external
environment.
LO5 Discuss how organizational
cultures can be leveraged to
overcome challenges in the
external environment.
Learning Objectives
bat62597_ch03_042-065.indd 42bat62597_ch03_042-065.indd 42 29/09/14 8:09 pm29/09/14 8:09 pm
Final PDF to printer
CHAPTER 3 | The Organizational Environment and Culture 43
B
open systems
organizations that are
affected by, and that affect,
their environment
external environment
all relevant forces outside
a firm’s boundaries, such
as competitors, customers,
the government, and the
economy
ob Stiller, founder and former chairman of Green
Mountain Coffee Roasters (now called Keurig
Green Mountain), brought his company a long
way since its beginnings in a small Vermont café more than
30 years ago. He expanded his business by surveying the com-
petition and choosing avenues that looked most promising. With
the retail coffee market crowded by Starbucks, Seattle’s Best
Coffee, Dunkin’ Donuts Coffee, Caribou Coffee, and others, Stiller
chose to focus on the quality of his coffee—offering more than
100 gourmet varieties—and to sell through retail stores, whole-
sale outlets, direct-mail catalogs, and on the web. Recognizing
consumers’ growing interest in organic foods, KGM also began
offering organically grown coffees that were produced through
fair trade practices—ensuring that farmers receive a fair price
for their crops. 1 The company
also makes the best-selling
single-cup coffee machine in
the United States. Tripling in
size since 2011, the single-cup
coffee market accounted for
half of the $11.7 billion in sales
in the United States in 2013. 2 Leveraging the popularity of its
Keurig single-cup brewers, KGM has entered into partnerships
with several competitors. In 2014, the company extended its
agreement with Sta ...
Eco 550 week 8 chapter questions
This document contains questions from chapters 13 and 14 of an economics textbook. It asks:
1) Why a large 19th century railroad company may have been better organized in an M-form structure based on geography rather than a U-form structure.
2) Why an M-form structure is more efficient for organizing a university and its schools rather than a U-form structure, and whether forming many specialized departments will likely produce too many departments.
3) Whether a small foreign automaker would necessarily want the "gray market" of non-franchised dealers to cease, and whether franchised dealers would want it to cease.
How do we become agile?
The document discusses how to become agile through 5 questions:
1) What does agility mean and what are its key characteristics?
2) What values do agile workers have such as simplicity, openness, learning?
3) What is the purpose of a company's work?
4) How do agile workers work with and obtain feedback from users?
5) How do agile workers communicate and learn from each other through open communication?
Solutions Manual for Management Leading and Collaborating in a Competitive Wo...
Solutions Manual for Management Leading and Collaborating in a Competitive World 12th Edition by Bateman
Download: https://goo.gl/j1UrYF
Understanding & Mapping Corporate Networks with Open Data
1) The document discusses understanding and mapping corporate networks through OpenCorporates, the largest open database of company information.
2) It introduces the Octopus tool for visually mapping corporate networks from open data and demonstrates its abilities by mapping BP's corporate network.
3) The presentation encourages participants to get involved by sharing their work mapping networks, starting new network mappings, hosting Octopus-athons, finding new data sources, analyzing existing data, and telling stories revealed by the data to further the goal of corporate transparency.
1 This text was adapted by The Saylor Foundation under a .docx
1
This text was adapted by The Saylor Foundation under a Creative
Commons Attribution-NonCommercial-ShareAlike 3.0 License
without attribution as requested by the work’s original creator or
licensee.
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://creativecommons.org/licenses/by-nc-sa/3.0/
2
Chapter 7
Organizational Structure and Change
W H A T ’ S I N I T F O R M E ?
Reading this chapter will help you do the following:
1. Define organizational structure and its basic elements.
2. Describe matrix, boundaryless, and learning organizations.
Figure 7.2 The P-O-L-C Framework
Creating or enhancing the structure of an organization defines managers’ Organizational
Design task. Organizational design is one of the three tasks that fall into the organizing
function in the planning-organizing-leading-controlling (P-O-L-C) framework. As much
as individual- and team-level factors influence work attitudes and behaviors, the
organization’s structure can be an even more powerful influence over employee actions.
3
7.1 Case in Point: Toyota Struggles With
Organizational Structure
Figure 7.3
Source: Photograph courtesy of Toyota Motor Sales, USA, Inc.
Toyota Motor Corporation (TYO: 7203) has often been referred to as the gold standard
of the automotive industry. In the first quarter of 2007, Toyota (NYSE: TM) overtook
General Motors Corporation in sales for the first time as the top automotive
manufacturer in the world. Toyota reached success in part because of its exceptional
reputation for quality and customer care. Despite the global recession and the tough
economic times that American auto companies such as General Motors and Chrysler
faced in 2009, Toyota enjoyed profits of $16.7 billion and sales growth of 6% that year.
However, late 2009 and early 2010 witnessed Toyota’s recall of 8 million vehicles due to
unintended acceleration. How could this happen to a company known for quality and
structured to solve problems as soon as they arise? To examine this further, one has to
understand about the Toyota Production System (TPS).
4
TPS is built on the principles of “just-in-time” production. In other words, raw materials
and supplies are delivered to the assembly line exactly at the time they are to be used.
This system has little room for slack resources, emphasizes the importance of efficiency
on the part of employees, and minimizes wasted resources. TPS gives power to the
employees on the front lines. Assembly line workers are empowered to pull a cord and
stop the manufacturing line when they see a problem.
However, during the 1990s, Toyota began to experience rapid growth and expansion.
With this success, the organization became more defensive and protective of
infor ...
Fractal organizations part ii – object based complexity management
This document discusses object-based complexity management and modeling organizations as complex adaptive systems. It proposes modeling organizations and their components as objects with defined properties and behaviors. The organization is represented as a complex of interacting objects coordinated by a control object called the CORTEX. Key objects include administration, procurement, production and marketing. Relationships between objects are represented using a Sycamore Tree diagram with the CORTEX at the top. Measures like the Complexity Business Balance Card can be used to assess organizational performance and balance based on this object-oriented model.
Gov 2.0 - eGovernment Social Media Platform Deployments and Future Opportunities
This document discusses the potential for governments to adopt "Gov 2.0" strategies that incorporate social media and collaboration tools modeled after successful Web 2.0 implementations in private enterprises. It outlines some initial Gov 2.0 projects but notes that broad enterprise-level implementations are still lacking. The document advocates that governments start by implementing basic Web 2.0 features like blogs, wikis and RSS feeds to provide more information to citizens and opportunities for feedback, and that policies will develop alongside implementation experiences over time. Web 2.0 is seen as able to improve data access, public participation and customer service for governments if adopted responsibly.
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Mm 15-10-120227144054-phpapp02
They help sales force and retailers sell more.
�
Augmenter: They supplement advertising and personal selling.
�
Anticipator: They anticipate buyer needs and wants.
•
Public relations and publicity are used to build goodwill and
enhance corporate image. They are cost effective and credible.
01/30/14 07:02
Prof. U.M. Amin, CMS,
JMI University, New
Delhi
34
Developing & Managing Marketing
Communications
•
Events and experiences are used to create brand interactions and
generate positive word of mouth. They are engaging and
memorable.
•
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
-- June 2024 is National Volunteer Month --
Check out our June display of books on voluntary organisations
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.
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
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-inspired to the data-driven praxis (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Schedule Unveiled
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Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Income Tax exemption for Start up : Section 80 IAC
A presentation on the concept of Exemption of Profits of Start ups from Income Tax
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoCorey Perlman, Social Media Speaker and Consultant
Social media for business Mastering B2B Payments Webinar from BlueSnap
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
Recruiting in the Digital Age: A Social Media Masterclass
Recruiting in the Digital Age: A Social Media Masterclass
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Income Tax exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Unit2 kinds of companies
- 2. Unit Objectives Understand the kinds of companies Understand the exemptions and privileges enjoyed by private companies Be familiar with the distinction between a private and public company Understand how a private company may be converted into public company and vice versa
- 3. Important Links http://www.mca.gov.in/Ministry/ chapter3.html http://www.csstudentsonlineclu b.org/t873-company-law-notes- kinds-of-companies http://www.morldtechgossips.c om/2012/09/company-law.html http://www.slideshare.net/altaci tglobal/section-25-companies# http://www.slideshare.net/zahid brg/holding-and-subsidiary- company http://books.google.co.in/books ?id=QGbgkOKoeQ0C&printsec =frontcover&source=gbs_ge_s ummary_r&cad=0#v=onepage &q&f=false Page 435 (Tejpal Seth) Websites Books
- 4. Mode of Incorporation Chartered companies Statutory Companies Registered or incorporated companies Liabilities Companies limited by Shares Companies Limited by Guarantee Unlimited Companies Number of Members Private Company Public company Control Holding companies Subsidiary Company Ownership Government Companies Non-Government Companies Nationality Indian Companies Foreign Companies Other Licensed companies or Companies for profit One man company or family company
- 5. Types of Companies Registered Companies Mode of Incorporation Chartered companies Statutory Companies Registered or incorporated companies Liabilities Companies limited by Shares Companies Limited by Guarantee Unlimited Companies Number of Members Private Company Public company Control Holding companies Subsidiary Company Ownership Government Companies Non-Government Companies Nationality Indian Companies Foreign Companies Other Licensed companies or Companies for profit One man company or family company Companies Chartered Companies Statutory Companies Registered Companies
- 6. LE of IB LinksUnit2_Kinds of Companies.docx
- 7. Kinds of Companies according to the mode of incorporation Statutory company Incorporated or registered company
- 8. Kinds of Companies on the basis of number of members Private company Public company
- 9. Kinds of Companies on the basis of liability of members Companies limited by shares Companies limited by guarantee Unlimited companies
- 10. Other kinds of Companies Licensed companies or Companies for profit PTU Booklet-Page 23 One man company or family company PTU Booklet-Page 23 Foreign company PTU Booklet-Page 23 Government company LE of IB LinksUnit22.5Foregn & Government Company.docx Holding company & Subsidiary company PTU Booklet-Page 25
- 12. Exemptions & privileges of Private Companies
- 13. Distinction between Private & Public Company