The document discusses strategies for businesses to remain resilient during an economic downturn. It suggests focusing intensely on customers, applying the 80/20 rule to prioritize the most important customers and services, diversifying markets beyond the US to locations like Europe and Asia, and continuing strategic investments to maintain competitiveness when the economy recovers. Indian companies are advised to consider changing strategies, renegotiating prices, focusing on local and emerging foreign demand, and finding new opportunities within the country.
Every industry presents unique challenges for CIOs to solve through technology. Bharti Airtel's growth through mergers and acquisitions created immense integration challenges to consolidate disparate systems and standardize platforms across circles. Early integration efforts were difficult, but Bharti Airtel is progressing towards its goal of 'One Airtel' - a fully integrated intra-company platform by 2010. Meeting integration challenges fueled by M&As is key to sustaining growth for Bharti Airtel.
Us Bound Acquisition By Indian Companies 2009IVG Partners
Low valuations, bankruptcy auctions, and distress sales characterized more than half of the US-bound acquisitions by Indian companies in 2009. Lower growth projections, lack of bank financing, and decrease in US wages due to the recession drove valuations lower and created significant value buying opportunities for Indian Companies. According to a report released by IMaCS Virtus Global Partners, a New York based advisory and banking firm, there were 75% fewer US-bound transactions from India in 2009 compared to that of the previous year. Most transactions were less than $50 million in size compared to the three billion dollar plus transaction sizes seen the previous year. This reflects how Indian companies adapted to the new economic realities while being still opportunistic about global growth.
One of the key aspects of this year’s transactions involves distress and bankruptcy on the part of the sellers. Examples include S Kumar’s acquisition of Hartmax, Lupin’s acquisition of US rights for Antara, Cosmo’s acquisition of ACCO’s print finishing business, and Piramal’s acquisition of RxElite.
“As the Indian economy continues to grow at a relatively faster rate compared to the US, we will see more distress related acquisitions in the US by Indian companies in 2010” said Anil Kumar, Managing Director of IMaCS Virtus Global Partners. He added “Continued lack of financing, survival pressures and private equity sales has created a unique opportunity for Indian companies to acquire synergistic US companies at a much lower valuation”.
With 8 US-bound acquisitions in 2009, information technology was the most acquisitive industry in India accounting for 53% of the US-bound transactions by volume. Within this industry, engineering design, specialized business process, and enterprise resource planning sub-segments were attractive for acquisitions, given their untapped offshore opportunities and relatively higher margins. While mid-size companies, such as Quest Global, Persistent Systems and KPIT Cummins sought to add new service capabilities through US-bound acquisitions, large-size companies, such as Infosys BPO and Sasken Communication sought to strengthen their current capabilities. ICRA Techno Analytics Limited (ICTEAS) and Rediff sought to acquire customers and enter into new segments.
The Indian pharmaceuticals and healthcare industry sector accounted for over 25% of the transaction volume with four US-bound acquisitions in 2009. This sector has been characterized by special situation and distressed related value buying opportunity.
This document summarizes a presentation on doing business in Japan. It discusses the macroeconomic environment, including challenges like an aging population and shrinking domestic market. It also covers key issues like the tight labor market and inflexible labor laws. Additionally, it provides an overview of trends in areas like HR practices, retirement benefits, and the implications of labor unions. The presentation notes both challenges of the Japanese market but also opportunities, like commitment from employees, if companies adapt effectively to the local business culture. It concludes by advertising future presentations on other Asian markets through Mercer's "Breaking Down Borders" webcast series.
This document provides an overview of SMART Holdings USA's efforts to promote economic development in Vermont through their SMARTvt initiative. It discusses how SMARTvt helped bring an IT innovator, Dan Eyers, from Virginia to Vermont to work for Rose Computer Technology Services. It also summarizes SMARTvt's visit to Ward Lumber Corporation, a sawmill operation in New York, and efforts to maximize the utilization and marketing of lumber and wood byproducts. Additionally, it announces the appointment of Scott Decker as Editor-in-Chief of SMARTvt Magazine to expand the publication's readership and role in economic development.
The document discusses projections for the recruitment industry in India in 2012 according to industry leaders. It provides opinions from several HR directors and executives who predict that 2012 will see a focus on building niche skills rather than cost optimization, opportunities in specific growth sectors, and continued improvements in the job market in the second half of the year despite economic challenges. Mobile platforms and social media are also expected to play a larger role in recruitment.
The MSLGROUP paper on "Value and Values: A Winning Business Strategy" discusses the benefits of economic stewardship and ways to develop an environmentally sustainable approach to business.
Every industry presents unique challenges for CIOs to solve through technology. Bharti Airtel's growth through mergers and acquisitions created immense integration challenges to consolidate disparate systems and standardize platforms across circles. Early integration efforts were difficult, but Bharti Airtel is progressing towards its goal of 'One Airtel' - a fully integrated intra-company platform by 2010. Meeting integration challenges fueled by M&As is key to sustaining growth for Bharti Airtel.
Us Bound Acquisition By Indian Companies 2009IVG Partners
Low valuations, bankruptcy auctions, and distress sales characterized more than half of the US-bound acquisitions by Indian companies in 2009. Lower growth projections, lack of bank financing, and decrease in US wages due to the recession drove valuations lower and created significant value buying opportunities for Indian Companies. According to a report released by IMaCS Virtus Global Partners, a New York based advisory and banking firm, there were 75% fewer US-bound transactions from India in 2009 compared to that of the previous year. Most transactions were less than $50 million in size compared to the three billion dollar plus transaction sizes seen the previous year. This reflects how Indian companies adapted to the new economic realities while being still opportunistic about global growth.
One of the key aspects of this year’s transactions involves distress and bankruptcy on the part of the sellers. Examples include S Kumar’s acquisition of Hartmax, Lupin’s acquisition of US rights for Antara, Cosmo’s acquisition of ACCO’s print finishing business, and Piramal’s acquisition of RxElite.
“As the Indian economy continues to grow at a relatively faster rate compared to the US, we will see more distress related acquisitions in the US by Indian companies in 2010” said Anil Kumar, Managing Director of IMaCS Virtus Global Partners. He added “Continued lack of financing, survival pressures and private equity sales has created a unique opportunity for Indian companies to acquire synergistic US companies at a much lower valuation”.
With 8 US-bound acquisitions in 2009, information technology was the most acquisitive industry in India accounting for 53% of the US-bound transactions by volume. Within this industry, engineering design, specialized business process, and enterprise resource planning sub-segments were attractive for acquisitions, given their untapped offshore opportunities and relatively higher margins. While mid-size companies, such as Quest Global, Persistent Systems and KPIT Cummins sought to add new service capabilities through US-bound acquisitions, large-size companies, such as Infosys BPO and Sasken Communication sought to strengthen their current capabilities. ICRA Techno Analytics Limited (ICTEAS) and Rediff sought to acquire customers and enter into new segments.
The Indian pharmaceuticals and healthcare industry sector accounted for over 25% of the transaction volume with four US-bound acquisitions in 2009. This sector has been characterized by special situation and distressed related value buying opportunity.
This document summarizes a presentation on doing business in Japan. It discusses the macroeconomic environment, including challenges like an aging population and shrinking domestic market. It also covers key issues like the tight labor market and inflexible labor laws. Additionally, it provides an overview of trends in areas like HR practices, retirement benefits, and the implications of labor unions. The presentation notes both challenges of the Japanese market but also opportunities, like commitment from employees, if companies adapt effectively to the local business culture. It concludes by advertising future presentations on other Asian markets through Mercer's "Breaking Down Borders" webcast series.
This document provides an overview of SMART Holdings USA's efforts to promote economic development in Vermont through their SMARTvt initiative. It discusses how SMARTvt helped bring an IT innovator, Dan Eyers, from Virginia to Vermont to work for Rose Computer Technology Services. It also summarizes SMARTvt's visit to Ward Lumber Corporation, a sawmill operation in New York, and efforts to maximize the utilization and marketing of lumber and wood byproducts. Additionally, it announces the appointment of Scott Decker as Editor-in-Chief of SMARTvt Magazine to expand the publication's readership and role in economic development.
The document discusses projections for the recruitment industry in India in 2012 according to industry leaders. It provides opinions from several HR directors and executives who predict that 2012 will see a focus on building niche skills rather than cost optimization, opportunities in specific growth sectors, and continued improvements in the job market in the second half of the year despite economic challenges. Mobile platforms and social media are also expected to play a larger role in recruitment.
The MSLGROUP paper on "Value and Values: A Winning Business Strategy" discusses the benefits of economic stewardship and ways to develop an environmentally sustainable approach to business.
Sanchetna - Microfinance India Newsletter March 2009gueste061488
Samridhi has partnered with IDBI Fortis Life Insurance to provide affordable life insurance to Samridhi's clients. IDBI Fortis will offer a new "Microsurance" product at competitive rates, providing benefits to customers and the companies. Samridhi has also been selected for a technical assistance program with the RBS Foundation and MicroSave involving training, workshops, and exposure visits over the next year and a half to help professionalize their operations. The document then discusses challenges to innovation in the Indian microfinance sector including a lack of incentives, competition levels in the market, and barriers faced by smaller organizations.
The document discusses creating a custom clothing startup called DIYA Custom Clothing Pvt. Ltd. It describes how custom clothing is gaining popularity and offers room for long-term growth. It discusses conducting a feasibility analysis, including how the business idea is economically feasible and meets technical and legal requirements. It also discusses obtaining funding, marketing strategies targeting potential customers, examples of successful and failed startups to learn from, and preparing a summary report on the custom clothing business.
Risk management is an important issue that every board should prioritize. Boards need to be aware of various risks companies face, including governance, critical enterprise, business expansion, business management, and emerging risks. It is important for boards to discuss risk management regularly to ensure risks are properly identified and managed. This includes evaluating risk appetite, how risks are incorporated into objectives and procedures, aggregating risk exposures, and assessing risk mitigation strategies. While audit committees often oversee risk management, other board committees should also consider risks in their areas and provide relevant information to help the board understand the full risk profile of the company.
The document discusses the process of conducting a feasibility study for a proposed business project. It explains that a feasibility study assesses whether the project is practical and can succeed given available resources. The goals are to understand all aspects of the project, identify potential problems, and determine if the project is worth undertaking. Key steps in the process include gathering feedback, analyzing market data, writing a business plan, and preparing financial projections. Conducting a feasibility study helps decide whether to move forward with a project and can convince investors that the project is worthwhile.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for classifying enterprises as micro, small, or medium. SMEs make up a large portion of the Indian economy, contributing significantly to GDP, exports, and employment. The government supports SMEs through various schemes to aid financing, infrastructure development, skill development, and more in order to promote their growth and address challenges. SMEs play a vital role in the Indian economy.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantees, infrastructure development, skill development, and cluster development programs.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantee schemes, infrastructure development programs, and skill development initiatives.
Small businesses make up the majority of industrial units in India and contribute significantly to output, exports, employment and local resource utilization. However, they face numerous challenges including lack of access to finance, raw materials, skilled labor, and difficulties with marketing. The government has implemented various policies and programs to support small businesses and address their problems. They remain an important pillar of the Indian economy.
What is ailing the south african plastics manufacturing sectorHendrik Lourens
For manufacturers times are tough. We blame government regulations, workers and unions for demanding too high wages, workers that are unskilled, electricity supply issues and unfair imports. But what if these are not the major cause of the problems we are experiencing. This article looks at how we use our raw materials and proposes that this is our number one cause.
This document discusses firms and their classification, growth, and economics of scale. It begins by classifying firms by industry, sector, ownership, and size. Small firms exist for several reasons like market size, consumer preferences, and flexibility. Firms can grow internally or externally through mergers. Mergers can be horizontal, vertical, or conglomerate, and are often done to achieve rationalization. Economics of scale refer to lower costs from increased production, while diseconomies refer to higher costs. Both internal and external scales can impact firms and industries.
Blade Servers for SMEs - A Growing AdoptionNECIndia
SMEs (small and medium enterprises) are India’s budding stars, the role played by IT tools & applications has proved to be crucial in the growth and expansion of these industries.
Building An AI-Powered Organization To Solve Today’s Business ProblemsBernard Marr
Many organisations have been using technology like artificial intelligence for some time now to transform their businesses, but the current pandemic has created more urgency for companies to automate and innovate.
How To Identify The Best AI Opportunities For Your Business – In 2 Simple Steps Bernard Marr
Artificial Intelligence (AI) is the biggest and most transformative technology trend of our time. Every business, big or small, will have to consider the impact of AI on their organization. Here we look at how you do this in practice.
An excellent report on AI technology, specifically generative AI, the next step after ChatGPT from Epam.
Impact Assessments, Road Charts with fully updated Results and new charts.
CBIZ Quarterly Manufacturing & Distribution “Hot Topics” Newsletter (Sep-Oct ...CBIZ, Inc.
This issue delivers links to key resources, NAM’s Manufacturers’ Q3 Outlook Survey and four articles on key industry topics — 3 Ways Manufacturers Can Bridge Talent Gaps & Improve Product; Is It Time to Consider Group Captive Insurance?; Equal or Equitable – The Family Business Owner’s Dilemma; and Special Purpose Acquisition Companies (aka SPACs) Are Really Hot!
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
The television industry is undergoing major disruption as the TV screen takes on new capabilities. As the TV becomes more connected to the internet and content becomes more personalized and on-demand, control is shifting from media companies to consumers. This will change how content is created, financed, and delivered. It will also increase competition for traditional cable companies from new entrants. In the future, consumers will be able to access vast libraries of interactive content through their TVs and share content more easily. Both media companies and new players will need to adapt to remain relevant in this new environment.
Indian start-ups are going through a hard time, with many of them laying off employees for reasons like conserving cash for day-to-day operations. Since the start of this year, almost 8,000 employees have been laid off from various start-ups, indicating trouble brewing in the near future. Some estimates say that this number will likely increase as the year progresses. Other instances like Paytm’s Paytm mall losing nearly all of its valuation are painful examples of things going south in the Indian start-up scenario. However, to understand the current situation at hand, it is imperative that we start from the beginning with a healthy dose of context.
Breakthrough the traditional way of planing. Read Venture Care’s “Corporate Digest” December, 2017 .
Here are some insights of the magazine :
– What are your company strategies in this new Economy?
– Rewritten Risks and Entrepreneurship
– Valuation: A Modern Art
– Financial Modeling A practical view &
– Starting a Producer Company in India.
The macro business environment in India has several strengths such as high and sustained economic growth rates, increasing foreign direct investment, robust GDP growth, and a credible independent central bank maintaining macroeconomic stability. However, weaknesses include a high fiscal deficit and the threat of government intervention in some states. Opportunities exist in unfulfilled customer needs and new technologies while threats include a growing import bill and population explosion putting pressure on resources.
Is Technology Removing the ‘Care’ from Healthcare?MSL
The document discusses a roundtable report on the implications of the Topol Review for the pharmaceutical industry. The Topol Review explored how to support digital healthcare technologies in the NHS. The roundtable addressed questions about ensuring personal care in a digital environment, bridging digital divides, and benefits of technologies like genomics and AI. Key points discussed included the need for patients to be partners, addressing skills and access issues, and the industry needing to adapt to remain relevant in a changing healthcare system focused on personalized care.
More Related Content
Similar to When The Going Gets Tough, The Tough Get Smart
Sanchetna - Microfinance India Newsletter March 2009gueste061488
Samridhi has partnered with IDBI Fortis Life Insurance to provide affordable life insurance to Samridhi's clients. IDBI Fortis will offer a new "Microsurance" product at competitive rates, providing benefits to customers and the companies. Samridhi has also been selected for a technical assistance program with the RBS Foundation and MicroSave involving training, workshops, and exposure visits over the next year and a half to help professionalize their operations. The document then discusses challenges to innovation in the Indian microfinance sector including a lack of incentives, competition levels in the market, and barriers faced by smaller organizations.
The document discusses creating a custom clothing startup called DIYA Custom Clothing Pvt. Ltd. It describes how custom clothing is gaining popularity and offers room for long-term growth. It discusses conducting a feasibility analysis, including how the business idea is economically feasible and meets technical and legal requirements. It also discusses obtaining funding, marketing strategies targeting potential customers, examples of successful and failed startups to learn from, and preparing a summary report on the custom clothing business.
Risk management is an important issue that every board should prioritize. Boards need to be aware of various risks companies face, including governance, critical enterprise, business expansion, business management, and emerging risks. It is important for boards to discuss risk management regularly to ensure risks are properly identified and managed. This includes evaluating risk appetite, how risks are incorporated into objectives and procedures, aggregating risk exposures, and assessing risk mitigation strategies. While audit committees often oversee risk management, other board committees should also consider risks in their areas and provide relevant information to help the board understand the full risk profile of the company.
The document discusses the process of conducting a feasibility study for a proposed business project. It explains that a feasibility study assesses whether the project is practical and can succeed given available resources. The goals are to understand all aspects of the project, identify potential problems, and determine if the project is worth undertaking. Key steps in the process include gathering feedback, analyzing market data, writing a business plan, and preparing financial projections. Conducting a feasibility study helps decide whether to move forward with a project and can convince investors that the project is worthwhile.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for classifying enterprises as micro, small, or medium. SMEs make up a large portion of the Indian economy, contributing significantly to GDP, exports, and employment. The government supports SMEs through various schemes to aid financing, infrastructure development, skill development, and more in order to promote their growth and address challenges. SMEs play a vital role in the Indian economy.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantees, infrastructure development, skill development, and cluster development programs.
The document discusses Small and Medium Enterprises (SMEs) in India. It defines SMEs and provides investment thresholds for micro, small, and medium enterprises in the manufacturing and services sectors. It outlines the importance of SMEs for employment, exports, and regional development in India. It also discusses various schemes and support provided by the Government of India to promote SME growth, including credit guarantee schemes, infrastructure development programs, and skill development initiatives.
Small businesses make up the majority of industrial units in India and contribute significantly to output, exports, employment and local resource utilization. However, they face numerous challenges including lack of access to finance, raw materials, skilled labor, and difficulties with marketing. The government has implemented various policies and programs to support small businesses and address their problems. They remain an important pillar of the Indian economy.
What is ailing the south african plastics manufacturing sectorHendrik Lourens
For manufacturers times are tough. We blame government regulations, workers and unions for demanding too high wages, workers that are unskilled, electricity supply issues and unfair imports. But what if these are not the major cause of the problems we are experiencing. This article looks at how we use our raw materials and proposes that this is our number one cause.
This document discusses firms and their classification, growth, and economics of scale. It begins by classifying firms by industry, sector, ownership, and size. Small firms exist for several reasons like market size, consumer preferences, and flexibility. Firms can grow internally or externally through mergers. Mergers can be horizontal, vertical, or conglomerate, and are often done to achieve rationalization. Economics of scale refer to lower costs from increased production, while diseconomies refer to higher costs. Both internal and external scales can impact firms and industries.
Blade Servers for SMEs - A Growing AdoptionNECIndia
SMEs (small and medium enterprises) are India’s budding stars, the role played by IT tools & applications has proved to be crucial in the growth and expansion of these industries.
Building An AI-Powered Organization To Solve Today’s Business ProblemsBernard Marr
Many organisations have been using technology like artificial intelligence for some time now to transform their businesses, but the current pandemic has created more urgency for companies to automate and innovate.
How To Identify The Best AI Opportunities For Your Business – In 2 Simple Steps Bernard Marr
Artificial Intelligence (AI) is the biggest and most transformative technology trend of our time. Every business, big or small, will have to consider the impact of AI on their organization. Here we look at how you do this in practice.
An excellent report on AI technology, specifically generative AI, the next step after ChatGPT from Epam.
Impact Assessments, Road Charts with fully updated Results and new charts.
CBIZ Quarterly Manufacturing & Distribution “Hot Topics” Newsletter (Sep-Oct ...CBIZ, Inc.
This issue delivers links to key resources, NAM’s Manufacturers’ Q3 Outlook Survey and four articles on key industry topics — 3 Ways Manufacturers Can Bridge Talent Gaps & Improve Product; Is It Time to Consider Group Captive Insurance?; Equal or Equitable – The Family Business Owner’s Dilemma; and Special Purpose Acquisition Companies (aka SPACs) Are Really Hot!
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
The television industry is undergoing major disruption as the TV screen takes on new capabilities. As the TV becomes more connected to the internet and content becomes more personalized and on-demand, control is shifting from media companies to consumers. This will change how content is created, financed, and delivered. It will also increase competition for traditional cable companies from new entrants. In the future, consumers will be able to access vast libraries of interactive content through their TVs and share content more easily. Both media companies and new players will need to adapt to remain relevant in this new environment.
Indian start-ups are going through a hard time, with many of them laying off employees for reasons like conserving cash for day-to-day operations. Since the start of this year, almost 8,000 employees have been laid off from various start-ups, indicating trouble brewing in the near future. Some estimates say that this number will likely increase as the year progresses. Other instances like Paytm’s Paytm mall losing nearly all of its valuation are painful examples of things going south in the Indian start-up scenario. However, to understand the current situation at hand, it is imperative that we start from the beginning with a healthy dose of context.
Breakthrough the traditional way of planing. Read Venture Care’s “Corporate Digest” December, 2017 .
Here are some insights of the magazine :
– What are your company strategies in this new Economy?
– Rewritten Risks and Entrepreneurship
– Valuation: A Modern Art
– Financial Modeling A practical view &
– Starting a Producer Company in India.
The macro business environment in India has several strengths such as high and sustained economic growth rates, increasing foreign direct investment, robust GDP growth, and a credible independent central bank maintaining macroeconomic stability. However, weaknesses include a high fiscal deficit and the threat of government intervention in some states. Opportunities exist in unfulfilled customer needs and new technologies while threats include a growing import bill and population explosion putting pressure on resources.
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The document discusses a roundtable report on the implications of the Topol Review for the pharmaceutical industry. The Topol Review explored how to support digital healthcare technologies in the NHS. The roundtable addressed questions about ensuring personal care in a digital environment, bridging digital divides, and benefits of technologies like genomics and AI. Key points discussed included the need for patients to be partners, addressing skills and access issues, and the industry needing to adapt to remain relevant in a changing healthcare system focused on personalized care.
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For more information write to Joshua Gardner, Vice President & North American Lead, Global Energy Practice, MSL | joshua.gardner@mslgroup.com
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Our current consumption patterns are stretched to breaking point. Few would argue the need to fix our systems. It’s how to manage an economically viable and just transition that is making heads ache.
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The food market will experience rapid evolution in 2018, according to sector experts at MSL. A broad array of technological innovations will make it easier to acquire and consume foods and beverages tailored to our specific food needs, speeds and philosophies.
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SDG Signals - SBTribe Research by Salterbaxter MSLMSL
It’s been two years since the launch of the SDGs and the UN’s recent progress report highlights that support is uneven and needs to accelerate. New data sources, including
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SDG Signals uncovers new insights about SDG communications online and which areas, people and brands are cutting through. We explore the overall SDG online conversation, providing clear opportunities for differentiation, with initial comparisons from the Technology and Food & Beverage sectors. Future editions will put the spotlight on other specific sectors and issue areas.
A joint initiative conducted by MSL and SPARK Neuro gives PR pros true cause for excitement. What was once only subjective – how much people are engaged with content and their emotional experience with it – can now be directly quantified by reading brain activity and other neurological responses.
For more information about Conversation2Commerce, email Erin.Lanuti@mslgroup.com or visit www.publicisC2C.com.
In PR2020, experts give us their perspective on what’s coming next in terms of tech disruptions, and how they believe this will impact the work we do. We explore influence, data, human science and machines, and our relation to them as communications professionals, business owners, governments, and human beings.
Write to us to start a conversation on how we can help you distill actionable insights and foresights from conversations and communities.
For more information contact Pascal Beucler, SVP & Chief Strategy Officer, Global, MSL (pascal.beucler@mslgroup.com) and Melanie Joe, Consultant – Research & Insights, MSL (melanie.joe@mslgroup.com)
[Salterbaxter Directions] Human Rights - The Time is NowMSL
Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
News in the Times of Digital - Indian Media TrendsMSL
The way India consumes news is changing in this digital age. 20:20 MSL's media trends infographic assesses Print v/s Online media consumption and how communications professionals can choose the right media mix through a structured approach.
Connect with our insights experts or share your feedback with us on Twitter @2020MSL and @msl_group.
To supplement Qorvis MSLGROUP's Guide to the Trump Administration, we have created a set of appendencies highlighting expected cabinet and staff appointments as of 12/1/2016.
Governing a Divided Nation - Insights about the 2016 U.S. Presidential ElectionMSL
Public affairs and policy experts from Qorvis MSLGROUP have compiled an extensive election coverage and analysis of how the new U.S. President and Congress will move forward after one of the most bitter campaigns in American history.
For more updates, follow @qorvis or reach out to us on Twitter @msl_group.
Each year, Directions takes an in-depth look at an area of sustainability and communications. This time, we’re delving into the quite sizeable gap that still exists between business and society. It’s not the void that interests us so much as the question of how it can be shrunk.
How do we move from just minding the gap to actually mending the gap?
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
This document provides an overview of key people in Donald Trump's administration, including family members and advisors. It outlines biographies of Melania Trump, Ivanka Trump, Jared Kushner, Donald Trump Jr., Eric Trump, and Tiffany Trump. It also profiles powerful advisors and supporters such as Mike Pence, Reince Priebus, Steve Bannon, Newt Gingrich, Rudy Giuliani, Jeff Sessions, and Mike Huckabee. The document groups the individuals and provides affiliations for each to help understand the relationships that may influence the Trump administration.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
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4. Lean Startup Methodology
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13. The Double Diamond
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15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdf
When The Going Gets Tough, The Tough Get Smart
1. When the going gets tough,
the tough get smart
Tough times needn’t always be bad for
your business. Have you spotted the
opportunity in the downturn?
photo from Alaivani on Flickr
Executive Report
September 2011
2. How to downturn-proof your
business
Soaring fiscal deficits and unmanageable
debt make for an economic Molotov
cocktail. That’s precisely why the dreaded
‘R’ word has gone from being mentioned in
hushed tones to loud laments.
The US may have staved off debt
apocalypse, but is it in for a double-dip
recession? More importantly, what lies in
store for India? After all, it’s a truism that
when the US sneezes the world catches a
cold. So, at a time when it seems as if the
US is about to catch pneumonia, the world
can hardly be blamed for shivering away.
photo from sean dreilinger on Flickr
India, which is still growing at 7%, isn’t
looking at a gloom-and-doom scenario but
its boat has been rocked. This is apparent in
the stock market volatility and the cautious
hiring approach that India Inc has adopted.
How would a further downturn in the US
or global economy impact India? And what
should we do to guard against it and ensure
our growth is not impaired?
3. Is India exposed to another but things could get rough anyway. Don’t
forget, the US accounts for 30% of the
global downturn?
world’s GDP.
» Several Indian companies have major
_______________________________________________
outsourcing deals in the US. India’s
exports to the US have also grown
substantially over the years. These
What about India’s job market?
companies would be affected.
» The service industry – BPOs, KPOs, IT,
» If there is a recession, the Indian
ITeS – will be worst hit. Services account
economy could lose 1-2% of GDP
for 52% of India’s GDP growth.
growth.
» Indian companies that deal with the
US could see profit margins shrinking.
IT and IT-enabled services, textiles,
jewellery, handicrafts and leather
industries would face heavy losses.
» The IT sector will be the worst hit as 75%
3 of its revenues come from the US.
photo from vlima.com on Flickr
» There may not be as much of a
threat to skilled people. According to
NASSCOM (National Association of
Software & Service Companies), India
photo from artemuestra on Flickr
has a shortage of about 5 million skilled
people in IT/ITeS. So, there might even
be opportunities.
» The BPO and automotive components
sectors will be hit as US companies cut _______________________________________________
spending.
» Manufacturing and financial institutions What Indian firms should do
would be somewhat vulnerable.
» If the rupee strengthens, exporters » Change your business strategy. Some
would get hit. This may, however, mean IT and BPO firms have started looking
that more foreign money would come to at other markets such as Europe and
Indian markets as markets abroad tank. China, and even the domestic market, to
Some corporations may suffer due to spread risk and reduce the impact of the
volatility in foreign exchange rates. rising rupee. Infosys, for instance, set up
» Domestic and Asian demand would an India-centric team a few years ago.
partly counter the drop in US demand,
4. » Diversify export markets, improve What will work for you?
internal efficiencies to maintain cost
competitiveness, move your product Here are a few best practices that experts
portfolio up the value chain. recommend to help your business navigate a
» Continue investing, but smartly, so that downturn.
you are ahead of the competition when
the US economy recovers. Customer focus
Customers are the reason you are in business.
» You’ll have to spend more on
developing markets and supply chains in
alternative hunting grounds like Asia and
Europe.
» Are you export-dependent? Re-focus on
local demand and income from non-
dollar economies. Europe, West Asia
and Africa could offer viable short-term
alternatives. In West Africa, for instance,
goods at departmental stores are sold photo from David on Flickr
at 5 times the Indian price. Indian goods
4
are not exported to several countries Make him/her the centre of your universe;
in West Africa. This could be a great let every decision be based on some simple
opportunity. questions: How does it affect my customer?
Would it make his/her life better?
These simple yardsticks would help you take
meaningful decisions. It might also help to
talk to customers to understand how you could
help them during tough times.
IT major Satyam helped clients transform
their businesses during the last downturn
by forming innovation ecosystems. Satyam
seeded its ecosystem from the inside-out, by
photo from mskogly on Flickr unleashing the entrepreneurial talent of its
50,000 employees.
» Don’t be afraid to renegotiate and fix
appropriate (read: lower) prices for your Satyam’s ‘intrapreneurship’ was part of a larger
services. corporate experiment to empower its business
units and support functions to operate as
» You’ll find markets within India, but be
independent enterprises. At one stage, Satyam
prepared for smaller deal sizes. boasted of a loosely-coupled federation of
2,000 intrapreneurs – ranging from alliance
_______________________________________________ managers to client engagement teams to HR
execs. These intrapreneurs were trained to
facilitate innovation and adopt best practices
from other business units within Satyam as
5. well as from outside. They were also trained to
drive process innovation, in addition to creating
new products and services.
Having done this, Satyam engaged its
customers into its innovation ecosystem to
drive value co-creation.
80/20 Rule
First, focus on your core business; remain photo from timojazz on Flickr
focused on the products and services that are
making you the most money. This is where After the last downturn, Indian IT firms such
the 80/20 principle has to be strictly applied; as Wipro set up dedicated business units
80% of your income comes from 20% of your to penetrate emerging Indian and Middle
customers. Similarly, 80% of your wastage Eastern markets. Others like Infosys tried to
comes from 20% of your products. lessen their exposure to the financial services
sector by foraying into other sectors, such as
Focus on your customers first and waste manufacturing.
second. Identify the 80% and 20% factors so
that you can plan your cost-cutting strategy. Keep investing, focus on your forte
5 Remember, the downturn will end some day.
A bird in hand… When it does, will your business be more
Your existing customer provides an opportunity competitive or less? The most successful
to sell more without incurring the cost of companies never stop funding their most
finding a new customer. Offer discounts, critical competencies such as product
something more or different than the innovation, customer service, etc.
competition. This helps in maintaining loyalty
and prevents competitors from wresting away
your customers.
Use the downturn to your advantage
Lasting relationships are built in tough times;
the downturn is a good time to strengthen
bonds with customers. Help them in difficult
times, and they will show their appreciation
once the good times return.
Reset priorities
When a company’s world view changes,
everything else does too. And it can be
traumatic. In good times, the priorities may be
getting into new markets, hiring enough and
growing earnings. Suddenly changing direction Also, diversification is not just about adding
may seem drastic, but do what needs to be new products/services. The key is to drop the
done. extras and focus on what you do best.
6. Invest in talent example, increased employee incentives based
Your employees can make or break your on sales by 30% during the last downturn.
business. For virtually all companies, a critical
part of the core is the continuous development Communicate like crazy
of employees. Yet, it’s remarkable how many In bad times, all of a company’s constituencies
businesses cut training and development in a are nervous: employees are worried that
downturn. By training your best employees, you they’ll be fired, suppliers fear they won’t be
make them more effective. This will go a long paid, customers are concerned that quality
way in retaining the best once the downturn will decline and investors wonder if the stock
ends. will tank. Your silence only makes them worry
more.
But re-evaluate people too!
Most employees look like excellent performers
in a booming economy. Now is when you
identify the impostors. If you need to lay
people off, choose wisely.
6
photo from P Shanks on Flickr
Make marketing expenditure work
Every company has customers that cost more
than they add to the bottomline. Identify them,
photo from aflcio on Flickr evaluate how to make them profitable, and if
that’s not possible, politely hand them over to
If salaries or bonuses need to get slashed, your competition.
you may be tempted to reduce them equally
across the board to show that we’re all in this Make sure you’re not spending money selling
together. But think of what this tells your best to folks who aren’t buying. You could do better
performers; they’ll feel they’re being punished than running ads on MySpace when your target
rather than rewarded for their great work. demographic is 34-50 year olds.
Instead of spreading the pain, reward your best New problems, new solutions
workers even during a downturn. Then scout for Customers need change with the business
competitors that are sharing the misery equally climate changes. That might open new doors
and approach their best performers. for you. For instance, in the days following the
dot-com bust of 2001, the founders of online
One way to increase efficiency and cut costs auction site Baazee.com started a reverse
is to link performance to pay. You could offer auction business and took on consulting
chunkier employee stock options in lieu of pay projects for companies that yielded a few
hikes or increase the portion of variable pay million dollars. In 2004, founders Suvir Sujan
based on, say, sales. Bangalore-based mobile and Avnish Bajaj sold the company to eBay for
advertising company, Gingersoft Media, for $50 million.
7. Don’t rush to cut prices Push and pull
Sure, everyone likes to pay less, especially Push marketing consists of direct mail, email
when times are bad. But the dangers of price marketing, etc. Pull marketing is pulling
slashing are greater than you may realise. A visitors in from directories, search engine
McKinsey study found that a price cut of 5% listings and paid advertising. By finding a media
would have to generate increased sales of 19% partner that already has your target audience
in order to pay for itself. That almost never captive, you can piggyback on their success by
happens. Holding prices steady may cause advertising with them.
sales to decline a bit, but it may still be the
wiser course to take.
What you could do is list key operational
expenses and find ways to minimise them.
Retail apparel chain The Loot (India) Pvt
Ltd listed out its top 10 expenses, which
7
photo from Craig Murphy on Flickr
include manpower, rentals, taxes, advertising,
stationery, printing, maintenance and logistics.
“We encourage employees to avoid paper
wastage while printing by giving out a set
number of papers to each department,”
founder Jay Gupta was quoted as saying.
Stay committed to your brand
In an attempt to generate short-term sales,
marketing budgets are often diverted away
from long-term brand building activities. Retain
a portion of the budget for long-term brand
building. If not, once the problems pass, you
may find yourself with an irrelevant brand
abandoned by core customers.
8. FAQs
What is a recession? • In 1937, the US economy unexpectedly
• Negative GDP growth for two or fell, lasting through most of 1938.
more consecutive quarters is called a Production declined sharply, as did
recession. As such, even though GDP profits and employment.
growth slowed, India is not experiencing • The US saw a recession during 1982-83
a recession and continues to grow at due to a tight monetary policy to control
roughly 7%. inflation and sharp correction to the
What causes a recession? overproduction of the previous decade.
• All economies slow as part of the • Black Monday followed in October 1987,
normal economic cycle. Typically, an when a stock market collapse saw the
economy expands for 6-10 years and Dow Jones Industrial Average plunge by
then slows for six months to 2 years. 22.6% affecting millions.
• A recession normally occurs when • The early 1990s saw a collapse of junk
consumers lose confidence in the bonds and a financial crisis.
8 economy and spend less. This leads • The US suffered one of its biggest
to a decreased demand for goods recessions in 2001, ending 10 years of
and services, which in turn leads to a growth, the longest expansion on record.
decrease in production, lay-offs and a The dot-com bust hit the US economy
sharp rise in unemployment. and many developing countries. The
• Investors spend less as they fear stock economy also suffered after the 9/11
values will fall. attacks.
How does it affect stock markets? Have any Indian companies bucked the
• The economy and the stock markets are trend during a US recession?
closely related. Stock markets reflect • TCS, Infosy, Wipro, HCL and Cognizant
the economy’s buoyancy. In bad times, were listed in a Forrester Research report
they reflect its listless nature. said that these IT companies actually
showed signs of profitability during the
What turbulence has the US economy 2008-09 turbulence. Other sectors that
faced in the past? showed positive signs of growth in that
• The US has suffered 10 recessions since period were food and food processing,
World War 2. cell phones, railways, PSU banks,
• The Great Depression was a slowdown education, healthcare, luxury goods and
from 1930 to 1939. It was a time of high mergers and acquisitions.
unemployment, low profits, low prices
and high poverty. This affected global
markets too.
9. For over 20 years, MSLGROUP Asia has counseled staff reaches an additional 125 Indian cities and a
global, regional and local clients, helping them to strong affiliate network of independent agencies
establish, protect and expand their businesses in across the region adds another 23 Asian cities
Asia. to our reach. In the past two years, MSLGROUP
Asia has been recognized with more than 35
The largest PR and social media network in both awards, including MSL Japan’s 2009 ‘PR Lion’ in
Greater China and India, MSLGROUP Asia is the Travel and Tourism category at the Cannes
headquartered in China and includes 30 owned Lions International Festival of Creativity and ‘PR
offices and 1250 staff across Shanghai, Beijing, Consultancy of the Year’ for Hanmer MSL India,
Guangzhou, Chengdu, Hong Kong, Taipei, Tokyo, 20:20 MSL India, Eastwei MSL China, and ICL MSL
Seoul, Singapore, Kuala Lumpur, Mumbai, Taiwan from both international and local industry
Delhi, Ahmedabad, Pune, Bangalore, Chennai, groups.
Hyderabad and Kolkata. A satellite network of
INDIA
MSLGROUP India is the nation’s largest PR and With a proven track record of servicing
Social Media network. Made up of three agencies, multinational and Indian corporations since 1989
Hanmer MSL, 20:20 MSL and 2020Social, and 40 senior counselors with 15 or more years of
MSLGROUP India combined includes 16 offices, communications experience each, clients, staff
575 staff and an activation network reaching an and business partners benefit from the depth and
additional 125 Indian cities. breadth of insight and experience within its teams.
HANMER MSL is one of India’s largest multi- offices in Mumbai, Delhi, Bangalore, Chennai,
discipline communications firms and a leader in Kolkata, Ahmedabad, Hyderabad and Pune,
the area of speciality communications services as well as the reach of the MSLGROUP and
including financial communications, social Publicis Groupe international network, HANMER
media, crisis and issues management, corporate MSL works with more than 150 leading Indian
reputation, strategic public relations, events brands and multinationals to deliver world-class
and activation and creative services. Through its communications.
powerful network of more than 400 staff across
www.mslgroup.com
www.mslgroupasia.com
www.hanmermsl.com
Contact
jaideep.shergill@hanmermsl.com
jaideep.shergill@mslgroup.com