A PROJECT REPORT ON “Role of FDI & FII in Indian Economic Growth” SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUADTE DIPLOMA IN MANGEMENT (Approved by AICTE‚ Govt. of India) (Equivalent to MBA) ACADEMIC SESSION 2008 – 2010 [pic] Under the guidance of : Submitted By: Dr. Tapan Kumar Nayak Gagan (61) Associate professor
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by The McGraw-Hill Companies‚ Inc. All rights reserved. Chapter 6 Licensing‚ Strategic Alliances‚ FDI Outline The non-exporting modes of entry The Licensing Options‚ including Franchising Strategic Alliances‚ including Joint Ventures. FDI and Wholly Owned Subsidiaries Marketing Strategy and Optimal Entry Mode Foreign Expansion and Cultural Distance Waterfall and Sprinkler Strategies Takeaways 6-3 Non-exporting modes of entry Three main non-exporting modes of entry Licensing (including
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Company and PepsiCo‚ Inc.Instructions: Go to the book’s companion website and use the information found there to answer the following questions related to The Coca-Cola Company and PepsiCo‚ Inc. (a) What were the cash and cash equivalents reported by Coca-Cola and PepsiCo at the end of 2009? What does each company classify as cash equivalents? Answer: On April 9‚ 2009‚ Coca-Cola Company reported cash and cash equivalent to be $6‚816‚000‚000 and on December 26‚ 2009‚ PepsiCo reported cash
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Diversification Strategies Let’s explain diversification of a company first; I myself thought it meant something totally different. A diversified company is a company that has multiple unrelated businesses. Those different businesses require separate management teams‚ have different customers‚ and produce different products or sell different services. One of the advantages of being a diversified company is that can create a separation from issues of one of the other businesses. Companies can
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Financial Management - PepsiCo vs. Coca-Cola Sharrone L. Caldwell Business Enterprise 508 Strayer University – Online Campus Dr. Victor H.P. Villarreal‚ Ph.D. March 7‚ 2011 Abstract This paper will focus on a possible option that Marathon could take to reduce the time involved in the production process. There will be a discussion on the relationship between the retail price of gasoline and the price of crude oil. Another discussion will explain
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Strategic Resource Management Activity 1: Human Resource Management (HRM) ------------ the role of HRM in supporting business strategy and shows how to develop human resources in organisations.( PepsiCo Inc. ) ∆ The role of HRM in supporting business strategy : Human resource management practices and functions have gained more strategic role in today’s competitive organizations. Traditional personnel management and human resources management activities are not enough to compete in the challenging
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to empirically analyze this theoretical perspective and analyze the impact of FDI on Bangladesh’s economic growth and income inequality. Using time series data of FDI‚ GDP and other relevant variables‚ it was found that FDI inflow into Bangladesh did not show any direct significant impact on economic growth; however‚ it had a negative impact on income inequality‚ though this impact was found to be small. Key words: FDI ‚ economic growth‚ income inequality‚ Bangladesh. Table of Contents Acknowledgements…………………………………………………………………………2
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direct investment (FDI) determinants in Tanzania. Despite of the several efforts ‚ such as the far-reaching reforms in the economy‚ done by Tanzania to increase FDI inflows in the country‚ the results are far from satisfactory. The author argues that the unsatisfactory FDI inflows into Tanzania is caused by‚ inter alia the inadequacy of FDI determinants in the country. The main conclusion is that Tanzania lacks the adequate FDI determinants that would attract a substantial FDI inflows into the
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SYNOPSIS FDI IN HEALTHCARE RETAIL AND ITS IMPACT ON EMPLOYMENT IN INDIA Research Scholar: N.Chandrasekhar CONTENTS Topic Page Introduction 2 Objectives 10 Methodology 11 Review of Literature
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PepsiCo Inc – Background analysis using Porters five forces Introduction PepsiCo Inc (NYSE:PEP) is the second largest food and beverage (F&B) company globally‚ with revenues of US$58bn in 2010 trailing only Nestle of Switzerland. About half of PEP’s revenues are generated from its beverage business‚ with the balance primarily from snack foods. In this report‚ we review PEP’s history‚ global footprint‚ key strategies and business drivers then evaluate its two core divisions’ competitive positions
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