introduction Amul formed in 1946‚ is a dairy cooperative in India. It is a brand name managed by an apex cooperative organisation‚ Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF)‚ which today is jointly owned by some 2.8 million milk producers in Gujarat‚ India[2]. AMUL is based in Anand‚ Gujarat and has been an example of a co-operative organization’s success in the long term. It is one of the best examples of co-operative achievement in the developing economy. he Amul Pattern has
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What is a smart city? • A smart city has been defined as a ‘knowledge’‚ ‘digital’‚ ‘cyber’ or ‘eco’ city; representing a concept open to a variety of interpretations‚ depending on the goals set out by a smart city’s planners. We might refer to a smart city as an improvement on today’s city both functionally and structurally‚ using information and communication technology (ICT) as an infrastructure. • A city well performing in a forward-looking way in [economy‚ people‚ governance‚ mobility
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Gas Distribution India Research C G D Coming out of the Woods...!!! Analyst: Priyank Chandra Tel : +9122 4096 9737 E-mail: priyank@dolatcapital.com January 04‚ 2013 DOLAT CAPITAL Index Executive Summary Regulatory Development Gujarat Gas Company Indraprastha Gas CGD Sector 3 5 9 19 29 January 04‚ 2013 2 DOLAT CAPITAL Executive Summary City gas distribution (CGD)‚ one of the rising sectors in the India energy pie‚ had seen an action packed CY12. In particular‚ the regulatory
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such horrors as the anti-Muslim ethnic cleansing in Bosnia and Kosovo‚ and last year’s officially inspired pogrom in India’s Gujarat state. To these tragedies the OIC’s response has been conspicuous by its absence. c. In the case of Gujarat‚ several European diplomats visited the riot-hit areas‚ and their governments later released reports highly critical of the Gujarat government. As against this‚ not a single Muslim diplomat
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These riots included the two phased riots that took place in Mumbai. Even the Mumbai bomb blasts of 1993 can be indirectly related to the demolition of the Masjid. Apart from the riots that took place immediately across the country‚ even the Godhra‚ Gujarat riots of 2002 can be related to this incident.
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with ARCL Organics Limited (an unlisted Company) | 500006 | Alpha Drug India Ltd. | Amalgamation with Punjab Chemicals & Crop Protection Ltd. | 532201 | Ambuja Cement Eastern Ltd. | Amalgamation with Gujarat Ambuja Cement Ltd. | 500122 | Ambuja Cement Rajasthan Ltd. | Amalgamation with Gujarat Ambuja Cement Ltd. | 511587 | Ambuja Shipyard & Software Ltd. | Amalgamation with Galaxy Appliances Ltd. | 531534 | American Remedies Ltd. | Amalgamation with Dr. Reddy’s Laboratories Ltd. | 521103
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CURRICULUM VITAE KAUSHAL RAJESHBHAI GAJJAR B\15 Ramakrishna society‚ Nr. Aavkar hall‚ Maninagar‚ Ahmedabad-380008 (GUJARAT) Mobile: 09978542120 E-mail: kaushal2120@yahoo.in CAREER OBJECTIVE Seeking a position to utilize my skills and abilities in the Automation Industry that offers professional growth while being resourceful‚ innovative and flexible. AREA OF INTEREST * Project Management * Application Engineer * Sales & Marketing ACADEMIC
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educated Hindu middle classes professionals‚ small businessmen and white collar workers. In Gujarat‚ Maharashtra‚ Delhi and Rajasthan BJP is the ruling party with charismatic leaders like Suresh Meheta‚ Gopinath Mundle‚ Mandas Lai Khurana and Bhairon Singh shekhawat. But BJP’s most impressive performance was in Karnataka‚ U.P. and Gujarat in 1991 election. In all these states the BJP vote went up by over 20%. Gujarat represents the BJP’s most spectacular showing. Electoral Performance: In 1967‚ the party
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PEST AnaLysis Of the FMCG Sector Political Tax Structure : Complicated tax structure‚ high indirect tax‚ lack of uniformity‚high octroi& entry tax and changing tax policies. Infrastructure Issues: Performance of FMCG is very much depended on governmentspending on Agricultural Infrastructure‚ Power‚ and Transportation Infrastructure. Regulatory Constraints: Requirement for multiplicity of permits and licenses forvarious states‚ prevailing outdated labor laws‚ Cumbersome and lengthy exportprocedures
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Board of Directors Mr. Kumar Mangalam Birla Chairman‚ Aditya Birla Group Mr. Kumar Mangalam Birla is the Chairman of the US$40 billion multinational Aditya Birla Group. Mr. Birla took over as Chairman of the Group in 1995‚ at the age of 28‚ after the untimely demise of his father. As Chairman‚ Mr. Birla has taken the Aditya Birla Group to an altogether higher growth trajectory. In the 17 years that he has been at the helm of the Group‚ he has accelerated growth‚ built a meritocracy and enhanced
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