What is Market Structure Analysis? ...........................................1 1.2 What is Steel? .............................................................................1 1.3 History of Steel ...........................................................................2 1.4 Early Market Structure of the Steel Industry ..............................2 1.5 Current Market Structure of the Steel Industry ...........................4 II. What caused the change? .........................
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HRM 2012-14 FINANCIAL RATIO ANALYSIS OF SAIL FOR THE FINANCIAL YEARS 2006 2012 MALVIKA VARMA ( H12025 ) SIDDHANT MATHUR ( H12051 ) HRM A [STEEL AUTHORITY OF INDIA LIMITED] A project done as a part of the course curriculum (AFM) under the guidance of Prof. Prantik Ray FINANCIAL RATIO ANALYSIS Table of contents 1. Introduction……………………………………………………………………………………………………3 2. Sail’s ratios i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. 3) Comparison i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. for
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tractor space 4 Why did they go in for Ssangyong 4 Technology benefits which Ssangyong possesses 4 Mahindra’s experience of the acquisition 5 How Mahindra handled the situation 5 Successes of the acquisition 5 PART II 7 TATA MOTORS 7 Brief history of Tata Motors 7 Why did they go in for JLR deal? 8 But Why Acquisitions? 8 Technology benefits which JLR possess 9 Tata’s experience of the acquisition 9 Successes of the acquisition 10 PART III 10 Further Plans 11 Prescriptive
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Contents EXECUTIVE SUMMARY 6 TARGET COSTING 7 TATA NANO – THE INTRODUCTION 9 A BREAK THROUGH CAR 11 COST CUTTING FEATURES 12 TARGET PRICING THE NANO 13 Product Features 13 Dimension 13 Engine specifications for Tata Nano 14 Safety features for Tata Nano – The 1 Lakh car 14 How green is Tata Nano? 14 IDEA GENERATION OF NANO 14 THE COST – THE TARGET 16 THE COST REDUCTION PARADIGM 17 Value Engineering Alternatives: 17 Now the question was‚ “how much to produce” 17 PRODUCT DEVELOPMENT 18 The Final verdict:
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Research Brief for Tata Nano In the light of the current issues plaguing the company especially the low sales volume numbers recorded in the recent past‚ most notably in the month of December‚ the potential research areas and corresponding questions that must be addressed through a detailed market research are as follows: * Facts regarding the market segment (% of customers) based on income (upper/ middle class)‚ demographics and ethno graphics who would buy a Nano. * Identification and
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Market-Entry Report Addressed to Tata Motors & Partners Business Communication Table of contents Page | | Introduction | | SWOT-Analysis * Strengths * Weaknesses * Threats * Opportunities | | Marketing strategy | | Conclusion & Recommendations | | Bibliography | | Introduction Tata Nano has invented a car that has a couple of strong competitive advantages. The most important advantage is that the car is relatively cheap and therefore affordable
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IRON AND STEEL INDUSTRY Submitted by Vivek Agarwal Roll No-68 | | TABLE OF CONTENTS 1. ACKNOWLEDGEMENT 3 2. ABSTRACT 7 3. INTRODUCTION
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FACTSHEET Steel‚ aluminium and the carbon targets 2010—2050 The structure of the steel industry The steel industry consists of a large number of producers with an international reach. In 2007‚ 1.34 bn t of steel were produced which‚ together with iron‚ accounted for 65% of the $1‚594 billion global metals and mining market. Iron Ore Mining Industry Coke Direct Reduced Iron Pig Iron Project finance‚ brokers‚ traders & exchanges Steel Industry Secondary
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PROJECT REPORT [Revamping Of Recruitment Center of TATA Motors] June-July 2010 TATA MOTORS Lucknow plant DECLARATION I‚ Ms. Shambhavi Singh student of MBA III Semester‚‚ Hindustan Institute of Management & Computer Studies Mathura‚ hereby solemnly declare that the Summer Training Project Report titled “REVAMPING OF RECRUITMENT CENTER OF TATA MOTORS” is my own original work and has not been submitted to any other University or institute for the award of any
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Pitfalls 1. Miss-specification: Rich-Con did not hire external consultant to help with their implementation process instead they completely relied on the vendors. The vendor did not have a standard implementation methodology and did not ask question to learn about Rich-Con’s as-is process. There was no CIO to overlook the implementation process. Marty Sawyer continued to operate as CIO and president often relying on new hires to guide vendors. 2. Lack of adoption: Rich-Con did not implement
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