Executive summery Organization Background | 3 | HR Practices of Unilever | 4 | Major HR Functions | 5 | * Recruitment and selection | 5 | * Training and development | 5 | * Payroll and settlement | 6 | * General service | 6 | * Human Resource Information System | 8 | Identified Problem | 9 | * Lack of recreation | 9 | * Low number of HR executive | 9 | * Lack of synergy | 9 | * High turnover | 10 | * No payment for the intern | 10 |
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reference list‚ correct citations and appropriate texts. Language‚ comprehension and clarity‚ structure of essay (flow‚ sensible layout with introduction‚ conclusion and transitions) A well written essay! Considerable exploration of the situation in Nepal in comparison with the UK. Good use of statistics too. Payment system issues are highlighted with a good set of recommendations. CSFs seem valid although might have expected to see a few more (see comments). A sensible strategy is provided. The only
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of us. By questioning assumptions during every point of the product or service development process‚ we can entertain new ideas and possibilities. Mattimore tells the story of his colleague Gary Fraser‚ who took over the oral care business unit at Unilever‚ and had to take on two much larger‚ deeply entrenched competitors in the toothpaste market‚ Colgate and Crest. He couldn’t compete with them head-to-head from a product standpoint‚ and couldn’t
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INDEX SR NO PARTICULARS PAGE NO 1 INTRODUCTION 3 2 HISTORY 5 3 PRODUCTS & SERVICES 9 4 CORPORATE STRATEGY 13 5 MARKET STRATEGY 14 6 FINANCIAL ASPECTS 7 CSR 15 7 AWARDS 18 INTRODUCTION Type Public (BSE:ITC) Founded 24 August 1910Radha Bazaar Lane‚ Kolkata‚ India Headquarters Kolkata‚ India Key people Yogesh Chander Deveshwar (Chairman) K. Vaidyanath (Director)‚
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are operating in India have business models that are tailor-made to local markets and customs. After the economic liberalization of 1991‚ many MNCs have entered India. Today‚ global companies having subsidiaries in India include Unilever‚ Nestle‚ BATA‚ Colgate Palmolive‚ Procter & Gamble‚ General Electric‚ General Motors‚ Ford‚ Pepsi and Coca-Cola. Historically‚ the main reason for the entry of MNCs into India was to jump the tariff wall. High import duties ruled out the option
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cosmetics and other perfumes. However‚ only seven firms control 95 % of the market share. These firms are Unilever‚ Keya Cosmetics‚ Kohinoor Chemical Company‚ Lily Cosmetics‚ Marks & Allys Ltd.‚ Aromatic Cosmetics Ltd. and Squares Toiletries. An analysis of market share of soap‚ cleaning detergent‚ laundry detergent and detergents of major cosmetics and toiletries firms in Bangladesh reveals that Unilever Bangladesh plays the dominant role in the market. Global market researcher ACNielsen recently surveyed
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Nepal had attracted modest FDI in niche sectors such as tourism‚ herbal products‚ mineral deposits (lime stone)‚ and light manufacturing apparel; hydro power and that it had positive impacts on exports‚ particularly garments. FDI has also enabled the country to export non- traditional manufactured products such as micro-transformers and personal consumer products (UNCTAD‚ 2003b). Investment was mainly in low-technology‚ labour-intensive production. The impact of FDI had also been modest‚ primarily
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Nepal is a landlocked country with a challenging market structure. Due to the unstable political situation‚ its geographical topography and poor infrastructure are hindering the development of the business in Nepal. Strike and Bandha are also disrupting the movement‚ although the situation has improved over the past year. Nepal‚ a country with a population of 29 million and per capita income of $564. Agriculture and remittance is a large contributor to the national economy. Most of the businesses
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professional networking site LinkedIn. Mr. Asif Iqbal joined ACI Logistics as Chief Operating Officer (COO) in November 2007‚ just before the launching any outlet of Shwapno. Before that he had 11 years of leading experience in consumer goods industry at Unilever. It was expected that ACI Logistics would be benefitted from his branding and marketing experience. But as the success of retail chain shop is heavily dependent on the success of supply chain management‚ Shwapno could not get that service from its
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UNIFIED DIRECTIVES Issued by Nepal Rastra Bank to the Licensed Banks and Financial Institutions‚ 2010 (Revised with inclusion of the Unified Directives‚ 2009 and the Circulars/Directives/Guidelines issued until July 16‚ 2010; Effective from July 17‚ 2010) NEPAL RASTRA BANK CENTRAL OFFICE BANKS AND FINANCIAL INSTITUTIONS REGULATION DEPARTMENT JULY 2010 Content S. No. Subject Page No 1. Provisions Relating to Capital Adequacy 1 2. Provisions Relating to Classification
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