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About "Foreign Direct Investments (FDI) made in Indian Retail Industry" topic:
Brainstorm on FDI Retail, FDI Retail, Retail Companies, Retail India, Retail Chains, Retail Industry, Retail Market, Retailing, Retail
5 insight , 8 debates on topic: "Foreign Direct Investments (FDI) made in Indian Retail Industry"
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Debate: "Can FDI in multi-brand retail help ease food prices, reduce wastage??" deleted from your view.
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Insight: "Council to woo FDIs into Indian apparel segment" deleted from your view.
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Other knowledge matching "Foreign Direct Investments (FDI) made in Indian Retail Industry" topic
Posted by: NATTERAJA R. ARIKRISHNAN
Activity: 202 referals , 4 comments, 77 views
http://www.siliconindia.com/shownews/Auto_industry_to_entice_customers_with_new_launches_in_2011-nid-77402.html/1 I HOPE THIS INFORMATION MAY BE OF INTEREST TO YOU FRIENDS. PLEASE CLICK THE ABOVE LINK FOR MORE DETAILS.
Posted by: ujjval jain
Activity: 241 referals , 9 comments, 2020 views
Private labels V/s national brands-The undercurrent battle! This is very interesting to note that what is making national brands vexing is not the competitors alone but the surge of private labels which seems to be eating out major chunk of the pie, traditionally a part of the appetite of the former. Private Label Manufacturer's Association categorizes PL manufacturers into 4 main categories: Large national brand manufacturers that utilize their expertise and excess plant capacity to supply store brands. Mall, quality manufacturers who specialize in particular product lines and concentrate on producing store brands almost exclusively. Often these companies are owned by corporations that also produce national brands. Major retailers and wholesalers that own their own manufacturing facilities and provide store brand products for themselves. Regional brand manufacturers that produce private label products for specific markets. In 2008, private labels had taken over 25% to 50% in...
Posted by: RAMANATHA PRABHU N
Activity: 29 referals , 6 comments, 761 views
The Chartered Accountants have engaged themselves in the audit of Insurance Companies since long. With the transition in the insurance sector, the horizons for their contribution have broadened. There has, emerged a king-size pool of opportunities that the Chartered Accountants can explore and apply their professional wisdom and experience to. The structure of an insurance company, generally, comprises the Operating Department, Administrative Department and the Finance Department. The Operating Department generally performs the basic functions pertaining to the designing of products, marketing thereof, servicing the insured, management of portfolio, etc. The Administrative Department looks after the day to day affairs of the company. The Finance Department backs the operations and administration of the company by accounting for the transactions, streamlining the flow of funds, materializing the management decisions, etc. The Administration Department as well as the Finance...
Posted by: Mathew Cherian
Activity: 177 referals , 16 comments, 210 views
What Indian Business Education don’t provide for the Environment. Value generated and transacted in Business is the hallmark and pillar of the skill generated from a Business education. A business when it sell products in India, they don’t worry about the affordability of their wares by the masses let alone functionality which may be part of it. A business incurs around 40% of fixed cost component along with may be 30% variable cost and probably the rest as ‘conversion cost’. What Business education teach us and what is followed in Efficient economies is they fix a breakeven point say 100 units of sale. These 100 units will provide the years cost incurred. After this point they will start giving discounts say 10% or so, so that more of products will move at lowered costs. If products are priced far above these three costs then the demand will subside and the production line will stagnate even for normal production. Two things are required in the environment for this process to...
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