automobiles manufacturers

While buoyancy in vehicle sales in India may be heartening for the industry and economy, it is also leading to a rise in road accident fatalities in the country. automobile manufacturers in india has the dubious distinction of being the second highest in the world after China in annual road accident fatalities. The number of annual road accident fatalities in India crossed the 80,000 mark in 1999 — a rising trend since 1990 when the number was 54,000 as per the department of road transport and highways data. In 2002, the number of road accident fatalities per 10,000 vehicles was the highest in China (17.10) followed by India (14.39). In most highincome countries such as Sweden, US, Australia, Japan and Germany it ranged between 1.08 and 2.58. While globally 90% of road crashes were attributed to “human error” by the World Health Organisation’s “World report on road traffic injury prevention”, in India “driver fault” was to blame for 83.5% of accidents, followed by passenger/pedestrian fault (4.7%), mechanical defect in vehicles (3%) and “other factors” (6.8%) such as cattle, fallen trees, non-functional signals and absence of reflectors. These were some details highlighted in a study published by Pune-based Central Institute of Road Transport’s (CIRT) latest edition of the Indian Journal of Transport Management. automobile supplies Society of Indian automobiles manufacturers (Siam) said sale of passenger cars in India rose by 69.23% between 2001-2005 — from 5.67 lakh in 2000-01 to 8.19 lakh in 2004-05. Siam statistics state sale of two wheelers rose by 58% during the same period, with domestic sales of two wheelers rising from 3.6 million in 2000-01 to 6.2 million in 2004-05. Based on the WHO report, the study by Alok Rawat, principal secretary with the Sikkim government notes the social cost of road accidents in the country was pegged at Rs 55,000 crore in 1999-2000, constituting 3% of the Gross Domestic Product (GDP) for that year. Although road accidents have been traditionally viewed as random events “that happen to others”, according to Rawat, the new paradigm shift now views road crashes as “preventable and predictable.” This has been demonstrated in high income countries, says Rawat, where an established set of interventions through legislations and technology have led to “significant reductions in the incidence and impact of road traffic injuries.”

indian manufacturers

As India's sparkling growth story spreads across the world, Friuli Venezia Giulia (FVG), in the north of Italy, is gearing up to be a part of this wave through bilateral economic cooperation. Industry chambers and companies of this region are looking for increasing tieups with Indian counterparts to benefit from the emerging superpower's economic boom. "Our objective is to get to know more about Indian market, companies by holding workshops in the areas of energy, heavy industries, machineries, system designing, finance, communication and technology," Valduca Bertossi, chairman, Udine Chamber of Commerce, a northern province of FVG region, told visiting journalists. And leading the pack is a leading global insurance player Assicurazioni Generali from Trieste, a southern province of FVG. The company, listed on the Milan Stock Exchange (2006 turnover 64.5 billion euros), has already got a licence from IRDA for insurance venture in the country. It has tied up with Kishore Biyani's Future Group, a retail venture, to form a JV Future Generali Insurance Life Insurance Company, where Generali holds a 26% stake. "We want to repeat the success of distribution through malls in India as we have done in Switzerland and Philippines," said a senior official of Generali. indian manufacturers The JV is also negotiating with several mutual funds and banks to give a further boost to the insurance business, though the official refused to divulge names. "At present, India and China are the two most important areas for our growth," added the official. Now, across the western part of Europe, India is getting recognition for its corporate aggressiveness and hunger for acquisitions. "India. We know that man Mittal has bought Arcelor," said a man on the street, referring to LN Mittal. Ask him about Tatas' acquisition of Corus and he nods, saying, "Of course... yes." Other companies in the FVG region, which are looking for greater access to Indian market include Fantoni Group (turnover 360 million euros), a indian manufacturer of modern age wooden furniture for business and residential projects. "We would like to share the Indian boom," said Paolo Fantoni, managing director. The company, which already has a presence in Bangalore and Chennai, is looking for tieups with real estate majors like DLF and Embassy group to bag interior business for mega residential and corporate projects. "We want to focus on the top-end of the market," added Fantoni. Another major player in line is Itema Group (sales 667 m euors), a leading player in the area of textile machinery. Its group company Savio, which specialises in making sewing and twisting machines for yarn, is setting up a production facility in Coimbatore. "The 5 million euro facility will be ready to start production in early 2008," said Mauro Moro, industrial director of Savio. Also, heavy industries player like Danieli has set up base in Kolkata and started working with Bhel. Another area of bonding will be commodities like coffee. "India is the third largest supplier of raw coffee to Italy. We are looking to increase tieups with Indian farmers and various bodies to boost the supply chain," said Furio Suggi Liverani, director of Illy, a coffee processing company. Apart from biggies, start ups like PMP Industries, which makes gear boxes for mixer trucks, is looking for a strong presence in India. The company, which is setting up a production base in China, has established a presence in Mumbai and Delhi

indian manufacturer

As India's sparkling growth story spreads across the world, Friuli Venezia Giulia (FVG), in the north of Italy, is gearing up to be a part of this wave through bilateral economic cooperation. Industry chambers and companies of this region are looking for increasing tieups with Indian counterparts to benefit from the emerging superpower's economic boom. "Our objective is to get to know more about Indian market, companies by holding workshops in the areas of energy, heavy industries, machineries, system designing, finance, communication and technology," Valduca Bertossi, chairman, Udine Chamber of Commerce, a northern province of FVG region, told visiting journalists. And leading the pack is a leading global insurance player Assicurazioni Generali from Trieste, a southern province of FVG. The company, listed on the Milan Stock Exchange (2006 turnover 64.5 billion euros), has already got a licence from IRDA for insurance venture in the country. It has tied up with Kishore Biyani's Future Group, a retail venture, to form a JV Future Generali Insurance Life Insurance Company, where Generali holds a 26% stake. "We want to repeat the success of distribution through malls in India as we have done in Switzerland and Philippines," said a senior official of Generali. indian manufacturers The JV is also negotiating with several mutual funds and banks to give a further boost to the insurance business, though the official refused to divulge names. "At present, India and China are the two most important areas for our growth," added the official. Now, across the western part of Europe, India is getting recognition for its corporate aggressiveness and hunger for acquisitions. "India. We know that man Mittal has bought Arcelor," said a man on the street, referring to LN Mittal. Ask him about Tatas' acquisition of Corus and he nods, saying, "Of course... yes." Other companies in the FVG region, which are looking for greater access to Indian market include Fantoni Group (turnover 360 million euros), a indian manufacturer of modern age wooden furniture for business and residential projects. "We would like to share the Indian boom," said Paolo Fantoni, managing director. The company, which already has a presence in Bangalore and Chennai, is looking for tieups with real estate majors like DLF and Embassy group to bag interior business for mega residential and corporate projects. "We want to focus on the top-end of the market," added Fantoni. Another major player in line is Itema Group (sales 667 m euors), a leading player in the area of textile machinery. Its group company Savio, which specialises in making sewing and twisting machines for yarn, is setting up a production facility in Coimbatore. "The 5 million euro facility will be ready to start production in early 2008," said Mauro Moro, industrial director of Savio. Also, heavy industries player like Danieli has set up base in Kolkata and started working with Bhel. Another area of bonding will be commodities like coffee. "India is the third largest supplier of raw coffee to Italy. We are looking to increase tieups with Indian farmers and various bodies to boost the supply chain," said Furio Suggi Liverani, director of Illy, a coffee processing company. Apart from biggies, start ups like PMP Industries, which makes gear boxes for mixer trucks, is looking for a strong presence in India. The company, which is setting up a production base in China, has established a presence in Mumbai and Delhi

chemicals manufacturers

An international treaty that had seemed unreal and remote until now, has suddenly rattled the chemical industry in India, especially Gujarat. In the last few months, the Central government has suspended the export licenses of four companies for violating the Chemical Weapons Convention (CWC) by selling restricted chemicals to Israel. It has also slapped a prohibitive Rs 20 lakh fine. Shockingly, two of these companies are from Gujarat, specifically Vadodara. Officials refused to divulge the names of the companies, saying it would be unfair, as the offences were minor and “would give a bad name to India”. chemical exporters Senior officials from New Delhi said that unless companies start adhering to the CWC, they could find themselves in deep trouble, as the Parliament has ratified the convention, making it an enforceable Act. “The chemicals that the four companies exported to Israel, fall under schedule II of the CWC. They are widely traded, but are listed in the CWC,” said joint secretary and director of the National Authority for CWC. He was in Vadodara on Thursday to attend an awareness programme organised by the Gujarat chapter of the Indian chemicals manufacturers Association (ICMA). “Although we know that these companies did not have bad intentions, they were penalised for violating the CWC by exporting to Israel.” The Jewish state is considered a non-state party, as it is yet to have the CWC ratified by its Parliament. ,chemical manufacturers directory , Gujarat has found special focus on the CWC radar as 60 per cent of the industry is located here. The National Authority has already drawn up a list of 525 companies from Gujarat that potentially need to make declarations under the CWC. Sources in ICMA say the number may be much higher given the plethora of small and medium companies in Gujarat. Officials complain that many of these companies have not made declarations despite being contacted repeatedly. The CWC is a universal, multilateral, disarmament treaty, which bans the development, production, acquisition, transfer, use and stockpile of all chemical weapons. The CWC Act, 2000 came into force on 1st July 2005. Sharma added that the violators have escaped with mild punishment. However, given the atmosphere today, any violation could lead to much higher penalties, even imprisonment

business consulting firms

These payments were “invisibles” in RBI books. Indians spent 70% more in 2004-05 on travel abroad and on sourcing foreign transport, engineering, constancy and distribution services to cope with growingbusiness needs. business consulting firms Also, India’s external sector current account slipped into a deficit of $6.4 billion in 2004-05 after a three-year span of continuous surpluses, preliminary RBI data showed. Non-capital receipts from abroad exceeded payments made overseas by $10.5 billion in the current account in 2003-04. Significantly, as more and more Indians travel abroad and Indian businesses avail of foreign services, payments on these counts are increasing sharply. These payments, categorised as “invisibles”, rose sharply last fiscal to touch $45.8 billion. India’s strength in its external sector in recent years has been “invisibles.” Invisible receipts due to foreign tourists coming to India, Indian workers sending in remittances and exports of services, especially computer software, have been robust and have provided a surplus over invisible payments. In 2004-05 too, invisible receipts were in surplus by about $31.6 billion. business services directory But the growth in invisible payments at 70% in 2004-05 was much stronger than the 48% growth in invisible receipts, thereby opening up the possibility of the invisible account getting into the red in coming years. As such the trade account, representing merchandise exports and imports, went deep into the red in 2004-05, showing the deficit at a historic high of $38.1 billion. But for the surplus in the invisibles, India’s current account gap would have been much larger than a modest $6.4 billion. But if invisible payments continue to grow faster that invisible receipts, the possibility of a deficit in the coming years cannot be ruled out. service providers from India Huge net capital inflows in 2004-05 amounting to $32.5 billion meant that India could easily negotiate the modest current account deficit of $6.4 billion and yet add over $26.1 billion to its forex kitty. The viability of India’s external balance of payments would, therefore, depend on invisible surpluses and net capital inflows. The good news is that in 2004-05, receipts grew by 25% from international tourist traffic to India. Private transfers, comprising primarily remittances from Indians working abroad, remained sizeable at $20.9 billion. IT services exports too were buoyant, touching $17.3 billion.

business consulting firms

LET’S face some facts about McDonald’s: It does not offer the best burger, there are better available; the service is no different from any other self-service restaurant; and, the ambience of the place is in close competition with those offered by, say, Burger King, Wendys, Wimpys, KFC and the like. So what is it that really makes McDonald’s one of the most popular eateries in the world? What is it that attracts us to the American fastfood joint that is run by mere school kids? Is it the food? Is it the service? Or is it the ambience? Perhaps, it is a winning combination of a simple menu, a speedy preparation and delivery system based upon assembly line techniques, and more importantly, a system so well-defined that anybody, even teenagers, can run it to such perfection as to deliver a high-level of consistency that has become the trademark of each of its restaurants around the world. It is franchising at its best! business management service Origin of franchising It all started in the 1800s, in England. In those days, due to the rampant alcohol abuse by the public, the sale of liquor was restricted by a system of licensing. It became essential for inns and taverns to obtain licences to sell liquor. But only a few could afford them, while the rest found it difficult to maintain their premises. At this juncture, the brewers came forward to help the innkeepers financially. In return they asked that only their brands be sold by the inns. This gave the brewers a guaranteed distribution system for their ale, and the tavern owners procured an unfailing supply of brew by owning exclusive distribution rights on their specific brands of ale. This actually proved to be a win-win situation for both. Old England may have taken the lead in instituting franchising, but if one were to award the crown for the father of franchising, the United States would be the recipient! These and more interesting facts are revealed about franchising in the first book on the subject in India, The Science of Reproducing Success. The basics of franchising are simple. A franchisor is one who has a successfulbusiness model and wants it to further grow and expand. The method of expansion here is through opening more similar units, called franchises. For this, the franchisor accords the right to another entrepreneur, i.e., afranchisee, to replicate the franchisor’s business model with his own capital. For this transfer of rights and also the blueprint of the successful business model, the franchisor charges the franchisee a fee and, later on, royalty. The former also provides the latter support in the form of training, advertising, marketing campaigns and so on. business services directory Franchising as a concept Franchising is one of the fastest growing methods of doing business in the world today. It begins with a vision, of growth and expansion. With the addition of the franchisee in the franchise chain, the franchisor gets more of these resources. This is because the franchisee uses his own capital for the franchise, and addresses the issues of recruitment, retention and motivation of staff or agents and of overall management of the business. The franchisor also gains time as the allotment of franchises helps in expanding his business more rapidly than other traditional methods of expansion. Thus, franchising has outgrown the narrow concept of marketing a product or a service through its distribution channels. Today, it provides a complete business solution that involves m a n a g e m e n t , accounting, finance, e c o n o m i c s, quantitative analysis and marketing. Company-owned versus franchising An entrepreneur might ask, “Why should I go in for franchising when I can open my c o m p a ny - ow n e d units.” It is true that that companyowned units display some clear advantages, when compared to franchising, such as: • More control over units. • No sharing of profits. • Ease of instituting changes in units. • Ease in testing new products or services. • Ability to change the basic products • Ability to even change the mission or goal of the organisation. • By virtue of ownership, company headquarters can easily control the reporting system, managerial system, and marketing system of all its units However, there are disadvantages of company-owned units: • Company-owned businesses require lots of capital due to cost of maintaining and developing units. • Business partnerships that look fruitful in the beginning, quite often do not work in the long-term. • They require a fairly extensive managerial team to oversee and control them and their activities. • Difficulty in finding and keeping good motivated managers. • The age-old marketing channel of distributors, aamong others offer no control and little influence over how the products and services are being distributed. Franchising advantages • The franchisor provides the franchisee an opportunity to operate a tested, proven, and profitable business and in addition provides him support services and training that increase his chances of success. business consulting firms • Franchising allows for intensive and rapid expansion of a regional or national business system. • A franchise generally requires fewer management personnel than a chain organisation and therefore, has a lower staff payroll and problems. • When a franchisee invests his own money in a f r a n ch i s e, c o m m i t m e n t follows. Unlike a salaried manager, a franchisee generally prides his ownership and is self-motivated in operating a successful business. Franchising disadvantages • Franchising is not a miraculous problem-free solution to business expansion. It is an excellent opportunity to expand with the assistance of other individuals, their investments and drive. • Net receipts from franchisees could be less than net receipts from company-owned operations. Only a few new franchises break even immediately, most take up to six months to a year. • Business skills required to operate a franchise are at variance with those required for running a retail store. • A franchisor needs to realise that they are now working with several independent business people who have their ideas and ways of doing things.

service providers from India

Business Analysis is the next big career opportunity in Information Technology and Management as business environments are undergoing various metamorphic changes. “The future will be a globally connected and automated environment where intelligent people, both from IT and non-IT backgrounds, will be required to create this complex, sophisticated and highly productive business environment," envisions Ms Sandhya Jane, Director, ANISAN Technologies. Ms Jane adds, "Advanced Certificate in Business Analysis is designed to provide in-depth knowledge and real life professional skill to enhance the acceptability of the participant. It is also invaluable for the non-IT professional to improve the 'system thinking' to make his/her team more effective and productive to achieve organisational and professional goals as well." service providers from India A Business Analyst acts as an excellent bridge for this environment that caters to the need of the business services directory as well as technical team members to achieve the organisational goal and objective. One can be from either Management or IT-technology background - it will benefit both. ANISAN Technologies, a global consulting organisation with offices in Jersey City, USA and Mumbai, India, specialises in providing training and consulting services in theBusiness Analysis field. ANISAN offers various highly specialised training programs for fresh graduates as well as experienced professionals who would like to leverage their skills and boost their career prospects in the areas of Business Analysis, Project Management, Software Quality Assurance, Process Engineering, Data Management, Business Intelligence, Domain Knowledge for IT and Green IT. Their courses are designed to accommodate students from various backgrounds and prepare them for a real-life experience through comprehensive training, assignments, projects, case studies and valid certification from globally recognised business consulting firms. ANISAN Technologies is an "Endorsed Education Provider" of International Institute of Business Analysis (IIBA), Canada, and offers an approved certification program inBusiness Analysis which is recognised across different industry verticals in India and abroad. ANISAN’s USP The entire training program is based on International Standards and is approved by International Institutes. Well experienced faculty with average 15 years of industry experience in Information Technology and Management in India and abroad. Successful completion of ANISAN's certification has enabled participants join corporate giants like Oracle, TCS, L&T Infotech, Accenture, NSE, BSE, HDFC, Morgan & Stanley, Well Point, Credit Suisse, Novartis, among others.