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| hr paves the way
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| by Joy Dip Dey,
May-May 2008 |
Monday , 04 April 2005 9:30a.m,. Sanjay Gupta, Head - Group Human Resources, Questra Technologies, mentally ran through the agenda for the final review meeting of the year-long merger and integration initiative that his company had undertaken. In 2004, when he was given charge of the project, many skeptics had warned him about the pitfalls awaiting him. |
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| universal bank - banking for the unbanked
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| by Puneet Srivastava,
Dec-Jan 2008 |
It is 8:45am on 05 March 2007. Kulvinder Singh was fine tuning his presentation with his deputy Sriram Iyer. He quickly ran through the presentation, gathered his laptop and headed towards the boardroom. Iyer wished him luck as he closed the door of his cabin. As the Chief Strategist of Universal, India's third largest bank he had an important role to play in the day's meeting. |
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| an unsteady balancing act
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| by Munish Thakur & Aparajeeta Borkakoty,
Oct-Nov 2007 |
It was ten o'clock in the night and the CEO of Ghosh Gilts and Securities (GGS), Shatrupa Bhattacharya, was still in her office in Kolkata. This was a normal routine for her, and she had just finished talking with Anuradha Raman, her HR head |
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| the first mover disadvantage
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| by Monica Khanna,
Oct-Nov 2007 |
Advaith Hariharan, Fresh Feel’s marketing manager, ordered his second cup of coffee and gazed at the beautiful Arabian Sea. At 5:30 in the afternoon in January, it was calm and blue. Whenever he was in a mood to think strategy, he loved to relax by the sea side. |
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| hunger pangs: the case of internationalization
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| by Saji KB Nair,
Aug-Sep 2007 |
South Indian Foods had emerged as a private limited company in the Indian market with a strong product line in 1989. Though the company started with only three products, it offered twelve products by 1997. The company has successfully achieved to penetrate in Indian market. It is now planning to expand further by going international. What should be its strategy? |
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| garuda udyog financing strategy
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| by Narender L Ahuja and Sweta Gupta,
Jun-Jul 2007 |
Garuda Udyog’s entry into the Indian passenger car market was a biggest success in the small car segment. It is now planning to expand further by investing in projects for the next four to five years. However, it has to decide whether to rely more on debt or equity capital to finance these projects. |
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| Risky business
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| by Mihir Kapuria,
Apr-May 2007 |
Risk is central to all business life, but takes on a new dimension in speculative businesses such as stock broking and trading. Trustworthy Securities has extensive, high-tech IT systems in place for risk management and surveillance. Yet will these be enough to tackle the real causes of malpractice? Read on to learn more about fraud in the financial services industry, and how to tackle it… |
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