[desiredmanager]

this is out of curiosity
what has been the success or rather the strategy of the indian railways as they are one of the few who are running on profit........ thanks to our railway minister
this comes at a time when many european railway companies are not doing that good
or is it the fact that the two things mentioned above are just not comparable because of huge differences ..... llike population,geography,etc.......

[desiredmanager]

i am still a engg student so
am asking questions out of curiosity
out of all the cricket boards in the world

the most wealthiest is the BCCI of course
but really very ineterstd to know what kind of plan do they have in amassing such income?????????

[jas_maverick]

Originally Posted by desiredmanager

i am still a engg student so
am asking questions out of curiosity
out of all the cricket boards in the world

the most wealthiest is the BCCI of course
but really very ineterstd to know what kind of plan do they have in amassing such income?????????

Plan? I guess there is only one plan - earn more moolah!!

Er... were u asking for biz plan? in that case there is none, u think they can think that ?

Originally Posted by mufasa

Lol... I thought most of the questions you asked were to provoke us to think and not necessarily answer them... read you blog... seems that some of what I had penned match with your thoughts...
When is the next one coming?

Ah i read it after almost an year! it should come in few days...

[jas_maverick]

Cereal bars have become a common replacement for breakfast in the west. This case study is about Company A which launched its cereal bar in late 90s and soon went to gain almost half of total market share within just two years. The brand awareness is high and Company A itself has a strong brand value. Looking at the success of the product, Company A decided to develop new flavors and formats and changes the positioning from a ‘missed breakfast’ product to an ‘all-day’ healthy snack so as to increase the consumption.

Soon the market was filled with 2-3 more successful players and many regional private labels which ate into the share of Company A. The market has grown at 15% while Company A's market share of all these related products has decreased.

Company A has to make a key business decision. Sales are falling, the product is in decline and losing its position. Should Company A let the product ‘die’, i.e. withdraw it from the market, or should it try to extend its life?

Even if it tries to extend life, it can do so by increasing market penetration, develop the market itself, develop the product or diversify the product. What do you suggest to Company A?

[Confetti]

Nice post Jas

Let me Google some and then reply

[taranjitbullsey]

I have a case study in economics which I am not able to get answer . Any help will be really appreciated from you guys !!! Please please do suggest something or some material !

case-
Read the following case study and answer the questions with respect to Indian Economy.
The public sector Indian Oil Corporation (IOC), a major oil refining and marketing company which was also the canalizing agency for oil imports and one of the very few Indian companies in the Fortune 500, in terms of sales, planned to make a foray in to the foreign market by acquiring a substantial stake in the Balal Oil field in Iran of the Premier Oil. The project was estimated to have recoverable oil reserves of about 11 million tonnes and IOC was supposed to get nearly 4 million tonnes.

When IOC started talking to the Iranian company to the acquisition in October 1998, oil prices were at rock bottom ($11 per barrel) and most refining companies were closing shop due to falling margins. Indeed, a number of good oil properties in the Middle East were for sale. Using this opportunity, many developing countries “made killing by acquiring oil equities abroad.”

IOC needed the government permission to invest abroad. Application by the Indian company for investing abroad is to be scrutinised by the special committee represented by the RBI and the finance and commerce ministries. By the time the government gave the clearance for the acquisition in December 1999 (i.e. more than a yearafter an application was made), the prices had bounced back to $24 per barrel. And Elf of France had virtually taken away the deal from under IOC’s nose by acquiring the Premier Oil.

The RBI, which gave IOC the approval for $15 million investment took more than a year for clearing the deal because the structure for such investments were not in place, it was reported.

A. Discuss the economic and non-economic environmental factors influencing the business revealed by this case study.
B What are the lessons from the case study? Do you think there has been a change in the business environment in India in the recent years?
Q.2 Discuss the nature of Balance of Payments crisis faced by the Indian economy during 1990s. How did India overcome this crisis?