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Information Technology- Matrix redefined: Huge demand for data analytics driven by exponential growth in data volumes is likely to drive growth for all the 3 upcoming verticals i.e. healthcare, retail and utilities. In retail online sales, platforms, and m-commerce (mobile-commerce) will sustain the rising demand for smart applications which can throw up useful insights into customer behavior and patterns.
Retailing in India: Modern retailing in India continues to progress at a decent pace. A continuing upsurge of new shopping malls across tier-1 cities dominated the scene among non-grocery retailing, driven by rising disposable incomes among middle-class consumers and property prices faring better amid an economic downturn.
Global Hotels, Resorts & Cruise Lines: The global hotels resorts and cruise lines sector is intensive in several respects, including; capital, management, marketing, personnel, energy, maintenance, and technology, which increases the rivalry level and hampers new entries. The hotels and motels segment is the sector’ largest, generating above 92% of the global revenues.
Buildings Painting the Sky Green in Asia-Pacific: Green buildings are environmentally sustainable buildings that are designed, constructed, and operated in an efficient manner, with regard to the utilization and conservation of natural resources and the effect on the environment. These buildings are constructed to mitigate the green house gas emissions to some extent.
Automotive Steering System Market in India: An automotive steering system is a device that provides a user with control over the direction of motion of a vehicle. It provides end-users with good maneuverability and easy and smooth turning ability with minimum transmission of road shocks. All the major automobile companies either have set up production plants in India or have a presence in the Automobile Market in India.
The global family business- Challenges and drivers for cross-border growth: Globalization has become an imperative and is no longer avoidable as a strategic choice for family businesses. However, globalization strategies are far from the norm among small and medium-sized family enterprises. This article reviews the main drivers for globalization, highlights the distinct characteristics of family businesses that may enhance or constrain their global expansion.
The changing macroeconomic response to stock market volatility shocks: There is substantial consensus in the literature that positive uncertainty shocks predict a slowdown of economic activity. However, using US data since 1950 we show that the macroeconomic response pattern to stock market volatility shocks has changed substantially over time. The negative response of GDP growth to such shocks has become smaller over time.
The Struggle for Collective Leadership: This article argues that while notions of collective leadership, such as distributed or shared, are nominally more inclusive, barriers to inclusive ways of thinking about and relating to one another will be multi-faceted (past and present) and formidable to change.
Mobile money: Getting to scale in emerging markets: More than a billion people in emerging and developing markets have cell phones but no bank accounts. Many low-income people store and transfer money using informal networks, but these have high transaction costs and are prone to theft. Mobile money is beginning to fill this gap by offering financial services over mobile phones, from simple person-to-person transfers to more complex banking services.
Reality Check at the Bottom of the Pyramid: There's a fatal flaw in the low-price, low-margin, high-volume strategy that multinationals have been pursuing in the bottom of the economic pyramid for the past decade: In order to cover the built-in costs of doing business among low-income customers scattered in rural villages and urban slums, penetration rates must be impractically high--often 30% or more.
Entrepreneurship bug lies low at B-school campuses: The economic slowdown seems to have taken the steam out of entrepreneurship — at least in the campuses of premier business schools. Data from the Indian Institutes of Management (IIM) and others that have completed their final year placements shows students going for a safer option of picking up a job than donning the entrepreneurial hat.
B School students to fend for themselves: As companies stay away from campuses and pay packages plunge by over 30 per cent, the lesser known business schools in the country are asking students to look out for jobs on their own. B-schools began their placements last October-November, but five months down the line, they have been able to place only 30 to 50 per cent of their batch sizes.
Global attractions: International universities and global B-schools are finding their ways to India, while over a dozen international institutions have visited India to explore tie-ups in the past one year, and few more are yet to pay to visit Even as The Foreign Education Providers (Regulation) Bill has been gathering dust for almost two years, international universities and international B-schools are finding their ways to India.
Singapore, new B-school hub: Singapore, a small island with a 682 square km area, about half of Delhi’s size, is becoming a hot destination for Indian aspirants of management education abroad, while getting greater attention from the global educational fraternity. About 3,000 Indian students go to Singapore every year to pursue management courses.
Do we need value-based management education in India?: Management education has become a fad in a virtually connected universe. Post 2000, the acclaimed MBA programme has witnessed unprecedented heights in the form of pluralism across academics, industries and think tanks in India.
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