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indian manufacturers Update indian manufacturers  
RSS 6 |  indian manufacturers

Online Directory - A Platform For Both Manufacturers and Consumers

           indian manufacturersindian suppliersindian manufacturermanufacturers directory

Indian manufacturers directory brings both manufacturers and buyers or consumers together in one platform. Buyers are allowed to choose their required products from the volley of items available in the online directory. It is an inexhaustible directory which is used by consumers world wide.
Manufacturers of different products can not only find their competitors and their products but also advertise their own products. It is a platform to interact and negotiate with sellers and buyers. It offers buyers a tool to search products and its various competitors, compare rates and then buy based on the product rates. You can procure your items online.
Products found online range from textiles, electrical products, drugs, chemicals, machinery, handicrafts, hosiery, printing and packaging, hand-woven garments, embroidered material, shawls, decorative items. The manufacturing sector of India has been continuously showing a growth pattern and has extensively contributed to the GDP of India. With an online directory of manufacturers you are able to buy directly from any company in the world and have the best purchase price of your guild. This also allows you to export your products abroad in foreign markets in large scale and increase your sales. If you are a buyer and looking for reliable Indian producers in different sectors such as pharmaceuticals, medical and scientific instruments to textiles, handicrafts, food & beverages then you can find them easily online.
Buyers have a greater scope of purchasing and comparing products in the world wide market. They can access products of the global market and have wider choice of the international products.


Article Source: http://EzineArticles.com/2920004
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(Published: Tue, 19 Nov 2013 03:29:11 -0800)

Business Services Enhance B2B Business Activities
B2B business activities are always enhanced through business services. Many Companies are registered with such websites to increase the business opportunities for them.
Business services are one of the most important activities to promote business. There are many Companies including Advertising, travel, computer and information, Education and training that have introduced them in B2B business-sites to get the maximum out of this domain.
International settlement services are also profited from this website, whereby sellers offer different finance options to get suitable buyers for the products. Many service industries are also registered with such business promotion websites. One of them includes Royalties and License services. Others are telecommunication services, trade-show services, translation services, etc.
Even Insurance and healthcare services are registered with business portal. These services are registered to promote their business online and create awareness amongst different visitors.
The visitors searching for any particular business enterprise will end his search at business websites. The business is enhanced and other business promotions also take place, along with.
Business Services are enormous and it's not possible for each and every unit to know about all the business units in their segment. Then business promotion websites are the best place to consult. They are one in all solution for various business services.
When you are establishing a new business unit, then you need different supporting structures to assist you in your establishment. These business services are helpful in providing different business activities and getting the work done easily. Business services are provided as best services through these websites. There is an amalgamation of different units which promote other business units as well. The contacting or visiting unit may search through other related business units and so that they get quality business services.
Many business services are available at business website. Companies search through the website for the probable business unit and benefit from B2B Portal. All the services are offered through these business websites and that too at its best. B2B portals are available to contact the business units and get the maximum out of it. Most Companies are benefitted through these business portals for better business opportunities.
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(Published: Tue, 19 Nov 2013 00:36:24 -0800)

Indian Manufacturing Sector
Indian manufacturing sector has the potential to elevate much of the Indian population above poverty by shifting the workforce out of low income agriculture sector. Manufacturing fuels growth, employment, and also strengthens agriculture and service sectors. Enormous growth in worldwide distribution systems and opening of trade barriers, has led to astonishing growth of global manufacturing networks, designed to take advantage of low-cost yet efficient work force of India.
Apart from low cost advantage, Indian manufacturing sector must focus on areas like improving the urban infrastructure, ensuring fair competition, reduction of import duties, quality improvements in education and increase investment in R&D to gain global foot print.
There was widespread expectation that the Indian manufacturing sector would be the world's hub for components. A low cost base, liberalization and capital equipment would do the trick. But it didn’t happen. Indian manufacturing did not make an impact on the international manufacturing and it’s nowhere near to that of Korea, Taiwan or China. Even domestic manufacturing companies are turning to China for components sourcing. As a result, manufacturing sector contribution to India’s GDP has fallen to 15% in 2008 from 17% in 1991. Except commercial vehicles and pharmaceuticals almost all other categories of manufacturing are procuring components from China.
When we consider a ten-year horizon, there is a good chance that products which require world class design, complex manufacturing skills and large investments will be in the MNC sector. It means pretty much every product. At the lower end, there is a likelihood of Indian manufacturers wresting market leadership, mainly on cost considerations.
Extensive subcontracting and contract manufacturing are the order of the day. Traditionally MNCs avoid increasing the number of employees in the main plants. Wherever production can be performed by contract workmen, even inside the main plants, it will be done through such an arrangement. As a result we can see a lop-sided employment pattern in manufacturing sector. While this may be good news from a cost point, it can severely limit the process of building technical skills in this sector and attracting the right manpower to it.
The WTO pressures, surplus foreign exchange and lack of domestic alternatives will ensure a large presence of Chinese and Korean products in Indian market. The key challenge now we have is to internationalize Indian manufacturers in a way it utilizes our human potential while protecting national interests. Getting it right, learning the lessons from the recent past and removal of the policy hurdles blocking the way, we can still become the leaders in engineering and manufacturing supplies to the world.

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(Published: Mon, 18 Nov 2013 19:20:38 -0800)

Manufacturing sector contracts for second consecutive month in September: HSBC
India's manufacturing sector activity contracted for the second consecutive month in September as both output and new orders witnessed a decline, an HSBC survey said on Tuesday. The overall rate of contraction was, however, marginal and eased since August, when it had slipped sub 50.0 reading (below which it indicates contraction) for the first time since March 2009. The HSBC India Manufacturing Purchasing Managers' Index (PMI) for the manufacturing industry stood at 49.6 in September, higher from 48.5 in August, but remained below the crucial 50 mark (below which it indicates contraction) for the second consecutive month. Manufacturing activity continued to shrink in September, albeit at a slower pace. Order flows remained weak, especially export orders, and employment fell," HSBC chief economist for India and Asean Leif Eskesen said. Faced with fewer projects, companies reduced their workforce numbers for the first time since February 2012. indian suppliers"Reflective of a further reduction in new order levels, Indian manufacturers cut their staffing levels in September," HSBC said adding that "the latest fall ended a period of job creation that had lasted for one-and-a-half years". Although new orders fell at a slower and marginal pace, the contraction of export business was very significant. According to HSBC, a depreciation of the rupee versus the US dollar had resulted in higher prices paid for inputs and limited firms' ability to price "competitively". The findings of the survey comes at a time when the country is battling slower growth rate, wider current account deficit and a battered currency. free business listingAccording to official data, high imports of gold and oil pushed current account deficit (CAD) to 4.9 per cent of GDP at $21.8 billion in the April-June quarter of the current fiscal. "Despite the weak growth readings, the build-up in underlying inflation pressures suggests that the RBI has to keep its inflation guards up," Eskesen said. The Reserve Bank of India, in its September 20 policy review, had unexpectedly raised the policy rate by 0.25 per cent as it kept its focus on controlling inflation. Driven by costlier food items, wholesale price inflation rose to a six-month high of 6.1 per cent in August. Although new orders fell at a slower and marginal pace, the contraction of export business was very significant. According to HSBC, a depreciation of the rupee versus the US dollar had resulted in higher prices paid for inputs and limited firms' ability to price "competitively". The findings of the survey comes at a time when the country is battling slower growth rate, wider current account deficit and a battered currency.
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(Published: Sun, 10 Nov 2013 23:57:45 -0800)

India’s manufacturing sector

indian manufacturers have a golden chance to emerge from the shadow of the country’s services sector and seize more of the global market. McKinsey analysis finds that rising demand in India, together with the multinationals’ desire to diversify their production to include low-cost plants in countries other than China, could together help India’s manufacturing sector to grow sixfold by 2025, to $1 trillion, while creating up to 90 million domestic jobs. Capturing this opportunity will require India’s manufacturers to improve their productivity dramatically—in some cases, by up to five times current levels.1 The country’s central and state governments can help by dismantling barriers in markets for land, labor, infrastructure, and some products (see sidebar, “Four imperatives for India’s government”). But the lion’s share of the improvement must come from indian manufacturer themselves. Recognizing this, a few leading ones are upgrading their competitiveness by bolstering their operations to improve the productivity of labor and capital, while launching targeted programs to train the plant operators, managers, maintenance engineers, and other professionals the country needs to reach its manufacturing potential. A closer look at the experiences of these companies offers lessons for other Indian manufacturers and for global product makers considering opportunities in India. Made in India? indian manufacturers have long performed below their potential. Although the country’s manufacturing exports are growing (particularly in skill-intensive sectors such as auto components, engineered goods, generic pharmaceuticals, and small cars) its manufacturing sector generates just 16 percent of India’s GDP—much less than the 55 percent from services.2 Moreover, a majority of India’s largest manufacturers don’t return their cost of capital (Exhibit 1), a factor that dampens investment in the sector and makes it less attractive than its counterparts in competing economies, such as China and Thailand. Indeed, China’s manufacturers captured nearly 45 percent of the global growth in manufacturing exports from low-cost countries between 2001 and 2010, whereas India accounted for a paltry 5 percent. However, the FICCI (Federation of Indian Chambers of Commerce & Industry) survey has predicted the growth of manufacturing sector in the quarter of April to June this year. The demands of the manufacturing goods have risen in the global market. But the survey also states the Chinese manufacturing units like leather, textile and chemicals are having an edge over the Indian goods. The largest employment generating sector in India has bleak chances of continuing the exports and hence, many units are withdrawing themselves from the export market. Therefore, FICCI warns about the inconsistency in the growth of manufacturing units and calls for an immediate policy action.
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(Published: Fri, 08 Nov 2013 22:07:35 -0800)

Indian Manufacturers
Indian manufacturers Indian manufacturers sector makes up only 16 percent of its GDP. This needs this to increase if the country is to find jobs for its huge population. Yet on the back of strong domestic demand, global car indian manufacturers have flocked to India and are helping to make the sector globally competitive -- particularly in small cars. Capacity is expected to increase from 4.8 million units in 2010 to 12 million in 2018 according to Rothschild. India is set to become the third-largest auto maker in the world and could become a major exporter.Small cars make up 70 percent of the domestic market. And although Tata and Mahindra provide strong local competition, foreigners are dominant. ForeignIndian manufacturers direct investment (FDI) into the automotive industry increased by 48 percent to $7.4 billion in 2011, according to Ernst & Young. Suzuki alone has a 45 percent share.
With no caps on FDI, new entrants are spurring competition. And in contrast to recent policies on retail, state governments have been welcoming. Clusters are being created in the south and west of India where states such as Tamil Nadu and Gujarat offer cheap land toIndian manufacturers attract investment.But it's not just the domestic market that is fuelling growth. Exports already make up 15 percent of output, and many firms have ambitions to develop the international angles. Hyundai uses India as the global source point of all their small cars. Last year it exported 247,000 cars from India -- almost double the 2007 figure. Ford is stepping up export of Indian cars toIndian manufacturers over 50 countries. And Toyota's says it plans to export cars to South Africa in March 2012, the first time it will ship Indian-made cars overseas.
Infrastructure bottlenecks, skills shortages and slow-moving bureaucracy pose big challenges to Indian Manufacturers development. But as labour cost in China rise, India has an opportunity to win market share. In autos, it may have found a formula that can be replicated.
Overseas investment in India rose for the first time in three years in 2011, Ernst & Young reported on January 29.Foreign direct investment rose 13 percent to $50.81 billion in the first 11 months of 2011 from a year earlier, according to the EY report. The total number of projects rose 25 percent to 864. Automakers led the way, increasing spending by 46 percent. India is set to become the third largest automotive maker in the world by 2015 according to a report by Rothschild, the investment bank, in December 2011. Ford plans to invest $142 million in its 200,000 vehicles-a-year plant in Chennai the company announced this month.

About the Author

Keshav Dussal is the author of article. He has been demonstrating his writing skills by writing the articles for Indian manufacturers from last two years. He also has a keen interest in writing stuff for Indian manufacturers directoryrelated topics. He has written various articles on manufacturers directory.
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(Published: Fri, 08 Nov 2013 06:07:28 -0800)

indian manufacturer hike and strike
Surat: Even as the leaders of the diamond industry were successful in resolving the wage issue of the diamond cutters employed with around five manufacturing units — these workers took to streets on Tuesday after the factory owners refused to implement the 20 per cent hike announced by the Surat Diamond Association (SDA) —fresh incident of stone pelting by rampaging diamond workers were reported from the Katargam area on the second consecutive day on Wednesday. Around 400 diamond cutters and polishers targeted some 25 manufacturing units located in the Gotalawadi area in Katargam and forced the owners to down the shutters after they refused to implement the wage hike. Some of the agitating workers indulged in stone pelting at two manufacturing units in Katargam. KS Patel, police inspector, Katargam police station, said, “Two units in Katargam were targeted by the diamond cutters. Adequate police bandobast has been deployed in the Katargam area where the units are located.” It seems the decision taken by the SDA to implement 20 per cent hike in the wages of the diamond workers has come as a major disappointment for the small and medium manufacturers in the industry. Most of the small and medium manufacturers have refused to implement the 20 per cent hike announced by the SDA. Sources said around 35 per cent of the small and medium units — facing tough competition due to the dwindling profit margins and shortage of rough — are not in a position to implement 20 per cent hike.indian suppliers “We are not in a position to hike the wages by 20 per cent. Most of the small and medium factory owners are operating on wafer thin margins due to the shortage of raw material and the increasing prices of rough,” said Valjibhai Dhamelia, a small indian manufacturers operating 10 ghantis (emery wheels). Another indian manufacturer said, “Many small manufacturers have shifted to Bhavnagar in the last few months following problems in the industry. If the problems continue for another few months then more people in the industry are likely to shift to their native places.” On the other hand, the leaders of the industry believe the 20 per cent hike in the wage is not going to affect the business of the small and medium manufacturers. “The cost of the raw material is 80 per cent and the labour charge is 20 per cent. However, if the 20 per cent hike in the wages is calculated then the manufacturers have to to implement only two per cent hike in the wages. If the industry wants to retain the workforce then each one of the manufacturers have to comply with the hike in the wages,” said Praveen Nanavati, former president, SDA. Dinesh Navadia, vice-president, SDA said “There are some unscrupulous elements in the industry behind the labour unrest. But the industry leaders are making all possible efforts to convince each and every manufacturer in the industry to comply with the 20 per cent hike in the wages.”
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(Published: Tue, 29 Oct 2013 23:57:04 -0700)

Small is big: SMEs on overseas drive


Move over Tatas and Birlas. A new wave of small and midsized ‘indian manufacturer’ is creating ripples on the global M&A stage. Even as inorganic growth opportunities within India become scarce, the economic downturn of Europe and North America has thrown up attractive opportunities for acquisitions. An increasing number of Indian companies is making bids — at times audacious — to gobble up overseas firms. So even though it’s the big ticket acquisitions that capture our imagination, the small and medium companies are increasingly riding the M&A wave abroad. As a result, the trend has brought into spotlight budding multinationals from India. “We are definitely witnessing an increase in outbound transactions by Indian companies over the last couple of months. These companies are from newer segments such as industrial products, chemicals, and even some consumer products brands that are growing steadily within India,” says Ajay Arora, partner, transactions advisory services, Ernst & Young. Companies are increasingly expanding their markets beyond the Indian borders - either to access new cuttingedge technologies or in search of natural resources. Since January 2010, there have been around 35 overseas deals struck by Indian companies. The figure is comparatively large as against the over 40 deals sealed in entire 2009. Apart from larger deals, such as Bharti Airtel’s acquisition of Zain Africa ($10.7 billion), Hindustan Zinc’s acquisition of Anglo-American Zinc ($1.3 billion) in Namibia and Jindal Steel & Power’s acquisition of Shadeed Iron & Steel in Oman ($464 million), the landscape is dotted with many small to mid-sized deals like Banco Products’ acquisition of Nederlandse Radiateuren Fabriek of Netherlands ($24 million), Inox India’s majority stake buy in Cryogenic Vessel Alternatives (CVA) of US ($140 million), Crompton Greaves’ acquisition of Power Technology Solutions in the UK ($45 million), Hindustan Construction Company’s acquisition of a 66% stake in Karl Steiner AG ($33 million), among a host of others. There are many opportunities for Indian companies to globalise across sectors, including the mid-IT space. Africa has witnessed many deals in the consumer products and telecom space. Distressed assets in Europe are now also prime targets for acquisitions. “Six months ago, such an endeavour was not possible for Indian companies due to financing constraints. Today, balance sheets are much stronger and companies are on a better footing to acquire companies overseas,” says Sanjeev Krishan, executive director/partner, transactions group, PricewaterhouseCooper (PwC). Clearly, high interest burden and liquidity crunch are no longer the stumbling blocks in India Inc’s endeavour to make overseas acquisitions. “In 2007, total offshore investment by Indian corporates was to the tune of approximately $32.9 billion. It is fair to say that the transformation of Indian SMEs into Indian MNCs is well underway,” says Bharat Anand, partner, Khaitan & Co, the New Delhi-based firm which helped Suzlon in its acquisition of Hansen Transmission and Inox’s purchase of CVA. indian suppliersWith CVA being the world’s largest manufacturer of cryogenic transportation equipment, Inox India has secured its position as a global player in the short span, offering total solutions in cryogenic storage, transportation and distribution engineering across nearly 100 countries with exports accounting for almost 60% of its turnover. There are some companies which belong to larger groups and, by virtue of that, have a global presence. Some of the lesser known or smaller Tata companies too have hit the M&A trail. For instance, TRF, in April, acquired UK’s Hewitt Robins International. Says Rajesh R Jumani, chief marketing officer, Tata Interactive Systems, “In an increasingly flat world, it is often more advantageous to collaborate rather than compete. We can synergise our mutual strengths, reach out to untapped markets or strengthen our positions in a geography, and meet local needs more effectively.” A few years ago, Tata Interactive Systems, a pioneer in e-learning, acquired Tertia Edusoft’s Germany and Switzerland business. The acquisitions have acted as a force-multiplier for the company, helping it ramp up the scale of its operations in Europe. “On the other hand, it has also helped us take formerly localised products to a wider, global audience. So it’s mutually beneficial. After all, ultimately all initiatives need to make business sense,” says Jumani. There is no doubt that the Tatas’ acquisitions of Corus and Jaguar Land Rover, followed by Reliance’s audacious bid for Lyondell Basell and Bharti’s Zain buy, have made small and mid-size Indian companies (SMEs) to venture offshore. Godrej Consumer Products, part of the Godrej group, has made four outbound deals so far this year. The company has said it continues to look out for target companies in overseas markets. In the pharma space, Avantha Group acquired Pyramid Healthcare Solutions ($20 million) in the US and Aegis acquired Sallie Mae (customer service centre) in Texas. Cheap dollar, foreign loans make global buy attractive Avantha Group has an established presence in the IT & ITeS space in the US. This strategic acquisition further strengthens its global presence in the niche healthcare solutions sector. On the other hand, BK Birla group set foot in a new continent with Jay Shree Tea & Industries acquiring tea gardens in East Africa. According to Bala Balachandran, professor of accounting and information management, JL Kellogg, M&A activities will flourish for at least five more years where India will be a global player. “There will be more M&A activity and people will find the best fit strategically. Value migration will take over value proposition,” Balachandran says. The rationale An acquisition is an easy way for small and mid-sized Indian companies, particularly specialising in products like cryogenic vessels, graphite plates, gerkins, etc., to establish a foothold abroad, given that they would have to compete with other MNCs. In some cases, an acquisition ensures an offshore presence along with a competitive supply chain. Some like the Godrej group have gained leadership position in the hair colour space in 19 countries across the globe through the inorganic growth route. With deflated valuations of potential target companies, the global recession has thrown up enough opportunities for Indian companies to make outbound deals. “With the American economy gradually limping out of recession, several businesses set up some time ago are up for sale. Timingwise, this has helped Indian SMEs, which have benefitted from India’s liberalisation in the past 20 years, to acquire these businesses,” says Anand of Khaitan & Co. The appreciation of the rupee against the dollar, along with the availability of foreign currency-denominated loans has assisted these companies by making foreign acquisitions cheaper for Indian SMEs. Difficulties faced In the face of it, everything seems hunky dory at the pace indian manufacturersat which Indian companies are striking deals. However, the road may be riddled with challenges in matters related to corporate governance, competition law, legal risks and cultural fits. Indian SMEs may be accustomed to a cosy relationship between promoters and non-executive directors. But such issues are treated with much more seriousness in the West. “Indian companies will have to transform their thinking over such issues if they want to be regarded as blue chip investors from emerging markets,” says Anand. indian manufacturersMoreover, Indian companies are not accustomed to operating in an environment where there is a strong competition regulator. Indian companies are often prepared to take a high degree of legal risk since the judiciary takes a lot of time to address and resolve issues. However, in the West, the judiciary is much more efficient, and courts award actual costs as well as substantial damages on time. Anand feels managers of Indian companies will require training to deal with such issues. Another big challenge is HR. According to Ashutosh Maheshvari, CEO, Motilal Oswal Investment Advisors, “The biggest impediment remains to be able to adapt to the cultural business conditions to operate in the target company’s country.” “We have seen integration challenges where human resource policies or the processes or systems are different in the two countries and companies find it difficult to integrate them,” says Arora of Ernst & Young. indian manufacturersCertain legislations and regulations, especially on environment issues, are also much stricter in the western countries as are closure regulations. New companies heading out may also find it difficult to deal with these issues. The quicker they adapt, the better. Avantha Group has an established presence in the IT & ITeS space in the US. This strategic acquisition further strengthens its global presence in the niche healthcare solutions sector. On the other hand, BK Birla group set foot in a new continent with Jay Shree Tea & Industries acquiring tea gardens in East Africa. According to Bala Balachandran, professor of accounting and information management, JL Kellogg, M&A activities will flourish for at least five more years where India will be a global player. “There will be more M&A activity and people will find the best fit strategically. Value migration will take over value proposition,” Balachandran says.
:: Read More
(Published: Mon, 28 Oct 2013 20:27:06 -0700)

Small is big: SMEs on overseas drive


Move over Tatas and Birlas. A new wave of small and midsized ‘indian manufacturer’ is creating ripples on the global M&A stage. Even as inorganic growth opportunities within India become scarce, the economic downturn of Europe and North America has thrown up attractive opportunities for acquisitions. An increasing number of Indian companies is making bids — at times audacious — to gobble up overseas firms. So even though it’s the big ticket acquisitions that capture our imagination, the small and medium companies are increasingly riding the M&A wave abroad. As a result, the trend has brought into spotlight budding multinationals from India. “We are definitely witnessing an increase in outbound transactions by Indian companies over the last couple of months. These companies are from newer segments such as industrial products, chemicals, and even some consumer products brands that are growing steadily within India,” says Ajay Arora, partner, transactions advisory services, Ernst & Young. Companies are increasingly expanding their markets beyond the Indian borders - either to access new cuttingedge technologies or in search of natural resources. Since January 2010, there have been around 35 overseas deals struck by Indian companies. The figure is comparatively large as against the over 40 deals sealed in entire 2009. Apart from larger deals, such as Bharti Airtel’s acquisition of Zain Africa ($10.7 billion), Hindustan Zinc’s acquisition of Anglo-American Zinc ($1.3 billion) in Namibia and Jindal Steel & Power’s acquisition of Shadeed Iron & Steel in Oman ($464 million), the landscape is dotted with many small to mid-sized deals like Banco Products’ acquisition of Nederlandse Radiateuren Fabriek of Netherlands ($24 million), Inox India’s majority stake buy in Cryogenic Vessel Alternatives (CVA) of US ($140 million), Crompton Greaves’ acquisition of Power Technology Solutions in the UK ($45 million), Hindustan Construction Company’s acquisition of a 66% stake in Karl Steiner AG ($33 million), among a host of others. There are many opportunities for Indian companies to globalise across sectors, including the mid-IT space. Africa has witnessed many deals in the consumer products and telecom space. Distressed assets in Europe are now also prime targets for acquisitions. “Six months ago, such an endeavour was not possible for Indian companies due to financing constraints. Today, balance sheets are much stronger and companies are on a better footing to acquire companies overseas,” says Sanjeev Krishan, executive director/partner, transactions group, PricewaterhouseCooper (PwC). Clearly, high interest burden and liquidity crunch are no longer the stumbling blocks in India Inc’s endeavour to make overseas acquisitions. “In 2007, total offshore investment by Indian corporates was to the tune of approximately $32.9 billion. It is fair to say that the transformation of Indian SMEs into Indian MNCs is well underway,” says Bharat Anand, partner, Khaitan & Co, the New Delhi-based firm which helped Suzlon in its acquisition of Hansen Transmission and Inox’s purchase of CVA. indian suppliersWith CVA being the world’s largest manufacturer of cryogenic transportation equipment, Inox India has secured its position as a global player in the short span, offering total solutions in cryogenic storage, transportation and distribution engineering across nearly 100 countries with exports accounting for almost 60% of its turnover. There are some companies which belong to larger groups and, by virtue of that, have a global presence. Some of the lesser known or smaller Tata companies too have hit the M&A trail. For instance, TRF, in April, acquired UK’s Hewitt Robins International. Says Rajesh R Jumani, chief marketing officer, Tata Interactive Systems, “In an increasingly flat world, it is often more advantageous to collaborate rather than compete. We can synergise our mutual strengths, reach out to untapped markets or strengthen our positions in a geography, and meet local needs more effectively.” A few years ago, Tata Interactive Systems, a pioneer in e-learning, acquired Tertia Edusoft’s Germany and Switzerland business. The acquisitions have acted as a force-multiplier for the company, helping it ramp up the scale of its operations in Europe. “On the other hand, it has also helped us take formerly localised products to a wider, global audience. So it’s mutually beneficial. After all, ultimately all initiatives need to make business sense,” says Jumani. There is no doubt that the Tatas’ acquisitions of Corus and Jaguar Land Rover, followed by Reliance’s audacious bid for Lyondell Basell and Bharti’s Zain buy, have made small and mid-size Indian companies (SMEs) to venture offshore. Godrej Consumer Products, part of the Godrej group, has made four outbound deals so far this year. The company has said it continues to look out for target companies in overseas markets. In the pharma space, Avantha Group acquired Pyramid Healthcare Solutions ($20 million) in the US and Aegis acquired Sallie Mae (customer service centre) in Texas. Cheap dollar, foreign loans make global buy attractive Avantha Group has an established presence in the IT & ITeS space in the US. This strategic acquisition further strengthens its global presence in the niche healthcare solutions sector. On the other hand, BK Birla group set foot in a new continent with Jay Shree Tea & Industries acquiring tea gardens in East Africa. According to Bala Balachandran, professor of accounting and information management, JL Kellogg, M&A activities will flourish for at least five more years where India will be a global player. “There will be more M&A activity and people will find the best fit strategically. Value migration will take over value proposition,” Balachandran says. The rationale An acquisition is an easy way for small and mid-sized Indian companies, particularly specialising in products like cryogenic vessels, graphite plates, gerkins, etc., to establish a foothold abroad, given that they would have to compete with other MNCs. In some cases, an acquisition ensures an offshore presence along with a competitive supply chain. Some like the Godrej group have gained leadership position in the hair colour space in 19 countries across the globe through the inorganic growth route. With deflated valuations of potential target companies, the global recession has thrown up enough opportunities for Indian companies to make outbound deals. “With the American economy gradually limping out of recession, several businesses set up some time ago are up for sale. Timingwise, this has helped Indian SMEs, which have benefitted from India’s liberalisation in the past 20 years, to acquire these businesses,” says Anand of Khaitan & Co. The appreciation of the rupee against the dollar, along with the availability of foreign currency-denominated loans has assisted these companies by making foreign acquisitions cheaper for Indian SMEs. Difficulties faced In the face of it, everything seems hunky dory at the pace indian manufacturersat which Indian companies are striking deals. However, the road may be riddled with challenges in matters related to corporate governance, competition law, legal risks and cultural fits. Indian SMEs may be accustomed to a cosy relationship between promoters and non-executive directors. But such issues are treated with much more seriousness in the West. “Indian companies will have to transform their thinking over such issues if they want to be regarded as blue chip investors from emerging markets,” says Anand. indian manufacturersMoreover, Indian companies are not accustomed to operating in an environment where there is a strong competition regulator. Indian companies are often prepared to take a high degree of legal risk since the judiciary takes a lot of time to address and resolve issues. However, in the West, the judiciary is much more efficient, and courts award actual costs as well as substantial damages on time. Anand feels managers of Indian companies will require training to deal with such issues. Another big challenge is HR. According to Ashutosh Maheshvari, CEO, Motilal Oswal Investment Advisors, “The biggest impediment remains to be able to adapt to the cultural business conditions to operate in the target company’s country.” “We have seen integration challenges where human resource policies or the processes or systems are different in the two countries and companies find it difficult to integrate them,” says Arora of Ernst & Young. indian manufacturersCertain legislations and regulations, especially on environment issues, are also much stricter in the western countries as are closure regulations. New companies heading out may also find it difficult to deal with these issues. The quicker they adapt, the better. Avantha Group has an established presence in the IT & ITeS space in the US. This strategic acquisition further strengthens its global presence in the niche healthcare solutions sector. On the other hand, BK Birla group set foot in a new continent with Jay Shree Tea & Industries acquiring tea gardens in East Africa. According to Bala Balachandran, professor of accounting and information management, JL Kellogg, M&A activities will flourish for at least five more years where India will be a global player. “There will be more M&A activity and people will find the best fit strategically. Value migration will take over value proposition,” Balachandran says.
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(Published: Mon, 28 Oct 2013 20:26:57 -0700)

Don’t Make These Top 10 Selling Mistakes
Selling is not that complicated as it seems to be. Professionals engaged in selling continuously work to sharpen their skills and try to learn from mistakes made in the past. An ongoing argument among the sales professionals’ states that outstanding sales professionals are born not made as only few people can maintain consistency in their performance and achieve financial stability.
Extraordinary selling skills can only be achieved by real world practice and the guidance of those who have gained enough experience in this field. Here is our small attempt to make you understand the most common selling mistakes, which are better to avoid for taking the road to selling success.
 Exhibiting Little Self-Reliance : - No place in the world can get you self confidence, since it is something that resides in you only. The more confidence you exhibit to your customer the better your sales will be that in turn will increase your probability of success in selling.
 “Extending” the Truth : - Be honest to your customers as nobody likes to be cheated, especially when they are about to spend their hard earned money on the basis of the facts you told them. Maintain your reputation because it supersedes you with every sales call you make.
 Not Admitting That You Don’t Know : - This is the classic selling mistake made by most of the sales representatives. Admit to your customer that you don’t know about something they are asking. It’s better to say ‘I don’t know, but I will find out for you’ than giving them unaccountable information. This practice will not only increase you knowledge base but also enhance client’s perception about your expertise.
 Not Looking One among Them : - Most of the purchase decisions are made on the first impression of the sales representative. Always remember that selling involves interaction to strangers, so try to groom your self one level above your targeted audience. This in turn will provide you an edge over your competitors and lead you to the path of success.
 Lack of Knowledge about Your Competitor : - Always try to be better than your competitors to attract more customers and proactively research about your competitive companies. Moreover, gather all the information about your specific competitors from their habits to weaknesses, selling tendencies, pricing record everything for tough market competition.
 Insufficient information on your offerings :- Complete dependence on the knowledge of product or service you are selling is also a common mistake. Brief knowledge about the applications, benefits and some features of your offerings is necessary, but providing unnecessary or unorganized details about the products and services will instantly move customer to your competitor.
 Not Filling Sales Pipeline : - Consistent selling time cycle is an integral part of every selling process. Significant knowledge about how long it takes to receive order from preliminary contact along with target customer equals your sales pipeline. The actual figure of your sales opportunities reaching the front end of your sales pipeline with guaranteed percentage of orders coming out will help you in maintaining consistent flow of earnings.
 Not Accepting Rejection :- It is difficult to learn that a large number of potential new customers will turn down your offer more times than accepting it. Rejection is something very common is selling business. Selling is all about numbers and it is required to understand that the rejection made by the customer is not personal.
 Wasting your Selling Time :- Effective utilization of selling time will yield more fruitful results, rather than spending your time in other unimportant things. A sales representative gets only 8 hours to interact with the customers and convince them to purchase what they are selling. Therefore, it’s better to utilize that time in generating new customers and avoid doing things than can be done after office.
 Lack of Selling System :- Developing a systematic selling process for disqualifying customers is necessary so that their problems can be defined systematically, solving their problem as per their level of assurance and financial resources and tackling the purchase decision process efficiently. Continuous refining and use of selling system will eventually make you a master of selling process.
Although, it is believed that selling can be learned by real time mistakes only, but the common mistakes made by the professionals can also be learned. By avoiding the above mentioned common selling mistakes, one can easily walk the path of success and reach their goal in a shorter time span
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(Published: Mon, 02 Sep 2013 09:18:24 -0700)

Does My Business Really Need a Website? Small Business Website Myths Revealed
Gone are the days when people used to go through telephone directories or yellow pages for business related listings? The emergence of Internet search engines has reduced the use of such printed media tools for searching of products and services. Therefore, it is a complete waste to spend money in advertising there. Today, when most of the entrepreneurs and customers use Internet for searching products and services they require, having no website is harming their business at large. The need of good searchable website for the expansion of business is necessary because the potential growth of your business largely depends on your website. People have developed some myths about having website for small businesses, which is in turn hampering their progress. Through this, we are attempting to reveal such myths and clear the sky for bright future aspects.
Creating a website is expensive :- A good website can be developed easily within your budget if made through authentic resources. Plenty of options are available that can create excellent business website in limited investment, which in turn will attract new customers. However, the price largely depends upon the number of pages you want in a website.
 Inadequate staff to update website :- Having a website which is not updated is even worse than having no website at all. But this problem has also been resolved with the emergence of Content Management Systems (CMS) that has made the task of updating website easier. Any person with basic computer knowledge can easily update the website through this software.
 Why I need a website when my competitor doesn’t have any ? :- Your decision to have a website or not should not be influenced by your competitors as it is going to benefit you, not them. They might be making huge profits without website, but you never know may be you surpass them after giving a new platform of growth to your business.
 I can get away with a simple, freebie website :- One thing which we often come through is that most of the business websites are created in a brochure form, which makes them boring and unattractive to customers. As Internet is an interactive visual medium, so it’s better to develop it in a more creative way rather than the outdated brochure form.
 All that SEO stuff is too hard to figure out :- SEO or Search Engine Optimization is basically an art of using words and phrases on your website, which are commonly used by the customers for searching the products or services. The possible phrases may include your business type, you area or even country. Don’t make things complicated, prepare a list of words which best describes your offerings, which are deeply analyzed by your search marketing vendor. These optimized key words will let your website have higher search engine rankings and consequently, grab the attention of more and more customers.
need more information  go to -www.way2trading.com
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(Published: Sat, 31 Aug 2013 10:06:10 -0700)

Indian generic companies lash out at US pharma biggie
At a time when domestic generic medicines are helping the developed world to slash healthcare costs, big pharma has lashed out at indian manufactruers. The remarks made by chairman of one of the world’s largest companies, Sanofi Aventis, attacking domestic generic companies for exporting drugs, has created a furore. Infuriated, the industry has asked the government to step in and register their protest at an appropriate forum. Recently, Jean-Francois Dehecq, chairman of French firm Sanofi-Aventis, citing India as an example has criticised generic companies for exporting drugs rather than selling them locally. He’s been reported as saying in the media, “They make (drugs) cheaply and bring them to the North for people who can already pay. It is a scandal. They are exploiting people in the South. They should deal with their own countries first.” Indian Pharmaceutical Alliance secretary general, DG Shah, told Times of India: “This statement is indicative of the mindset of the big pharma that the third world nations should not look at them for access to medicine. It conveys a message to the trade negotiators that the developing countries like India, Brazil and Indonesia should not look at the West as a market for their generic products.” The industry has countered the charges saying that they are baseless. It has said in a letter to the commerce secretary that the domestic industry has not only made indian manufacturer self-sufficient for most of its medicines requirement but also emerged as a major source of supply for the developing countries. Such statements, if not challenged, hurt the interest of the domestic industry, it adds. One of the major generic manufacturers, Cipla’s joint MD Amar Lulla said “This (statement) reflects the insecurity of the big pharma towards India.” Generic drugs are copies of patented medicines and are sold in certain cases at even onetenth of the prices of the branded but offpatent drugs. The domestic industry wants to sensitise government to the attitude of the big pharma, whom it wants to “please through a trade related aspects of intellectual property rights plus IPR regime.” Sanofi-Aventis has two manufacturing units in India, both of which have been identified as global sourcing units, and its Indian operations recorded export revenues of 30% of its total sales in 2005
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(Published: Sat, 31 Aug 2013 04:57:50 -0700)

brass hardware manufacturers
AFTER bearing the brunt of the economic downturn at the beginning of this decade, the technology sector looks as if it may be among the best positioned to benefit when the global economy recovers from the current recession. Of course, that’s partly because it’s not tech’s bubble that burst this time. Real estate and finance have that distinction. Yet tech companies also appear to have learned tough lessons from the Internet bust that have helped them manage through the latest slump. Many cut costs and made other hard choices early on, and now look poised to profit if corporate and consumer demand begin to climb. “Have we learned from previous mistakes? Absolutely,” says Niklas Savander, executive vice-president at phone giant Nokia. “Not everyone has managed perfectly, but I would say the tech industry has managed it better than others.” Investors are betting that’s the case. The techheavy Nasdaq has rallied in the past month and is up 5% for the year, while the Standard & Poor’s 500-stock index and Dow Jones industrial average are down. Shares in Cisco Systems, IBM, Research In Motion, and Apple have risen at least 10% in 2009. “Right now, the stocks are on the bargain table,” says Jerome I Dodson, CEO of Parnassus Investments. “If there is even a small increase in demand, I suspect that tech stocks will take off.” These could be misplaced hopes. If the economy continues to slide, tech companies won’t see much benefit from their belttightening and other moves. And the economic outlook remains cloudy. Tech retail sales, for example, slid 10% in March, according to government data, far worse than the 4.1% drop in February. “It’s still pretty ugly,” says Bill Whyman, senior managing director at International Strategy & Investment. CISCO’S INVENTORY VIGILANCE Tech companies have taken a number of steps to position themselves for a recovery. They’ve laid off workers, closed facilities, and outsourced even more of their production. Many companies have also hoarded cash for years, even in the face of investor complaints. Now as other companies scramble for financing, tech giants such as Cisco, Apple, IBM and Microsoft have billions on hand for acquisitions, research and development, and other long-term plans. Perhaps most important is how aggressively tech companies have managed production and inventories. Whyman figures that while hardware suppliers sales fell 5.8% from the third to fourth quarter of last year, inventories dropped even faster, by about 9%. It’s a sign tech companies quickly throttled back on making new PCs, mobile phones, and chips in anticipation of weak demand, saving themselves from having to write off excess inventory, as they had to do in years past. Take Cisco. In April 2001 the networking giant made one of the more painful confessions of the Internet bust: It had let so much networking gear pile up in inventory that it had to take a $2.5 billion charge for equipment no one would ever buy. Ever since, it’s been working to make sure such a thing never happened again. Supply chain chief Angel Mendez is grilled at monthly reviews by CEO John T. Chambers and other top brass, and Cisco has half the inventory it did in 2001 even though it is twice as big. “It didn’t take John eight years to start asking questions (about inventory levels),” says Mendez. “He asks about every eight minutes.” Nokia, Intel and others also slowed production last fall within weeks or even days of seeing demand slide. They brought supply chains—often involving dozens of companies—to near hibernation. A few shut down. David Yoffie, a vice-president at server maker Rackable Systems, sent an e-mail to hundreds of partners last November telling them to stop all production immediately. “Customers had hit the brakes hard,” he says. SMARTPHONES, THE SMART BET brass hardware manufacturerIt takes more than a wary eye to pull off such feats. Robert B. Carter, chief information officer at FedEx, says high-tech and life sciences companies have “the most advanced supply chains of any industry,” thanks to investments in new technologies and talent. Just as Apple customers can go online to track exactly where their new iPhone is en route to their door, tech companies and their suppliers, brass hardware manufacturers, and distributors typically share the same real-time view of actual demand. That’s led to other innovations. In the past, companies only air-freighted goods when inventories of a hot product ran out. Now, that’s become quite common for small, light, high-end products. Although air mail is 10 times more expensive than shipping by boat, the products arrive in a day or two instead of three weeks, so they can be shipped after a customer places an order rather than in anticipation of demand. “If there is a spike in demand we can increase production. If not, we don’t overbuild,” says Liam Casey, CEO of PCH International, which helps Western companies produce and distribute products from China. Still, even the leanest companies need growth to turn investors’ heads. Research In Motion’s shares have risen more than 50% this year in part because of strong revenue growth in the latest quarter. And because it cut inventory so drastically, the outlook for both sales and profits is promising. Some big phone companies have no more BlackBerrys on hand for their subscribers, says Neil Mawston, an analyst at Strategy Analytics in London. “Because of the de-stocking, there’s going to be a restocking,” he says. Some see signs of better times in even the most savaged segments of tech. Take chips, where many companies took a huge hit by cutting production to less than 50% of capacity, vs 80% in flush times. BusinessWeekkey:
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(Published: Fri, 30 Aug 2013 04:03:15 -0700)

business services directory
SEMCOM, CVMs premiere business college takes business to a new level by offering innovative Master of E-Business degree. The programme combines marketing andbusiness dynamics with special IT training to make the student candidate a competent E-business enabled professional who can blend new age business initiatives and use the power of IT, internet and WiFi technology to increase customer base, maintain inventory, perform HR works across geographic distances, reach new markets, design innovative product promotion and use digital entrepreneurship to increase company productivity. The classroom has eminent experts like Pavan Duggal holding discussions, regular case studies and presentations, one of a kind Cyber law clinic, holding E-Business summit search engine optimisation, ethical hacking and industry internship programmes. SEMCOM also offers a 4-year BBA (Hon.) in IT Management offering dual specialisation in HR, Marketing, Management, Advanced ERP and International business. business services directory The standard 3-year BBA (General) focuses on Marketing management, financial management, exports management with practical studies. Admission to both is through a competitive test. The BCA program offers specialised overview of IT, Software engineering, System analysis, Database management etc. The BCom (General) course offers specialisations in accountancy and management. CZ Patel College of Business and Management CZ Patel College of Business and Management offers 4-year BBA(Hons) in Hospitality Management, Travel and Tourism Management and BCom (Hons) in Corporate Banking, International Accounting and Insurance. It is also offering strategic collaboration with Myers University USA and Malaspina University Canada in partnership with University of Hertfordshire UK to offer a dual degree of MBA and MSc (International Business) to BBA and BCom students. Students also get to go on study tours to events and trade shows in Singapore or Dubai to gain on hand experience. Graduates from CZ Patel College are directly eligible for admission in MBA programs of the foreign universities. The college has also tied up with Asian American Hotel Owners Association (AAHOA), USA to act as a collaborating body for internships and final placements for students to top-notch hospitality providers around the world. Leading experts from the field of insurance, banking and financial management come to interact with students of BCom (Hons) in Corporate Banking, International Accounting and Insurance. Career opportunities have moved to create new niche jobs as investment analysts, management consultants, corporate governance, public sector finance, HR Managers etc. Students get an insight service providers from Indiainto Business Law, Accounting and Auditing, Fundamentals of Banking and Insurance and are regularly taken on field visits and internship placements. business consulting firms
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(Published: Fri, 30 Aug 2013 03:56:56 -0700)

Five Simple Steps to Increase Sales with E-Newsletters
With the world entering the 21st century, computers have taken over most of the controls. Whether it is trade, education, security, etc., all are managed with the help of computers. Promotion of a business is of major concern; newsletters are subscribed by a user in order to receive the latest updates of a company or any other institution or association. As a person subscribe to various newsletters, he will go through only those that are attractive and contain sufficient information. So a newsletter must be written with focus on providing complete information to the subscribers.
Here are 5 useful steps that will help you to design a newsletter that will increase sales of your enterprise.
Informative and Helpful: If a newsletter is not read by a user, he will never subscribe to it. It should be highly informative and thus useful to the person reading it. Nobody wants to read lengthy material, short and yet informative should be the format of any newsletter.
Interactive: A newsletter must have an interactive approach; it should involve a reader in it. A reader should be allowed to give their opinions and suggestions. Also, they should be made an active part of surveys. This will help your company to acquire a community and thus increase your company’s sales.
Advertise your business: Apart from the information, your newsletter should be filled with advertisements regarding your services. Use of creative links on your newsletter will help generating more traffic on your site. Advertising of live demos, free consultations, white papers and webinars will help the visitors relate to your sales.
Attractive Incentives must be offered : Offer attractive incentives to the subscribers who forward your newsletter or give referrals to their colleagues and friends. You can provide them with white papers and if the result of the forwards is a new subscriber, then a thank you note (probably of some value) should be offered. It should also be ensured that your off-line referrals are also promoted in your newsletter.
Measure results: Tracking your newsletter followers is a must. If you will have complete information of what is the most clicked thing and what is the least, you will able to frame an idea of the material that should be added to the next newsletter. Sharing the results with the sales team can help your company to work on their weak and strong points and thus increase their sales.
Thus these 5 simple steps must be incorporated while designing as well as managing your company’s newsletter. These will help creating a newsletter that is highly useful for the sales team as it provides various quality leads.
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(Published: Thu, 29 Aug 2013 09:28:21 -0700)

B2B Sales Lead Generation Techniques
selling lead is the very first stage of a sales process. It is the identity of a person or company interested in buying a product. Every B2B company whether small or big works on generating new sales leads in order to expand their business. More the number of sales leads more are the new business opportunities. We provide you with some techniques that will prove highly effectual in garnering sales leads for your company.
The techniques through which you could generate sales leads for your company are:
Relationship marketing : Relationship marketing is an efficient method that forms the core of all the sales generating leads. It refers to generating a personal long term relationship with the customers.
Complementary partner referrals : This method helps in acquiring maximum number of qualified sales leads. Your company can obtain multiple leads by joining complimentary partner referrals as it facilitates other companies to do business with you.
Search engine optimization and Internet marketing strategies: A large fraction of business buyers now search Internet to get details of the businesses so it is very important to be in sync with the SEO and Internet marketing strategies so as to attract clients.
Sales lead generation via telemarketing : If executed properly, telemarketing proves to be effectual tool for generating sales leads. It is a cost-effective personal marketing technique that helps generate qualified leads.
E-mail publications : Sales leads can be effectively generated by creating your own newsletters. Also, using direct mail or sales letters can help in attaining more sales leads.
Event Marketing : Conducting workshops, tele seminars, web seminars and seminars serve as effective sales lead generation means. As such events are attended by a large group of people that assures more enquiries and hence more business.
With the help of our useful techniques, you can assure to capture a great deal of sales leads. This is in turn means more sales revenue and hence huge profits for your business.
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(Published: Thu, 29 Aug 2013 09:26:15 -0700)

Reduce Marketing Costs with B2B Marketing
Money! Money! Money! – This is one thing that everyone in the present scenario wants to save. In the times of recession, businesses have suffered from grave losses. In order to regain the lost position, every company that saw a downfall plans to cut down their costs. Marketing utilizes a lot of money that if saved, can be used for some other aspect. B2B Marketplace
Online B2B Marketing is a very efficient source through which you could promote your business within a fixed budget. It brings the vast online trade to your personal computer, where you can browse through countless companies without much effort. Many online trading portals have come up that provide proficient services. We provide you with some of the ways that makes online marketing more effective than offline marketing.
 Cost-effective : B2B marketing is cost effective as compared to offline marketing. Hoardings, Banners and T.V. advertisements are expensive means of promoting a business. Advertizing through internet and its various services serve highly cost-effective. When the advertisements need to be updated, most of the times, web services offer free services.
 Mass-reach : Anyone sitting at home can just click and browse any information that he needs about a product. He is presented with countless options to buy products from. If compared to offline marketing, internet has a wider reach.
 More effective : Online B2B marketing is very effective means of promotion. As computers has become an imperative part of everybody’s life, so promoting a business through it help garnering a wider audience. Also, the influence of the Website you visit is much more than a hoarding you see because you tend to spend more time going through a Website as compared to a hoarding or a T.V. advertisement.More effective :
Thus from the above points you must have learnt that online B2B marketing is the best way out for any company that is seeking a way to advertise itself without spending much amount. It also makes your business recession-proof as you will be saving money and at the same time expanding your clientele.
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(Published: Thu, 29 Aug 2013 09:22:29 -0700)

apparel manufacturer

Dhanteras is the time when retail fraternity is waiting with open arms to welcome shoppers and satiate their whims, fancies and tastes. Delhi's markets have indeed come of age and are now self-contained. Offering a plethora of options, you can buy anything and everything at the posh Delhi markets. Visit any of the city markets and you are sure to come across the sight of chattering women and children dressed up in their very best, shopping for the much awaited festival of the year. Excitement and fervour can be seen everywhere with markets booming and joining in the festivities. However, the series of bomb blasts and probably a dip in Sensex has made few residents apprehensive who prefer to keep away from indulgence. But there are other enthusiasts who are flocking these markets undeterred to get their hand on the very best of decoratives. Ranging from fluorescent decorative lights and Laxmi-Ganesh idols to streamers and flowers, a variety of everything is available in these markets. Malls have become the latest shoppers paradise. People flock in at these malls in huge numbers, as these malls provide them ample options under one roof. Be it clothes, jewellery, lifestyle products or food, there is something for everybody. Places like Gurgaon, Noida, East Delhi, Ghaziabad and Rajouri Garden bear testimony to the fact that malls have now become a one-stop-shopping solution for those who are short of time but do not want to be short strapped of creative ideas. HOUSEHOLD ITEMS Dhanteras, traditionally associated with buying of utensils is still followed with religious sanctity by many families. To cater to these demands, Delhi shops offer an array of conventional items as well as contemporary and utility household goods which both serve their religious and traditional purpose as well as make a good utility item. Kitchenwares can be bought from shops at Karol Bagh and Connaught Place. But if you are looking at wholesale apparel manufacturers, then Wazirpur and Sadar Bazaar is the place you should head to. The markets offer a wide range in terms of steel and other metal utensils. SAREES, BRANDED GARMENTS Head straight to market places like Chandani Chowk, Rajouri Garden, Tilak Nagar, Lajpat Nagar or South Extention if you are looking for traditional ethnic clothes, or branded apparel manufacturer. Here you can find the most stylish as well as in-vogue patterns that are sure to grab some eye-balls. ELECTRONIC GIZMOS Want to compare prices, brands and models of the latest electronic gizmos or white goods? Bhagirath Palace (near Chandani Chowk) is where you will find everything you ever wanted in terms of electronics. Gaffar Market in Karol Bagh and Palika Bazaar, Nehru Place are other places that promise to fulfil your gizmo appetite. GOLD AND JEWELLERY Jewellery is still synonymous with places like Dariba Kalan in Chandni Chowk or Bank Street in Karol Bagh. Though there are various other jewellery shops that have sprung up in Delhi recently that have really dazzled the female population here and made the menfolk loosen their purse strings. Jewellery shops that have recently caught the fancy of buyers are South Extension, Tilak Nagar and Pitam Pura. apparel manufacturers indiaGIFT ARTICLES 'Gifting' is a simple concept, yet choosing the right gift can mean so much. It can show personalized affection, care and understanding of the receiver's likes and dislikes, small things that do not go unnoticed. Thus while choosing a gift for the joyous moment, give your gifts a personal touch too. And luckily for you discerning shoppers, there is ample choice. Be it crystal, crockery, cutlery, leather items or even a gift, you can be assured that your memento would stand out in the assorted crowd. Now that you know what to buy from and where, all you need is loads of money to make the most of this festive season. Happy shopping
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(Published: Thu, 29 Aug 2013 09:17:31 -0700)

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 suppliesSociety 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.”
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(Published: Thu, 29 Aug 2013 09:17:07 -0700)

agricultural products manufacturers

Life’s Good” for LG India head Soon Kwon but he wishes the economy were in better health. Kwon, 55, believes that to beat the slowdown there is a need to engage a large part of the population in industriali zation. According to heavy dependence on agricul ture, and even FDI, is not right way forward if wants to return to a higher growth trajectory and, importantly, match up to China. The slowdown has already made Korean consumer giant LG Electronics rethink some of its planned investments for India. “Regarding new investments for plant and manufacturing, we would have to make necessary adjustments,” says Kwon, who has had stints at the company’s headquarters in South Korea apart from Australia, US and Canada. “The first months of this year were more encouraging than last year. During the initial months last year, everybody was worried about the overall macro-economic situation, mostly the rupee value. But now that the rupee is slowly stabilizing, LG feels a little better in the overall business sense,” says Kwon. Kwon feels the government should put more emphasis on industrialization as “India’s growth rate has fallen drastically and this has had an effect on the overall economy”. “The dependency on agriculture and FDI is too high. Until we have a global industrialization plan, I cannot see how it will be possible to achieve an economic growth rate of 8-9%. As a Agricultural products manufacturers, we want to see some radical and rational moves towards industrialization.” Agricultural equipments manufacturersHe says that the poor economic performance is having an effect on how corporates view India. “Disposable incomes are not rising even though the prices of products are. Three or four years ago, everyone expected consumer demand to double in the next five years, but it seems like demand is falling,” Kwon says. LG has four major business divisions in India – television, home appliances, air conditioners and mobile phones. Home appliances contribute about 50% to its revenues, TVs about 35%, ACs 10% and mobiles chip in the least. Is the company worried that mobiles form a small portion of its business, especially considering that most of its competitors like Samsung and Sony bank so much on the mobile phone business? “Different companies may have different business portfolios. They may be more successful than us in mobiles but LG is obviously the leader in other segments,” Kwon says. LG is globally re-working its strategy on mobile phones. “The whole mobile business mechanism is more dynam- than other segments, and it is also a very global business. Last year, we shifted our mobile priorities and decided to pull out of lower-budget phones, and instead focus on smartphones. Ever since then, our mobile business has started growing. This year, we can grow it to 10% of our over- business,” Kwon says. Apart from a sluggish , corporates in India – including LG – have been having a run-in with tax authorities. “I do not think that this will impact our business at all… I do think that the government should spend more time in allocating resources for industrialization. I do not know to what scale the government would go further, but this tax issue is a worrying factor.” agricultural products exportersKwon feels that the government needs to come out with policies that aid corporate growth, which is a necessary step to compete against China. “If you look at the global market, India may be the only country to ultimately compete against China. The role of the Indian government is very important here as the economy does not grow on its own
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(Published: Thu, 29 Aug 2013 09:16:39 -0700)

( Source: http://way2tradingblog.blogspot.com/feeds/posts/default )

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