Impact of a US recession on India

Indian companies have major outsourcing deals from the US. India's exports to the US have also grown substantially over the years. The India economy is likely to lose between 1 to 2 percentage points in GDP growth in the next fiscal year. Indian companies with big tickets deals in the US would see their profit margins shrinking.The worries for exporters will grow as rupee strengthens further against the dollar. But experts note that the long-term prospects for India are stable. A weak dollar could bring more foreign money to Indian markets. Oil may get cheaper brining down inflation. A recession could bring down oil prices to $70.

INDIA DILEMMA

Under the new scheme, the Rs. 8200 crore subsidy for the current fiscal will be shared by the upstream oil companies such as Oil and Natural Gas Corporation (ONGC) and the Gas Authority of India (GAIL) as well as the oil marketing companies of Indian Oil Corporation (IOC), Hindustan Petroleum Corporation (HPCL), Bharat Petroleum Corporation (BPCL) and IOC's subsidiary IBP.The bulk of this burden, about two thirds, will be carried by the oil marketing companies and the balance of about Rs. 2400 crores is the responsibility of ONGC and GAIL.but the main thing is this they or indian govt. can't give subsidy to the electric car REVA which is costing now 4 lac.

I think the subsidy have to transfer from petrol to car atleast for saving the environment.

FIFTY KEY WORDS FOR A M.B.A.

1.ACTIVITY BASE COSTING
2.BALANCE SCORECARD
3.BARRIERS
4.BRAINSTORMING
5.BRANDING
6.BUSINESS CYCLE
7.BUSINESS MODELING
8.BUSINESS PLAN
9.CANIBILIZATION
10.CHAMPIONING
11.CHANGE MANAGEMENT
12.CHERRY PICKING
13.CLUSTERING
14.COMPETITIVE ADVANTAGE
15.CONVERGENCE
16.CORE COMPETENCE
17.CORPORATE GOVERNANCE
18.C.S.R.
19.COST BENEFIT ANALYSIS
20.CRISIS MANAGEMENT
21.CRITICAL PATH ANALYSIS
22.CROSS SELLING
23.CULTURE
24.C.R.M.
25.DECENTRALIZATION
26.DE LAYERING
27.DIFFERENTIATION
28.DIVERSIFICATION
29.DOUBLE LOOP LEARNING
30.DOWNSIZING
31.E-COMMERCE
32.ECONOMIC OF SCALE
33.ECONOMIC OF SCOPE
34.EMPOWERMENT
35.E.R.P.
36.ENTREPRENEURSHIP
37.EXCELLENCE
38.EXPERIENCE CURVE
39.FAMILY FIRMS
40.FRANCHISE
41.GAME THEORY
42.GLASS CEILING
43.GLOBALIZATION
44.GROWTH SHARE MATRIX
45.HAW THROW EFFECT
46.HIERARCHY OF NEEDS
47.INNOVATION
48.INTRAPRENEURSHIP
49.JUST IN TIME
50.KAIZEN

The key challenge is to look to new horizons.

Strategy allowed us to develop a viable proposition where we could scale up the rural lending model realistically. I don't believe anyone has implemented this model before. The typical approach to rural lending has been through micro-loans, and that has certainly had some degree of success. But a large-scale rural banking model where you are ultimately trying to reach a population of 600 million people has not been done. That is our challenge -- and also our opportunity. Meeting this challenge of lending to India's farmers also involves other complexities. Agriculture here heavily depends on the monsoons or rains. The biggest risk is the failure of the monsoon. Now can you lend to rural India without fixing this risk? What we did was to ask if this was an insurable risk. Could we get such insurance? MODEL OF ICICI

An inspired decision and a subsequent fairytale

Blaming selectors for wrong doings is an age old practice in Indian cricket. More often than not, they deserve the stick. But like wicket-keeping, where you only get noticed if you drop a catch or fumble balls, if the selectors have taken an inspired decision, which helped dramatically transform the fortunes of the team they hardly get credit for it. Virender Sehwag's inclusion was one such decision.

Out in the cold for a while and scoring almost nothing in domestic cricket, Sehwag was picked on reputation and past performance for India's tour of Australia in December 2007. He was almost a living memory, who had been resuscitated from the dead for one final time. While the skipper had a major role in the picking, primary credit must go to Dilip Vengsarkar and company. Once picked, Sehwag, legends like Gavaskar were insistent, had to play. He wasn't part of the Indian team for the first two Test matches at Melbourne and Sydney. India, for the record, lost both games. Once picked at Perth, he gave India the momentum the team needed and helped script the best ever victory on Australian soil. At the WACA, India had amassed 56 in the first hour courtesy Sehwag. The battle was finally on. What followed his all round heroics at Perth was a match saving hundred at Adelaide and now he has come up with the Chennai Chamatkar (miracle), labelled by many like Vengsarkar as the best Test innings ever seen.

THE TOYOTA WAY

Base your management decision on a long-term philosophy, even at the expense of short-term financial goalsThe Toyota message is consistent: Do the right thing for the company, its employees, the customer and the society as a whole. This long-term philosophy is the guiding post of the company in its continuous quest to offer the best in quality and service to its customers, employees and stockholders.Long-term goal should supersede short-term decision making or goals.Develop, work, grow and align the company towards a common goal that is bigger than making money. Your philosophical mission is and should be the foundation of all your other principles.Toyota is aligned around satisfying the customer. It believes that a satisfied customer comes back and gives more business through referrals. It generates value for the customer, the society and the economy.One of the keys to success of Toyota is that it lives by the philosophy of self reliance and a “let’s do it ourselves” attitude.