International Journal of Management and International Business Studies. ISSN 2277-3177 Volume 4‚ Number 1 (2014)‚ pp. 71-84 © Research India Publications http://www.ripublication.com Flipkart-Myntra; From a Merger to an Acquisition Farhat Fatima Periyar Management and Computer College‚ Jasola‚ New Delhi Abstract The Indian e-commerce market was worth 75‚000 crore‚ in 2013‚ according to a joint report by KPMG and Internet and Mobile Association of India. India has the potential to double its economic
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commerce and beyond Although India is second largest country in the world‚ it expected retail market is around US$ 450 billion which is way less than US$ 469.3 bn turnover clocked by largest retailer in world “Wal-Mart Inc.” If we take another comparison‚ for the calendar year 2012‚ Amazon.com‚ the largest retail online store in the world‚ posted a turnover of US$ 61.09 billion registering a growth of 27% over the previous year 2011. Now if compare this with the Indian E commerce market figure with
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Account Management Case Study AGENDA FOR THE PRESENTATION AM’s Performance Measurement Framework Seller’s Classification Seller Evaluation Framework Challenges Faced – Sellers Prespectives Account Management Initiatives to Increase Sales [SNAPDEAL Actions] Initiatives to Increase Sales [Sellers Actions ] Proposed structure - “AM – Sellers” alignment Account Manager Number of Sellers Handled Rishi 272 Omi 445 Akki 42 Sid 16 Vinod 5 Account Manager High Revenue Account Sid
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and Binny Bansal‚ launched an e-commerce website of retailing books in September 2007. Today‚ that e-commerce website‚ Flipkart‚ is valued at around ₹2000 crore. Being India’s largest online retailer flipkart recently crossed 1 billion (approx ₹5920 crore) mark in sales in March this year and aims to be the first $100 billion internet company from India. BBD-Introduction Flipkart organized its biggest online sale on 6th October 2014‚ promising discounts up to 90%. Yes‚ we are talking about the Big
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Flipkart‚is an electronic commerce company that was established by Sachin Bansal and Binny Bansal in 2007 and now it is India’s largest online retailers with sales of 1 billion$ for year 2013-14. With a strong focus on customer service‚ it has developed an efficient supply chain which focuses on maximising customer satisfaction. The objective is to provide a memorable online shopping experience to their customers so that they come back again and again using innovative services like Cash on Delivery
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Porters 5 forces for Flipkart Threat of New Entrants : Industry seems to have very high potential but is at its nascent stage. Lots of scope of growth in the future Many small players might enter to explore the market High capital investment is required as it is still in the nascent stage. Would not be much of a deterrent as venture capitalists are interested in investing‚ as they see a future in it. Flipkart is already an established its brand name and network across the nation
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Supply Chain Management Introduction To Flipkart • Founder-Sachin Bansal and Binny Bansal • Background- IIT Delhi and ex- Amazon • Year-2007 • Investment-4 lacs • Headquarters- Bangalore • Human Capital- 13000 employees • Current Valuation- 5$ Billion • Investors- Tiger Global‚ Accel Partners and South Africa‘s Naspers Product Portfolio • Books • Movies • Music • Games • Mobiles • Cameras • Computers • Healthcare and Personal Products • Home appliances and electronics • Stationary • Perfumes
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Comparative models offer managers a framework which allows comparisons between cultures which is useful in predicting behaviour and reactions of different cultural groups. However‚ with globalisation criticisms of the comparative models have become more pronounced. Cultures do not signify a nation and today’s multi-national corporations do belong to a specific country or culture. The comparative model uses nation state as a unit of analysing cultures and assumes that a culture is contained with
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different ways. Two of those are their similarities and differences. They include both personal and behavioral similarities as well as personal and behavioral differences. They will be stated in the following paragraphs. There are similarities between Equality 7-2521 and Adam. They were both born with a natural curiosity. The curiosity caused them to do something that was explicitly forbidden. This led Equality 7-2521 to rediscover something that was wiped from human memory for a great length of
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financial‚ operational and managerial performance‚ represented by the acronym "CAMEL": C - Capital adequacy A - Asset quality M - Management E - Earnings L - Liquidity The ratings published refer to the overall rating of a bank – i.e.‚ the score ranging between 1 and 5 based on a weighted numerical computation using each of the five core components. 27
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