MUKESH KUMAR
PGDM III (2008-10)
December 16, 2009
Nissan 370Z set to scorch Indian roads......
December 10, 2009
Split over tariff war
The ongoing price war in the telecom sector has started taking its toll. While older companies such as Bharti Airtel (BHARTIARTL.BO : 342.5 +11.5
) and Bharat Sanchar Nigam Ltd (BSNL) say that the existing tariffs are below their costs, new firms such as Tata Teleservices and Uninor say they would make profits at the current tariffs.
Price wars began in June 2009 when Tata DoCoMo launched its GSM service in Chennai. It offered a 'per second' billing to its customers, charging 1 paise per second for local and STD calls made to any network. All other operators followed.
Then the entry of MTS further intensified the war. The company introduced a tariff plan with 0.5 paise per second billing.
Presently, there are about 10 players in the market making India one of the most competitive markets in the world.
"Increase in competition has led to a price war and there is a pressure on revenues," Bharti Airtel Deputy CEO Sanjay Kapoor told Hindustan Times.
"There has to be an end to the ongoing tariff war," said R.S.P. Sinha, CMD, MTNL. "It is not sustainable for any company in the long run."
"The existing prices are much below cost," said a BSNL official who didn't want to be quoted. "New companies have nothing to lose. They have no subscriber base so they can do anything to acquire subscribers."
"There is pressure on margins due to low tariff," said Kuldeep Goyal, CMD, BSNL. "In view of this, a consolidation is bound to take place."
New operators, however, say that their prices are cost-based.
"The tariffs offered by us have been thoroughly thought out and make perfect business sense," said Anil Sardana, managing director, Tata Teleservices.
"For Uninor, our low-cost, no-legacy model will allow us to be competitive and yet preserve the business case -- the only way to succeed in a hyper-competitive market," said Stein-Erik Vellan, managing director, Uninor.
BY:-AJAZUL HAQUE
PGDM 3rD SEM
December 09, 2009
BMW S1000RR
BMW S1000RRExpected PriceRs. 9,00,000* Mumbai. May vary.
Thirteen years after its unsuccessful foray into the Indian motorcycle market, BMW Motorrad is once again planning to reenter the small yet growing luxury motorcycle market in India.
“Our people from BMW Motorcycle are having a look at the market. They are also in discussion with us for feedback on the matter. As soon as we see potential for a viable market entry for sustainable growth, we would take that into consideration,” said Peter Kronschnabl, president, BMW India.
BMW motorcycles would likely be priced similar to other imported motorcycles currently being sold in India by the likes Honda, Suzuki and Yamaha which are priced between 9 to 12 lakh rupees. BMW S1000RR is powered by a 4-stroke in-line four-cylinder 999cc engine which develops maximum power of 193 Bhp at 13000 rpm with maximum torque of 112 Nm at 9750 rpm. All-new engine mapping is designed to smooth out the execution of partial-load situations, while the throttle now features both open and close cables for improved precision.
BY: NEHA GOYAL
PGDM 1ST SEM
BMW K1300S
BMW K1300S
Expected PriceRs. 10,50,000* Mumbai. May vary.
#VEHICLE SUMMARY#
Name:K1300S
Type:Sports
Top Speed:200kph
#ENGINE SPECIFICATIONS#
Displacement:1293cc
Engine:4-stroke in-line four-cylinder
Maximum Power:175 Bhp @ 9250 rpm
Maximum Torque:140 Nm @ 8250 rpm
Gears:6 Manual
Clutch:Multiple-disc clutch in oil bath, hydraulically op
Bore:80
Stroke:64.3
No. of Cylinders:4
Cylinder Configuration:In-Line
Valve Per Cylinder:4
Chassis Type:Bridge-type frame, cast aluminium
Cooling Type:Liquid Cooling
#DIMENSIONS#
Length:2182.00 mm
Width:905.00 mm
Height:1221.00 mm
#OTHER SPECIFICATIONS#
Weight:254.00 kg
Fuel Tank:19.00 ltrs
Electrical System:Three-phase alternator 580 W
Headlamp:NA
Battery Type:NA
Battery Voltage:12 V
Battery Capacity:14 Ah
Battery Charger Type:NA
Horn:NA
Wheel Type:Alloys
Wheel Size:120/70 ZR 17 - 190/55 ZR 17 mm
Colors:Lava Orange, Light Grey & Black
#ACTIVE AND PASSIVE SAFETY#
Suspension(Front):BMW Motorrad Duolever; central spring strut
Suspension(Rear):Cast aluminium single-sided swing arm with BMW Motorrad Paralever; central spring strut with lever system
Brakes:Twin disc, floating brake discs, diameter 320 mm,
Brakes(Rear):Single disc brake, diameter 265 mm, double-piston
Stand Alarm:ok
Thirteen years after its unsuccessful foray into the Indian motorcycle market, BMW Motorrad is once again planning to reenter the small yet growing luxury motorcycle market in India.
“Our people from BMW Motorcycle are having a look at the market. They are also in discussion with us for feedback on the matter. As soon as we see potential for a viable market entry for sustainable growth, we would take that into consideration,” said Peter Kronschnabl, president, BMW India.
BMW motorcycles would likely be priced similar to other imported motorcycles currently being sold in India by the likes Honda, Suzuki and Yamaha which are priced between 9 to 12 lakh rupees. The K1300S isn’t a brand new model, as the K line has been around since the early 1980s.
K1300S is powered by a 4-stroke in-line four-cylinder 1293cc engine which develops maximum power of 175 Bhp at 9250 rpm with maximum torque of 140 Nm at 8250 rpm. All-new engine mapping is designed to smooth out the execution of partial-load situations, while the throttle now features both open and close cables for improved precision.
BMW has jumped on the compact exhaust bandwagon so popular these days. The all-new canister (on the S model only) now contains the catalytic converter as well as an electronically controlled valve that’s all the rage these days in order to meet stricter noise limits and is purported to aid torque and power delivery throughout the rev range by controlling exhaust backpressure. An added bonus with the new exhaust is the appearance of a shorter bike, yet wheelbase and overall length have increased marginally
The massive mechanical-valve exhaust canister has been shortened quite a bit, but for emissions and sound reasons it’s still large and quells the in the Inline-Four’s howl to not much more than a loud sewing machine. BMW sells an Akrapovic exhaust that would quickly remedy this.
BMW’s goal was threefold when updating the K bikes:
1. Improve overall engine performance 2. Refine the transmission and drivetrain 3. Improve handling and rider feedback
Once under way it’s impossible not to be drawn in by the massive amount of torque the lump pumps out, quickly testing the lengths your right wrist is willing to take you. Twist the throttle and the acceleration and speed are nearly endless. Equally as impressive as the tree-stump-pulling grunt is the smoothness at which it is delivered.
Front suspension is BMW Motorrad Duolever; central spring strut & rear is Cast aluminium single-sided swing arm with BMW Motorrad Paralever; central spring strut with lever system. Brakes at the front are Twin disc, floating brake discs, diameter 320 mm & Single disc brake, diameter 265 mm, double-piston at the rear.
There is no getting away from the fact that the BMW K1300S is a big bike – with a 228kg dry weight, it is never going to be a race-designed lightweight. However, the clever Electronic Suspension Adjustment (ESA II) system does a great job of hiding that weight.
The suspension has nine potential settings to cover solo riding, pillion and both settings with luggage. It works brilliantly. The slightly numb front end is better than it was previously thanks to lighter Duolever components. Just be sure to avoid the Continental Sport Attack tyres fitted to some – they are not up to the best rubber.
It will be available in three shades: Lava Orange, Light Grey & Black. It is expected that BMW bikes with be sold side by side with BMW cars.
POSTED BY: ANOOP KUMAR GUPTA
PGDM 1ST SEM
December 06, 2009
World's Most Expensive Pink Diamond
A rare pink diamond sold for a record $10.8 million in a Hong Kong auction Tuesday night, proving the market for high-end goods in Asia hasn't lost its luster.
Demand exceeded Christie's' expectations. Last week the auction house's department head for jewels, Vickie Sek, predicted the rock would fetch $8 million.
"Vivid Pink," as it's called, is a glittering five-carat stone flanked by two white diamonds and set in a ring by elite jeweler Graff, owned by U.K. billionaire Laurence Graff.
The glamorous diamond toured Singapore, Bangkok, Geneva and Taipei before returning to Hong Kong, where collectors and connoisseurs vied for it at the Convention and Exhibition Center.
An anonymous Asian buyer placed the winning bid of $83.5 million Hong Kong dollars via telephone through a Christie's representative, beating out Shanghai millionaire Liu Yiqian, who ranks 196th on Forbes' list of the richest people in mainland China.
It was on the block alongside 250 other gemstones, jades and pieces of jewelry in every color of the rainbow from the likes of Cartier and Van Cleef and Arpels.
Altogether, the jewelry sale's lots brought in more than $48 million.
The night's top sale and the most expensive jewel sold at auction in 2009, the brilliant pink stone earned top marks from the Gemological Institute of America, which rates diamonds. It also set a world record, earning $2.1 million per carat.
The gem is unique because of its particular hue--a rich bubblegum rather than a more common lighter rose. It is also valuable because of its saturation, the depth the color extends into the stone.
"Stones like this--they're not just jewelry, they're artwork," Alan Bronstein, a New York-based trader and dealer of rare colored diamonds, said last week.
Colored diamonds mined naturally are often pockmarked with flecks of other hues, like purple, orange or gray. But this one is blemish-free, boasting an even tone throughout. Only one in 100,000 diamonds is as special.
Two weeks ago, in Geneva, Sotheby's sold a diamond of similar size and shape, but a lighter shade, for $1.4 million.
"It is not even close to as rare," Bronstein said.
Until now, the highest price paid at auction for a pink diamond was $7.4 million; that was in 1994 for a 19-carat, rectangular-cut stone auctioned in Geneva.
Even though the Hong Kong, Shanghai, Seoul and Sydney stock markets are recovering faster than their American and European counterparts, and retail sales in China are climbing at the breakneck pace of 15% each month, some experts still question whether Asian consumers and collectors have the appetite--not to mention the cash--for such a pricey piece of bling.
"We could have sold it in New York, but it wouldn't have done that," said Simon Teakle of Betteridge Jewelers in Greenwich, Conn., after the hammer went down. Teakle, who represents Vivid Pink's American seller, added that it's crucial to gauge in which market a diamond will attract the most attention.
"People are, in fact, still buying the big-ticket items," says Ashok Soman, managing editor of Luxury Insider, a news portal about top-of-the-line goods in Asia.
During Tuesday's auction, which dragged on more than five hours, gentlemen in dark suits and ladies in stylish heels sipped coffee and nibbled hors d'oeurves while poring over inch-thick glossy catalogs of the items up for bid.
Breaking the sedate mood and the monotonous inflections of the auctioneer's Swiss accent, a buzz of excitement rippled through the room at the end of sale, as the big-ticket items pulled in the big bucks.
Larry Warsh, a longtime art collector and founder of Museums Magazines, called the massive surge in Chinese demand for high-end collectible goods--not just Prada shoes or a Louis Vuitton bag, but rarer, one-of-a-kind pieces like Vivid Pink--a "once-in-a-lifetime phenomenon."
"If you're selling any asset today, you have to think of Asia," he said. "That's where the action is, that's where the power is, that's where the wealth is."
Take, for example, Forbes' annual ranking of the richest people in China. In 2008, 24 billionaires made the list; in 2009, that number jumped to 79. The total net worth of China's 400 richest surged 81%, while America's wealthiest lost 20% of their cumulative total over the same period.
"The buying behavior of the Chinese has been very aggressive, and very supportive of the art market," Andrew Foster, president of Christie's in Asia, said in a November interview. "I think there's straightforward optimism about where this market is going."
BY:-AJAZUL HAQUE
PGDM 3rD SEM
World's Most Expensive Pink Diamond
A rare pink diamond sold for a record $10.8 million in a Hong Kong auction Tuesday night, proving the market for high-end goods in Asia hasn't lost its luster.
Demand exceeded Christie's' expectations. Last week the auction house's department head for jewels, Vickie Sek, predicted the rock would fetch $8 million.
"Vivid Pink," as it's called, is a glittering five-carat stone flanked by two white diamonds and set in a ring by elite jeweler Graff, owned by U.K. billionaire Laurence Graff.
The glamorous diamond toured Singapore, Bangkok, Geneva and Taipei before returning to Hong Kong, where collectors and connoisseurs vied for it at the Convention and Exhibition Center.
An anonymous Asian buyer placed the winning bid of $83.5 million Hong Kong dollars via telephone through a Christie's representative, beating out Shanghai millionaire Liu Yiqian, who ranks 196th on Forbes' list of the richest people in mainland China.
It was on the block alongside 250 other gemstones, jades and pieces of jewelry in every color of the rainbow from the likes of Cartier and Van Cleef and Arpels.
Altogether, the jewelry sale's lots brought in more than $48 million.
The night's top sale and the most expensive jewel sold at auction in 2009, the brilliant pink stone earned top marks from the Gemological Institute of America, which rates diamonds. It also set a world record, earning $2.1 million per carat.
The gem is unique because of its particular hue--a rich bubblegum rather than a more common lighter rose. It is also valuable because of its saturation, the depth the color extends into the stone.
"Stones like this--they're not just jewelry, they're artwork," Alan Bronstein, a New York-based trader and dealer of rare colored diamonds, said last week.
Colored diamonds mined naturally are often pockmarked with flecks of other hues, like purple, orange or gray. But this one is blemish-free, boasting an even tone throughout. Only one in 100,000 diamonds is as special.
Two weeks ago, in Geneva, Sotheby's sold a diamond of similar size and shape, but a lighter shade, for $1.4 million.
"It is not even close to as rare," Bronstein said.
Until now, the highest price paid at auction for a pink diamond was $7.4 million; that was in 1994 for a 19-carat, rectangular-cut stone auctioned in Geneva.
Even though the Hong Kong, Shanghai, Seoul and Sydney stock markets are recovering faster than their American and European counterparts, and retail sales in China are climbing at the breakneck pace of 15% each month, some experts still question whether Asian consumers and collectors have the appetite--not to mention the cash--for such a pricey piece of bling.
"We could have sold it in New York, but it wouldn't have done that," said Simon Teakle of Betteridge Jewelers in Greenwich, Conn., after the hammer went down. Teakle, who represents Vivid Pink's American seller, added that it's crucial to gauge in which market a diamond will attract the most attention.
"People are, in fact, still buying the big-ticket items," says Ashok Soman, managing editor of Luxury Insider, a news portal about top-of-the-line goods in Asia.
During Tuesday's auction, which dragged on more than five hours, gentlemen in dark suits and ladies in stylish heels sipped coffee and nibbled hors d'oeurves while poring over inch-thick glossy catalogs of the items up for bid.
Breaking the sedate mood and the monotonous inflections of the auctioneer's Swiss accent, a buzz of excitement rippled through the room at the end of sale, as the big-ticket items pulled in the big bucks.
Larry Warsh, a longtime art collector and founder of Museums Magazines, called the massive surge in Chinese demand for high-end collectible goods--not just Prada shoes or a Louis Vuitton bag, but rarer, one-of-a-kind pieces like Vivid Pink--a "once-in-a-lifetime phenomenon."
"If you're selling any asset today, you have to think of Asia," he said. "That's where the action is, that's where the power is, that's where the wealth is."
Take, for example, Forbes' annual ranking of the richest people in China. In 2008, 24 billionaires made the list; in 2009, that number jumped to 79. The total net worth of China's 400 richest surged 81%, while America's wealthiest lost 20% of their cumulative total over the same period.
"The buying behavior of the Chinese has been very aggressive, and very supportive of the art market," Andrew Foster, president of Christie's in Asia, said in a November interview. "I think there's straightforward optimism about where this market is going."
BY:-AJAZUL HAQUE
PGDM 3rD SEM
Beetle hits Indian roads
Volkswagen, Europe's largest car maker, has launched the iconic New Beetle — the people's car originally develped in Germany at the insistence of Adolf Hitler in the 30s — and sports utility vehicle The Touareg in India.
The New Beetle will be priced at Rs 20.45 lakh and the Touareg at Rs 51.85 Lakh (all prices ex-showroom Delhi). "We are excited to bring this iconic Beetle, to India after its success across the world for decades," Neeraj Garg, Member of Board and Director, Volkswagen Passenger Cars said. "The Beetle is the very first Volkswagen car people remember about; with its unique shape and reliability, it wrote motoring history. People's fascination for this lovable bug shaped car has made the Beetle one of the world's most popular cars across decades and Volkswagen is proud to bring its legend into India," he said.
The New Beetle is equipped with a 2.0 litre 4 cylinder petrol engine with an output of 115HP at 5400 rpm. It is paired with a 6-speed automatic transmission. Advanced occupant safety is one of the key features of the New Beetle which comes equipped with 4 airbags, anti-lock braking system (ABS), electronic stabilization programme (ESP) and engine immobilizers. It is equipped with a 6 CD changer, power steering for better drivability, body coloured exterior mirror housings, tailgate handle and heat insulating tinted glass.
mukesh kumar
PGDM III SEM
BATCH(2008-10)
December 05, 2009
The 2010 Audi A3 TDI arrived at U.S. dealerships last month and initial sales have been promising. The A3 TDI is the latest example of the fuel economy and greenhouse gas emissions benefits provided by the critically acclaimed TDI clean diesel product line, following the wildly popular Q7 TDI, which launched in June 2009.
Green and performance luxury needn't be mutually exclusive concepts. That's a core belief at Audi. Today, that philosophy paid off with the all-new A3 TDI earning the prestigious title of 2010 Green Car of the Year at the Los Angeles Auto show.
The revolutionary TDI 2.0 engine available in the A3 delivers 140 hp and 236 lb-ft of torque, yet achieves an EPA-estimated 42 mpg highway fuel economy that is the best of any luxury car sold in America. That means the Audi A3 TDI achieve 50 per cent better fuel economy than a comparable gasoline engine.
abhinav agnihotri
pgdm3rd
Audi A3 TDI is 'Green Car' of the year
Green and performance luxury needn't be mutually exclusive concepts. That's a core belief at Audi. Today, that philosophy paid off with the all-new A3 TDI earning the prestigious title of 2010 Green Car of the Year at the Los Angeles Auto show.
The 2010 Audi A3 TDI arrived at U.S. dealerships last month and initial sales have been promising. The A3 TDI is the latest example of the fuel economy and greenhouse gas emissions benefits provided by the critically acclaimed TDI clean diesel product line, following the wildly popular Q7 TDI, which launched in June 2009.
The revolutionary TDI 2.0 engine available in the A3 delivers 140 hp and 236 lb-ft of torque, yet achieves an EPA-estimated 42 mpg highway fuel economy that is the best of any luxury car sold in America. That means the Audi A3 TDI achieve 50 per cent better fuel economy than a comparable gasoline engine.
TDI clean diesel technology was first developed by Audi 20 years ago and has come to signify the brand's commitment to trailblazing automotive performance executed in an environmentally responsible way. In addition to setting the new industry standard in fuel efficiency, the 2010 A3 TDI remains a stylistic pacesetter as well.
BY:-AJAZUL HAQUE
PGDM 3rD SEM
December 04, 2009
As the automobile industry is aiming to sell affordability and environmentalism in an attempt to recuperate from more than a year of economic crisis, the Los Angeles Auto Show kicks off Friday with an unspoken theme: Less is More.
In Photo: The 2011 Mazda 2 debuts at the Los Angeles Auto Show in Los Angeles, Wednesday, Dec. 2, 2009. (AP Photo)From Honda's P-Nut concept car to the Porsche Boxster Spyder, the auto industry is out to promote affordable, eco-friendly cars
abhinav agnihotri
pgdm3rd
December 03, 2009
ADIDAS INDIA
Security Solutions for Adidas India
Since 2002, Securitas India has been associated with Adidas India Marketing Pvt. Ltd. to manage security at their corporate office building, main gate, parking area and the warehouse facilities.
Established in 1996, Adidas India Marketing Pvt. Ltd. is the Indian subsidiary of Adidas AG. The Adidas AG is one of the global leaders within the sporting goods industry, offering a broad range of products around three core brands such as Adidas, Reebok and TaylorMade-Adidas Golf.
Our Service Offerings
Securitas India provides security personnels of various cadres such as gunman, guards, supervisors and security marshals to protect their premises.
“Securitas India has been our preferred security partner since 2002. Providing security at the entrance gate, parking, the entire building of corporate office, and warehouses. We congratulate them on the excellent services they are extending to Adidas”, quoted Adidas.
“Adidas is a well recognized and respected brand. We are extremely happy to partner with this global giant for their services in the National Capital Region. It has been a wonderful tenure to serve Adidas India. Their continuous support and guidance has been encouraging in delivering our best”, adds Maj. Rohit Sharma - General Manager Gurgaon Operations, Securitas India.abhinav agnihotri
pgdm 3rd
Television advertisement
A television advertisement or television commercial – often just commercial or TV ad (US), or advert or ad (UK/US), or ad-film (India) – is a span of television programming produced and paid for by an organisation that conveys a message. Advertisement revenue provides a significant portion of the funding for most privately owned television networks. The vast majority of television advertisements today consist of brief advertising spots, ranging in length from a few seconds to several minutes (as well as program-length infomercials). Advertisements of this sort have been used to sell every product imaginable over the years, from household products to goods and services, to political campaigns.
The effect of television advertisements upon the viewing public has been so successful and so pervasive that in some countries, like the United States, it is considered impossible for apolitician to wage a successful election campaign without the purchase of television advertising. In other countries, such as France, political advertising in television is strictly restricted,[1]and some, like Norway, even completely ban it
BY:-AJAZUL HAQUE
PGDM 3rd SEM
December 02, 2009
ADVERTISING STRATEGY OF AIRTEL
In response to the much-hyped ad-campaign by Vodafone Essar, ZooZoo, Airtel has launched its
RELATED ARTICLES
“Special 5” campaign. However, industry insiders say the launch of the advertisement has been brought forward by at least two months to counter the growing clout of Vodafone. “As per the original plan, this (Special 5) campaign was supposed to be launched during the Champions Trophy in late September, just like the ZooZoo’s ad campaign during the Indian Premiere League,” a person in the know, who did not wish to be named, toldFinancial Chronicle.When contacted Ajay Naqvi, national business head for Airtel of Rediffusion Y&R, the creative agency working on this campaign, said, “Advertisement is a dynamic industry where plans keep changing. We strive to break in as early as possible. But the right platform is needed."Though different from the ZooZoo campaign, the Airtel advertisement seeks to build real life character based on cartoon characters, the insider said. However, Naqvi said, “I am not in a position to comment on this. In a week, everything would be clear.” An email sent to Airtel, went unanswered.In the 15-second teaser, now on the company's website and youtube.com, the advertisement shows a young girl, named Anna, identifying her five friends. “The concept is of being in touch with people (as many as five) at all times who matter. This is done at discounted rates,” Naqvi said. Local calls will cost 20 paise while STD calls would cost 50 paise.Naqvi added the following parts of the advertisement would hit TV screens by the end of this week or beginning next week.
RELATED ARTICLES
“Special 5” campaign. However, industry insiders say the launch of the advertisement has been brought forward by at least two months to counter the growing clout of Vodafone. “As per the original plan, this (Special 5) campaign was supposed to be launched during the Champions Trophy in late September, just like the ZooZoo’s ad campaign during the Indian Premiere League,” a person in the know, who did not wish to be named, toldFinancial Chronicle.When contacted Ajay Naqvi, national business head for Airtel of Rediffusion Y&R, the creative agency working on this campaign, said, “Advertisement is a dynamic industry where plans keep changing. We strive to break in as early as possible. But the right platform is needed."Though different from the ZooZoo campaign, the Airtel advertisement seeks to build real life character based on cartoon characters, the insider said. However, Naqvi said, “I am not in a position to comment on this. In a week, everything would be clear.” An email sent to Airtel, went unanswered.In the 15-second teaser, now on the company's website and youtube.com, the advertisement shows a young girl, named Anna, identifying her five friends. “The concept is of being in touch with people (as many as five) at all times who matter. This is done at discounted rates,” Naqvi said. Local calls will cost 20 paise while STD calls would cost 50 paise.Naqvi added the following parts of the advertisement would hit TV screens by the end of this week or beginning next week.
TVS Apache RTR 160 SelfStart
Now is the time for you to drive in style the new TVS Apache RTR 160 SelfStart in India. Any TVS Bike is a great product to covet and own. The TVS Apache price in India is reasonable and the Bike surely appeals to all youngsters as a personal choice and as an ideal city commute. The Apache Bike has a neat look along with a great rev-up and acceleration.
Targeting the young Indian head-on, is all-new TVS Apache RTR 160 Self-start's, sole motto. RTR connotes Rapid Throttle Response and the bike lives up to reputation with its quick response from any region of its power band. Best-in-class, be it field of power pick-up, performance, reliability, mileage or style, the variant is also attracting the attention of youth for its design upgrades on levers, pedals, grips, bar-end dampers, lights, dash. Better shock absorption, enhanced comfort and smooth ride are the other essential factors taken care off, while manufacturing of the bike.
Looks
Available in - yellow, matt grey, black & silver
Superb finish
Unique, muscular design theme
Arrow shaped headlamp & fairing combo
Triangular front mudguard for aerodynamic look
Aircraft type fuel tank lid.
Eye pleasing graphics from tail lamp top to front fender tip
Dual cradle chassis, six-spoke, matt-black finished alloy wheels,
Aluminum die-cast sub-frames
Attractive silencer steel plate with guard.
New digital apache instruments with analogue rev counter
Twin trip recorders, a fuel counter, time-clock, digital speedometer, odometer, neutral icon, high beam icon, turn signal icon, low fuel warning system, low battery level and service due warning icon on amber backlit display
Control
Excellent disk break.
Absolute perfect disk brake-and shocker combination.
New modified linkage type gear shifting reduces the effort required for shifting the gear with perfect ergonomic
Digital speedometer with clock
Twin LED tail lamp with highest brightness in the class
270 Diameter petal disc brake
Sporty forged brake lever
Two piece sporty grab rail
Resilient mounted rider foot rest with sporty aluminum foot pegs
Sporty aluminum foot pegs for pillion rider
Comfort
Alterable riding position
Self start system
Effortless gear shifting
New petal disc design brakes
Alloy brake pedal and foot rests.
Well weighted clutch for quick acceleration.
15.2bhp peak power developed at 8500rpm
Rectangular-section swing arm for the rear wheel & a straight, low-set handle bar for lean-forward position
LCD digi speedo
X-tremes split grab tail.
Smart mirrors, fantastic alloy-finished levers
Comfortable handle grips
Mileage and Economy
Attractive fuel efficiency of 60 Kmpl
Large 16-litre fuel tank
Powerful engine displacement
4 stroke, 5 gears bike.
RCF Technology that enables all gear start; & low friction roller cams & a constant velocity (CV) carburetor for better fuel efficiency
Targeting the young Indian head-on, is all-new TVS Apache RTR 160 Self-start's, sole motto. RTR connotes Rapid Throttle Response and the bike lives up to reputation with its quick response from any region of its power band. Best-in-class, be it field of power pick-up, performance, reliability, mileage or style, the variant is also attracting the attention of youth for its design upgrades on levers, pedals, grips, bar-end dampers, lights, dash. Better shock absorption, enhanced comfort and smooth ride are the other essential factors taken care off, while manufacturing of the bike.
Looks
Available in - yellow, matt grey, black & silver
Superb finish
Unique, muscular design theme
Arrow shaped headlamp & fairing combo
Triangular front mudguard for aerodynamic look
Aircraft type fuel tank lid.
Eye pleasing graphics from tail lamp top to front fender tip
Dual cradle chassis, six-spoke, matt-black finished alloy wheels,
Aluminum die-cast sub-frames
Attractive silencer steel plate with guard.
New digital apache instruments with analogue rev counter
Twin trip recorders, a fuel counter, time-clock, digital speedometer, odometer, neutral icon, high beam icon, turn signal icon, low fuel warning system, low battery level and service due warning icon on amber backlit display
Control
Excellent disk break.
Absolute perfect disk brake-and shocker combination.
New modified linkage type gear shifting reduces the effort required for shifting the gear with perfect ergonomic
Digital speedometer with clock
Twin LED tail lamp with highest brightness in the class
270 Diameter petal disc brake
Sporty forged brake lever
Two piece sporty grab rail
Resilient mounted rider foot rest with sporty aluminum foot pegs
Sporty aluminum foot pegs for pillion rider
Comfort
Alterable riding position
Self start system
Effortless gear shifting
New petal disc design brakes
Alloy brake pedal and foot rests.
Well weighted clutch for quick acceleration.
15.2bhp peak power developed at 8500rpm
Rectangular-section swing arm for the rear wheel & a straight, low-set handle bar for lean-forward position
LCD digi speedo
X-tremes split grab tail.
Smart mirrors, fantastic alloy-finished levers
Comfortable handle grips
Mileage and Economy
Attractive fuel efficiency of 60 Kmpl
Large 16-litre fuel tank
Powerful engine displacement
4 stroke, 5 gears bike.
RCF Technology that enables all gear start; & low friction roller cams & a constant velocity (CV) carburetor for better fuel efficiency
ADVERTISEMENT POLICY OF VIDEOCON
The Finland-based company makes gadgets like mobile phones and set-top boxes for companies like Sony Ericsson, Philips and Cisco.
“Elcoteq has signed a non-binding Letter of Intent with Videocon Industries Ltd, granting the authority to negotiate and finalize a potential Definitive Transaction Agreement,” Videocon said in a filling to the Bombay Stock Exchange.
It added the two companies are “aiming at a rapid process to conclude the agreement. The transaction is expected to close by the end of the year”.
Videocon officials declined to discuss the agreement’s details, but industry sources familiar with the company’s plans said it is working on taking a controlling stake in Elcoteq.
Sources said the deal size is estimated to be about $73 million (around Rs350 crore) and the transaction is expected to close by December.
A report from Helsinki last week quoted an Elcoteq official as saying the deal size could be about $72.7 million, the same that was being discussed with a Chinese firm before the LoI agreement with Videocon materialised.
If the deal goes through, Elcoteq buyout is expected to give a fillip to Videocon’s growth plans in the area of contract manufacturing, especially wireless technologies.
Elcoteq has presence in 14 countries and it has a plant in Bangalore, with estimated revenues of around Rs2,000 crore and around 3,000 employees.
The company, which has global revenues of around €3.4 billion last year, has been hit hard by the global economic meltdown and is reeling under huge debts.
As an electronics manufacturing services company, Elcoteq makes mobile phones for the likes of Sony Ericsson. It also makes set-top boxes, flat panel TVs and enterprise network products for companies like Philips and Cisco.
The Videocon group has revenues of around Rs15,000 crore, majority of which come from consumer durables business and the rest from oil and gas.
“Elcoteq has signed a non-binding Letter of Intent with Videocon Industries Ltd, granting the authority to negotiate and finalize a potential Definitive Transaction Agreement,” Videocon said in a filling to the Bombay Stock Exchange.
It added the two companies are “aiming at a rapid process to conclude the agreement. The transaction is expected to close by the end of the year”.
Videocon officials declined to discuss the agreement’s details, but industry sources familiar with the company’s plans said it is working on taking a controlling stake in Elcoteq.
Sources said the deal size is estimated to be about $73 million (around Rs350 crore) and the transaction is expected to close by December.
A report from Helsinki last week quoted an Elcoteq official as saying the deal size could be about $72.7 million, the same that was being discussed with a Chinese firm before the LoI agreement with Videocon materialised.
If the deal goes through, Elcoteq buyout is expected to give a fillip to Videocon’s growth plans in the area of contract manufacturing, especially wireless technologies.
Elcoteq has presence in 14 countries and it has a plant in Bangalore, with estimated revenues of around Rs2,000 crore and around 3,000 employees.
The company, which has global revenues of around €3.4 billion last year, has been hit hard by the global economic meltdown and is reeling under huge debts.
As an electronics manufacturing services company, Elcoteq makes mobile phones for the likes of Sony Ericsson. It also makes set-top boxes, flat panel TVs and enterprise network products for companies like Philips and Cisco.
The Videocon group has revenues of around Rs15,000 crore, majority of which come from consumer durables business and the rest from oil and gas.
ADVERTISEMENT POLICY OF NIKE
Nowadays, many international companies compete for larger share of global market, higher profits and higher level of efficiency. Each group has own way of achieving these goals through management strategies, various governance structures. To investigate how corporate governance policy can effect group's performance, Nike and Adidas's corporate governance structures are compared in this article. So, according to the annual report of Adidas officials, this group's activities are based on the dual board structure, to be more specific executive and supervisory. Beneficial cooperation of these two boards is undeniable, since activities of executive board are focused on such operations of managements, as finance or risk evaluation, whereas supervisory board conducts thorough control over these activities. This dual mixture is built on the system of checks and balances of Adidas organization. One of the main trends of 2005 was based on selling stock, excluding Christian Tourres with his purchase of over 20,000 of shares. It is obvious that both executive and supervisory board focus on the interests of their shareholders and investors. In order to supervise purchase of Reebok, a temporary committee was organized in 2005. Adidas top management believes that downward flow of information is one of the best ways to ensure close cooperation of two boards, and consequently efficiency of communication.Moving on to the corporate governance policy of Nike, it can be said that this group provides much less information on its management. The annual report of Nike does not provide public with as large amount of data as Adidas's annual report does. However, the list of top executives of Nike is stated in the annual report of this international
ADVERTISEMENT POLICY OF NIKE
Nowadays, many international companies compete for larger share of global market, higher profits and higher level of efficiency. Each group has own way of achieving these goals through management strategies, various governance structures. To investigate how corporate governance policy can effect group's performance, Nike and Adidas's corporate governance structures are compared in this article. So, according to the annual report of Adidas officials, this group's activities are based on the dual board structure, to be more specific executive and supervisory. Beneficial cooperation of these two boards is undeniable, since activities of executive board are focused on such operations of managements, as finance or risk evaluation, whereas supervisory board conducts thorough control over these activities. This dual mixture is built on the system of checks and balances of Adidas organization. One of the main trends of 2005 was based on selling stock, excluding Christian Tourres with his purchase of over 20,000 of shares. It is obvious that both executive and supervisory board focus on the interests of their shareholders and investors. In order to supervise purchase of Reebok, a temporary committee was organized in 2005. Adidas top management believes that downward flow of information is one of the best ways to ensure close cooperation of two boards, and consequently efficiency of communication.Moving on to the corporate governance policy of Nike, it can be said that this group provides much less information on its management. The annual report of Nike does not provide public with as large amount of data as Adidas's annual report does. However, the list of top executives of Nike is stated in the annual report of this international
ADVERTISEMENT POLICY OF NIKE
Nowadays, many international companies compete for larger share of global market, higher profits and higher level of efficiency. Each group has own way of achieving these goals through management strategies, various governance structures. To investigate how corporate governance policy can effect group's performance, Nike and Adidas's corporate governance structures are compared in this article. So, according to the annual report of Adidas officials, this group's activities are based on the dual board structure, to be more specific executive and supervisory. Beneficial cooperation of these two boards is undeniable, since activities of executive board are focused on such operations of managements, as finance or risk evaluation, whereas supervisory board conducts thorough control over these activities. This dual mixture is built on the system of checks and balances of Adidas organization. One of the main trends of 2005 was based on selling stock, excluding Christian Tourres with his purchase of over 20,000 of shares. It is obvious that both executive and supervisory board focus on the interests of their shareholders and investors. In order to supervise purchase of Reebok, a temporary committee was organized in 2005. Adidas top management believes that downward flow of information is one of the best ways to ensure close cooperation of two boards, and consequently efficiency of communication.Moving on to the corporate governance policy of Nike, it can be said that this group provides much less information on its management. The annual report of Nike does not provide public with as large amount of data as Adidas's annual report does. However, the list of top executives of Nike is stated in the annual report of this international
ADVERTISEMENT POLICY OF NIKE
Nowadays, many international companies compete for larger share of global market, higher profits and higher level of efficiency. Each group has own way of achieving these goals through management strategies, various governance structures. To investigate how corporate governance policy can effect group's performance, Nike and Adidas's corporate governance structures are compared in this article. So, according to the annual report of Adidas officials, this group's activities are based on the dual board structure, to be more specific executive and supervisory. Beneficial cooperation of these two boards is undeniable, since activities of executive board are focused on such operations of managements, as finance or risk evaluation, whereas supervisory board conducts thorough control over these activities. This dual mixture is built on the system of checks and balances of Adidas organization. One of the main trends of 2005 was based on selling stock, excluding Christian Tourres with his purchase of over 20,000 of shares. It is obvious that both executive and supervisory board focus on the interests of their shareholders and investors. In order to supervise purchase of Reebok, a temporary committee was organized in 2005. Adidas top management believes that downward flow of information is one of the best ways to ensure close cooperation of two boards, and consequently efficiency of communication.Moving on to the corporate governance policy of Nike, it can be said that this group provides much less information on its management. The annual report of Nike does not provide public with as large amount of data as Adidas's annual report does. However, the list of top executives of Nike is stated in the annual report of this international
ADVERTISEMENT POLICY OF NIKE
Nowadays, many international companies compete for larger share of global market, higher profits and higher level of efficiency. Each group has own way of achieving these goals through management strategies, various governance structures. To investigate how corporate governance policy can effect group's performance, Nike and Adidas's corporate governance structures are compared in this article. So, according to the annual report of Adidas officials, this group's activities are based on the dual board structure, to be more specific executive and supervisory. Beneficial cooperation of these two boards is undeniable, since activities of executive board are focused on such operations of managements, as finance or risk evaluation, whereas supervisory board conducts thorough control over these activities. This dual mixture is built on the system of checks and balances of Adidas organization. One of the main trends of 2005 was based on selling stock, excluding Christian Tourres with his purchase of over 20,000 of shares. It is obvious that both executive and supervisory board focus on the interests of their shareholders and investors. In order to supervise purchase of Reebok, a temporary committee was organized in 2005. Adidas top management believes that downward flow of information is one of the best ways to ensure close cooperation of two boards, and consequently efficiency of communication.Moving on to the corporate governance policy of Nike, it can be said that this group provides much less information on its management. The annual report of Nike does not provide public with as large amount of data as Adidas's annual report does. However, the list of top executives of Nike is stated in the annual report of this international
ADVERTISEMENT POLICY OF RELIANCE FRESH
Relience chief executive officer Mukesh Ambani was in for a shock on Thursday morning when Uttar Pradesh Chief Minister Mayawati ordered the closure of all Reliance Fresh stores in Lucknow.
Announcing the government's decision at a hurriedly convened press conference in Lucknow on Thursday, Mayawati said, "The opening of Reliance Fresh stores in Lucknow yesterday sparked off trouble at various places, so we have taken a decision to shut these in the larger interest of law and order."
Ten stores of Reliance Fresh were launched in the state capital on Wednesday and had registered record sales as compared to any other part of the country on a single day.
The stores were opened as a consequence of the government's new farm policy that was proudly proclaimed by Mayawati herself as one that would do away with middle-men in the agriculture sector.
While no violence took place at any of the stores, only mild protests by a Samajwadi Party led trader organisation were witnessed outside some of the stores. Neither was any damage caused to any of the stores nor was any one injured in the attempted storming of one of the stores.
Asked about the fate of other malls like Spencer's and Big Bazaar that were already operating on the same lines in different parts of Uttar Pradesh, her principal secretary Shailesh Krishna said, "Such stores located inside bigger malls and selling goods other than just vegetables and fruits, would remain unaffected but the rule would apply to those Spencer's stores that were functioning on the lines of Reliance Fresh."
Mayawati, who on Wednesday hailed the new policy as a "boon for farmers of the state", explained, "earlier I had ordered a survey on the impact of the new farm policy and intelligence reports submitted to me last night revealed that farmers were unhappy with the new policy, so we have decided to withdraw the same with immediate effect."
Interestingly, on completion of her 100 days in office on August 22, Mayawati had prominently listed the new farm policy among her "achievements." She had also described it as a "revolutionary step to save farmers from exploitation by not only middle-men, but also fleecing bankers and corrupt officials."
Announcing the government's decision at a hurriedly convened press conference in Lucknow on Thursday, Mayawati said, "The opening of Reliance Fresh stores in Lucknow yesterday sparked off trouble at various places, so we have taken a decision to shut these in the larger interest of law and order."
Ten stores of Reliance Fresh were launched in the state capital on Wednesday and had registered record sales as compared to any other part of the country on a single day.
The stores were opened as a consequence of the government's new farm policy that was proudly proclaimed by Mayawati herself as one that would do away with middle-men in the agriculture sector.
While no violence took place at any of the stores, only mild protests by a Samajwadi Party led trader organisation were witnessed outside some of the stores. Neither was any damage caused to any of the stores nor was any one injured in the attempted storming of one of the stores.
Asked about the fate of other malls like Spencer's and Big Bazaar that were already operating on the same lines in different parts of Uttar Pradesh, her principal secretary Shailesh Krishna said, "Such stores located inside bigger malls and selling goods other than just vegetables and fruits, would remain unaffected but the rule would apply to those Spencer's stores that were functioning on the lines of Reliance Fresh."
Mayawati, who on Wednesday hailed the new policy as a "boon for farmers of the state", explained, "earlier I had ordered a survey on the impact of the new farm policy and intelligence reports submitted to me last night revealed that farmers were unhappy with the new policy, so we have decided to withdraw the same with immediate effect."
Interestingly, on completion of her 100 days in office on August 22, Mayawati had prominently listed the new farm policy among her "achievements." She had also described it as a "revolutionary step to save farmers from exploitation by not only middle-men, but also fleecing bankers and corrupt officials."
December 01, 2009
Spyker C8 Aileron Spyder
Dutch supercar manufacturer reveals eccentric drop top at Pebble Beach Concours, with Audi-sourced V8 power.
Auto Express Car Reviews
By Jack Rix
17th August 2009
If you're the shy and retiring type, look away now! This crazy-looking contraption is the latest offering from extravagant Dutch supercar maker Spyker. Called the C8 Aileron Spyder, it combines beautiful craftmanship with Ferrari-baiting performance, and made its debut this week at the Pebble Beach Concours d'Elegance.
Power comes from a naturally-aspirated Audi-sourced 4.2-litre V8 with 399bhp and 480Nm of torque, which means performance is as lively as the looks. The 0-60mph sprint takes 4.5 seconds, while top speed is 187mph. Buyers can choose between a six-speed manual or for the first time a six-speed ZF automatic 'box.
Scope for personalisation is endless, with eight colours to choose from for the canvas roof, 16 tones for the exterior paint and 14 shades for the leather trim. A new in-car entertainment system features a premium Kharma sound system, iPod connection and sat-nav as standard.
There's no word on price yet - we'll know more closer to the car entering production in the first half of 2010
Dutch supercar manufacturer reveals eccentric drop top at Pebble Beach Concours, with Audi-sourced V8 power.
Auto Express Car Reviews
By Jack Rix
17th August 2009
If you're the shy and retiring type, look away now! This crazy-looking contraption is the latest offering from extravagant Dutch supercar maker Spyker. Called the C8 Aileron Spyder, it combines beautiful craftmanship with Ferrari-baiting performance, and made its debut this week at the Pebble Beach Concours d'Elegance.
Power comes from a naturally-aspirated Audi-sourced 4.2-litre V8 with 399bhp and 480Nm of torque, which means performance is as lively as the looks. The 0-60mph sprint takes 4.5 seconds, while top speed is 187mph. Buyers can choose between a six-speed manual or for the first time a six-speed ZF automatic 'box.
Scope for personalisation is endless, with eight colours to choose from for the canvas roof, 16 tones for the exterior paint and 14 shades for the leather trim. A new in-car entertainment system features a premium Kharma sound system, iPod connection and sat-nav as standard.
There's no word on price yet - we'll know more closer to the car entering production in the first half of 2010
RAHUL KR.GUPTA PGDM 1ST YEAR
LMN
Mumbai, Maharashtra, March 2, 2009 /India PRwire/ -- Indian beverage major, Parle Agro has rolled out a new fruit-based lemon drink, LMN in the non-carbonated segment. The new brand – LMN is a natural lemon juice drink and the only brand in India with a taste closest to home made, fresh lime water, also known as nimbu pani. With no artificial flavors and real lemon juice, LMN will provide consumers a healthy, refreshing drink with the goodness of vitamin C. Every summer, the Indian beverage market has seen cola majors battle it out. This summer, the launch of LMN will see the cola wars taking a back seat and the battle spilling over to the non-cola segment, to be more precise in the nimbu paani category.
On the occasion of LMN’s launch in Delhi today, Nadia Chauhan, Joint Managing Director and CMO, Parle Agro stated – “Nimbu Pani has traditionally been India’s most commonly consumed cold beverage. In fact the idea of a branded lemon drink is so simple that you would wonder why nobody thought of it earlier. The challenge for us was packaging a natural product while retaining its fresh, original taste through out its shelf life. For the last 20 years, Parle Agro has been the market leader in fruit based beverages; we have constantly worked keeping in mind Indian preferences while formulating products that cater to the Indian palate. It is without any doubt that, only an Indian company can understand what real nimbu pani tastes like and what the Indian consumer wants in a packaged offering.”
LMN takes a refreshingly fresh take on lemon. With a catchy tagline – “The Emergency Lemon Refresher”, LMN aims to strike a chord with youth and adults alike. In today’s times of fast food and speed dating, the name LMN is derived from the SMS version of the word lemon.
Currently nimbu pani is consumed in vendor stalls by the roadside or at home. While the roadside nimbu pani has hygiene issues, achieving a consistent taste in home-made nimbu pani is a task. LMN will target both these segments of consumers to turn them into branded consumers of nimbu pani. Besides this LMN will also target an emerging segment of consumers who are simply looking for a healthy, refreshing beverage.
Packaged nimbu pani will have tremendous growth potential, higher than other packaged drinks in the out-of-home / on-the-go consumption segment, mainly because of a major shift in consumer behavior. Today, the beverage consumer is looking for hygiene, convenience, refreshing taste, affordability and year around availability. With a familiar tasting, healthy, thirst quencher like nimbu paani available as a branded offering, Parle Agro is confident about LMN doing well in the market.
LMN is priced at affordable price points and could deliver huge volumes for Parle Agro which aims to touch a turnover of Rs. 3000-3500 Crore by 2011 purely through organic growth. LMN will be available in 110ml Tetra, 200ml Tetra and 500ml PET priced at Rs.5, Rs.10 and Rs.23 respectively.
The branding on the pack of LMN is bold and stark and will make consumers relate to lemons instantly. The striking green and yellow color makes the pack noticeable and increases its shelf appeal. In the PET offering, the unique bottle design of LMN makes it stand apart from the rest.
LMN’s launch will be supported by a 360 degree marketing campaign comprising of a TVC, print advertising; point of purchase promotions and BTL activities. The media campaign will kick off by mid-March.
A ready-to-drink product like LMN will shake up the Rs. 1500 Crores non-carbonated beverages market, comprising of juices, nectars and fruit drinks. Now consumers will have a choice to choose between a healthy, refreshing lemon drink versus a cola or even water to quench their thirst. The amount of vitamin C present in LMN is equal to two whole lemons! Lemons as such are rich in vitamin C (an anti-oxidant) and potassium, which have the ability to replenish lost essential body fluids. A lemon drink rehydrates and is light on the stomach. It is a perfect refresher for any situation.
Notes to Editor
About Parle Agro Pvt. Ltd.
Parle Agro is a trusted name in the Indian beverage industry and has been refreshing India since two decades with leading brands like Frooti, Appy, Appy Fizz and packaged drinking water, Bailley. As an industry pioneer, Parle Agro is the first to introduce fruit drinks in a Tetra Pak in India, the first to introduce apple nectar and the first to introduce fruit drinks in PET bottles. In 2007, Parle Agro forayed into the confectionery business. In the confectionery division, Parle Agro has brands like Mintrox, Buttercup, Buttercup Softease and Frewt Éclairs. The latest product from Parle Agro – Saint Juice was launched in 2008.
On the occasion of LMN’s launch in Delhi today, Nadia Chauhan, Joint Managing Director and CMO, Parle Agro stated – “Nimbu Pani has traditionally been India’s most commonly consumed cold beverage. In fact the idea of a branded lemon drink is so simple that you would wonder why nobody thought of it earlier. The challenge for us was packaging a natural product while retaining its fresh, original taste through out its shelf life. For the last 20 years, Parle Agro has been the market leader in fruit based beverages; we have constantly worked keeping in mind Indian preferences while formulating products that cater to the Indian palate. It is without any doubt that, only an Indian company can understand what real nimbu pani tastes like and what the Indian consumer wants in a packaged offering.”
LMN takes a refreshingly fresh take on lemon. With a catchy tagline – “The Emergency Lemon Refresher”, LMN aims to strike a chord with youth and adults alike. In today’s times of fast food and speed dating, the name LMN is derived from the SMS version of the word lemon.
Currently nimbu pani is consumed in vendor stalls by the roadside or at home. While the roadside nimbu pani has hygiene issues, achieving a consistent taste in home-made nimbu pani is a task. LMN will target both these segments of consumers to turn them into branded consumers of nimbu pani. Besides this LMN will also target an emerging segment of consumers who are simply looking for a healthy, refreshing beverage.
Packaged nimbu pani will have tremendous growth potential, higher than other packaged drinks in the out-of-home / on-the-go consumption segment, mainly because of a major shift in consumer behavior. Today, the beverage consumer is looking for hygiene, convenience, refreshing taste, affordability and year around availability. With a familiar tasting, healthy, thirst quencher like nimbu paani available as a branded offering, Parle Agro is confident about LMN doing well in the market.
LMN is priced at affordable price points and could deliver huge volumes for Parle Agro which aims to touch a turnover of Rs. 3000-3500 Crore by 2011 purely through organic growth. LMN will be available in 110ml Tetra, 200ml Tetra and 500ml PET priced at Rs.5, Rs.10 and Rs.23 respectively.
The branding on the pack of LMN is bold and stark and will make consumers relate to lemons instantly. The striking green and yellow color makes the pack noticeable and increases its shelf appeal. In the PET offering, the unique bottle design of LMN makes it stand apart from the rest.
LMN’s launch will be supported by a 360 degree marketing campaign comprising of a TVC, print advertising; point of purchase promotions and BTL activities. The media campaign will kick off by mid-March.
A ready-to-drink product like LMN will shake up the Rs. 1500 Crores non-carbonated beverages market, comprising of juices, nectars and fruit drinks. Now consumers will have a choice to choose between a healthy, refreshing lemon drink versus a cola or even water to quench their thirst. The amount of vitamin C present in LMN is equal to two whole lemons! Lemons as such are rich in vitamin C (an anti-oxidant) and potassium, which have the ability to replenish lost essential body fluids. A lemon drink rehydrates and is light on the stomach. It is a perfect refresher for any situation.
Notes to Editor
About Parle Agro Pvt. Ltd.
Parle Agro is a trusted name in the Indian beverage industry and has been refreshing India since two decades with leading brands like Frooti, Appy, Appy Fizz and packaged drinking water, Bailley. As an industry pioneer, Parle Agro is the first to introduce fruit drinks in a Tetra Pak in India, the first to introduce apple nectar and the first to introduce fruit drinks in PET bottles. In 2007, Parle Agro forayed into the confectionery business. In the confectionery division, Parle Agro has brands like Mintrox, Buttercup, Buttercup Softease and Frewt Éclairs. The latest product from Parle Agro – Saint Juice was launched in 2008.
Hero Honda CBZ Xtreme KickStart
Now is the time for you to drive in style the new Hero Honda CBZ Xtreme KickStart in India. Any Hero Honda Bike is a great product to covet and own. The Hero Honda CBZ price in India is reasonable and the Bike surely appeals to all youngsters as a personal choice and as an ideal city commute. The CBZ Bike has a neat look along with a great rev-up and acceleration.
The Hero Honda CBZ Xtreme has little in common with its earlier version the Hero Honda CBZ except a similar headlamp. With the Hero Honda CBZ Xtreme, Hero Honda has tried a radical departure from its earlier 150 cc design themes. The success of this approach is proven by the fact that since its launch in 2006, the Hero Honda CBZ Xtreme has been selling almost 15, 000 to 20, 000 units per month, and crossed the 50, 000 mark within April 2007. This large, handsome, and good-looking bike has more to it than meets the eye.
Looks
Tubular diamond-frame type chassis with a single down tube and a box-section swing arm
Matt-black powder-coated engine block
Matt-black alloy wheels
Black plastic lower side panels striped across by a shiny chrome sash
Split hand grips for the pillion rider with a distinct look
Additional Teflon coat over visible silvery surfaces
The side indicators that usually stick out in other bikes are integrated into the headlamp housing
A strip of clear glass above the headlamp conceals the parking lamp or pilot lamps positioned above the headlight
Body colored rear mirrors adds color to the handlebar area
Classy, brushed-steel console finish
Rugged knee recesses built into the large, shapely fuel tank with Xtreme's logo emblazoned across its sides
Aircraft type fuel tank lid
Deeply contoured seat
Sculpted and sharp rear cowl
Rear indicators integrated into rear LED headlamps
Non-metallic bright colors
Control
Extremely compact body design meant for swift turn-in
Awesome acceleration: 0 - 60 kmph in 5 seconds
4-stroke air-cooled single cylinder engine, producing 14.4 bhp at 8500rpm
Maximum torque12.8Nm at 6500rpm
Fine tuned throttle responses with low engine noise
Efficient kick start instantly powers up the engine
Low engine noise makes it hard to detect a running engine
Splendid stability and fabulous turning ability
CBZ-X travels in a straight line and doesn't skid even at turns at 100kmph
Forward leaning position enhances effortless braking
Split rear grip, again a first-time feature in motorcycles in India
Instrument cluster contains analogue gauges, including a speedometer, fuel gauge, and an engine-rpm meter in addition to turn, neutral indicators, and a powerful high beam
Comfort
Powerful high beam builds safety for the night rider
The large speedometer, smaller tachometer, and fuel gauge can be read quickly and easily
Tinted cowl improves aerodynamics and cuts the glare on the bike's instrumentation
Relaxed and comfortable riding
Upright posture doesn't strain wrists
Generous knee recesses built into the fuel tank are friendly for tall riders
Well placed footrests
Forward leaning position enhances effortless braking
Disc brake is highly efficient and gives instant response
New brake pedal has a little toe guard for the big toe and a all-chrome tab to press on
Extremely good suspension built with the fast moving solo rider in mind
High ground clearance allows riders to see forward over hatchbacks and sedan cars
Wide 100/90 low aspect ratio rear tyre for additional road grip and safety
Tail lamp cluster has a segmented stop-and-brake light section with turn indicators built into a single unit
Puncture resistant tuff up tube increase reliability of performance
The CBZ Xtreme has the best gearbox in its class, smooth and free from problems
Mileage and Economy
New model comes with a 3-year / 40,000 kms warranty
CBZ-X gives 50kmpl in city roads 61kmpl on highways
Tuff up tubes are economical vis-a-vis emergencies
Black Alloy Wheels have low maintenance
The Hero Honda CBZ Xtreme has little in common with its earlier version the Hero Honda CBZ except a similar headlamp. With the Hero Honda CBZ Xtreme, Hero Honda has tried a radical departure from its earlier 150 cc design themes. The success of this approach is proven by the fact that since its launch in 2006, the Hero Honda CBZ Xtreme has been selling almost 15, 000 to 20, 000 units per month, and crossed the 50, 000 mark within April 2007. This large, handsome, and good-looking bike has more to it than meets the eye.
Looks
Tubular diamond-frame type chassis with a single down tube and a box-section swing arm
Matt-black powder-coated engine block
Matt-black alloy wheels
Black plastic lower side panels striped across by a shiny chrome sash
Split hand grips for the pillion rider with a distinct look
Additional Teflon coat over visible silvery surfaces
The side indicators that usually stick out in other bikes are integrated into the headlamp housing
A strip of clear glass above the headlamp conceals the parking lamp or pilot lamps positioned above the headlight
Body colored rear mirrors adds color to the handlebar area
Classy, brushed-steel console finish
Rugged knee recesses built into the large, shapely fuel tank with Xtreme's logo emblazoned across its sides
Aircraft type fuel tank lid
Deeply contoured seat
Sculpted and sharp rear cowl
Rear indicators integrated into rear LED headlamps
Non-metallic bright colors
Control
Extremely compact body design meant for swift turn-in
Awesome acceleration: 0 - 60 kmph in 5 seconds
4-stroke air-cooled single cylinder engine, producing 14.4 bhp at 8500rpm
Maximum torque12.8Nm at 6500rpm
Fine tuned throttle responses with low engine noise
Efficient kick start instantly powers up the engine
Low engine noise makes it hard to detect a running engine
Splendid stability and fabulous turning ability
CBZ-X travels in a straight line and doesn't skid even at turns at 100kmph
Forward leaning position enhances effortless braking
Split rear grip, again a first-time feature in motorcycles in India
Instrument cluster contains analogue gauges, including a speedometer, fuel gauge, and an engine-rpm meter in addition to turn, neutral indicators, and a powerful high beam
Comfort
Powerful high beam builds safety for the night rider
The large speedometer, smaller tachometer, and fuel gauge can be read quickly and easily
Tinted cowl improves aerodynamics and cuts the glare on the bike's instrumentation
Relaxed and comfortable riding
Upright posture doesn't strain wrists
Generous knee recesses built into the fuel tank are friendly for tall riders
Well placed footrests
Forward leaning position enhances effortless braking
Disc brake is highly efficient and gives instant response
New brake pedal has a little toe guard for the big toe and a all-chrome tab to press on
Extremely good suspension built with the fast moving solo rider in mind
High ground clearance allows riders to see forward over hatchbacks and sedan cars
Wide 100/90 low aspect ratio rear tyre for additional road grip and safety
Tail lamp cluster has a segmented stop-and-brake light section with turn indicators built into a single unit
Puncture resistant tuff up tube increase reliability of performance
The CBZ Xtreme has the best gearbox in its class, smooth and free from problems
Mileage and Economy
New model comes with a 3-year / 40,000 kms warranty
CBZ-X gives 50kmpl in city roads 61kmpl on highways
Tuff up tubes are economical vis-a-vis emergencies
Black Alloy Wheels have low maintenance
Dove
Dove soap, which was launched by Unilever in 1957, has been available in India since 1995. It provides a refreshingly real alternative for women who recognise that beauty is not simply about how you look, it is about how you feel.
The skin's natural pH is slightly acidic 5.5-6. Ordinary soaps tend to be alkaline, with pH higher than 9. Dove is formulated to be pH neutral (pH between 6.5 and 7.5) and to be mild on skin. This makes it suitable for all skin types for all seasons. While Dove soap bar is widely available across the country, Dove Body Wash is available in select outlets.
Globally, Dove has been extended to many other countries. Since the 1980s, for example, Unilever has launched a moisturising body-wash, deodorants, body lotions, facial cleansers and shampoos and conditioners, providing a comprehensive range of solutions to bring out true inner beauty.
The skin's natural pH is slightly acidic 5.5-6. Ordinary soaps tend to be alkaline, with pH higher than 9. Dove is formulated to be pH neutral (pH between 6.5 and 7.5) and to be mild on skin. This makes it suitable for all skin types for all seasons. While Dove soap bar is widely available across the country, Dove Body Wash is available in select outlets.
Globally, Dove has been extended to many other countries. Since the 1980s, for example, Unilever has launched a moisturising body-wash, deodorants, body lotions, facial cleansers and shampoos and conditioners, providing a comprehensive range of solutions to bring out true inner beauty.
November 30, 2009
Racing Boy Yamaha 135LC Parts Advertisement
click to enlarge (1600 px)I have stumble upon this ads from one local cub bike magazine. It is a very good ads for Yamaha 135LC owners as this ads give them clues on how to mod their bike with Racing Boy items. Racing Boy parts is one of the good parts manufacturer. Some of their parts are made in Malaysia and some in Thailand.The sport rim inside the ads shown is actually from Yamaha 125Z that have rear disc brake system. You can have two choices to install rear brake system to your Yamaha 135LC. One is using this setup that is using the sport rims from Yamaha 125Z or, you can use the Yamaha X1R Thailand version. Whatever you choose is okay, because the rear brake system for 125Z and X1R is almost the same.
RAHUL KR.GUPTS PGDM 1ST YEAR
click to enlarge (1600 px)I have stumble upon this ads from one local cub bike magazine. It is a very good ads for Yamaha 135LC owners as this ads give them clues on how to mod their bike with Racing Boy items. Racing Boy parts is one of the good parts manufacturer. Some of their parts are made in Malaysia and some in Thailand.The sport rim inside the ads shown is actually from Yamaha 125Z that have rear disc brake system. You can have two choices to install rear brake system to your Yamaha 135LC. One is using this setup that is using the sport rims from Yamaha 125Z or, you can use the Yamaha X1R Thailand version. Whatever you choose is okay, because the rear brake system for 125Z and X1R is almost the same.
RAHUL KR.GUPTS PGDM 1ST YEAR
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