Introduction of company background Syarikat Mudim Sdn Bhd was founded by Haji Zakaria Bin Arshad were also known as Mudim Zakaria who starting by selling traditional medicines at the village in a small scale of business. The businesses growth well with the hard work it is doing. Later, in 1987, Haji Zakaria managed to add a line of products with a soy sauce manufacturer. The development and progress of Syarikat Mudim Sdn Bhd were also supported by his son, Shaarani Bin Zakaria who has now taking over in manage the company of his father. Syarikat Mudim Sdn Bhd has been established since 1987 in the state of Kedah.
(Lussier and Achua, 2001) Tan Sri Syed Mokhtar did work from day till night just to make sure that everything is in order. His determination makes him never stop for achieving more and becoming more successful. It is shown when he does a meeting with his entire top manager to maintain the quality and to guide them from any mistake that maybe taken and his determination to make sure every product is having a good quality, thus customer will be more trusting in their product is an important key that makes him so successful. As his determination starting to skyrocket, he quickly moved to expand into diversification of other businesses, the determination of him starting to investing in other business is strong, in the source that trusted mentioned during that time his next big move was going to start a business in the logistics business, with initial goal to transport their trading materials. More success followed and he moved to rice trading business.
Gujarat was known for Acetate/Sheet frames and Bombay was known for metal frames. The quality of the goods was ranging from below par to average. Around 1980 the business responsibilities were transferred to the elder son of Mr. Bagga, after 5 years in 1985 Mr. Navneet Singh Bagga came into Business joining his elder brother. That time NATIONAL OPTICAL CO. were still dealing with Gujarat and Bombay factories but now dealing in medium and little high quality optical frames and sunglasses. The low quality products were wholly discarded from the portfolio as the profit margins were very low.
He became an articled clerk to a firm in Karachi called Gangat & Co which was situated in the Securities & Safe Deposit Chamber on I.I Chundrigar. His enthusiasm in stock markets eventually led him to starting his own company in October 1971. Later on Jahangir Siddiqui started a small organization called Jahangir Siddiqui & Co which essentially comprised of four persons. Today, Jahangir Siddiqui & Co is one of the biggest and well respected financial services companies in Pakistan with several subsidiaries which include Abamco, Pakistan’s largest non-government asset management company, Jahangir Siddiqui Capital Markets and Jahangir, Siddiqui Investment
On 24th January 1976, the Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Limited. On 1st August 1977, it was renamed Bharat Petroleum Corporation Limited. It was also the first refinery to process newly found indigenous crude (Bombay High), in the country. Prior to the nationalization of the Oil Companies, India was the battle ground of the Multinational Oil Companies like Caltex, Esso and Burmah Shell. Nationalization of the Oil companies changed the entire spectrum of this industry.
BACKGROUND Mian Mohammad Yahya, Mansha’s father and his five brothers left their home in Kolkata, India, in 1947. They moved to Faisalabad, the big cotton-producing area in Pakistan, established a textile mill, and started the family’s cotton business. The brothers called their cotton company Nishat Mills after Nishat Haroon, a grandson of the eldest brother. Mansha was born that same year. The Korean War of 1950-53 brought in a cotton boom as the demand for the uniforms, bandages and
Washington’s wooing of India appears to have surprised Chinese policymakers and caused them to reassess Chinese policies towards India. The result is that China is increasingly wary of India-US and India-Japan strategic partnerships. The potential for Global Hud: Outside of USA, IBM relies on China as the primary procurement source for its hardware business and has decided to relocate its global procurement headquarters to Shenzhen. Complementing these moves, IBM has made its Indian operations one of its most important global hubs for the delivery of IT services. Nearly one-sixth of IBM’s global workforce is now based in India.
The company owns three manufacturing units, namely, Sahibabad unit in Uttar Pradesh, Khopoli unit in Maharashtra, and Meramandali unit in Orissa. Their client bases include automobile industry, electrical motor manufacturing industry, bearing industry and home appliances. BSL carries out business operations across the world through its subsidiaries. The company operates in India and supplies its products to Asian markets and Europe, the US, Canada, Africa, China and the Middle East markets. It promotes Bhushan Energy Limited (BEL) to offer power business.
Gujarat’s government in March 2012 signed a MoU with Japan based Hitachi, Singapore based Hyflux Ltd and ITOCHU corporation. Asia’s largest seawater desalination plant is to be setup in Dahej in Dahej special economic zone. Milind Kumar is the senior managing director of Hyflux Ltd, he joined in this position in Feb 2014. Effective ways of communication, negotiation, team-work, and leadership style with the managers and employees Communication: Singaporeans are very polite, high context, need to save face (Mianxi) and maintain harmony. So their communication may come across as vague.
Although Bharat forge had initial government mandate, the company found itself in a very good position even during the liberalization in 1991. It had the capacity to be a giant supplier to the many global companies, trying to establish manufacturing operations in India and it could also take the advantage of India being a hub for low-cost