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ACTIVITIES OF THE INVESTOR RELATIONS OFFICER. 1. ESTABLISHING A HIGH LEVEL CONFIDENCE IN INVESTOR. 2. LIASION WITH THE EXECUTIE MANAGEMENT LIKE FINANCE, BOARDOF DIRECTORS, MANAGING DIRECTOR ETC. 3. PREPARATIONS OF ADVERTISEMENT FOR PUBLICATION IN FINCANCIAL PRINT MEDIA LIKE ECONOMIC TIMES,FINANCIAL EXPRESS. 4. PREPARATION OF CORPORATE ANNUAL REPORTS, FINANCIAL STATEMENTS, QUARTERLYPROGRESS STATEMENTS, REPRINTS OF SPPECHES, DISTRIBUTING CALENDERS, DIARIES TO INVESTORS. 5. KEEPING AND UPDATING THE LIST OF INVESTORS AND CONTINUOS MAILING TO THEM. 6. IDENTIFY SECURITY ANALYSTS, ESTABLISHING LIASION WITH ANALYSTS AND SUPPLYING FINANCIAL INFO.TO THEM. 7. ORGANISING SPECIALACTIVITIES IN INVESTOR EVENTS LIKE INVESTORS MEET, OFFERING GIFTS, DISTRIBUTE SAMPLE PRODUCTS AND FACTORY VISITS 8. PUBLICIZING THE SPECIAL FEATURES AND POSITIVE ASPECS OF INVESTMENT IN SECURITIES. 9. PLANNING USE OF INTERNET, CREATING WEB PAGES, E-MAIL, USING CELLPHONES, PAGERS USE OF TELE PRINTERS AND SO ON 10.PERSONALVISIT TO INSTITUTIONAL INCESTORS, UNDERWRITING FIRMS, BROKERS,DEALERS AND INDIVIDUAL INVESTORS WHO HAVE MADE BUT INVESTMENTS.

GRIEVANCES OF THE INVESTORS AND ROLE OF THE PUBLIC RELATIONS OFFICER. THERE ARE MANY MALPRACTICES COMMITTED BY THE COMPANIES. STOCKEXCHANGES,BROKERS, ETC. AND INVESTORS HAVE EVERY REASON TOCOMPLAIN RESULTING OIN LOSING CONFIDENCE IN THE COMPANIES IN TERMS OF INVESTMENTS. SUCH GRIEVANCES HAVE BEEN INCRASING IN NUMBER IN THE RECENT YEARS. THE FOLLOWING ARE THE COMPLAINTS AGAINST COMPANIES: 1) NON-RECEIPT OF ALLOTMENT LETTERS. 2) NON-RECEIPT OF DIVIDENDS. 3) NON-RECEIPT OF INTEREST

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4) REFUND ORDERS. 5) DELAYIN TRANSFER OF SHARES. 6) NONCOMPLIANCE OF PROCEDURES. 7) PROBLEMS IN SPLITTING AND CONSOLIDATION. 8) NON-COMPLIANCE WITH THE ORDER OF COMPANY LAW BOARD OR THE VILOLATION OF THE PROVISIONS OF THE COMPANY LAW. 9) FALIURE TO REPAY DEPOSITS , AND NONPAYMENT OF INTEREST AND 10) NOT FOLLOWING RULES AND REGULATIONS.

THE RELATION OF THE INVESTORS WITH THE COMPANYMAY BE ADVERSELY AFFECTED IF THEIR COMPLAINTS AND GRIEVANCE ARE NOT LOOKDE INTO.THERE IS A NEED TO HAVE A SEPRATE INVESTOR RELATIONS CELL IN THE GENERAL PUBLIC RELATIONS DEPARTMENT TO LOOK INTO THEM AND PROMOTE RELATIONS.

MOST OF THE COMPANIES USE PERSONAL VISITS, TELEPHONE CALLS, MAILING THE SUPPLEMENTARY REPORT TO KEEPTHE SHAREHOLDERSINFORMED, INTERESTED AND SATISIFED.THE COMMUNICATION WITH THEM MAY INCLUDE REPORTS, MATTERS ON CORPORATE MEETINGS, MAGAZINES,NOTICES,RESOLUTIONS,MINUTES, PERIODICCORRESPONDENCE,PRESS RELEASES ETC.A GOOD INVESTOR RELATIONS CAN LIMIT THE ABILITY OF RAIDERSTOTAKE OVER,INCREASE THE COMPANIES ABILITY TO BORROW FUNDS, ATTRACT AND HOLDKEY PERSONNEL AND LEAD TO A MORE FAVOURABLE TERMS WHEN ARRANGING CORPORATE DEBTS OR ISSUING STOCK. PR objectives can be achieved at a very low cost when compared to other promotional efforts. This is not to suggest that the PR is not costly it may be especially when a marketer hires a PR professional to handle the work. But when compared to the direct cost of other promotions, in particular the advertising, the return on the promotional expense can be quite high. (advt of pr) Role of Public Relations Manager Helps management in preparing, interpreting, adopting & evaluating the public relations policies & program. To develop a mechanism of personally meeting various public like buyers, institutional investors, communities, consumer organisation etc. Develop an effective communication internally as well as externally for timely interaction.

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Preparation of different literature matter for different media. Convey & interpret to the management different information on public attitudes and views about the company /industry it serves. Instruct the companys financial advertising agents on all the matters relating to financial & annual reports, advertising & publicity. To conduct training program for the staff of PR dept. To undertake personnel relation research that will keep the management continously informed, so that sound decisions maybe taken on the matters relating to PR policies .

Work Study and in particular Time Study stipulates the expectations of work output with respect to time; Job Evaluation attempts to equitably relate the demands made by a job in its normal performance (not the work output) and the position of the job in the hierarchical pay structure of the organization. Sometimes in addition to internal equity, market equity (external market pay rates) considerations have also to be brought in. In some other cases, for example in managerial jobs, the relative ranking of the jobs may be as important as the pay. Thus, in general, Job Evaluation is a disciplined attempt at establishing a justifiable ranking order of the various jobs on an organization. 1. Job evaluation is concerned with job contents or demands of the job and not the value of the job to the organization. 2. Job evaluation rates the job and not the man. 3. Job evaluation, despite any quantification, is a disciplined judgment about the hierarchical positioning of jobs. Need for Job Evaluation: The need for job evaluation arises due to the changes that consciously or unnoticeably take place in the job contents over a period of time due to a number of reasons including changes in technology, methods, procedures, systems and structure of the organization. With the recent rate of advances in technology, such as automation and computerization in various industrial and non-industrial operations, the conditions for work and the nature of work in many jobs may vary significantly in the future necessitating a job evaluation exercise. Moreover, the expectations exercise. Moreover, the expectations of the people change and various economic, social and cultural factors (and values) change over the years. The concepts of Job difficulties, equitable pay and equitable rank may, therefore, change significantly.

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Basic Systems: Job evaluation can be basically of two types: 1. Comparing a whole job against other jobs; and 2. Comparing compensable elements of the jobs to a predetermined yardstick. Under the category of comparing a whole job, there are two basic methods: 1. Ranking System 2. Grading or classification System In the category of comparing compensable elements there are two important systems: 3. Points system 4. Factor Comparison system This article covers these four systems in some detail. Before that a point needs to be made: The basic input to job evaluation is a good analysis of the various jobs and job descriptions derived there from. Therefore, before we start the job evaluation procedure, it is essential to understand all the relevant factors working conditions, and other nuances of the jobs which are to be evaluated. Comprehensive, truthful and acceptable job descriptions are the foundation for a job evaluation procedure. Rankling System: The method under this system is as follows: 1. Given the job descriptions, decide which job will have the highest rank, which will have the lowest rank and which job will fall around the middle level. Since two extreme and one middle level job are to be identified, this should not be difficult 2. Next pick up any other job description and check whether it falls in the range AC or CB. Accordingly, its position is noted. 3. Pick up one more job description E and compare it with the earlier placed jobs to find out whether it falls in the zone AD, DC, or CB and note accordingly. 4. The procedure is continued till all jobs in the list exhausted. (Note: Each time the number of reference points gets larger). 5. Review the rankings, to iron out any wrinkles in the system. Paired Comparison: A simpler method of ranking is paired Comparison. Compare a pair of jobs at a time and decide which one is the higher rank job (denoted H) and which one is the lower (denoted L). This pairing is done randomly, and the comparison (within a pair) is continued till one exhausts all the possible job pairs. The number of times a job has received H determines its rank in the topto-down order.

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NEED FOR ISO 9001:2008 QMS CERTIFICATION Certification to ISO 9001:2008 QMS increases the Customer's confidence in Supplier's Quality and Delivery Commitments. ISO 9001:2008 QMS is universally recogonised and hence helps in penetrating New Markets Globally. Registration can improve service performance and reduce uncertainty. Regular assessments ensure the organization continually uses, monitors and improves their processes. Worldwide Recogination. Clearity in Roles, Responsibilities and Authorities among all. Employee involvement and thus commitment. Improved Quality awareness throughtout the organisation.

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mARKETING

Nike is a global sports shoe giant company. It is the largest seller of athletic footwear in the world, holding the lion share of 33% of the global market. The company has production facilities in Asia, sales facilities in almost 200 countries, and customer service and other operational units worldwide. The marketing mix or the 4 Ps of Marketing are Product, Price, Place (distribution) and Promotion. Nike's 4Ps are the following: 1. Product Nike offers a wide range of shoe, apparel and equipment products, all of which are currently its top-selling product categories. Nike started selling sports apparel, athletic bags and accessory items in 1979. Their brand Cole Haan carries a line of dress and casual footwear and accessories for men, women and children. They also market head gear under the brand name Sports Specialties, through Nike Team Sports, Inc. They sell small amounts of plastic products to other manufacturers through Nike IHM, Inc. Bauer Nike Hockey Inc. manufactures and distributes ice skates, skate blades, inroller skates, protective gear, hockey sticks and hockey jerseys and accessories. 2. Price Nikes pricing is designed to be competitive to the other fashion shoe retailers. The pricing is based on the basis of premium segment as target customers. Nike as a brand commands high premiums. Nikes pricing strategy makes use of vertical integration in pricing wherein they own participants at differing channel levels or take part in more than one channel level operations. This can control costs and influence product pricing. 3. Place Nike shoes are carried by multi-brand stores and the exclusive Nike stores across the globe. Nike sells its product to about 20,000 retail accounts in the U.S. and in almost 200 countries around the world. In the international markets, Nike sells its products through independent

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distributors, licensees and subsidiaries. Independent distributors need not adapt to local pressures because the 4Ps of marketing are managed by distributors. 4. Promotion Promotion is largely dependent on finding accessible store locations. It also avails of targeted advertising in the newspaper and creating strategic alliances. Nike has a number of famous athletes that serve as brand ambassadors such as the Brazilian Soccer Team (especially Ronaldino, Renaldo, and Roberto Carlos), Lebron James and Jermane ONeal for basketball, Lance Armstrong for cycling, and Tiger Woods for Golf.
Nike also sponsors events such as Hoop It Up and The Golden West Invitational. Nikes brand images, the Nike name and the trademark swoosh, make it one of the most recognizable brands

Global sourcing is a term used to describe strategic sourcing in today's global setting. Most companies now include global sourcing as part of their procurement strategy. Global sourcing often aims to exploit global efficiencies in the delivery of a product or service. Common examples of globally-sourced products or services include: labor-intensive manufactured products produced using low-cost Chinese labor, call centers staffed with low-cost English speaking workers in India, and IT work performed by low-cost programmers in India and Eastern Europe. While these examples are examples of Low-cost country sourcing, global sourcing is not limited to low-cost countries. Global sourcing is often associated with a centralized procurement strategy for a multinational, wherein a central buying organization seeks economies of scale through corporate-wide standardization and benchmarking. A definition focused on this aspect of global sourcing is: "proactively integrating and coordinating common items and materials, processes, designs, technologies, and suppliers across worldwide purchasing, engineering, and operating locations (p. 304)" [1]
The global sourcing of goods and services has advantages and disadvantages that can go beyond low cost. Some advantages of global sourcing, beyond low cost, include: learning how to do business in a potential market, tapping into skills or resources unavailable domestically, developing alternate supplier/vendor sources to stimulate competition, and increasing total supply capacity. Some key disadvantages of global sourcing can include: hidden costs associated with different cultures and time zones, exposure to financial and political risks in countries with (often) emerging economies, increased risk of the loss of intellectual property, and increased monitoring costs relative to domestic supply. For manufactured goods, some key disadvantages include long lead times, the risk of port shutdowns interrupting supply, and the difficulty of monitoring product quality. (With regard to quality in the food industry, see Roth et al.

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