विश्व पर्यावरण दिवस पर दैनिक जागरण मे प्रकाशित लेख...BY MY BOTHER

My Research Paper

RAO, Nancy; YADAV, Sunil Kumar; NARULA, Anupam. Retailing Trends and Opportunities of China’s Products in Indian Market. Global Journal of Enterprise Information System, [S.l.], p. 6-12, feb. 2014. ISSN 0975-1432. Available at: <http://i-scholar.in/index.php/gjeis/article/view/46725>. Date accessed: 31 May. 2014.

दैनिक जागरण के राष्ट्रीय संस्करण मे प्रकाशित आलेख शीर्षक "आदिवासियों की पीड़ा" by Sarad Kumar Yadav

India home to second highest number of shadow businesses

Shadow entrepreneurs are defined as individuals who manage a business that sells legitimate goods and services but they do not register their businesses. This means that they do not pay tax, operating in a shadow economy where business activities are performed outside the reach of government authorities.
India has emerged as a country with some of the highest number of unregistered businesses in the world, according to a latest UK study that found Indonesia with maximum number of shadow businesses. 

WHY DO CONSUMERS PREFER LARGE MALLS IN AN EMERGING MARKET?

WHY DO CONSUMERS PREFER LARGE MALLS IN AN EMERGING MARKET?

Several elements are important in product management

1. Product offering and marketing. Create the product map by understanding the requirements from different parts of the business and synthesizing them to create a small set of more standardized offerings that will meet these needs.
2. Product engineering. Architect and engineer the major elements of each product. This includes everything from the right data-management platform (for example, do we need systems for high-volume transactional analysis or ones to extract information from volumes of unstructured data?) to the analytics tools and models that business users may apply. Balance the needs of business agility and cash flow against privacy and security, as well as performance in an on-premise solution or cloud (or some combination of the two). Determine what technologies are required for developing the product and build, buy, crowdsource, or assemble.
3. Product supply chain. Use the right vendors and winnow out the hype surrounding emerging tools and technologies while placing a few bets to allow for experimentation and the experience it will provide. Big data tools are evolving, and few have a track record upon which CIOs can depend. As such, it’s not surprising to find the vendor landscape is rife with hype. To separate reality from marketing, CIOs should be in constant contact with their biggest vendors, but they should also regularly meet with venture capitalists to keep up with start-ups and track new technologies that could bring business value. Additionally, they should scout the ecosystem of external data sources to identify those that would further enable businesses to draw valuable insights and find ways of tapping into these resources.
4. Product profitability. Understand the economics of the products, including the business impact they are furnishing and the total cost of operations. Continue to evolve the product offerings to improve usage and value. Eliminate unprofitable products.

How CIOs can lead their company’s information business

Companies across industries are placing major bets on big data, expecting it could dramatically improve business processes and overall performance. As they move ahead, one issue that looms large is finding senior-leadership capacity to manage the huge program of organizational change that data analytics demands. Top-team members, fully engaged with their existing responsibilities, often find themselves straining to plan and implement big data strategies.

Senior IT leaders not only are well equipped to lead and shape these activities but also have a huge part to play in accelerating change across the enterprise. To lead this transformation, CIOs must reimagine their role, seeing themselves—and encouraging others to see them—as chief executives of an information business. Like any chief executive, the CIO should bring vision, direction, and organization to the company’s big data investment priorities. That means engaging internal customers on their biggest challenges while attracting the best talent and suppliers; most important, it means being accountable for execution and results. The CIO’s mission encompasses both internal demand (raising the sophistication of analytics among businesses and functions trying to capture evermore value) and supply (spanning technology infrastructure, data, analytics expertise, and intuitive tools to match rising demand). To help companies raise their game on how they use data and analytics for competitive advantage, CIOs should master four critical roles:

• as venture capitalist, showcasing the “art of the possible” to internal customers by highlighting the most promising ideas to apply big data and advanced analytics
• as product manager, assembling easy-to-use big data and advanced analytics “products” designed to match patterns of use by internal customers
• as recruiter, motivating and retaining the best talent
• as business leader, building the discipline to enable transformational change and impact at scale