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Top 10 Automobile Companies as per Market Share.


In 2010 the sales of the cars rebounded, after recession and bankruptcy restructuring of GM and Chrysler. Here is the market share of the Automobile industry in U.S.

Rank
Marketer
Market Share in 2009
1
General Motors
19.9%
2
Toyota Motor Corp
17.0%
3
Ford Motor Co.
16.1%
4
Honda Motor Co.
11.0%
5
Chrysler Group
8.9%
6
Nissan Motor Co.
7.4%
7
Hyundai Motor Co.
4.2%
8
Kia Motors Corp.
2.88%
9
Volkswagen
2.85%
10
BMW
2.3%

Top 10
92.5%

Top 15 Major Media Spending company in 2010?

Major Media spending company as per the country and the amount spending. P&G holds the position from past ten years and still tops the list in U.S. and Unilever is the maximum spender on advertising in India and Netherlands.



Top 25 Advertisers, total advertising spending in U.S in 2009.





Marketer
Ad Spending
(In Millions)
% Change
Procter & Gamble Co
$4,188.9
-13.4
Verizon Communications
$3.020.0
-8.0
AT&T
$2,797.0
-9.0
General Motors
$2,214.9
-21.6
Pfizer
$2,097.0
10.0
Johnson and Johnson
$2,060.9
-18.5
Walt Disney CO.
$2,003.8
-9.6
Time Warner
$1,848.1
-10.7
L’Oreal
$1,833.6
-0.4
Kraft Foods
$1,748.4
3.6
Walmart Stores
$1,729.5
14.2
Sears Holding Corp.
$1,700.3
-8.8
Bank of America Corp.
$1,587.8
-24.8
General Electric Co.
$1,575.7
-22.0
Ford Motor Co.
$1,516.8
-17.7
Sprint Nextel Corp.
$1,500.0
0.0
Anheuser-Busch Inbev
$1,467.2
-7.6
GlaxoSmithKline
$1,394.9
-23.6
JPMorgan Chase and Co.
$1,341.0
-27.6
Nestle
$1,332.6
17.0



Top 5 songs of Bollywood in 2010


Year 2010, proved to be a good year for music lovers, since many good songs has been released and entertained the music lovers. The trend is been shifting towards new experiments in the Hindi cinema rather than just following the regular so called Commercial Masala flicks. Not surprisingly many movies were comedy oriented, whereas different genre movies has been attempted and few were successful even.


Here I put up 5 Best songs of the year 2010. Though its very difficult to select, well let me know whether you agree with this below list.


#5: 
Song Title: Love, Sex aur Dhoka Title Track
Movie: Love, Sex aur Dhoka
Singers: Kailash Kher.
Music Director: Sneha Khanwalkar




#4
Song Title: Gal Mithi Mithi Bol
Movie: Aisha 
Singers: Tochi Raina
Music Director: Amit Trivedi






#3
Song Title: Pee Loon
Movie: Once Upon a Time in Mumbaai
Singers: Mohit Chauhan
Music Director: Pritam Chakraborty




This song is one of the best compositions of Pritam Chakraborty, and sung by very talented singer Mohit Chauhan. The film set in the Mafia background with a cute love story at one of the protagonist with such a soothing music has turned the movie a huge hit.  The equal credits should go to the Lyricist, as lyrics have a huge role in the success of this song. 


#2
Song Title: Sheila Ki Jawaani
Movie: Tees Maar Khan
Singers: Vishal Dadlani, Sunidhi Chauhan
Music Director: Vishal-Shekhar







In simple words: "Sizzling, Sexiest, Seductive" is the words given to Katrina in this song. The Beauty sizzle on Sheila Ki Jawaani, most awaited item song of the year has topped the song in the chart. The whole credit for this song to become top is, just because of the Katrina's sizzling dance on the screen.  Yes ofcourse the singer Vishal Dadlani, Sunidhi Chauhan should give the due credit as well the lyricist, Vishal Dadlani himself.


#1, and the Top one in the year 2010, is 
Song Title: Munni Badnaam
Movie: Dabangg
Singers: Mamta Sharma, Aishwarya
Music Director: Lalit Pandit




No need to say, the Instant Hit Song of the year, which just created a huge hype for the movie and a great contribution for the Movie's success, Munni Badnaam, top the chart list for the year 2010.  Though a close competition for both "Munni Badnaam" and "Sheela ki Jawaani", sheela ki jawani was much more hit because of the video, but where as the Munni has both succeeded in Audio as well as Video.  A good composition for Lalit Pandit and sung very well by Mamta Sharma, Aishwarya and ofcourse Malaika Arora Khan item number has helped the songs very much..


Use the below comment box to give your feedback...

Brand Name Origin - Business Quiz Questions with Answers.



Which brand name is an abbreviation for 'Castor Oil'?
Answer: Castrol. The product, originally made by the Wakefield Motor Oil company, had castrol oil as its base.


How did Aspro get its name?
Answer: During World War-I, the Australian authorities cut off the supply of asprin from Bayer, Germany. A local chemist name George Nicholas made his version of asprin. Since it was a 'Nicholas Product', the name Aspro was derived.


Which brand got its name from the founder, Harry Pickup?
Answer: Harpic, the lavatory clinic.


Which Japanses company's name means 'Three Diamonds'?
Answer:  Mitsubishi Motors. The company's logo comprises of three diamonds.


How did the cigarette brand 555 get its name?
Answer: A myth is that the name was derived from a cricket partnership of 555 runs between two English cricketer. The truth is that it was take from a train called the Empire State Express which ran from Buffalo to New York City.  The engine number for this train was 999. Based on this, the founder of the company Albert Levy, introduced various brands of cigarettes starting from 111 to 999, of which 555 became the most famous.


In Latin, it means 'I roll'. Which famous Car brand are we talking about?
Answer: Volvo.


Pepsi is a world-famous brand. Why is it called Pepsi?
Answer: It was originally intended as a relief for dyspepsia.


This brand of cigarettes owes its name to the Californian Gold Rush. Name the brand?
Answer: Lucky Strike.


How did a shoe polish get the unlikely name of Cherry Blossom?
Answer: The name was originally used by the Chiswick Shoe company for a toilet soap packed in tins. Later, this company brought out shoe polish in a similar packing and used the same name.

'Can you tell me more about how you get the best out of your team?'

'I believe that people work best when they're given responsibility.  For example, we had a problem meeting sales targets in the [company name] area.  Rather than just harassing the team to get better results, I put it to them as a group problem and asked them to come up with a workable solution.  After a couple of brainstorming sessions, they came up with a member-get-a-member scheme based on the upcoming festival.  They were responsible for implementing it while I saw they had the back-up needed from Head Office.  Sales increased by 40percent over the festival, and subsequently steadied to 22percent, well within target.'

Interview Question: Give me an outline of your current position?

This question focuses more closely on your actual job.  It is practically asking for your current job description to see how well it matched the job you're applying for.  The interviewer wants to know things like:


  • what your tasks and responsibilities are;
  • the skills required to do your job;
  • the strengths and personal aptitudes you bring to it;
  • the key objectives of your job;
  • targets and result criteria;
  • whom you answer to - your positions in the company hierarchy and level of authority.
Question: What does you current job entail? Describe a typical day to me.

With this question, the interviewer is looking for a more personal interpretation of your job.  They want to see how you view your tasks and responsibilities.  They want to know:
  • what you see as the prime purpose of your job;
  • the tasks and responsibilities your job entails;
  • the skills, strengths and aptitudes you employ;
  • the problems you routinely encounter and how you deal with them effectively;
  • how you work with others - as part of a team, dealing with staff, meeting customers or clients, etc.
  • what you enjoy and find satisfying about your job.
After hearing your answers to these sorts of open questions, the interviewer will usually to on to ask other question to fill in more details - 'Tell me more about x', 'can you say a bit more about y?'

Interview Question: Tell Me About Yourself? - with Examples.

Simple 9-Do's to Crack an Interview.

After putting you at your ease, the interviewer will sometimes lead into the main part of the interview by asking you a open question such as 'Tell Me About Yourself?' or 'Tell me about your current job.'  They want to know about your competencies, so this is your invitation to sell your ability and experience. Think of it as a mini-interview in which you briefly introduce topics that the interviewer can explore in greater depth with their subsequent questions and best answers for this question and a common question Should I Ask Questions in Interview? Why? What?


"Tell Me About Yourself?"
This is an open as a question can be.  It's up to you to set the boundaries and make sure you stick to points that are informative and relevant.  The interviewer wants you to include things like:
  • you current position;
  • you background, education and training;
  • the skills and strength that make you good at you job;
  • your experience and accomplishments;
  • the high points of your career so far;
  • what attracted you to your particular field and how you got into it;
  • your goals for the future.
You need, of course, to tailor your answer and take into consideration the skills, strengths, aptitudes and experience - the competencies - required for the job.

Example format, how to answer the question "Tell me about yourself":
' I'm [give a concise, pithy description of yourself in 15 words or less].
'I'm an experienced [what you are] with an extensive knowledge of [your relevant knowledge area] including [a key point] and [another key point]. 

My main skills or qualifications are [give two or three of your most relevant skills or your key qualifications].
'I also have experience in ____ and _____.

'My achievements to date include [Two or three major ones].  The benefits to my current employer have been [what you have increased, improved or decreased].  I believe the position you're offering would allow me to [what you want to develop]'.

Example:
'i'm a computer science graduate with a keen interest in practical application of information systems.  I'm an experience computer programmer with an extensive knowledge of robotics including 3-D modelling and components' assembly.  My main skills are programing methodologies and microelectronics.
'I also have experience in artificial intelligence, including Pop-ll and prologue'.
'My main achievement to date has been to write a geographical database using a GIS Package, which allowed NHS patient data to be mapped for the entire region.  This greatly improved allocation of resources to high-density areas, and reduced patient waiting time by 11%. I believe the position you're offering would allow me to continue to develop my problem-solving skills and I feel I could contribute skills and experience that would be of value to you'


Most of them will be looking for an Best answers for Tell me something about yourself.

Do and Don't While Starting An Interview?



Interview on time


You're in the interview, sitting opposite the interview. What happens now?
Your interview will probably open the interview with a brief introductory chat about the company, the job, the form the interview will take, etc. there will also be general 'social' questions designed to break the ice.


Example:
Did you have a good journey?
Was the Traffic, Okay?
Did you find the building?


Beware: The impression you five in these first few minutes will linger throughout the rest of the interview. Although the questions are genuinely meant to put your ease, your response will still form a picture in the interviewer's mind.


Do's:
Smile: Do your share of the ice breaking by smiling and making eye contact.


Answer warmly and pleasantly: Behave as you would in any somewhat formal social situation.


Give a positive response: Whatever the circumstances, give the impression of being calm and in control.


Don'ts:
Gabble Feverishly: You should have got there in enough time to regain both your breath and composure.


Clam up: On the other hand, try to give more than a terse, one word answer.


Complain: However bad the traffic, however difficult the office was to find, don't make an issue of it;
1) you'll be seen as a moaner;
2) they will wonder how you cope with other minor problems and irritations;
3) you'll be making the same journey every day if they employ you, so are they going to have to listen to you complain every time?


Blame: Don't pick fails in their directions or instructions even if you could improve on them.


Ramble: this is not the time for lengthy answers about routes, time tables, maps etc.


Put yourself down. You don't need to explain how disorganized you are or what a poor sense of direction you have.


Use problems as a excuse. They wont see being stuck in a traffic jam that morning as a reason for doing badly in the interview.

Corporate Governance Codes around the World.

Different Country follows different codes, recommended by different people on much huge research which suits the local market. Here are the all the Corporate Governance Codes followed by the different countries.


AFRICA:


Kenya: 
Principles for Corporate Governance in Kenya, Private sector.
Corporate Governance Trust, 2002.
Sample Code of Best Practice for Corporate Governance , Private Sector Corporate Governance Trust, 2002.


South Africa:
King II Report on Corporate Governance  for South Africa, Institute of Directors in South Africa, 2002.
King I Report on Corporate Governance for South Africa, Institute of Directors in South Africa, 1994.


AUSTRALIA AND NEW ZEALAND


Australia:
Principles of Good Corporate Governance and Best Practice Recommendations, Australian Stock Market ASX Corporate Governance Council, March 2003.
Corporate Governance  - Volume One: In Principles, Audit Office of New South Wales, Sydney, June 1997.
Corporate Governance  - Volume Two: In Principles, Audit Office of New South Wales, Sydney, June 1997.

Bosch Report, Australian Financial Institutions, Sydney, 1995.
Strictly Boardroom, Fred Hilmer, InfoAustralia, 1992


New Zealand:
Corporate Governance in New Zealand: principles and Guidelines, The New Zealand Securities Commission, Wellington, February/March 2004.
Corporate Governance Principles, The New Zealand Securities Commission, November 2003.


ASIA
Bangladesh:
The Code of Corporate Governance for Bangladesh, Bangladesh Enterprise Institute March 2004.


Hong Kong:
Hong Kong Stock Exchange and Hong Kong Institute of Directors joint statement on explanations required on a director's resignation, May 2007.
Hong Kong Code on Corporate Governance, Stock Exchange of Hong Kong, November 2004.
Mode Code for Securities Transactions by Directors of Listed Companies Basic Principles, Hong Kong Securities, 2001.
Corporate Governance Disclosure in Annual Reports, Hong Kong Society of Accounts, 2001.
Code of Best Practice, Hong Kong Stock Exchange, 1999.


India:
Report of the Kumar Mangalam Birla Committee on Corporate Governance, Securities and Exchange Board of India, 2000.
Desirable Corporate Governance in India - A Code, Confederation of Indian Industry, 1998.


Indonesia:
Code for Good Corporate Governance, the National Committee on Corporate Governance, 2001.
Code for Good Corporate Governance, the Nation Committee on Corporate Governance 2000.


Japan:
Principles of Corporate Governance for Listed Companies, Tokyo Stock Exchange, April 2004.
Revised Corporate Governance Principles, Japan Corporate Governance Forum, October 2001.
Corporate Governance Principles: A japanese view, committee of the Corporate Governance forum of Japan, Tokyo, October 1977.
Urgent Recommendations concerning Corporate Governance, Japan Federation of Economic Organisations (Keidanen), September 1977.


Malaysia:
Malaysian Code on Corporate Governance, Securities Commission Malaysia, March 2000.


Pakistan:
Code of Corporate Governance (Revised), the securities and Exchange commission of Pakistan, March 2002.
Stock Exchange Code of Corporate Governance, the securities and Exchange Commission of Pakistan, March 2002.


Philippines:
Code of Proper Practices for Directors, Institute of Corporate Directors, March 2000.


Singapore:
The Monetary Authority of Singapore and the Singapore Stock Exchange joint statement dissolving the council of Corporate disclosure and  Governance, and jointly assuming responsibility for overseeing Corporate Governance of listed companies, May 2007.
Code of Corporate Governance, Council on Corporate Disclosure and Governance, July 2005.
Revisions to the Code of Corporate Governance, December 2004.
Code of Corporate Governance, March 2001.


South Korea:
Code of Best Practice for Corporate Governance, Committee on Corporate Governance, September 1999.


Taiwan:
Taiwan Corporate Governance Best Practice Principles, Taiwan Stock Exchange, GreTai Securities Market, 2002.


Thailand:
Code of Best Practice for Directors of Listed companies, the Stock Exchange of Thailand, October 2002.
Best Practice Guidelines for Audit Committee, the Stock Exchange of Thailand, June 1999.
The Code of Best Practice for Directors of Listed Companies, the Stock Exchange of Thailand, January 1998.

How Board of Directors can Manipulate/ Games played by them?

A Corporate governance is successful when it is led by the more efficient group of board of directors and others. In badly led boards, personalities and political performance can prevail and directors will play games. An awareness of some of these games can help create a board culture in which they become apparent and are stopped.

Here are few of the games directors play, by which he/she will be biased, fraud, or other by which they make the board act as per their interest and wish of the organisation.

Alliances:
Two or more member of the board conspire together to influence a board decision.
For example, two executive directors, each responsible for an operating division in a group, work together to prevent the introduction of a proposed management control system that would result in greater transparency of their divisional activities; however, they both agree to argue their case on the grounds that the system would prove expensive and that cost would outweigh any benefits.

Coalitions and Cabals:
Groups of directors work together, inside and outside the boardroom, to bring about a specific outcome to a board decision.  Coalition building involve the canvassing of support for an issue informally outside the boardroom so that there is a sufficient consensus when the matter is discussed formally in the boardroom.
For Example, a group of directors in a non-profit company incorporated to run a sports faculty opposed plans to build a new swimming pool. The members of this clique were all non-swimmers, and refused to sanction other expenditure unless the swimming pool plan was dropped.

Cronyism (Friendship):
Relationship between directors can influence decision on the basis of personal relationships not the rational merits of the case. Cronyism can produce decisions that are not in the best interest of the company.
For Example, three directors on the board of a listed company were all members of the same country club.  They tended to support each other in board discussions, all favoring the same outcome and opposing the same alternatives.  Cronyism can affect an entire board.
For Example, a director declared a personal interest in a tender for a project being discussed by the board.  He was asked to leave the room during the discussion of that contract. But the board decided to support this bid because of their personal relationships with that director, even though the bid was not the most worthy.

Deal Making:
Agreements made outside the boardroom between two or more directors to achieve a specific outcome on a board issue.  Deal making is a classic game, usually involving compromise.
For Example: The medical member of a hospital board agreed, during a private dinner, to put pressure on the board to acquire some new sophisticated medical equipment they wanted.  They were successful, even though there were more pressing needs for the available funds, including cleaning equipment for the wards.

Divide and Rule:
When a contentious issue in being discussed, the outcome wanted by one faction is more likely to be achieved if the other directors can be divided into a number of disagreeing factions.  This is ploy adopted from the chair in some boards.  Divide and rule can be a dirty game, in which the player sees the chance to set one director against another, or groups of directors against each other.  An issue in the financial accounts might be used, For Example, to divide the executive directors, the non-executive directors, and the auditors from each other, in order to achieve an entirely different personal aim.
For Example, a senior director serving on the board of cooperative advanced arguments that divided the board into three groups reflecting the views of the various representative groups - suppliers, customers, and the administration, thus he could push through the strategy he wanted.

Empire Building:
Usually adopted by executive directors, empire building involved the misuse of privileged access to information, people, or other resources to acquire power over organisational territory.  The process can involve intrigue, battles, and conquests.
Take the example of a company in the IT consulting business, which acquired a marketing company to promote its business.  The operations director of the IT company moved his staff to the more palatial offices of the marketing company, took over its fleet of cars, and argues in the board meeting that his deputy should also become a board member, because of his enlarged portfolio of responsibilities.

Lobbying:
Lobbying involved attempts to influence directors, or those in a position to influence directors, usually outside the boardroom.
Example of Lobbying: Consider the implication when a directors or consulting practice sought out the wife of the CEO of a client company during a cocktail party and encouraged here to persuade her husband to accept a quotation.

Log Rolling:
Two or more directors colluding, to their mutual benefit, is a classic board level game.
For Example: Two executive directors in a manufacturing company came to an agreement before the board meeting.  The first would enthusiastically support an investment proposal benefiting the second, whilst the second would offer mitigating arguments during the review of the poor budgeting performance of the first.

Propaganda:
Propaganda is the dissemination of information to support a cause, without attempting to show the complete picture.  The Chief executive of a financial institution made a power point presentation to his board, advocating the introduction of a new derivative-based product without once mentioning the word 'risk'.  Unfortunately, none of the non-executive directors raised the question, the board approved the proposal, and a year later the company had to issue a profit warning following losses on the new product.

Scaremongering:
Scaremongering, is used by some directors to emphasize the downside risks in a board decision, casting doubts on the situation without presenting a balanced perspective, thus attempting to have the proposal turned down.  As a director in a multinational manufacturing group argues convincingly, when the board were considering building a new manufacturing facility in another country.  A risk assessment would have shown the probability of these future uncertain events to be low.



Window Dressing:
Window dressing includes making a fine external show of sound corporate governance principles and practice, whist minimizing failure.  Some companies' mission statements, social responsibility and sustainable reports, and core principles suffer from window dressing.  Window dressing can also involve showing financial results in the best possible light, whilst hiding weakness, although this runs the risk of an adverse audit report or worse.