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It provides financial assistance ,information , guidelines towards the development of scheduled products . The products specified under the APEDA ACT are called schedule product and exporters of such scheduled products are required register under APEDA .
What else can I help you with?
What is APEDA registration?
It provides financial assistance ,information , guidelines towards the development of scheduled products . The products specified under the APEDA ACT are called schedule product and exporters of such scheduled products are required register under APEDA .
What are the licences required to export mango pulp?
You should become a member in IE code. (Export licence) Then you also should become a member in APEDA. (RCMC certificate)
What are some of the major food products in Egypt?
some of the major food producs of Egypt are: tea,coffe,sugar/mollass,apeda products,cashews, and tobbacco. Hope this helps.
How can you get Licence for export fruits and vegetable from India to Dubai?
You can get export licence through DGFT (Directorate general of foreign trade) office. You can download the application form from their website at free of cost. Attach required documents and fill the form without any mistake then submit to the DGFT office with a demand draft of Rs. 250/-. After this, for export of fruits and vegetables, you should become a member in APEDA. There are many export consultants who is doing these job for you with small service charge.
Can you list all of the abattoirs in India?
1. M/s. Allana Sons Ltd. (Reg. no. APEDA/20) Allana Centre, 113/115, M.G. Road, Fort, Mumbai - 400001 Tel: 022-56569000, 22628000, 56569056 Fax 022-22641133, 22691133 E-Mail: afzallatif@allana.com; aaziz@allana.com 2. M/s. Hind Agro Industries Ltd. (Reg. no. APEDA/24) Plot No.A-1, Phase-1 Okhla Industrial Area New Delhi - 110020 Tel: 011- 26372786 - 92 Fax : 011-26817941, 26817942 E-mail: info@hind.in 3. M/s. ALM Industries Ltd. (Reg.no. APEDA/ 38) 43, Qutab Market, Near Thana Qutab Sher, Ambala Road, Saharanpur - 247001, (U.P.) Tel: + 91 132 3250514-15 / 3298120 Fax: + 91 132 2785046 E-mail: mdalm786@gmail.com; alm787@hotmail.com; mmalik131@rediffmail.com 4. M/s Amroon Foods Pvt. Ltd. (Reg.no. APEDA/ 42) Plot No. 20/1, Site IV Industrial Area Sahibabad, Ghaziabad (U.P.) Tel: 0120 2771126/27/2773734 Fax: : 0120-2771125 E-mail: amroonfoods@amroonfoods.in; ssdhingra@fairexports.net; amitpandey@fairexports.net 5. M/s. Al- Nafees Frozen Food Exports Pvt. Ltd. (Reg no. APEDA/ 48) 6, Central Lane, Bengali Market, New Delhi - 110001 Tel: 011-23318801, 8804, 8806, 8808 Fax 011-23318815, 19 E-mail : alnafees@ndb.vsnl.net.in; alnafees_mohdatif@yahoo.in; atifexport@alnafeesgroup.in 6. M/s Al - Saqib Exports (P) Ltd., (Reg no.APEDA/ 49) 2035, Qasim Jan Street, New Delhi - 110006 Tel: +91-11-23795050 Fax: +91-11-23015677 E-mail: info@alsaqibexports.com; export@alsaqibexports.com 7. M/s All India Meat and Livestock Exporters Association (AIMLEA) - (Reg no.APEDA/ 50) 3rd Floor, Sidhwa House Sidhwa Estate Nr. Colaba Fire Brigade Colaba, Mumbai 400 005 Tel.: 022 22020836 Fax: 022 22020835 E-mail: aimlea@india.com; rkadimi@allana.com 8. M/s. M.K. Overseas Pvt. Ltd. 14, Fire Brigade Lane, Near World Trade Centre, Connaught Place New Delhi - 110001 Tel: 011-23522165, 23635400, Fax: 23674988 E-Mail: mko@nda.vsnl.net.in 9. M/s HMA Frozen Food Export 2/220 2nd Floor Glory Plaza OPP. Soor Sadan Sanjay Place, M.G. Road Agra 282002, U.P. Ph no.:- 0562-4000188 Fax no.:- 0562-2523230 E mail: hmafrozen@rediffmail.com; info@hmaexport.com 10. M/s Al-Hamd Agro Food Products Pvt. Ltd. Sarai Miyan, Delhi Gate Aligarh 202 001 (U.P) Mob.: 9837393960/9837055622 Email: alhamd_2008@rediffmail.com; info@alhamdagro.com 11. M/s J.S. International 16/80-1, Civil Lines Kanpur - 2088001 Tel: 0512-2305042, 2305073 Fax: 0512 2305031 E mail: info@jsgroupindia.com; abu.zafar@jsgroupindia.com 12. M/s. Fair Exports India (P) Ltd. 501, Madhava, Bandra Kurla Complex, Bandra East, Mumbai Tel: 0120 2771126/27/4672400 Fax: : 0120-2771125 E mail: exports@fairexports.net; amitpandey@fairexports.net 13. M/s Al-Quresh Exports Rizvi Chambers, A-Wing, 3rd Floor, R. NO. 310, Hill Road, Bandra (West), Mumbai - 400050 Tel. 022-26425930/26425934 Fax: 022-26425925 E-mail: alqureshexports@gmail.com 14. M/s. Al- Nafees Frozen Food Exports Pvt. Ltd. 6, Central Lane, Bengali Market, New Delhi - 110001 Tel: 011-23318801, 8804, 8806, 8808 Fax 011-23318815, 19 E-mail alnafees@ndb.vsnl.net.in; 15. M/s Eagle Continental Foods Pvt. Ltd. Purani Chungi, Bsr road Hapur 245101 (U.P.) Tel.: 0122 2313860, 2312113 Fax: 0122 2318500 Email: eaglefoods20@gmail.com; eaglefoods20@rediffmail.com 16. M/s India Frozen Foods Moh. Bhura, Sarai Tareen Sambhal (Moradabad) Fax: 05923 272660 Mob.: 9412240845, 46, 47 E-mail: indianfrozenfoods@yahoo.in; indiafrozenfoods_123@rediffmail.com 17. M/s Al Faheem Meatex Pvt. Ltd. 1113, Sarai Behleem Meerut City (U.P.) Tel.: 0121 2701127/2702769 Mob.: 9719103027 E-mail: alfaheem_meatex@yahoo.com; caanupam7@gmail.com
Example of marketing plan of a company?
A marketing plan for a company like a new organic skincare brand might include market research to identify target demographics, such as environmentally conscious consumers aged 18-35. The plan could outline strategies such as social media campaigns, influencer partnerships, and in-store promotions to build brand awareness. Additionally, it would set specific goals, such as achieving a 15% market share within the first year and include a budget allocation for each marketing channel. Regular assessments would be scheduled to evaluate the effectiveness of the strategies and adjust as needed.
How can you start export business?
Starting a new export-import company might be difficult. New business owners venturing into exports will probably have a thousand questions, ranging from the paperwork needed to the rules they must follow legally. Unfortunately, it is difficult to locate this information because it is quite sparse and dispersed over numerous online sites. Drip Capital wants to help aspiring new exporters by guiding them through the process of establishing their exporting business through this series. This step-by-step manual will walk you through the different tasks necessary to launch your export business, from selecting the most suitable business model to identifying the appropriate markets and customers to putting up your final paperwork and getting ready to send your first order. You should be prepared to begin your adventure into the realm of international trade if you follow these procedures. 1. Obtain a PAN Card. A PAN Card is the first of a specific series of documents needed to launch a new export firm. To register your business, you and your partner(s) must both have acceptable documents proving your identification and residency. 2. Choose your business entity type. Prior to launching an export-import business, one must choose the structure that their enterprise will take based on their ownership structure. The next step is to register your new company and select a name for your corporate entity. A sole proprietorship business, partnership business, LLP, private limited company, or public limited company can all be established. 3. Establish a Current Account A current account is a type of bank account used by businesses. In order to conduct business with clients and suppliers, your new export-import company will require a current account. Depending on the kind of business firm, different paperwork are needed to open a current account. 4. Keep in mind the IEC Code! Anyone intending to launch an import/export business must have the IEC Code. The IEC Code application form will be sent to the Director General of Foreign Trade with a number of supporting papers. 5. Select your export item. The foundation of any export-import business plan is the product you choose. You must keep in mind a number of things, including the condition of global markets, laws, export trends, and more. In our guide for choosing the appropriate export product, you may find additional in-depth information as well as a general direction. 6. Registration Cum Membership Certificate (RCMC)! The export of various product and service verticals is promoted through a variety of export promotion committees in India. Exporters who register with these councils have access to events and resources to help them grow their businesses. Registration is also required to qualify for some advantages under India's Foreign Trade Policy. To register with them, you must have the RCMC. The RCMC registration process takes around a week and is valid throughout India. If you export agricultural or processed food goods, for instance, you can register with APEDA using the online registration feature on its website. 7. choosing the appropriate export market You must make sure that the proper market exists for your export good or service anywhere in the world. A new exporter must consider a number of aspects, including the demand for the product, trade barriers, profitability, the political environment, etc. The exporter must evaluate the viability based on these parameters and choose his export market accordingly. 8. How to Find Customers for Your Product The next phase in your business strategy would be to determine how to find customers for your export product after choosing the product and the market. You can gather leads for your product in a variety of ways, including by building a website, signing up on buyer-seller platforms, attending trade shows and exhibitions, working with governmental organisations like Export Promotion Councils, etc. 9. Don't forget to organise your finances. No matter how carefully you craft your export business plan and how many contingencies you plan for, without some early funding, your company is unlikely to take off. Get your financial projections in order first. It's crucial that you begin by estimating the financial requirements of your company. The next step is to choose which export financing option is most appropriate for your export business. This might take the shape of both short- and long-term financing depending on the needs of your company. The government also offers subsidies that you can take advantage of. You are good to go!..Remember there are alot of Global trade enabling platforms as well who help you finding customers and much more do check out all the available options as well.
What software that can change the whole words of the article?
RIKSHAW BANK Ques. 1 What are the organizational challenges that Dr Sarmah is likely to face if he goes ahead with his thoughts? Ans.1 the organiztional challenges that dr.sarmah is likely to face if he goes ahead with his thoughts are: I. Lack of coordination II. Fund problem III. Management or human capital ( a new set of advisors, responsive systems and processes) IV. Technology problem V. Cost VI. Culture issues VII. Awareness VIII. Research & development IX. Support of ngos, govt., entrepreneur etc. X. Improve the livelihood of rickshaw pullers and family. Case: Naukri.com How would the RESDEX service change the nature of recruitment?  Resdex is not only the largest but also the fastest growing database of jobseekers.  Profiles registered are spread across industries, functions and experience levels.  Candidates can be contacted real time either through E-mail or SMS.  The database has candidates from various locations including international locations as well.  Resdex is Naukri.com's Resume Database Access. Naukri.com has acquired a largest single database of over 2.5 million jobseekers across industries, functions, locations and experience levels.  With a Resdex subscription the employer not only get access to the database but also easy to use search tools that help in searching for the right candidate with utmost convenience.  Resdex subscription also allows employers to perform actions such as shortlist, reject, and download resumes.  Resdex helps the employer reach the people who are registered with Naukri.com and help him to save his searches and do the initial screening.  Internet users are increasing day by day. Approximately, 7.5 million urban Indians are using the net, so the Resdex feature has a huge potential.  It helps in better navigation and provides improved features with a view to optimize the time spent online.  The Resdex services are cheaper. Online advertising is 80 per cent cheaper (print advertising costs Rs. 25,000 to Rs. 0.1 million as against Rs. 1,500 for online advertising).  Online advertising takes less time for processing as compared to print. The recruitment cycle of candidates has been reduced from 90 days to 28 days in US.  Online advertising has around 60 per cent conversion of advertisements to jobs offered. 2) How should Naukri.com deal with the competition after the acquisition of Jobsahead by Monstor, especially since the combined entity had a market share (of resumes and jobs) close to that of Naukri.com?  naukri.com needs to reduce resource use in client acquisition as it moves forward and cut down on the client acquisition cost.  It needs to acquire clients who will transact with the firm on a longer-term basis.  It also needs more clients who use naukri.com's higher priced products such as the 'top employer' and the 'best places to work.'  In order to develop high value clients, naukri.com needs to follow a key account strategy.  This strategy will require the dedication of welltrained, sufficiently senior level sales persons to major clients.  The key account executives or managers would be responsible for all client acquisition and servicing activities and would need to be supported within naukri.com by a cross-functional, cross-geography team.  Increasing the site traffic by gaining mindshare. That is, the company should ensure that the naukri.com site has a high recall and is considered first for recruitment advertising.  Increase resume data base (RESDEX) services contribution to total revenues from 40 per cent to 80 per cent.  There are other avenues which the company could explore for increasing the traffic and market share such as: • organizing job fairs in different metros • Voice-assisted sales and registration over the phone. • expanding to other Asian markets.  it is suggested that naukri.com should start looking for a strategic alliance with a business house/company that can supplement naukri.com's operations financially.  The need of the hour for naukri.com is to expand, advertise, and also increase its salesforce to capture the market that are either emerging or are left out. Sula Vineyard Q1. Can a person with no formal authority or expertise be a leader? Explain different levels at which leadership was exercised & challenges faced by Mr Samant in Sula Vineyards? The formal authority of a manager can only force others to provide a minimal level of performance or compliance. Leadership, as opposed to management, can help people achieve great things. 1. Rapport. Build rapport with others before trying to lead a specific project; get to know colleagues personally as well as find out about their personal interests and family; demonstrate that you care about your colleagues. 2. Passion. Demonstrate your own enthusiasm and passion for the challenge or project. 3. Positive Opportunities. Help the work group focus on the positive opportunities posed by the problem or issue, instead of emphasizing all the obstacles. 4. Quiet Expertise. Lead with quiet expertise, whatever your expertise or knowledge entails. 5. Resources. Offer any resources that you may have (e.g., your contacts, computer or writing skills, facilitation skills for a community meeting) to help your team members, not only on the team project but for any other effort in which they may be involved 6. Listen. Ask questions and be inquisitive of the perspectives of others; listen and then listen some more; help integrate the views and interests of other team members into the goals and strategies of the team; emphasize win/win opportunities; don't become overly invested in specific outcomes (leadership is a journey for which the end-point is often uncertain). 7. Trust. Trust other team members and they will tend to reciprocate that trust. 8. Accountability. Hold yourself accountable for the work of the team; meet your obligations and others will tend to do so as well. 9. Serious Fun. Make meetings "serious fun;" for example, bring bagels or cookies to a meeting or plan an offsite session at a downtown café. 10. Celebration. Help the group celebrate milestones along the way, thus building momentum, confidence, and group capacity. You must reflect on your leadership experience. It is also helpful to ask a trusted colleague, mentor or coach to assist you in critiquing your leadership efforts. Learning anything, including leadership skills, requires self-awareness and critique. Challenges faced by Mr Samant in Sula Vineyards:  Securing new funds at a reasonable cost  Little knowledge of wine grape growing or the production of wine  The peculiarities of the climate were a major challenge.  Irrigation of the fields  The world the best wines were usually made from grapes grown at higher latitudes, at least 35 degrees from the equator. The Nashik region was situated just 20 degrees north, So grapes were grown in the winter months, after the monsoon season ended.  Adequate drainage problem during the monsoon season  Hidden cost of doing business in a country where baksheesh (bribery) was practiced.  Challenges in obtaining licensing and planning permission. Q2. Should Rajeev Samant lower his growth targets and consequently decrease funding requirement, or should he go along with his instincts of high growth? Ans: He should go along with his instincts of high growth. Because of :  The Indian government planned to showcase 'Wines of India‛ across the globe.  The Agricultural and Processed Food Products Export Development Authority (APEDA) was developing a strategy and a campaign to support these initiatives.  Exports were also going to France, Italy, Germany, the U.K. and Singapore, primary from production in Maharashtra.  APEDA's country wine promotion strategies included easing trade barriers and developing an awareness of Indian wine.  Changing life styles of the middle class in India, frequent travel abroad.  The growth of women in the labor force, growing per capita income.  International research on the health benefits of wine, consumed in moderation.  Awareness of wine as a beverage of choice, especially table wine with meals, as well as the growing supply of domestic premium reds and whites, were contributing to the rapid acceptance and consumption.  The state government declared winemaking a food processing industry, thus exempting it from excise duties as well as slashing sales taxes.  Production costs of imported items (glass bottles, corks, yeast, etc) were reduced along with the wholesale and retail prices of wine. Growth of quantity demanded accelerated, along with the other factors contributing to growing domestic consumption. JACK WELCH-GE Ques .3 Why did it seem necessary to develop Work Out? On what assumptions about GE is it based? Ans.3 it seems necessary to develop workout because: I. To make the employees ready to take decisive and immediate action. II. To focus on being productive, not being busy. III. To make logical, informed decisions. IV. To avoid the trap of trying to make things perfect. V. To work outside of their comfort zone. VI. To keep things simple. VII. To focus on making small, continous improvements. VIII. To measure and track their progress. IX. To maintain a positive outlook as they learn from their mistakes. X. To spent time with right people. It is based on : I. To redefine the relationship between boss and subordinate. II. To expose the leaders to the vibrations of their business-opinions, feelings, emotions, resentments, not abstract theories of organization and mangement. III. To get rid of thousands of bad habit habits accumulated since the creation of general electric. IV. To put the leaders of each business in front of 100 or more, eight to ten times a year so that they can listen to what people think about the company, what they like and don't like about their work, about how they are evaluated, about how they spend their time
