Doing business in India

Article Abstract:

The economy of India is the tenth-largest in the non-communist world. The government's program of economic liberalization and the country's projected population of one billion by the year 2000 present an excellent opportunity for companies that invest in India now. Many British companies fail to take advantage of this opportunity because of misconceptions about the way business is conducted in India. The Indian economy has made large strides since independence in achieving industrial self-sufficiency, and it also has a large labor supply of trained technicians and substantial natural resources. The economy is hampered by an inefficient government bureaucracy and is vulnerable to natural disasters such as droughts and floods. India's 15 stock exchanges and the government's securities laws are discussed. The government's policy toward foreign investment and tax incentives for businesses are described.

Foreign investments, Economic aspects, Stock-exchange, Stock exchanges, India

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In pursuit of the playing public

Article Abstract:

The board game Trivial Pursuit was a marketing phenomenon in the 1980s because it revitalized the UK board game industry by re-introducing adults to board games. Research by Datamonitor indicates the board game industry reached its peak in 1987 with sales of 124 million pounds sterling following a 13% rise in sales in 1986. However, due to saturation, 1988 saw a ten percent decline in sales. According to 1988 information collected for Serif Games, the most popular games in the UK, ranked by percentage of households owning the game, are: Scrabble, 47%; Monopoly, 46%; and Trivial Pursuit, 22%. The UK games board industry is dominated by four companies: Milton Bradley; Kenner Parker; Spears; and Waddingtons. These four companies account for a total of 78% of the market.

Research, Product information, Toy industry, Hasbro Inc., Datamonitor, Games industry, Serif Games, Kenner Parker Toys Ltd., Spears Associates Inc., Waddington's Games Ltd.

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The art of robbing Peter to pay Paul

Article Abstract:

Changes in funding regulations have dramatically changed the way British Museum head of finance Jim Cooper has to finance museum operations. In 1986, the Arts Minister changed the museum's funding from a strict budget controlled by parliamentary vote to a system based on the museum's previous year's expenditures plus an insufficient inflation allowance. The museum has responded to financial pressure by developing new funding methods such as private sponsorship of exhibitions, value-added membership programs, and sponsorship of trips to historically significant foreign locations.

Management, Accounting and auditing, Accounting, British Museum, Cooper, Jim

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