7 in the Middle East (English & Arabic)

 5 in North & South America (English, Spanish, Portuguese)

 3 in Europe (English, French, German, Norwegian)

 3 in Africa, Australia, India

XchangeTube.com helps companies tell their corporate stories using various media (video, voice, PDFs, etc.) to reach investors, potential investors and other targeted audiences. Clients have full control over the media they upload, activating or de-activating it as they desire.

The 18 channels (global stock exchanges) give public companies continuous control of their online advertising and traffic creation, while helping them distribute corporate information to new and current investors in locations not previously accessible.

For example, an Australian investor can search for copper companies to invest in within Canada (or globally), or a Canadian mining company can promote itself to oil-rich countries in the Middle East through a corporate video. XchangeTube makes it possible for people thousands of miles apart, speaking different languages, to connect, share information and invest!

XchangeTube's goal is to be the world's largest, up-to-date corporate video/media database, giving users the ability to search through several sectors in 18 international stock exchanges. Users are able to search companies according to ticker name, company name, sector or sub-sector.

XchangeTube is a user-friendly website built to make international investing faster and easier, while giving companies that have posted, greater exposure to global audiences. It is a "one-stop site" for investors to visit, search and review companies (locally or globally) to decide if they are right for their portfolio.

With 18 stock exchanges, users are not confined to trading on one or two stock exchanges, but can direct their advertising dollars toward the "hotter" stock exchanges and control where their dollars are going.

XchangeTube.com offers companies a single place to promote themselves, making it easier to connect to potential shareholders and investors.

XchangeTube is optimized to work with major internet networks such as Google, AOL and Yahoo, to name a few. With strategically placed banner ads and key words from each stock exchange, XchangeTube receives more qualified traffic from industries specific to each sector, bringing your company's information to your target audiences.

XchangeTube's Broker Section gives clients an advantage over other websites. Investors get the information they need to buy stocks right away, so they don't have to search the internet to find the companies they are interested in.

 7 in the Middle East (English & Arabic)

 5 in North & South America (English, Spanish, Portuguese)

 3 in Europe (English, French, German, Norwegian)

 3 in Africa, Australia, India

XchangeTube.com helps companies tell their corporate stories using various media (video, voice, PDFs, etc.) to reach investors, potential investors and other targeted audiences. Clients have full control over the media they upload, activating or de-activating it as they desire.

The 18 channels (global stock exchanges) give public companies continuous control of their online advertising and traffic creation, while helping them distribute corporate information to new and current investors in locations not previously accessible.

For example, an Australian investor can search for copper companies to invest in within Canada (or globally), or a Canadian mining company can promote itself to oil-rich countries in the Middle East through a corporate video. XchangeTube makes it possible for people thousands of miles apart, speaking different languages, to connect, share information and invest!

XchangeTube's goal is to be the world's largest, up-to-date corporate video/media database, giving users the ability to search through several sectors in 18 international stock exchanges. Users are able to search companies according to ticker name, company name, sector or sub-sector.

XchangeTube is a user-friendly website built to make international investing faster and easier, while giving companies that have posted, greater exposure to global audiences. It is a "one-stop site" for investors to visit, search and review companies (locally or globally) to decide if they are right for their portfolio.

With 18 stock exchanges, users are not confined to trading on one or two stock exchanges, but can direct their advertising dollars toward the "hotter" stock exchanges and control where their dollars are going.

XchangeTube.com offers companies a single place to promote themselves, making it easier to connect to potential shareholders and investors.

XchangeTube is optimized to work with major internet networks such as Google, AOL and Yahoo, to name a few. With strategically placed banner ads and key words from each stock exchange, XchangeTube receives more qualified traffic from industries specific to each sector, bringing your company's information to your target audiences.

XchangeTube's Broker Section gives clients an advantage over other websites. Investors get the information they need to buy stocks right away, so they don't have to search the internet to find the companies they are interested in.

 7 in the Middle East (English & Arabic)

 5 in North & South America (English, Spanish, Portuguese)

 3 in Europe (English, French, German, Norwegian)

 3 in Africa, Australia, India

XchangeTube.com helps companies tell their corporate stories using various media (video, voice, PDFs, etc.) to reach investors, potential investors and other targeted audiences. Clients have full control over the media they upload, activating or de-activating it as they desire.

The 18 channels (global stock exchanges) give public companies continuous control of their online advertising and traffic creation, while helping them distribute corporate information to new and current investors in locations not previously accessible.

For example, an Australian investor can search for copper companies to invest in within Canada (or globally), or a Canadian mining company can promote itself to oil-rich countries in the Middle East through a corporate video. XchangeTube makes it possible for people thousands of miles apart, speaking different languages, to connect, share information and invest!

XchangeTube's goal is to be the world's largest, up-to-date corporate video/media database, giving users the ability to search through several sectors in 18 international stock exchanges. Users are able to search companies according to ticker name, company name, sector or sub-sector.

XchangeTube is a user-friendly website built to make international investing faster and easier, while giving companies that have posted, greater exposure to global audiences. It is a "one-stop site" for investors to visit, search and review companies (locally or globally) to decide if they are right for their portfolio.

With 18 stock exchanges, users are not confined to trading on one or two stock exchanges, but can direct their advertising dollars toward the "hotter" stock exchanges and control where their dollars are going.

XchangeTube.com offers companies a single place to promote themselves, making it easier to connect to potential shareholders and investors.

XchangeTube is optimized to work with major internet networks such as Google, AOL and Yahoo, to name a few. With strategically placed banner ads and key words from each stock exchange, XchangeTube receives more qualified traffic from industries specific to each sector, bringing your company's information to your target audiences.

XchangeTube's Broker Section gives clients an advantage over other websites. Investors get the information they need to buy stocks right away, so they don't have to search the internet to find the companies they are interested in.

 7 in the Middle East (English & Arabic)

 5 in North & South America (English, Spanish, Portuguese)

 3 in Europe (English, French, German, Norwegian)

 3 in Africa, Australia, India

XchangeTube.com helps companies tell their corporate stories using various media (video, voice, PDFs, etc.) to reach investors, potential investors and other targeted audiences. Clients have full control over the media they upload, activating or de-activating it as they desire.

The 18 channels (global stock exchanges) give public companies continuous control of their online advertising and traffic creation, while helping them distribute corporate information to new and current investors in locations not previously accessible.

For example, an Australian investor can search for copper companies to invest in within Canada (or globally), or a Canadian mining company can promote itself to oil-rich countries in the Middle East through a corporate video. XchangeTube makes it possible for people thousands of miles apart, speaking different languages, to connect, share information and invest!

XchangeTube's goal is to be the world's largest, up-to-date corporate video/media database, giving users the ability to search through several sectors in 18 international stock exchanges. Users are able to search companies according to ticker name, company name, sector or sub-sector.

XchangeTube is a user-friendly website built to make international investing faster and easier, while giving companies that have posted, greater exposure to global audiences. It is a "one-stop site" for investors to visit, search and review companies (locally or globally) to decide if they are right for their portfolio.

With 18 stock exchanges, users are not confined to trading on one or two stock exchanges, but can direct their advertising dollars toward the "hotter" stock exchanges and control where their dollars are going.

XchangeTube.com offers companies a single place to promote themselves, making it easier to connect to potential shareholders and investors.

XchangeTube is optimized to work with major internet networks such as Google, AOL and Yahoo, to name a few. With strategically placed banner ads and key words from each stock exchange, XchangeTube receives more qualified traffic from industries specific to each sector, bringing your company's information to your target audiences.

XchangeTube's Broker Section gives clients an advantage over other websites. Investors get the information they need to buy stocks right away, so they don't have to search the internet to find the companies they are interested in.

 7 in the Middle East (English & Arabic)

 5 in North & South America (English, Spanish, Portuguese)

 3 in Europe (English, French, German, Norwegian)

 3 in Africa, Australia, India

XchangeTube.com helps companies tell their corporate stories using various media (video, voice, PDFs, etc.) to reach investors, potential investors and other targeted audiences. Clients have full control over the media they upload, activating or de-activating it as they desire.

The 18 channels (global stock exchanges) give public companies continuous control of their online advertising and traffic creation, while helping them distribute corporate information to new and current investors in locations not previously accessible.

For example, an Australian investor can search for copper companies to invest in within Canada (or globally), or a Canadian mining company can promote itself to oil-rich countries in the Middle East through a corporate video. XchangeTube makes it possible for people thousands of miles apart, speaking different languages, to connect, share information and invest!

XchangeTube's goal is to be the world's largest, up-to-date corporate video/media database, giving users the ability to search through several sectors in 18 international stock exchanges. Users are able to search companies according to ticker name, company name, sector or sub-sector.

XchangeTube is a user-friendly website built to make international investing faster and easier, while giving companies that have posted, greater exposure to global audiences. It is a "one-stop site" for investors to visit, search and review companies (locally or globally) to decide if they are right for their portfolio.

With 18 stock exchanges, users are not confined to trading on one or two stock exchanges, but can direct their advertising dollars toward the "hotter" stock exchanges and control where their dollars are going.

XchangeTube.com offers companies a single place to promote themselves, making it easier to connect to potential shareholders and investors.

XchangeTube is optimized to work with major internet networks such as Google, AOL and Yahoo, to name a few. With strategically placed banner ads and key words from each stock exchange, XchangeTube receives more qualified traffic from industries specific to each sector, bringing your company's information to your target audiences.

XchangeTube's Broker Section gives clients an advantage over other websites. Investors get the information they need to buy stocks right away, so they don't have to search the internet to find the companies they are interested in.

 7 in the Middle East (English & Arabic)

 5 in North & South America (English, Spanish, Portuguese)

 3 in Europe (English, French, German, Norwegian)

 3 in Africa, Australia, India

XchangeTube.com helps companies tell their corporate stories using various media (video, voice, PDFs, etc.) to reach investors, potential investors and other targeted audiences. Clients have full control over the media they upload, activating or de-activating it as they desire.

The 18 channels (global stock exchanges) give public companies continuous control of their online advertising and traffic creation, while helping them distribute corporate information to new and current investors in locations not previously accessible.

For example, an Australian investor can search for copper companies to invest in within Canada (or globally), or a Canadian mining company can promote itself to oil-rich countries in the Middle East through a corporate video. XchangeTube makes it possible for people thousands of miles apart, speaking different languages, to connect, share information and invest!

XchangeTube's goal is to be the world's largest, up-to-date corporate video/media database, giving users the ability to search through several sectors in 18 international stock exchanges. Users are able to search companies according to ticker name, company name, sector or sub-sector.

XchangeTube is a user-friendly website built to make international investing faster and easier, while giving companies that have posted, greater exposure to global audiences. It is a "one-stop site" for investors to visit, search and review companies (locally or globally) to decide if they are right for their portfolio.

With 18 stock exchanges, users are not confined to trading on one or two stock exchanges, but can direct their advertising dollars toward the "hotter" stock exchanges and control where their dollars are going.

XchangeTube.com offers companies a single place to promote themselves, making it easier to connect to potential shareholders and investors.

XchangeTube is optimized to work with major internet networks such as Google, AOL and Yahoo, to name a few. With strategically placed banner ads and key words from each stock exchange, XchangeTube receives more qualified traffic from industries specific to each sector, bringing your company's information to your target audiences.

XchangeTube's Broker Section gives clients an advantage over other websites. Investors get the information they need to buy stocks right away, so they don't have to search the internet to find the companies they are interested in.

 7 in the Middle East (English & Arabic)

 5 in North & South America (English, Spanish, Portuguese)

 3 in Europe (English, French, German, Norwegian)

 3 in Africa, Australia, India

XchangeTube.com helps companies tell their corporate stories using various media (video, voice, PDFs, etc.) to reach investors, potential investors and other targeted audiences. Clients have full control over the media they upload, activating or de-activating it as they desire.

The 18 channels (global stock exchanges) give public companies continuous control of their online advertising and traffic creation, while helping them distribute corporate information to new and current investors in locations not previously accessible.

For example, an Australian investor can search for copper companies to invest in within Canada (or globally), or a Canadian mining company can promote itself to oil-rich countries in the Middle East through a corporate video. XchangeTube makes it possible for people thousands of miles apart, speaking different languages, to connect, share information and invest!

XchangeTube's goal is to be the world's largest, up-to-date corporate video/media database, giving users the ability to search through several sectors in 18 international stock exchanges. Users are able to search companies according to ticker name, company name, sector or sub-sector.

XchangeTube is a user-friendly website built to make international investing faster and easier, while giving companies that have posted, greater exposure to global audiences. It is a "one-stop site" for investors to visit, search and review companies (locally or globally) to decide if they are right for their portfolio.

With 18 stock exchanges, users are not confined to trading on one or two stock exchanges, but can direct their advertising dollars toward the "hotter" stock exchanges and control where their dollars are going.

XchangeTube.com offers companies a single place to promote themselves, making it easier to connect to potential shareholders and investors.

XchangeTube is optimized to work with major internet networks such as Google, AOL and Yahoo, to name a few. With strategically placed banner ads and key words from each stock exchange, XchangeTube receives more qualified traffic from industries specific to each sector, bringing your company's information to your target audiences.

That amounts to 7.4 per cent of Canada's gross domestic product, according to the report, released Tuesday.

The study, commissioned with money from the federal Heritage Department, is the most comprehensive ever made of Canada's cultural sector.

It attributes 1.1 million jobs to arts and culture or to spinoff industries, such as tourism.

And culture has less tangible benefits, such as helping people of diverse backgrounds understand each other, the report says.

"Arts and culture industries bring people together locally, globally and virtually, helping to bridge large geographic distances and create communities of interest," the report says.

It highlights what it calls the "creative economy" as a key driver of economic growth in the future.

"Canada is a relatively small market dispersed across a large geography," the report says. "Therefore the success of many culture products and services depends significantly on international trade."

This seems to contradict the Tory policy of cutting programs that promote trade in the arts. Earlier this month it announced the end of the Trade Routes program, which exposes international buyers to Canada's cultural sector, and PromArt, which helps arts groups and international artists travel overseas.

Harper defends cuts

However, Prime Minister Steven Harper said Tuesday the programs cut were not effective.

"This government has increased funding for the arts in total, but every five years we go over all our funding programs to find which are the most effective. Some arts programs went down, others went up," he said, speaking at a news conference in Ottawa.

The federal government added $50 million to the Canada Council budget this year, but also cut a significant program that helps museum exhibits tour. Reports estimate the government will cut up to $48 million from arts spending by 2010.

The Conference Board of Canada report, which came out of a March 2008 conference of arts professionals, says digital technology is creating new opportunities for economic growth in the creative sector.

This is primarily because of the importance of the internet as a magnet for creative entrepreneurs and as a means of distributing arts projects, the study says.

"These technologies allow content producers to distribute their works to a wide audience and consumers to participate directly in creating cultural content," the report says.

Technology is also opening significant "niche markets" for more unusual cultural products that don't have a huge commercial following, but are nonetheless viable because the internet makes them easy to distribute, the report says.

Creative people also help fuel innovation in other economic sectors, it adds, pointing out that cities with large cultural communities are economically vibrant.

Economy shrinks by 0.1% in May
Unemployment rate creeps up to 6.2%
Unemployment hits 4-year high as 51,000 more jobs disappear

A conference is going to be held at New Delhi, India to discuss the significance of It in the power sector. There is a huge need for specialized, customized and upgraded software systems for the power sector. The size and the scope of the software order are significant. As a part of the APDRP initiative, India’s state-owned power utilities are expected to place, before March 2009, orders for Rs10,000 crore of software that can help them in project monitoring and in managing their networks better.

Bharatbook.com is glad to promote the Conference on IT in Power Sector which will be held at New Delhi, India on December 11 -12, 2008 (http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm). This conference is an deal occasion to meet, interact & network with policy planners, business associates & prospective clients committed to best practices in IT business Informative & innovative sessions to showcase contributions, advancement, technologies and opportunities available. Senior decision makers from power sector will participate in the organization on the event.

 The two day Seminar will focus on ‘Application of IT for Upgradation of Technical Performance’ and ‘Better Financial Engineering with the Information Technology’ in Power Sector covering generation, transmission and distributions segments. The ‘IT in Power’ seminar & exhibition series offers a unique platform to learn, discuss and exchange experience about the major structural, technical, managerial and regulatory changes in IT applications in power sector amongst various stakeholders.

The crucial topics discussed in the Conference include Application of Information Technology in Power Sector, New Initiatives & Programmes, Status of IT Applications, Assessment of power and energy demand for next 15 years, Enterprise Integrated Automation, New Requirements and Technologies and more.

About Bharatbook.com:

Bharat Book Bureau facilitates companies to take the lead of their industry with best practice business strategies and intelligence, through a unique combination of published reports, databases, country reports, company profiles and customized research services. Bharat Book Bureau also book places for conferences / seminars organized by International conference organizers.

For further information kindly visit:

http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm

A conference is going to be held at New Delhi, India to discuss the significance of It in the power sector. There is a huge need for specialized, customized and upgraded software systems for the power sector. The size and the scope of the software order are significant. As a part of the APDRP initiative, India’s state-owned power utilities are expected to place, before March 2009, orders for Rs10,000 crore of software that can help them in project monitoring and in managing their networks better.

Bharatbook.com is glad to promote the Conference on IT in Power Sector which will be held at New Delhi, India on December 11 -12, 2008 (http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm). This conference is an deal occasion to meet, interact & network with policy planners, business associates & prospective clients committed to best practices in IT business Informative & innovative sessions to showcase contributions, advancement, technologies and opportunities available. Senior decision makers from power sector will participate in the organization on the event.

 The two day Seminar will focus on ‘Application of IT for Upgradation of Technical Performance’ and ‘Better Financial Engineering with the Information Technology’ in Power Sector covering generation, transmission and distributions segments. The ‘IT in Power’ seminar & exhibition series offers a unique platform to learn, discuss and exchange experience about the major structural, technical, managerial and regulatory changes in IT applications in power sector amongst various stakeholders.

The crucial topics discussed in the Conference include Application of Information Technology in Power Sector, New Initiatives & Programmes, Status of IT Applications, Assessment of power and energy demand for next 15 years, Enterprise Integrated Automation, New Requirements and Technologies and more.

About Bharatbook.com:

Bharat Book Bureau facilitates companies to take the lead of their industry with best practice business strategies and intelligence, through a unique combination of published reports, databases, country reports, company profiles and customized research services. Bharat Book Bureau also book places for conferences / seminars organized by International conference organizers.

For further information kindly visit:

http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm

A conference is going to be held at New Delhi, India to discuss the significance of It in the power sector. There is a huge need for specialized, customized and upgraded software systems for the power sector. The size and the scope of the software order are significant. As a part of the APDRP initiative, India’s state-owned power utilities are expected to place, before March 2009, orders for Rs10,000 crore of software that can help them in project monitoring and in managing their networks better.

Bharatbook.com is glad to promote the Conference on IT in Power Sector which will be held at New Delhi, India on December 11 -12, 2008 (http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm). This conference is an deal occasion to meet, interact & network with policy planners, business associates & prospective clients committed to best practices in IT business Informative & innovative sessions to showcase contributions, advancement, technologies and opportunities available. Senior decision makers from power sector will participate in the organization on the event.

 The two day Seminar will focus on ‘Application of IT for Upgradation of Technical Performance’ and ‘Better Financial Engineering with the Information Technology’ in Power Sector covering generation, transmission and distributions segments. The ‘IT in Power’ seminar & exhibition series offers a unique platform to learn, discuss and exchange experience about the major structural, technical, managerial and regulatory changes in IT applications in power sector amongst various stakeholders.

The crucial topics discussed in the Conference include Application of Information Technology in Power Sector, New Initiatives & Programmes, Status of IT Applications, Assessment of power and energy demand for next 15 years, Enterprise Integrated Automation, New Requirements and Technologies and more.

About Bharatbook.com:

Bharat Book Bureau facilitates companies to take the lead of their industry with best practice business strategies and intelligence, through a unique combination of published reports, databases, country reports, company profiles and customized research services. Bharat Book Bureau also book places for conferences / seminars organized by International conference organizers.

For further information kindly visit:

http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm

A conference is going to be held at New Delhi, India to discuss the significance of It in the power sector. There is a huge need for specialized, customized and upgraded software systems for the power sector. The size and the scope of the software order are significant. As a part of the APDRP initiative, India’s state-owned power utilities are expected to place, before March 2009, orders for Rs10,000 crore of software that can help them in project monitoring and in managing their networks better.

Bharatbook.com is glad to promote the Conference on IT in Power Sector which will be held at New Delhi, India on December 11 -12, 2008 (http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm). This conference is an deal occasion to meet, interact & network with policy planners, business associates & prospective clients committed to best practices in IT business Informative & innovative sessions to showcase contributions, advancement, technologies and opportunities available. Senior decision makers from power sector will participate in the organization on the event.

 The two day Seminar will focus on ‘Application of IT for Upgradation of Technical Performance’ and ‘Better Financial Engineering with the Information Technology’ in Power Sector covering generation, transmission and distributions segments. The ‘IT in Power’ seminar & exhibition series offers a unique platform to learn, discuss and exchange experience about the major structural, technical, managerial and regulatory changes in IT applications in power sector amongst various stakeholders.

The crucial topics discussed in the Conference include Application of Information Technology in Power Sector, New Initiatives & Programmes, Status of IT Applications, Assessment of power and energy demand for next 15 years, Enterprise Integrated Automation, New Requirements and Technologies and more.

About Bharatbook.com:

Bharat Book Bureau facilitates companies to take the lead of their industry with best practice business strategies and intelligence, through a unique combination of published reports, databases, country reports, company profiles and customized research services. Bharat Book Bureau also book places for conferences / seminars organized by International conference organizers.

For further information kindly visit:

http://www.bharatbook.com/seminars/IT-in-Power-Sector.htm

Automobile sector plays a vital role in Turkey’s economy and it has taken an important place in the export mix from the country. The automobile export in 2007 from Turkey was nearly 75% of its total auto production, a straight growth of 18% from the previous year. Increasing export volumes are making Turkey the next export hub for automobile, says the research report – “Turkey Automobile Sector Forecast (2008-2012)”

The emergence of Turkey as an export center is attracting major players from across the world to invest in the auto sector. In fact, FDI inflow in the sector has been continuously increasing from past few years on account of Turkey’s strategic location and closeness with both European and the Middle East countries. Various automobile giants have made Turkey a gateway to enter the European auto markets and taking the benefits of government incentives.

The report studies the Turkish automobile market, comprising of passenger cars, commercial vehicles, tractors, and automotive component market, comprehensively. It also evaluates the export market and opportunities for the automobile industry and its associated industries.

Key Findings

Free Trade Zones (FTZs) are designed to encourage trade to and from Turkey, boosting the automobile sector in the country.
Passenger car segment has the largest share in all aspects of the automobile industry i.e. exports, production, imports, and sales.
Production of automobiles in Turkey grew by 11% in 2007 over 2006.
Automotive component production grew at a CAGR of 21.55% during 2003–2007; therefore, the annual automobile production is estimated to increase to 1.8 Million by 2012.
Exports by the Turkish automobile industry are projected to surge at a CAGR of 11.49% during 2008-2012.
Key Issues and Facts Analyzed

What are the driving factors for the Turkish automobile industry?
What are the trends in automobile component industry?
What are the opportunities for the automobile industry and its associated industries?
Which segment of the automobile sector holds major share?
What would be the projected growth of automobile industry in various aspects?
Who are the major players in the Turkish automobile industry in terms of production, exports and sales?
Research Methodology Used

Information Sources
The information has been taken from authentic and reliable sources like books, newspapers, trade journals, and white papers, industry portals, government agencies, trade associations, monitoring industry news and developments, and through access to more than 3000 paid databases.

Analysis Method
Methods, like historical trend analysis, linear regression analysis using software tools, judgmental forecasting, and cause and effect analysis, have been used for a prudent analysis.

Table of Contents :-

1. Analyst View
2. Automobile Industry - Turkey vs European Countries
3. Why is Automobile Sector Performing Well?
3.1 Booming Economy
3.2 Government Initiatives & Incentives
3.3 Location
3.4 Production Cost
3.5 Infrastructure
3.6 Foreign Direct Investment
4. Turkey - Automobile Industry
4.1 Domestic Market
4.1.1 Production
4.1.2 Sales
4.1.3 Import
4.2 Export Market
4.2.1 By Volume
4.2.2 By Value
4.2.3 By Vehicle Type
4.2.4 By Country
4.3 Performance by Segment to 2012
4.3.1 Passenger Cars
4.3.2 Pick-up Trucks
4.3.3 Buses
4.3.4 Trucks
4.3.5 Farm Tractors
5. Automotive Component Industry
5.1 Domestic Market
5.1.1 Production
5.1.2 Demand
5.1.3 Import
5.2 Export Market
5.2.1 Spare Parts & Accessories
5.2.2 Tyres & Tubes
5.2.3 Batteries
5.2.4 Safety Glass
6. Industry Analysis
6.1 Opportunities
6.1.1 Component Manufacturers
6.1.2 New Infrastructure Set-up
6.1.3 Untapped Domestic Market
6.1.4 Steel & Aluminium Industry
6.1.5 Insurance Market
6.1.6 Alternative Fuel Cars
6.2 Roadblocks
6.2.1 Steel Price
6.2.2 Interest Rates
6.2.3 Surging Oil Prices
7. Key Players
7.1 Ford Motor Company
7.2 Hyundai Motor Company
7.3 Toyota
7.4 Renault SA
7.5 Tofas

List of Tables :-

Table 3-1: Turkey - Population Breakup by Age-group (%), 2007
Table 3-2: Turkey - Transportation Infrastructure
Table 4-1: Turkey - Affordability Rank for Automobile
Table 4-2: Turkey - Automobile Exports by Country (in Million US$), Jan-May 2007 & Jan-May 2008
Table 6-1: Turkey & EU - Automotive Penetration (per ‘000 Population), June 2007
Table 7-1: Ford Motor Company - Strength & Weakness
Table 7-2: Hyundai Motor Company - Strength & Weakness
Table 7-3: Toyota - Strength & Weakness
Table 7-4: Renault SA - Strength & Weakness

List of Figures :-

Figure 2-1: Turkey - Growth in Automobile Production w.r.t Leading European Countries (%), 2007
Figure 2-2: Turkey - Automotive Trade with EU (in Billion Euro), 2003, 2005 & 2007
Figure 3-1: Turkey - Labor Cost in Automotive Industry w.r.t Other Regions (in US$/Hour), 2004
Figure 3-2: Slovakia - Rating w.r.t Other European Countries on the Availability of Skilled Labor, 2007
Figure 4-1: Turkey - Automobile Production (in ‘000 Units), 2003-2007
Figure 4-2: Turkey - Automobile Production* Structure (%), 2007
Figure 4-3: Turkey - Share of Top 5 Players in Automobile Production* (%), 2007
Figure 4-4: Turkey - Forecast for Automobile Production** (in Million Units), 2008*-2012
Figure 4-5: Turkey - Automobile Retail Sales* (in ‘000 Units), 2003-2007
Figure 4-6: Turkey - Domestic Automobile Wholesales* (in ‘000 Units), 2003-2007
Figure 4-7: Turkey - Domestic Automobile Wholesales* Structure (%), 2007
Figure 4-8: Turkey - Share of Top 5 Players in Domestic Automobile Wholesales* (%), 2007
Figure 4-9: Turkey - Automobile Imports (in Billion US$), 2003-2007
Figure 4-10: Turkey - Automobile Imports (in ‘000 Units), 2003-2007
Figure 4-11: Turkey - Automobile Imports* Structure (%), 2007
Figure 4-12: Turkey - Automobile Exports* (in ‘000 Units), 2003-2007
Figure 4-13: Turkey - Automobile Exports (in Billion US$), 2003-2007
Figure 4-14: Turkey - Share of Top 5 Players in Automobile Exports* (%), 2007
Figure 4-15: Turkey - Automobile Exports* Structure (%), 2007
Figure 4-16: Turkey - Forecast for Automobile Exports (in Billion US$), 2008*-2012
Figure 4-17: Turkey - Passenger Cars Production (in ‘000 Units), 2003-2007
Figure 4-18: Turkey - Share of Players in Passenger Cars Production* (%), 2007
Figure 4-19: Turkey - Domestic Passenger Car Wholesales (in ‘000 Units), 2003-2007
Figure 4-20: Turkey - Passenger Car Exports (in ‘000 Units), 2003-2007
Figure 4-21: Turkey - Passenger Car Imports (in ‘000 Units), 2003-2007
Figure 4-22: Turkey - Forecast for Passenger Car Registrations (in ‘000 Units), 2008*-2012
Figure 4-23: Turkey - Forecast for Passenger Car Stock (per ‘000 Population), 2008*-2012
Figure 4-24: Turkey - Pick-up Trucks Production (in ‘000 Units), 2003-2007
Figure 4-25: Turkey - Share of Top 5 Players in Pick-up Trucks Production* (%), 2007
Figure 4-26: Turkey - Domestic Pick-up Truck Wholesales (in ‘000 Units), 2003-2007
Figure 4-27: Turkey - Pick-up Truck Exports (in ‘000 Units), 2003-2007
Figure 4-28: Turkey - Buses Production by Body Type (in Units), 2003-2007
Figure 4-29: Turkey - Share of Top 5 Players in Buses Production* (%), 2007
Figure 4-30: Turkey - Domestic Bus Wholesales by Body Type (in Units), 2003-2007
Figure 4-31: Turkey - Bus Exports by Body Type (in Units), 2003-2007
Figure 4-32: Turkey - Trucks Production (in Units), 2003-2007
Figure 4-33: Turkey - Domestic Truck Wholesales (in Units), 2003-2007
Figure 4-34: Turkey - Truck Exports (in Units), 2003-2007
Figure 4-35: Turkey - Farm Tractors Production (in Units), 2006 & 2007
Figure 4-36: Turkey - Farm Tractor Exports (in Units), 2006 & 2007
Figure 4-37: Turkey - Forecast for Commercial Vehicle Registrations (in ‘000 Units), 2008*-2012
Figure 5-1: Turkey - Automotive Components Production (in Million US$), 2003-2007E
Figure 5-2: Turkey - Automotive Components Demand (in Million US$), 2003-2007E
Figure 5-3: Turkey - Automotive Component Imports (in Million US$), 2003-2007E
Figure 5-4: Turkey - Automotive Component Exports (in Million US$), 2003-2007
Figure 5-5: Turkey - Automotive Component Exports by Segment (%), 2007
Figure 5-6: Turkey - Spare Parts & Accessories Exports (in Million US$), 2003-2007
Figure 5-7: Turkey - Tyres & Tubes Exports (in Million US$), 2003-2007
Figure 5-8: Turkey - Batteries Exports (in Million US$), 2003-2007
Figure 5-9: Turkey - Safety Glass Exports (in Million US$), 2003-2007
Figure 6-1: Turkey - Forecast for Premium from Passenger Cars Insurance (in Million US$), 2008*-2012
Figure 6-2: Turkey - LPG Powered Cars (in ‘000 Units), 2004, 2007 & 2008E
Figure 6-3: Global - Carbon Steel Price (in US$/Metric Ton), May 2007 & May 2008
Figure 6-4: Global - Crude Oil Price (in US$/Barrel), 2007-2009F

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Slovakia, the third-largest automotive manufacturer in central Europe, is among the fastest growing automotive markets in the Central & Eastern European Region (CEE), with the industry production growing almost two-fold (93%) in 2007 from the previous year. In percentage terms, the Slovakian automobile industry expanded by 93.3%. However, the country manufactures most of its automobiles for export, and this trend will continue in future, says the market research report “Slovakia Automobile Sector Analysis”.

This report provides a comprehensive review on the growth rationales, challenges and market prospects for the Slovakia automotive industry. It gives a detailed overview on the industry segmented into turnover, production, sales, export and investment, and predicts the future direction of the industry.

Key Highlights of the Report

The automotive industry is the main driver of the Slovak economy, with the sector accounting for around 35% of total industrial production in 2007.

Total production of the Slovakian automotive industry surged huge 93.3% and reached 571,071 Units in 2007 as compared to the previous year.

Slovakia’s geographical location and relatively cheap labor force drives its automotive industry.

From longer-term perspective, R&D will play a greater role to increase the chances of sustained growth once Slovakia’s advantage in terms of labor costs disappears.

The Slovakian automobile industry is export-oriented. In 2007, the total automotive export from the country reached 564 Billion SKK (US$ 27.07 Billion) as compared to 402 Billion SKK (US$ 19.30 Billion) in 2005.

Entry of new market players such as PSA and KIA will diversify Slovakia’s automotive industry and will help it to grow further.

Key Issues & Facts Analyzed in the Report

What are growth rationales and market prospects of Slovakia automotive industry?

What is the current statistics of the Slovakia automotive industry?

Where does the Slovakia auto industry stands vis-a-vis the European auto industry?

What are the challenges for the industry?

Who are the Key players in the industry?

Key Industry Players Analyzed in the Report

This section covers the key facts about major players currently operating in the Slovakia automotive sector such as Volkswagen, PSA and KIA Motors.

Research Methodology Used

Information Sources
Information in this report has been sourced from books, newspapers, trade journals, white papers, industry portals, government agencies, trade associations, monitoring industry news and developments, and through access to more than 3000 paid databases.

Analysis Method
The analysis methods used in the report include ratio analysis, historical trend analysis, judgmental forecasting, and cause and effect analysis.
Table of Contents :-

1. Analyst View
2. Slovakia Vis-à-Vis Europe
3. Slovakia - Growth Promoters
3.1 Key Economic Indicators
3.2 Cost Benefit & Geographical Positioning
3.3 Government Initiatives
3.4 Automobile Diversity
3.5 FDI
4. Slovakia Automobile Industry
4.1 Turnover
4.2 Production
4.3 Sales
4.4 Export
4.5 Investment
4.6 Leasing & Financing
5. Potential Growth Areas
5.1 Vehicle Registration
5.2 Car Density
5.3 Biofuel Industry
6. Roadblocks
6.1 Lack of Skilled Workforce
6.2 Under-diversification
6.3 Engineering Issues
7. Key Players
7.1 Volkswagen
7.2 PSA Peugeot-Citroën
7.3 KIA

List of Tables :-

Table 2-1: CEE - Number of Investments in Automotive Plants (1997-2006)

Table 3-1: Slovakia - Analysis of Key Indicators w.r.t Other CEE Countries
Table 3-2: Slovakia - Flexible Labor Market
Table 3-3: Slovakia - Labor Cost* w.r.t Other European Countries (in US$ per Hour), 2005-2007
Table 5-1: Slovakia - Forecast for Automobile Registration (in ‘000 Units), 2007*-2012
Table 5-2: Slovakia - Potential Car Market by Price (in US$), 2007
Table 7-1: Volkswagen - Financial Overview (in Million Euro), 2006 & 2007
Table 7-2: PSA Peugeot-Citroën - Financial Overview (in Million Euro), H1 2008
Table 7-3: KIA - Financial Overview (in Million WON), 2006 & 2007"

List of Figures :-

Figure 2-1: EU 27 - Automobile Production (in Million Units), 2005-2007
Figure 2-2: Slovakia - Growth Rate of Automobile Production w.r.t EU 27, France & Germany (%), 2007
Figure 2-3: Slovakia - Car Production w.r.t Western Europe & CEE (in ‘000 Units), 2006
Figure 2-4: CEE - New Passenger Car Sales by Country (in ‘000 Units), 2006 & 2012F
Figure 3-1: Slovakia - GDP Growth w.r.t EU 15 (%), 2001-2008E
Figure 3-2: Slovakia - Labor Cost* w.r.t Other European Countries (in Euro per Hour), 2004 & 2009F
Figure 3-3: Central Europe - Automotive Strategic Destination
Figure 3-4: Slovakia - FDI Inflow (in Million Euro), 1997-2006
Figure 4-1: Slovakia - Automobile Industry Turnover (in Billion SKK), 2001-2007
Figure 4-2: Slovakia - Automobile Production* (in ‘000 Units), 2006 & 2007
Figure 4-3: Slovakia - Automotive Component Market (in Billion SKK), 2001-2007
Figure 4-4: Slovakia - Car Production by Top Brand (in ‘000 Units), 2002 & 2006
Figure 4-5: Slovakia - Employment in Automobile Industry (in Number), 2002-2009F
Figure 4-6: Slovakia - New Passenger Car Sales (in ‘000 Units), 2005 & 2006
Figure 4-7: Slovakia - New Passenger Car Sales by Top Brand (in '000 Units), 2002 & 2006
Figure 4-8: Slovakia - Monthly New Car Registration (in ‘000 Units), 2006 & 2007
Figure 4-9: Slovakia - Exports from Automobile Industry (in Billion SKK), 2001-2007
Figure 4-10: Slovakia - Investment in Automobile Industry (in Billion SKK), 2001-2006
Figure 4-11: Slovakia - Car & LCVs Financing (in ‘000 SKK), 2007
Figure 5-1: Slovakia - Household Income Distribution (%), 2007
Figure 5-2: Europe - Car Density per 1000 Population by Country (in Number), 2006

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India, a US$ 8.2 Billion pharmaceutical market, represents one of the most emerging pharmaceutical markets in the world. According to the latest report “Booming Pharma Sector in India”, in near future, the potential and opportunities within this market will increase by several folds. The market, presently driven by over a billion population, an expanding GDP, and rapid epidemiological transitions, is expected to be the major player in the global pharmaceutical market both in terms of its large domestic market and also as a pharmaceutical export hub.

The research study contains unique market-based research and provides detailed and objective analysis on the Indian pharmaceutical market. It presents a thorough statistical and analytical overview on the Indian pharmaceutical market, and provides past, present and future data on the entire structure, composition and working of the Indian pharmaceutical market. The research extensively discusses the opportunities and challenges that are expected to arise within and from the pharmaceutical market.

Research Highlights :-

• Between 2007-08 and 2011-12, the Indian domestic pharmaceutical market is expected to grow at a CAGR of nearly 16%.
• The size of the domestic pharmaceutical market is larger than export market. However, owing to the growth of global generics market, stringent price controls in the domestic market, and better margins, the export market is growing much faster than the domestic market.
• Traditional branded generics presently dominate the Indian pharmaceutical market but the future will see strong growth in the specialty branded generics and patented drug segments.
• Drugs for diabetes and cardiovascular diseases are expected to see the fastest growth among all therapy areas during 2007-2011.
• The retail pharmaceutical market in India is presently highly unorganized; however, a vast opportunity exists for the organized market.
• Over the last few years, Cipla, Ranbaxy and GlaxoSmithKline are controlling the top three positions in the Indian pharmaceutical market.

The Report Covers

• Analysis of past, current and future market trends.
• Market study by segment.
• Discussion about the major drivers of the pharmaceutical market.
• Analysis of opportunities created by the market.
• Evaluation of major challenges for the market.
• Review on the government regulations.
• Competitive landscape of the market.

Research Methodology Used

Information Sources
Information has been sourced from books, newspapers, trade journals, white papers, industry portals, government agencies, trade associations, monitoring industry news and developments, and through access to more than 3000 paid databases.

Analysis Methods
The analysis methods include ratio analysis, historical trend analysis, linear regression analysis using software tools, judgmental forecasting, and cause and effect analysis.

Table of Contents :-

1. Analyst View
2. Global Pharmaceutical Market
3. India - The Emerging Market
4. India - Macroeconomic & Healthcare Profile
4.1 Macroeconomic Profile
4.2 Population Profile
4.3 Healthcare Profile
5. Indian Pharmaceutical Market
5.1 Turnover
5.2 Trade
5.2.1 Export
5.2.2 Import
5.3 Bulk Drugs & Formulations
6. Domestic Pharmaceutical Market
6.1 What Makes the Market so Lucrative?
6.1.1 Ageing Population
6.1.2 Increasing Income
6.1.3 Product Patent Regime
6.1.4 Medical Infrastructure
6.1.5 Prevalence of Lifestyle-related Diseases
6.2 Market Size
6.3 Market Segmentation
6.3.1 By Drugs
6.3.1.1 Traditional Branded Generics
6.3.1.2 Specialty Branded Generics
6.3.1.3 Generic Generics
6.3.1.4 Patented Drugs
6.3.2 By Therapeutics
6.3.2.1 Acute Segment
6.3.2.1.1 Anti-infectives
6.3.2.1.2 Gastrointestinal
6.3.2.1.3 Vitamins/Minerals/Nutrients
6.3.2.1.4 Pain/Analgesics
6.3.2.1.5 Dermatology
6.3.2.1.6 Gynecology
6.3.2.1.7 Respiratory
6.3.2.2 Chronic Segment
6.3.2.2.1 Cardiac
6.3.2.2.2 Neuro/CNS
6.3.2.2.3 Anti-diabetic
6.4 Market Structure
6.5 Key Players
6.6 Future Outlook
6.6.1 Market Drivers & Restraints
6.6.2 Sales (2008-09 to 2011-12)
7. Government Regulations & Market Entry
7.1 Industrial & Manufacturing License
7.2 Patent Laws
7.3 Research & Development
7.4 Pricing
7.5 Market Entry
8. Opportunities
8.1 Biogenerics
8.2 Rural Markets
8.3 Pharma Outsourcing Market
8.4 Bioinformatics
8.5 Health Insurance
8.6 Drug Delivery & Packaging Industry
8.7 Pharmaceutical Retail Chains
9. Roadblocks
9.1 Lack of Innovation
9.2 Drug Price Controls & Low Margins
9.3 Low Per Capita Spending on Drugs
9.4 Multinationals Reluctant to Invest in India
9.5 Counterfeit Drugs
9.6 Government Financing
10. Profile of Key Players
10.1 Ranbaxy Laboratories Limited
10.2 Cipla Limited
10.3 GlaxoSmithKline Pharmaceuticals Limited
10.4 Nicholas Piramal India Limited
10.5 Zydus Cadila

List of Tables :-

Table 2-1: Global - Market Share & Growth of Leading Therapy Classes (%), 2006
Table 2-2: Global - Pharmaceutical Market by Region (in Billion US$), 2007
Table 5-1: India - Pharmaceutical Exports to Top Countries (in Million US$), 2003-2005
Table 5-2: India - Pharmaceutical Imports from Top Countries (in Million US$), 2003-2005
Table 6-1: India - Top 20 Pharmaceutical Companies by Retail Sales (in Million INR), 2006
Table 6-2: India - Top 20 Pharmaceutical Companies by Retail Sales (in Million INR), 2007
Table 7-1: India - Launch of Patented Drugs by Product & Company
Table 8-1: India - Number of Drug Delivery Companies by Formulation Type (1999, 2003 & 2007E)
Table 8-2: India - Expansion Plans of Pharmacy Retail Chains
Table 9-1: India - Counterfeit Drugs in Domestic Pharmaceutical Market

List of Figures :-

Figure 2-1: Global - Pharmaceutical Market (in Billion US$), 2002, 2006, 2007 & 2012F
Figure 3-1: Global - Top Pharmaceutical Markets (in Billion US$), 2005
Figure 3-2: Global - Forecast for Top Pharmaceutical Markets (in Billion US$), 2015
Figure 3-3: Global - CAGR of Top Pharmaceutical Markets (%), 2005 to 2015
Figure 4-1: India - Nominal GDP (in Billion US$), 2001-2007
Figure 4-2: India - Forecast for Nominal GDP (in Billion US$) 2008*-2011
Figure 4-3: India - Consumer Price Index (%), 2001-2007
Figure 4-4: India - Forecast for Consumer Price Index (%), 2008*-2011
Figure 4-5: India - Total FDI (in Billion US$), 2002-03 to 2007-08
Figure 4-6: India - FDI in Pharmaceutical Sector (in Million US$), 2003-04 to 2006-07
Figure 4-7: India - Population (in Billion), 2003-2007
Figure 4-8: India - Forecast for Population (in Billion), 2008*-2011
Figure 4-9: India - Population by Gender (%), 2003-2006
Figure 4-10: India - Population Breakup by Age (%), 2003-2007
Figure 4-11: India - Forecast for Population Breakup by Age (%), 2008*-2011
Figure 4-12: India - Per Head Healthcare Spending (in US$), 2001-2007
Figure 4-13: India - Forecast for Per Head Healthcare Spending (in US$), 2008*-2011
Figure 4-14: India - Healthcare Payments by Source (%), 2006
Figure 4-15: India - Number of Doctors (in ‘000) 2005-2007E
Figure 4-16: India - Forecast for Number of Doctors (in ‘000), 2008-2011
Figure 4-17: India - Number of Nurses (in ‘000), 2004-2007E
Figure 4-18: India - Forecast for Number of Nurses (in ‘000), 2008-2011
Figure 4-19: India - Number of Hospital Beds (in ‘000), 2004-2007E
Figure 4-20: India - Forecast for Number of Hospital Beds (in ‘000), 2008-2011
Figure 4-21: India - Number of Deaths due to Leading Causes (in ‘000), 2005
Figure 4-22: India - Leading Causes of Death (%), 2005
Figure 4-23: India - Forecast for Leading Causes of Death (%), 2030
Figure 5-1: India - Pharmaceutical Market Turnover* (in Billion INR), 2001-02 to 2007-08
Figure 5-2: India - Breakup of Pharmaceutical Market (%), 2007-08
Figure 5-3: India - Pharmaceutical Exports (in Billion INR), 2000-01 to 2007-08
Figure 5-4: India - Major API Exports (in Billion INR), 2005-06
Figure 5-5: India - Major Dosage Form Exports (in Billion INR), 2005-06
Figure 5-6: India - Pharmaceutical Exports by Region (%), 2005-06
Figure 5-7: India - Forecast for Pharmaceutical Exports (in Billion INR), 2008-09 to 2011-12
Figure 5-8: India - Pharmaceutical Imports (in Billion INR), 2000-01 to 2007-08E
Figure 5-9: India - Pharmaceutical Imports by Group (%), 2005
Figure 5-10: India - Bulk Drugs Production* (in Billion INR), 2001-02 to 2007-08E
Figure 5-11: India - Formulations Production* (in Billion INR), 2001-02 to 2007-08E
Figure 6-1: India - Population of People above 65 Years (in Million), 2003-2007E
Figure 6-2: India - Income Distribution among Households (%), 1989-90, 2001-02 & 2006-07E
Figure 6-3: India - Prevalence of Lifestyle-related Diseases (%), 2005
Figure 6-4: India - Share of Mass & Specialty Therapies in Pharmaceutical Market (%), 2004, 2006 & 2015F
Figure 6-5: India - Domestic Pharmaceutical Market* (in Billion INR), 2001-02 to 2007-08
Figure 6-6: India - Domestic Pharmaceutical Market by Drug Category (%), 2004
Figure 6-7: India - Forecast for Domestic Pharmaceutical Market by Drug Category (%), 2010
Figure 6-8: India - Traditional Branded Generics Market (in Billion US$), 2004 & 2010F
Figure 6-9: India - Specialty Branded Generics Market (in Billion US$), 2004 & 2010F
Figure 6-10: India - Generic Generics Market (in Billion US$), 2004 & 2010F
Figure 6-11: India - Patented Drugs Market (in Billion US$), 2004 & 2010F
Figure 6-12: India - Domestic Pharmaceutical Market by Therapeutic Category (%), 2007
Figure 6-13: India - CAGR Growth of Major Therapeutic Categories (%), 2007 to 2011
Figure 6-14: India - Anti-infectives Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-15: India - Gastrointestinal Drugs Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-16: India - Vitamins/Minerals/Nutrients Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-17: India - Pain/Analgesics Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-18: India - Dermatology Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-19: India - Gynecology Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-20: India - Number of Asthma Patients (in Million), 2005 & 2015F
Figure 6-21: India - Respiratory Drugs Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-22: India - Number of Coronary Heart Patients (in Million), 2005 & 2015F
Figure 6-23: India - Cardiac Drugs Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-24: India - Neuro/CNS Drugs Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-25: India - Number of Diabetes Patients (in Million), 2005 & 2015F
Figure 6-26: India - Diabetes Market (in Billion INR), 2006, 2007 & 2011F
Figure 6-27: India - Share of Companies in Pharmaceutical Market (%), 2006
Figure 6-28: India - Income Distribution among Households (%), 2006-07* & 2011-12F
Figure 6-29: India - Forecast for Prevalence of Lifestyle-related Diseases (%), 2015
Figure 6-30: India - Forecast for Population of People above 65 Years (in Million), 2008-2011
Figure 6-31: India - Forecast for Domestic Pharmaceutical Market* (in Billion INR), 2008-09 to 2011-12
Figure 8-1: Global - Biogenerics Market (in Million US$), 2006 & 2011F
Figure 8-2: India - Pharmaceutical Market by Geographical Tier (%), 2005
Figure 8-3: India - Forecast for Pharmaceutical Market by Geographical Tier (%), 2011
Figure 8-4: India - Pharma Outsourcing Market (in Million US$), 2004, 2006 & 2007E
Figure 8-5: India - Pharma Outsourcing Market by Segment (%), 2006
Figure 8-6: India - Forecast for Pharma Outsourcing Market (in Million US$), 2008-2011
Figure 8-7: India - Forecast for Pharma Outsourcing Market by Segment (%), 2011
Figure 8-8: India - Bioinformatics Market (in Million US$), 2002-03 to 2006-07 & 2011-12F
Figure 8-9: India - Health Insurance Market (in Billion INR), 2001-02, 2006-07 & 2011-12F
Figure 8-10: India - Drug Packaging Market (in Billion INR), 2006-07* & 2011-12F
Figure 9-1: India & Global - Proportion of Revenue Spent on R&D (%), 2005
Figure 9-2: India - Spending on R&D (in Million US$), 2000-01 to 2005-06
Figure 9-3: Global - Per Capita Drug Consumption in Top Pharmaceutical Markets (in US$), 2006
Figure 9-4: Global - Share of State & Personal Financing in Top Pharmaceutical Markets (%), 2006

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There is no denying the fact just before the emergence of Bangladesh in the middle of 1970; the intact Western globe materialize to have moved into the essence of managerial as well as Financial reforms. Moreover, these restructuring policies actually demonstrate to show up certain general features. They all tend to be more or less managerial reforms. The trend in the track of public management reform is perceptible in the United States, Great Britain, and other Western European management, but on the other side of the globe as well, in Australia, New Zealand and other ‘Western’ countries. The style of reports on developments of administrative reforms of the OECD authenticate that most developments point in the same direction, which is the introduction of ideas, models and techniques of public management, that is the adoption of business management techniques, a greater service and client orientation, the preamble of market process and competition in public administrations.

The adoption of the Public Management Reform is linked with the rise of neo-liberalism and its political variants such as 'Reaganism' and 'Thatcherism'. Hood sees its origin as a marriage of two different streams of ideas: the new-fangled institutional finances and business type 'managerialism'. According to Linda Kaboolian, the preamble of new public management imparts two extra-ordinary chances to the scholars. She promulgates, ‘The Public Management Reform strategy provides scholars of public administration and public management two extra-ordinary opportunities. The first is to see the unfolding of an international reform movement defined by clearly articulated principles. A phenomenon of this magnitude is a natural object of empirical inquiry to scholars. The second opportunity is to engage in theoretically grounded empirical work and theory building that crosses the boundaries of the disciplines that have studied the public sector’.

In developed states, the orthodox welfarist model of improvement has largely been displaced by the new public management revolution, which involves a major rethinking of the state of its relations with the market. The radical critique of the centralized, inefficient, unaccountable, over-extended state has produced a transformative conception, and intensive efforts to run this conception into practice. Later the new public management has been focussed as an ideological system, featured by the introduction of ideas generated in private sector settings within public sector organisations.

In a recent analysis of public management reforms, it is over and done with that despite differences in nature, size and approach to reforms, a common agenda has developed, ‘a new paradigm for public management has emerged, aiming at fostering a performance-oriented culture in a less centralised public sector’. According to the OECD, this new public management paradigm is characterised by the following eight main trends:

1. developing authority, providing flexibility
2. improving the management of human resources
3. ensuring performance, control, accountability
4. optimising information technology
5. developing composition and choice
6. improving the quality of regulation
7. providing responsive service
8. strengthening steering functions at the centre

Hood presented his widely known definition of ‘new public management’ in his inaugural address in London School of Economics, based on the OECD review.

1. Hands on professional management
2. Competition
3. Standards and performance measures
4. Private sector style management
5. Output controls
6. Discipline and parsimony
7. Disaggregating of units

The components of new public management were both structural (disaggregated organisations and greater competition) and managerial (more visible hands-on management, private sector management practices, tighter cost control, explicit measurement and greater emphasis on out put controls). While the justification for the reforms was founded on the need to make the delivery of public services manageable and accountable, to avoid waste and reduce costs, to encourage competition and customer responsiveness, to apply proven private sector practices and to focus on results, it lead to changes away from a uniform and inclusive public sector and from ‘qualitative and implicit standards and norms’ towards an environment of fewer procedural constraints, more discretionary powers, and to performance-related pay and less secure conditions of employment.

After F.W.Taylor’s ‘The principles of scientific Management’, the various management theories and schools have been developed. There is one theory, model and technique of business management. The trend to introduce business like management in government therefore seems not so much inspired by scientific reason as it is by the ideological Zeitgeist. Several authors have examined the phenomenon of managerial reforms in western administrations, and various more or less different typologies have been published. What they all have in common is at least the following three characteristics:

1. business management techniques,

2. service and client orientation,

3. Market-type mechanisms such as competition.

-

'In Britain, PUBLIC MANAGEMENT REFORM has two divergent strands: managerial and the new institutional economics. Managerial refers to introducing private sector management in the public sector. It stresses: hands-on, professional management, explicit standards and measures of performance, managing by results, and value for money and more recently closeness to the customer. It is often synonym for the '3Es'. The new institutional economics refers to introducing incentive structures (such as market competition) in to public service provision. It stresses desegregating bureaucracies, greater competition through contracting-out and quasi-markets and consumer choice'

The introduction of businesslike management began in the British civil service when Margaret Thatcher created the Rayner scrutinies. Mr. Rayner came from a private office and presided in the cabinet office over a project group, which had to support the many scrutinies in the various departments. The terms of reference for the scrutiny team which produced the report ‘Improving Management in Government: ‘The Next Steps’ “to identify the progress achieved in improving management in the civil service” and “to identify the institutional, administrative, political and attitudinal obstacles to better management and efficiency that still remain”. This report recommended reducing the civil service to a small “core” of policy makers and “transferring” other officials to work under free standing agency boards. The ‘agencies’ should be established to carry out the executive functions of government within a policy and resources framework set by a department. Next step report was published in 1987 with view to ensure higher efficiency, better quality, and more value for money-by granting more autonomy to the executive service delivery agencies. Germany, the concept of PUBLIC MANAGEMENT REFORM adopted in different name, which is called New Steering Model. It is evident that France does not particularly have an Anglo-Saxon tradition in respect to state, government and civil service.

New public management in Belgium is associated with a more business-oriented style of management, cutting back on public spending and privatisation. The tradition of neo- corporatism, however, is still firmly in place. In the new structures of the Autonomous Public Enterprises, conventional political and interest groups are settling down in the executive boards with a view to controlling the policy of the public organisations. In these circumstances the freedom of action of the PUBLIC MANAGEMENT REFORMs is likely to continue to be limited.

The advent of new public management to Ireland seems to be already changing the climate and culture of public sector organisations, at the same time as there has been no fundamental structural change in the machinery of government; a more results oriented approach is developing. Relations between the new public manager and politics remain unchanged, both sides seeming to be happy with the present situation: the new public manager has continued to be adverse to politics, seeing that area as best left to political adverse, program managers and the private offices of politicians.

The Nordic countries have also tagged along the concept of PUBLIC MANAGEMENT REFORM but they adopt it on the basis of their own administrative requirement. Markku Temmes believed, “The PUBLIC MANAGEMENT REFORM doctrine seems to have become a water shade in the recent administrative policy of the Nordic countries. Denmark has been a pioneer in applying Public Management Reform, and Danish solutions have been quite typical Public Management Reform- type solutions, although the administrative policy followed has been more carefully pursued than in the Anglo- Saxon countries".

In Finland, the reform of public sector management, which started in the late 1980s, has spread rapidly throughout all levels of government. Public Management Reform was identified within 134 organisations. Most public managers are located in three types of organisations: result-budgeted and net-budgeted agencies; institutions and business action plans; and public enterprises and state owned companies. These are concentrated in industry and trade, communications and training, and public utilities. Finland has been the most coherent and determined applier of Public Management Reform among the Nordic countries. This impression may have been partly created by the fact that Finland’s radical reforms have come within a fairly short period of time, the year’s 1987-95.

After careful pore over the practice of public management system in the western democracies, it obviously focuses that a major transformation has been made in the public sector management through this new concept. It is true that the main thrust for Public Management Reform began when the western democracies felt that existing government machineries are not functioning well with traditional concept of management. The success of Public Management Reform influenced the donors to introduce this concept in developing countries as condition of their loan. Developing countries are heavily suffered with the huge manpower in the public sector though these peoples are not giving proper service because of their inefficiency and traditional system of management. ‘Developing countries seem intent on following new public management as an organising principle for their societies. This is occurring with encouragement from the World Bank and other international agencies as an effort to overcome their endemic problems of development and the failure of earlier model of development economics and development administration’.