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But there was a lacuna in Nehru’s concept of science: he saw it exclusively in terms of laboratory science, not field science; physics and molecular biology, not ecology, botany, or agronomy. He understood that India’s farmers were poor in part because they were unproductive—they harvested much less grain per acre than farmers elsewhere in the world. But unlike Borlaug, Nehru and his ministers believed that the poor harvests were due not to lack of technology—artificial fertilizer, irrigated water, and high-yield seeds—but to social factors like inefficient management, misallocation of land, lack of education, rigid application of the caste system, and financial speculation (large property owners were supposedly hoarding their wheat and rice until they could get better prices). This was not crazy: more than one out of five families in rural India owned no land at all, and about two out of five owned less than 2.5 acres, not enough land to feed themselves. Meanwhile, a tiny proportion of absentee landowners controlled huge swathes of terrain. The solution to rural poverty, Nehru therefore believed, was less new technology than new policies: give land from big landowners to ordinary farmers, free the latter from the burdens of caste, and then gather the liberated smallholders into more-efficient, technician-advised cooperatives. This set of ideas had the side benefit of fitting nicely into Nehru’s industrial policy: enacting them would cost next to nothing, reserving more money for building factories.

Those that use only fundamental variables refer only to a company's business performance, not the relationship between that performance and its share price. Studies have sorted stocks using returns on equity or on total capital invested, growth in earnings per share, growth in assets—as opposed to sales growth—and various measures of profit margins. Companies with high marks on these variables are successful firms whose shares are inherently attractive to investors. However, consistent with the studies we discussed above, it is often the firms that ranked lowest on these measures—low returns on capital or narrow profit margins—that have tended to generate the highest future market returns.

The 1byone Aluminum combination open air laser Christmas projector is an exceptional contrasting option to the standard model recorded at number 1 above. Being produced using aluminum, as opposed to hard plastic, the unit carries a marginally higher sticker price, yet the additional cash gets you a projector that will last you for quite a while and will withstand even the most extraordinary of open air temperatures and conditions. You can set the unit up to turn on and off as per your inclinations, utilizing the straightforward remote control to change settings. Show Options The essential show offered by the 1byone Aluminum projector is that of thousands of green and red stars. There is a sum of 9 distinct settings. Glimmering, squinting, and strong light shows, and in addition a decision of red, green, or both red and green lights, empower you to pick the show that you like best, or that best fits the season. Despite the fact that the lights are charged as a Christmas show and are regularly used to enlighten the outside of a property, they can be utilized for any festival, and they can be utilized inside or outside. Components The projector is controlled by mains power. The remote control, which ought to be utilized with a reasonable observable pathway of the focal module, works at up to 30ft away, and it will work a temperature as low as - 35°C. The power link is an advantageous 11.5ft long, and 25ft from the surface you need covering; you can accomplish a scope of 2,100 square feet. It is not just reasonable for use on the outside of homes, yet can light workplaces and shops, and it can even be utilized inside to light the inside of a property and to make a happy feeling.

In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.

provide. OPENING FOR BUSINESS* I will help clients _________. After hiring me, they will receive [core benefit + secondary benefit]. I will charge $xxx per hour or a flat rate of _____ per service. This rate is fair to the client and to me. My basic website will contain these elements: a. The core benefit that I provide for clients and what qualifies me to provide it (remember that qualifications may have nothing to do with education or certifications; Gary is qualified to book vacations with miles because he’s done it for himself many times) b. At least two stories of how others have been helped by the service (if you don’t have paying clients yet, do the work for free with someone you know) c. Pricing details (always be up front about fees; never make potential clients write or call to find out how much something costs) d. How to hire me immediately (this should be very easy) I will find clients through [word-of-mouth, Google, blogging, standing on the street corner, etc.]. I will have my first client on or before ____·[short deadline]. Welcome to consulting! You’re now in business.

Maruti was called upon to take a difficult decision soon after the first bookings had been made. The pick-up truck, a purely commercial vehicle that was part of the original project along with the 800 and the van, got a very poor response—bookings of just 2,000. In the project report, the pick-up truck was expected to account for 20 per cent of total production. The booking response showed that the customers did not want this vehicle, and manufacturing it in small volumes would not be viable. The company realized it had made a serious error of judgement in not recognizing that petrol-driven commercial vehicles could never compete with diesel-driven ones, as the government-determined price of diesel was much lower than petrol. SMC had estimated that the pick-up truck would be very successful because of good experience in other Asian countries. In Pakistan, it was used for rural transport, after being fitted with a canvas top, and sold in large numbers. However, India had a vehicle called the Tempo, which carried a load slightly more than the pick-up truck and ran on diesel. The highly value-conscious Indian customers immediately realized that the pick-up truck would always lose out to the Tempo, because of the Tempo’s lower operating costs. Realizing that the truck would be a failure, Maruti decided to drop its production and to write off the costs incurred till then in tooling and other related activities. This experience was a reminder to Maruti on the importance of correctly assessing the behaviour of Indian customers, and the dangers of transferring experience of other countries to India, without careful examination.

whereas the local officials were responding to the situation in the NEP spirit, he responded in the spirit of War Communism. Informed that the kulaks were withholding their grain surplus in expectation of threefold higher prices, he directed the officials to demand surrender of the stocks at existing prices and, in the event of refusal, to confiscate them, distributing 25 per cent to poorer peasants at fixed low prices or on credit—a throwback to the “committees of the poor.” Further, he ordered the officials to bring the recalcitrant to justice under Article 107 of the Criminal Code, prescribing stiff punishments for activities defined as “speculation.

Return to: U. S. Department of Agriculture ESCS/Statistics, Room 0005 So. Bldg. 14th & Independence Ave., S.W. Washington, D.C. 20250 H£AT ·-·-- ·-----··--- --- ACREAGE YIELD PRODUCTION By States, 1866- 1943 • All wheat • Winter wheat • All spring wheat • Spring wheat other than durum • Durum wheat U. S. DEPARTMENT OF AGRICULTURE Agricultural Marketing Service February 1955 STATISTICAL BULLETIN NO. 158 INDEX :Spring :Spring . . All Wheat . . . . All :Wheat STATE: All ; Winter; Spring: Other : Durum: STATE All ; Winter ; Spring : Other :Durum :Wheat Wheat Wheat : Than • Wheat; Wheat : Wheat : Wheat :Than Wheat : Durum: : Durum: Page Page Page .Page Page Page Page Page Page Page Ala, 17 40 Nev. 24 47 62 Ariz. 23 46 N.H. 3 Ark. 18 41 N.J. 4 28 Calif, 25 48 N.Mex. 22 45 61 Colo. 22 45 61 N.Y. 4 27 51 Conn. 3 N.C. 14 37 Del. 12 35 N.Dak. 10 57 66 68 Ga. 15 38 Ohio 6 29 53 Idaho 21 44 60 Okla. 19 42 Ill. 7 30 54 Oreg. 25 48 63 Ind. 6 30 53 Pa, 5 28 52 Iowa 9 32 56 S.C. 15 38 Kans. 11 34 58 S.Dak. 10 33 57 66 68 Ky. 16 39 Tenn. 17 40 Maine 2 50 Texas 19 42 Md. 13 36 Utah 23 46 62 Mich. 7 31 54 Vt, 3 51 -- Minn. 8 32 55 65 67 Va. 13 36 Miss. 18 41 Wash. 24 47 63 Mo. 9 33 56 W.Va. 14 37 Mont. 20 43 59 Wise. 8 31 55 Nebr. 11 34 58 Wyo. 21 44 60 REGIONS REGIONS N.Atl. 5 29 52 S.Cent, 20 43 N. Cent. 12 35 59 West. 26 49 64 S.Atl. 16 39 u.s. 2 27 50 65 67 WHEAT BY CLASSES - - - - Page 69 * * * * * For sale by the Superintendent of Documents, U. S. Government Printing Office, Washington 25, D.' C. - Price 40 cents WHEAT: ACREAGE, YIELD, AND PRODUCTION, BY STATES, 1866 - 1943 Presented in this report are estimates of acreage planted and harvested, yield per harvested acre, and produ2tion for all wheat, winter wheat, all spring wheat, durum wheat, and other spring wheat. Tables are presented for each kind of wheat estimated for each State. for the Geographic Divisions, and for the United States. Also included is a table, for the United States only, showing production of wheat by classes. Estimates of all wheat cover the period from 1866 (or from the first year in which estimates were made) to 1943, inclusive; estimates of winter wheat and ali spring wheat for States growing both kinds coveT the period from 1909, when separate series were initiated, to 1943, inclusive; estimates of durum wheat and other spring wheat cover the period from 1919 to 1943, inclusive; the estimates by classes cover the period from 1919 to 1949, inclusive. The series for planted acreage begins in 1909 for winter wheat, in 1919 for all spring wheat and all wheat; and in 1926 for durum and other spring wheat. Estimates for the period 1944-49, except wheat by classes, are contained in Statistica,l Bulletin Number 108, issued in March 1952 • Estimates since 1950 for all series are presented in the Annual Summary of Crop Production published in December of each year. ALL W'-!EAT: A ::REAGE, n-.:LD, MD PRODUCTION, 1866 - 1943 UNITED STATES ---7---- 1 Yi9ld: i'---- -,:-- -,---- -,-Yie!d_:_---- :,---:-- -A~r;a;e--- 7 Yieid I----- : Acreage : per : Pro- :: : Acreage 1 per : Pro- :: : __________ : per : ProYear : hd~- : har- : ductivn ::Year : har- : har- : duction ::Year : : : nar- : duction : vested : vested: :: : vested : vested: :: : Planted :Harvested: vested: ___ .:._ ___ ..,. .:_ _a~r~.!. ____ -·~ ___ : _____ : _ _!C!e_: _____ .!.=- __ ..!. ____ .!. ____ ..:. _a_£r~ 1. ____ _ Thous. Bu. ~··us. bu. Thous. Bu. Thous. bu. Thous. Bu. Thous. bu. 1<'366 1867 1368 lil69 lil70 1371 11372 1873 1374 1875 1876 1377 1378 1879 1880 1·3Bl B82 1883 1884 1885 1986 1887 1988 1889