Gender Wage Gap Front and Center on the Social Media Stage

Anne Shoemaker, launched a coaching and consulting business AnneShoemaker.com

Anne Shoemaker, launched a coaching and consulting business AnneShoemaker.com

Bridget Deiters, managing director at InCloudCounsel

Bridget Deiters, managing director at InCloudCounsel

Candice Georgiadis

Candice Georgiadis

The power of social media is used by Candice Georgiadis in the fight to close the gender wage gap

I refuse to live as half of myself just because others cannot handle all of me.”

— Rachel Hollis

GREENWICH, CT, USA, December 30, 2019 /EINPresswire.com/ — Candice Georgiadis, owner of the blog by her namesake, interviews individuals on the cutting edge of hotel, travel, lifestyle and other similar topics. She expands the marketing foot print of individuals and companies with a combination of branding and imaging across social media and conventional websites.

Plastering the gender wage gap issue across the internet has brought about the strongest global response to this issue. Candice Georgiadis interviewed Anne Shoemaker, owner of a coaching and consulting business AnneShoemaker.com, about this very topic. Below is a critical excerpt from the interview:

Can you explain three of the main factors that are causing the wage gap?

One factor that leads to pay disparity is societal conditioning of boys and girls. In Brave, Not Perfect, Reshma Saujani states, “In girls, the drive to be perfect shows up, and bravery shuts down, around age 8, right around the time our inner critic shows up.” She goes on to say, “Unlike girls, boys are rewarded with approval and praise for taking chances, even if things don’t work out. In other words: boys are taught to be brave while girls are taught to be perfect.” Taking risks and failing are critical components the produce learning and growth, first in school and later, in the workplace; we need to praise girls for risk-taking as a critical component to their learning and advancement.

When girls and women hold themselves back for fear of imperfection, they open the floor for men (who have become accustomed to, and comfortable with, failure) to advance. Before you know it, another class of men reaches the C-suite and the cycle repeats itself.

So, we need to normalize risk-taking for girls so they can develop the resilience necessary to climb the corporate ladder and earn the bigger paycheck.

Meanwhile, there are women who have broken through these societal expectations and blazed a new trail, only to find that wage secrecy is working against them. They land an esteemed position only to later learn that their male peer out-earns them. Had there been salary transparency from the outset, all candidates could negotiate from a position of strength with the most qualified and valuable candidate earning the biggest paycheck.

Finally, insufficient home/work support structures (e.g., flex-work options such as remote work or flexible scheduling) work against women’s ability to advance to higher-salaried positions. Consider a scenario whereby commitment to a company and the related gateway to advancement is based on facetime in the office. If the C-suite is dominated by men whose spouses are not in the workforce, there is little need for flexible scheduling or advance notice about late afternoon meetings. However, if a woman is trying to break into this level and comes from a dual-career household, she may need flexibility or a bigger paycheck (or both) in order to manage both home and work, or to hire out help at home. If the company perceives her request for a flexible working arrangement as a) a distraction or inconvenience they would rather not work around, b) a deterrent from the company’s objectives, c) offering her something that they don’t want to offer to others, or d) “playing favorites” by making an exception for her, then she will not receive the support she needs to compete and excel at the next level of career growth. The complete interview can be read here.

Furthering the women in business and the need to fix the gender wage gap, Candice Georgiadis interviewed Bridget Deiters, managing director at InCloudCounsel (http://www.InCloudCounsel.com). Pulling out the same question, we can see how differently the issue can be approached, depending on the industry and situation:

Can you explain three of the main factors that are causing the wage gap?

Disproportionate focus on recruitment rather than retention. In law, admirable efforts have been made to recruit more women into the profession, but we are learning that retention may be even more important than recruitment for narrowing the gender pay gap. April 2018 numbers showed that 54% of legal professionals in the U.K. were women, but despite this proportion in favour of female lawyers, there is a gender pay gap of over 16 percent. This indicates that there are plenty of women recruited into the legal profession, but that few of them are retained to reach the highest pay levels. On average, women outnumber men in all four pay quartiles of U.K. law firms. For U.S. and international firms reporting in the U.K., women outnumber men in all but the top pay quartile of those firms on average. Gender pay gap reporting for U.K. law firms indicates that on average the lowest quartile of employees was comprised of 26.5 percent men and 73.5 percent women. The highest quartile was comprised of 47.8 percent men and 52.2 percent women. It should be mentioned that the U.K. reporting requirements do not allow for a distinction between legal professionals and non-professionals employed at law firms. That being said, assuming fee-generating legal professionals comprise the highest quartile of law firm employees, in U.K. firms, there are actually more women in that echelon than men, but the women in that quartile are being compensated less than their male counterparts. Read all about it here.

Leveraging social media is what Candice Georgiadis does, a perfect platform being used to bring light to this worldwide issue.

About Candice Georgiadis
Candice Georgiadis is an active mother of three as well as a designer, founder, social media expert, and philanthropist. Candice Georgiadis is the founder and designer at CG & CO. She is also the Founder of the Social Media and Marketing Agency: Digital Agency. Candice Georgiadis is a Social Media influencer and contributing writer to ThriveGlobal, Authority Magazine and several others. In addition to her busy work life, Candice is a volunteer and donor to St Jude’s Children’s hospital.

Contact and information on how to follow Candice Georgiadis' latest interviews:
Website: http://candicegeorgiadis.com/
Email: CG@candicegeorgiadis.com
LinkedIn: https://www.linkedin.com/in/candice-georgiadis-34375b51/
Twitter: https://twitter.com/candigeorgiadis @candigeorgiadis

Candice georgiadis
candicegeorgiadis.com
+1 203-958-1234
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Source: EIN Presswire

Skyworks Global Appoints Distribution Partner for Mexico

The Hawk5 Gyroplane

Skyworks is pleased to have a business partner like Oscar who recognizes the tremendous potential of the Hawk 5 in Mexico. We are looking forward to a long and prosperous relationship”

— Jack Carter, Skyworks Director

SALT LAKE CITY, UT, U.S.A., December 27, 2019 /EINPresswire.com/ — Skyworks Global Inc. (“Skyworks”), the global leader in gyronautics, announced that it has signed a sales and marketing distribution agreement with Torres Corp. de Mexico SA. The distribution agreement covers the sales territory of Mexico for Skyworks’ five seat Hawk 5 aircraft. Torres Corp. has also placed an order for five Hawk 5 aircraft.

The Hawk 5 gyroplane uses a free-spinning rotor to provide lift and an airplane engine for thrust. Utilizing an engine driven pre-rotation system while on the ground, the Hawk 5 is capable of jump take-offs, allowing take-off from almost anywhere. In flight, the unpowered rotor is always in autorotation, so in the unlikely event of an engine failure, the Hawk 5’s rotor would continue to spin providing a normal glidepath, keeping the pilot in complete control. Since it has no transmission or antitorque equipment, the Hawk 5 eliminates the flight risk, periodic maintenance, and lost business days associated with these systems, giving the owner greater safety and reliability and lower costs. Coupled with the flying simplicity of fixed wing aircraft, the Hawk 5 is a true workhorse.

Oscar Torres, the Executive President of Torres Corp stated “Skyworks Global Inc. has the experience and the potential to revolutionize the flying industry like no other company. We are very excited to begin working together“.

“Skyworks is pleased to have a business partner like Oscar who recognizes the tremendous potential of the Hawk 5 in Mexico. We are looking forward to a long and prosperous relationship,” said Skyworks Director Jack Carter.

About Torres Corp de Mexico

For the past 18 years, Torres Corporation has dedicated it’s efforts in developing structural metals for the aerospace industry in Mexico, in general for the LatAm market. Acquiring certifications such as the AS9100, applied for Aluminum & Magnesium alloys.

About Skyworks

Skyworks Global Inc. is the world leader in gyronautics, the study and design of sustained autorotative flight represented by the company's gyroplane technology. Skyworks has more than 40 patents with several more underway, all obtained in an effort to radically change not only the way gyroplanes are perceived, but also the way they are utilized. From mass personnel transportation, agriculture, and border protection to literally changing the economies of developing nations, Skyworks' goal is to change the paradigm of aerial technology. For more information about the company, its products, and individual members of the Skyworks’ team, visit www.Skyworks-Global.com.

Steve G. Stevanovich
Skyworks Global Inc.
+1 801-973-0177
email us here
Visit us on social media:
Facebook
Twitter
LinkedIn

Skyworks’ Hawk in flight


Source: EIN Presswire

Wind Power in India Market 2019 Global Industry Size, Share, Price, Trend and Forecast to 2025

Global Wind Power Market By Manufacturers, Regions, Type And Application, Forecast To 2025

PUNE, MAHARASHTRA, INDIA, December 27, 2019 /EINPresswire.com/ — Wind Power Industry

Description

Wind power sector added 5.4 GW of capacity during 2016-17, the highest ever added in the space in India. This can be largely attributed to the withdrawal of generation-based incentives and decline of accelerated depreciation benefits from 80 per cent to 40 per cent with effect from April 2017. In 2016, the government also decided to migrate to a reverse auction process of project allotment from 2017 onwards. This prompted developers to commission as much capacity as possible at the existing feed-in tariffs.

FiTs give way to Competitive Bidding 

The success of the 1 GW wind capacity auction, which saw tariffs falling to Rs 3.46 per kWh, seems to be having a positive ripple effect with all the states looking to migrate from a feed-in tariff (FiT) regime to competitive bidding for project allocation. The past two months have seen the launch of four new tenders for wind power capacity including a 1 GW tender by the Solar Energy Corporation of India (SECI). At a time when the wind power sector has been hit by inordinate delays in the signing of power purchase agreements (PPAs) and untimely payments, and discoms have shied away from procuring power generated by wind projects, this transition to a competitive bidding regime has been received well across the value chain.

For developers that were awaiting approvals/clearances from various state departments before signing PPAs with discoms, this is an opportunity to develop a large amount of capacity at sites owned by them. For the financially stressed state discoms, the tariff at which they are currently buying wind power is much higher than the tariff quoted in the SECI auction.

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Wind-Solar Hybrids to Emerge as the Next Big Area of Opportunity 

The sector is witnessing increased interest from developers in setting up large-scale wind-solar hybrid projects. The draft national wind-solar hybrid policy. A memorandum of understanding was signing between IL&FS Energy and the Government of Andhra Pradesh for a 1,000 MW 'Hybrid Park‘ with energy storage. Also, Gamesa has recently won a contract for a renewable hybrid project to be commissioned in Karnataka. The project comprises hybridisation of a 50 MW wind farm with a 28.8 MW solar farm as well as a 2 MW wind farm with a 1.37 MW solar project.

Power Off take and Transmission Related Issues Need to be Fixed 
Risks related to power offtake and payments will need to be addressed carefully and diligently, given the stressed balance sheets of the discoms and the lack of adequate transmission infrastructure. The state governments need to work towards resolving the challenge of intermittency associated with wind power through the effective implementation of forecasting and scheduling norms and increased efforts to make storage solutions viable.

IPPs to Comprise Significant Majority of Wind Capacity Additions 
As the wind energy ecosystem transitions from the FiT to the reverse auction regime, it would result in the customer base for OEMs shrinking. While they earlier received orders from companies in unrelated businesses seeking tax breaks, smaller players will now find it difficult to participate under competitive bids. This is mainly owing to the large block size (50 MW minimum block) on offer and higher capex involved.

Non-solar RPO compliance far away from new targets 
The weighted average of non-solar RPO targets set by all states was 7.76 per cent, compared to the target of 8.75 per cent set by the Ministry of Power. Of this, about 70-75 per cent of compliance was met by states and that too wind rich states. The other states are lagging behind significantly. Non-Solar RPO target of 10.25 per cent by 2018-19 will necessitate significant wind capacity addition going forward.

Equipment market to grow significantly 
The cumulative market for wind energy generator towers is estimated at Rs 300.3 million, while that of drives and motors is likely to be Rs 334.6 million during the forecast period of 2017-22. Over the next five years, wind power market is expected to grow significantly on the back of competitive bidding regime, national targets and falling capital costs. Increased lending by banks at lower interest rates for longer tenures also helps the market grow.

Offshore Wind has a long way to go in India 
Offshore wind is another opportunity that is coming up, for which the government has already notified the National Offshore Wind Policy. However, the commercial sense for these projects will take a long time to be established. PLFs for offshore wind farms are upwards of 40 per cent, but bringing an offshore wind farm capacity online is very cumbersome and time taking (gestation period is typically 12-18 months).

Significant investments required to realise the 60 GW targets 
The Indian wind power segment would require cumulative investments to the tune of Rs 1.53 trillion, growing at a compound annual growth rate of 7.1%. It is estimated that an average of 5.5 GW of capacity will be installed every year. Capital costs for wind projects have been falling in the recent past. This trend has been assumed to continue into the future as well, as the scale of installations and installed capacity increases.

Continued…

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Source: EIN Presswire

Solar Power in India Market: Global Share, Size, Trends and Growth Analysis Forecast to 2019-2025

Global Solar Power Market Trends, Drivers And Growth Projection Upto 2025

PUNE, MAHARASHTRA, INDIA, December 27, 2019 /EINPresswire.com/ — Solar Power Industry

Description

Progressive Policy and Regulatory Scenario 

The solar power sector in India has seen a transformational change with progressive policy-level changes and near-effective implementation of directives. Since 2010, when the Jawaharlal Nehru National Solar Mission (JNNSM) was launched, policymakers and regulators have been actively customising the policy and institutional framework to promote growth and address challenges, while taking cognizance of the emerging trends and opportunities in the space. A number of fiscal incentives have been provided to the sector, policies and regulations have been clearly devised and standard practices have been set. But more importantly, multiple steps have been taken to resolve the fundamental issues that may have hindered healthy growth of solar power capacity in India. 
Implementation of UDAY programme to resolve the most fundamental problem of power sector – dismal discom credit profiles due to high debt, heavy losses and poor operational efficiencies that affects every aspect of the Indian power sector. The progress so far has been extremely positive. As of May 2017, 27 states had joined the programme. As of April 14, 2017, around 16 states had issued Rs 2.32 trillion worth of bonds, which was 85.39 per cent of the planned issuances of Rs 2.72 trillion. The AT&C losses have come down to an average of 22.59 per cent, while the gap between the average cost of supply and revenue realised has been reduced by Re 0.12 to Re 0.50 per kWh through cost realisation programmes, and tariff hikes.

Phasing out incentives to bring solar at par with conventional sources of energy: Many incentives and subsidies (such as viability gap funding, rooftop solar subsidies for business consumers and a 10-year tax holiday) that were given to the sector historically are being phased out as the sector moves towards self-sustenance. Some benefits like accelerated depreciation (which was reduced by 50 per cent from April 2017) and free interstate transmission are likely to be phased out slowly. At the same time, it is important to remember that coal and other sources of power receive benefits as well.

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Green Energy Corridor project for smooth integration of renewables: The Green Energy Corridor initiative to facilitate the transfer of power from the high renewable energy installation states to other parts of the country is the most crucial part to the sector’s future growth story, although the progress of its development has not been impressive so far. Solar project developers across the country are struggling with evacuation and transmission issues which account for huge losses and contribute to increased project costs. Once complete, the green energy corridor is expected to boost the inter-state sale of renewable energy, and coupled with the waiver of Inter State Transmission System charges, renewable energy costs are forecast to come down enough to help states fulfill their renewable purchase obligations and meet energy demand. Under the project, renewable energy management centres are being set up to predict renewable power generation and demand.

Falling Solar Tariffs Impact Market Dynamics 

At a time when the addition of coal-fuelled power generation capacity is at a standstill in India and globally, the country is witnessing a free fall in solar power prices. The newest low is the tariff of Rs 2.44 per kWh achieved in the auction for 500 MW of capacity at the Bhadla Solar Park in Rajasthan. The two big factors that are driving tariffs down, besides the government push to achieve the 100 GW by 2022 target, are the hyper competition among developers and a steep fall in global equipment prices. Several global majors like Japan’s SoftBank, France’s Engie, Italy’s Enel, Canadian Solar and Singapore’s Sembcorp have entered the Indian solar market while others such as Norway’s Statoil ASA, France’s Total SA and Royal Dutch Shell Plc are looking at India as a promising investment opportunity. And a number of domestic firms such as ReNew Power and ACME have got access to low-cost funds, thereby adding to the competitive pressures. The declining tariff trend is changing the market dynamics in many ways.

Some emerging trends are highlighted as follows:

• Delayed solar tenders: The central and state governments are reconsidering their procurement policies, leading to the postponement of some tenders. Meanwhile, some discoms, having completed auctions with higher tariffs (notably in Jharkhand and Odisha), are now having second thoughts about signing PPAs.

• Thermal power procurement by discoms: While the government will eventually resolve the issue of delays, the bigger problem pertains to the impact of low tariffs on the overall electricity market. The average rate of power generated by the coal-fired projects of India’s largest generation utility, NTPC, is Rs 3.20 per unit, which is higher than the tariffs determined in the Bhadla, Rewa and Kadapa solar park auctions. If solar power continues to grow sustainably (that is, storage solutions become viable in a few years to address the intermittency challenge), the power sector could be looking at long-term deflation, which would be revolutionary.

• Modest yields on solar projects: Lower tariffs imply that project viability and returns will be adversely impacted. The fact that investors are comfortable with the low returns at these tariff levels implies a growing focus on low-risk projects and patient capital, which brings modest yields over time. The only counterpoint here is that module prices declined by 30 per cent during the past year and developers seem to be counting heavily on another fall of about 23 cent per watt-peak in the next 10 months. Although module industry dynamics remain benign, it seems a very bold call to price bids assuming the base case scenario.

….

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Source: EIN Presswire

India Mining Market 2019 Share, Trend, Segmentation And Forecast To 2025

Mining in india Market Status, By Players, Types, Applications And Forecast To 2025

PUNE, MAHARASHTRA, INDIA, December 27, 2019 /EINPresswire.com/ — Mining Industry

Description

Sector performance 

• India’s mining sector has been a consistent performer in the past few years. Since 2013-14, India’s mining sector has exhibited strong growth fundamentals. After IIP growth of -0.6% in 2013-14, the sector remarkably recovered to a growth of 5.3% in 2016-17. During the period April-June in 2017-18, the growth has been registered at 1.2%. 
• The government has played its role well, by keeping a focused approach towards the mining industry. The government aims to increase the sector’s current contribution by one percentage point (from the current level of ~2.5% towards GDP) in the next two-three years.

Policy push 

• One of the major highlights of the sector has been a host of policy measures that have been introduced to aid its growth. In fact, the new policy landscape is believed to have played an important role in the sector’s performance being witnessed since 2014-15. 
• The most important change to the policy framework has been the introduction of National Mineral Exploration Policy 2016. Other notable developments include MMDR (Amendment) Act, 2016, initiatives to introduce commercial mining in coal, Coal Bridge Linkage Policy, actionable plan for abandoned mines, etc. 
• Other areas of focus have been transparency in operations, checking illegal mining, mine safety, star rating of mines, etc.

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Robust project pipeline 

• According to India Infrastructure Research, the pipeline of mining sector is comprised of 143 key projects entailing an investment of at least Rs 1.22 trillion (cost of 15 projects is not available). About 55% of this investment pertains to greenfield projects, while the remaining 45% will be invested in brownfield projects. 
• These projects pertain to minerals such as coal, lignite, iron ore, copper, lead and zinc, sand as well as limestone. Upon completion, these are likely to augment the production capacity by over 740 million tonnes per annum (mtpa) (capacity of four projects is not available).

Key issues and challenges 

• Currently, the sector is marked by prevalence of opencast mining, low equipment utilisation levels, shortage of skilled manpower, huge untapped potential for exploration, increasing stripping ratio, etc. 
• Most of these areas are being worked upon by the industry. For instance, technology adoption is gaining traction, albeit slowly. The scope and the opportunities for MDO services are also widening. 
• The sector is fraught with a number of challenges. These include regulatory issues, poor supporting infrastructure, environmental issues, financial concerns, land acquisition and rehabilitation and resettlement issues, global factors, MDO concerns, paucity of data, etc. 
• However, the scenario is expected to improve with the passage of key policy initiatives taken in the recent times.

Outlook and opportunities 

• Long awaited policy changes and a robust project pipeline bodes well for the sector in the times to come. Government's target to enhance the sector’s contribution to the country’s GDP further strengthens the future growth. 
• The user industries such as automobiles, cement, steel, construction, manufacturing, and infrastructure sectors too have a promising outlook thereby guaranteeing a ready market for the mined output. 
• Given this, players in associated segments such as MDO, equipment, and mechanisation can also hope for better business cycles in the near-medium term.

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The report is divided into five sections with twenty two chapters (in addition to the executive summary):

Section I: Market Trends, Opportunities and Outlook 
• Mining Sector Overview 
• National Mineral Exploration Policy 2016 
• Policy and Recent Developments 
• Project Pipeline and Market Opportunities (till 2022-23) 
• Sector Outlook and Projections (till 2022-23) 
• Exploration Needs and Requirements 
• Risks and Challenges 
• MDO Experience and Plans

Section II: Focus On Coal Mining 
• Size and Growth 
• Update on Coal Mining Auctions 
• Prospects for Commercial Mining in Coal

Section III: *Trends In Key Minerals 
• Lignite 
• Bauxite 
• Iron Ore 
• Copper 
• Lead And Zinc 
• Other Minerals (Limestone, Dolomite, Quartz, Kaolin, Magnesite, Silica and other sand, Etc

Section IV: Equipment and Technology Market 
• Equipment Market Size and Projections 
• Technology Upgradation Trends

Section V: Company Profiles 
• Competitive Landscape 
• **Profiles of Key Mining Companies

* Each mineral profile covers information on reserves, production, major consuming segments, price trends, key producers, recent & upcoming auctions, key investment plans, etc

** Each profile includes information on company operations, production and sales, financial performance, key projects, expansion plans, outlook, etc

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Source: EIN Presswire

URBAN RAIL in india Market: Size, Share and Growth Opportunities Outlook to 2024

Wiseguyreports.Com Adds “URBAN RAIL -Market Demand, Growth, Opportunities and Analysis of Top Key Player Forecast To 2022” To Its Research Database

PUNE, MAHARASHTRA, INDIA, December 27, 2019 /EINPresswire.com/ — URBAN RAIL Industry

Description

India URBAN RAIL Industry 2017 Market Research Report provide the details about Industry Overview and analysis about Manufacturing Cost Structure, Revenue, Gross Margin, Consumption Value and Sale Price, Major Manufacturers, Distributors, Industry Chain Structure, New Project SWOT Analysis with Development Trends and Forecasts 2022

The fifth edition of the report is divided into three sections and fourteen distinct chapters:

Section I: Market Overview and Outlook

Executive Summary
Overview
Recent Developments(past 15-18 months)
Project Pipeline, Opportunities and Outlook (till 2023-24)
Economics and Financing
PPP Potential

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Section II: Segment Analysis, Outlook and Opportunities

Rolling Stock
Signalling Train control and Telecommunications
Fare Collection Systems
Metro Tunnels
Construction
Traction and E&M

Section III: Project Profiles*

Operational and Under Construction Projects
Announced and Planned Projects
– Metro Rail Projects
– Light Rail Transit Projects
– Mono Rail Projects

*Each project profile covers information on project background and scope (network length, number of stations, rolling stock, fare system, signalling and telecommunication, traction, etc.), implementing agency, project cost, time and cost overruns, key consultants, key contractors, key milestones, sources of fund, recent contracts, upcoming tenders, current status, etc.)

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Source: EIN Presswire

Home Delivery/Takeaway in India Market 2019: Global Analysis, Share, Trends, Application Analysis and Forecast To 2025

100% Home Delivery/Takeaway -Market Demand, Growth, Opportunities and Analysis of Top Key Player Forecast To 2025

PUNE, MAHARASHTRA, INDIA, December 27, 2019 /EINPresswire.com/ — 100% Home Delivery/Takeaway Industry

Description

100% home delivery/takeaway registered steady growth in 2016. This growth was driven by the increased number of working professionals in the country, especially women. As a result, the number of households eating at home every day witnessed a visible decline. This decline resulted in a large proportion of the household/consumer base ordering food in, thereby helping to drive the growth of 100% home delivery/ takeaway.

Euromonitor International's 100% Home Delivery/Takeaway in India report offers a comprehensive guide to the size and shape of the market at a national level. It provides foodservice sales, the number of outlets and the number of transactions by sector, allowing you to identify the foodservice sectors driving growth. It identifies the leading companies, the leading brands and offers strategic analysis of key factors influencing the market – be they eating habits, lifestyle changes, tourism spending or legislative issues. Forecasts to 2021 illustrate how the market is set to change.

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Product coverage: Chained 100% Home Delivery/Takeaway, Independent 100% Home Delivery/Takeaway, Other 100% Home Delivery/Takeaway, Pizza 100% Home Delivery/Takeaway.

Data coverage: market sizes (historic and forecasts), company shares, brand shares and distribution data.

Why buy this report?

* Get a detailed picture of the 100% Home Delivery/Takeaway market;
* Pinpoint growth sectors and identify factors driving change;
* Understand the competitive environment, the market’s major players and leading brands;
* Use five-year forecasts to assess how the market is predicted to develop.

Euromonitor International has over 40 years' experience of publishing market research reports, business reference books and online information systems. With offices in London, Chicago, Singapore, Shanghai, Vilnius, Dubai, Cape Town, Santiago, Sydney, Tokyo and Bangalore and a network of over 800 analysts worldwide, Euromonitor International has a unique capability to develop reliable information resources to help drive informed strategic planning.

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LIST OF CONTENTS AND TABLES

Headlines
Trends
Competitive Landscape
Prospects
Category Data
Table 1 100% Home Delivery/Takeaway by Category: Units/Outlets 2011-2016
Table 2 Sales in 100% Home Delivery/Takeaway by Category: Number of Transactions 2011-2016
Table 3 Sales in 100% Home Delivery/Takeaway by Category: Foodservice Value 2011-2016
Table 4 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2011-2016
Table 5 Sales in 100% Home Delivery/Takeaway by Category: % Transaction Growth 2011-2016
Table 6 Sales in 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2011-2016
Table 7 Forecast 100% Home Delivery/Takeaway by Category: Units/Outlets 2016-2021
Table 8 Forecast Sales in 100% Home Delivery/Takeaway by Category: Number of Transactions 2016-2021
Table 9 Forecast Sales in 100% Home Delivery/Takeaway by Category: Foodservice Value 2016-2021
Table 10 Forecast 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2016-2021
Table 11 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Transaction Growth 2016-2021
Table 12 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2016-2021
Executive Summary
Consumer Foodservice Grows Steadily in 2016
Demonetisation Drives the Growth of Chained Outlets
Popularity of New Cuisines Led International Players To Be More Successful
Unorganised Foodservice Outlets Continued To Dominate Purely Based on Volume
Mobile App-based Food Ordering Will Drive Growth
Key Trends and Developments
Demonetisation Led Consumers To Opt for Organised Foodservice Players
New Cuisines Are Becoming Popular Among Indian Consumers
Nutrition, Health and Wellness Continued To Be An Important Aspect of Eating Out
Mobile Ordering of Food Became A Common Phenomenon in 2016
Operating Environment
Franchising
Market Data
Table 13 Units, Transactions and Value Sales in Consumer Foodservice 2011-2016
Table 14 Units, Transactions and Value Sales in Consumer Foodservice: % Growth 2011-2016
Table 15 Consumer Foodservice by Independent vs Chained: Units/Outlets 2016
Table 16 Sales in Consumer Foodservice by Eat-in/Home Delivery/Takeaway/Drive-Through: % Foodservice Value 2016
Table 17 Sales in Consumer Foodservice by Food vs Drinks Split: % Foodservice Value 2016
Table 18 Sales in Consumer Foodservice by Online/Offline Ordering: % Foodservice Value 2013-2016
Table 19 Sales in Consumer Foodservice by Location: % Foodservice Value 2011-2016
Table 20 GBO Company Shares in Chained Consumer Foodservice: % Foodservice Value 2012-2016
Table 21 GBN Brand Shares in Chained Consumer Foodservice: % Foodservice Value 2013-2016
Table 22 GBN Brand Shares in Chained Consumer Foodservice: Units/Outlets 2016
Table 23 Forecast Units, Transactions and Value Sales in Consumer Foodservice 2016-2021
Table 24 Forecast Units, Transactions and Value Sales in Consumer Foodservice: % Growth 2016-2021
Sources
Summary 1 Research Sources

Continued…

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NORAH TRENT
WISE GUY RESEARCH CONSULTANTS PVT LTD
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Source: EIN Presswire

Recruitment Agencies Marketin india 2019 Size, Share, Market Intelligence, Company Profiles And Trends Forecast To 2024

Wiseguyreports.Com Adds “Recruitment Agencies -Market Demand, Growth, Opportunities and analysis of Top Key Player Forecast to 2024” To Its Research Database

PUNE, MAHARASHTRA, INDIA, December 27, 2019 /EINPresswire.com/ — Recruitment Agencies Industry

Description

Euromonitor International's Industrial reports provide a Recruitment Agencies view of an industry. The Industrial market report offers a comprehensive guide to the size and shape of the Recruitment Agencies market at a national level. It provides the latest retail sales data, allowing you to identify the sectors driving growth. It identifies the leading companies, the leading brands and offers strategic analysis of key factors influencing the market – be they new product developments, packaging innovations, economic/lifestyle influences, distribution or pricing issues. Forecasts illustrate how the market is set to change.

Request for Sample Report @ https://www.wiseguyreports.com/sample-request/1011467-recruitment-agencies-in-india-isic-7491

Product coverage: Employment Agencies, Personnel Supply.

Data coverage: market sizes (historic and forecasts), company shares, brand shares and distribution data.

Why buy this report?
* Get a detailed picture of the Recruitment Agencies market;
* Pinpoint growth sectors and identify factors driving change;
* Understand the competitive environment, the market’s major players and leading brands;
* Use five-year forecasts to assess how the market is predicted to develop.

Euromonitor International has over 40 years' experience of publishing market research reports, business reference books and online information systems. With offices in London, Chicago, Singapore, Shanghai, Vilnius, Dubai, Cape Town, Santiago, Sydney, Tokyo and Bangalore and a network of over 800 analysts worldwide, Euromonitor International has a unique capability to develop reliable information resources to help drive informed strategic planning.

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LIST OF CONTENTS AND TABLES

Headlines
Trends
Competitive Landscape
Prospects
Industry Overview
Table 1 Key Industry Indicators 2010-2015
Table 2 Key Industry Indicators: Annual Growth 2011-2015
Chart 1 Production vs Nominal GDP 2000-2020
Industry Sectors
Table 3 Production by Sector: Value 2010-2015
Table 4 Production by Sector: Annual Growth 2011-2015
Table 5 Production by Sector: Share of Total 2010-2015
Chart 2 Industry Sectors' Growth Indices 2000-2020
Firmographics
Table 6 Industry Leaders: Company Production Shares in 2015
Import and Export
Table 7 Import and Export 2010-2015
Chart 3 Import vs Export Growth 2000-2015
Market and Buyers
Table 8 Key Market Indicators 2010-2015
Table 9 Key Market Indicators: Annual Growth 2011-2015
B2b Buyers
Table 10 B2B Sales Structure 2010-2015
Table 11 B2B Sales Structure: Annual Growth 2011-2015
Table 12 B2B Sales Structure: Share of Total 2010-2015
Key B2b Buyer analysis
Table 13 Key Statistics 2010-2015
Chart 4 Production vs GDP 2000-2020
Chart 5 Costs vs Spending on Recruitment Agencies 2000-2015
Table 14 Key Statistics 2010-2015
Chart 6 Production vs GDP 2000-2020
Chart 7 Costs vs Spending on Recruitment Agencies 2000-2015
Suppliers
Table 15 Supply Structure 2010-2015
Table 16 Supply Structure: Annual Growth 2011-2015
Table 17 Supply Structure:Share of Total 2010-2015
Chart 8 Supply Structure (Rs million, in 2015)
Labour Costs
Table 18 Key Statistics 2010-2015
Chart 9 Number of Employees vs Average Salary 2000-2015
Chart 10 Output per Employee vs Average Salary 2000-2015
B2b Suppliers
Table 19 B2B Supliers 2010-2015
Table 20 B2B Suppliers: Annual Growth 2011-2015
Table 21 B2B Suppliers: Share of Total 2010-2015
Key B2b Suppliers Statistics
Table 22 Key Statistics 2010-2015
Chart 11 Production vs GDP 2000-2020
Chart 12 Expenditure Dynamics 2000-2015
Table 23 Key Statistics 2010-2015
Chart 13 Production vs GDP 2000-2020
Chart 14 Price and Expenditure Dynamics 2000-2015
Industry Attractiveness Index
Table 24 Attractiveness Index Composition
Chart 15 Attractiveness Index of Recruitment Agencies Among Other India Industries
Chart 16 Binary Diagram of Attractiveness Index
Attractiveness Index: Explanation
Future Outlook
Table 25 Forecasts 2016-2021
Definitions

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Continued…

Contact Us: Sales@Wiseguyreports.Com Ph: +1-646-845-9349 (US) Ph: +44 208 133 9349 (UK)

NORAH TRENT
WISE GUY RESEARCH CONSULTANTS PVT LTD
+1 646-845-9349
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Source: EIN Presswire

Being Resilient Can Make All the Difference

Lauren and Rachel Simmons, founders of IND Beverages

Lauren and Rachel Simmons, founders of IND Beverages

Judge Graham served as the Chief Marketing & New Business Officer of Ansira

Judge Graham served as the Chief Marketing & New Business Officer of Ansira

Change your future by being resilient, pushing ahead through challenging times

Surround yourself with positive energy (people and things) — this one is so huge for me. I’ve always been picky about who I bring into my circle.”

— Lauren and Rachel Simmons, founders of IND Beverages

GREENWICH, CT, USA, December 27, 2019 /EINPresswire.com/ — Fotis Georgiadis, owner of the blog by his namesake, is a branding and image consultant specialist with a robust background and is a visionary interviewer. With a knack for pulling out a well rounded interview, not only covering cutting edge technologies and corporate directions, but also bringing out the personal side of the interviewee.

In a world where everything is interconnected with near instant effect, resiliency is imperative for survival. Fotis Georgiadis tackles this need head on with some interview, 2 of which are highlighted in this release.

Interviewing Lauren and Rachel Simmons, founders of IND Beverages, Fotis Georgiadis gets some great info on how to be more resilient, while at the same time helping further the branding and image of IND Beverages.

Resilience is like a muscle that can be strengthened. In your opinion, what are 5 steps that someone can take to become more resilient? Please share a story or an example for each.

#1 Be present and aware — it is so hard to be focused but it’s essential in life. We’re all so busy all the time so I am working really hard to make sure that I am really present in situations and not focusing on the past.

#2 Listen & learn — I’ve learned over the years that I don’t know everything. I have a very strong personality, but in this business you have to be willing to hear others out and listen to constructive criticism. My way is not always the right way. I continue to work on listening better to others and not being afraid to ask for help. It takes a village and you need all the help you can get when starting your own business.

#3 Surround yourself with positive energy (people and things) — this one is so huge for me. I’ve always been picky about who I bring into my circle. It amazing how much energy and drama from other people can weigh on your own personality and mood. It’s so important to see the positive and live in the positive. I don’t hold grudges, that kind of negativity will bring you down.

#4 Take Risks — If you don’t try, you’ll never know. Life is too short and we cannot be afraid to take risks and believe in our abilities. My sister and I question if we started this business at the right time or we’re too late but it’s a risk we’re both willing to take. We believe in our brand and believe in each other and there is no other person I would be taking this journey with.

#5 Believe in yourself — none of the other steps work if you don’t first believe in your own strength. Catch the whole interview here.

The same question, posed by Fotis Georgiadis to Judge Graham who served as the Chief Marketing & New Business Officer of Ansira before selling it, further enhances our understanding of resiliency and how it can be applied to produce better and faster results.

Resilience is like a muscle that can be strengthened. In your opinion, what are 5 steps that someone can take to become more resilient? Please share a story or an example for each.

1. You have to have real experience before you can understand resilience. You must have a supportive tribe and surround yourself with encouraging and supportive people. Those who can’t bounce back often don’t have the right people in their lives. It’s all about your environment.
2. You have to believe in yourself first. If you don’t have confidence in yourself to be great, then it is never going to happen. You must be comfortable with yourself, and this is not an ego thing.
3. Have to know your craft, to be resilient at anything. Let’s say you get cut from the dance team or football or business, you have to step back and say why did this happen, and take ownership or your mistakes. You can’t win at the highest level until you understand what went wrong.
4. You can’t overthink things. If you sit there and think about the situation and don’t just go take action, you aren’t going to get out of it; it will overtake you. If you say ‘I need a week to rethink’ when a major deal falls through, everything would compound. You have to think, ‘what is the action I can take right now to fix this.’
5. Have thick skin. You can’t take it personally and always remember ‘haters are going to hate.’ The full interview is available here.

Fotis Georgiadis completes two tasks at once during these interviews by brings knowledge to the masses while enhancing corporate and individual images and brands. Both of these things are key in today's whirlwind business environment.

About Fotis Georgiadis
Fotis Georgiadis is the founder of DigitalDayLab. Fotis Georgiadis is a serial entrepreneur with offices in both Malibu and New York City. He has expertise in marketing, branding and mergers & acquisitions. Fotis Georgiadis is also an accomplished VC who has successfully concluded five exits. Fotis Georgiadis is also a contributor to Authority Magazine, Thrive Global & several others.

Contact and information on how to follow Fotis Georgiadis' latest interviews:
Website: http://www.fotisgeorgiadis.com
Email: fg@fotisgeorgiadis.com
LinkedIn: https://www.linkedin.com/in/fotis-georgiadis-994833103/
Twitter: https://twitter.com/FotisGeorgiadi3 @FotisGeorgiadi3

Fotis Georgiadis
fotisgeorgiadis.com
+1 203-983-1234
email us here
Visit us on social media:
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Source: EIN Presswire

Rong360 Jianpu Technology Inc. (NYSE:JT) Travel Survey: Who Doesn't Love Long Vacation

Rong360 Jianpu Technology Travel Survey-4-1

Rong360 Jianpu Technology Travel Survey4-2

Rong360 Jianpu Technology Travel Survey-4-3

Jianpu Technology (NYSE:JT)

BEIJING, BEIJING, CHINA, December 25, 2019 /EINPresswire.com/ — Rong360 Jianpu Technology Inc. (NYSE:JT) recently conducted an in-depth survey on Chinese tourism consumption behavior by means of a questionnaire survey. The results showed that 56.4% of the respondents had traveled 3-5 times in the past year, and 24% had traveled less than 3 times. However, 19.6% of the respondents made more than 5 trips, of which 2.4% made more than 10 trips in one year.

It can be seen that travel has become an indispensable activity in life for contemporary Chinese citizens.

Rong360 Jianpu Technology Inc. (NYSE:JT) survey showed that most people choose to travel during non-working days when planning their travel activities, especially the long holiday period of around seven days is most popular.

Of the respondents, 97.2% chose to travel during the long holiday, such as "Chinese National Day" and Chinese Spring Festival", while 77.2% chose to travel during the "International Labor Day" , "Tomb-Sweeping Day", and "Mid-Autumn Festival", which have three days for travel.

22.4% chose special holidays such as “Children's Day” and “Women's Day”, among which the married group after 1970s and 1980s accounted for the largest proportion.

In the respondents, 4.8% of the population is not subject to holiday time limit. They choose travel time more free, or choose to travel off peak.

In the travel companion survey, 67.6% of the respondents chose to travel with their family on the most recent travel, then followed by friends (26.8%) and lovers (20%).

Rong360 Jianpu Technology Inc. (NYSE:JT) survey shows that the respondents in the most recent travel, mainly to short-distance peripheral travel and domestic long-distance travel, and choose to travel abroad in the proportion of 14%.

This year, more than 80% of people choose the relatively free way of self-driving and self-help travel, only 15.6% of people choose to go with a group tour.

"After my grandfather passed away, my grandma, who is 70 years old, fell in love with traveling. She always went with her old sisters. The first time she went with a group to Taiwan, I never went. “Mr. Li said.

With the development of the society and economic , the transportation is more and more convenient, people also show a higher liberalization in the travel process, although the prosperous form of group tourism in the past has gradually declined in the mainstream consumer groups. But in order to expand the survival market, in recent years, some special for the elderly to provide travel services tour group gradually popular, changed a new vitality.

In addition, outbound tourists are also important clients of tour groups. Among those who chose to go with a group tour, 43.59% went abroad, only 5.13% less than the 48.72% who traveled long distance in China. Of all the respondents, the majority, about 48.57%, chose to follow the tour group.

"Living at home for a long time and not knowing a lot about what's going on abroad. Choosing to go abroad with a group is not as convenient as going abroad by yourself, and it is safer and more secure to play abroad,” said Ms. Yang, who is traveling to Japan for the Chinese National Day holiday this year.

Among the people who travel abroad, it is the mainstream to choose the form of travel with a group. And in all choose to travel with a group, the main long-distance activities.

Di Wang
Jianpu Technology
+86 10 8262 5755
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Source: EIN Presswire