Business Analytics acts an effective tool to leverage the available data in various forms to take informed decision. Students will be trained on data driven decision making. This course is a full-fledged application based course which covers various applications of Business Analytics using the available social media data. IT provides a platform to the students to apply the knowledge, skills and competences to develop digital marketing strategies.

●        To provide understanding of the digital marketing for marketing success

●        To facilitate the students to manage customer relationships across all digital channels

●        To equip the students with the techniques that are very useful when deploying/using/maintaining a real-world database system

●        To elucidate the students with the use data management tools that are widely spread in the industry

             To offer the students relevant skills to identify the alternative solutions to a particular problem and take a decision based on trade-off.

Introduction to digital measuring tools, Account structure, Tracking code, Dimensions & Metrics, Page views, Events, Main reports, Traffic sources and campaigns, Conversions, Ecommerce, Connecting to additional Google tools: AdWords & Search console, Customer journeys, Attribution modelling

Introduction to digital measuring tools, Account structure, Tracking code, Dimensions & Metrics, Page views, Events, Main reports, Traffic sources and campaigns, Conversions, Ecommerce, Connecting to additional Google tools: AdWords & Search console, Customer journeys, Attribution modelling

Introduction to digital measuring tools, Account structure, Tracking code, Dimensions & Metrics, Page views, Events, Main reports, Traffic sources and campaigns, Conversions, Ecommerce, Connecting to additional Google tools: AdWords & Search console, Customer journeys, Attribution modelling

YouTube Overview, Advantages in YouTube, Build and Optimize your YouTube Account, YouTube Interface, YouTube Settings, how to Upload a Video on YouTube, Things to know about YouTube Creator Studio, Channel Creation on YouTube, how to Increase your Subscriptions? YouTube Reports & Analytics 

YouTube Overview, Advantages in YouTube, Build and Optimize your YouTube Account, YouTube Interface, YouTube Settings, how to Upload a Video on YouTube, Things to know about YouTube Creator Studio, Channel Creation on YouTube, how to Increase your Subscriptions? YouTube Reports & Analytics 

YouTube Overview, Advantages in YouTube, Build and Optimize your YouTube Account, YouTube Interface, YouTube Settings, how to Upload a Video on YouTube, Things to know about YouTube Creator Studio, Channel Creation on YouTube, how to Increase your Subscriptions? YouTube Reports & Analytics 

Setup an Account in Facebook, The Facebook Marketing Strategy, What Makes your Facebook Page Awesome? Orientation to Facebook Brand Pages - Facebook business page setup - Types of Facebook Business pages, Facebook: Post Types and its Dimensions, All You Need to know the Best Time to Post on Facebook, Facebook Audience Insights & Analytics, Facebook Competitor Analysis, Facebook Groups, Facebook Live, Successful Case Studies on Facebook, A Successful Study on How to Make Money Through Facebook

Setup an Account in Facebook, The Facebook Marketing Strategy, What Makes your Facebook Page Awesome? Orientation to Facebook Brand Pages - Facebook business page setup - Types of Facebook Business pages, Facebook: Post Types and its Dimensions, All You Need to know the Best Time to Post on Facebook, Facebook Audience Insights & Analytics, Facebook Competitor Analysis, Facebook Groups, Facebook Live, Successful Case Studies on Facebook, A Successful Study on How to Make Money Through Facebook

Setup an Account in Facebook, The Facebook Marketing Strategy, What Makes your Facebook Page Awesome? Orientation to Facebook Brand Pages - Facebook business page setup - Types of Facebook Business pages, Facebook: Post Types and its Dimensions, All You Need to know the Best Time to Post on Facebook, Facebook Audience Insights & Analytics, Facebook Competitor Analysis, Facebook Groups, Facebook Live, Successful Case Studies on Facebook, A Successful Study on How to Make Money Through Facebook

Big Data Processing & Cloud Computing, Parallel DBMS, Web Databases, Audio & Video Database, Database as a Service

Big Data Processing & Cloud Computing, Parallel DBMS, Web Databases, Audio & Video Database, Database as a Service

Big Data Processing & Cloud Computing, Parallel DBMS, Web Databases, Audio & Video Database, Database as a Service

Big Data Processing & Cloud Computing, Parallel DBMS, Web Databases, Audio & Video Database, Database as a Service

Big Data Processing & Cloud Computing, Parallel DBMS, Web Databases, Audio & Video Database, Database as a Service

Big Data Processing & Cloud Computing, Parallel DBMS, Web Databases, Audio & Video Database, Database as a Service

Introduction to Database Management systems and NoSQL, Architecture, NoSQL Assumptions and the CAP Theorem, Strengths and weaknesses of NoSQL, difference between the SQL and NoSQL databases,  MongoDB, Functionality, Live Examples

Introduction to Database Management systems and NoSQL, Architecture, NoSQL Assumptions and the CAP Theorem, Strengths and weaknesses of NoSQL, difference between the SQL and NoSQL databases,  MongoDB, Functionality, Live Examples

Introduction to Database Management systems and NoSQL, Architecture, NoSQL Assumptions and the CAP Theorem, Strengths and weaknesses of NoSQL, difference between the SQL and NoSQL databases,  MongoDB, Functionality, Live Examples

Live tasks and assignments / Projects on Google Analytics  

Live tasks and assignments / Projects on Facebook Analytics

Live tasks and assignments / Projects on YouTube Analytics

Live tasks and assignments / Projects on Big Data (MangoDB)

Live tasks and assignments / Projects on Google Analytics  

Live tasks and assignments / Projects on Facebook Analytics

Live tasks and assignments / Projects on YouTube Analytics

Live tasks and assignments / Projects on Big Data (MangoDB)

Live tasks and assignments / Projects on Google Analytics  

Live tasks and assignments / Projects on Facebook Analytics

Live tasks and assignments / Projects on YouTube Analytics

Live tasks and assignments / Projects on Big Data (MangoDB)

Course Description: In the era of entrepreneurship, start-up culture has pervaded the socio-economic fabric of our world and it is imperative that budding entrepreneurs are equipped with the right skill sets that will see them achieve their goals. The course will address various practical tools and techniques that will enhance the decision-making process of an entrepreneur.

Course Objectives: 

●      To learn the fundamental skills that would help in the initial stages of an entrepreneur’s journey.

●      To develop the skill sets required to become a successful entrepreneur.

●      To comprehend the necessary procedures to start a company.

●      To widen the horizon of thought and action involved in the growth of an enterprise

• To analyse and overcome the challenges an entrepreneur faces in business

Level of Knowledge: Conceptual and Application

Digital Marketing- To give businesses the digital twist. The workshop will focus on how to go digital for specific industries and great tips and tricks for online content, marketing, and website building. Assessment-W2

Level of Knowledge: Conceptual and Application

Digital Marketing- To give businesses the digital twist. The workshop will focus on how to go digital for specific industries and great tips and tricks for online content, marketing, and website building. Assessment-W2

Level of Knowledge: Conceptual and Application

Digital Marketing- To give businesses the digital twist. The workshop will focus on how to go digital for specific industries and great tips and tricks for online content, marketing, and website building. Assessment-W2

Level of Knowledge: Conceptual and Application

Making Your Business Inclusive- this workshop will focus on the ethics of running a successful business. With Diversity, Inclusion & Belongingness being a key in today's business world

Level of Knowledge: Conceptual and Application

Making Your Business Inclusive- this workshop will focus on the ethics of running a successful business. With Diversity, Inclusion & Belongingness being a key in today's business world

Level of Knowledge: Conceptual and Application

Making Your Business Inclusive- this workshop will focus on the ethics of running a successful business. With Diversity, Inclusion & Belongingness being a key in today's business world

Level of Knowledge: Conceptual and application

How to leverage LinkedIn-Profile to Opportunities. How to create a good LinkedIn Profile; How to look for Job Opportunities & Internships on the Platform

Level of Knowledge: Conceptual and application

How to leverage LinkedIn-Profile to Opportunities. How to create a good LinkedIn Profile; How to look for Job Opportunities & Internships on the Platform

Level of Knowledge: Conceptual and application

How to leverage LinkedIn-Profile to Opportunities. How to create a good LinkedIn Profile; How to look for Job Opportunities & Internships on the Platform

Level of Knowledge: Conceptual and Application

Essence of business decision-making process, cost benefit analysis, introduction to system thinking and mapping the system level impact.

Level of Knowledge: Conceptual and Application

Essence of business decision-making process, cost benefit analysis, introduction to system thinking and mapping the system level impact.

Level of Knowledge: Conceptual and Application

Essence of business decision-making process, cost benefit analysis, introduction to system thinking and mapping the system level impact.

Level of Knowledge: Conceptual and Application

Business risk, mapping to uncertainty, risk mitigation tools and frame works - such as FMEA, trends of business risks, risk management

Level of Knowledge: Conceptual and Application

Business risk, mapping to uncertainty, risk mitigation tools and frame works - such as FMEA, trends of business risks, risk management

Level of Knowledge: Conceptual and Application

Business risk, mapping to uncertainty, risk mitigation tools and frame works - such as FMEA, trends of business risks, risk management

Level of Knowledge: Conceptual

Introduction to design-thinking, application of design thinking in problem identification, customer journey map, offerings

Level of Knowledge: Conceptual

Introduction to design-thinking, application of design thinking in problem identification, customer journey map, offerings

Level of Knowledge: Conceptual

Introduction to design-thinking, application of design thinking in problem identification, customer journey map, offerings

Level of Knowledge: Conceptual and Application

Understanding the Business trends, linking the past and forecasting the future of business and technology, technology enabled platform for future business such as AI, block-chain, big data etc.,

Level of Knowledge: Conceptual and Application

Understanding the Business trends, linking the past and forecasting the future of business and technology, technology enabled platform for future business such as AI, block-chain, big data etc.,

Level of Knowledge: Conceptual and Application

Understanding the Business trends, linking the past and forecasting the future of business and technology, technology enabled platform for future business such as AI, block-chain, big data etc.,

https://www.interaction-design.org/

https://corporatefinanceinstitute.com/

www.firedotfly.com 

www.rgafacilities.com 

www.reapbenefit.com

This course is to provide a comprehensive and systematic account of financial econometric models and their applications to modeling and financial time series data including the return forecasting, volatility. While econometric theory is briefly touched on, most of the emphasis is on applied time series modeling and forecasting. Students at the end of the course will have a working knowledge of financial time series data and gain expertise in the software to conduct the analyses.

Course objectives:

●        To develop simple and multiple regression models and validate the efficiency of the estimated regression models.

●        To forecast financial data using econometric techniques (ARIMA) and measure their effectiveness

• To estimate volatility of Financial time series variables 

Nature and Scope of Econometrics - Introduction to what is econometrics and steps taken by an econometrician in carrying out an empirical study. Different data types – cross section, time series and panel data and problems associated with them. 

Nature and Scope of Econometrics - Introduction to what is econometrics and steps taken by an econometrician in carrying out an empirical study. Different data types – cross section, time series and panel data and problems associated with them. 

Nature and Scope of Econometrics - Introduction to what is econometrics and steps taken by an econometrician in carrying out an empirical study. Different data types – cross section, time series and panel data and problems associated with them. 

Estimation of model by method of ordinary least squares; properties of estimators; goodness of fit; Multiple Linear Regression Model: Estimation of parameters; properties of OLS estimators; goodness of fit - R2 and adjusted R2; Violations of CLRM Assumptions: Consequences, Detection and Remedies - Multicollinearity; heteroscedasticity 

Estimation of model by method of ordinary least squares; properties of estimators; goodness of fit; Multiple Linear Regression Model: Estimation of parameters; properties of OLS estimators; goodness of fit - R2 and adjusted R2; Violations of CLRM Assumptions: Consequences, Detection and Remedies - Multicollinearity; heteroscedasticity 

Estimation of model by method of ordinary least squares; properties of estimators; goodness of fit; Multiple Linear Regression Model: Estimation of parameters; properties of OLS estimators; goodness of fit - R2 and adjusted R2; Violations of CLRM Assumptions: Consequences, Detection and Remedies - Multicollinearity; heteroscedasticity 

Univariate Autoregressive Models - Univariate Moving Average Models - Autoregressive-Moving Average Models. Forecasting Univariate   financial Time Series Models- ARIMA Model- Box-Jenkins approach - Forecasting Evaluation Statistics

Univariate Autoregressive Models - Univariate Moving Average Models - Autoregressive-Moving Average Models. Forecasting Univariate   financial Time Series Models- ARIMA Model- Box-Jenkins approach - Forecasting Evaluation Statistics

Univariate Autoregressive Models - Univariate Moving Average Models - Autoregressive-Moving Average Models. Forecasting Univariate   financial Time Series Models- ARIMA Model- Box-Jenkins approach - Forecasting Evaluation Statistics

Volatility Clustering- Meaning and measurement - Leverage Effects- Econometric models of volatility - Auto Regressive Conditional Heteroscedasticity (ARCH) Model- Generalized Auto Regressive Conditional Heteroscedasticity (GARCH) Model - Extensions to GARCH-Exponential GARCH and Threshold GARCH models.

Volatility Clustering- Meaning and measurement - Leverage Effects- Econometric models of volatility - Auto Regressive Conditional Heteroscedasticity (ARCH) Model- Generalized Auto Regressive Conditional Heteroscedasticity (GARCH) Model - Extensions to GARCH-Exponential GARCH and Threshold GARCH models.

Volatility Clustering- Meaning and measurement - Leverage Effects- Econometric models of volatility - Auto Regressive Conditional Heteroscedasticity (ARCH) Model- Generalized Auto Regressive Conditional Heteroscedasticity (GARCH) Model - Extensions to GARCH-Exponential GARCH and Threshold GARCH models.

 Course Description: 

HR managers are the key to the success of talent acquisition and management for the organization. They are responsible for providing the organization with the proper key performance indicators to show that the organization is in alignment with its mission, values and goals. HR is also responsible for ensuring that supervisors and managers as well as rank and file employees understand the corporate policies and procedures. They have the responsibility to ensure that these processes are applied consistently and correctly. HR has the responsibility to learn the language of business so that they can communicate with the management of the organization in their space rather than that of HR and emerge as a true business partner.

Course Objectives:

•  To extend HR Concepts and theories to real life situations. 
•  To take part in designing and executing various learning activities.
•  To develop written and oral communication skills. 
• To build different perspectives on HR related issues and challenges

Level of Knowledge: Conceptual

Matching brand promise and employer branding, designing appropriate ads with respect to size, content, branding, placement.

Level of Knowledge: Conceptual

Matching brand promise and employer branding, designing appropriate ads with respect to size, content, branding, placement.

Level of Knowledge: Conceptual

Matching brand promise and employer branding, designing appropriate ads with respect to size, content, branding, placement.

Level of Knowledge: Conceptual

Matching brand promise and employer branding, designing appropriate ads with respect to size, content, branding, placement.

Level of Knowledge: Conceptual

Selection of keywords based on JD and JS, Filtering, looking for gaps in CVs, comparison of Cvs, shortlisting of CVs

Level of Knowledge: Conceptual

Selection of keywords based on JD and JS, Filtering, looking for gaps in CVs, comparison of Cvs, shortlisting of CVs

Level of Knowledge: Conceptual

Selection of keywords based on JD and JS, Filtering, looking for gaps in CVs, comparison of Cvs, shortlisting of CVs

Level of Knowledge: Conceptual

Selection of keywords based on JD and JS, Filtering, looking for gaps in CVs, comparison of Cvs, shortlisting of CVs

Level of Knowledge: Conceptual

Designing preliminary interview questions based on the CV given, conducting telephonic preliminary interviews, and evaluation of the candidate based on preliminary interview.

Level of Knowledge: Conceptual

Designing preliminary interview questions based on the CV given, conducting telephonic preliminary interviews, and evaluation of the candidate based on preliminary interview.

Level of Knowledge: Conceptual

Designing preliminary interview questions based on the CV given, conducting telephonic preliminary interviews, and evaluation of the candidate based on preliminary interview.

Level of Knowledge: Conceptual

Designing preliminary interview questions based on the CV given, conducting telephonic preliminary interviews, and evaluation of the candidate based on preliminary interview.

Level of Knowledge: Conceptual

Designing various types of selection tests based on the job requirements provided. 

Level of Knowledge: Conceptual

Designing various types of selection tests based on the job requirements provided. 

Level of Knowledge: Conceptual

Designing various types of selection tests based on the job requirements provided. 

Level of Knowledge: Conceptual

Designing various types of selection tests based on the job requirements provided. 

Level of Knowledge: Conceptual

Design candidate evaluation forms for various positions in various organizations.

Level of Knowledge: Conceptual

Design candidate evaluation forms for various positions in various organizations.

Level of Knowledge: Conceptual

Design candidate evaluation forms for various positions in various organizations.

Level of Knowledge: Conceptual

Design candidate evaluation forms for various positions in various organizations.

Level of Knowledge: Conceptual

Examine various interviewing techniques, designing a structured interview schedule for various positions, interviewing through Skype.

Level of Knowledge: Conceptual

Examine various interviewing techniques, designing a structured interview schedule for various positions, interviewing through Skype.

Level of Knowledge: Conceptual

Examine various interviewing techniques, designing a structured interview schedule for various positions, interviewing through Skype.

Level of Knowledge: Conceptual

Examine various interviewing techniques, designing a structured interview schedule for various positions, interviewing through Skype.

1. http://www.olin.edu/sites/default/files/01_skillsandtech.pdf
2. http://www.yourarticlelibrary.com/recruitment/types-of-job-selection-process-preliminary-interview-and-application-blanks/35285
3. https://adminfinance.umw.edu/hr/employment-opportunities/best-practices/screening-applicants/how-to-evaluate-resumes-and-cvs/
4. https://linkhumans.com/employer-branding-important/

Marketing excellence is a prerequisite for success in any business, from startups to the world’s most established enterprises, yet the art and science of marketing is constantly evolving. Students are required to know the essential principles and practices of marketing in the digital economy.

Course Objectives:

●      To discuss how the digital economy works and develop the critical insights necessary to succeed in e-commerce and digital and social media marketing.

• To estimate related technologies exert a profound influence on how business and social institutions evolve, how they are challenged—and sometimes, even displaced

Introduction to GRAVITY (Geography, Resistance, Adjacency, Vicinity, Isolation, Topography and You), privacy concerns, Fake News detection. 

Introduction to GRAVITY (Geography, Resistance, Adjacency, Vicinity, Isolation, Topography and You), privacy concerns, Fake News detection. 

Introduction to GRAVITY (Geography, Resistance, Adjacency, Vicinity, Isolation, Topography and You), privacy concerns, Fake News detection. 

Introduction to GRAVITY (Geography, Resistance, Adjacency, Vicinity, Isolation, Topography and You), privacy concerns, Fake News detection. 

Frictions and Commerce, Variety and the Digital Economy, Online-Offline Interaction and the Omni Channel World, Reputation and Reviews, Networks

Frictions and Commerce, Variety and the Digital Economy, Online-Offline Interaction and the Omni Channel World, Reputation and Reviews, Networks

Frictions and Commerce, Variety and the Digital Economy, Online-Offline Interaction and the Omni Channel World, Reputation and Reviews, Networks

Frictions and Commerce, Variety and the Digital Economy, Online-Offline Interaction and the Omni Channel World, Reputation and Reviews, Networks

Social media selection techniques, copyright issues in online marketing. 

Social media selection techniques, copyright issues in online marketing. 

Social media selection techniques, copyright issues in online marketing. 

Social media selection techniques, copyright issues in online marketing. 

Content marketing, social media content development, Memes marketing, troll marketing, product placement in social media content 

Content marketing, social media content development, Memes marketing, troll marketing, product placement in social media content 

Content marketing, social media content development, Memes marketing, troll marketing, product placement in social media content 

Content marketing, social media content development, Memes marketing, troll marketing, product placement in social media content 

Networks Effects, Social Advertising and Social Targeting

Networks Effects, Social Advertising and Social Targeting

Networks Effects, Social Advertising and Social Targeting

Networks Effects, Social Advertising and Social Targeting

Viral Product Features and Viral Content, Organic Celebrity, Persuasion, and Sentiment, Online Community and Models of Influence

Viral Product Features and Viral Content, Organic Celebrity, Persuasion, and Sentiment, Online Community and Models of Influence

Viral Product Features and Viral Content, Organic Celebrity, Persuasion, and Sentiment, Online Community and Models of Influence

Viral Product Features and Viral Content, Organic Celebrity, Persuasion, and Sentiment, Online Community and Models of Influence

https://www.forbes.com/sites/koshagada/2016/06/16/what-is-the-digital-economy/#36e0cbaf7628

https://neilpatel.com/what-is-digital-marketing/

https://www.wordstream.com/online-advertising

CIA2- 15 marks 

CIA3- 15 marks

CIA4- 30 marks

Class Participation and Attendance-20

Course Description:

An Organization consists of different departments and processes. Managers at all level must understand how a company’s departments and processes “fit” together to achieve its goal. It focuses on all the functional areas of business and presents a cohesive strategic management model from a strategic perspective. The subject provides an insight on the strategy adopted by the companies in response to environmental change. The course provides a comprehensive and integrated presentation of current strategic management thinking in a clear and succinct format.

Course Objective:

·       To learn the fundamentals of strategic management using the case method.

·       To understand the fundamental principles & interrelationships among business functions such as: R & D, Production, Marketing, Customer Service, finance, human resources and Information Technology

·       To understand the interrelationships of business to individuals, other organizations, government and society.

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

Defining strategy- levels at which strategy operates- approaches to strategic decision making, the strategic management process- Strategic intent: Vision, mission and objectives

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

The organizations environment- External and internal environment, components of external and internal environment- Environment scanning- Organizations responses to the environment, A framework for industry analysis, Michael porter’s analysis- usefulness of Industry analysis- Competitive analysis: Forces shaping competition in an industry- interpreting the Five force models- Strategic group, and competitor analysis- Internal analysis: Resource based strategy- the resource based view, Resources- capabilities and competencies- approaches to internal analysis

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

Corporate level strategy: Introduction- The balanced scorecard- Grand strategies- Growth/Expansion strategy- Diversification Strategy- Stability strategy- Retrenchment strategy- combination strategy, BCG matrix, Global Strategies for corporates– Objective and modes of entry

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

The concept of corporate restructuring- the process of restructuring- mergers and acquisition- takeovers- cooperative strategies- Reasons for strategic alliances- risks and costs of strategic alliances

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Issues in strategy implementation- Activating strategy and resource allocation- strategy-structure relationship- the functional structure- divisionalisation- Functional level strategies:

Operational strategy, financial strategy, marketing strategy and Human resource strategy 

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Corporate governance and strategic management- strategic leadership- corporate culture and strategic management- corporate politics and power- personal values and business ethics

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Importance, barriers- evaluation criteria- strategic control- operational control- evaluation techniques for operational control- characteristics of an effective control system

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

Designing a technology strategy- Technology forecasting and R & D Strategies- Strategies for acquisition and absorption of technology- Social audit

2.     Barney, J.B. &Hesterly, W.S.(2011).Strategic Management & Competitive Advantage: Concepts & Cases(4^th ed.). Prentice Hall.

3.     Dess, G., Eisner, A., Lumpkin, G.T., &Namara, G.M. (2011).Strategic Management: creating competitive advantages (6^thed.).McGraw Hill Education.

4.     Hill, C.W.L., & Jones, G.R. (2012). Strategic Management-An Integrated Approach (10^thed.).South Western: Cengage Learning.

Course Description:

India has a well-developed tax structure with a three-tier federal structure,comprising the Union Government, the State Governments and the Urban/Rural Local Bodies. The power to levy taxes and duties is distributed among the three tiers of Governments, in accordance with the provisions of the Indian Constitution. The study of tax laws is of a great importance for Management students as it exposes students to the tax environment in India. This course is introduced as part of the BBA program to give an overall idea about the theoretical and practical aspects of direct and indirect taxes in India. The content of the course is arranged in such a manner that it gives an outline of the Income tax law and GST Law in an analytical and simple manner.

Course Objectives:

1. To demonstrate the concepts of Direct Taxation, Tax regime, Law and Practice in India.  
2. To outline the basic concepts and Practice of Goods and Service Tax in India.
3. To apply the knowledge in computing Taxable Income.
4. To exhibit tax planning skills to minimize tax liability by adhering to the provisions of legal enactments governing Taxes in India.
5. To explain the Law and Practice of Customs Act  in India

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Legal enactments governing Income Tax in India, An overview of basic Concepts- Assessee, Person, Assessment Year, Previous Year, Agricultural Income, Income, GTI, Total Income, Average Rate Of Tax. Determination of residential status, Kinds of income, incidence of tax.

Tax free incomes. Capital and Revenue Expenditure. Comparison between Tax structure in India and other countries. (Self-study)

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, Treatment of Various Allowances, Perquisites, and their Valuation, Treatment of Provident Fund, profit in Lieu of salary, Deductions from Gross Salary (Practical Problems). Retirement Benefits Computation of taxable salary.

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Chargeability, annual value and its determination, deemed ownership deductions from annual value, Computation of taxable income under the head house property (theory with problems)

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of Business and Profession, Incomes Chargeable under this head

Computation of Taxable Income from business (Sole proprietorship firms) and profession.

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Meaning of important terms, Short term and Long-term capital gain, cost of acquisition of capital assets, Computation of capital gains, exemptions from LTGC only deductions u/s 54, 54B, 54EC and 54F (theory with simple problems)

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Incomes taxable under income from other sources, deductions allowed (applicable only to individuals) Section 80C to 80U, Computation of GTI

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Overview of GST, Dual structure, GST council, Definition of Supply, Levy and Tax and Input tax credit. (Theory with simple problems)

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

Basic concepts, Types of customs duty, Assessable value and computation of total customs duty, Baggage and Courier.

1.      Gaur, V.P. & Narang, B.K. (2024), Income Tax Law and practice. Kalyani Publishers, New Delhi.

1. Singhania,(AY 2022-2023) Income tax law and practice , Taxman publishers, NewDelhi
2. Income tax law and Practice (2020), Dr. Mehrotra and Goyal, Sahitya Bhavan Publications
3. Datey V S (2022-23), GST Laws and Practice with Customs and Foreign Tax Practice, Taxman Publications, New Delhi
4. Singhania,(2022-23) Income tax law and practice , Taxman publishers, NewDelhi
5. Income tax law and Practice (2020), Dr. Mehrotra and Goyal, Sahitya Bhavan  Publications 
6. Datey V S (2022-23), GST Laws and Practice with Customs and Foreign Tax Practice, Taxman Publications, New Delhi.