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Southwest monsoon hits South Andaman Sea, Nicobar Islands days in advance

Southwest monsoon hits South Andaman Sea, Nicobar Islands days in advance

In a huge respite from the blistering heat, the southwest monsoon has arrived six days in advance in the Andaman sea and Nicobar islands. Usually, the southwest monsoon arrives in Andaman and Nicobar Islands by May 20 and in Kerala by June 1, after which it covers the entire country.Dans un répit énorme de la chaleur cloquante, la mousson du sud-ouest est arrivée six jours à l’avance dans la mer d’Andaman et les îles de Nicobar. Habituellement, la mousson du sud-ouest arrive aux îles Andaman et Nicobar d’ici le 20 mai et à Kerala d’ici le 1er juin, après quoi elle couvre l’ensemble du pays.En un respiro enorme del calor abrasador, el monzón del sudoeste ha llegado con seis días de antelación en el maIn a huge respite from the blistering heat, the southwest monsoon has arrived six days in advance in the Andaman sea and Nicobar islands. Usually, the southwest monsoon arrives in Andaman and Nicobar Islands by May 20 and in Kerala by June 1, after which it covers the entire country.Dans un répit énorme de la chaleur cloquante, la mousson du sud-ouest est arrivée six jours à l’avance dans la mer d’Andaman et les îles de Nicobar. Habituellement, la mousson du sud-ouest arrive aux îles Andaman et Nicobar d’ici le 20 mai et à Kerala d’ici le 1er juin, après quoi elle couvre l’ensemble du pays.En un respiro enorme del calor abrasador, el monzón del sudoeste ha llegado con seis días de antelación en el mar de Andaman y las islas de Nicobar. Generalmente, el monzón del sudoeste llega en las islas de Andaman y de Nicobar antes del 20 de mayo y en Kerala antes del 1 de junio, después de que cubre el país entero. ‘Avance en el mar de Andaman y las islas de Nicobar. Habituellement, la mousson du sud-ouest llega aux îles Andaman y Nicobar d’ici le 20 mai et al Kerala d’ici le 1er juin, après quoi elle couvre l’ensemble du pays.
Un departamento de la meteorología de la India (IMD) declaró: «Teniendo en cuenta el fortalecimiento y el aprovechamiento de los respiraderos del sur-oeste, de la nebulosa y de las pretensiones persistentes, En algunas partes del sur-est de la baie de Bengale, de las islas Nicobar, del océano sud de Andaman y de las partes del mar del norte de Andaman el 14 de mayo de 2017. Las condiciones son favorables al avancement de La mousson du sud-ouest en algunas partes del sur-oeste de la baie du Bengale, en algunos otros partidos del sud-est de la baie de Bengale, de las partes restantes del mar de Andaman, de las Islas Andaman y Nicobar y algunas Partidos Du centre-est de la Baie du Bengale au cours des 72 heures à venir. ”
En vista del fortalecimiento y profundización de los vientos del suroeste, nubosidad persistente y precipitaciones, el monzón del suroeste ha avanzado en algunas partes del sureste de la Bahía de Bengala, en las islas Nicobar, en el sur de todo el mar de Andamán y Partes del norte de Andaman el 14 de mayo de 2017. Las condiciones son favorables para el avance del monzón del suroeste en algunas partes del suroeste de la Bahía de Bengala, algunas partes más del sureste de Bahía de Bengala, partes restantes del mar de Andamán, Andaman y Nicobar y algunas partes Del este central de la Bahía de Bengala durante las próximas 72 horas “.
Un département de la météorologie de l’Inde (IMD) a déclaré: «Compte tenu du renforcement et de l’approfondissement des vents du sud-ouest, de la nébulosité et des précipitations persistantes, la mousson du sud-ouest s’est avancée dans certaines parties du sud-est de la baie du Bengale, des îles Nicobar, de l’océan sud d’Andaman et Des parties de la mer du nord d’Andaman le 14 mai 2017. Les conditions sont favorables à l’avancement de la mousson du sud-ouest dans certaines parties du sud-ouest de la baie du Bengale, à quelques autres parties du sud-est de la baie du Bengale, des parties restantes de la mer d’Andaman, des îles Andaman et Nicobar et certaines parties Du centre-est de la Baie du Bengale au cours des 72 heures à venir. ”
An India Meteorological Department (IMD) release said, “In view of the strengthening and deepening of south-westerly winds, persistent cloudiness and rainfall, southwest monsoon has advanced into some parts of southeast Bay of Bengal, Nicobar Islands, entire south Andaman Sea and parts of north Andaman Sea on May 14 2017. Conditions are favorable for further advancement of southwest monsoon into some parts of southwest Bay of Bengal, some more parts of southeast Bay of Bengal, remaining parts of Andaman Sea, Andaman and Nicobar Islands and some parts of east central Bay of Bengal during the next 72 hours.”r de Andaman y las islas de Nicobar. Generalmente, el monzón del sudoeste llega en las islas de Andaman y de Nicobar antes del 20 de mayo y en Kerala antes del 1 de junio, después de que cubre el país entero. ‘Avance en el mar de Andaman y las islas de Nicobar. Habituellement, la mousson du sud-ouest llega aux îles Andaman y Nicobar d’ici le 20 mai et al Kerala d’ici le 1er juin, après quoi elle couvre l’ensemble du pays.

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Colgate-Palmolive India posts Q4 net profit at Rs 142.58 crore

Colgate-Palmolive India posts Q4 net profit at Rs 142.58 crore

NEW DELHI: FMCG major Colgate-Palmolive India today reported a marginal decline in net profit at Rs 142.58 crore for the fourth quarter ended March 31, 2017. The company had posted a net profit of Rs 143.27 crore during the same period last year, Colgate-Palmolive said in a BSE filing. Net sales of the company rose 2.57 per cent to Rs 1,171.77 crore during the quarter under review as against Rs 1,142.36 crore in the January-March quarter of last fiscal.NOUVEAU DELHI: le majeur de FMCG Colgate-Palmolive India a annoncé aujourd’hui une baisse marginale du bénéfice net à Rs 142,58 crore pour le quatrième trimestre terminé le 31 mars 2017. La société avait affiché un bénéfice net de Rs 143,27 crore au couNOUVEAU DELHI: le majeur de FMCG Colgate-Palmolive India a annoncé aujourd’hui une baisse marginale du bénéfice net à Rs 142,58 crore pour le quatrième trimestre terminé le 31 mars 2017. La société avait affiché un bénéfice net de Rs 143,27 crore au cours de la même période l’année dernière, Colgate -Palmolive a déclaré dans un dépôt de l’ESB. Les ventes nettes de la société ont augmenté de 2,57 pour cent à Rs 1,171.77 crore au cours du trimestre sous revue par rapport à Rs 1,142.36 crore au trimestre de janvier à mars dernier.rs de la même période l’année dernière, Colgate -Palmolive a déclaré dans un dépôt de l’ESB. Les ventes nettes de la société ont augmenté de 2,57 pour cent à Rs 1,171.77 crore au cours du trimestre sous revue par rapport à Rs 1,142.36 crore au trimestre de janvier à mars dernier.NEW DELHI: FMCG major Colgate-Palmolive India today reported a marginal decline in net profit at Rs 142.58 crore for the fourth quarter ended March 31, 2017. The company had posted a net profit of Rs 143.27 crore during the same period last year, Colgate-Palmolive said in a BSE filing. Net sales of the company rose 2.57 per cent to Rs 1,171.77 crore during the quarter under review as against Rs 1,142.36 crore in the January-March quarter of last fiscal.NOUVEAU DELHI: le majeur de FMCG Colgate-Palmolive India a annoncé aujourd’hui une baisse marginale du bénéfice net à Rs 142,58 crore pour le quatrième trimestre terminé le 31 mars 2017. La société avait affiché un bénéfice net de Rs 143,27 crore au couNOUVEAU DELHI: le majeur de FMCG Colgate-Palmolive India a annoncé aujourd’hui une baisse marginale du bénéfice net à Rs 142,58 crore pour le quatrième trimestre terminé le 31 mars 2017. La société avait affiché un bénéfice net de Rs 143,27 crore au cours de la même période l’année dernière, Colgate -Palmolive a déclaré dans un dépôt de l’ESB. Les ventes nettes de la société ont augmenté de 2,57 pour cent à Rs 1,171.77 crore au cours du trimestre sous revue par rapport à Rs 1,142.36 crore au trimestre de janvier à mars dernier.rs de la même période l’année dernière, Colgate -Palmolive a déclaré dans un dépôt de l’ESB. Les ventes nettes de la société ont augmenté de 2,57 pour cent à Rs 1,171.77 crore au cours du trimestre sous revue par rapport à Rs 1,142.36 crore au trimestre de janvier à mars dernier.

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What Will beauty services at home in Mumbai Be Like in The Next 50 Years?

What Will beauty services at home in Mumbai Be Like in The Next 50 Years?

As women are busy in their work who are housewife as well as working women .so they are not getting time to go for a parlour for their glowing skin.

 

They don t get time to go for a parlour because it is time consuming. And it takes too much time in taking parlour appointment, travelling and there is so much rush in parlour.so some time we don’t get the appointment.it is simply wasting of time.

 

But now in Mumbai, some beauty parlour are providing beauty service at home and at comfort of your home. Without wasting your time.

They will get the salon at your home.so it is great opportunity for women to get the parlour service at home. the4y can enjoy the salon service at home.

They are providing services like manicure, pedicure, head massage, full body massage, nail art, bridal makeup, hairstyle, haircut, facial, makeover, clean-up, mehndi, bridal makeup, spa etc.

The beauticians carry all beauty products with them glow up India is one of the beauty parlour which is providing salon service at home in Mumbai.it is providing hygienic service.

The beautician of glow up India is well-mannered and polite with customer. They are wearing glow up Apron and glow up IDs. Must give you everything evrylook you want.

And you will be 100% satisfied with their service. The beautician has more than 7 years’ experience. they are providing hygienic service.

keeping our self in tune the new age fad of minting easy to coin catchphrases, we the humble female beautician, living in different metro cities of India

glow up India-they had to politely inability to send the beautician for the beauty service at homes. they therapist reached on time and was politely made to

wait

near4v the entrance of her expensive adobe.

They provide a variety of beauty service with great professionalism and expertise.

They use quality

product to ensure their customer receive best beauty service.

Verified and trusted professional area t your attention to ensure secure and safety at your home.

 

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Pinnacle SMART MOVES

 

 

SMART MOVES

Pinnacle is a section on SMART MOVES in Banking Frontiers. Please contact Saaniya Naik on 77380 88612 (saaniyanaik@glocalinfomart.com) or Wilhelm Singh on 77383 87634 (wsingh@glocalinfomart.com) or phone us on +91-22-29250166 or fax: +91-22-29207563. To apply, please email in your resumes to smartmoves@bankingfrontiers.com

Select Openings

HSBC Bank

Position: Senior Vice President – Audit: 00006NMQ

Place of posting: Mumbai Educational Qualification:

  • A University degree or equivalent qualification.
  • A strong experience in IT Auditing, IT security, software development, business analyst, quality assurance, internal control/ operational risk or IT operations with a minimuqi 10 years’ experience, in at least one of these areas.
  • An in-depth understanding of the application systems architecture and strategic risks.
  • A broad understanding of the financial services industry and associated regulatory environment.
  • Strong technical aptitude, excellent control concept and ability to assess risks.
  • Good written and verbal communication skills, analytical, problem-solving and interpersonal skills.
  • Qualifications such as, CISA, CISSP, CISM, CGEIT, ITIL, ACA or PMP preferred.

Job Code: SVP/A/HSBC/011015 Job DescriptiomGlobal Internal Audit provides independent, objective assurance to management and the risk and audit committees as to whether the framework of risk management, control, and governance processes, as designed and represented by management, is adequate and functioning.

  • The Global IT audit team undertakes IT audits across the Group.
  • IT Audit is responsible for providing independent evaluation of internal controls for all IT operations, applications & projects.
  • This challenging position offers exposure to a wide spectrum of applications, technologies and business knowledge.
  • Provide consultancy services to IT and business management and other Internal Audit teams, covering IT strategy,
    architecture, security, risks and controls.

– Based on audit work, draft value-adding audit findings articulating key issues, risks, root causes and action plans.

HSBC Bank

Position: VP – Client Services, CNC: 00006L6F

Place of posting: Mumbai

Educational Qualification: Qualifications/

Requirements:

  • Postgraduate with 8 to 10 years of experience.
  • Should display HSBC Values of ‘Open’, ‘Dependable’, ‘Connected’ and act with courageous integrity at all times.

Job Code: VP/CS/HSBC/011015

Job Description: Principal Responsibilities

  • To manage client satisfaction and ensure that clients ongoing and upcoming requirements are met
  • Identify and drive initiatives leading to enhancing client experience
  • Provide value-adds to clients on an ongoing basis
  • Ensuring controls & processes are compliant with FIM & local regulations
  • Ensure client SLAs are met
  • Target new business from existing clients through cross-sells, offering new products etc.,
  • Be abreast of constantly changing market regulations, products, competitors etc.,
  • Manage the team of client service managers and will still be required to ensure adequate motivation / job satisfaction levels within the Client Services Team.

NPCI

Position: Vice President – Technology for BBPS

Place of posting: Mumbai

Educational Qualification: B.E./B. Tech./M.

Sc. 12 to 15 years preferably in Technology side of Payments / Banking / Financial service providers

Job Code: VP/BBPS/NP/011015

Experience: Switching, Web technologies, network, Project Management, IT design Lead the development and implementation of BBPS platform (design, testing, planning, and delivery of BBPS) in accordance with the mission and the goals of the SBU.

Responsible for BBPS platform, technology budget and staff, focused on meeting project commitments, including communications with sponsors, stakeholders etc.

Coordinate with technology team and utilise project management toolkits and methodologies used within NPCI-Tech Division.

 

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LIC’s market share drops in 2014-15

 

S.K. Roy, chariman, LIC, explained at CII summit where the report was released: “In 2002, the number of individual agents associated with life insurance was 8.26 lakh which reached a peak of 2.9 million in 2010 and is now 2.19 million. This is not the cause, but effect of low growth.” He added that one has to plan for growth and value creation together at the same time.” Maybe in the past we did not see both together. We grew but maybe some stake holders felt that they did not experience value proposition that they were looking forward to. Perhaps this is one of the reasons that we experienced a slump,” he added.
Global insurers target EMs

Despite With the focus returning to growth and combating low interest rates in matured economies, insurers are seeking to expand their presence in emerging markets, in order to capitalize on better growth dynamics. Many global insurers are targeting acquisition opportunities in the emerging markets (EMs) of Asia, Latin America, and Central and Eastern European region.Despite the modest growth in bond yields, the overall low interest rate environment remains a key concern for the insurance sector, mainly for the life insurance sector due to their guaranteed savings product offerings. To ease the pressure, life insurers continue to de-risk and realign their operations, says the CII- Ernst & Young report. As part of their strategy to come out of this phase, life insurers are adopting several strategies, such as realigning the product mix, minimizing guarantees, selling non-core businesses and focusing on emerging markets. Most life insurers are shifting their product mix away

from spread based products to fee-based products. Several insurers have reduced the emphasis on the spread business, while raising the share of fee-based retirement, pensions and protection business. These product mix shifts are aimed at reducing the exposure to low interest rate risk. In addition, insurers are aggressively revamping their product design, including increasing fees, limiting features, reducing guarantees and rationalizing bonus rates. Several life insurers are restructuring their operations and shedding non-core businesses to reduce their exposure to interest rate sensitive businesses such as
banking and asset management. Insurers are also streamlining their operations to improve efficiency and risk management to drive long-term profitable growth.

 

mehul@bankingfrontiers.com

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IT, digital assets to drive Bharti AXA

Sandeep Ghosh, MD & CEO, Bharti AXA Life Insurance, maintains that the company’s initiatives are focused on providing digitally led solutions at various phases of the customer journey:

Mehul Dani: What are the growth indicators for the company in FY15?

Sandeep Ghosh: Our new business premium for FY15 grew by 26%. The main reasons for this growth are increased footprint of sales staff (agents and advisors), launch of new products (compliant with the new IRDA guidelines for traditional products) and increase in the business from group partner and brokers.

Which new products are offered in Q1, 2015-16? How have you brought in product innovations?

Tor Ql 2015-16, we launched eFuturelnvest, a ULIP available online. We now have a comprehensive product suite to choose from online as well – protection, traditional and ULIP. We have also launched a comprehensive Premium Waiver Rider, which covers not only death but also critical illnesses and total permanent disability. We intend to launch 2 more traditional products and a rider in the next 1-2 months. Going forward, we would launch more products within segments falling in the sub categories as well as in some of the niche segments. Keeping customer centricity as our top priority, naturally leads to product innovation. We aim to provide the right product proposition with range of flexibilities for the customer in terms of features, PPT, PT, premium payment modes and payment options.

How many policies have been issued in rural India in 2014-15? How do you propose to up the volume?

We wrote close to 20,000 under the rural segment in FY 2014-15. We intend to leverage upon the common service center network to increase the policy count under this segment.

 

Sandeep Ghosh

 

What are the marketing, branding and promotional activities planned for 2015-16?

Our brand is predicated on providing a drag and new perspective in life insurance and thereby redefining the category itself. Strategy of proof, the guiding strategy for brand positioning, creates customer­centric solutions that make a real difference in their lives. We will continue to build the brand on this core thought. Our plans also involve strengthening our brand presence on digital media, especially social, by telling compelling and share-worthy stories. Currently, we have established ourselves on Facebook and Linkedln, being the most engaging in the insurance category. In future, we want to create a strong ecosystem for the brand by investing across other platforms including Twitter, YouTube and blogs. We would gradually explore distribution opportunities on social media and take our digital strategy to the next level. We strongly believe that digital is the way to go and we are building capabilities that will
help us transform the way we do business, not just marketing.

How is Bharti AXA Life different frorr other insurers?

Life insurance products involve a lot of I features within the same design and hence I it is difficult to find 2 products with the same features in the industry except protection. We at Bharti AXA Life differentiate ourselves by our focus on customer! centricity and convenience. Digitalization being the key, our initiatives are focused on i providing digitally led solutions at various j phases of the customer journey. We pride ourselves in many industry-first practices. One, Bharti AXA Life provides a dedicated claims handler that will assist the claimant throughout the claims process and update him at each milestone. Two, Bharti AXA Life guarantees the payment of the fund value in 48 hours post claim intimation, else we pay an additional interest of 1% of fund value for every day of delay. To further ease the claims process, we have launched an online claims portal that allows the customer to register a claim anytime, anywhere, ensuring the customer does not have to run from pillar to post to claim what is rightfully his/hers. Also, it has been our constant endeavour to be a source of education for our customers. Practices like pre-sales call to confirm the policy details, is a step further in our efforts to keep the customer’s interest at the heart of all our operations.

What are the changes introduced in information technology in the last one year?

Some of the key initiatives are:

e-application with electronic form filling for all the products, riders and image upload facility: This enables our
agents to log in policy at any hour of the day from any internet-enabled PC or laptop. This saves backend data entry, imaging efforts.

CRM enhancement with single view of customer: This provides our customers with better experience at the call center as call center representatives can now provide better solutions and support to the customers.

Web based claims reporting and tracking: The claims experience has become more transparent with launch of this web module.

Digital tools for distributors:

Mobile financial need analysis and lead management tools for distributors are making selling experience better for both distributors and customers.

Switch: We recently launched a sales tool called Switch, which is pre-loaded on a top-of-the-line Samsung tablet. As a pilot exercise, the Switch-loaded tablets were handed over to selected salespeople, who were re-christened ‘digital advisors’. It enables the digital advisor to do a comprehensive needs-based sale for every prospective customer. It recommends a product or a combination of products, which are best suited to meet the customer’s needs.

What are the plans to use social media for marketing and branding?

We have employed social media primarily for brand building. But, now we are extensively looking at digital as an avenue to drive business.

What are the targets for 2015-16?

We expect to continue with the growth momentum and build on this. We are exploring various means to grow the business, focusing mainly on areas like increasing productivity in agency channel, offering online solutions, etc. We are making sizeable investments in technology and digital assets to drive efficiency on both distribution and customer service front. Productivity improvement, cost efficiency, geographical expansion to increase the reach, strong branding on the back of
various customer service proof-points and social media strategy are expected to fuel the growth in medium to long term.

How do you view raising the limit of FDI for insurance sector to 49%?

When AXA entered India in a joint venture with the Bharti group,

the expectation was to have a greater share (more than 26%) in the company. It is a welcome move by the regulator for both AXA and Bharti. In terms of our commitment, operational matters and services, things will remain exactly the same.

mehul@bankingfrontiers.com

 

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Development MFIs’ disbursements up by 55%

 

Ten largest MFIs in terms of aggregate gross loan portfolio (GLP) account for 75% of the total industry GLP. Further, 16 large MFIs (GLP>15 billion) account for 86% of the portfolio, according to the 13th issue of the MFIN MicroMeter.

The GLP of MFIs is now more evenly distributed across various regions in the country. Share of south is 30%, east 28%, north 22% and west is 20%. The top 5 top states – West Bengal, Tamil Nadu, Karnataka, Maharashtra and Uttar Pradesh – account for 59% of GLP. The states with highest growth in portfolio are Manipur, Himachal Pradesh and Jammu & Kashmir, albeit from a low base. As of 31 March 2015, aggregate GLP of MFIs stood at 1:401.38 billion, growing 61% over FY13- 14 (including oIF-balance sheet portfolio).

The MFIs reach over 30.5 million clients, recording a yoy growth of 29%, with annual disbursement increasing
by 55% over the last fiscal. Average loan outstanding per client, on a pan India basis is 113,160. MFIs have a network of 10,553 branches with 80,097 employees across 32 states and union territories. West Bengal, Tamil Nadu, Karnataka, Maharashtra and Uttar Pradesh are top states in terms of number of branches. MP, Maharashtra, Karnataka, Bihar, Gujarat and TN have the highest concentration of MFIs.

During Q4 FY14-15, MFIs disbursed over 10.75 million loans worth 1190 billion. Compared with Q4 FY13-14, the number of loans disbursed grew by 41% and loan amount disbursed by 63%. During Q4 FY14-15, MFIs received a total of 1116.71 billion in debt funding and recorded a yoy growth of 91%. And 78% of the funding came from banks and rest from other financial institutions.

 

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Leases in BFSI moving up

The latest report from investment management firm Jones Lang LaSalle (JLL) India titled ‘Is Indian real estate heading towards a tectonic shift?’ Reveals that occupier profile has undergone a transition. Details of the report

22 Banking Frontiers October 2015

Some 10,738 new bank branches were opened during 2013-14, compared to 7757 branches in 2012-13 and there were 3,83,804 banking outlets in villages as of end-March 2014, compared to 2,68,454 outlets in villages as of end-March 2013, says the report ‘Is Indian real estate heading towards a tectinic shift” by Jones Lang LaSalle. It says the share of the BFSI sector in leasing volumes has been relatively stable through the last decade and in the past 2-3 years an increase in volume of leases in the sector has been noticed.

Says Ashutosh Limaye, head, Research and REIS, JLL India: “The number of leases in the BFSI sector has doubled from 7% in 2012 to about 14% in 2014. In 1H15, the contribution has been close to 15%. The total area leased by BFSI sector in 2014 was 4,273,873 sq ft. The total area leased by BFSI sector was 3,679,428 sq ft in 2013 and 1,992,112 sq ft in 2012 respectively. Within the BFSI sector, the total area leased by banks in particular was 1,544,367 sq ft in 2014, 2,174,297 sq ft in 2013 and 663,503 sq ft in 2012. The share of banks within BFSI office space occupancy was 36.1% in 2014, 59.1% in 2013 and 33.3% in 2012.”

TOP CITIES

The increase in volume of leases in the BFSI sector has become possible due to rising number of BFSI transactions. According to Limaye, the increase in transactions has been observed in cities such as Bangalore and National Capital Region, where office demand used to be IT/ IteS sector-dominated. Mumbai, being the financial capital, will continue to see increased leasing activity in BFSI, with a major contribution coming from its key commercial district of BKC. Also, tier 2 cities such as Hyderabad and Kolkata are witnessing a good number of transactions in this segment in recent times with the improvement in business environment here, especially in the former.

Sector wise Share of Leased Area,
2005-1H2015

BFSI LEASE

The range of the sizes of such BFSI offices and total areas occupied in different cities differ from city to city. The average size of BFSI leases is in the range of 5000-15,000 sq ft in most of the tier 1 cities. Limaye says while a larger number of smaller transactions are seen in NCR, Bangalore has relatively bigger average sizes, in the range of 20,000-30,000 sq ft. The estimated ratio of buying

price outlook

Rental outlook looks bright for the BFSI spaces offered in key secondary business district markets such as Mumbai, NCR Hyderabad and Pune. Predicts Limaye: “Rents will remain unde: pressure in central business districts’ BFSI spaces for most Indian cities. However, the property prices will continue to grow in this segment because of constrained future supply in BFSI markets.’

mehul@bankingfrontiers.corr

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