Needs - Application Form - Directorate Of Industries And Commerce: Fill & Download for Free

Thank you for your question. You will have to register your corporation in every country where that corporation maintains a presence – unless you plan on doing business in multiple European Union nations. This response will cover rough guidelines of the requirements that your LLC business incorporation application would have to satisfy in each nation. I am assuming that you are only want to start a business in nations or states that have a large number of foreign corporations – if you also want to register a corporation in a state other than Delaware or a nation other than the ones listed below or are doing business in multiple EU nations and want to streamline the registration process, message me for more details.AustraliaYou must file a paper corporate registration application (Form 201) with the Australian Securities and Investment Commission. The application must state the Australian region the corporation will be placed in, the corporation’s name, the company board of directors/officers, company financial statements and reports. In Australia, a company can be registered within one business day and can do business in all six Australian states. It is recommended that these corporations adopt a company constitution setting out rules for corporate governance.CanadaYou can establish a business in one of Canada’s ten provinces, one of its three territories, or under a federal system that allows your company to do business anywhere in Canada (the United States does not allow this last option).ChinaYou must verify your business’ name with the State Administration for Industry and Commerce and obtain a business license from this organization. You may have to receive approval from the Chinese National Development and Reform Commission, the Ministry of Commerce, and other industry regulators. The company will also have to register with the State Administration of Foreign Exchange, open bank accounts with a Chinese financial institution, and register with the country’s customs board. Finally, the company must have a corporate constitution establishing the firm’s name, scope, registered capital, shareholder list, and legal representative, among other things.FranceYour company must register with the French Trade Registry by submitting signed bylaws, bank certificates, documents confirming the company’s address, a company summary and additional documentation which varies based on whether the company manger is a person or corporate entity. The company constitution must contain the company’s name, legal form, registered office, and registered capital amount.GermanyYour company must register with the Commercial Registrar maintained by the local courts. Th application must include a notarized deed of formation, signed articles of association, a shareholder list, and a minimum fee of 682.60 Euros. The firm’s name must include ‘GmbH’ at the end, cannot be misleading, and not be too similar to other company names.JapanYour firm must draft and notarize articles of incorporation, which include the business’ purpose, headquarters, and initial cash reserves. The company application must also appoint the board of directors, register with the Japanese Ministry of Justice’s commercial database, and include a name that has the phrase “kabushiki kaisha” at the end.United Kingdom (England and Wales)Your company must submit a Form IN01, which sets out the company’s name, type, address, constitution, board of directors and secretary, share capital, and shareholder list. The application must also include an association memo, articles of association, and a minimum fee of 12 pounds. The company cannot have been taken by an earlier firm and must end with the word ‘limited’ in England or ‘Cyfyngedig’ in Wales.United States (Delaware)Your firm must file a certificate of incorporation with Delaware’s State Secretary, enter into an LLC agreement, hire an agent authorized to receive legal papers on the business’ behalf, and pay a minimum 89 dollar fee. The LLC’s name must contain the words “limited liability company or ‘LLC’ at the end, cannot be a name that was previously taken by another firm, and must contain one of the following words: "association", "company", "corporation", "club", "foundation", "fund", "incorporated", "institute", "society", "union", "syndicate", or "limited."I hope this helps.Need assistance registering your corporation in multiple countries? LawTrades has international corporate lawyers who can help expand your company around the world. Our legal marketplace offers complimentary consultations ,24/7 customer support, and a satisfaction guarantee. Feel free to message me with any questions!

Mr. Avinash P. GandhiMr. Avinash P. Gandhi received his Bachelor's Degree in Mechanical Engineering from Birla Institute of Technology, Mesra and he has completed Senior Management programmes at Indian Institute of Management and Administration Staff College of India.Mr. Gandhi served as a Special Advisor to Asia Automotive Acquisition Corp. since June 20, 2005. From 1998 to 2002, Shri. Gandhi had been the President of Hyundai Motors India and from September 1994 to June 1997, he served as the Chief Executive Officer of Bhartia Cutler Hammer (now a part of Eaton Corporation). From June 1997 to June 1998, Mr. Gandhi was Group Chief Executive of a Conglomerate of seven companies having tie-ups with leading global electrical products manufacturers.Mr. Avinash P. Gandhi has rich years of experience in engineering and various managerial positions. He held top leadership positions in prestigious organizations for nearly two decades in a professional career spanning forty years. From 1969 to 1994, he served in a number of positions with Tata Motors and Escorts Limited including that of Director on Board of Escorts Claas, a start up joint venture project with the largest Indian self propelled combine harvester company.Mr. Gandhi’s other positions of eminence include:The Chairman of the Board of Directors of Fag Bearings India Ltd.Independent & Non-Executive Director of Havells India Ltd.Director of Uniproducts (India) Ltd.Member of Advisory Board of NuVeda Learning Pvt. Ltd.His other Directorship’s include Independent Lumax Industries Ltd., Fairfield Atlas Ltd., Panalfa Automotive Pvt. Ltd., Continental Engines Ltd., Mahavir Aluminium Limited, Minda HUF Ltd., Indo Alusys Ltd., Avinar Consulting Pvt. Ltd., Avinar Service Pvt. Ltd. and Pan Alfa Auto Ektrie Pvt. Ltd.Mr. S. N. AgarwalMr. S.N. Agarwal, a graduate engineer from Birla Institute of Technology, Mesra and an alumnus of Harvard Business School (AMP- 1985) is the Chairman of the BHORUKA Group.He has been a Senior Executive Committee Member of Federation of Indian Chambers of Commerce & Industry, (FICCI) since 1985. He has been the Chairman of various National Committees of FICCI on Power, Non-conventional energy, Logistics etc. He is the President of Karnataka State Council of FICCI-New Delhi and he is also the Vice President of SAARC Chamber of Commerce & Industry representing India.Mr. S N Agarwal’s other positions include Member, Governing Board - Indian Institute of Management (Bangalore), Chairman of the Committee on Finance and Campus Development of Indian Institute of Management Bangalore (IIM-B), Member - World Presidents Organization. He was also the Past President of All India Organization of Employers, (AIOE).Dr. Ganesh NatarajanDr. Ganesh Natarajan is Deputy Chairman and Managing Director of Zensar Technologies Limited, a Global firm that transforms Technology and Processes for Fortune 500 companies. Dr. Natarajan has been one of the most successful professionals in the Indian Information Technology Industry, having earlier been part of two major success stories in IT Training and Consulting, NIIT and APTECH. During his ten-year stint as CEO of Aptech he grew the company’s revenues fifty times and listed it on the Indian and London Stock Exchanges.A Gold Medallist in Mechanical Engineering from Birla Institute of Technology, Mesra he has completed his PhD in Knowledge Management at IIT Bombay. He is the author of three McGraw Hill Books on Business Process Reengineering and Knowledge Management and has also authored a book titled “Winds of Change”. He is a regular columnist for India’s premier Business and IT magazines.Dr. Ganesh Natarajan was named “CEO of the Year” by the Asia Pacific HR Conference in 1999 and received the Wisitex Foundation’s CEO of the Decade – Knowledge Award from India’s Minister for Information Technology in 2000. In July 2005, he received the Asia HRD Congress Award for Contributions to the Organisation through HR. He was one of nineteen finalists at the Ernst & Young Entrepreneurs of the Year Award 2005 where he was recognized for his exemplary leadership skills and business acumen.Dr. Natarajan chairs the Outsourcing Forum of the Confederation of Indian Industries in Western India and is also a member of the Executive Council of NASSCOM, India’s premier IT and BPO Association. He has been elected Chairman of the NASSCOM Innovation Forum for 2005-07.Mr. Deven SharmaMr. Deven Sharma holds a bachelor's degree from the Birla Institute of Technology, Mesra, having graduated in Mechanical Engineering in the year 1977. He holds a Master's degree from the University of Wisconsin and a doctoral degree in Business Management from Ohio State University.Deven Sharma was named president of Standard & Poor's in August 2007. Standard & Poor's, a division of The McGraw-Hill Companies, is the world's foremost provider of financial market intelligence, including independent credit ratings, indices, risk evaluation, investment research and data. With approximately 8,500 employees, including wholly owned affiliates located in 21 countries, Standard & Poor's is an essential part of the world's financial infrastructure and has played a leading role for more than 140 years in providing investors with the independent benchmarks they need to feel more confident about their investment and financial decisions.Prior to being named president, Mr. Deven Sharma served as Executive Vice President, Standard & Poor’s, where he was responsible for Investment Services and Global Sales. The businesses include Investment Data & Information, Research and Portfolio services. Prior to this, he spent five years as Executive Vice President, Global Strategy for The McGraw-Hill Companies, where he led the expansion into digital markets, geographies and new growth areas, as well as acquisitions. He also oversaw McGraw-Hill Ventures.Mr. Sharma joined The McGraw-Hill Companies in January 2002 from Booz Allen Hamilton, a global management consulting company, where he was a partner. During his 14 years with that firm, he provided guidance to client companies on business strategy and globalization, as well as on branding and sales management. Much of his experience includes work with global corporations in U.S., Latin America, Europe and parts of Asia. Prior to Booz Allen, he worked with manufacturing companies, Dresser Industries and Anderson Strathclyde.Mr. Sharma has authored several publications on competitive strategy, customer solutions, sales and marketing. He is a Board member of CRISIL, The US-China Business Council and Asia Society Business Council.Mr. Gurdeep Singh PallMr. Gurdeep Singh Pall is the corporate vice president for the Office Communications Group at Microsoft Corp. and part of the Microsoft Business Division's senior leadership team. He is responsible for vision, product strategy and business development, and R&D for Microsoft's Unified Communications offerings, including Microsoft Office Communications Server, Microsoft Office Communicator, Microsoft Office Live Meeting service and Microsoft Office Communications Online.Mr. Pall joined Microsoft in January 1990 as a software design engineer. He has worked on many breakthrough products in his tenure, starting with LAN Manager Remote Access Service. He was part of the Windows NT development team, working on the first version of Windows NT 3.1 in 1993 as a software design engineer, all the way through Windows XP in 2001 as general manager of Windows Networking. During his work on Windows, he led design and implementation of core networking technologies such as PPP, TCP/IP, UPnP, VPNs, routing and Wi-Fi, and parts of the operating system. He co-authored the first VPN protocol in the industry – Point-to-Point Tunnelling Protocol (PPTP) – which received the prestigious Innovation of the Year award from PC Magazine in 1996. He also authored several documents and standards in the networking area in the Internet Engineering Task Force (IETF) standards body in the mid-1990s. Mr. Pall was appointed general manager of Windows Real-Time Communications efforts in January 2002 and helped develop a broad RTC strategy that led to the formation of the Real Time Collaboration division and acquisition of PlaceWare Inc. (now called Microsoft Office Live Meeting). Since then, Pall has led acquisitions of Page on media-streams.com AG and Parlano and key industry partnerships. Microsoft's Unified Communications efforts have received many technical and design industry awards. He was named one of the 15 Innovators & Influencers Who Will Make A Difference in 2008 by Information Week. Mr. Gurdeep Singh Pall recently co-authored "Institutional Memory Goes Digital," which was published by Harvard Business Review as part of "Breakthrough Ideas for 2009" and was presented at the World Economic Forum 2009 in Davos, Switzerland.Mr. Pall has more than 20 patents (in process or approved) in networking, VoIP and collaboration areas. He holds a master's degree in computer science from the University of Oregon and a graduate degree in computer engineering from Birla Institute of Technology, Mesra, Ranchi in India.Mr. Sanjay NayakMr. Sanjay Nayak is the Co-founder & Chief Executive Officer of Tejas Networks, a leading optical networking product company from India. Mr. Nayak is a technologist with over 18 years of industry experience in India as well as the USA. Prior to founding Tejas, he held senior management position in globally leading Electronic Design Automation companies such as Synopsys (where he was the Managing Director of Synopsys-India) and earlier at Cadence Design Systems. Mr. Nayak holds an M.S. in Electrical and Computer Engineering from North Carolina State University, Raleigh and B.E in Electronics and Communication Engineering from Birla Institute of Technology, Mesra.Mr. Sukant SrivastavaSukant Srivastava is Managing Director and Country Manager for Convergys Corporation’s Customer Care business in India. He is responsible for overseeing the operations of Convergys’ eight contact centres and 11,000+ Customer Care employees in India, directing relationships with National Government officials and representing Convergys in key industry forums and associations. Additionally, he focuses on driving Convergys’ Relationship Management brand position in India, enabling talent acquisition and continued leadership in the rapidly growing business process outsourcing market. Mr. Srivastava reports to Clint Streit, president of Customer Care, and is located in Gurgaon, India. Prior to joining Convergys, Mr. Srivastava served in a variety of global leadership roles with Keane, Inc. His most recent assignment was as managing director for Keane’s Indian operations. In this position he served as a transformation agent for enterprise-wide change initiatives, including a shift to a globally integrated business model. Previously, he was vice president of Global Services Integration for Keane.Mr. Srivastava holds a Bachelor’s degree in Electrical Engineering from the Birla Institute of Technology in Ranchi, India and a Master’s degree in Business Administration from the University of North Florida.Dr. Shree K. NayarDr. Shree K. Nayar did BE in electrical Engineering from Birla Institute of Technology, Ranchi, India in the year 1984. He received his PhD degree in Electrical and Computer Engineering from the Robotics Institute at Carnegie Mellon University in 1990. He is currently the T. C. Chang Professor of Computer Science at Columbia University. He co-directs the Columbia Vision and Graphics Center. He heads the Columbia Computer Vision Laboratory (CAVE), which is dedicated to the development of advanced computer vision systems. His research is focused on three areas; the creation of novel cameras, the design of physics based models for vision, and the development of algorithms for scene understanding. His work is motivated by applications in the fields of digital imaging, computer graphics, and robotics.Dr. Shree K. Nayar has received best paper awards at ICCV 1990, ICPR 1994, CVPR 1994, ICCV 1995, CVPR 2000 and CVPR 2004. He is the recipient of the David Marr Prize (1990 and 1995), the David and Lucile Packard Fellowship (1992), the National Young Investigator Award (1993), the NTT Distinguished Scientific Achievement Award (1994), the Keck Foundation Award for Excellence in Teaching (1995) and the Columbia Great Teacher Award (2006). In February 2008, he was elected to the National Academy of Engineering.Dr. Arup Roy ChoudhuryDr. Arup Roy Choudhury is a firm believer in achieving team-excellence through transformational shift to proactive, positive and personalized approach. Having experience in private and public sector organizations, Dr. Arup Roy Choudhury has an illustrious career of about 35 years during which he has been holding the position of CEO for over thirteen years. An engineering graduate from BIT-Mesra, he completed his post graduation and doctorate from IIT-Delhi and fol lows the motto “Sankalpa Shuddha Hi Siddha” i.e. if your intentions are pure, you are bound to succeed.Becoming the youngest CEO of a CPSE at the age of 44 years, he scripted a stunning turnaround story as CMD when he transformed NBCC, which was a sick company with negative net-worth and salary backlog in 2001, into a blue-chip enterprise having 'Schedule A’ and ‘Mini Ratna’ status bestowed upon it by the Government of India. The transformational turnaround of the Company brought about by him enabled NBCC’s turnover grow about 10 times and net-worth over 500 times during his tenure of nine-and-a-half years at the helm (Annexure-I). He pulled NBCC out of the abyss and catapulted it into the distinguished league of ‘Top Ten CPSEs’. Under him, NBCC broadened its business horizons and paid its maiden dividend to the Govt. of India for the year 2006-07, after 45 years of its incorporation.Dr. Choudhury now heads NTPC Limited, the 10th largest power producer in the world and ranked as #1 Indepedent Power Producer by Platts (part of the prestigious McGraw Hill Group). NTPC is acknowledged as the best company in the world for capacity utilization. NTPC is also one of the seven largest Central Public Sector Undertakings of India, designated as a ‘Maharatna’.Since taking over as CMD-NTPC in September, 2010, Dr. Choudhary has been positioning the enterprise on course to become the largest and best power producer in the world.In a period of three and a half years of Dr. Choudhury’s leadership, NTPC has already added about 10,800 MW, which is over one fourth of its total installed capacity of over 43,019 MW built in over 38 years. NTPC’s turnover is around Rupees 68,800 crore (about USD 12.5 Billion). NTPC's financial performance in 2012-13 has been exceptionally strong with a Profit After Tax (PAT) of about Rs. 12,600 crore (about USD 2.3 billion), an increase of about 37% over the previous year's PAT.Dr. Choudhury steered the process of ‘Offer for Sale’ for disinvestment of 9.5% stakes of the Government of India in NTPC, garnering over USD 2 billion (About Rs. 11,500 Cr). This was oversubscribed by 1.7 times with 45% coming from foreign investors. NTPC's issue for Tax Free Bond of Rs. 1,000 crore in December, 2013 received overwhelming response from the investors with oversubscription of 3.37 times.Dr. Choudhury, as Chairman of Standing Conference of Public Enterprises (SCOPE) - the apex forum of over 200 Central Public Sector Enterprises (CPSEs) in India - for two consecutive terms of two years each (From April 2009 to March 2013) effectively led policy advocacy for greater empowerment of these enterprises. He led a team of select CEOs to the Prime Minister and still remains the flag-bearer of Central PSUs.Dr. Choudhury figures at # 40 among 'India Inc's 100 Most Powerful CEOs 2013' in the list released by The Economic Times.Dr. Choudhury has received several national and international awards, including the Award for ‘The Best Organizational Turnaround’ from Hon. President of India in 2006, ‘Top Ten PSU and Turnaround Award’ from Hon. Prime Minister of India in 2007 and ‘Best Individual Leader of a Public Sector Enterprise’ from Hon. Prime Minister of India in 2010.Dr. Choudhury has captured his rich experiences and insights into a very well received book titled – 'Management by Idiots'.Mr. Anjan LahiriMr. Anjan Lahiri serves as President and CEO of MindTree’s IT Services business and is stationed in Bangalore. In this role he is responsible for all aspects of MindTree’s IT Services business around the world.Prior to relocating to Bangalore in 2008, Anjan spent five years in London setting up and then growing MindTree’s European Operations. In 1999 when he joined MindTree as a part of the founding team, he helped set up MindTree’s New Jersey office and then led MindTree’s US West Coast Operations from San Jose, California from 2000 to 2003 before relocating to London.Prior to MindTree, Anjan was a Director with Cambridge Technology Partners. He was part of the initial group, which started Cambridge’s internet services consulting practice. Anjan started his professional career with Wipro Infotech in 1987. By 1991 when he left to pursue higher studies in the US, he was a Territory Manager in Wipro’s Kolkata office.Anjan Lahiri received a BE in electronics engineering from the Birla Institute of Technology, Mesra, Ranchi.Mr. Pawan Bhageria1983 Mechanical Engineering-Gold Medalist and MBA from XLRI, Jamshedpur His 26 years of experience in Automotive / IT Industry includes Manufacturing, New Plant Commissioning Projects & all aspects of Information Technology with special focus on automotive & manufacturing industry. He has held leadership positions in large corporations of repute in India and abroad in Global cross-cultural business and technical environment.Key areas of work :Business aligned IT strategic planning and its execution,Process re-engineering & Efficiency Modeling .ERP (SAP/Oracle/Others) Global Implementation.IT Operations Managemen.IT Audits & ComplianceLarge Contract Negotiations & Vendor ManagementOrganization Change ManagementHe was Head of IT for Tata Motors & Strategic Account Manager at Tata Technologies before joining General Motors in 2006. Currently part of GM International Operations as IT Director.Mr. Himanshu KapaniaMr. Himanshu Kapania has been the Managing Director of Idea Cellular Limited since April 1, 2011. Mr. Kapania served as Deputy Managing Director at Idea Cellular Limited until April 1, 2011. He served as the Chief Operating Officer - Corporate and Director of Operations for Idea Cellular Limited.Mr. Kapania joined Idea in September 2006 with over 21 years of industry experience. He worked with Reliance Infocomm as their Chief Executive Officer for Northern Operations covering Punjab, Haryana and HP as for three years, with IDEA Cellular Ltd., as Chief Operating Officer for over six years, with Network Ltd., as Dy. General Manager - Marketing for three and a half years, with Shriram Honda as Manager Marketing for over three years and with DCM Toyota as Sr. Executive for five years. Mr. Kapania serves as a Director of Idea Cellular Limited. He is a BE in Electrical & Electronics from Birla Institute of Technology, Ranchi and a postgraduate from the Indian Institute of Management, BangaloreM. M. Singh (Batch of 1974)M M Singh is the Chief Operating Officer, Maruti Suzuki India LimitedHe leads Production vertical at Maruti Suzuki India Limited. He is responsible for rolling out 1.2 million cars from Maruti stable every year with assets under control (AUC) of USD 5 billion (Rs 30,000 crores). All manufacturing facilities at Gurgaon, Manesar , Gujarat reports to him. He leads a team of 20,000 people at 10 plants consisting of more than 150 departments.His leadership led to production of high Quality cars which were exported to EU, Latin America and Middle East, and Topping CSI and APEAL ratings in India. Every year Maruti exports about 120,000 cars made in India. During his leadership an Indian manufactured car became World’s largest selling auto brand, Alto, beating models like Polo and Accord.He is Chairman of SIAM ( Society of Automobile Engineers) Logistics, Co-chairman of FICCI Manufacturing National Committee and Chairman of CII North manufacturing committee.He has received inspired manufacturing fraternity with his patented thought process called “Production Managament System” which has set revolution in manufacturing sphere by combining Japanese practices with Indian wisdom and capturing the passion of western management.M M Singh is from the BIT BE (ECE) Batch of 1974Sudhir Mohan TrehanSudhir Mohan Trehan is Executive Chairman of Avantha Power & Infrastructure Limited and Vice Chairman of Crompton Greaves Limited.A gold medallist in mechanical engineering, he graduated from Birla Institute of Technology, Ranchi. He received his Master’s degree in operational research from State University of New York at Stony-Brook, U.S.A., and successfully completed the Advanced Management Program (AMP) from Harvard Business School, Boston, U.S.A.He joined Crompton Greaves Limited in 1972 and, over the years, has held several positions of responsibility. He was appointed Managing Director of the company in 2000 and, on his retirement in June 2011, was named Vice Chairman. He is a member of the Avantha Management Board, which formulates strategy at the Group level. He is also Chairman of the Board of Governors at Thapar University.Sudhir is a highly respected and widely recognised business leader. He was named “Outstanding Chief Executive” for 2000-2001 by the Indian Institution of Industrial Engineering. In recognition of his contribution to the Indian industry in general and the management movement in particular, the Bombay Management Association (BMA) unanimously conferred upon him the “Management Man of the Year Award” for 2005-2006. He was named Business Standard CEO of the Year for 2008-09.Sudhir has worked in various capacities with industry bodies, including BMA, Confederation of Indian Industry (CII), Indian Electrical and Electronics Manufacturers Association (IEEMA) and Nashik Industries & Manufacturers’ Association (NIMA). He was Chairman of CII’s Western Region.His interests include golf, cricket and reading.Mr. R. K. Gupta (Batch of 1965)Founder & Chairman, Laxmi Publications Group & President Emeritus BITOSA DelhiMr. Gupta is founder of Laxmi Publications Group. He has over 35 years of publishing experience. A wellknown figure in the Indian Publishing Industry, he was Ex-President, Federation of Educational Publishers in India. Apart from a distinguished personality in publishing industry, Mr. Gupta has actively taken part in promoting sports in India. He has head many international delegations. He was Secretary, Winter Games Federation of India, President, Ice Skating Association of India, Secretary, Winter Games Federation of India, Member, and Indian Olympic Association. He did Mechanical engineering from BIT Mesra.Mr. Pramod Taparia (Batch of 1966 )Founder & Chairman, Wintech TapariaMr.Pramod Taparia (popular as PT) is an entrepreneur, facilitating the food processing industry, by doing required pioneering work in India. At an age of 35 years, in 1985, PT got an award from the Vice President Shri Ramaswamy Venkataraman of India for being a "Self made Industrialist", at Delhi. Collaborating with the Swedish, in 1986, he founded a company offering international Technology & Equipments at an affordable price in India. This company, together his Scandinavian partners, pioneered Potatoes, Vegetables and Seafood processing & packaging in India. In addition to a formal degree in engineering, he went in the year 1993, for an Advance Management Program of few weeks, to a well known institute in Stockholm, Sweden.Mr. Niraj Sharan (Batch of 1976)Founder, Chairman & CEO Aura Inc.Mr. Niraj Sharan is the Founder-Chairman and CEO of Aura Inc., since 1989, a leading Global enterprise catering to the global ENERGY sector through Engineering, Manufacturing & System Integration. He is also Founder & Co-Chairman, Aurys s.r.l, Italy, a leading Technology Consulting and full service Engineering Company in Oil & Gas sector. He sits on advisory Board of several For Profit and Non-Profit companies out of USA, India & EUin Technology, Health Care and Clean Energy verticals. He is “Member, Technical Expert Committee - Government of India,under Department of Science & Technology since June 2009.”, “Special Invitee” to the US Endowment Board on US – India Joint Commission on Science and Technology formed under agreement of President Obama and Prime Minister Manmohan Singh.Mr. Sunil Jain (Batch of 1977)Chief Operating Officer & Head-Wind, Green InfraSunil is the COO of Green Infra. He has over 27 years of experience in the engineering industry, particularly in the auto and infrastructure sectors. He has extensive experience in business development, both in the domestic and international markets, and in handling commercial negotiations with customers and vendors alike. Mr. Sunil is also the President, Northern Region Council and Member National Council of Indian Wind Power Association. Sunil is a Mechanical Engineer from BIT Mesra and holds an MBA from Faculty of Management Studies, Delhi University.Mr. Rajiv Nag (Batch of 1971)Founder and Chairman, CyberQ Consulting & Senior Advisor at KPMGSenior Advisor of KPMG ,The founder and Chairman of CyberQ Consulting Pvt. Ltd., Dr. Rajiv Nag is amongst the world's top-notch consultants in the areas of Process consulting who has helped organizations put their processes in place. With over 25 years of experience around the world in the areas of Software Project Management, Quality Assurance and System Testing, Development of Software Integrated Management Systems, Functional and System Integration, Application Systems Development, System design, Strategic management consultancy, Development of Quality Management Methodology and Information Security initiatives.Shri T. Venkatesh, I.A.S. (Batch of 1979)Chief Vigilance Officer (CVO) & Board Member, NTPCShri Venkatesh is an Indian Administrative Service officer of 1988 batch of U.P. Cadre. Prior to his assignment as Jt. Secy. (DOPT) in the Ministry of Personnel & Public Grievances & Pension, he held various administrative posts including DM (Bareilly), Commissioner (Gorakhpur) and Secretary (PWD) in the state of Uttar Pradesh. He is looking after the work of CVO and also on Board of Directors of NTPC since October, 2009. He has done Mechanical engineering from BIT Mesra and is post graduate in same.Mr. Ashutosh Pande (Batch of 1983)Managing Director (India) and Global Vice President & GM ISBU at CSR Technology (India)Mr. Ashutosh specializes in market creation for new technology and products. Strategist, visionary and sharp thinker, he is currently Member Governing Council at Association of Geospatial Industries and also heads an incubation unit within the company where they are exploring avenues that will allow CSR to diversify beyond chipsets into services. He holds MS in Electrical Engineering from University of Alberta, USA and B.E. in Electronics & communication from BIT Mesra.Mr. Nirankar SaxenaDirector, Federation of Indian Chambers of Commerce and Industry (FICCI)Mr. Saxena heads the Business Information Services Network Division (BISNET) at FICCI and manages multiple project portfolios. His responsibilities include networking with leading senior Government officials,industrialists‟ and the diplomatic corps in India as well as the visiting foreign dignitaries. Prior to joining FICCI, he was Chief Executive Officer of Osprey Software Technology (P) Ltd and Director of Team Computers (P) Ltd. He holds a Page on b.e.in ComputerSciences from BIT Mesra.Mr. Ajay Pathak (Batch of 1977)Joint Secretary, Ministry of Road & Surface Transport, GOIFormer Joint Secretary at Ministry of Finance, he is now Jt. Secretary at Ministry of Road and Surface Transport. He has done his Civil Engineering from BIT Mesra.Mr. Jagdish Mitra (Batch of 1988)Chief Executive Officer of CanvasMAt CanvasM, he leads a team of over 600 associates that are focused on providing solutions that enable customers and enterprises take advantage of the mobile ecosystem. With over 20 years of experience in the areas of business development and marketing in the global information services market. Under his leadership, CanvasM has been awarded the “Best Start-Up Company” at the Mobile Content Awards 2008 held in London.Mr. Atul Kansal (Batch of 1984)Founder and Managing Director, INDUS EnviroMr. Kansal is Founder and Managing Director of INDUS Enviro and is responsible for its activities in India and the neighboring countries. He has more than 18 years of diversified consulting experience in Environmental Health & Safety (EH&S) Management particularly in EH&S Compliance and Due-Diligence Auditing. Over last 18 years, he has worked on more than 350 environmental projects in a variety of sectors. He has done his Civil engineering from BIT Mesra and Masters from IIT Roorkee.Mr. Annup Damani (Batch of 1979)Managing Director at Alloy CastMr. Damani is Managing Director at Alloy Cast (P) Ltd. Today, under his leadership, the company now boast of a capacity of over 3, 50,000 to 4, 00,000 castings per month. It has factories to cater diversified range of products and services encompassing industries like automotive, hardware, plumbing and heating controls.Mr. Abhishek Sinha (Batch of 1995)Co-founder & CEO of Eko India Financial Services Private LimitedEko democratises access to formal financial services using mobile phones as a financial identity for people at the bottom of the pyramid. Eko stands out for simplicity of user experience while still ensuring secure transactions.Eko has partnered with 1,500 retail stores bringing banking services at the next-door grocer for close to 1 million customers. Eko processes over $ 1 million every day and has processed close to half a billion dollars in transactions so far! Eko listed amongst top 10 most innovative companies in India by Fast Company | Business + Innovation!SOURCE:- www.bitmesra.ac.in

Quick background: Grew an Ecommerce Site by 500%, Regularly deal with 150,000+ email lists, fan pages in tens of thousands . . .First, let's get something very important out of the way:1) PR is not the job of a Director of Marketing.2) You want to make *really* sure that the person you are hiring has previous Internet marketing experience with multiple forms of Internet marketing3) You want to make *really* sure that the person you are hiring is not someone whose primary experience is with PR (that's great for a PR position, not for marketing).Second to the above:Be careful with what you define as partnerships.The Internet can sometimes blur the distinction between biz dev (partnerships) and normal marketing (e.g. affiliate marketing).A perfect example is GoTo Meeting which grew substantially early on by striking relatively high reward performance based ad deals for excess inventory on ad networks and big content sites. The leg work involved in doing this is closer to biz-dev work than marketing. The marketing comes in once you get the agreement in place and you are running the ads, measuring conversion, etc.A lot of people that are very good at driving lots of revenue from email, Facebook, banner ads, affiliate programs, etc don't have experience actually cutting deals. They learn to work with what they have (within affiliate programs or within the feature set offered by Facebook). That's not the same skill as creating partnerships.So, with respect to partnerships: when it is something like the GoTo example, or for something more modern, say a Facebook Fan Page trade that is carried over into some email follow ups -- that's all stuff a good Director of Marketing needs to be able to (a) Execute, (b) Train someone else to do as you scale up efforts, and (c) Manage the person they just trained.For a consumer web startup that is mostly or only doing Internet marketing you should have the biz-dev guy deal with any partnerships more complicated than the above. Biz-dev will have to interact with the Director of Marketing, so you need to hire someone that can do that. The DoIM is going to have ideas about partnerships that bizdev should followup on. These ideas need to always be high-value, high leverage deals. The job of bizdev is to mediate these ideas and go after the best ones. That's great if bizdev is a person other than the DoIM. If it is not then you need a DoIM that understands deal structure and has the ability to navigate another company's internal structure to make various things happen.Now that we have those things covered, let's look at metrics:The biggest piece of advice I can give you is that you mentioned that Internet marketing is more art than science and I think you need to do a 180 on your thinking.The Internet is a digital form of direct marketing. All the talk about conversions and all the analysis behind it comes from direct marketing. Due to the fluid nature of the technology you can measure infinitely more (yes, literally), than you can with traditional direct marketing. And you get your results in real-time.You should have a vision of the Director of Marketing being a stock trader with 12 LCD screens full of data. In fact, you should set these 12 screens up at your office and show them to prospective candidates. Hire someone who is drawn to the data. Anyone that asks what you'd do with 12 screens should be shown the door.The metaphor is intended to further convey that Internet marketing is probably the most quantifiable business activity. It's probably more quantifiable than even the stock market because while you know the value of the trades in the market you usually lack deep quantifiable operating information on the companies involved (most of the data is just a rehash of the dollar price of the stock ad-infinitum).Why did the stock price go up? Who knows! Tiffany's is sparkling!Why are 30% more people adding iPads to their shopping cart? Because you moved the Add-to-cart button to the top of the screen!Why are 55% more people checking out, yielding an annualized gain of $3MM extra revenue? You stopped requiring people to signup and login with an account before checking out!The Director of Internet Marketing is responsible for the above. They need to be managed by the direct revenue they bring to the business. Remember, they are not a PR person. Mentions don't matter in the abstract. You need to decide on a few directly measurable metrics that include and directly relate to short and long-term revenue and then have the DoIM spend all of their time on those things. It's not worth spending time on things you can't measure because once you create a sustainable model for converting browsers into customers you will grow quickly because you can bank on success.Primary metrics that will align everyone and guide all decisions:- Revenue generated via the Internet directly attributable to the DoIM and their team. (a mention from the NYTimes that leads to revenue only counts if it can be traced back to something the DoIM did. Otherwise it's a nice random event that can't be managed against). This is top line gross revenue. The DoIM isn't responsible for total profit and it's hard to gauge results if you're just looking at the profit. Top line revenue growth usually is the best indicator for growth-at-scale which is the best long-term indicator for the total value of your Internet business. Revenue should be measured per day and be reported on per month to by in sync with how other operating units are reporting their progress. A more natural way is to group days by weeks since user behavior patterns are distinct on a per-weekday period, but don't usually have *meaningful* day-to-day patterns on a month-to-month basis (ie the first Thursday of January compared to the first Thursday of February is not a useful comparison).- Lifetime customer value. You (the business) need to decide what the Lifetime Customer Value is. This could be segmented across different kinds of customers, but we'll keep it simple. I use something I call the Short Term Customer Value (STCV) to reference the period of time the business has a current outlook on and that you need to generate a certain profit by. For instance, LCV over 10/yr might be $1000. STCV over 2/yr might be $200 gross revenue with a $50 profit. You need to hit $40 profit over 2/yr to make your biz model work. Under this scenario you're doing 25% better ($50 profit vs $40 profit). You can also look at Annualized CV, which under this model might be $25/profit. Monthly CV will help you understand how much you're getting from each user each month as opposed to just your total monthly revenue.- Retention Rate and Time Between Actions: The scale-out, network effects, and thus leverage that Internet businesses can enjoy are partly based off the ease of retaining customers. Social media sites look at Daily and Monthly Active Users or Active Registered Users. An ecommerce site that sells products should figure out when the customer will use up their current product (consumable) or be ready for a new product (time to redecorate another bedroom . . .) and strive to capture all of that business. Look at 30-day, 90-day, and 365-day burnouts. Any customer that hasn't done anything in a year is almost universally considered 'stale'. The DoIM should focus significant effort on customer satisfaction and internal marketing (internal email lists) to engage current customers. To this end the DoIM should be responsible for creating and managing a Customer Retention & Loyalty Program.Once you have the two above then the DoIM should develop a dashboard of a few more metrics that they manage and report against. These are more for the efficiency of the marketing dept as the rest of the business won't look at them as much, but they can come into play when you are valuing your company during the M&A process.Secondary metrics: (optimizing each one can yield impressive results and usually there are multiple low hanging fruits; a good DoIM candidate will have war stories to tell)- ROI per Medium (your time working is static, if FB yields 5x ROI over Google Ads then you want to focus all effort on FB assuming you've already super optimized the Google ads)- Cost Per Action (CPA) you want to at least hit industry averages- Customer Acquisition Cost: this is intimately tied to the LCV referenced above. If your 2-year gross revenue from a customer is $200 with $50 profit and you can acquire them today for $15 then that's great. If it costs $35 then you need to have enough cash flow and/or investment dollars to cover them until they bring you into the black on the second year. If they cost $300 to convert then your business model falls apart.- Customer Retention Cost: Say you generate $100/year gross off a customer. The profit should be $25/yr. However, some customers 'forget' they are supposed to give you money. It takes additional promotional savings of $15 to entice them to complete purchases. Now you only profit $10.- Revenue Per Action: Raising this lets you spend more marketing dollars. Consider the difference between a 10% sale on a $10 product where you can't go any lower vs a 40% sale on a $100 product that you still make $10 off of when you sell it for $60 after spending $10 in hard costs to market it. Raising RPA also gets around fixed and transaction costs. It's why you see free shipping offered for orders "over $x" on many ecommerce sites.- Revenue on First Action: A follow up to RPA: Say you're a SaaS company that doesn't ship anything. You still have credit card transaction fees. You still have the customer acquisition and retention costs. You might have setup costs. You have to account for customer service costs. You need generate $100 gross on the first action to cover all of your costs. Aside: almost every business including most Internet businesses calculate marketing ROI based off the first revenue event with no concept at all for Lifetime Customer Value. This is important as the DoIM will be explaining the LCV concept to everyone else in the business that doesn't have experience with it until the end of time...- Engagement Catchall: You want to measure engagement and do things that increase it as a function of increasing revenue. It's reasonable to say that the more comments a blog has or reviews an ecommerce site has the better the site given what is now generally known about ecommerce. It is harder to tie social media participation directly to revenue. If people are reviewing your product on Twitter that's awesome. If they are participating in a run-of-the-mill giveaway contest on Facebook then it is questionable what value it brings to the bottom line. There are studies that back this up.- Viral Engagement: Measure how effective you are at getting your customers to enroll their friends. If you're specifically a social gaming or related company then you'll have a lot of very specific refinements of this.What if you are 'pre-revenue?'Let's say you don't care about revenue right now and just want to grab lots of users. The framework above is still correct with some slight modifications that you can choose from:1) Work back from the user count you plan on having when you first monetize. For instance, say you have 1MM users now and plan on growing that to 20MM before you monetize. Based off your monetization plan and averages specific to *your* industry and Internet averages you should be able to back into a bunch of numbers that make the above model profitable. Your DoIM should then focus on customer acquisition.2) Combine #1 and replace Revenue with Engagement. So up until 20MM users you are managing the DoIM based on engagement events that you believe to be 'revenue equivalents'. Most analysts or investors are going to discount your revenue assumptions based on specific industry. Say you have 10MM users engaging, but not buying, but for a social commerce application where they could buy. You'll want to come up with the cost to monetize at 20MM. It may be that you spend a year and $2MM to convert 20% (4MM) of your 20MM users into paying users. Since you're pre-revenue people won't trust the user base. You won't get credit for any user that hasn't been active in the last 30-60 days.3) Back into the value-per-user based off historical exits / acquisitions in your industry. Say 20MM users typically fetches an acquisition price of $80-120MM. That means your Lifetime Customer Value (as a company that will only make money on an exit as opposed to revenue) is $4-6 per customer. If your customer acquisition cost is $0.50 (say you're pretty viral) that means you need to raise $10MM to get 20MM users and see a ~$100MM exit (10X IRR).4) Think about #3 for a while. It provides for a narrow range for success. If it costs you $15 to acquire a customer (very reasonable and low for an ecommerce site) then you can only get ~650k customers from the $10MM investment capital you raised. Someone might buy this for $100k-10MM. As a founder you'll get nothing.5) It's good to have a fallback position. What happens if you go for #3, end up at #4 and now need to monetize? Using our numbers from scenario #2 (20% conversion) we should discount since expectations didn't measure up. Let's say there's 8.5% conversion to paid customers. 650,000 * 0.08 == 52,000 paying customers. If they are worth $100 gross/year that's 52,000 * $100 == $5.2MM/year with $1.3MM profit/year. Pretty nice fallback plan!You want a DoIM that gets all of the above and can answer questions about it that you come up with. The people that can't will quickly fall by the way side.