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The article focuses on the business developments of Comat Technologies which is engaged in bridging rural people to access critical public data such as land and birth records. It states that the company was founded by Ravi Rangan and Sriram Raghavan who developed the software in the U.S. in 1992. It notes that it is focusing on digitalizing the government's paper based documents, assisting agencies which interact with the public, among other opportunities.

The article offers information on the succession planning adopted by B. K. Modi of BK Modi Group of India in India in 2009. It states that B. K's son Dilip is a veteran of kinds in the Modi Group and his daughter Diyva have been allocated equity in Indian and Singapore-based holding companies, even though B. K. himself will still be operating the business. B. K.'s elder daughter Ritika has selected to do her own thing, together with husband Nikhil Rungta.

The article discusses the condition and development of the aviation industry in India. It explores the emergence of several regional airlines in the country in 2005 and the effectivity of their business. It highlights the failure of some airlines to continue and support their services due to mismanagement, lack of proper planning and determination. It mentions that some of these carriers chose to run their operations in small cities rather than expanding their business due to financial risks.

The article reports on the new middle class entrepreneurs in India. It mentions that they are the ones who are finding new and innovative ways to address customer demands in the region. They are described as those that have created a unique business model for themselves that gave them a competitive advantage as well as a niche in the business.

The article reports on Reliance-Anil Dhirubhai Ambani Group (R-ADAG) chairman Anil Ambani's plans for the growth of Tech Reliance. As reported, Ambani is appointing a 15-person strategy team to drive his foray into information technology (IT) services. It is further reported that Ambani is expected to open development centres in Bangalore, Mumbai, and Delhi for his large scale infrastructure in India.

The article presents a question and answer advisory concerning the plan of Elsevier BV in India. The author offers information about the company operations, business model, and total number of employees of Elsevier. They have also discussed the plans of Elsevier for outsourcing and offshoring work to the country.

The article discusses the evolution and importance of social media in advertising and marketing of businesses and their products in India. It notes that business enterprises in the country are utilizing the Facebook, Twitter, LinkedIn, among other interactive social media to advance, advertise, and find business partners. It cites circumstances in which social media are used and have contributed to the success, such in hiring, reaching out to customers and meeting with professionals.

The article offers information on the moves undertaken by businessmen and companies to address the effects of economic downturn in India. Because of the tough financial climate, investors, spenders and entrepreneurs changed their spending and investment habits. Moreover, firms used the previous financial methods they implemented during the boom, investors ditched unit-linked insurance products and turn to guaranteed products, while housewives clutched at gold coins than jewelries.

The article presents the views of several noted individuals relative to sustainability in business enterprises in India. Dhruv Sawhney of Triveni Engineering Industries expresses his concern at the poor farm yield levels in the country which create the enormous problem of food security due to the low productivity. However, it is the responsibility of leadership to demonstrate by vision or actions that sustainability is not in conflict with business and it is truly a win-win for everyone.

The article discusses the move by several Indian companies to integrate risk-return trade-offs for nationwide infrastructure development in the country. It shows that Indian providers are considering in building project conceptualization across the entire value chain including development, design and engineering, and procurement. The infrastructure projects adopt business models to succeed and compete in the market.

The article presents the company profile of GMR Group, a construction company in New Delhi, India. It states that the company was founded by Grandhi Mallikarjuna Rao with revenues of 4,560 crore rupee. It chronicles how Rao established the company in 1978 and outlines how he encourages his family members to get involve in the business. It outlines Rao's strategies and strong customer service, which enabled him to earn power and influence in the sector.

The article examines the impact of the acquisition of Zandu Pharmaceutical Works Ltd. on the economic and financial performance of Emami in India in 2008. Emami reveals its plans to focus on products that would certainly be on demand among consumers along with the development of products with greater potential. The acquisition is expected to strengthen the economic and financial performance of the company.

The article features Aricent Inc. managed by Manoranjan Mohapatra, which focused on telecommunications software in India. According to Mohapatra, the original equipment, manufacturers of network infrastructure, and equipment life cycles are getting shorter and the growth of the industry has intended more work for them. He expects to grow the headcount in India from 5,000 to 12,000 within the next years.

The article features the company Moser Baer India Ltd. According to the author, the company is outstanding because of its ability to reinvent itself. It started as a company which made time-recording machines and eventually moved into CDs and DVDs. Ratul Puri, executive director, said that the company's foray into the global photovoltaic market could be worth $1 trillion within the next five years.

The article reports that several Indian promoters had increased their shareholdings in their group companies. Among the businessmen who had raised their stakes were Aditya Birla Group Chairman Kumar Manglam Birla and Reliance Industries Ltd. (RIL) Chairman Mukesh Ambani. On the otherhand, equity investment analysts Arun Kejriwal stated that it is not an effective option for a promoter to consolidate in his own company.