Nupur Agrawal

PROJECT ON
Economic Analysis of INDIA and IRAN
SUBMITTED TO
Pro. Dharmendra Khairajani

(FACULTY – Principle of economics)
SUBMITTED BY
Nupur Agrawal
SEMESTER-2
Section-B
ROLL NO- 1
(B.B.A., L.L.B. Hons.)
DATE OF SUBMISSION: 08-04 -2019
United world school of law, Gandhinagar

IRAN : ISLAMIC REPUBLIC
Iran is a country located in Western Asia. The official name of the country is the
Islamic Public of Iran. The country has a population that exceeds 79 million, and
it is the 18th largest country by population. In terms of area, it is 636,372 square
miles and is the 17th largest country by area. The country is an Islamic
Republican has a Supreme Leader, President, and Vice President. The official
religion of the country is Islam. The official language is Persian. The capital city
is Tehran, and it is also the largest city in Iran. The currency is the Real. Iran has
a flag that is striped in green, white, and red with the country's emblem located in
the center.
 PERSIAN POLITENESS IS AN ART FROM IRAN
If you get in a cab in Iran , chances are when you try to pay money
your driver can refuse to take your money. Walk in a shop to buy
something chances are that shopkeeper refuse to take money.
The cultural practice of taarof is Irans own personal brand etiquette,
you are not really being given a freebie from civility and all you have to
play along. It’s all about denying your all will to please the other person
and it extends to pretty much every social situation
 MIND IN YOUR MANAERS
If you do get invited to dinner at an Iranians families home you are

in for a treat it’s where you will find the best of nation’s cuisine.
In order to be a perfect guest here are few pointers on Iranians

table manners
Firstly don’t expect table Persians commonly take their meal on the
floor. Sometimes without utensils
Whether or not these are provided you should only eat with your right
hand
You should accept all offers of food and drink and it is polite to try
every bit of everything that is served.
Yes you will be absolutely stuffed by the end of it. Iranians like to
serve their guest in abundance and consider it their duty to as a hosts to
provide more food than you can eat there is an easy way to settle this
though leave a little on your plate when you are finished to show that you
had enough
 OLD HABITS DIE HARD
Though iraians official currency is the rial you will soon notice that
every time you fish for your wallet you are being asked to pay in
tomans. Don’t panic you would not need go running back to exchange
desk. The toman was iran old currency replaced by rail in 1932 rate of
1=10.
So when someone quotes a price in toman all you have to do is times
it by 10 and you can start dishing out your rial bank notes.
 They did not invent the nose job but they might as well have
Iran has the highest nose surgery in the world as per capita the
pursuit of the perfect nose certainly has a lot to do with the
restrictions of the hijab dress code leading to a larger focus on the
face but it is about more than physical beauty for Persian woman (and
some man) it is also an indicator of wealth and social status.
In fact the operation is so coveted that many patients keep their
bandage on long after they have recovered.
INDIA
India is the 7th largest country in the world with the population of over a billion
people. India is most influential country in the world. Its culture history is very
complex. 1000 years later moral Indian families are different. Bollywood’s
highest film made 27x more than Hollywood’s highest grossing film. Shampoo
was invented in India in 16th century. Shampoo was known as the hair masaj in
India it was made with herbs natural indgrideants like amala apricot etc. Now the
shampoo was made with lots of chemical and fragrances. When someone came to
India they brought the idea of shampoo with them to Europe. Diamonds are
mined in India for the first time. India is the greatest producer of diamond and in
India Surat is the diamond city of a county. India is most productive diamond
mining country in the world until the diamonds are found in the Brazil in 18th
century. Now there are 3 active mines in India. The famous Kohinoor was
found in India in 13th century. 793 carats diamond went person to person and was
eventually carried by Queen Victoria during the British raj in India. Elephants in
Kerala can treat themselves to a spa day. Elephants play an important role in
Kerala history and significant fixture of their religion so they deserve the masaj
now and then. The largest religion gathering in India can be seen from the space.
Kumbh mela held in every 12 year. It is located on bank of river of Ganga.
People came and bathe in river Ganga. Ancient Indian civilization is the oldest in
the world. Indian civilization dates back 2400BC The number ‘0’ was also
invented in India. India is home to every major religion and it does not have its
national langue. Hinduism , Christianity , Buddhism , Islam , and Sikhism all
have place in Indian society. Most of the population India 80% of Hinduism and
Islam. A polling station is set up for just one voter in Gir forest at every election
since 2004. The Indian government used scaffolding to hide the TAJ MAHAL
when air strikes are predicated. During Second World War scaffolding put
around the TAJ MAHAL. Indians invented NAVIGATION, YOGA, WORLD’S
CHEAPEST CAR NANO AND THORIUM-BASED NUCLEAR POWER. The
concept of navigations created 600years ago. Yoga was created 500 years ago.
India is the home for 1st next generation of thorium based power. Country is
aiming to produce 30% of electricity by thorium by 2050. You can stay at a
Indian former royal residency for $88,000. It means you can stay at royal
residency for one night almost around 6,160,000 rupees. Its so royal that you
forget Paris and forget Dubai. India is the home of most stunning palaces in the
world. King Jai Singh of Alwar snubbed Rolls Royce in best possible way.
1,000,000 people of India are millionaires. The richest Indian in the world is
Mukesh Ambani. The 1st account of plastic surgery was found in an ancient
Sanskrit text. 40% of Indian populations is vegetarian an Indian person named
Ram Singh Chauhan has 4.29 meters long moustache. India is the 1st country who
launch their spaces shuttle named M.O.M on mars and get success in very 1st
time. It is launched in November 2013 and reached there in September 2014.
INDIAN EDUCATION
Introduction
India holds an important place in the global education industry. India has one of
the largest networks of higher education institutions in the world. However, there
is still a lot of potential for further development in the education system.
Moreover, the aim of the government to raise its current gross enrolment ratio to
30 per cent by 2020 will also boost the growth of the distance education in India.
Market Size
India has the world’s largest population of about 500 million in the age bracket
of 5-24 years and this provides a great opportunity for the education sector. The
education sector in India is estimated at US$ 91.7 billion in FY18 and is expected
to reach US$ 101.1 billion in FY19.
Number of colleges and universities in India reached 39,050 and 903,

respectively in 2017-18. India had 36.64 million students enrolled in higher
education in 2017-18. Gross Enrolment Ratio in higher education reached 25.8
per cent in 2017-18.
The country has become the second largest market for e-learning after the US.
The sector is expected to reach US$ 1.96 billion by 2021 with around 9.5 million
users.
Investments/ Recent developments.
The total amount of Foreign Direct Investments (FDI) inflow into the education
sector in India stood at US$ 1.75 billion from April 2000 to June 2018, according
to data released by Department of Industrial Policy and Promotion (DIPP).
The education and training sector in India has witnessed some major investments
and developments in the recent past. Some of them are:
 Indian education sector witnessed 18 merger and acquisition deals worth

US$ 49 million in 2017.
 The Ministry of Human Resource Development, Government of India is
also planning to raise around Rs 1 lakh crore (US$ 15.52 billion) from
private companies and high net worth individuals to finance improvement
of education infrastructure in the country.
 India has signed a loan agreement with World Bank under 'Skills
Acquisition and Knowledge Awareness for Livelihood Promotion'
(SANKALP) Project to enhance institutional mechanisms for skills
development.
 Singapore is going to open its first skill development centre in Assam,
which will provide vocational training to youth in the region.
Government Initiatives
Some of the other major initiatives taken by the Government of India are:
 In August 2018, Innovation Cell and Atal Ranking of Institutions on

Innovation Achievements (ARIIA) were launched to assess innovation
efforts and encourage a healthy competition among higher educational
institutions in the country.
 In August 2018, Government of India launched the second phase of ‘Unnat
Bharat Abhiyan’ which aims to link higher educational institutions in the
country with at least five villages. The scheme covers 750 such institutions.
 The allocation for school education under the Union Budget 2018-19 is
expected to increase by 14 per cent, to focus on accelerating existing
schemes and quality improvement.
 In order to boost the Skill India Mission, two new schemes, Skills
Acquisition and Knowledge Awareness for Livelihood Promotion
(SANKALP) and Skill Strengthening for Industrial Value Enhancement
(STRIVE), have been approved by the Cabinet Committee on Economic
Affairs (CCEA), Government of India, with an outlay of Rs 6,655 crore
(US$ 1.02 billion) and will be supported by the World Bank.
 The Ek Bharat Shreshtha Bharat (EBSB) campaign is undertaken by
Ministry of Human Resource Development to increase engagement
between states, union territories, central ministries, educational institutions
and general public.
 Prime Minister Mr Narendra Modi launched the Skill India initiative –
‘KAUSHAL BHARAT, KUSHAL BHARAT’. Under this initiative, the
government has set itself a target of training 400 million citizens by 2022
that would enable them to find jobs. The initiatives launched include
various programmes like: Pradhan Mantri Kaushal Vikas Yojana
(PMKVY), National Policy for Skill Development and Entrepreneurship
2015, Skill Loan scheme, and the National Skill Development Mission.
Government Achievements
Following are the achievements of the government in the past four years:
 Under the mid-day meal scheme initiated by the Government of India,

about 95 million students of around 1.14 million schools enjoy fresh meal
every day.
 The Government has laid foundation of 141 universities and 7 IITs in the
past four years.
 With an aim of promoting innovation and entrepreneurship among
secondary school students in the country NITI Aayog, Government of India
has launched the Atal Innovation Mission (AIM)In June 2018, 3,000
additional Atal Tinkering Labs were approved, taking the total number of
labs to 5,441.
Road Ahead
In 2030, it is estimated that India’s higher education will:
 Adopt transformative and innovative approaches in Higher education.

 Have an augmented Gross Enrolment Ratio (GER) of 50 per cent
 Reduce state-wise, gender based and social disparity in GER to 5 per cent.
 Emerge as a single largest provider of global talent, with one in four
graduates in the world being a product of the Indian higher education
system.
 Be among the top five countries in the world in terms of research output
with an annual R&D spent of US$ 140 billion.
 Have more than 20 universities among the global top 200.
Various government initiatives are being adopted to boost the growth of distance
education market, besides focusing on new education techniques, such as E-
learning and M-learning.
Education sector has seen a host of reforms and improved financial outlays in
recent years that could possibly transform the country into a knowledge haven.
With human resource increasingly gaining significance in the overall
development of the country, development of education infrastructure is expected
to remain the key focus in the current decade. In this scenario, infrastructure
investment in the education sector is likely to see a considerable increase in the
current decade
Moreover, availability of English speaking tech-educated talent, democratic

governance and a strong legal and intellectual property protection framework are
enablers for world class product development, as per Mr Amit Phadnis,
President-Engineering and Site Leader for Cisco (India).
The Government of India has taken several steps including opening of IIT’s and
IIM’s in new locations as well as allocating educational grants for research
scholars in most government institutions. Furthermore, with online modes of
education being used by several educational organisations, the higher education
sector in India is set for some major changes and developments in the years to
come.
INDIAN ECONOMIC
Introduction
India has emerged as the fastest growing major economy in the world and is
expected to be one of the top three economic powers of the world over the next
10-15 years, backed by its strong democracy and partnerships.
Market size
India’s GDP is estimated to have increased 7.2 per cent in 2017-18 and 7 per cent
in 2018-19. India has retained its position as the third largest startup base in the
world with over 4,750 technology start-ups.
India's labour force is expected to touch 160-170 million by 2020, based on rate
of population growth, increased labour force participation, and higher education
enrolment, among other factors, according to a study by ASSOCHAM and
Thought Arbitrage Research Institute.
India's foreign exchange reserves were US$ 405.64 billion in the week up to
March 15, 2019, according to data from the RBI.
Recent Developments
With the improvement in the economic scenario, there have been various
investments in various sectors of the economy. The M&A activity in India
reached record US$ 129.4 billion in 2018 while private equity (PE) and venture
capital (VC) investments reached US$ 20.5 billion. Some of the important recent
developments in Indian economy are as follows:
 During 2018-19 (up to February 2019), merchandise exports from India

have increased 8.85 per cent year-on-year to US$ 298.47 billion, while
services exports have grown 8.54 per cent year-on-year to US$ 185.51
billion.
 Nikkei India Manufacturing Purchasing Managers’ Index (PMI) reached a
14-month high in February 2019 and stood at 54.3.
 Net direct tax collection for 2018-19 had crossed Rs 10 trillion (US$
144.57 billion) by March 16, 2019, while goods and services tax (GST)
collection stood at Rs 10.70 trillion (US$ 154.69 billion) as of February
2019.
 Proceeds through Initial Public Offers (IPO) in India reached US$ 5.5
billion in 2018 and US$ 0.9 billion in Q1 2018-19.
 India's Foreign Direct Investment (FDI) equity inflows reached US$ 409.15
billion between April 2000 and December 2018, with maximum
contribution from services, computer software and hardware,
telecommunications, construction, trading and automobiles.
 India's Index of Industrial Production (IIP) rose 4.4 per cent year-on-year in
2018-19 (up to January 2019).
 Consumer Price Index (CPI) inflation stood at 2.57 per cent in February
2019.
 Net employment generation in the country reached a 17-month high in
January 2019.
The interim Union Budget for 2019-20 was announced by Mr Piyush Goyal,
Union Minister for Finance, Corporate Affairs, Railways and Coal, Government
of India, in Parliament on February 01, 2019. It focuses on supporting the needy
farmers, economically less privileged, workers in the unorganised sector and
salaried employees, while continuing the Government of India’s push towards
better physical and social infrastructure.
Total expenditure for 2019-20 is budgeted at Rs 2,784,200 crore (US$ 391.53
billion), an increase of 13.30 per cent from 2018-19 (revised estimates).
Numerous foreign companies are setting up their facilities in India on account of

various government initiatives like Make in India and Digital India. Mr.
Narendra Modi, Prime Minister of India, has launched the Make in India
initiative with an aim to boost the manufacturing sector of Indian economy, to
increase the purchasing power of an average Indian consumer, which would
further boost demand, and hence spur development, in addition to benefiting
investors. The Government of India, under the Make in India initiative, is trying
to give boost to the contribution made by the manufacturing sector and aims to
take it up to 25 per cent of the GDP from the current 17 per cent. Besides, the
Government has also come up with Digital India initiative, which focuses on
three core components: creation of digital infrastructure, delivering services
digitally and to increase the digital literacy.
Some of the recent initiatives and developments undertaken by the government

are listed below:
 In February 2019, the Government of India approved the National Policy

on Software Products – 2019, to develop the country as a software hub.
 The National Mineral Policy 2019, National Electronics Policy 2019 and
Faster Adoption and Manufacturing of (Hybrid) and Electric Vehicles
(FAME II) have also been approved by the Government of India in 2019.
 Village electrification in India was completed in April 2018. Universal
household electrification is expected to be achieved by March 2019 end.
 The Government of India released the maiden Agriculture Export Policy,
2018 which seeks to double agricultural exports from the country to US$ 60
billion by 2022.
 Around 1.29 million houses have been constructed up to December 24,
2018, under Government of India’s housing scheme named Pradhan Mantri
Awas Yojana (Urban).
 Prime Minister's Employment Generation Programme (PMEGP) will be
continued with an outlay of Rs 5,500 crore (US$ 755.36 million) for three
years from 2017-18 to 2019-20, according to the Cabinet Committee on
Economic Affairs (CCEA).
Road Ahead
India's gross domestic product (GDP) is expected to reach US$ 6 trillion by

FY27 and achieve upper-middle income status on the back of digitisation,
globalisation, favourable demographics, and reforms.
India's revenue receipts are estimated to touch Rs 28-30 trillion (US$ 385-412
billion) by 2019, owing to Government of India's measures to strengthen
infrastructure and reforms like demonetisation and Goods and Services Tax
(GST).
India is also focusing on renewable sources to generate energy. It is planning to

achieve 40 per cent of its energy from non-fossil sources by 2030 which is
currently 30 per cent and also have plans to increase its renewable energy
capacity from to 175 GW by 2022.
India is expected to be the third largest consumer economy as its consumption

may triple to US$ 4 trillion by 2025, owing to shift in consumer behaviour and
expenditure pattern, according to a Boston Consulting Group (BCG) report; and
is estimated to surpass USA to become the second largest economy in terms of
purchasing power parity (PPP) by the year 2040, according to a report by
PricewaterhouseCoopers.
INDIAN TECHNOLOGY
Introduction
India ranks third among the most attractive investment destinations for
technology transactions in the world. Dr Harsh Vardhan, Union Minister of
Department of Science & Technology, has reiterated that technology is a strong
priority area for the government and it aims to make people science-centric.
Modern India has had a strong focus on science and technology, realising that it
is a key element of economic growth. India is among the topmost countries in the
world in the field of scientific research, positioned as one of the top five nations
in the field of space exploration. The country has regularly undertaken space
missions, including missions to the moon and the famed Polar Satellite Launch
Vehicle (PSLV).
India is likely to take a leading role in launching satellites for the SAARC
nations, generating revenue by offering its space facilities for use to other
countries.
Market size
India ranks 6th position for scientific publications and ranks at 10th for patents
which included only resident applications.* The number of patent applications
filed by the Indian scientists and inventors increased to 47,857 in FY18 from
46,904 in FY16. India ranks 13th position at the Nature Index in 2017, based on
counts of high-quality research outputs in natural sciences.
India improved its rank on the Global Innovation Index for the second year
consecutively. From being ranked at the 81st position in 2015, India improved its
ranking to 66th in 2016 and further to 60th in 2017.
The Government of India is extensively promoting research parks technology

business incubators (TBIs) and (RPs) which would promote the innovative ideas
till they become commercial ventures. India is world’s third largest technology
startup hub with incorporation of 1,000 new companies in 2017.
The engineering R&D and product development market in India is forecasted to

grow at a CAGR of 20.55 per cent to reach US$ 45 billion by 2020 from US$ 28
billion in FY18
Developments/Investments:
With support from the government, considerable investment and development

has incurred in different sectors such as agriculture, healthcare, space research,
and nuclear power through scientific research. For instance, India is gradually
becoming self-reliant in nuclear technology.
Recent developments
Some of the recent developments in the field of science and technology in India
are as follows:
 As per the Government records, the number of Indian scientists coming

back to India to pursue research opportunities has increased from 243 in
2007-2012 to 649 between 2012 and 2017 . In the span of 5 years 649
Indian scientists have returned to pursue research opportunities.
 India's space business to witness tremendous growth in the next five years,
on the back of technology advancement, global space business opportunity
and a sharp rise in Indian Space Research Organisation’s (ISRO) satellite
launch capability.
Investment Scenario
 GridRaster Inc, working in the virtual and augmented reality space, has
raised US$ 2 million as seed funding, which will be used for marketing and
product development.
 India’s R&D investments forecasted to increase to US$ 83.27 billion in
2018 from US$ 76.91 billion in 2017.
 In February 2018, the Union Cabinet has approved implementation of

'Prime Minister Research Fellows (PMRF)' scheme, which will promote the
mission of development through innovation, at a total cost of Rs 1,650
crore (US$ 245.94 million) for a period of seven years beginning 2018-19.
 In February 2018, Union Government of India announced grant of Rs 1,000
crore (US$ 155.55 million) for the second phase of Impacting Research
Innovation and Technology (IMPRINT), a fund created by Department of
Science and Technology and Ministry of Human Resource and
Development.
 The Government of India granted Atal Innovation Mission with US$ 24.84
million will boost the academicians, entrepreneurs and researchers to work
towards innovation.
 In July 2018, Atal Innovation Mission along with MyGov launched
“Innovate India Platform” with the aim of providing a common point for all
the innovation happening across India.
The Union Budget 2019-20
 The allocation to the Department of Science and Technology (DST) has

been increased by 4.03 per cent to Rs 5,321.01 crore (US$ 737.49 million)
as against the previous budget.
 Under the Union Budget 2019-20, the Government of India announced the
largest ever allocation of Rs 12,796 crore (US$ 1.77 billion) to the Ministry
of Science and Technology.
 The Department of Atomic Energy has been allocated Rs 16,725.51 crore
(US$ 2.32 billion), an increase of 19.71 per cent against the previous
budget.
 The Ministry of Earth Sciences was allocated Rs 1,901.76 crore (US$
263.58 million), which is an increase of 5.65 per cent as against the
previous budget.
Achievements
Following are the achievements of the government in the past four years:
 The first national state-of-the-art cGMP facility for production of herbal
preparations was established in CSIR-IIIM. It has production capacity of
30,000 tablets and capsules per hour and 500 litres of liquid per batch.
 DBT launched the DBT-BUILDER (Boost to University Interdisciplinary
Departments of Life Sciences for Education and Research) scheme to boost
advanced education and promotion of interdisciplinary research and
technology development.
 The Council of Scientific and Industrial Research (CSIR) launched 30
skill/training programmes in the areas of: leather processing; paints and
coatings; electroplating and metal finishing; industrial maintenance
engineering; bioinformatics; mechatronics; glass beaded jewellery, etc.
 The fellowships/schemes awarded/sanctioned during last 4 years (2014-15
to 2017-18) include:
o CSIR Junior Research Fellowship (JRF)and National Eligibility Test
(NET): 10,687
o Senior Research Fellowship (SRF)-Direct: 1792
o Shyama Prasad Mukherjee Fellowship (SPMF): 158
o CSIR JRF-GATE (for Engineering & Pharmaceutical Sciences): 116
o CSIR Research Associateships (RA) to pursue postdoctoral research:
525
o CSIR Senior Research Associateships (SRA): 324
o CSIR Nehru Science Postdoctoral Research Fellowship Scheme: 41
The Road Ahead
India is aggressively working towards establishing itself as a leader in

industrialisation and technological development. Significant developments in the
nuclear energy sector are likely as India looks to expand its nuclear capacity.
Moreover, nanotechnology is expected to transform the Indian pharmaceutical
industry. The agriculture sector is also likely to undergo a major revamp, with the
government investing heavily for the technology-driven Green Revolution.
Government of India, through the Science, Technology and Innovation (STI)
Policy-2013, among other things, aspires to position India among the world’s top
five scientific powers. Indian Space Research Organisation (ISRO) will launch
its first Indian human mission by 2022.
INDIA SOCIAL
Introduction
The Indian Media and Entertainment (M&E) industry is a sunrise sector for the
economy and is making high growth strides. Proving its resilience to the world,
the Indian M&E industry is on the cusp of a strong phase of growth, backed by
rising consumer demand and improving advertising revenues. The industry has
been largely driven by increasing digitisation and higher internet usage over the
last decade. Internet has almost become a mainstream media for entertainment
for most of the people.
The Indian advertising industry is projected to be the second fastest growing

advertising market in Asia after China. At present, advertising revenue accounts
for around 0.38 per cent of India’s gross domestic product.
Market Dynamics
Indian media and entertainment (M&E) industry grew at a CAGR of 10.90 per
cent from FY17-18; and is expected to grow at a CAGR of 13.10 per cent to
touch Rs 2,660.20 billion (US$ 39.68 billion) by FY23 from Rs 1,436.00 billion
(US$ 22.28 billion) in FY18. India's media consumption has grown at a CAGR
of 9 per cent between 2012-18, almost nine times that of US and two times that
of China. The industry provides employment to 3.5-4 million people, including
both direct and indirect employment in CY 2017.
Newspaper readership in India has increased by 40 per cent to 407 million in

2017 from 295 million in 2014.
India’s advertising revenue is projected to reach Rs 1,232.70 billion (US$ 18.39

billion) in FY23 from Rs 608.30 billion (US$ 9.44 billion) in FY18.
Recent development/Investments
The Foreign Direct Investment (FDI) inflows in the Information and

Broadcasting (I&B) sector (including Print Media) in the period April 2000 –
June 2018 stood at US$ 7.17 billion, as per data released by Department of
Industrial Policy and Promotion (DIPP).
 As of September 2018, Twitter announced video content collaboration with
12 Indian partners for video highlights and live streaming of sports,
entertainment and news.
 As of August 2018, PVR Ltd acquired SPI Cinema for worth US$ 94.42
million.
 In H12018, 5 private equity investments deals were recorded of worth US$
115 million.
 The Indian digital advertising industry is expected to grow at a Compound
Annual Growth Rate (CAGR) of 32 per cent to reach Rs 18,986 crore (US$
2.93 billion) by 2020, backed by affordable data and rising smartphone
penetration.
 India is one of the top five markets for the media, content and technology
agency Wave maker where it services clients like Hero MotoCorp, Paytm,
IPL and Myntra among others
 After bagging media rights of Indian Premier League (IPL), Star India has
also won broadcast and digital rights for New Zealand Cricket upto April
2020.
The Telecom Regulatory Authority of India (TRAI) is set to approach the

Ministry of Information and Broadcasting, Government of India, with a request
to fastrack the recommendations on broadcasting, in an attempt to boost reforms
in the broadcasting sector. The Government of India has agreed to set up the
National Centre of Excellence for Animation, Gaming, Visual Effects and
Comics industry in Mumbai. The Indian and Canadian Government have signed
an audio visual co-production deal to enable producers from both the countries
exchange and explore their culture and creativity, respectively.
The Government of India has supported Media and Entertainment industry’s

growth by taking various initiatives such as digitising the cable distribution
sector to attract greater institutional funding, increasing FDI limit from 74 per
cent to 100 per cent in cable and DTH satellite platforms, and granting industry
status to the film industry for easy access to institutional finance.
Road Ahead
The Indian Media and Entertainment industry is on an impressive growth path.

The industry is expected to grow at a much faster rate than the global average
rate.
Growth is expected in retail advertisement, on the back of factors such as several
players entering the food and beverages segment, e-commerce gaining more
popularity in the country, and domestic companies testing out the waters. The
rural region is also a potentially profitable target.
IRAN EDUCATION
Education in Iran is centralized and divided into K-12 education plus higher
education. K-12 education is supervised by the Ministry of Education and higher
education is under supervision of Ministry of Science and Technology and
Ministry of Health and Medical Education (Iran). As of September 2015, 93% of
the Iranian adult population are literate. In 2008, 85% of the Iranian adult
population were literate, well ahead of the regional average of 62%. This rate
increases to 97% among young adults (aged between 15 and 24) without any
gender discrepancy. By 2007, Iran had a student to workforce population ratio of
10.2%, standing among the countries with highest ratio in the world.[3]
Primary school starts at the age of 6 for a duration of 6 years. Middle school,
also known as First 3 years of Dabirestân goes from the seventh to the ninth
grade. High school, for which the last three years is not mandatory, is divided
between theoretical, vocational/technical and manual, each program with its own
specialties. The requirement to enter into higher education is to have a High
school diploma, and finally pass the national university entrance examination,
Iranian University Entrance Exam which is the equivalent of the French
baccalaureate exam.
Universities, institutes of technology, medical schools and community colleges,

provide the higher education. Higher education is sanctioned by different levels
of diplomas: Fogh-e-Diploma or Kardani after 2 years of higher education,
Kārshenāsi (also known under the name “licence”) is delivered after 4 years of
higher education (Bachelor's degree). Kārshenāsi-ye Arshad is delivered after 2
more years of study (Master's degree). After which, another exam allows the
candidate to pursue a doctoral program (PhD).
The first Western-style public schools were established by Haji-Mirza Hassan

Rushdie. Amir Kabir (the Grand Minister) helped the first modern Iranian college
establish in the mid-nineteenth century, and the first Iranian University modelled
after European Universities established during the first Pahlavi period.[5] There
are both free public schools and private schools in Iran at all levels, from
elementary school through university. Education in Iran is highly centralized.
The Ministry of Education is in charge of educational planning, financing,
administration, curriculum, and textbook development. Teacher training, grading,
and examinations are also the responsibility of the Ministry. At the university
level, however, every student attending public schools is required to commit to
serve the government for a number of years typically equivalent to those spent at
the university, or pay it off for a very low price (typically a few hundred dollars)
or completely free if one can prove inability to pay to the Islamic government
(Post-secondary and university). During the early 1970s, efforts were made to
improve the educational system by updating school circulation, introducing
modern textbooks, and training more efficient teachers.
The 1979 revolution continued the country's emphasis on education with the new
government putting its own stamp on the process. The most important change
was the Islamization of the education system. All students were segregated by
sex. In 1980, the Cultural Revolution Committee was formed to oversee the
institution of Islamic values in education. An arm of the committee, the Center
for Textbooks (composed mainly of clerics), produced 3,000 new college-level
textbooks reflecting Islamic views by 1983. Teaching materials based on Islam
were introduced into the primary grades within six months of the revolution.
In September 2012, women made up more than 60% of all universities’ student
body in Iran. However, the numbers were not always this promising; this high
level of achievement and involvement in high education is a recent development
of the past decades. The right to a respectable education has been a major
demand of the Iranian women's movement starting in the early twentieth century.
Before the 1979 revolution a limited number of women went to male-dominated
schools and most traditional families did not send their girls to school because
the teachers were men or the school was not Islamic. During the 1990s, women's
enrolment in educational institutions began to increase. The establishment and
the expansion of private universities “daneshgah-e-azad-e islami” also
contributed to the increasing enrolment for both women and men. Under the
presidency of Rafsanjani and the High council of Cultural Revolution, the
Women's social and cultural council was set up and charged with studying the
legal, social, and economic problems of women. The council, with the support of
Islamic feminists worked to lift all restrictions on women entering any fields of
study in 1993. After the Islamic Revolution, Ayatollah Ruhollah Khomeini and
his new regime prioritized the Islamization of the Iranian education system for
both women and men. When Khomeini died in 1989, under President Akbar
Hashemi Rafsanjani, many but not all restrictions on women's education were
lifted, albeit with controversy. The right to education for everyone without
discrimination is explicitly guaranteed under Iran's constitution and international
documents, which Iran has accepted or to which it is a party. Some scholars
believe that women have poor access to higher education because of certain
policies and the oppression of women's right in Iran's strictly Islamic society.
However, Iranian women do have fair access to higher education as seen by a
significant increase in female enrolment and graduation rates as women
university students now outnumber males, Iranian women emerge to more
prominent positions in the labour force, and the presence and confidence of
professional women in the public sphere. The opportunities for women education
and their involvement in higher education has grown exponentially after the
Iranian Revolution. According to UNESCO world survey, Iran has the highest
female to male ratio at primary level of enrolment in the world among sovereign
nations, with a girl to boy ratio of 1.22: 1.00
Schools for Gifted Children
The National Organization for Development of Exceptional Talents (NODET),

also known as SAMPAD, maintains middle and high schools in Iran. These
schools were shut down for a few years after the revolution, but later re-opened.
Admittance is based on an entrance examination and is very competitive. Their
tuition is similar to private schools but may be partially or fully waived
depending on the students' financial condition. Some NODET alumni are world-
leading scientists. Other schools are Selective Schools which are called
"Nemoone Dolati”. These schools are controlled by the government and have no
fees. Students take this entrance exam alongside with NODET exams
Iran’s higher education sector has undergone tremendous growth in recent years.
The country has seen a rapid expansion of the private sector, and is now home of
two of the ten largest universities in the world. However, almost all the
expansion happened at the undergraduate level. At the graduate level, there are
still far too few programs to accommodate demand, a factor which drives
considerable outbound mobility among Iranian students.
More than 48,000 Iranian students were studying abroad in 2014, according to
figures published by the UNESCO Institute for Statistics (UIS). The 2014 total
represents a 78 percent increase over 2008 numbers, when just under 27,000
Iranian nationals were enrolled at foreign institutions of higher education.
The 2016 removal of nuclear-related UN sanctions, which has the potential to

accelerate Iran’s already strong outbound international student mobility numbers,
has given rise to widespread speculation that the country may become an even
more substantial market for international education.
Politics of Iran
In 2005, Mahmoud Ahmadinejad of Iran closed a speech at the United Nations
with a call for the "mighty Lord" to "hasten the emergence" of Imam Mahdi, a
direct descendent of the Prophet Muhammad. Shia Islam holds that the Mahdi, as
the redeemer of Islam, will return from hiding to rid the world of injustice. This
belief made Ahmadinejad’s plea more than a pious invocation: Some analysts
speculate the president was seeking to sow chaos by using religion to further his
political goals. The debate reached a boil in May 2008. During a nationally
broadcast speech Ahmadinejad suggested that Imam Mahdi supported the day-to-
day operations of his government, a claim that brought condemnation from Iran’s
powerful clerical elite. The president also indirectly accused senior clerics of
economic corruption, further upsetting the Iranian clergy and shining a rare
spotlight on the increasingly tenuous relationship between politics and faith in
post-revolution Iran.
Birth of Political Islam

While some would date the birth of political Islam to the life of the prophet,
political and religious disagreements that have arisen since the Islamic
Revolution of 1979 have their roots in the evolution of the contemporary Iranian
state. In 1925, a young military officer, Reza Khan, led a coup that deposed the
131-year-old Qatar dynasty and founded the Pahlavi dynasty. After being named
shah, Reza Khan pursued relations with Germany, angering Britain and Russia,
and prompting those powers to invade. British and Soviet troops left in 1946, but
foreign influence only intensified with the advent of the Cold War. Nationalists,
led by Mohammad Mossadeq, rose to power in 1951. But the CIA and British
intelligence colluded to topple him two years later, restoring the exiled Pahlavi
dynasty to power in the form of Reza Khan’s son, Mohammad Reza Shah
Pahlavi. The shah repressed Iran’s Islamists, however, and his restoration
fostered anger among the general population. By 1979, this discontent boiled
over into outright revolution, forcing the shah to flee. On February 1, 1979,
Ayatollah Ruhollah Musavi Khomeini returned to Iran from exile in France—
though most of his fourteen year absence was spent in the Shia holy city of
Najaf, Iraq. He then proceeded to muscle aside the Communists and secular
parties that had worked with the Islamists to overthrow the shah, and assumed
the levers of power, ending Iran’s monarchy.
Revolutionary Ideas
Under Khomeini the Iranian religious and political landscapes were dramatically
transformed, making Shia Islam an inseparable element of the country’s political
structure. Khomeini ushered in a new form of government anchored by the
concept of velayat-e faqih, or rule of the Islamic jurist. In his 1970 book,
Hokumat-e Islami: Velayat-e faqih, Khomeini argued that government should be
run in accordance to sharia, or Islamic law. For that to happen, an Islamic jurist
—or faqih—must oversee the country’s political structure. Constitutional changes
following the revolution established a system of government based on three
pillars of power—the executive, judicial, and legislative branches. But sitting
atop the Islamic Republic’s power structure was Khomeini.
The stated aim of the Iranian Revolution was to upend the reign of the shah and
restore Islamic ideology to Iranian society. "Khomeini used the emotional power
of Shia lore and imagery not only to help him seize control of Iran but to lay
claim to Shiism’s very soul," CFR Adjunct Senior Fellow Vali R. Nasr writes in
his 2006 book, The Shia Revival. But more than a reshuffle to the religious
hierarchy, Khomeini dramatically altered the state’s political landscape. Iran’s
new leader, Nasr writes, "Made Islamic fundamentalism a political force that
would change Muslim politics from Morocco to Malaysia."
He did this by turning Shia Islam on its head. In a series of lectures delivered
from exile in the early 1970s, Khomeini began arguing that in the absence of the
Imam Mahdi—also known as the Hidden Imam or the twelfth imam of the Shia
faith—that governments should be run by those with a higher rank among
clergies. It was a revolutionary concept in Shia clerical thought, says Afshin
Molavi, a Middle East expert at the New America Foundation. As such, "It was
rejected by the majority of senior ayatollahs in Iran." But the concept found an
audience among young revolutionaries in Qom, Iran’s religious center, and
formed the theoretical backbone of the movement that would later demand the
overthrow of the Pahlavi regime. By the end of the decade Khomeini had
succeeded in instituting his ideas, Molavi says, "by the sheer force of his will" as
an "uncompromising revolutionary."
A New Political Framework

Today, Khomeini’s teachings and precedents have evolved into a system of
government that combines elements of Islamic theocracy with bits of democracy.
Unlike the U.S. system of governance, church and state are inexorably linked in
modern-day Iran, and religious precepts form the backbone of Iran’s political
structure. In theory, the Iranian power structure appears akin to Western
frameworks, with clear demarcations of power. But in practice the Iranian system
is dominated by a small cadre of religious clerics and revolutionary forefathers.
While Iran’s massive clerical establishment may hold religious sway, their
political influence is contained to a few. According to statistics attributed to
German scholar Wilfried Buchta, of the five thousand ayatollahs in Iran in 2000,
only eighty participate in government. Gregory F. Giles, an American scholar
who has studied the Iranian system of government, writes that an informal "four
rings of power" (PDF) permeate the formal government structure. Most of those
in the center are revolutionaries close to the supreme leader.
Molavi describes this concept as a system of insiders (khodee) and outsiders

(gheyreh khodee) that govern the Iranian establishment. Only insiders—or
supporters of the revolution—are granted a wide degree of latitude in criticizing
the regime or shaping its future. By contrast, outsiders face harsh repercussion if
they speak out of turn. "Few outsiders—secular nationalists or liberal democrats
or opponents of the Islamic Republic—have a public voice in the debate," he
writes. This top-down autocratic formulation translates into a complex mix of
elected and non-elected institutions (BBC) that, in practice, are less democratic
than they appear:
 Supreme Leader. At the top of Iran’s political and religious pecking order is
the supreme leader. The de facto leader of the executive branch, the
leader oversees the military; appoints military and judicial leaders;
supervises the constitution; and sets general state policy. The supreme
leader also appoints senior commanders of the Revolutionary Guards.
Ayatollah Ali Khamenei, Iran’s second supreme leader, assumed office in
June 1989 after eight years as Iran’s president. Karim Sadjadpour, an Iran
expert at the Carnegie Endowment for International Peace, writes that
while Khamenei lacks the "popular support, charisma, and theological
qualifications" of his predecessor Khomeini, the current leader remains
the "single most powerful individual" (PDF) in the Islamic Republic.
 Assembly of Experts. An eighty-six-member body of senior clergymen, the
assembly elects the supreme leader. Appointed by popular vote, the
assembly is charged with reviewing the leader’s work; it can, in principle,
dismiss the leader, but never has. It is also unclear how carefully the
assembly monitors the supreme leader’s activities; all notes of the group’s
biannual meetings are confidential. In September 2007, former president
Akbar Hashemi Rafsanjani was elected speaker of the assembly.
 President. Officially sitting atop the executive branch, the president is in
practice second to the supreme leader. Nationally elected to four-year
terms, Iran’s president is constitutional mandated to be a Shiite Muslim.
The power of the president has varied historically; many observers
speculate the office’s fortunes are closely tied to the political whims of the
supreme leader. In January 2008, for instance, Ayatollah Khamenei
reversed a decision by President Ahmadinejad and ordered the president
to supply heating fuel to remote Iranian villages. The move was seen as a
major rebuke to a president under fire for poor economic performance.
 Majlis, or parliament. A 290-member body of deputies representing all
thirty of Iran’s provinces, the Majlis introduces and passes legislation.
Members are elected to four-year terms. Five seats are reserved for
religious minorities. The approval of candidates, however, requires the
blessing of the Council of Guardians, the most influential body in Iran.
Hundreds of reformist candidates we barred from the 2008 election,
political interference that drew widespread criticism from international
monitors. Conservatives now dominate parliament. The clerical makeup of
the Majlis has also changed in the last two decades. In the early 1980s, 51
percent of the Majlis were clerics. By 2002 they made up just 12 percent
of the body.
 Council of Guardians. Twelve members—six theologians appointed by the
supreme leader, and six jurists approved by the Majlis—that review
legislation and election candidates for consistency with Islamic law. In the
early 1980s the council intervened forcefully to prevent a number of
parliament-passed laws, including numerous land reform initiatives. In
2002 the Council rejected legislation that would have limited the use of
forced confessions in criminal trials. More recently, the council disqualified
hundreds of reformist candidates before parliamentary elections in March
2008.
 Expediency Council. Created by constitutional revision in 1988, the
administrative body of clerics, scholars, and intellectuals was formed to
resolve disputes between the Majlis and the Council of Guardians.
 Supreme Court. The highest judicial body in Iran, its members are chosen
by the head of the judiciary, who is appointed by the supreme leader.
With thirty-three branches—all but two in Tehran—the court sets judicial
precedent and serves as a court of appeals.
 Special Clerical Court. Overseen by the supreme leader, the clerical court
is used for trying members of the clergy for crimes, including "ideological
offenses." This court has effectively silenced many of the regime’s clerical
critics.
IRAN ECONOMY
Iran had an estimated Gross Domestic Product (GDP) in 2017 of US$447.7

billion, and a population of 80.6 million people. Iran’s economy is characterized
by the hydrocarbon sector, agriculture and services sectors, and a noticeable state
presence in manufacturing and financial services. Iran ranks second in the world
in natural gas reserves and fourth in proven crude oil reserves. Economic activity
and government revenues still depend to a large extent on oil revenues and
therefore remain volatile.
Iranian authorities have adopted a comprehensive strategy encompassing market-

based reforms as reflected in the government’s 20-year vision document and the
sixth five-year development plan for the 2016-2021 period. The sixth five-year
development plan is comprised of three pillars, namely, the development of a
resilient economy, progress in science and technology, and the promotion of
cultural excellence. On the economic front, the development plan envisages an
annual economic growth rate of 8 percent and reforms of state-owned enterprises,
the financial and banking sector, and the allocation and management of oil
revenues among the main priorities of the government during the five-year
period.
Iran’s GDP growth in 2017/18 dropped to 3.8 percent as the effect of a large
surge in oil revenues in the previous year dissipated. The overwhelming majority
of growth came from the non-oil sectors out of which more than half can be
attributed to services growing by 4.4 percent. Oil, agriculture and services sectors
are now back above the levels of activity they were prior to sanctions in 2012/13.
But in the past two years, there has not been a strong bounce back in key sectors
such as construction and trade, restaurant and hotel services following the
stagnation in growth during the sanctions period and the overhang from the
problems of the banking sector. The oil and gas sector witnessed a growth of 0.9
percent, limited by the OPEC+ quota for the agreed period. The unemployment
rate remains high, at 12.1 percent as of Apr-Jun 2018, while it represents a
moderate improvement compared to the same period of the previous year (12.6
percent). Male and female unemployment rates of 10.2 and 19.7 percent
respectively, suggest continued gender gaps in the labor market. Youth (15-24
years) unemployment at 28.3 percent in June 2018 remains high compared to
earlier periods and regional average. The labor force participation rate edged up
to 41.1 percent in June quarter 2018, its highest level in more than 10 years.
Female labor force participation rate continued to improve to around 19.8 percent
in 2017/18. The country ranks among the top countries that improved the
participation of females in the labour force, although considerable differences
between male and female labour force indicators remain.
The fiscal deficit in 2017/18 reduced to 1.8 percent as a pickup in oil income led
to government revenues growth outpacing the increase in expenditures. In
2017/18, Revenues accounted for 17 percent of GDP. Government debt issuances
to finance gross borrowing requirements remained high as a share of revenues
(13.9 percent) in 2017/18 but lower than the record level in the previous year (19
percent). Similar to the previous year, higher current expenditures came at the
expense of lower capital expenditures (5.5 percent of GDP) in 2017/18.
The current account surplus fell from 3.9 percent of GDP in 2016/17 to 3.5
percent of GDP in 2017/18, as Iran’s oil production initially slowed in 2018. Real
export growth of goods and services was 1.8 percent in 2017/18, down from 41.3
percent, while real import growth was 13.4 percent in 2017/18. Iran’s non-oil
exports have risen in recent years from 6 percent of GDP in 2012/13 to 10
percent of GDP in 2017/18.
After months of turmoil in the exchange market, the government announced the
unification of the official and parallel exchange rates in April 2018 but it failed to
achieve its goals in calming the markets. The parallel market rate soared in
anticipation of further dollar shortage as the US pulled out of the Joint
Comprehensive Plan of Action (JCPOA) in May 2018. By August 2018, the rail
had devalued by 172 percent over the past 12 months, rising above 100,000 rails
per dollar. This has contributed to the measured inflation rate returning to 24
percent in August 2018, a rate last seen since 2013.
In the medium term, the economy is set to experience a downward trajectory as

oil exports are expected to fall to half of their 2017/18 levels following the
phased reintroduction of US sanctions culminating in November 2018. The
economy is expected to contract by 1.4 percent on average between 2017/18-
2020/21, experiencing a fall in exports and consumption on the demand side and
a contraction of the industry sector on the supply side.
Higher import prices from the devaluation are expected to push inflation back
above 30 percent in the coming years as inflationary expectations spiral and
consumer sentiment falls leading to once again a period of stagflation for Iran.
Despite the depreciation and drop in imports, the reduction in oil exports is
estimated to almost eliminate the current account surplus which is lower than the
earlier sanctions episode as oil prices are almost half of the levels they were in
2012/13-2013/14. The economy’s downward trajectory is also likely to put
further pressure on the labour market and reverse recent job creation gains.
Poverty is estimated to have fallen from 13.1 percent to 8.1 percent between
2009 and 2013 (US$5.5 a day line in 2011 PPP). This was likely due to a
universal cash transfer program in late 2010, which preceded the elimination of
subsidies on energy and bread. The program appears to have more than
compensated for the likely increase in energy expenditures of less-well-off
households, thus contributing to positive consumption growth of the bottom 40
percent of the population, even though overall consumption growth between
2009 and 2013 was negative. However, poverty increased in 2014, which may
have been associated with a declining social assistance in real terms due to
inflation. Looking ahead, the falling real value of cash transfers due to inflation
may counterbalance the positive impact on wellbeing from economic growth in
2016/17 and 2017/18 and exacerbate the impact of predicted negative growth
after 2017/18.
IRAN TECHNOLOGY
Scientific production of Iran’s scientists holds the needed potential and wealth to
be the world’s reference in science and knowledge. Based on this and by
following guidelines of the supreme leader of the Islamic revolution,
preservation, persistence, and reinforcement of the scientific production debate
has unavoidable urgency and priority in academic and scientific circles and
gatherings. We must support innovative and technological institutes more than
before.
Even though the country has achieved regional first rank in number of published
articles and enjoys noticeable ranking in the world either in basic or in clinical
medicine 1,2, it seems the process of commercializing articles and other research
products and transforming research into product and innovation production is
still in need of more attention. It is such that Iran’s rank in international
innovation indicators, or Global Innovation Index, is still not noticeable. Despite
holding first rank in the region for article publication and scientific production, in
regards to global innovation indicators, Iran holds 11th rank in the region, ranking
which places Iran after countries like United Arab Emirates and Kuwait. In this
ranking system, unfortunately, Iran holds rank of 78 among the 143 countries of
the world. In the same ranking system, Iran’s rank in the world in regards to
infrastructure for innovation is 91, in regards to creative output is 75, and in
regards to knowledge and technology output is 65. It seems, in this field, more
drive and effort should be put forth to shape a system for transforming science
into innovation, commercializing research and pivoting research on production so
Iran can be transformed into an innovative country with an economy pivoted on
science and also in the innovation arena can acquire needed authority.
Consultancy of India
The consulting industry can trace its roots back to the late 19th century, when the
world's first modern consulting firms were founded. From the turn of the century,
management consulting – which focused mainly on engineering and finance
early on – increasingly gained terrain in the business world. However, it wasn’t
until the 1930s that consulting firms started to grow their size beyond a few
founding partners and small teams. In the slipstream of the growth of scientific
management, operations and organisational theory, the number of consulting
firms rapidly expanded in the next decades, with todays well-known US firms
such as Arthur D. Little, A.T. Kearney, Booz Allen Hamilton and McKinsey &
Company playing frontrunner roles.
The consulting industry started its internationalisation in the early 1960s, when
the large American management consultancies expanded into Europe, bringing
their management models and experience to transform European organisations.
In the next thirty years, the consulting industry found itself in a phase of
unprecedented growth across Western markets, far outpacing the growth of the
world economy during the same time period. Revenues of the top ten worldwide
management consultancies, for instance, grew from around $200 million to
around $50 billion at the beginning of the 21st century, while the headcount of
the thirty largest consultancy firms in the industry grew from about 20,000 in the
early 1980s to approximately 430,000 in 2000.
Nearly two decades down the line, the consulting industry has developed into one
of the most mature sectors in the professional services industry, generating
between $100 billion to $300 billion in revenues, with the precise estimate
depending on the definitions used. At the heart of the industry stand six main
domains – Strategy Consulting, Management Consulting, Operations
Consulting, Financial Advisory, HR Consulting and IT Consulting – that
when combined, span services and offerings in over 200 industry and functional
areas. The majority of consultants work at large and mid-sized consulting firms,
yet, in terms of the number of consultancy enterprises, these firms typically
represent no more than 15% of the total, with the majority of enterprises active as
sole proprietorships (i.e. freelance consultants).
Besides consultants working in the consulting industry, advisors are increasingly
working in a consultant role that leverages consultancy skills but lies outside the
consulting industry. Over the past few decades, organisations have taken large
steps in maturing their internal advisory and implementation units, building
internal consulting and project management teams as well as developing typical
‘consulting’ capabilities across key departments, functions and process areas.
Little is known on the exact global size of the ‘internal consulting’ industry, and
estimates range widely from a fraction of the consulting industry’s size to a
market that is larger in terms of scale. Typical internal consulting roles are based
in, among others, corporate development, project management units and
dedicated advisory departments. Many consultants also often venture into
managerial roles.
The chapter 'Consulting Industry' presents an overview of all aspects of the

advisory market, ranging from the definition of consulting and its key segments
to insight into market sizes per region/country, including India. The
chapter further presents an outline of fees & rates billed by consultants, details on
the M&A landscape in consulting and an overview of the main rankings and
recognitions in the industry
Management Consulting
Management consulting, often referred to as business consulting, is defined as
“advisory and/or implementation services to the (senior) management of
organisations with the aim of improving the effectiveness of their business
strategy, organisational performance and operational processes”. Management
consulting is – due to the great diversity in disciplines and differences in required
capacities of advisors – the broadest area within the consulting industry, and
covers between 50% - 55% of the total consulting market.
Management consulting market

The worldwide market for management consulting services is estimated to
be worth more than $130 billion, and represents just over half of the total global
consulting market. In the past years, expenditures on management consultancy
grew at an average of more than 4% per year, although the percentages have –
in line with the economic recovery of mature markets – been picking up recently.
With a value of $70 billion, operations consulting forms the biggest segment
within the sector, while HR consulting and strategy consulting are more or less
the same in size with a value of just over $30 billion.
The typology used by Consultancy.in defines management consulting as the sum of three service areas.
Strategy consulting, the segment that focusses on strategic and board room advisory; operations consulting,
which focusses on improving the management of organisations; and HR consulting, a segment that centres
around human capital advisory and/or consulting services aimed at improving the results of the HR function.
What does a management consultant do?

Management consultants are hired by decision makers for advice on, among
others, strategy and organisational matters. They can be asked to develop a new
strategic plan to realise more growth, for instance, or commissioned to advice on
innovation or cost reduction strategies. Implementing the proposed solutions also
features among their tasks, and the execution side of consulting forms the largest
market for management consultants in practice. Assignments can vary from
improving the efficiency of business processes, the implementation of new IT
systems, outsourcing of non-core tasks, or optimising the supply chain.
Management consultants typically remain involved until change transitions are
complete and new ways of working have become part of 'business as usual'
operations.
Management consulting firms
Since management consulting represents over half of the consulting industry,
most players in the market are either specialised management consultancy firms
or organisations with a business unit that offers management consulting services.
In the case of the latter, it mostly concerns large IT service providers (who often
provide implementation support and change management), recruitment firms
(that often extend their recruiting and interim services with HR advisory)
or temporary employment agencies (who add upscale consulting services to their
temp and contracting portfolio). In terms of numbers, a large part of the market
consists of freelancers – freelance management consultants who are active as
independent advisors or contractors
HR CONSULTANCY
Human resource (HR) consulting, also referred to as human capital advisory or
HRM consulting, spans advisory and implementation activities related to the
management of an organisation’s human capital and the HR function. The scope
of services range from overarching work on human capital strategy, to the design
and deployment of a compensation & benefits framework, down to the
transformation of the HR function.
HR consulting market
The market for human resource consulting services is estimated to be worth $31
billion, representing approximately 10% of the total global consulting market,
making it the smallest of the six main industry segments. During the crisis years,
HR consulting was one of the chief casualties within the recession of the
consulting industry – according to analysts, spending on human resource
consulting contracted by 10% or more in mature geographies.
Since 2011, growth levels in the market have been restored and the revenue of
HR consulting services has seen a rise of around $1 billion per year. Annual
growth percentages vary between 3.6% and 4.5%, with most recent years
showing better performances.
In the coming years, spending on HR consultants is forecasted to continue to

grow on the back of large trends in the human capital domain such as an ageing
workforce, continued mismatch on the labour market, the rising impact of
diversity /inclusion and the need to bring employee capacities in line with 21st
century skill sets.
HR consulting services
The market for human resource consulting services consists of eight main
disciplines: Human Capital Strategy, Compensation & Benefits, Organisational
Change, HR Function, Talent Management, HR Analytics, Learning &
Development and HR Technology.
Human capital strategy includes a variety of strategic work in the HR domain,

such as defining a corporate culture, organisational design, setting up a people
strategy that supports key pillars in the business, as well as the design of HR-
related strategies in the area of diversity, recruitment and talent management
among others. Compensation & benefits, a segment also known as total rewards,
looks at all aspects of employee compensation and benefits from base and
variable pay to bonus schemes and other secondary benefits across the entire
organisation – from board level to employees on the workfloor. The discipline
also includes pensions / retirement consulting, and advisory services tied to
health and welfare.
Organisational change encompasses the people side of change, aimed at

successfully guiding and embedding changes in organisational structure, ways of
working, or cultural changes within an enterprise. Change management stands at
the heart of the service area, spanning advisory expertise to tools and
interventions, with leadership alignment, stakeholder management, change
interventions and cultural management being the main offerings. Organisational
change services can be sold as standalone offerings by consultancies. However,
they are typically bundled into larger functional transformations to safeguard the
people side of change. The HR function area focuses on all activities related to
improving the functioning of the human resource department. Offerings vary
from developing and implementing an HR target or delivery model, to the
implementation of HR systems and technologies, or other HR transformations
that boost processes and organisational efficiency.
Talent management encompasses all activities required to recruit, retain and

develop talent, as well as establishing the right structure and processes to ensure
that professionals can perform optimally. Key propositions include strategic
workforce planning – the science to anticipate on present and future human
capital needs by matching business goals with HR data – recruitment & retention,
workforce effectiveness and performance management. Through the rise of data
and new technologies, HR analytics has grown into a full-fledged service area
within HR consulting. HR analytics focuses on applying analytic processes to the
human capital spectrum, with the key objective of adding insights and value to
HR activities.
The learning & development service line, also referred to as training &
development, is concerned with activities aimed at improving the performance of
individuals and groups. The scope ranges from organisational and competency
development across leadership, departments and functions to support the training
and education needs of individuals. Learning & development also includes the
soft side of development, such as coaching and mentoring, as well as the
technological side of training, such as the development and implementation of
learning management systems. Lastly, HR technology is the field that specialises
in all systems and tools used in the HR department, including large ERP modules
by SAP, Oracle or Microsoft, and more niche solutions per functional domain.
What does an HR consultant do?

Human resource consultants are generally hired by three types of clients. Firstly,
HR advisors support HR directors and managers of client organisations with
improving the performance of the HR function - examples include implementing
an HR business partner delivery model, redesigning HR processes or
implementing a HRIS system. Secondly, HR consultants are hired by clients –
business, HR or works councils – to support broader human capital issues. This
can range from providing HR support on M&A programmes to managing a
cultural transformation or developing a new talent management strategy for
critical business functions. Lastly, HR consultants are typically staffed on large
transformations to ensure that the necessary people and human capital expertise
is on board, complementing the traditional 'hard' functional skills that are already
part of the project. In this case, the client is often an internal consulting
department that leads the delivery of the engagement. For example: a Finance
Transformation programme at a client will be led by the Finance service line,
which will subsequently call upon human capital consultants to lead areas such
as leadership alignment, change management, learning and communication.
HR consulting firms
Analysts typically distinguish between three types of HR firms: the large global
players that specialise in human resources (e.g. Aon Hewitt, Hay Group, Mercer,
and Willis Towers Watson), generalist consulting firms that have a separate HR
consulting unit and niche players that focus on a specific discipline or market.
Consultancy of Iran
The consulting industry can trace its roots back to the late 19th century, when the
world's first modern consulting firms were founded. From the turn of the century,
management consulting – which focused mainly on engineering and finance
early on – increasingly gained terrain in the business world. However, it wasn’t
until the 1930s that consulting firms started to grow their size beyond a few
founding partners and small teams. In the slipstream of the growth of scientific
management, operations and organisational theory, the number of consulting
firms rapidly expanded in the next decades, with today’s well-known US firms
such as Arthur D. Little, A.T. Kearney, Booz Allen Hamilton and McKinsey &
Company playing frontrunner roles.
The consulting industry started its internationalisation in the early 1960s, when
the large American management consultancies expanded into Europe, bringing
their management models and experience to transform European organisations.
In the next thirty years, the consulting industry found itself in a phase of
unprecedented growth across Western markets, far outpacing the growth of the
world economy during the same time period. Revenues of the top ten worldwide
management consultancies, for instance, grew from around $200 million to
around $50 billion at the beginning of the 21st century, while the headcount of
the thirty largest consultancy firms in the industry grew from about 20,000 in the
early 1980s to approximately 430,000 in 2000.
Nearly two decades down the line, the consulting industry has developed into one
of the most mature sectors in the professional services industry, generating
between $100 billion to $300 billion in revenues, with the precise estimate
depending on the definitions used. At the heart of the industry stand six main
domains – Strategy Consulting, Management Consulting, Operations
Consulting, Financial Advisory, HR Consulting and IT Consulting – that
when combined, span services and offerings in over 200 industry and functional
areas. The majority of consultants work at large and mid-sized consulting firms,
yet, in terms of the number of consultancy enterprises, these firms typically
represent no more than 15% of the total, with the majority of enterprises active as
sole proprietorships (i.e. freelance consultants).
Besides consultants working in the consulting industry, advisors are increasingly

working in a consultant role that leverages consultancy skills but lies outside the
consulting industry. Over the past few decades, organisations have taken large
steps in maturing their internal advisory and implementation units, building
internal consulting and project management teams as well as developing typical
‘consulting’ capabilities across key departments, functions and process areas.
Little is known on the exact global size of the ‘internal consulting’ industry, and
estimates range widely from a fraction of the consulting industry’s size to a
market that is larger in terms of scale. Typical internal consulting roles are based
in, among others, corporate development, project management units and
dedicated advisory departments. Many consultants also often venture into
managerial roles.
The chapter 'Consulting Industry' presents an overview of all aspects of the

advisory market, ranging from the definition of consulting and its key segments
to insight into market sizes per region/country, including the Middle East. The
chapter further presents an outline of fees & rates billed by consultants, details on
the M&A landscape in consulting and an overview of the main rankings and
recognitions in the industry
Management Consulting
Management consulting, often referred to as business consulting, is defined as
“advisory and/or implementation services to the (senior) management of
organisations with the aim of improving the effectiveness of their business
strategy, organisational performance and operational processes”. Management
consulting is – due to the great diversity in disciplines and differences in required
capacities of advisors – the broadest area within the consulting industry, and
covers between 50% and 55% of the total consulting market.
Management consulting market

The worldwide market for management consulting services is estimated to
be worth more than $130 billion, and represents just over half of the total global
consulting market. In the past years, expenditures on management consultancy
grew at an average of more than 4% per year, although the percentages have –
in line with the economic recovery of mature markets – been picking up recently.
With a value of $70 billion, operations consulting forms the biggest segment
within the sector, while HR consulting and strategy consulting are more or less
the same in size with a value of just over $30 billion.
The typology used by Consultancy-me.com defines management consulting as

the sum of three service areas. Strategy consulting, the segment that focusses on
strategic and board room advisory; operations consulting, which focusses on
improving the management of organisations; and HR consulting, a segment that
centres around human capital advisory and/or consulting services aimed
at improving the results of the HR function.
What does a management consultant do?

Management consultants are hired by decision makers for advice on, among
others, strategy and organisational matters. They can be asked to develop a new
strategic plan to realise more growth, for instance, or commissioned to advise on
innovation or cost reduction strategies. Implementing the proposed solutions also
features among their tasks, and the execution side of consulting forms the largest
market for management consultants in practice. Assignments can vary from
improving the efficiency of business processes, the implementation of new IT
systems, outsourcing of non-core tasks, or optimising the supply chain.
Management consultants typically remain involved until change transitions are
complete and new ways of working have become part of 'business as usual'
operations.
Management consulting firms
Since management consulting represents over half of the consulting industry,
most players in the market are either specialised management consultancy firms
or organisations with a business unit that offers management consulting services.
In the case of the latter, it mostly concerns large IT service providers (who often
provide implementation support and change management), recruitment firms
(that often extend their recruiting and interim services with HR advisory)
or temporary employment agencies (who add upscale consulting services to their
temp and contracting portfolio). In terms of numbers, a large part of the market
consists of freelancers – freelance management consultants who are active as
independent advisors or contractors
HR Consulting
Human resource (HR) consulting, also referred to as human capital advisory or
HRM consulting, spans advisory and implementation activities related to the
management of an organisation’s human capital and the HR function. The scope
of services range from overarching work on human capital strategy, to the design
and deployment of a compensation & benefits framework, down to the
transformation of the HR function.
HR consulting market
The market for human resource consulting services is estimated to be worth $31
billion, representing approximately 10% of the total global consulting market,
making it the smallest of the six main industry segments. During the crisis years,
HR consulting was one of the chief casualties within the recession of the
consulting industry – according to analysts, spending on human resource
consulting contracted by 10% or more in mature geographies.
Since 2011, growth levels in the market have been restored and the revenue of
HR consulting services has seen a rise of around $1 billion per year. Annual
growth percentages vary between 3.6% and 4.5%, with most recent years
showing better performances.
In the coming years, spending on HR consultants is forecasted to continue to

grow on the back of large trends in the human capital domain such as an ageing
workforce, continued mismatch on the labour market, the rising impact of
diversity /inclusion and the need to bring employee capacities in line with 21st
century skill sets.
HR consulting services
The market for human resource consulting services consists of eight main
disciplines: Human Capital Strategy, Compensation & Benefits, Organisational
Change, HR Function, Talent Management, HR Analytics, Learning &
Development and HR Technology.
Human capital strategy includes a variety of strategic work in the HR domain,

such as defining a corporate culture, organisational design, setting up a people
strategy that supports key pillars in the business, as well as the design of HR-
related strategies in the area of diversity, recruitment and talent management
among others. Compensation & benefits, a segment also known as total rewards,
looks at all aspects of employee compensation and benefits from base and
variable pay to bonus schemes and other secondary benefits across the entire
organisation – from board level to employees on the workfloor. The discipline
also includes pensions / retirement consulting, and advisory services tied to
health and welfare.
Organisational change encompasses the people side of change, aimed at

successfully guiding and embedding changes in organisational structure, ways of
working, or cultural changes within an enterprise. Change management stands at
the heart of the service area, spanning advisory expertise to tools and
interventions, with leadership alignment, stakeholder management, change
interventions and cultural management being the main offerings. Organisational
change services can be sold as standalone offerings by consultancies. However,
they are typically bundled into larger functional transformations to safeguard the
people side of change. The HR function area focuses on all activities related to
improving the functioning of the human resource department. Offerings vary
from developing and implementing an HR target or delivery model, to the
implementation of HR systems and technologies, or other HR transformations
that boost processes and organisational efficiency.
Talent management encompasses all activities required to recruit, retain and

develop talent, as well as establishing the right structure and processes to ensure
that professionals can perform optimally. Key propositions include strategic
workforce planning – the science to anticipate on present and future human
capital needs by matching business goals with HR data – recruitment & retention,
workforce effectiveness and performance management. Through the rise of data
and new technologies, HR analytics has grown into a full-fledged service area
within HR consulting. HR analytics focuses on applying analytic processes to the
human capital spectrum, with the key objective of adding insights and value to
HR activities.
The learning & development service line, also referred to as training &
development, is concerned with activities aimed at improving the performance of
individuals and groups. The scope ranges from organisational and competency
development across leadership, departments and functions to support the training
and education needs of individuals. Learning & development also includes the
soft side of development, such as coaching and mentoring, as well as the
technological side of training, such as the development and implementation of
learning management systems. Lastly, HR technology is the field that specialises
in all systems and tools used in the HR department, including large ERP modules
by SAP, Oracle or Microsoft, and more niche solutions per functional domain.
What does an HR consultant do?

Human resource consultants are generally hired by three types of clients. Firstly,
HR advisors support HR directors and managers of client organisations with
improving the performance of the HR function - examples include implementing
an HR business partner delivery model, redesigning HR processes or
implementing a HRIS system. Secondly, HR consultants are hired by clients –
business, HR or works councils – to support broader human capital issues. This
can range from providing HR support on M&A programmes to managing a
cultural transformation or developing a new talent management strategy for
critical business functions. Lastly, HR consultants are typically staffed on large
transformations to ensure that the necessary people and human capital expertise
is on board, complementing the traditional 'hard' functional skills that are already
part of the project. In this case, the client is often an internal consulting
department that leads the delivery of the engagement. For example: a Finance
Transformation programme at a client will be led by the Finance service line,
which will subsequently call upon human capital consultants to lead areas such
as leadership alignment, change management, learning and communication.
HR consulting firms
Analysts typically distinguish between three types of HR firms: the large global
players that specialise in human resources (e.g. Aon Hewitt, Hay Group, Mercer,
Willis Towers Watson), generalist consulting firms that have a separate HR
consulting unit and niche players that focus on a specific discipline or market.
COMPARISON BETWEEN
INDIA AND IRAN
Economic Factor……….
In 2008–09, Iranian oil accounted for nearly 16.5% of India's crude oil imports.
Indian oil imports from Iran increased by 9.5% in 2008–09 due to which Iran
emerged as India's second largest oil supplier. About 40% of the refined oil
consumed by India is imported from Iran In June 2009, Indian oil companies
announced their plan to invest US$5 billion in developing an Iranian gas field in
the Persian Gulf. In September 2009, the Mehr news agency reported a Pakistani
diplomat as saying "India definitely quitted the IPI (India-Pakistan-Iran) gas
pipeline deal”, in favour of the India–United States Civil Nuclear Agreement for
energy security. Iranian officials however said India is yet to make an official
declaration. In 2010, US officials warned New Delhi that Indian companies using
the Asian Clearing Union for financial transactions with Iran run the risk of
violating a recent US law that bans international firms from doing business with
Iranian banks and Tehran's oil and gas sector, and that Indian companies dealing
with Iran in this manner may be barred from the US. The United States criticises
the ACU of being insufficiently transparent in its financial dealings with Iran and
suspects that much of their assets are funnelled to blacklisted repressive
organisations in Iran such as the Islamic Revolutionary Guard Corps. The United
States Department of the Treasury also believes that Iran uses the ACU to bypass
the US banking system. On 27 November 2010, the Indian government, through
the Reserve Bank of India, instructed the country's lenders to stop processing
current-account transactions with Iran using the Asian Clearing Union and that
further deals should be settled without ACU involvement. RBI also declared that
they will not facilitate payments for Iranian crude imports as global pressure on
Tehran grows over its nuclear programme. This move by the Indian government
will make clear to Indian companies that working through the ACU "doesn't
necessarily mean an Iranian counterpart has an international seal of approval". As
of December 2010, neither Iran nor the ACU have responded to this
development. India objected to further American sanctions on Iran in 2010. An
Indian foreign policy strategist, Rajiv Skiri, dismissed the idea that a nuclear
armed Iran was a threat to India, and said that India would continue to invest in
Iran and do business.[31] Despite increased pressure by the US and Europe, and a
significant reduction in oil imports from Persian oil fields in 2012, leading
political figures in India have clearly stated that they are not willing to stop trade
relations altogether. To the contrary, they aim at expanding the commodity trade
with the Islamic republic.

Nupur Agrawal

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PROJECT ON

Economic Analysis of INDIA and IRAN

Pro. Dharmendra Khairajani

United world school of law, Gandhinagar

 PERSIAN POLITENESS IS AN ART FROM IRAN

If you do get invited to dinner at an Iranians families home you are

In order to be a perfect guest here are few pointers on Iranians

 OLD HABITS DIE HARD

Number of colleges and universities in India reached 39,050 and 903,

Investments/ Recent developments.

 Indian education sector witnessed 18 merger and acquisition deals worth

 In August 2018, Innovation Cell and Atal Ranking of Institutions on

 Under the mid-day meal scheme initiated by the Government of India,

In 2030, it is estimated that India’s higher education will:

 Adopt transformative and innovative approaches in Higher education.

Moreover, availability of English speaking tech-educated talent, democratic

 During 2018-19 (up to February 2019), merchandise exports from India

Numerous foreign companies are setting up their facilities in India on account of

Some of the recent initiatives and developments undertaken by the government

 In February 2019, the Government of India approved the National Policy

India's gross domestic product (GDP) is expected to reach US$ 6 trillion by

India is also focusing on renewable sources to generate energy. It is planning to

India is expected to be the third largest consumer economy as its consumption

The Government of India is extensively promoting research parks technology

The engineering R&D and product development market in India is forecasted to

With support from the government, considerable investment and development

 As per the Government records, the number of Indian scientists coming

 In February 2018, the Union Cabinet has approved implementation of

The Union Budget 2019-20

 The allocation to the Department of Science and Technology (DST) has

The Road Ahead

India is aggressively working towards establishing itself as a leader in

The Indian advertising industry is projected to be the second fastest growing

Newspaper readership in India has increased by 40 per cent to 407 million in

India’s advertising revenue is projected to reach Rs 1,232.70 billion (US$ 18.39

The Foreign Direct Investment (FDI) inflows in the Information and

The Telecom Regulatory Authority of India (TRAI) is set to approach the

The Government of India has supported Media and Entertainment industry’s

The Indian Media and Entertainment industry is on an impressive growth path.

Universities, institutes of technology, medical schools and community colleges,

The first Western-style public schools were established by Haji-Mirza Hassan

Schools for Gifted Children

The National Organization for Development of Exceptional Talents (NODET),

The 2016 removal of nuclear-related UN sanctions, which has the potential to

Birth of Political Islam

A New Political Framework

Molavi describes this concept as a system of insiders (khodee) and outsiders

Iran had an estimated Gross Domestic Product (GDP) in 2017 of US$447.7

Iranian authorities have adopted a comprehensive strategy encompassing market-

In the medium term, the economy is set to experience a downward trajectory as

The chapter 'Consulting Industry' presents an overview of all aspects of the

Management consulting market

What does a management consultant do?

In the coming years, spending on HR consultants is forecasted to continue to

Human capital strategy includes a variety of strategic work in the HR domain,

Organisational change encompasses the people side of change, aimed at

Talent management encompasses all activities required to recruit, retain and

What does an HR consultant do?

Besides consultants working in the consulting industry, advisors are increasingly

The chapter 'Consulting Industry' presents an overview of all aspects of the

Management consulting market

The typology used by Consultancy-me.com defines management consulting as