Sunday, November 29, 2009

'Dubai won’t be allowed to collapse'

Two weeks before the world took fright at debt-laden Dubai’s growing financial problems, it was clear the UAE’s flashiest, most populous emirate was depressed. The Gulf state was dotted with vacant or half-empty apartments. Imploring signs ran down the front of some of the smartest, tallest new residential buildings: “To Let. Ring xxxx”. At least 20% of the available office space was reportedly vacant. Many restaurants were deserted. Shop attendants at the year-old Dubai Mall, a giant temple of commerce in the prestigious new $20 billion downtown Burj Dubai project, agreed in whispers that “there are fewer shoppers than 2008, much fewer”. Whispers because the local press and public are forced to play down the crisis. A publicist with one of Dubai’s largest companies added sotto voce that malls across the emirate were “markedly more empty”. The Dubai Mall was a case in point. People with big shopping bags were thin across its 1,000 shops. Not so in one of this mall’s most famous and rivetting features, the Aquarium & Underwater Zoo. Visitors continue to throng this at 50 dirhams per head, gawping at its “more than 33,000 aquatic creatures” through “the world’s largest aquarium window”. To an economist, the aquarium’s proud boast of high visitor numbers might say more about the state of Dubai than Dubai’s state. Aquarium staffers say the numbers are proof that “people still want to have fun, particularly for 50 dirhams, though they may not feel like big-time shopping.” So is Dubai going bust or simply changing its USP? Far from bust, insist long-time immigrant residents. Rohit Gupta, who owns and runs a shipping company, says his new neighbours — “Muslims from the UK” — may symbolize the basic reason Dubai will not be allowed to collapse under a mountain of debt some say is more than 100% of its GDP. “Dubai offers Muslims a place to do business, be themselves and relative freedom. This is not about to become another Iceland.” Those who cannily bought homes in the 818-metre Burj, the world’s tallest tower, say Dubai’s premium real estate remains “blue-chip and gilt-edged”. Emaar, in which the Dubai government has a 32% stake, is the emirate’s largest developer, is poised to float its stocks in India and claims it has a healthy balance sheet. That’s unlike Nakheel, which is building the Palm resorts on land reclaimed from sea and has set off the financial panic. Emaar claims it is still on target to launch the Burj in January and there are no money worries to sidetrack this confidence-building boost to Dubai’s image worldwide. An Indian who bought an apartment in the Burj at 2200 dirhams per square foot soon after it was launched in 2004 says “I can still get more than 3,500 dirhams per square foot if I want to sell. But I don’t and I won’t.” Gupta, who has worked out of Dubai for eight years, says this was “my second-best year, business-wise. It’s only the gamblers who have suffered”. Rightly so, perhaps, for a Muslim state that frowns on games of chance.
POSTED BY
PREETI KUMARI
PGDM III SEM

MTNL received highest GSM spectrum for Delhi, Mumbai

NEW DELHI: State-run GSM mobile operator MTNL, which operates in Delhi and Mumbai, has 12.4 Mhz specturm, the highest amount given to any operator so far. The PSU has got 12.4 Mhz of spectrum on 900 Mhz and 1,800 Mhz band as per the Department of Telecom's list of radiowave allotment to all the GSM operators as on October, 2009. Bharti, Vodafone, BPL and BSNL have got a maximum 10 Mhz in various circles. In Delhi, Bharti and Vodafone have 10 Mhz each, followed by Idea at 8 Mhz. The new operator Etisalat has 4.4 Mhz in Delhi same as Reliance Mobile (GSM) and Aircel. In Mumbai, BPL and Vodafone have 10 Mhz radio waves each while Bharti has 9.2 Mhz. TTSL, Reliance Mobile, Datacom, Idea, Unitech and Etisalat have 4.4 Mhz each. The government has decided to freeze allocation of additional 2G airwaves until the upcoming 3G auctions. The communications ministry has sought the views of telecom regulator Trai on the DoT's internal spectrum panel's report, which was finalised in June. The report has called for delinking spectrum and licence and has sought auction of 2G spectrum.
POSTED BY:
SHUBHAM AGARWAL
PGDM III SEM

SBI to open 23 overseas branches by March


MUMBAI: The State Bank of India, which enjoys the largest overseas presence among local lenders, is in the advanced stages of opening 23 more branches abroad over the next four months, a top SBI official said. This will take the total number of SBI branches in foreign countries to 160 by March, from 137 presently, enabling the lender to consolidate its position as a financial services conglomerate in the global landscape. SBI currently derives around 12 per cent of its total revenue from the overseas business. "Moving to newer markets is critical for SBI in the backdrop of India's increasing integration to the rest of the world. We will increase our overseas presence to around 160 branches by March," the official told PTI here. The banking giant plans to open 10-11 new branches in Nepal -- the country where SBI has largest foreign presence, by March. This will take its total branch-strength in Nepal to 48 from 37 now. In Washington, where SBI already have a representative office, the bank plans to open one branch shortly that will undertake a mix of business activities, including retail banking, the official said. "The Washington branch will be a full service branch, that will offer all types of banking services to all class of customers including retail banking," the official said. SBI Chairman, O P Bhatt, while receiving a UK delegation in September, said that the bank would set up an administrative office in UK by the end of this fiscal, which will act as a centre to control its European operations. State Bank plans to open over 40 new offices globally in the next one year, including five new offices in UK, Bhatt had said. Presently, SBI has seven branches in UK. Out of the targeted five, the bank expects to open three before March, the official said. Similarly, the bank is also looking at to set up one more branch in South Africa by the end of this fiscal, which would take the total number of offices in that country to four. "With major world economies coming out of recession, there is a significant revival seen in the business confidence in world markets. This would help the banking industry to find new business opportunities," the official said. The banking major also aims to expand operations in Maldives and Mauritius by strengthening its physical presence. It aims to open three branches each in both markets by March, the official said. In Doha Qatar Financial Centre, SBI plans to open a full service branch by end FY10 and is currently awaiting the regulatory approvals, to go ahead with the proposal. Other leading Indian banks having presence abroad include Bank of Baroda, which has 76 branches in 25 countries, Bank of India (29 branches) and ICICI Bank.
POSTED BY:
PALLAVI SINGH
PGDM III SEM

Thursday, November 26, 2009

India, Bangladesh to ink power exchange deal

NEW DELHI: India and Bangladesh will sign an agreement for exchanging electricity in off-peak hours and opening gates for cross-investment in the power sector. The deal will be signed during Prime Minister Sheikh Hasina's visit in the second week of December and will require connecting the transmission systems of the two countries, estimated to cost $200 million.

Government sources said the two sides are looking at exchanging electricity for nearly 17 hours a day. The volume of electricity exchanged is expected to be as high as 250 mw in the initial period and could eventually go up to 1,000 mw. Bangladesh has identified four interconnect points but India is finding Behrampur in West Bengal's Murshidabad district and Tripura as more viable sites for establishing the links.

The two points will link Iswardi and Asuganj, respectively, in Bangladesh. The agreement could eventually see Indian companies such as the Tata Group to revive their mothballed plans of setting up power plants in Bangladesh using gas form that country's Bibiyana fields and sell surplus electricity to India. The group had proposed to set up a power plant as part of its $3 billion investment plan that also included fertiliser and steel units.

For Bangladesh, the agreement will help overcome electricity shortages and manage peak-hour demands. It will also open a door for that country to source power from Bhutan and wheel it through the Indian transmission system. Demand for the use of Indian grid in return for allowing a pipeline from Myanmar to pass through its territory was one of the issues that saw a tripartite deal fall through in 2005-06.

A power link between India and Bangladesh will also fill up a gap in the proposed Saarc electricity grid. India already has a power link with Bhutan and is working on ramping up electricity imports to at least 5,000 mw by 2020. Simultaneously, it is also talking to Sri Lanka for an undersea link and Nepal for an overland interconnect that will allow exchange of 250-500 mw initially.

The sources said Bangladesh power secretary Mohammad Abul Kalam Azad was here recently to sew up details of the agreement and finalise the draft agreement. A team of Indian officials was also in Bangladesh two days back for reconnaisance. Joint technical teams will finalise modalities of implementing projects once the deal is signed.
POSTED BY:
PREETI KUMARI
PGDM III SEM

EcoCa set to challenge Tata Nano as the cheapest car


EcoCa set to challenge Tata Nano as the cheapest car
A little-known company in London is set to challenge Tata Nano as the cheapest car by rolling out a 340 cc two-seater petrol car for as Nano in picsNano EuropaMaking of Nanolittle as $2,200 (Rs 1 lakh) that it says will still ensure healthy profit margins for the makers. EcoCa, a small engineering and design company, is now scouting for a joint-venture partner in India to build the car with the same name.
“We have identified India as a lucrative market to achieve our price target of $2,200 which will also help us earn healthy profit margins,” Karman M Naghdi, MD of EcoCa Ltd, told ET. Karman M Naghdi said, “We have identified India as a lucrative market to achieve our price target of $2200 which will also help us earn healthy profit margins. Some Indian carmakers have also evinced keen interest to evaluate the prototype of our cars for performance, fuel efficiency and safety standards.”
While Mr Naghdi refused to disclose the name of any company EcoCa is in talks with, an auto industry executive familiar with the development said Mahindra & Mahindra could be one of the companies. A top M&M official, however, refused to confirm any such development. “We keep getting such proposals for technology and product development which we routinely evaluate,” he said, requesting anonymity.
EcoCa plans to utilise India’s low-cost manufacturing base to keep the price down for both global and domestic markets, said Mr Naghdi. “Some Indian carmakers have also evinced keen interest to evaluate the prototype of our cars for performance, fuel efficiency and safety standards,” he said. Developed with an investment of around 8 million pounds (Rs 60 crore) and inspired by the iconic Volkswagen Beetle, EcoCa comes with convertible roof and automatic gearbox that means no need to change gears.
The prototype is made of lightweight, a high strength ABS plastic, which has good resistance to impact, heat and chemicals. It weighs only 330 kg against Nano’s 635 kg and delivers a fuel efficiency of 27-28 km/litre of petrol against Nano’s 23.6 km/litre under standard test conditions. The car has cleared the frontal crash tests in Europe like the Nano and carries options of front airbags. It has a top speed of 70 kmph, much lower than Nano's 103 kmph. A new car chassis and body could be shelled out in 24 minutes flat under normal production cycle, Mr Naghdi said.
POSTED BY:-
SHILPI KUMARI
PGDM-3rd SEM

Rupee down 8 paise at 46.28 a dollar in early trade

MUMBAI: The Indian rupee today depreciated by 8 paise to 46.28 against the US currency in early trade on expectations of capital outflows by foreign funds.

At the Interbank Foreign Exchange (Forex) market, the domestic unit traded 8 paise down at 46.28 a dollar. The rupee ended 17 paise higher at 46.20/21 against the US currency in the previous session.

Forex dealers said expectations of more capital outflows by foreign funds as stock market may open lower in tandem with weak Asian equity markets and demand for the US dollar from importers mainly put pressure on the Indian rupee.

They said, dollar's losses against other currencies contained the fall.
Posted By:
Shubham Agarwal
PGDM III Sem

Oman Oil buys 26% in BPCL project

NEW DELHI: State-run Bharat Petroleum has wrested a 50% premium to allow Oman Oil Company to re-enter its Rs 11,397 crore Bina Refinery project.

Oman Oil has returned to pick up 26% equity in the project for an additional Rs 1,220crore, sources said.

The six-million tonne per annum refinery in Madhya Pradesh was originally conceived through Bharat Oman Refineries Ltd, a joint venture between Bharat Petroleum and Oman Oil. The joint venture was formed in 1993 but the Omanian firm did not contribute equity beyond the initial Rs 75 crore.

However, following inordinate delays in the implementation of the project, Oman Oil froze its investment in the company at Rs 75 crore for a 2% stake. It is now paying Rs 15 for a Rs 10 share in BORL and is picking up 26%.

BPCL, which holds 50% stake in the project, provided the unbridged portion of the Rs 4,000 crore equity in form of loan. The state-run firm would get its loan back once Oman Oil makes the payment for its 26% share. It will get the remaining 24% equity through an initial public offering, the dates of which are yet to be finalised, the source said adding BORL has already arranged Rs 6,400 crore loan to achieve financial closure.

Oman Oil's additional investment of Rs 1,220 crore would take its stake in BORL to 26% from present 2%. The project is scheduled for commissioning in early 2010.

Posted By:
Pallavi Singh
PGDM III Sem

Wednesday, November 25, 2009

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Tuesday, November 24, 2009

CBI pegs Satyam fraud at Rs 14,000 crore

CBI pegs Satyam fraud at Rs 14,000 crore

HYDERABAD: Seven months after its first charge sheet in the Satyam scam, CBI on Tuesday filed a supplementary charge sheet against disgraced Satyam founder B Ramalinga Raju and nine others, pegging the Satyam fraud at Rs 14,000 crore instead of the Rs 7800 crore that Raju had owned up to in January this year. ( Watch Video )

The additional chargesheet however fails to nail Raju and aides on siphoning of funds from Satyam Computer, instead saying that the investigating agency was planning to file a separate chargesheet on the allegations of funds diversion and income-tax frauds within the next few days.

The 200-page chargesheet filed in the CBI court here, charged the accused of forging board resolutions and unauthorisedly obtaining loans worth Rs 1220 crore from banks as well as inflating Satyam revenues to the tune of Rs 430 crore by creating fake customers and generating fake invoices.

The chargesheet also identifies 1065 properties with a documented value of Rs 350 crore that were acquired by the Rajus with the spoils of the fraud. These include 6,000 acres of land, 40,000 sq yd of housing plots and 90,000 sq ft of built-up property.

CBI has also slapped charges of criminal breach of trust and falsifying accounts by inflating the acquisition price of Nipuna Services Ltd, the ITeS arm of Satyam. It also slapped a criminal breach of trust on them in the declaration and disbursal of dividends of Satyam Computers.

Meanwhile, the Rs 1220 crore unauthorized loans detailed by CBI in the chargesheet are not reflected in the company's books and are over and above the Rs 1230 crore that Raju confessed to Satyam having received from various Raju family owned companies including Maytas Infra and Maytas Properties.

The CBI, which on Saturday arrested Satyam's internal audit head VS Prabhakar Gupta making him the 10th accused, also charged the accused of criminal breach of trust in declaration and disbursment of dividend.
POSTED BY:-
SHILPI KUMARI
PGDM-3rd SEM

Undergrad nets Rs 32 lakh offer from Deutsche Bank

NEW DELHI: For someone who aspires for a hole-in-one as an amateur golfer, Adit Mathur has made a Tiger Woodsian debut on the job circuit.

The 20-year-old undergrad of Shri Ram College of Commerce (SRCC) is now the toast of Delhi University (DU) as he has teed in an offer from Deutsche Bank for an annual compensation package of Rs 32 lakh ($69,000). Mathur, a resident of Civil Lines in Delhi, will be trained in London next year for a plum posting abroad.

The size of the offer made to a student from DU is what has made the cheerful difference to the ritual of foreign banks picking up students from Indian institutions, as such handsome offers are the perquisite of IITs and IIMs. The highest that a DU student has got in the past is Rs 14 lakh from Lehman Brothers in 2007.

However, that single spectacular difference has disrupted the private life of Adit, who is desperately staying clear of the media glare. The pleasantly surprised son of Prof Anita Mathur, who also teaches in the same college, has been the first pick of first timer Deutsche from DU. An avid sports enthusiast Adit’s father is the COO of GMR Sports which owns Delhi Daredevils.

“It was completely unexpected. I couldn’t prepare much in advance, but brushing up the basics helped a lot,” Adit told ET. He is flying off to London next July for the Graduate Analyst Training Programme, where he will interact with several other students from across the globe.

POSTED BY:
SHUBHAM AGARWAL
PGDM III SEM

Rupee up by 10 paise against dollar

MUMBAI: The rupee continued its onward march against the US dollar for the third day in row by gaining 10 paise to close at 46.37/38, despite a lower opening in tandem with the stock markets.

The local currency recovered from its initial losses against the American greenback on fresh selling by banks in view of the rising demand from importers amid recovery in the domestic equity markets. The lower opening was also due to the month-end demand for the US currency from importers, mainly oil refiners, coupled with bearish stock market, which opened in the red following weak Asian cues. The stock market also trimmed its deeper fall towards the closing trade.

Following bourses, the local unit ended at 46.37/38 a dollar against yesterday's close, showing a net gain of 10 paise due to selling of dollars by corporates on the back of recovery in the local stocks. The rupee moved in a range of 46.36 and 46.64 during the day.

In a choppy trade, the Bombay Stock Exchange benchmark Sensex recovered from its initial sharp losses but still ended down by 49.10 points at 17,131.08 points, due to profit- booking at higher levels triggered by sharp fall in Chinese indices and the rest of Asia and a negative opening in Europe.

The dollar was stable in early trade in Asia after losing ground in New York, while Asian shares slipped as investors shrugged off the massive rally on the Wall Street and Europe yesterday driven by better-than-expected US home sales data.

POSTED BY:
PALLAVI SINGH
PGDM III SEM

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new air charter firm's fare equal to biz class of airlines

It claims to be the country’s first low-cost air charter operation. It will offer destinations either not connected or with limited connection, but at the same fare you would pay for a business class ticket. All you have to do is to ensure there are three customers travelling together on its Cirrus aircraft (which has three seats).
Aviation enterpreneuer Manav Singh, who owns Club One which offers aircraft on fractional ownership, and Uttam Kumar Bose, former CEO of Air Sahara, today launched Air Car, the country’s first low-cost air charter, with Delhi as a base. Initially, the charters will fly out of Delhi and service cities within a 500 km radius. Said Manav Singh, the chairman, “Air Car is 50 per cent cheaper than any available air charter service currently operating for similar distances and is priced competitively to a business class ticket of an airline.”
While a business class traveller of an airline has to pay around Rs 10,000 for a journey from Delhi to Chandigarh and back , he can charter a three-seater aircraft at Air Car for Rs 60,000 for three people, which amounts to him paying the same fare per passenger. Additionally, Singh adds, the passenger saves on journey time, as he is not constrained to the scheduled flights run by airlines.
And, passengers can commute to places not connected by airlines. Bose, managing director, said: ”Agra, Baddi, Pantnagar, Dehradun, Ludhiana have emerged as new business hubs in northern India. However, airlines do not have flights to such places. Air Car offers them the option to travel faster to these places at reasonable rates.”
Singh sees tremendous potential in the low-cost air charter business. “Nearly 50,000 people travel business class at least once a year in India. Of them, even if 40 per cent shifts to flying with Air Car, the air charter business would grow to having 20,000 subscribers from the current 200 over the next two years. This is a growth of nearly 10,000 per cent.”
To this end, Air Car has already started negotiations with corporate houses and small to medium businesses, to offer travel packages which would enable them to fly to any place in the country against 100 hours of bookings.
Air Car now has two Cirrus SR-22 GTS aircraft and has placed orders for another 10 such carriers. It plans to add two to three aircraft every quarter and expand operations to all state capitals and major towns/cities by 2013. After Delhi, the company plans to launch operations in Maharashtra.
ashok verma
pgdm 1sem

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Monday, November 23, 2009

Project to upgrade Salem hospital apace

SALEM: Salem is set to become a healthcare hub. The project to convert the Salem Government Medical College Hospital into a Rs. 140-crore superspecialty institution is apace.
“The hospital will be ready in three months,” said Union Minister of State for Health S. Gandhiselvan after inspecting the work on Tuesday. He promised additional funds for it if needed.
Health Minister M.R.K. Panneerselvam and Agriculture Minister Veerapandi S. Arumugam, who accompanied the Union Minister, said the State had finalised the list of doctors and paramedical staff to be appointed here.
Equipment for the hospital is ready. Interior works such as whitewashing, providing air-conditioning ducts, flooring, fixing fire extinguishers, electrical works and medical gases ducts are being carried out in the five-storeyed project, which is coming up on 30,000 square metres. The hospital will have 11 modern operation theatres and 441 beds.
“Trauma and emergency care will be its thrust area as the neighbouring districts of Erode, Namakkal, Dharmapuri, Krishnagiri and parts of Villupuram witness frequent road accidents,” said a senior physician. The civil construction is over. The State has provided Rs. 40 crore and land.
Sanctioned by the then Union Health Minister, Anbumani Ramadoss, the hospital is among five Government Medical College Hospitals which have been upgraded into the superspecialty status in Tamil Nadu, Karnataka, Kerala and Andhra Pradesh at a combined cost of about Rs. 520 crore.
POSTED BY:
SHUBHAM AGARWAL
PGDM III SEM

No bill from Tatas for Singur so far, says West Bengal

KOLKATA: The West Bengal government on Monday said no compensation bill has been received for returning the 1,100 acres that was leased out to Tata Motors in Singur for setting up the mother plant for the Nano project. It also said land taken for a specific purpose by a lessee could not be blocked if the assigned project does not fructify.
It may be mentioned that Tata Sons chairman Ratan Tata had said at a press conference in the city on September 1, 2009, that the group did not wish to sit on the Singur land, which was leased out by the West Bengal government, and block the State’s development. Speaking with the State Industry Minister Nirupam Sen sitting beside him, Mr. Tata said the Tatas were willing to hand back the land, if compensation was received for its investments made there. He also indicated an openness to consider an alternative project if it made business sense to the group.‘No talks on land use’
State chief secretary Ashoke Mohan Chakraborty told journalists at the secretariat that the government has not received any formal proposal from the Railways for setting up a project at Singur and the State government too has not held any talks on alternative use for this land. “It is premature to say who will do what at Singur,” he said. On the compensation issue he said: “No compensation bill has been received by the government as per my knowledge.”
Asked whether he held any talks with Bharat Heavy Electricals Ltd (BHEL), whose senior executives had recently visited the site at Singur, Mr. Chakraborty said, “There is no reason to believe that only BHEL was discussed. The Union Department of Heavy Industries has offered the State government around 300 acres of land which is presently lying unutilised at Durgapur.” He said this land belongs to a DHI-controlled closed company for which the Centre has no revival plans.
Mr. Chakraborty said BHEL, which plans to set up two power plants, has been checking out sites and had also come to West Bengal on this mission. This was a follow-up visit to an earlier meeting with state government officials.
Posted By:
PALLAVI SINGH
PGDM III SEM

Profit-booking takes toll on equity schemes

Investors have sold units worth Rs 16,507 cr in the past 3 months.
Equity collections have taken a hit since the ban on entry load by mutual funds (MFs) kicked in from August 1. This, coupled with heavy profit-booking, has led to net outflows from equity schemes.
In the three months to October, the Bombay Stock Exchange Sensitive Index, or the Sensex, rose 13.34 per cent. However, net outflows from equity funds were Rs 4,021 crore, according to data from the Association of Mutual Funds in India (Amfi).
This is largely due profit-booking. Investors have sold units worth Rs 16,507 crore in the past three months. “This is not unusual. In a rising market, investors always book profits,” said a fund manager.
What seem to be hurting fund houses are relatively lower collections. That is, fund houses have collected only Rs 12,486 crore in the same period, thereby leading to net outflows.
In comparison, during the boom period of July- December 2007, fund houses had witnessed an outflow of Rs 44,914 crore. But at the same time, they had collected Rs 59,601 crore, leading to net inflows of Rs 14,687 crore. However, while profit-booking has increased substantially this time, collections have not increased. In the initial part of the rally, collections were booming. But now they seem to have slowed down.
Since the stock markets turned around in mid-March, investors have started coming back to mutual funds. As a result, between March and July-end, fund houses collected Rs 23,273 crore. In July itself, they collected an impressive Rs 8,737 crore – the highest during the year. Though profit-booking was also there – Rs 15,844 crore – the higher collections resulted in net inflows.
With the ban on entry load from August 1, collections have fallen sharply and fund houses collected only Rs 4,036 crore in that month. Incremental collections in September and October also have been similar – Rs 4,189 crore and Rs 4,261 crore. And redemptions have been rising – Rs 4,178 crore in August, Rs 5,945 crore in September and Rs 6,384 crore in October. Clearly, distributors are not enthusiastic about equity schemes now.
Said a managing director of a fund house, “Some of the leading mutual fund distributors have started shifting to selling insurance products because of higher commissions. So, even an upfront fee was not helping matters.”
He said both independent financial advisors (IFAs) and banks lacked the incentive to sell. And while smart investors might invest by approaching IFA, new customers were not coming.
PRATEEK MADHUR
PGDM 3 SEM
SEC-A

india china join hands on more represantation in WTO

The political differences between India and China notwithstanding, the two countries are working in unison at the World Trade Organisation (WTO).
India recently supported a proposal by China seeking more representation in the WTO secretariat in Geneva.
“India has co-sponsored a proposal initiated by China and several countries, including South Africa, in the Budget Finance and Administration Committee of the WTO that has called for staff composition of the secretariat that is more representative of the WTO membership as a whole,” South Africa's Head of Delegation to WTO Faizel Ismail said here yesterday.
India and China are also pushing for reforms and more representation for the developing countries in other multilateral organisations like the International Monetary Fund (IMF) and the World Bank. However, the two neighbours recently saw tension rising on the border issue and Tibetan spiritual leader Dalai Lama's visit to Twang in Arunachal Pradesh.

ashok verma
pgdm 1sem

gurguo comunity scholar

For A Pilot
By yogisharma, Section GN Posted on Wed Apr 09, 2008 at 04:28:55 AM EST
Want to become a commercial pilot? You can realize your dream, provided you meet the minimum requirements, and join a flying academy to obtain a commercial pilot license. With the increase in competition in the airline industry, the career prospects of a commercial pilot are very bright. Today, pilots are earning more salary than ever before, and there are more airlines to hire them.
To become a commercial pilot you must get a Commercial Pilot License (CPL). But before you get a CPL, you must have a Student Pilot License (SPL). There are three pilot licenses, SPL, Private Pilot License (PPL), and CPL.
A CPL allows you to fly for airlines. Once you get an SPL, you can go for Private Pilot License (PPL) or Commercial Pilot License (CPL). But the PPL does not allow you to fly commercially and is generally taken up by those who have a passion for airplane flying.
Eligibility/Admission requirements
Age
For SPL - Not less than 16 years
For PPL - Not less than 17 years
For CPL - Not less than 18 year
Eye Sight
Your vision in one eye must be perfect - 6/6 eyesight. In the other eye, you could have an imperfection of 6/9, which must be correctable to 6/6.
Physical Fitness
You must be physically fit and free of any disease that can hamper normal functioning.Click On "Full Story" For Read These Point Of Story....
Educational Qualification
Class 10 for SPL
10+2 with Maths and Physics with at least 50% marks
Pilot Training Average Fees and Expenses
India
* Rs. 10-18 Lacs depending on the flying academy.
Abroad
* Rs. 18-25 Lacs, depending on the country and flying academy.
Pilot Training Course Duration
India
* Around 2 years
Abroad
* 6-12 months ( It may vary country to country)
Student Pilot License
You must clear a written theory examination in Air Regulations, Aviation Meteorology and Air Navigation and Air Technical.
You must obtain a medical certificate of fitness from doctors designated by the Director General of Civil Aviation. Only two bodies in India Air Force Central Medical Establishment in New Delhi and the Institute of Aviation Medicine, Bangalore are authorised to give you a medical fitness certificate.
You need a security clearance.
You need to take an oral examination and an aptitude test.
You need to furnish a bank guarantee of Rs 10,000.
If you clear the medical test and the exams, you will be granted the SPL.
After you get a SPL, you can go ahead and get PPL and CPL. After getting the SPL you can directly go for a CPL. If you want to become a commercial pilot and get a job in the airline industry you need to have a CPL.Private Pilot License
After you obtain the SPL, you will be assigned an instructor to start your flying lessons. You will learn the basics of flying and your instructor will accompany you on flights.
After 15 hours of flying with an instructor, you can fly solo and go cross-country as well.
To obtain a Private Pilot License, you need to fly a minimum of 60 hours. Of this, at least 20 hours should be solo flying and 5 hours should be cross-country flights.
You also need to appear for the written theory examinations in subjects like Air Regulations, Aviation Meteorology, Air Navigation, Aircraft Engines and Seamanship.
You need to obtain the medical fitness certificate from the AFCME or IAM.
You must have passed Class XII or equivalent exam with Physics and Maths.
Training Costs
Rs 3,500 per
To get a PPL, you need at least 60 hours of flying. Thus the total flying expense is around Rs 210000.
Commercial Pilot License
The age range for getting a CPL is between 18 years and 30 years.
You need a minimum of 250 hours of flying to get this license.
150 hours have to be solo flying
25 hours of cross-country flying
10 hours of instrument flying (which means you rely only on the plane's instruments for flying without looking at the horizon or external assistance),
5 hours of flying in the night.
A medical certificate from ACFME or IAM and theory tests in Air Regulations, Aviation Meteorology, Air Navigation, Technical and Planning are other important parts of the process.
You can get the Private Helicopter License if you complete 40 hours of flight training with 15 hours of solo flying. You also need to take written exams on basic aviation subjects.
To get a Commercial Helicopter Pilot License, you need 60 hours of flight training as well as appear for a written exam.
Training Costs
Rs 900,000
For a Commercial Helicopter Pilot License Rs 1300,000
The fees at the premier flying school, Indira Gandhi Rashtriya Uran Akademi, Rae Bareilly are above Rs 16 lakh for CPL+PPL. The 18-month CPL course for those who already have a PPL costs around Rs 12 lakh.
Airline Transport Pilot's License
The above mentioned licenses can only allow you to fly as a co-pilot. If you want to take over as captain, you need the Airline Transport Pilot's License, which is the highest aviation license available. Along with clearing written papers, you also need to clock a total of 1,500 flying hours and take medical tests.
Training Costs
Rs.30,000 to Rs.40,000 per hour.
Often, the airline you work for may sponsor the training costs.
Pilot in Indian Air ForceScholarshipsweb sites for more information on scholarshipCareer ProspectsTop Recruiters
Pilot in Indian Air Force
You can also become pilot in Indian Air Force. To join Indian Air Force, you need to take the NDA entrance test after class 12 with Physics

pilot traning scholar

large number of scholarships are offered by several pilot training institutes to the students on the basis of merit. Scholarships offered by a few institutes have been given below:
Indira Gandhi Rashtriya Uran Akademi, Rae Bareilly (Uttar Pradesh) offers the following scholarships:
Rajiv Gandhi Foundation: A scholarship of rupees 3 Lakhs is offered to 2 women pilots based on their merit cum means for every batch.
Air India scholarships: A scholarship of rupees 4 Lakhs is offered to 2 students on a merit-cum-means basis for every batch.
Indian Airlines scholarships: A scholarship of rupees 4 Lakhs each is offered to 2 students on a merit-cum-means basis for every batch.
JRD Tata Memorial scholarships: A scholarship of atleast rupees 1 Lakhs each is offered to 4 students on a merit-cum-means basis for every batch. Scholarships of up to 10 lakhs a year is offered to the pilot training trainees by the JRD Tata Trust.
Scholarships for SC/ST candidates: A large number of different scholarships are made available to the SC/ ST candidates. A scholarship of rupees 2 Lakhs on training fee is offered. Another 2 lakhs by IGRUE is offered to selected candidates and a few other state government scholarships, etc are offered to the SC/ ST candidates.
The Madras Flying Club, Chennai, Tamil Nadu offers a large number of scholarships as well:
Scholarships for SC/ST candidates: For the SC/ST candidates who have completed their SSC/ 10 + 2 and who wish to take up a pilot training course a large number of government scholarships are made available to them.
Incase if you need to find out about more scholarships which are offered at various institutes and training schools you may visit the following websites.
http://www.scholarshipsinindia.com/civil.html
http://tribal.nic.in/cpladvt.pdf
• www.scholarshipsindia.com

Sunday, November 22, 2009

Lyondell deal will up RIL's refining margins: Experts

Reliance Industries, India's biggest-listed group, is planning to offer USD 10 billion to acquire a controlling stake in LyondellBasell, the bankrupt Dutch-based US petrochemical giant, in what would be one of the largest offshore acquisition by an Indian company, said people familiar with the matter.
The Indian conglomerate controlled by Mukesh Ambani, India's richest man according to Forbes, said on Saturday that it had submitted a preliminary non-binding cash offer to LyondellBasell and it added that it was reviewing a number of global opportunities for growth in its core business.We have to finalise a few points but Reliance is preparing to put USD 10 billion on the table," a person close to the group told the Financial Times. Another one person familiar with the deal said: "USD 10 billion is about right, give or take USD 1 billion".
Experts attached with local and international brokerages view the development as positive. “Over the last couple of years, RIL’s petrochemical business was a cause of worry. This particular move should assuage investor concerns on that business,” said Portfolio Manager PN Vijay.
Vijay said there were some concerns when RIL promoters sold treasury stock and now the management was keeping its word when it had promised some global acquisitions.
“The RIL stock too has been doing well in the last two weeks compared to the battering it received since June. It is still not on our buy list yet because of the huge overhang of the Supreme Court case [relating to gas] but this is surely a positive development.”
‘How you read the deal is a function of the price RIL pays,” said Adrian Mowat of JPMorgan.
“We suspect they will be pretty cautious in the price that they are willing to pay.”
Mowat added that RIL’s refining margins, which were currently under pressure, would improve if the Lyondell acquisition went through.

POSTED BY:- PREETI KUMARI
PGDM IIIRD
SEC-B

Tata DoCoMo launches per second roaming

Mobile player Tata Docomo on Sunday launched per second billing for roaming across the country to take on rival Airtel, which announced a major cut in roaming charges last week.The company introduced 1 paisa per second for all incoming and outgoing local and STD calls, to any network, to mobile or landline phones, it said in a statement. At the moment operators follow per minute roaming rates and charges vary depending on location and network.The move would intensify the tariff war among the mobile companies on this new turf.Tata DoCoMo had earlier offered the one paisa per second scheme for local and STD calls which was later followed by other operators to grab customers."We are delighted to announce yet another industry defying offer to our subscribers-- a transparent and pack-free roaming tariff plan of 1 paisa per second for all incoming and outgoing call, both local and long distance, to all network and types of phones (mobile or landline)," Tata Docomo President Deepak Gulati said.The company is gearing up to roll out pan-India GSM services this year, the new roaming scheme would be available across the country, Tata Docomo said."When a subscriber is roaming most telecom operators in India charge a minimum of 50-60 paise per minute, even then the call duration is less than a minute. Under the Tata Docomo roaming offer, subscribers will be charged only for what he or she uses-- at 1 paise per second," Gulati added.

POSTED BY:-
SHWETA RANI
PGDM-3rd sem

RIL confirms acquisition plan for LyondellBasell

Mukesh Ambani-led Reliance Industries Limited (RIL) has said it has made a non-binding offer for cash for LyondellBasell, an international chemicals company. Though RIL did not name a figure for the offer, it is reported to be around $12 billion.
In a statement, the Indian energy giant said it has submitted to LyondellBasell, a preliminary non-binding offer to acquire for cash, a controlling stake in it upon its emergence from Chapter 11 bankruptcy pursuant to its plan of reorganisation. It was reviewing a number of global opportunities for growth in its core business, RIL added.
“The offer is preliminary and subject to customary conditions, including conduct of due-diligence, documentation and receipt of creditors support,” RIL added.
If closed, this acquisition deal will be one of the largest by any Indian company overseas.
So far, the largest acquisition of an overseas firm was Tata Steel’s purchase of Corus for $13 bn. LyondellBasell said RIL has made a non-binding cash offer to buy a controlling interest and the offer represented a potential alternative to its previously filed reorganisation plan to emerge from Chapter 11 bankruptcy. Both Reliance and LyondellBasell did not disclose the size of the offer in their statements.
LyondellBasell is the world’s third largest capitalisation of $55 bn. It had filed for Chapter 11 bankruptcy protection in January 2009 after it was impacted by high leverage, adverse market conditions & liquidity issues.
LyondellBasell, based in the US but headquartered in the Netherlands, was created in December 2007 when Basell Polyolefins merged with Lyondell Chemical Company.
It is one of the world’s largest producers of polymers, petrochemicals and fuels.
For RIL, Bank of America Merrill Lynch is among the advisors for the deal.
RIL, India’s most valuable private sector conglomerate, has been looking to expand its operations, taking advantage of the current low valuations to delve into the global markets.
Earlier at the company’s annual general meeting, its chairman and managing director (CMD), Mukesh Ambani had said the company was aiming to attain global scale for its conventional energy platform — petrochemicals, refining and oil & gas exploration — and invest in its new businesses such as retailing and alternative energy.

POSTED BY:-
SHWETA RANI
PGDM-3rd sem

Product strategies and business development

PRODUCT-POSITIONING STRATEGY
The term positioning refers to placing a brand in that part of the market where it will receive a favorable reception compared to competing products. Because the market is heterogeneous, one brand cannot make an impact on the entire market. As a matter of strategy, therefore, a product should be matched with that segment of the market in which it is most likely to succeed. The product should be positioned so that it stands apart from competing brands. Positioning tells what the product stands for, what it is, and how customers should evaluate it. Positioning is achieved by using marketing mix variables, especially design and communication. Although differentiation through positioning is more visible in consumer goods, it is equally true of industrial goods. With some products, positioning can be achieved on the basis of tangible differences (e.g., product features); with many others, intangibles are used to differentiate and position products. As Levitt has observed: Fabricators of consumer and industrial goods seek competitive distinction via product features some visually or measurably identifiable, some cosmetically implied, and some rhetorically claimed by reference to real or suggested hidden attributes that promise results or values different from those of competitors’ products. So too with consumer and industrial services what I call, to be accurate, “intangibles.” On the commodities exchanges, for example, dealers in metals, grains, and pork bellies trade in totally undifferentiated generic products. But what they “sell” is the claimed distinction of their execution the efficiency of their transactions in their client’s behalf, their responsiveness to inquiries, the clarity and speed of their confirmations, and the like. In short, the offered product is differentiated, though the generic product is identical. The desired position for a product may be determined using the following procedure:
1. Analyze product attributes that are salient to customers.
2. Examine the distribution of these attributes among different market segments.
3. Determine the optimal position for the product in regard to each attribute, taking into consideration the positions occupied by existing brands.
4. Choose an overall position for the product (based on the overall match between product attributes and their distribution in the population and the positions of existing brands). For example, cosmetics for the career woman may be positioned as “natural,” cosmetics that supposedly make the user appear as if she were wearing no makeup at all. An alternate position could be “fast” cosmetics, cosmetics to give the user a mysterious aura in the evenings. A third position might be “light” cosmetics, cosmetics to be worn for tennis and other leisure activities. Consider the positioning of beer. Two positioning decisions for beer are light versus heavy and bitter versus mild. The desired position for a new brand of beer can be determined by discovering its rating on these attributes and by considering the size of the beer market. The beer market is divided into segments according to these attributes and the positions of other brands. It may be found that the heavy and mild beer market is large and that Stroh and Budweiser compete in it. In the light and mild beer market, another big segment, Miller and Anheuser- Busch are the dominant competitors. Management may decide to position a new brand in competition with Miller Lite and Bud Light. Disney stores demonstrate how adequate positioning can lead to instant success. 3 Disney stores earn more than three times what other specialty stores earn per every square foot of floor space. Disney has created retail environments with entertainment as their chief motif.
As a customer enters the store, he/she sees the Magic Kingdom, a land of bright lights and merry sounds packed full of Mickey Mouse merchandise. From a phone at the front of each store, a customer can get the Disney channel or article a room in a Disney World hotel. Disney designers got down on their hands and knees when they laid out the stores to be sure that their sight lines would work for a three-year-old. The back wall, normally a prime display area, is given over to a large video screen that continuously plays clips from Disney’s animated movies and cartoons. Below the screen, at kid level, sit tiers of stuffed animals that toddlers are encouraged to play with. Adult apparel hangs at the front of the stores to announce that they are for shoppers of all ages. Floor fixtures that hold the merchandise angle inward to steer shoppers deeper into this flashy money trap. Managers spend six weeks in intensive preparatory classes and training before being assigned to a store. Garnished with theatrical lighting and elaborate ceiling displays, the stores have relatively high start-up and fixed costs, but once up and running, they earn high margins. Six different approaches to positioning may be distinguished:
1. Positioning by attribute (i.e., associating a product with an attribute, feature, or customer benefit).
2. Positioning by price/quality (i.e., the price/quality attribute is so pervasive that it can be considered a separate approach to promotion).
3. Positioning with respect to use or application (i.e., associating the product with a use or application).
4. Positioning by the product user (i.e., associating a product with a user or a class of users).
5. Positioning with respect to a product class (e.g., positioning Caress soap as a bath oil product rather than as soap).
6. Positioning with respect to a competitor (i.e., making a reference to competition, as in Avis’s now-famous campaign: “We’re number two, so we try harder.”). Two types of positioning strategy are discussed here: single-brand strategy and multiple-brand strategy. A company may have just one brand that it may place in one or more chosen market segments, or, alternatively, it may have several brands positioned in different segments.

Spectrum is a tax riddle, says PwC

NEW DELHI: The government should clarify taxation rules regarding payments made for acquiring spectrum while working to resolve the issue of 3G spectrum allocation, according to financial consultancy firm PwC. "There is no specific provision in Indian tax laws governing the deductibility of the payments made for acquiring spectrum," a PwC report on the telecom sector said. With the allocation of spectrum, especially 3G being an issue of concern, rules governing the same in the taxation laws also assume significance. "Since, substantial amounts are to be involved for acquiring spectrum, determining its deductibility becomes critical," the firm said. An issue which follows the dearth of tax laws in case of spectrum is whether such payment is in the nature of capital expenditure or revenue expenditure, the firm pointed out. "If such expenditure is capital in nature, whether it is eligible for depreciation? If such expenditure is revenue in nature, whether the deduction thereof is allowable in the year of payment or over the period for which the spectrum is allotted," PwC said.
POSTED BY:
SHUBHAM AGARWAL
PGDM III SEM

IRDA may cap CEO salary at Rs 1.5 crore

NEW DELHI: Insurance regulator IRDA is mulling to put a cap of Rs 1.5 crore on the annual salary of chief executive, which could be paid from the policyholders’ fund. Any salary beyond this could be paid by promoters, as per a proposal being studied by IRDA, sources said. “IRDA is examining the CEOs salary with great details and is having discussion with insurers on putting a cap. We are told Rs 1.5 crore could be paid by the company,” a source close to the development said. The sources added that any pay-packet higher than could not come from policyholders’ funds, if the proposal is accepted. In June, IRDA chairman J Harinarayan had said IRDA is mulling to put a cap on the managerial remuneration of insurance firms. He added that there should be a limit on what the policyholders could be charged for paying compensation to the managerial staff. The issue of CEOs salaries assume importance after some countries at G-20 meeting earlier this year had called for limiting their bonuses and tieing their salaries to long-term performance. In India, corporate affairs minister Salman Khurshid had said the government does not want to play the regulator by intervening in executive remuneration and the issue should rest with the shareholders and the board of the company. There are more than 40 life and non-life insurance companies operating in the country. The Reserve Bank of India is also set to come out with a guideline to regulate the pay packages of senior executives of both private and foreign banks. The RBI currently clears the pay packages of CEOs of private and foreign banks on case-by-case basis after the compensation committee at each bank approves it. On the other hand, the salaries of CEOs of public sector banks are set by the government.
POSTED BY:
PALLAVI SINGH
PGDM III SEM

Thursday, November 19, 2009

The Madhya Pradesh government today passed Rs 2,300 crore first supplementary budget through voice vote. Of this, the government has earmarked a capital expenditure of Rs 1,700 crore. A lion’s share of the budget will go to power sector, school education, irrigation, panchayat and roads.
Silencing the Opposition FinanceMinister Raghavji today said, “Only handcart pullers will get Rs 10 crore as welfare fund for them, it had never happened during the previous congress regime.” He said the state was in a better financial condition without imposing additional burden of tax on commoner. “If we compare national and state growth rate, Madhya Pradesh has registered 17 per cent growth vis-a-vis 31 per cent decline in the national growth rate during the year 2006-2007 and 2008-2009,” he said. “When the Congress regime had taken over reigns from BJP-ruled Sundarlal Patwa government in 1992 the state had debt burden of Rs 5,000 crore, which swelled seven times to Rs 35,000 crore when the Digvijay Singh government was voted out of power. However, during the BJP-ruled present government the state burden had gone up only one-and-a-half times to Rs 55, 000 crore (net Rs 47,000 crore),” he added.
Of the total demands of Rs 2,322 crore, power sector will get Rs 500 crore for working capital, Rs 535 crore for school education, Rs 224 crore for irrigation, Rs 205 crore for Panchayat, Rs 163 crore for roads, Rs 79 crore for schedule tribes, Rs 60 crore for women and child welfare, Rs 50 crore for forests, Rs 41 crore for higher education, Rs 25 crore for health, Rs 18 crore for minority welfare, Rs 9 crore for schedule caste and Rs 11.49 crore will go to the horticulture sector.

ASHOK VERMA
PGDM 1st SEM

Wednesday, November 18, 2009

Tata says search underway for successor-WSJ

Tata conglomerate is looking around the world for a successor to Ratan Tata, the 71-year old chairman of the sprawling salt-to-steel group said in an interview with the Wall Street Journal published on Wednesday.
Local and foreign candidates were being looked at to head the group, which includes Tata Motors, Tata Steel , Tata Consultancy Services and Tata Power among its 27 listed companies "We are in the process of formalising a successor to me. We have some outside consultants and a formal search process is on. There are no constraints," Tata, who has steered the group for nearly two decades, said in the interview. The successor could be from within the group or outside, Tata said, adding he hoped the person would carry on the growth path that had been set. All but one of the group's past chairmans have been Tatas, although at the moment no family candidate has been publicly identified to take over the role. "It would certainly be easier if that candidate were an Indian national. But now that 65 percent of our revenues come from overseas, it could also be an expatriate sitting in that position with justification now," Tata said. Tata group's 98 operating companies have annual revenues of $71 billion and 357,000 employees, its website shows. The group, founded in 1868, runs India's top vehicle maker, top software services firm, top private sector power producer and the world's eighth-largest steel maker by output. Ratan Tata has led the group's international expansion. In 2007, Tata Steel paid $13 billion to buy Anglo-Dutch steel maker Corus, and Tata Motors paid $2.3 billion to acquire Jaguar Land Rover in 2008. He said the group was still digesting those acquisitions, which had been made harder due to the global financial crisis and economic downturn. The downturn pushed Tata to ask his group companies to undertake a major cost-cutting drive. "Tata Motors was able to extinguish its borrowing of $3 billion through this difficult period, and most people don't realise the magnitude of that task," he said. Tata said the conglomerate model would continue to work reasonably well in India despite falling apart in other parts of the world, saying when the group had tried to shed some business it ran into strong objections from employees and the public.


Neha Verma
PGDM 3rd Sem

RBI proposes fund for urban co-oprative bank

A panel set up by the Reserve Bank of India (RBI) has recommended the setting up of an emergency fund to help urban cooperative banks (UCBs) tide over liquidity problems. In addition, it has proposed that a national-level umbrella organisation be set up to provide ATM, investment banking and cash management services to these entities.A working group headed by RBI Executive Director VS Das has also recommended that the Emergency Fund Facility Scheme can also help banks that fall short of the prescribed capital adequacy ratio.The fund is proposed to be set up through an agreement between UCBs and state governments. The banks could chip in with 0.05 per cent of their assets. This amount would earn interest, said the group.These funds would be available to the participating UCBs as a soft loan (liquidity support) carrying interest, which would be around 200 basis points higher than the rate offered on the contribution. The facility would be available to a UCB for six months to a year. The quantum of liquidity might be capped at 50 per cent of net worth, according to the proposal.While the working group turned down a proposal to set up a revival fund, it said the umbrella organisation to provide services to UCBs could be set up as a non-deposit taking non-banking finance company (NBFC). The company would start with paid-up capital of Rs 100 crore and an authorised capital of Rs 200 crore. The conversion of the umbrella organisation into a banking company could be considered later. It will provide a range of services to UCBs like credit facilities, liquidity to meet short-term mismatches, fund management services, investment banking services, payment and settlement services/gateway, information technology services, ATM network and services, management consultancy, and capacity building services. The non-deposit taking NBFC would have access to borrowings from banks and financial institutions, term deposits from UCBs, bonds and debentures, refinance against financial assets (loans and advances), including securities, and other miscellaneous sources for its working capital.In case of revival fund, the working group said Rs 2,500 crore will be required for UCBs to have a positive net worth

ASHOK VERMA
PGDM 1st SEM

Rural Marketing Strategies Need To Be Customised

The rural market has changed drastically in the past one decade. A decade ago, the rural market was more unstructured and was not a prioritised target location for corporates. Very few companies, mainly the agro-based ones, were concentrating in these markets. Their were no innovative strategies and promotional campaigns. A distribution system did exist, but was feeble. Illiteracy and lack of technology were the other factors leading to the poor reach of products and lower level of awareness amongst villagers.
Gradually, corporates realised that there was saturation, stiff competition and clutter in the urban market, and a demand was building up in rural areas. Seeing the vast potential of 75 per cent Indians living in rural areas, they started focusing on these unexplored, high-potential areas.
Companies came up with special rural products, like Chic Shampoo sachets @ Re 1, Parle G Tikki Packs @ Rs 2, customised TVs by LG, Shanti Amla oil by Marico. All these brought positive results for them.
Also, campaigns like Project Bharat by Hind Lever, where trials were generated across India in 1999, saw 30 per cent of its total personal products growing to contribute 50 per cent five years down the line. In the first phase, they covered 11.5 million rural households and increased awareness by 41 per cent.
Project Jagruti in the second phase by Colgate Palmolive India was a village consumer contact programme in 2001. It increased penetration of Colgate Dental Cream by doubling the villages from 33,000 to 55,000, reaching to a million houses. Such projects lead to increased penetration of products in rural areas.
As a result, retail outlets have sprung up in practically all the villages that store products of various brands and categories. Also, high congregation areas, like fairs, haats, markets etc. are proving to be an important marketing tool since clusters of target audience can be tapped at the same time and place.
Location plays a big role in marketing. Therefore, if a product is for kids, anganwadis and schools are a good place tap them and their mothers. Similarly, mandis and village influencers act as a catalyst in pushing a brand/product.
The various points that affect rural marketing are:
ReachFor a product to reach six lakh villages, one needs to know that 700 million villages are spread over 3.2 million sq. metre of area. The road conditions are usually poor. It is, therefore, important for the marketer to have a good distribution system.

Tuesday, November 17, 2009

Obama: Rally the world for climate deal next month


BEIJING – President Barack Obama, with China's leader at his side, lifted his sights Tuesday for a broad interim accord at next month's climate conference that he said will lead to immediate action and "rally the world" toward a solution on global warming.
Obama and President Hu Jintao talked of a joint desire to tackle climate change, but failed to move off differing positions on an root issue that could block a deal at the 192-nation conference in Copenhagen: how much each country can contribute to curb greenhouse gases and how the world will pay the billions of dollars needed to fight rising temperatures.
Hu said nations would do their part "consistent with our respective capabilities," a reference to the firmly held view among developing nations — even energy guzzlers like China, India and Brazil — that they should be required only to set goals for reining in greenhouse-gas emissions, not accept absolute targets for reducing emissions like the industrialized countries.
Nonetheless, the symbolism of the world's two largest polluters pledging no half measures in an agreement during the Dec. 7-18 conference was an attempt to take the sting out of the admission by Obama and other leaders over the weekend that Copenhagen would be only a way station rather than the endpoint envisioned two years ago when negotiations for a new climate treaty began.
Obama administration officials acknowledge that the Copenhagen talks are not expected to produce a final legal agreement, putting that off until next year. So the administration is hurriedly looking for ways to rescue a process that has gone far off track by building hopes that a significant, though interim and nonbinding, deal will be struck and keep international talks alive. Obama said Tuesday that he wants next month's talks to produce something more than "an agreement to have an agreement" at a future date.
"We need numbers on the table in Copenhagen," said Danish Prime Minister Lars Loekke Rasmussen, speaking to the top negotiators of 44 nations meeting for informal consultations. He said the agreement should be "concrete and binding on countries committing to reach targets, to undertake actions, and to provide agreed finance."
Obama said the aim of the summit "is not a partial accord or a political declaration, but rather an accord that covers all of the issues in the negotiations, and one that has immediate operational effect."
He said an all-encompassing agreement addressing all the areas for an eventual treaty "would be an important step forward in the effort to rally the world around a solution to our climate challenge."
Obama did not elaborate. But the United Nations and the European Union have called for a fund of at least $10 billion annually in the next three years to help poor countries draw up plans for moving to low-carbon economies, slow deforestation and take emergency steps against the effects of climate change.
The agreement is meant to succeed the 1997 Kyoto Protocol, which required 37 industrial countries to cut emissions an average 5 percent below 1990 levels by 2012, but which made no demands on rapidly growing economies like China's.
The Copenhagen agreement would require developing countries to curb their emissions growth, but it was unclear how their plans would be enshrined in the accord and what would happen if their promises were broken.
White House aides said Sunday that a fully binding legal agreement would be put off until a December 2010 meeting in Mexico City, even though the new agreement must be ratified and in force when the Kyoto pact expires at the end of 2012.
Together, the U.S. and China emit 40 percent of the world's greenhouse gases, and a new study said the recent growth of emissions during the economic downturn was almost entirely driven by China. Worldwide carbon emissions jumped 2 percent last year, said the study, published Tuesday in the journal Nature Geoscience, adding urgency to efforts to rein in pollution that traps the Earth's heat.
In a joint statement, Obama and Hu said Copenhagen should produce an agreement that would "include emission reduction targets of developed countries and nationally appropriate mitigation actions of developing countries."
Obama administration officials are pushing for Copenhagen negotiators to tackle specifics on the major issues such as financing for poor nations, technology cooperation and some commitments among developing nations — though not legally binding — on emission reductions.
That is what Obama was referring to when he said in Beijing that whatever comes out of Copenhagen should have "immediate operational effect," according to administration and congressional officials with knowledge of the administration's preparation for the climate talks.
In Washington, Carol Browner, the White House adviser on energy and climate, said the United States is ready to participate in a commitment by developed countries to help poor countries deal with the impacts of climate change. Browner declined to say how much the United States might contribute, but indicated those details would be worked out in Copenhagen.
U.N. estimates say about $150 billion a year will be needed by 2020.
The summit's Danish hosts and other European leaders understood Obama's comments on his Asian tour as a signal that he will deliver specific pledges of U.S. action on carbon emissions and financing in Copenhagen — even at the risk of moving faster than Congress would let him.
U.S. negotiators have persistently resisted pressure to commit to figures for emissions reductions or financing until Congress completes domestic climate legislation.
The legislative struggle in Congress is now certain to extend into next year. One version, calling for an 80 percent reduction in greenhouse gases by mid-century, has passed the House and a similar version recently emerged from a Senate committee, despite solid Republican opposition.
The administration hopes the U.S. position in Copenhagen will be fortified by evidence of some progress in Congress on climate, along other action the White House has taken to promote clean energy and rein in carbon dioxide emissions. In turn, they believe, some additional commitment from developing countries — even in terms of specific goals — could help get a climate bill through Congress, where opponents have repeatedly argued U.S. action alone won't help solve the climate problem.
Loekke Rasmussen said he told Obama and other leaders last week at an Asia-Pacific summit they must come up with hard commitments at Copenhagen, and Obama did not object.
Anders Carlgren, the environment minister of Sweden, said U.S. pledges would likely spur greater promises from developing countries to curtail their emissions growth. Obama could then take those results back to Congress, Carlgren said.
Obama's comments in Asia signaled he is trying to balance domestic concerns with international demands and is in intense conversation with Congress in advance of the summit, said Jake Schmidt, the climate policy director for the New York-based Natural Resources Defense Council.
He said it was possible Obama might make a conditional pledge or give a range of emissions targets.
"It's a positive shift in what the administration thinks it can bring to Copenhagen," he said.
___
Max reported from Amsterdam. Associated Press writers Jan Olsen in Copenhagen, Malin Rising in Stockholm, and H. Josef Hebert and Seth Borenstein in Washington contributed to this report.
POSTED BY:
SHUBHAM AGARWAL
PGDM III SEM

Asian stocks mixed amid caution after gains


HONG KONG – Asian stocks were mixed Wednesday amid investor caution following the recent advance in the region's markets.
Japanese and Hong Kong markets fell while South Korea and Shanghai shares rose. Oil prices extended their climb and gold hit another record high, while the dollar slipped against the yen and the euro.
The sideways trade followed an erratic session on Wall Street and a string of gains in Asia as the weakening dollar increased investor appetite for stocks and commodities like gold and oil.
But after several indexes touched new highs for the year, investors have become worried about the market overheating and started to book profits.
There's a lack of conviction among many investors about the market's direction, analysts said.
"The markets are pretty much stretched," said Belle Liang, head of research at Core Pacific-Yamaichi International. "It's very hard to gauge where the market is going at this moment. You never know when the liquidity will dry up."
Japan and Hong Kong led the region's declines, with Tokyo's Nikkei 225 stock average losing 53.13 points, or 0.6 percent, to 9,676.80 and Hong Kong's Hang Seng shedding 14.82, or 0.1 percent, to 22,899.33.
Markets in India, Indonesia, Singapore and Thailand also fell.
Among higher markets, South Korea's key index rose 1.1 percent to 1,603.97 and Shanghai's benchmark was up 0.6 percent to 3,303.23. Shares in Taiwan and Australia were modestly higher as well.
Overnight in the U.S., the Dow Jones industrial average rose 30.46, or 0.3 percent, to 10,437.42.
The broader Standard & Poor's 500 index rose 1.02, or 0.1 percent, to 1,110.32, while the Nasdaq composite index rose 5.93, or 0.3 percent, to 2,203.78.
U.S. futures pointed to a lower open Wednesday on Wall Street.
Oil prices extended gains, closing in on $80 barrel in Asia after an unexpected drop in U.S. crude supplies suggested demand could be improving.
Benchmark crude for December delivery was up 62 cents to $79.77 a barrel in electronic trading on the New York Mercantile Exchange. The contract rose 24 cents to settle at $79.14 on Tuesday.
Gold was trading up 0.1 percent at $1,139.5 after setting another record at $1,144.4
In currencies, the dollar fell to 89.15 yen from 89.24 yen. The euro rose to $1.4900 from $1.4874.
POSTED BY:
SHUBHAM AGARWAL
PGDM III SEM

Oil above $79 after US crude supply drop

SINGAPORE – Oil prices extended gains above $79 a barrel Wednesday in Asia after an unexpected drop in U.S. crude supplies suggested demand could be improving. Benchmark crude for December delivery was up 35 cents to $79.49 a barrel at midday Singapore time in electronic trading on the New York Mercantile Exchange. The contract rose 24 cents to settle at $79.14 on Tuesday. U.S. crude inventories unexpectedly fell last week, the American Petroleum Institute said late Tuesday. Crude stocks fell 4.4 million barrels while analysts had expected a rise of 1.2 million barrels, according to a survey by Platts, the energy information arm of McGraw-Hill Cos. The Energy Information Administration plans to announce its inventory report later Wednesday. Crude prices have zigzagged around $79 a barrel for more than a month as investors mull mixed economic data from the U.S. Home Depot Inc., Saks Inc. and Target Corp. all reported better-than-expected third-quarter results Wednesday. Traders will next be eyeing the holiday shopping season for signs of improving consumer confidence. In other Nymex trading, heating oil rose 0.64 cents to $2.06 a gallon. Gasoline for December delivery gained 1.11 cents to $2.02 a gallon. Natural gas for December delivery jumped 3.8 cents to $4.57 per 1,000 cubic feet. In London, Brent crude for December delivery rose 37 cents to $79.34 on the ICE Futures exchange.
POSTED BY:
PALLAVI SINGH
PGDM III SEM

Finding blue oceans

Indian companies must create uncontested market spaces in different sectors
As products and services increasingly become commodities in overcrowded industries and companies, profitable growth shrinks and companies are driven to compete primarily on cost. Companies in India today are competing in the global market place where cost arbitration alone is not sufficient to differentiate and sustain the business. Historically, a recession is a time of enormous creativity and breakthrough business launches. If we look at the current Indian information technology industry, the pure outsourcing or offshore development centre business models are not able to deliver sustained growth. It is time for companies in the sector to look into value innovation — the cornerstone of Blue Ocean Strategy.

The long-term solution for creating jobs is in companies creating compelling products and services that take them out of the vicious cycle of commodity completion. Lean times create innovation that is smarter than the innovation that is generated during fatter times. They are smarter because they are based on ideas — not big budgets, research and development, or technological breakthroughs. Therefore, Blue Ocean Strategy is a rising imperative for CXOs.

Blue Ocean Strategy is critical in today’s business climate because prospects in most established market spaces — red oceans — are shrinking steadily. Technological advances have substantially improved industrial productivity, permitting suppliers to produce a plethora of products and services. And as trade barriers between nations fall and information on products and prices becomes instantly and globally available, niche or monopoly markets are beginning to disappear.

The result is that in more and more industries, supply is overtaking demand. This situation has inevitably hastened the commoditisation of products and services, stoked price wars, and shrunk profit margins. If we look at some of the major brands in India, a variety of product and service categories have become more and more alike. And as brands become similar, people increasingly base purchase choices on price. In overcrowded industries, differentiating brands becomes harder both in economic upturns and in downturns.

Swimming in a ‘red ocean’? The question one has to answer is, “Is there is a systematic approach to creating blue oceans?” The authors of Blue Ocean Strategy, Chan Kim and Renne Mauborgne, began looking at companies spanning a 100-year period. During their analysis, it showed that there are no perpetually excellent companies. Consider In Search of Excellence, the first bestselling business book published in 1982. Within just five years, two-thirds of the identified model firms in the book had declined. Likewise, for those sample companies in Built to Last, another blockbuster business book, it was later found that if industry performance was removed from the equation, many of the companies in Built to Last were no longer exceptionally excellent. Therefore, one can safely conclude that there is no perpetually high-performing company and likewise there are no perpetually excellent industries. If we look at the once high-performing telecom industry over a three-year period from 2000 to 2003, it lost half a million jobs and was the cause of tremendous personal financial loss and upheaval. Four trillion dollars of market capitalisation disappeared.

Consider the IT/BPO sector in India. A few years ago, it looked like there was no stopping its meteoric rise and people envied companies in that industry. Today, the reverse is largely true. When companies try to outperform their rivals to grab a greater share of existing demand, product and services become commodities and there is cutthroat competition. This can be termed as ‘red oceans’.

Blue oceans, in contrast, denote all the industries not in existence today — the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. It is an analogy to describe the wider, deeper potential of market space that is not yet explored. It is vast, deep and powerful in terms of profitable growth.

Therefore, after extensive analysis of the industry, Blue Ocean Strategy has revealed that the ‘strategic move’, and not the company or the industry, is the right unit of analysis for explaining the creation of blue oceans and the root of profitable growth. Strategic moves are a set of managerial actions and decisions involved in making a major market-creating business offering. The basis of blue ocean systematic methodology is based on a study of over 150 strategic moves from over 30 industries, spanning from 1880 to 2000.

Many opportunities
The principles of Blue Ocean Strategy apply across all types of industries — from consumer product goods, pharmaceutical, financial services, entertainment, agriculture, IT and even government. In India, we have several opportunities to leverage and apply the principles of Blue Ocean Strategy to create uncontested market space.

For example, how do we compete and transform our coffee industry in India? Although India is not a major coffee exporting country, it is still a large producer of approximately 300,000 tonnes a year. Ensuring profitability and success of the coffee growers in the region is of paramount importance, beyond just economic reasons. Prolonged neglect of coffee plantations will result in ecological damage to the Western Ghats as each acre sustains almost 400 to 500 shade-bearing trees. It is time for us to look at the techniques of Blue Ocean Strategy and embrace value innovation.

Then there is India’s success story in the electric vehicle industry where Reva has created a blue ocean for itself as an ‘idea and knowledge company’. Instead of competing against the traditional automobile manufacturer’s product, a red ocean, Reva has focused on the electric vehicle, thereby creating a blue ocean for itself.

The success of the Indian Premier League is yet another example of how a successful blue ocean has been created by reducing spectator time, reducing the emphasis on classic batting and bowling techniques, raising the pace of the game and emphasis on athleticism, increasing the entertainment quotient with Bollywood and cheer leaders. It overall created a unique entertainment experience coupled with loyalty to the city.

We can apply the principles and techniques of Blue Ocean Strategy to transform our healthcare industry via remote healthcare and diagnostics. This can be done by deploying networked MRI’s in Tier II cities and rural India and providing affordable MRI services. We can educate the rural masses in India by looking at a unique way to reach out to them besides traditional brick and mortar institutions. Can we leverage remote education and create collaborative educational communities?

A rich array of companies have created blue oceans across diverse, and unexpected, industry domains from NetJets in jet travel, to NABI in the municipal bus industry, Cemex in Cement, Joint Striker Fighter in defence, and Cirque du Soleil in entertainment.

Whereas Blue Ocean Strategies create new market spaces and change industry dynamics, they are not necessarily initiated by new entrants to an industry. Blue oceans are created by both incumbents and new entrants. CXOs at large and established corporations should find it comforting — startups do not have natural advantages over established companies in creating new market spaces. Large R&D budgets are not the key to creating new market space either. The key is making the right strategic moves. A company that understands what drives good strategic moves will be best positioned to create multiple blue oceans over time, thereby continuing to deliver high growth and sustained profits. Therefore, creation of blue oceans is a product of strategy and as such is a direct result of managerial action, and not the size or age of the firm. CXOs are empowered to leverage the principles and techniques offered by Blue Ocean Strategy to enable transformative moves within their respective organisations

POSTED BY:-
PREETI KUMARI
PGDM IIIRD
SEC-B

Satyam gets notices from 37 companies

Satyam gets notices from 37 companies
In what could be a major setback for the Mahindras as well as the restatement of Satyam accounts, Mahindra Satyam has received legal notices from 37 companies staking claim to a refund of Rs 1230.4 crore that was allegedly given as a temporary advance to the then Satyam Computer Services.

"The notices have claimed the return of money to 'repay creditors', some of whom include Maytas Properties Ltd and Maytas Infra Ltd", Mahindra Satyam said in a filing to the bourses on Tuesday.

Mahindra Satyam also told the bourses that it had replied to the legal notices on November 14, 2009, stating that the claims were "legally untenable". The company also said that Satyam founder Ramalinga Raju's confession letter dated January 7, 2009, too had made a reference to "a net amount of Rs 1,230 crore arranged to the company by the 37 companies".

Incidentally, after the Satyam scam broke out, Raju's younger brother Suryanarayana Raju too is learnt to have written a letter to Satyam, seeking a refund of over Rs 1,200 crore which he claimed were given by Raju family-owned private companies.

Recently, even Maytas Infra's new owner-- IL&FS-- has written to Mahindra Satyam, giving proof of a transfer of Rs 20 crore through two front companies — Angeerasa Greenfields and Saptaswara AgroFarm — on July 31, 2008, into Satyam accounts through the Hyderabad branch of Axis Bank.

The IL&FS letter is also understood to have asked Mahindra Satyam to show the money as debt in their accounts, which are being restated by KPMG. The Mahindras, incidentally, have got an extension up to June 30, 2010, for submitting the restated Satyam accounts to various regulatory authorities.

It was government-appointed director on the board of Maytas Infra and Maytas Properties, Ved Jain, who had disclosed in July that the two companies had given Rs 392 crore and Rs 220 crore respectively to Satyam via privately- owned companies.
POSTED BY:-
SHILPI KUMARI
PGDM:-3rd SEM

RIL outlines growth plan, to scout for acquisitions overseas

India's most valuable company, Reliance Industries Ltd (RIL), on Tuesday outlined its growth plan and said it is scouting for oil and gas properties overseas, which will help bring about a better balance between domestic and international operations."Reliance continues to accrue oil and gas properties overseas. These overseas oil and gas initiatives would reinforce the domestic effort. It will also bring a better balance between domestic and international operations as well as between onshore and offshore properties," RIL's Chairman and Managing Director, Mukesh Ambani, told shareholders at the company's 35th annual general meeting in Mumbai.The petrochemical giant currently has 99,000 square kilometres of acreage under exploration in Oman, Yemen, Colombia, East Timor and Peru.Ambani said RIL has also commenced drilling its first offshore exploratory well as an operator in the deep waters of Oman block 18, while the averge production from Yemen's Block 9 has reached a level of 4,200 barrels of oil per day (bpd).

POSTED BY:-
SHWETA RANI
PGDM-3rd sem