The RMR Marketing Advisor Newsletters
How to Use Marketing to Add Value to Your CompanyBy Robyn M. SachsPresident, RMR & Associates, Inc.
Windows of opportunity are fleeting. Once-in-a-lifetime opportunities are even more elusive. When InSoft challenged AT&T for a bite of the desktop video conferencing market, effective marketing had not only positioned InSoft products as industry leaders, it had positioned the company as a leader.
Thanks to product and corporate positioning campaigns conducted by RMR & Associates, InSoft garnered press coverage in the Wall Street Journal, Forbes, and other premier media outlets, gaining the attention of Web browser giant Netscape. After the dust settled, Netscape had purchased the $7 million InSoft for 23 times earnings -- an astounding $161 million.
Such serendipitous financial gain doesn't happen every day, but when it does, you can bet effective marketing played a key role, as it did with InSoft, preparing them to meet the opportunity.
RMR defines marketing as the business of attracting, converting and keeping customers. When people think about marketing they automatically imagine advertising, public relations or direct mail. But all of that is not marketing -- it's merely the vehicles we use to drive home the marketing. Marketing is a strategy.
Marketing is actually a strategy spelled out in a written plan – a plan that you are committed to consistently investing in for at least one year. You need to look at your program as an investment that pays off over time. After a year you will start to see a positive correlation between your commitment and your investment. You must remember "the rule of seven" when developing a marketing strategy. This rule says that it takes seven consistent impressions over 12 months for consumers to recognize your message. Frequency over time is the equation that multiplies marketing results. Commitment to investing in both is what separates the winners from the losers.
Once committed to creating a year-long marketing plan, make sure you cover the following key points:
Sunday, December 13, 2009
2000-2009: The years of innovation and excess that scarred investors
The first decade of the 21st century has been marked by excess, instability and increased risk taking in Europe’s financial sector and, while lucrative for banks, has been a disaster for many investors, according to a survey by Financial News of some of the most senior industry executives.
Gordon E. Moore
Chairman Emeritus of the board
Gordon E. Moore is the retired chairman and CEO of Intel Corporation. Moore co-founded Intel in 1968, serving initially as executive vice president. He became president and CEO in 1975 and held that post until elected chairman and CEO in 1979. He remained CEO until 1987 and was named chairman emeritus in 1997.
Moore is widely known for "Moore's Law," in which in 1965 he predicted that the number of components the industry would be able to place on a computer chip would double every year. In 1975, he updated his prediction to once every two years. It has become the guiding principle for the semiconductor industry to deliver ever-more-powerful chips while decreasing the cost of electronics.
Moore earned a bachelor's in chemistry from the University of California at Berkeley in 1950 and a Ph.D. in chemistry and physics from the California Institute of Technology in 1954. He was born in San Francisco on Jan. 3, 1929.
He is a director of Gilead Sciences Inc., a member of the National Academy of Engineering, and a Fellow of the Royal Society of Engineers. Moore also serves on the board of trustees of the California Institute of Technology. He received the National Medal of Technology in 1990 and the Medal of Freedom, the nation’s highest civilian honor, from George W. Bush in 2002.
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Chairman Emeritus of the board
Gordon E. Moore is the retired chairman and CEO of Intel Corporation. Moore co-founded Intel in 1968, serving initially as executive vice president. He became president and CEO in 1975 and held that post until elected chairman and CEO in 1979. He remained CEO until 1987 and was named chairman emeritus in 1997.
Moore is widely known for "Moore's Law," in which in 1965 he predicted that the number of components the industry would be able to place on a computer chip would double every year. In 1975, he updated his prediction to once every two years. It has become the guiding principle for the semiconductor industry to deliver ever-more-powerful chips while decreasing the cost of electronics.
Moore earned a bachelor's in chemistry from the University of California at Berkeley in 1950 and a Ph.D. in chemistry and physics from the California Institute of Technology in 1954. He was born in San Francisco on Jan. 3, 1929.
He is a director of Gilead Sciences Inc., a member of the National Academy of Engineering, and a Fellow of the Royal Society of Engineers. Moore also serves on the board of trustees of the California Institute of Technology. He received the National Medal of Technology in 1990 and the Medal of Freedom, the nation’s highest civilian honor, from George W. Bush in 2002.
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Monday, December 7, 2009
Sensex up, at 17,185.68 pts, Dubai crisis not to impact domestic banks: RBI
Sensex up, at 17,185.68 pts
The benchmark Sensex on Thursday ended flat in a highly volatile trade which saw the index remaining range bound notwithstanding a good start, amid worries of rising food inflation.
The benchmark index of the Bombay Stock Exchange Sensex, which had lost 28 points in previous session, recovered by 15.77 points in late trade to close the day at 17,185.68 points, after moving between 17,361.27 and 17,128.21 points.
While the positive factors like firm Asian and European markets and Goldman Sachs' forecast of a faster growth for the domestic economy kept the market in better shape during the day, a rise in food inflation capped the gains towards the last hour trade. Food inflation has touched 17.47 per cent in the third week of November.
In similar fashion, the wide-based National Stock Exchange's Nifty edged up 8.45 points to close at 5,131.70 points. It moved between 5,181.00 and 5,106.60 during the session.
Among the 30 Sensex stocks, 18 closed higher and 12 ended with losses. Major supporters to the market were the counters in the healthcare, metals, realty, oil and gas and power segments, while the auto and capital goods sectors were down on emergence of profit-selling.
A fall in heavy-weight stocks of Infosys Technologies, ICICI Bank, Tata Motors and, Reliance Infra and Jaiprakash Associates mainly pulled down the market.
Dubai crisis not to impact domestic banks: RBI
The Reserve Bank of India (RBI) today said the domestic banks do not have much exposure to the debt-ridden Dubai World and hence their balance sheets will not be materially affected from the crisis.n the larger context, the rating agency Moody's also said the ratings of Asian banks are not likely to be downgraded, unless there is a massive restructuring in Dubai.RBI Deputy Governor Usha Thorat said that the crisis will not impact the country's banking sector as the exposure "is not significant and not a matter of concern...It is not something that materially affects their balance sheets".Moody's also said Asian banks have relatively small exposure to Dubai and Dubai World companies. "Therefore, no rating actions have been taken on Asian banks as a result of the requested standstill on select Dubai World debt payments. Nor does Moody's expects that there will be any need of negative rating action on Asian banks at a later date...."So far as the domestic banks are concerned, Bank of Baroda has an exposure of Rs 5,000 crore in Dubai. State Bank of India too had provided Rs 1,500 crore to some UAE companies.Moody's said, "The Asian banks have billions of dollars of exposures to the UAE entities, but this represents small per cent of their assets. To date, we have found no Asian banks to have sufficiently high levels of exposure to members of Dubai World group to warrant any ratings actions
Saturday, December 5, 2009
Sheikh's high life sowed the seeds of crisis
Mohammed bin Rashid Al Maktoum's business-over-politics approach turned Dubai into a city-state with the surface trappings of Western liberalism - a thin veneer over the conservatism and strict political boundaries familiar across the Arab world. Drink at the bars, wear bikinis at the beach, hit the discos and make money was the overt message. But there was a red line in the sand: don't question his grandiose plans or the foundations they were built on. Those foundations, it turns out, were not oil, but other people's money. Lots of it. The 60-year-old Mohammed's confidence and ambition gave way to aspirations to place Dubai in the same league as London or New York. Dubai's ruler supervised the Gulf city's stunning makeover. Along with extravagant projects like artificial islands and glitzy skyscrapers, international schools, multinational companies and luxury hotels mushroomed around the city. They offered young Arab professionals jobs and a lifestyle they couldn't find or afford in Cairo or Beirut. Interestingly, Mohammed, whose net worth is listed at $12 billion by Forbes, has held onto deeply rooted Arabian traditions while pursuing his ambitions for modernity. He breeds camels and is a passionate lover of horses. He rides endurance races in the desert and drives a customised Mercedes four-wheel drive SUV along Dubai's sprawling highways. He listens to residents' complaints the old-fashioned way, in his diwan, or reception room, but also regularly updates his Facebook profile and exchanges tweets with Dubai's youth. His dream was short lived. Now, as the emirate's largest government-owned conglomerate, Dubai World, reels under the weight of its $60 billion in debts, Mohammed has retreated from the limelight. He is perhaps pinning his hopes on the neighbouring emirate of Abu Dhabi to step in with some sort of bailout or that creditors will see they have little choice but to agree to restructuring debt. There's no way to know for sure as Mohammed has shown little inclination over the past week to address Dubai World's debt problems directly. At a rare meeting with reporters two months ago, Mohammed's answer to a question about Dubai's debt-load was: "I assure you we are all right. We are not worried." By November, he had grown more testy. In a meeting with international investors in November, he switched from Arabic to English to tell naysayers in the media.
PRAVESH YADAV
PGDM 1st sem
(2009-11)
PRAVESH YADAV
PGDM 1st sem
(2009-11)
Thursday, December 3, 2009
High-speed mobile TV is here, from Tata Tele
High-speed mobile TV is here, from Tata Tele
Tata Teleservices has become the first service provider to offer mobile TV on high speed broadband wireless by launching Photon TV, which allows users to access channels on desktops and laptops.
The service initially offers 40 channels via a Photon Plus data card (which offers maximum speeds of 3.1 mbps, 20 times faster than what is available on a mobile) covering news, sports, entertainment, children's entertainment and some key regional offerings. In the next three months, the plan is to ramp up the number of channels on offer to 90.
Photon TV will allow Tata Photon Plus post-paid users to view a near-live TV feed -- there's an eight- to 10-second delay. Current Photon Plus subscribers will have to download an application to access the service.
The company has tied with Apalya Technologies, which aggregates the content and provides it to TTSL. The technology company has agreements with broadcasters on a revenue-share basis.
Some mobile service companies like Reliance Communications (which offers 34 channels on the CDMA platforms) also offer mobile TV with a delay of 30 seconds but the quality is limited by the fact that they are on a 2G platform, where speeds are limited to a maximum of 145 kbps.
The service, however, is not cheap (see table). The unlimited offer, for instance, leaves little capacity for data usage for normal internet access. In comparison, a new direct-to-home (DTH) connection at Rs 1,500 plus a six month package of channels free is still cheaper. DTH also allows users to pay only about Rs 250 a month for accessing over 140 channels -- though it does not have the advantage of mobility.
TTSL so far has half a million users of Photon broadband cards.
"We have 40 per cent market share in the data card segment and hope to encash our existing customers to use TV. Also it will enhance data usage," says chief marketing officer Lloyd Mathias.
Competitors have varying opinions on the service. Says Jawahar Goel, managing director of Dish TV, "There is a market for such a service in offices where people do not have access to TV. Only news, business and cricket channels will work in this format, however. Broadcasters, of course, will be happy because they get additional revenue."
TTSL direct competitors say the offer is not attractive. "Users have to pay a huge bill for using data since the content is data-heavy. We don't think there will be enough customers for such a service," says a senior executive of a leading telecom company that also sells broadband wireless data cards.
Anil Ambani-controlled Reliance Communications, for instance, is tying up with hungama.com to offer music videos on the broadband card that it sells for only Rs 100 a month. Sources say consumers using their data card would be able to access to over 50,000 titles at a nominal price.
Meanwhile, broadcasters offering content on the TTSL platform say there are limits to what they can give. Says a senior ESPN executive: "Effectively it can be a tournament or a match but the not the entire channel as available on cable or DTH."
Tata Teleservices has become the first service provider to offer mobile TV on high speed broadband wireless by launching Photon TV, which allows users to access channels on desktops and laptops.
The service initially offers 40 channels via a Photon Plus data card (which offers maximum speeds of 3.1 mbps, 20 times faster than what is available on a mobile) covering news, sports, entertainment, children's entertainment and some key regional offerings. In the next three months, the plan is to ramp up the number of channels on offer to 90.
Photon TV will allow Tata Photon Plus post-paid users to view a near-live TV feed -- there's an eight- to 10-second delay. Current Photon Plus subscribers will have to download an application to access the service.
The company has tied with Apalya Technologies, which aggregates the content and provides it to TTSL. The technology company has agreements with broadcasters on a revenue-share basis.
Some mobile service companies like Reliance Communications (which offers 34 channels on the CDMA platforms) also offer mobile TV with a delay of 30 seconds but the quality is limited by the fact that they are on a 2G platform, where speeds are limited to a maximum of 145 kbps.
The service, however, is not cheap (see table). The unlimited offer, for instance, leaves little capacity for data usage for normal internet access. In comparison, a new direct-to-home (DTH) connection at Rs 1,500 plus a six month package of channels free is still cheaper. DTH also allows users to pay only about Rs 250 a month for accessing over 140 channels -- though it does not have the advantage of mobility.
TTSL so far has half a million users of Photon broadband cards.
"We have 40 per cent market share in the data card segment and hope to encash our existing customers to use TV. Also it will enhance data usage," says chief marketing officer Lloyd Mathias.
Competitors have varying opinions on the service. Says Jawahar Goel, managing director of Dish TV, "There is a market for such a service in offices where people do not have access to TV. Only news, business and cricket channels will work in this format, however. Broadcasters, of course, will be happy because they get additional revenue."
TTSL direct competitors say the offer is not attractive. "Users have to pay a huge bill for using data since the content is data-heavy. We don't think there will be enough customers for such a service," says a senior executive of a leading telecom company that also sells broadband wireless data cards.
Anil Ambani-controlled Reliance Communications, for instance, is tying up with hungama.com to offer music videos on the broadband card that it sells for only Rs 100 a month. Sources say consumers using their data card would be able to access to over 50,000 titles at a nominal price.
Meanwhile, broadcasters offering content on the TTSL platform say there are limits to what they can give. Says a senior ESPN executive: "Effectively it can be a tournament or a match but the not the entire channel as available on cable or DTH."
Sensex up, at 17,185.68 pts
The benchmark Sensex on Thursday ended flat in a highly volatile trade which saw the index remaining range bound notwithstanding a good start, amid worries of rising food inflation.
The benchmark index of the Bombay Stock Exchange Sensex, which had lost 28 points in previous session, recovered by 15.77 points in late trade to close the day at 17,185.68 points, after moving between 17,361.27 and 17,128.21 points.
While the positive factors like firm Asian and European markets and Goldman Sachs' forecast of a faster growth for the domestic economy kept the market in better shape during the day, a rise in food inflation capped the gains towards the last hour trade. Food inflation has touched 17.47 per cent in the third week of November.
In similar fashion, the wide-based National Stock Exchange's Nifty edged up 8.45 points to close at 5,131.70 points. It moved between 5,181.00 and 5,106.60 during the session.
Among the 30 Sensex stocks, 18 closed higher and 12 ended with losses. Major supporters to the market were the counters in the healthcare, metals, realty, oil and gas and power segments, while the auto and capital goods sectors were down on emergence of profit-selling.
A fall in heavy-weight stocks of Infosys Technologies, ICICI Bank, Tata Motors and, Reliance Infra and Jaiprakash Associates mainly pulled down the market.
PRAVESH YADAV
PGDM 1st sem
(2009-11)
Dubai crisis not to impact domestic banks: RBI
The Reserve Bank of India (RBI) today said the domestic banks do not have much exposure to the debt-ridden Dubai World and hence their balance sheets will not be materially affected from the crisis.
n the larger context, the rating agency Moody's also said the ratings of Asian banks are not likely to be downgraded, unless there is a massive restructuring in Dubai.
RBI Deputy Governor Usha Thorat said that the crisis will not impact the country's banking sector as the exposure "is not significant and not a matter of concern...It is not something that materially affects their balance sheets".
Moody's also said Asian banks have relatively small exposure to Dubai and Dubai World companies. "Therefore, no rating actions have been taken on Asian banks as a result of the requested standstill on select Dubai World debt payments. Nor does Moody's expects that there will be any need of negative rating action on Asian banks at a later date...."
So far as the domestic banks are concerned, Bank of Baroda has an exposure of Rs 5,000 crore in Dubai. State Bank of India too had provided Rs 1,500 crore to some UAE companies.
Moody's said, "The Asian banks have billions of dollars of exposures to the UAE entities, but this represents small per cent of their assets. To date, we have found no Asian banks to have sufficiently high levels of exposure to members of Dubai World group to warrant any ratings actions
PRAVESH YADAV
PGDM (2009-11)
1st sem
n the larger context, the rating agency Moody's also said the ratings of Asian banks are not likely to be downgraded, unless there is a massive restructuring in Dubai.
RBI Deputy Governor Usha Thorat said that the crisis will not impact the country's banking sector as the exposure "is not significant and not a matter of concern...It is not something that materially affects their balance sheets".
Moody's also said Asian banks have relatively small exposure to Dubai and Dubai World companies. "Therefore, no rating actions have been taken on Asian banks as a result of the requested standstill on select Dubai World debt payments. Nor does Moody's expects that there will be any need of negative rating action on Asian banks at a later date...."
So far as the domestic banks are concerned, Bank of Baroda has an exposure of Rs 5,000 crore in Dubai. State Bank of India too had provided Rs 1,500 crore to some UAE companies.
Moody's said, "The Asian banks have billions of dollars of exposures to the UAE entities, but this represents small per cent of their assets. To date, we have found no Asian banks to have sufficiently high levels of exposure to members of Dubai World group to warrant any ratings actions
PRAVESH YADAV
PGDM (2009-11)
1st sem
Tata Teleservices has become the first service provider to offer mobile TV on high speed broadband wireless by launching Photon TV, which allows users to access channels on desktops and laptops.
The service initially offers 40 channels via a Photon Plus data card (which offers maximum speeds of 3.1 mbps, 20 times faster than what is available on a mobile) covering news, sports, entertainment, children's entertainment and some key regional offerings. In the next three months, the plan is to ramp up the number of channels on offer to 90.
Photon TV will allow Tata Photon Plus post-paid users to view a near-live TV feed -- there's an eight- to 10-second delay. Current Photon Plus subscribers will have to download an application to access the service.
The company has tied with Apalya Technologies, which aggregates the content and provides it to TTSL. The technology company has agreements with broadcasters on a revenue-share basis.
Some mobile service companies like Reliance Communications (which offers 34 channels on the CDMA platforms) also offer mobile TV with a delay of 30 seconds but the quality is limited by the fact that they are on a 2G platform, where speeds are limited to a maximum of 145 kbps.
The service, however, is not cheap (see table). The unlimited offer, for instance, leaves little capacity for data usage for normal internet access. In comparison, a new direct-to-home (DTH) connection at Rs 1,500 plus a six month package of channels free is still cheaper. DTH also allows users to pay only about Rs 250 a month for accessing over 140 channels -- though it does not have the advantage of mobility.
TTSL so far has half a million users of Photon broadband cards.
"We have 40 per cent market share in the data card segment and hope to encash our existing customers to use TV. Also it will enhance data usage," says chief marketing officer Lloyd Mathias.
Competitors have varying opinions on the service. Says Jawahar Goel, managing director of Dish TV, "There is a market for such a service in offices where people do not have access to TV. Only news, business and cricket channels will work in this format, however. Broadcasters, of course, will be happy because they get additional revenue."
TTSL direct competitors say the offer is not attractive. "Users have to pay a huge bill for using data since the content is data-heavy. We don't think there will be enough customers for such a service," says a senior executive of a leading telecom company that also sells broadband wireless data cards.
Anil Ambani-controlled Reliance Communications, for instance, is tying up with hungama.com to offer music videos on the broadband card that it sells for only Rs 100 a month. Sources say consumers using their data card would be able to access to over 50,000 titles at a nominal price.
Meanwhile, broadcasters offering content on the TTSL platform say there are limits to what they can give. Says a senior ESPN executive: "Effectively it can be a tournament or a match but the not the entire channel as available on cable or DTH."
The service initially offers 40 channels via a Photon Plus data card (which offers maximum speeds of 3.1 mbps, 20 times faster than what is available on a mobile) covering news, sports, entertainment, children's entertainment and some key regional offerings. In the next three months, the plan is to ramp up the number of channels on offer to 90.
Photon TV will allow Tata Photon Plus post-paid users to view a near-live TV feed -- there's an eight- to 10-second delay. Current Photon Plus subscribers will have to download an application to access the service.
The company has tied with Apalya Technologies, which aggregates the content and provides it to TTSL. The technology company has agreements with broadcasters on a revenue-share basis.
Some mobile service companies like Reliance Communications (which offers 34 channels on the CDMA platforms) also offer mobile TV with a delay of 30 seconds but the quality is limited by the fact that they are on a 2G platform, where speeds are limited to a maximum of 145 kbps.
The service, however, is not cheap (see table). The unlimited offer, for instance, leaves little capacity for data usage for normal internet access. In comparison, a new direct-to-home (DTH) connection at Rs 1,500 plus a six month package of channels free is still cheaper. DTH also allows users to pay only about Rs 250 a month for accessing over 140 channels -- though it does not have the advantage of mobility.
TTSL so far has half a million users of Photon broadband cards.
"We have 40 per cent market share in the data card segment and hope to encash our existing customers to use TV. Also it will enhance data usage," says chief marketing officer Lloyd Mathias.
Competitors have varying opinions on the service. Says Jawahar Goel, managing director of Dish TV, "There is a market for such a service in offices where people do not have access to TV. Only news, business and cricket channels will work in this format, however. Broadcasters, of course, will be happy because they get additional revenue."
TTSL direct competitors say the offer is not attractive. "Users have to pay a huge bill for using data since the content is data-heavy. We don't think there will be enough customers for such a service," says a senior executive of a leading telecom company that also sells broadband wireless data cards.
Anil Ambani-controlled Reliance Communications, for instance, is tying up with hungama.com to offer music videos on the broadband card that it sells for only Rs 100 a month. Sources say consumers using their data card would be able to access to over 50,000 titles at a nominal price.
Meanwhile, broadcasters offering content on the TTSL platform say there are limits to what they can give. Says a senior ESPN executive: "Effectively it can be a tournament or a match but the not the entire channel as available on cable or DTH."
Wednesday, December 2, 2009
High-speed mobile TV is here, from Tata Tele
Tata Teleservices has become the first service provider to offer mobile TV on high speed broadband wireless by launching Photon TV, which allows users to access channels on desktops and laptops.
The service initially offers 40 channels via a Photon Plus data card (which offers maximum speeds of 3.1 mbps, 20 times faster than what is available on a mobile) covering news, sports, entertainment, children's entertainment and some key regional offerings. In the next three months, the plan is to ramp up the number of channels on offer to 90.
Photon TV will allow Tata Photon Plus post-paid users to view a near-live TV feed -- there's an eight- to 10-second delay. Current Photon Plus subscribers will have to download an application to access the service.
The company has tied with Apalya Technologies, which aggregates the content and provides it to TTSL. The technology company has agreements with broadcasters on a revenue-share basis.
Some mobile service companies like Reliance Communications (which offers 34 channels on the CDMA platforms) also offer mobile TV with a delay of 30 seconds but the quality is limited by the fact that they are on a 2G platform, where speeds are limited to a maximum of 145 kbps.
The service initially offers 40 channels via a Photon Plus data card (which offers maximum speeds of 3.1 mbps, 20 times faster than what is available on a mobile) covering news, sports, entertainment, children's entertainment and some key regional offerings. In the next three months, the plan is to ramp up the number of channels on offer to 90.
Photon TV will allow Tata Photon Plus post-paid users to view a near-live TV feed -- there's an eight- to 10-second delay. Current Photon Plus subscribers will have to download an application to access the service.
The company has tied with Apalya Technologies, which aggregates the content and provides it to TTSL. The technology company has agreements with broadcasters on a revenue-share basis.
Some mobile service companies like Reliance Communications (which offers 34 channels on the CDMA platforms) also offer mobile TV with a delay of 30 seconds but the quality is limited by the fact that they are on a 2G platform, where speeds are limited to a maximum of 145 kbps.
The service, however, is not cheap (see table). The unlimited offer, for instance, leaves little capacity for data usage for normal internet access. In comparison, a new direct-to-home (DTH) connection at Rs 1,500 plus a six month package of channels free is still cheaper. DTH also allows users to pay only about Rs 250 a month for accessing over 140 channels -- though it does not have the advantage of mobility.
TTSL so far has half a million users of Photon broadband cards.
"We have 40 per cent market share in the data card segment and hope to encash our existing customers to use TV. Also it will enhance data usage," says chief marketing officer Lloyd Mathias.
Competitors have varying opinions on the service. Says Jawahar Goel, managing director of Dish TV, "There is a market for such a service in offices where people do not have access to TV. Only news, business and cricket channels will work in this format, however. Broadcasters, of course, will be happy because they get additional revenue."
TTSL direct competitors say the offer is not attractive. "Users have to pay a huge bill for using data since the content is data-heavy. We don't think there will be enough customers for such a service," says a senior executive of a leading telecom company that also sells broadband wireless data cards.
Anil Ambani-controlled Reliance Communications, for instance, is tying up with hungama.com to offer music videos on the broadband card that it sells for only Rs 100 a month. Sources say consumers using their data card would be able to access to over 50,000 titles at a nominal price.
Meanwhile, broadcasters offering content on the TTSL platform say there are limits to what they can give. Says a senior ESPN executive: "Effectively it can be a tournament or a match but the not the entire channel as available on cable or DTH."
TTSL so far has half a million users of Photon broadband cards.
"We have 40 per cent market share in the data card segment and hope to encash our existing customers to use TV. Also it will enhance data usage," says chief marketing officer Lloyd Mathias.
Competitors have varying opinions on the service. Says Jawahar Goel, managing director of Dish TV, "There is a market for such a service in offices where people do not have access to TV. Only news, business and cricket channels will work in this format, however. Broadcasters, of course, will be happy because they get additional revenue."
TTSL direct competitors say the offer is not attractive. "Users have to pay a huge bill for using data since the content is data-heavy. We don't think there will be enough customers for such a service," says a senior executive of a leading telecom company that also sells broadband wireless data cards.
Anil Ambani-controlled Reliance Communications, for instance, is tying up with hungama.com to offer music videos on the broadband card that it sells for only Rs 100 a month. Sources say consumers using their data card would be able to access to over 50,000 titles at a nominal price.
Meanwhile, broadcasters offering content on the TTSL platform say there are limits to what they can give. Says a senior ESPN executive: "Effectively it can be a tournament or a match but the not the entire channel as available on cable or DTH."
The bankruptcy of the Dubai Model!
Mohan Guruswamy
There is a delicious irony to the Dubai bust. From November 20-22 this year it played host to the World Economic Forum's Summit on the Global Agenda and where the so-called Dubai Model was lauded and touted as a recipe for emulation by others.
The WEF meeting in Dubai was supposed to do for it what the summer Olympics last year did for China!
While the Olympics were real as were China's many achievements, the Dubai Model and the WEF, both, have a fraudulent ring to them.
The WEF, despite its official sounding name, is really a Swiss NGO started and run by Klaus Schwab, a former business management professor at a small time college who managed to parlay an official sounding name and some plain old huckstering into a global movement propagating a free wheeling capitalism and by fostering boundless optimism on the ability of private sector managers to solve the world's problems.
Many of the WEF's early stars -- like Percy Barnevik of ABB -- have fallen by the wayside after being exposed as highly paid frauds with till-dipping proclivities, but the WEF has just kept growing by keeping one step ahead. As it did in Dubai last month.
Today the fading and tattered posters of Sheikh Mohammed bin Rashid al-Makhtoum and airports choked with departing workers and managers tell the story of the economic mirage in the Arabian desert.
There is a delicious irony to the Dubai bust. From November 20-22 this year it played host to the World Economic Forum's Summit on the Global Agenda and where the so-called Dubai Model was lauded and touted as a recipe for emulation by others.
The WEF meeting in Dubai was supposed to do for it what the summer Olympics last year did for China!
While the Olympics were real as were China's many achievements, the Dubai Model and the WEF, both, have a fraudulent ring to them.
The WEF, despite its official sounding name, is really a Swiss NGO started and run by Klaus Schwab, a former business management professor at a small time college who managed to parlay an official sounding name and some plain old huckstering into a global movement propagating a free wheeling capitalism and by fostering boundless optimism on the ability of private sector managers to solve the world's problems.
Many of the WEF's early stars -- like Percy Barnevik of ABB -- have fallen by the wayside after being exposed as highly paid frauds with till-dipping proclivities, but the WEF has just kept growing by keeping one step ahead. As it did in Dubai last month.
Today the fading and tattered posters of Sheikh Mohammed bin Rashid al-Makhtoum and airports choked with departing workers and managers tell the story of the economic mirage in the Arabian desert.
PHILIPS COMPANY PROFILE
Building the Leading Company in Health and Well-Being
We seek to improve the quality of people’s lives through focusing on their health and well-being. Quite simply, we want to help people live a healthy, fulfilled life.
By “health” we mean not only medical-related aspects of health, but also keeping fit, eating a healthy diet, and generally living a healthy lifestyle.
By “well-being” we mean general sense of fulfillment, feeling good and at ease. “Well-being” also refers to a sense of comfort, safety and security people feel in their environment – at home, at work, when shopping or on the road. Our focus on Health and Well-being automatically implies that we contribute to building a sustainable society.
Business Highlights in Q3
- Set to make Philips a global leader in coffee machines, Philips completed the acquisition of Saeco International Group S.p.A. of Italy, one of the world’s leading espresso machine makers.
We seek to improve the quality of people’s lives through focusing on their health and well-being. Quite simply, we want to help people live a healthy, fulfilled life.
By “health” we mean not only medical-related aspects of health, but also keeping fit, eating a healthy diet, and generally living a healthy lifestyle.
By “well-being” we mean general sense of fulfillment, feeling good and at ease. “Well-being” also refers to a sense of comfort, safety and security people feel in their environment – at home, at work, when shopping or on the road. Our focus on Health and Well-being automatically implies that we contribute to building a sustainable society.
Business Highlights in Q3
- Set to make Philips a global leader in coffee machines, Philips completed the acquisition of Saeco International Group S.p.A. of Italy, one of the world’s leading espresso machine makers.
Tata Motors Limited
Tata Motors Limited is India's largest automobile company, with consolidated revenues of Rs.70,938.85 crores (USD 14 billion) in 2008-09. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.
The company's 23,000 employees are guided by the vision to be "best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company?s dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano’s presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.
Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal.
The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 2,000 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India?s first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata Indica became India?s largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT and transportation cost).
Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimise weight, which helps maximise performance per unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.
In June 2009, the exciting new range of premium luxury vehicles from Jaguar and Land Rover were introduced for the Indian market. These include the Jaguar XF, XFR and XKR and Land Rover Discovery 3, Range Rover Sport and Range Rover.
The years to come will see the introduction of several other innovative vehicles, all rooted in emerging customer needs. Besides product development, R&D is also focussing on environment-friendly technologies in emissions and alternative fuels.
Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.
The company's 23,000 employees are guided by the vision to be "best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company?s dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano’s presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.
Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal.
The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 2,000 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India?s first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata Indica became India?s largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT and transportation cost).
Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimise weight, which helps maximise performance per unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.
In June 2009, the exciting new range of premium luxury vehicles from Jaguar and Land Rover were introduced for the Indian market. These include the Jaguar XF, XFR and XKR and Land Rover Discovery 3, Range Rover Sport and Range Rover.
The years to come will see the introduction of several other innovative vehicles, all rooted in emerging customer needs. Besides product development, R&D is also focussing on environment-friendly technologies in emissions and alternative fuels.
Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.
3i Infotech Profile
3i Infotech is a global Information Technology company which provides technology solutions to over 1500 customers in more than 50 countries across 5 continents, spanning a range of verticals. The Company provides software products, IT services and Business Process Outsourcing (BPO) for a variety of industry verticals including Insurance, Banking, Capital Markets, Mutual Funds & Asset Management, Wealth Management, Government, Manufacturing and Retail. These solutions and services include Managed IT Services, Application Software Development & Maintenance, Payment solutions, Business Intelligence, Document Imaging & Digitization, IT Consulting and various Transaction Processing services. The Company's quality certifications include SEI CMMI Level 5 for Software business, ISO 9001:2000 for BPO, ISO/IEC 27001:2005 for Data Center Operations and ISO/IEC 20000-1:2005 for Data Center Management Services. The Company's Global Delivery Model provides for the best resources to be drawn from its vast talent pool across the globe to offer optimal solutions. 3i Infotech was promoted by the NYSE-listed ICICI Bank, India's largest private sector bank. The Company integrates its products and services to create customized solutions to allow you to undertake technology-based business transformation that allows reorganization in line with today's dynamic digital business environment.
3i Infotech is a global Information Technology company which provides technology solutions to over 1500 customers in more than 50 countries across 5 continents, spanning a range of verticals. The Company provides software products, IT services and Business Process Outsourcing (BPO) for a variety of industry verticals including Insurance, Banking, Capital Markets, Mutual Funds & Asset Management, Wealth Management, Government, Manufacturing and Retail. These solutions and services include Managed IT Services, Application Software Development & Maintenance, Payment solutions, Business Intelligence, Document Imaging & Digitization, IT Consulting and various Transaction Processing services. The Company's quality certifications include SEI CMMI Level 5 for Software business, ISO 9001:2000 for BPO, ISO/IEC 27001:2005 for Data Center Operations and ISO/IEC 20000-1:2005 for Data Center Management Services. The Company's Global Delivery Model provides for the best resources to be drawn from its vast talent pool across the globe to offer optimal solutions. 3i Infotech was promoted by the NYSE-listed ICICI Bank, India's largest private sector bank. The Company integrates its products and services to create customized solutions to allow you to undertake technology-based business transformation that allows reorganization in line with today's dynamic digital business environment.
David J. O'Reilly
Chairman and Chief Executive Officer
David J. O'Reilly is chairman and chief executive officer of Chevron Corporation.
A native of Dublin, Ireland, O'Reilly earned his bachelor's degree in chemical engineering in 1968 from University College, Dublin, from which he also received an honorary doctor of science degree in June 2002.
Upon graduation in 1968, he began his career with Chevron Research Co. as a process engineer. After serving in positions of increasing responsibility, in 1989, O'Reilly was elected senior vice president and chief operating officer of Chevron Chemical Co. In October 1991, O'Reilly was elected a vice president of Chevron Corporation, responsible for strategic planning and coordination of the company's quality improvement activities. In September 1994, he was elected president of Chevron Products Co., responsible for the company's U.S. refining and marketing operations. From November 1998 until January 2000, he served as vice chairman of the board of Chevron Corporation, responsible for Chevron's worldwide exploration and production and corporate human resources. He was elected chairman and chief executive officer on January 1, 2000.
O'Reilly is a director and a member of the Executive Committee and Policy Committee of the American Petroleum Institute. He is also a director of the Peterson Institute for International Economics and the Eisenhower Fellowships Board of Trustees. He is a member of the World Economic Forum's International Business Council, the National Petroleum Council, The Business Council, The Business Roundtable, the JPMorgan International Council, the King Fahd University of Petroleum & Minerals International Advisory Board, and the American Society of Corporate Executives.
O'Reilly was born in 1947.
Updated: March 2008
John S. Watson
Vice Chairman of the Board
John S. Watson is vice chairman of the board of directors for Chevron Corporation – a position he assumed on April 1, 2009.
As vice chairman, Watson oversees a broad portfolio of responsibilities, which includes strategic planning; business development; policy, government and public affairs; major capital projects support; procurement; and corporate compliance.
A native of California, Watson earned a bachelor's degree in agricultural economics from the University of California at Davis in 1978 and a master's degree in business administration from the University of Chicago in 1980.
Watson joined Chevron in 1980 as a financial analyst. He held financial, analytical and supervisory positions before being elected president of Chevron Canada Ltd. in 1996. In 1998, he was elected a vice president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer. In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development. Watson is a director of the American Petroleum Institute. Watson was born in October 1956. Updated: April 2009
president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer.
In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development.
Watson is a director of the American Petroleum Institute.
Watson was born in October 1956.
Updated: April 2009
Chairman and Chief Executive Officer
David J. O'Reilly is chairman and chief executive officer of Chevron Corporation.
A native of Dublin, Ireland, O'Reilly earned his bachelor's degree in chemical engineering in 1968 from University College, Dublin, from which he also received an honorary doctor of science degree in June 2002.
Upon graduation in 1968, he began his career with Chevron Research Co. as a process engineer. After serving in positions of increasing responsibility, in 1989, O'Reilly was elected senior vice president and chief operating officer of Chevron Chemical Co. In October 1991, O'Reilly was elected a vice president of Chevron Corporation, responsible for strategic planning and coordination of the company's quality improvement activities. In September 1994, he was elected president of Chevron Products Co., responsible for the company's U.S. refining and marketing operations. From November 1998 until January 2000, he served as vice chairman of the board of Chevron Corporation, responsible for Chevron's worldwide exploration and production and corporate human resources. He was elected chairman and chief executive officer on January 1, 2000.
O'Reilly is a director and a member of the Executive Committee and Policy Committee of the American Petroleum Institute. He is also a director of the Peterson Institute for International Economics and the Eisenhower Fellowships Board of Trustees. He is a member of the World Economic Forum's International Business Council, the National Petroleum Council, The Business Council, The Business Roundtable, the JPMorgan International Council, the King Fahd University of Petroleum & Minerals International Advisory Board, and the American Society of Corporate Executives.
O'Reilly was born in 1947.
Updated: March 2008
John S. Watson
Vice Chairman of the Board
John S. Watson is vice chairman of the board of directors for Chevron Corporation – a position he assumed on April 1, 2009.
As vice chairman, Watson oversees a broad portfolio of responsibilities, which includes strategic planning; business development; policy, government and public affairs; major capital projects support; procurement; and corporate compliance.
A native of California, Watson earned a bachelor's degree in agricultural economics from the University of California at Davis in 1978 and a master's degree in business administration from the University of Chicago in 1980.
Watson joined Chevron in 1980 as a financial analyst. He held financial, analytical and supervisory positions before being elected president of Chevron Canada Ltd. in 1996. In 1998, he was elected a vice president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer. In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development. Watson is a director of the American Petroleum Institute. Watson was born in October 1956. Updated: April 2009
president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer.
In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development.
Watson is a director of the American Petroleum Institute.
Watson was born in October 1956.
Updated: April 2009
MAYANK SRIVASTAVA
PGDM 1st SEM.
YAR 2009-11
David J. O'Reilly
Chairman and Chief Executive Officer
David J. O'Reilly is chairman and chief executive officer of Chevron Corporation.
A native of Dublin, Ireland, O'Reilly earned his bachelor's degree in chemical engineering in 1968 from University College, Dublin, from which he also received an honorary doctor of science degree in June 2002.
Upon graduation in 1968, he began his career with Chevron Research Co. as a process engineer. After serving in positions of increasing responsibility, in 1989, O'Reilly was elected senior vice president and chief operating officer of Chevron Chemical Co. In October 1991, O'Reilly was elected a vice president of Chevron Corporation, responsible for strategic planning and coordination of the company's quality improvement activities. In September 1994, he was elected president of Chevron Products Co., responsible for the company's U.S. refining and marketing operations. From November 1998 until January 2000, he served as vice chairman of the board of Chevron Corporation, responsible for Chevron's worldwide exploration and production and corporate human resources. He was elected chairman and chief executive officer on January 1, 2000.
O'Reilly is a director and a member of the Executive Committee and Policy Committee of the American Petroleum Institute. He is also a director of the Peterson Institute for International Economics and the Eisenhower Fellowships Board of Trustees. He is a member of the World Economic Forum's International Business Council, the National Petroleum Council, The Business Council, The Business Roundtable, the JPMorgan International Council, the King Fahd University of Petroleum & Minerals International Advisory Board, and the American Society of Corporate Executives.
O'Reilly was born in 1947.
Updated: March 2008
John S. Watson
Vice Chairman of the Board
John S. Watson is vice chairman of the board of directors for Chevron Corporation – a position he assumed on April 1, 2009.
As vice chairman, Watson oversees a broad portfolio of responsibilities, which includes strategic planning; business development; policy, government and public affairs; major capital projects support; procurement; and corporate compliance.
A native of California, Watson earned a bachelor's degree in agricultural economics from the University of California at Davis in 1978 and a master's degree in business administration from the University of Chicago in 1980.
Watson joined Chevron in 1980 as a financial analyst. He held financial, analytical and supervisory positions before being elected president of Chevron Canada Ltd. in 1996. In 1998, he was elected a vice president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer. In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development. Watson is a director of the American Petroleum Institute. Watson was born in October 1956. Updated: April 2009
president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer.
In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development.
Watson is a director of the American Petroleum Institute.
Watson was born in October 1956.
Updated: April 2009
Chairman and Chief Executive Officer
David J. O'Reilly is chairman and chief executive officer of Chevron Corporation.
A native of Dublin, Ireland, O'Reilly earned his bachelor's degree in chemical engineering in 1968 from University College, Dublin, from which he also received an honorary doctor of science degree in June 2002.
Upon graduation in 1968, he began his career with Chevron Research Co. as a process engineer. After serving in positions of increasing responsibility, in 1989, O'Reilly was elected senior vice president and chief operating officer of Chevron Chemical Co. In October 1991, O'Reilly was elected a vice president of Chevron Corporation, responsible for strategic planning and coordination of the company's quality improvement activities. In September 1994, he was elected president of Chevron Products Co., responsible for the company's U.S. refining and marketing operations. From November 1998 until January 2000, he served as vice chairman of the board of Chevron Corporation, responsible for Chevron's worldwide exploration and production and corporate human resources. He was elected chairman and chief executive officer on January 1, 2000.
O'Reilly is a director and a member of the Executive Committee and Policy Committee of the American Petroleum Institute. He is also a director of the Peterson Institute for International Economics and the Eisenhower Fellowships Board of Trustees. He is a member of the World Economic Forum's International Business Council, the National Petroleum Council, The Business Council, The Business Roundtable, the JPMorgan International Council, the King Fahd University of Petroleum & Minerals International Advisory Board, and the American Society of Corporate Executives.
O'Reilly was born in 1947.
Updated: March 2008
John S. Watson
Vice Chairman of the Board
John S. Watson is vice chairman of the board of directors for Chevron Corporation – a position he assumed on April 1, 2009.
As vice chairman, Watson oversees a broad portfolio of responsibilities, which includes strategic planning; business development; policy, government and public affairs; major capital projects support; procurement; and corporate compliance.
A native of California, Watson earned a bachelor's degree in agricultural economics from the University of California at Davis in 1978 and a master's degree in business administration from the University of Chicago in 1980.
Watson joined Chevron in 1980 as a financial analyst. He held financial, analytical and supervisory positions before being elected president of Chevron Canada Ltd. in 1996. In 1998, he was elected a vice president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer. In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development. Watson is a director of the American Petroleum Institute. Watson was born in October 1956. Updated: April 2009
president of the corporation, with responsibility for strategic planning and mergers and acquisitions. In 2000, he led the company’s integration effort following the Chevron-Texaco merger and then became the corporation’s chief financial officer.
In 2005, he was elected president of Chevron International Exploration and Production, with responsibility for the company's exploration and production activities outside North America. In 2008, he was elected executive vice president for strategy and development.
Watson is a director of the American Petroleum Institute.
Watson was born in October 1956.
Updated: April 2009
Tuesday, December 1, 2009
Brief profile of Ratan Tata
Born: December 28, 1937Achievement: Honored with Padma Bhushan, one of the highest civilian awards in 2000. Ratan Tata is presently the Chairman of Tata Sons, the holding company of the Tata Group. Ratan Naval Tata is also the Chairman of the major Tata companies such as Tata Steel, Tata Motors, Tata Power, Tata Consultancy Services, Tata Tea, Tata Chemicals, Indian Hotels and Tata Teleservices. He has taken Tata Group to new heights and under his leadership Group's revenues have grown manifold.Ratan Tata was born on December 28, 1937, in Bombay. He received a Bachelor of Science degree in architecture from Cornell University in 1962. Ratan Tata had a short stint with Jones and Emmons in Los Angeles, California, before returning to India in late 1962. He joined the Tata Group and was assigned to various companies before being appointed director-in-charge of The National Radio & Electronics Company (NELCO) in 1971. Ratan Tata was appointed Chairman of Tata Industries in 1981. He was assigned the task of transforming the company into a Group strategy think-tank, and a promoter of new ventures in high technology businesses. In 1991, Ratan Tata took over the Chairmanship from JRD Tata. Under him Tata Consultancy Services went public and Tata Motors was listed in the New York Stock Exchange. In 1998, Tata Motors came up with Tata Indica, the first truly Indian car. The car was the brainchild of Ratan Tata. Ratan Tata was honored with Padma Bhushan, one of the highest civilian awards in 2000. He was also conferred an honorary doctorate in business administration by Ohio State University, an honorary doctorate in technology by the Asian Institute of Technology, Bangkok, and an honorary doctorate in science by the University of Warwick.
good evening
Full Name: Sachin Ramesh Tendulkar
Date of Birth: April 24, 1973
Place of Birth: Mumbai
Major Teams: India, Mumbai
Batting Style: Right -Hand Batsman
Bowling Style: Right Arm Medium, Leg Break, Right Arm Off Break
ODI Debut : India v Pakistan at Gujranwala, 2nd ODI, 1989/90
Test Debut : India v Pakistan at Karachi, 1st Test, 1989/90
Height : 5'5
The first batsman to score 10,000 runs in one-day cricket, making the record in the third game of a five-match series against Australia on the 31st of March 2001. He reached the landmark when he scored 34 runs in his 266th match and 259th innings. Tendulkar, 27, in his amazing 12-year career, has scored a world record 28 hundreds and 50 half-centuries in his 10,000 runs.
A genius without a doubt, this little master made his International debut in ODI’s and Tests at the age of 16 against Pakistan against the fiery pace of Wasim Akram and Waqar Younis. He then went to England as a part of the national side, and has not looked back ever since. The name itself strikes terror in the hearts of bowlers all around the world. Hailed as the next master-blaster following the legacy of the great West Indian Vivian Richards, this man has every shot in the book, and can kill any attack in the world when in full swing. There is nothing this man cannot do.
In batting, he has reached a stage that others can only dream of. He has destroyed practically every bowling attack in the world. Tendulkar's 'specialties' include the straight drive (seemingly nobody plays the shot better than him), the cover drive, the square cut, the pullshot over midwicket/square leg, the delicate leg glance, the late cut, the lofted shots over mid-on and mid-off and not to mention the improvisations he keeps coming up with, time and again. He has tremendous power in his forearms and can hit the ball out of almost every ground in the World. He plays each of his shots amazingly and has even employed the reverse sweep to good effect. Some of his shots are hit with so much power that the ball simply rockets to the fence as if he was trying to dismiss the ball from his presence. On the other hand, some of his shots are neatly timed and placed well. His timing can be quite exquisite and it is this blend of timing and raw power which makes him the world's best/greatest batsman. Mentally very strong, Tendulkar is best when confronted by a challenge.
Some remarkable achievements of his career are:
* 4th highest tally of runs in test cricket (10,134) at an outstanding average of 57.25 (highest among those who have scored over 8,500 test runs) as of March 2005
* Most runs (over 13642) and centuries (38) in one-day internationals
* Only person to have scored over 11,000 ODI runs and over 25 ODI centuries as of April 28, 2005
* Highest ODI batting average among Indian batsmen and among all batsmen who have scored over 7,500 ODI runs (as of April 3, 2005)
* Most Number of Man of the Matches in one-day internationals
* Only player to have over 100 innings of 50+ runs in ODIs as of April 2005
* Most Number of Runs in World Cup Cricket History
* First cricketer to cross 10,000-run mark in ODIs
* Has equalled Sunil Gavaskar's record of 34 test centuries.
* Among those who have played over 100 test matches, he is the only one with a batting average above 55.
* Only second Indian to cross 10,000 runs in Test matches.
* He has the most centuries in ODI cricket against Australia, South Africa, New Zealand, Sri Lanka and Zimbabwe.
* He is the fastest to score 10,000 runs in test cricket history. He holds this record along with Brian Lara. Both of them achieved this feat in 195 innings.
* To go with this he has 34 hundreds in Test cricket at an average of 57. An average above 50 distinguishes a batsman as an all time great.
* Highest individual score in ODIs among Indian batsmen (186* against New Zealand at Hyderabad in 1999)
Date of Birth: April 24, 1973
Place of Birth: Mumbai
Major Teams: India, Mumbai
Batting Style: Right -Hand Batsman
Bowling Style: Right Arm Medium, Leg Break, Right Arm Off Break
ODI Debut : India v Pakistan at Gujranwala, 2nd ODI, 1989/90
Test Debut : India v Pakistan at Karachi, 1st Test, 1989/90
Height : 5'5
The first batsman to score 10,000 runs in one-day cricket, making the record in the third game of a five-match series against Australia on the 31st of March 2001. He reached the landmark when he scored 34 runs in his 266th match and 259th innings. Tendulkar, 27, in his amazing 12-year career, has scored a world record 28 hundreds and 50 half-centuries in his 10,000 runs.
A genius without a doubt, this little master made his International debut in ODI’s and Tests at the age of 16 against Pakistan against the fiery pace of Wasim Akram and Waqar Younis. He then went to England as a part of the national side, and has not looked back ever since. The name itself strikes terror in the hearts of bowlers all around the world. Hailed as the next master-blaster following the legacy of the great West Indian Vivian Richards, this man has every shot in the book, and can kill any attack in the world when in full swing. There is nothing this man cannot do.
In batting, he has reached a stage that others can only dream of. He has destroyed practically every bowling attack in the world. Tendulkar's 'specialties' include the straight drive (seemingly nobody plays the shot better than him), the cover drive, the square cut, the pullshot over midwicket/square leg, the delicate leg glance, the late cut, the lofted shots over mid-on and mid-off and not to mention the improvisations he keeps coming up with, time and again. He has tremendous power in his forearms and can hit the ball out of almost every ground in the World. He plays each of his shots amazingly and has even employed the reverse sweep to good effect. Some of his shots are hit with so much power that the ball simply rockets to the fence as if he was trying to dismiss the ball from his presence. On the other hand, some of his shots are neatly timed and placed well. His timing can be quite exquisite and it is this blend of timing and raw power which makes him the world's best/greatest batsman. Mentally very strong, Tendulkar is best when confronted by a challenge.
Some remarkable achievements of his career are:
* 4th highest tally of runs in test cricket (10,134) at an outstanding average of 57.25 (highest among those who have scored over 8,500 test runs) as of March 2005
* Most runs (over 13642) and centuries (38) in one-day internationals
* Only person to have scored over 11,000 ODI runs and over 25 ODI centuries as of April 28, 2005
* Highest ODI batting average among Indian batsmen and among all batsmen who have scored over 7,500 ODI runs (as of April 3, 2005)
* Most Number of Man of the Matches in one-day internationals
* Only player to have over 100 innings of 50+ runs in ODIs as of April 2005
* Most Number of Runs in World Cup Cricket History
* First cricketer to cross 10,000-run mark in ODIs
* Has equalled Sunil Gavaskar's record of 34 test centuries.
* Among those who have played over 100 test matches, he is the only one with a batting average above 55.
* Only second Indian to cross 10,000 runs in Test matches.
* He has the most centuries in ODI cricket against Australia, South Africa, New Zealand, Sri Lanka and Zimbabwe.
* He is the fastest to score 10,000 runs in test cricket history. He holds this record along with Brian Lara. Both of them achieved this feat in 195 innings.
* To go with this he has 34 hundreds in Test cricket at an average of 57. An average above 50 distinguishes a batsman as an all time great.
* Highest individual score in ODIs among Indian batsmen (186* against New Zealand at Hyderabad in 1999)
U.S. Stocks Gain as U.A.E. Backs Banks, Business Activity Rises
By Mary Childs
Nov. 30 (Bloomberg) -- U.S. stocks advanced after the United Arab Emirates pledged to back Dubai’s banks to ease the region’s debt crisis and American business activity unexpectedly accelerated this month.
Bank of America Corp. and JPMorgan Chase & Co. rose more than 1.9 percent, leading gains in the Dow Jones Industrial Average, as the cost to protect against Dubai defaulting on its debt declined. Caterpillar Inc. added 1.7 percent after the Institute for Supply Management-Chicago Inc. said its business barometer increased to the highest level since August 2008.
The Standard & Poor’s 500 Index climbed 0.4 percent to 1,096.05 at 10:40 a.m. in New York. The Dow increased 49.50 points, or 0.5 percent, to 10,359.42. Equities in developing nations surged, sending the MSCI Emerging Markets Index up 1.5 percent.
“The financials are going to be outperforming as people are relived that the Dubai situation seems to be getting better,” said Charles Bobrinskoy, vice chairman of Ariel Investments, which manages $5 billion.
Banks and brokerages rose the most among the S&P 500’s 10 broadest industries. U.S. bank exposure to the U.A.E. is “a very manageable” $9.9 billion compared with European banks that have lent almost nine times as much, according to CreditSights Inc. Citigroup Inc. was owed about $5.9 billion and JPMorgan about $2.5 billion as of the fourth quarter of 2008, CreditSights analysts led by David Hendler in New York wrote in a report yesterday.
Central Bank Backing
Bank of America added 2 percent to $15.78, JPMorgan rallied 1.9 percent to $42.13 and Citigroup climbed 1.9 percent to $4.14. The U.A.E.’s central bank said it “stands behind” the country’s local and foreign banks, which face losses from Dubai World’s possible default, and offered them access to more money under a new facility.
Caterpillar, the world’s biggest maker of earthmoving equipment, advanced 1.7 percent to $58.40. The ISM-Chicago gauge of business activity rose to 56.1 from 54.2 in October. Economists projected 53, the median estimate in a Bloomberg survey. Readings above 50 signal expansion.
Hedge funds are shoveling money into stocks as individuals exit at the fastest rate in a year, a sign to professional investors that the Standard & Poor’s 500 Index is poised to extend its gains.
About $37.3 billion has been pulled from U.S. mutual funds since August, according to the Investment Company Institute. Hedge funds -- which lost half as much on average as the S&P 500 since stocks peaked in October 2007 -- boosted bets to the highest level since the end of that year in the third quarter and have kept buying, according to data compiled by Goldman Sachs Group Inc., industry consultants and Bloomberg.
PRAVESH YADAV
PGDM 1st sem
(2009-11)
Monday, November 30, 2009
Biography of A.M.Naik
A. M. Naik is the Chairman and Managing Director of Larsen & Toubro, one of the most popular Indian companies. He was awarded the Padma Bhushan,India's 3rd highest civilian award,on January 26, 2009. Mr. Naik was also the recipient of the prestigious 'Economic Times Awards-Business Leader of the Year' award, for the year 2008. Anil M. Naik joined L&T in 1965 as a junior engineer and shortly became the youngest manager in Larsen & Toubro's history. Mr. Naik hails from Ambabari Now in Daman in Maharashtra where he studied. He did his engineering from Birla Vishwakarma Mahavidhyalaya Engineering college, VV Nagar, Anand one of the reputed institutes of India. His father was a teacher. After joining L&T as Junior Engineer in 1965, he rose rapidly through its ranks; he became General Manager in 1985, and Vice President (Operations) and Member of the Board in 1989 (in charge of the erstwhile Group II, now bifurcated into E&C and Heavy Engineering). In 1995, he was appointed President (Operations) and in April 1999, he took over as Chief Executive Officer and Managing Director. On December 30, 2003, he was appointed as the Chairman & Managing Director. Naik is also extensively involved in social work and is currently developing the educational institution set up by his father in a region called Kharel, Gujarat.proud to be anaval Mr.Naik has been announced as an awardee of the Padma Bhushan in India on 26 Jan 2009.
Honours the positions
Honorary Consul General for Denmark.
Senior member of the Confederation of Indian Industry.
Member of the Board of Trade, Ministry of Commerce, Government of India.
Fellow of the Indian National Academy of Engineers.
Member of the Board of Governors of the Indian Institute of Management, Ahmedabad.
Recipient of Gujarat Garima Award 2009. Awarded on 22 January, 2009
by
Anand Kumar Pandey
pgdm sec-a
3rd sem
Honours the positions
Honorary Consul General for Denmark.
Senior member of the Confederation of Indian Industry.
Member of the Board of Trade, Ministry of Commerce, Government of India.
Fellow of the Indian National Academy of Engineers.
Member of the Board of Governors of the Indian Institute of Management, Ahmedabad.
Recipient of Gujarat Garima Award 2009. Awarded on 22 January, 2009
by
Anand Kumar Pandey
pgdm sec-a
3rd sem
biography of Glenn Saldanha
Glenn Saldanha is the Managing Director & CEO of Glenmark Pharmaceuticals Limited. He holds a Bachelor?s degree in Pharmacy and an MBA from Leonard Stern School of Business, NYU. Glenn joined Glenmark Pharmaceuticals in 1998 as Director and took over as Managing Director & CEO in 2001.
Glenn joined Eli Lily's global marketing team soon after graduating from NYU. His last assignment was with Price Waterhouse Coopers USA. As consultant at PWC, he had opportunity to work with top pharmaceutical companies, like Rhone Poulenc Rhorer, Bristol Myers Squibb, Astra, Merck and Smith Kline Beecham.
Glenn has been instrumental in growing Glenmark from being an India formulations business in 1999 to a global firm with interests spanning discovery research, India and international formulations, and API. The company has grown at a compounded annual rate in excess of 34% over the past 5 years and is now among the few Indian firms with a successful drug discovery program.
by
khushboo
pgdm sec-a
3rd sem
Glenn joined Eli Lily's global marketing team soon after graduating from NYU. His last assignment was with Price Waterhouse Coopers USA. As consultant at PWC, he had opportunity to work with top pharmaceutical companies, like Rhone Poulenc Rhorer, Bristol Myers Squibb, Astra, Merck and Smith Kline Beecham.
Glenn has been instrumental in growing Glenmark from being an India formulations business in 1999 to a global firm with interests spanning discovery research, India and international formulations, and API. The company has grown at a compounded annual rate in excess of 34% over the past 5 years and is now among the few Indian firms with a successful drug discovery program.
by
khushboo
pgdm sec-a
3rd sem
UPDATE 1-Lopez clan may sell 6.7 pct stake in Manila Electric
* Lopez clan hopes to sell 6.7 pct Meralco stake next mth
MANILA, Oct 26 (Reuters) - The Lopez business clan may sell half its remaining stake in Manila Electric Co (MER.PS) to the PLDT group (TEL.PS), the Philippine family's patriarch said on Monday, bolstering PLDT's hold on the power retailer.
The Lopez family, which has been running the power retailer for decades, holds a 13.4 percent stake worth nearly $390 million in Manila Electric or Meralco. [ID:nSP460125]
Two of the Philippines' biggest companies -- the PLDT group and San Miguel Corp (SMC.PS) (SMCB.PS) -- are currently battling for control of Meralco and the sale of the Lopez family interest is key to resolving the impasse.
"We hope next month," Oscar Lopez, chairman of the family's power holding firm First Philippine Holdings Corp (FPH.PS), told reporters when asked when the sale of half its stake would be.
Lopez added the family would hold on to a 6.7 percent interest in Meralco to wait for better prices and possibly sell out in two to three years.
Manila Electric owns the country's largest power franchise and has become attractive target after regulators allowed it to raise power tariffs by up to 27 percent, its first hike since 2003. Meralco itself has forecast a near fourfold surge in its 2009 net income. [ID:nMAN445031]
On Friday, Manuel Pangilinan, chairman of the Philippine Long Distance Telephone (PLDT), told reporters the country's largest phone firm was in discussion with Lopez to buy the family's Meralco stake, adding the talks may be concluded in a few weeks. [ID:nSP460125]
The Lopez family currently votes along with the PLDT group, giving the Pangilinan bloc control of 48 percent of the utility. PLDT, owned by Hong Kong's First Pacific Holdings (0142.HK), Japan's NTT Communications and NTT DoCoMo (9437.T), also has right of first refusal on the Lopez family stake.
If it successfully buys a 6.7 percent stake from the Lopez clan, the PLDT group's direct stake in Meralco would reach more than 41 percent. The group's interest is currently held by subsidiary Pilipino Telephone Corp (PLTL.PS) and sister firm Metro Pacific Investments Corp (MPI.PS).
San Miguel has said it controls about 43 percent of Manila Electric through its own holdings and those of business allies, while about 9 percent is held by the public.
Meralco closed unchanged on Monday at 203 pesos ($4.3) but its shares have risen 19.4 percent so far this month on talks about the possible sale of the Lopez family stake. (Reporting by Rosemarie Francisco; Editing by Lincoln Feast)
shalini,pgdm(3rd sem)
MANILA, Oct 26 (Reuters) - The Lopez business clan may sell half its remaining stake in Manila Electric Co (MER.PS) to the PLDT group (TEL.PS), the Philippine family's patriarch said on Monday, bolstering PLDT's hold on the power retailer.
The Lopez family, which has been running the power retailer for decades, holds a 13.4 percent stake worth nearly $390 million in Manila Electric or Meralco. [ID:nSP460125]
Two of the Philippines' biggest companies -- the PLDT group and San Miguel Corp (SMC.PS) (SMCB.PS) -- are currently battling for control of Meralco and the sale of the Lopez family interest is key to resolving the impasse.
"We hope next month," Oscar Lopez, chairman of the family's power holding firm First Philippine Holdings Corp (FPH.PS), told reporters when asked when the sale of half its stake would be.
Lopez added the family would hold on to a 6.7 percent interest in Meralco to wait for better prices and possibly sell out in two to three years.
Manila Electric owns the country's largest power franchise and has become attractive target after regulators allowed it to raise power tariffs by up to 27 percent, its first hike since 2003. Meralco itself has forecast a near fourfold surge in its 2009 net income. [ID:nMAN445031]
On Friday, Manuel Pangilinan, chairman of the Philippine Long Distance Telephone (PLDT), told reporters the country's largest phone firm was in discussion with Lopez to buy the family's Meralco stake, adding the talks may be concluded in a few weeks. [ID:nSP460125]
The Lopez family currently votes along with the PLDT group, giving the Pangilinan bloc control of 48 percent of the utility. PLDT, owned by Hong Kong's First Pacific Holdings (0142.HK), Japan's NTT Communications and NTT DoCoMo (9437.T), also has right of first refusal on the Lopez family stake.
If it successfully buys a 6.7 percent stake from the Lopez clan, the PLDT group's direct stake in Meralco would reach more than 41 percent. The group's interest is currently held by subsidiary Pilipino Telephone Corp (PLTL.PS) and sister firm Metro Pacific Investments Corp (MPI.PS).
San Miguel has said it controls about 43 percent of Manila Electric through its own holdings and those of business allies, while about 9 percent is held by the public.
Meralco closed unchanged on Monday at 203 pesos ($4.3) but its shares have risen 19.4 percent so far this month on talks about the possible sale of the Lopez family stake. (Reporting by Rosemarie Francisco; Editing by Lincoln Feast)
shalini,pgdm(3rd sem)
Software visionary regains title as the richest man
Software visionary regains title as the richest man despite losing $18 billion in the past 12 months. Stepped down from day-to-day duties at Microsoft last summer to devote his talents and riches to the Bill & Melinda Gates Foundation. Organization’s assets were $30 billion in January; annual letter lauds endowment manager Michael Larson for limiting last year’s losses to 20%. Gates decided to increase donations in 2009 to $3.8 billion, up 15% from 2008. Dedicated to fighting hunger in developing countries, improving education in America’s high schools and developing vaccines against malaria, tuberculosis and AIDS. Appointed Microsoft Office veteran Jeffrey Raikes chief exec of Gates Foundation in September. Gates remains Microsoft chairman. Sells shares each quarter, redeploys proceeds via investment vehicle Cascade; more than half of fortune invested outside Microsoft. Stock down 45% in past 12 months. "Creative capitalist" wants companies to match profit making with doing good.
Warren Buffett
Rank: 2 Net Worth: $37.0 bil, Fortune: self made
Last year America’s most beloved investor was the world’s richest man . This year he has to settle for second place after losing $25 billion in 12 months. Shares of Berkshire Hathaway down 45% since last March. Injected billions of dollars into Goldman Sachs, GE in exchange for preferred stock last fall; propped up insurance firm Swiss Re in February with $2.6 billion infusion. Admits he made some "dumb" investment mistakes in 2008. Upbeat about America’s future: "Our economic system has worked extraordinarily well over time. It has unleashed human potential as no other system has, and it will continue to do so." Scoffs at Wall Street’s over-reliance on "history-based" models: "If merely looking up past financial data would tell you what the future holds, the Forbes 400 would consist of librarians." Son of Nebraska politician delivered newspapers as a boy. Filed first tax return at age 13, claiming $35 deduction for bicycle. Studied under value investing guru Benjamin Graham at Columbia. Took over textile firm Berkshire Hathaway 1965. Today holding company invested in insurance (Geico, General Re), jewelry (Borsheim’s), utilities (MidAmerican Energy), food (Dairy Queen, See’s Candies). Also has noncontrolling stakes in Anheuser-Busch, Coca-Cola, Wells Fargo.
Carlos Slim Helu & family
Rank: 3 Net Worth: $35.0 bil, Fortune: self made
Economic downturn and plunging peso shaved $25 billion from the fortune of Latin America’s richest man. Global recession testing his ability to live up to the principles he sets for his employees: "Maintain austerity in times of fat cows." Son of a Lebanese immigrant bought fixed line operator Telefonos de Mexico (Telmex) in 1990; now controls 90% of Mexico’s telephone landlines. Would be a billionaire based on his dividends alone. Biggest holding: $16 billion stake in America Movil, Latin America’s largest mobile phone company with 173 million customers. America Movil and Telmex reportedly planning to jointly invest $4 billion to bolster telecom infrastructure in Latin America. Buying up cheap media, energy and retail assets. Last year took stakes in New York Times Co., former billionaire Anthony O’Reilly’s Independent News & Media and Bronco Drilling; also increased position in Saks. Baseball statistics aficionado, art collector
Lawrence Ellison
Rank: 4 Net Worth: $22.5 bil, Fortune: self made
Database titan continues to engulf the competition; Oracle has racked up 49 acquisitions in the past 4 years. Bought BEA Systems for $8.5 billion last year. Still sitting on $7 billion in cash. Revenues up 11% to $10.9 billion in the six months ended November 30; profits also up 11% to $2.4 billion. Stock down 25% in past 12 months. Invested $125 million in Web software outfit Netsuite; took public in 2007, stock has fallen 80% since. His shares still worth $300 million. Chicago native studied physics at U. of Chicago, didn’t graduate. Started Oracle in 1977. Public 1986, a day before Microsoft. Owns 453-foot Rising Sun; built a smaller leisure boat because superyacht is hard to park. Squabbling in court with Swiss boating billionaire Ernesto Bertarelli over terms of next America’s Cup. Recently unveiled hulking 90-foot trimaran he intends to use to win it.
Warren Buffett
Rank: 2 Net Worth: $37.0 bil, Fortune: self made
Last year America’s most beloved investor was the world’s richest man . This year he has to settle for second place after losing $25 billion in 12 months. Shares of Berkshire Hathaway down 45% since last March. Injected billions of dollars into Goldman Sachs, GE in exchange for preferred stock last fall; propped up insurance firm Swiss Re in February with $2.6 billion infusion. Admits he made some "dumb" investment mistakes in 2008. Upbeat about America’s future: "Our economic system has worked extraordinarily well over time. It has unleashed human potential as no other system has, and it will continue to do so." Scoffs at Wall Street’s over-reliance on "history-based" models: "If merely looking up past financial data would tell you what the future holds, the Forbes 400 would consist of librarians." Son of Nebraska politician delivered newspapers as a boy. Filed first tax return at age 13, claiming $35 deduction for bicycle. Studied under value investing guru Benjamin Graham at Columbia. Took over textile firm Berkshire Hathaway 1965. Today holding company invested in insurance (Geico, General Re), jewelry (Borsheim’s), utilities (MidAmerican Energy), food (Dairy Queen, See’s Candies). Also has noncontrolling stakes in Anheuser-Busch, Coca-Cola, Wells Fargo.
Carlos Slim Helu & family
Rank: 3 Net Worth: $35.0 bil, Fortune: self made
Economic downturn and plunging peso shaved $25 billion from the fortune of Latin America’s richest man. Global recession testing his ability to live up to the principles he sets for his employees: "Maintain austerity in times of fat cows." Son of a Lebanese immigrant bought fixed line operator Telefonos de Mexico (Telmex) in 1990; now controls 90% of Mexico’s telephone landlines. Would be a billionaire based on his dividends alone. Biggest holding: $16 billion stake in America Movil, Latin America’s largest mobile phone company with 173 million customers. America Movil and Telmex reportedly planning to jointly invest $4 billion to bolster telecom infrastructure in Latin America. Buying up cheap media, energy and retail assets. Last year took stakes in New York Times Co., former billionaire Anthony O’Reilly’s Independent News & Media and Bronco Drilling; also increased position in Saks. Baseball statistics aficionado, art collector
Lawrence Ellison
Rank: 4 Net Worth: $22.5 bil, Fortune: self made
Database titan continues to engulf the competition; Oracle has racked up 49 acquisitions in the past 4 years. Bought BEA Systems for $8.5 billion last year. Still sitting on $7 billion in cash. Revenues up 11% to $10.9 billion in the six months ended November 30; profits also up 11% to $2.4 billion. Stock down 25% in past 12 months. Invested $125 million in Web software outfit Netsuite; took public in 2007, stock has fallen 80% since. His shares still worth $300 million. Chicago native studied physics at U. of Chicago, didn’t graduate. Started Oracle in 1977. Public 1986, a day before Microsoft. Owns 453-foot Rising Sun; built a smaller leisure boat because superyacht is hard to park. Squabbling in court with Swiss boating billionaire Ernesto Bertarelli over terms of next America’s Cup. Recently unveiled hulking 90-foot trimaran he intends to use to win it.
Sunday, November 29, 2009
Profile of Sachin Tendulkar
Full Name: Sachin Ramesh Tendulkar
Date of Birth: April 24, 1973
Place of Birth: Mumbai
Major Teams: India, Mumbai
Batting Style: Right -Hand Batsman
Bowling Style: Right Arm Medium, Leg Break, Right Arm Off Break
ODI Debut : India v Pakistan at Gujranwala, 2nd ODI, 1989/90
Test Debut : India v Pakistan at Karachi, 1st Test, 1989/90
Height : 5'5
The first batsman to score 10,000 runs in one-day cricket, making the record in the third game of a five-match series against Australia on the 31st of March 2001. He reached the landmark when he scored 34 runs in his 266th match and 259th innings. Tendulkar, 27, in his amazing 12-year career, has scored a world record 28 hundreds and 50 half-centuries in his 10,000 runs.
A genius without a doubt, this little master made his International debut in ODI’s and Tests at the age of 16 against Pakistan against the fiery pace of Wasim Akram and Waqar Younis. He then went to England as a part of the national side, and has not looked back ever since. The name itself strikes terror in the hearts of bowlers all around the world. Hailed as the next master-blaster following the legacy of the great West Indian Vivian Richards, this man has every shot in the book, and can kill any attack in the world when in full swing. There is nothing this man cannot do.
In batting, he has reached a stage that others can only dream of. He has destroyed practically every bowling attack in the world. Tendulkar's 'specialties' include the straight drive (seemingly nobody plays the shot better than him), the cover drive, the square cut, the pullshot over midwicket/square leg, the delicate leg glance, the late cut, the lofted shots over mid-on and mid-off and not to mention the improvisations he keeps coming up with, time and again. He has tremendous power in his forearms and can hit the ball out of almost every ground in the World. He plays each of his shots amazingly and has even employed the reverse sweep to good effect. Some of his shots are hit with so much power that the ball simply rockets to the fence as if he was trying to dismiss the ball from his presence. On the other hand, some of his shots are neatly timed and placed well. His timing can be quite exquisite and it is this blend of timing and raw power which makes him the world's best/greatest batsman. Mentally very strong, Tendulkar is best when confronted by a challenge.
Some remarkable achievements of his career are:
* 4th highest tally of runs in test cricket (10,134) at an outstanding average of 57.25 (highest among those who have scored over 8,500 test runs) as of March 2005
* Most runs (over 13642) and centuries (38) in one-day internationals
* Only person to have scored over 11,000 ODI runs and over 25 ODI centuries as of April 28, 2005
* Highest ODI batting average among Indian batsmen and among all batsmen who have scored over 7,500 ODI runs (as of April 3, 2005)
* Most Number of Man of the Matches in one-day internationals
* Only player to have over 100 innings of 50+ runs in ODIs as of April 2005
* Most Number of Runs in World Cup Cricket History
* First cricketer to cross 10,000-run mark in ODIs
* Has equalled Sunil Gavaskar's record of 34 test centuries.
* Among those who have played over 100 test matches, he is the only one with a batting average above 55.
* Only second Indian to cross 10,000 runs in Test matches.
* He has the most centuries in ODI cricket against Australia, South Africa, New Zealand, Sri Lanka and Zimbabwe.
* He is the fastest to score 10,000 runs in test cricket history. He holds this record along with Brian Lara. Both of them achieved this feat in 195 innings.
* To go with this he has 34 hundreds in Test cricket at an average of 57. An average above 50 distinguishes a batsman as an all time great.
* Highest individual score in ODIs among Indian batsmen (186* against New Zealand at Hyderabad in 1999)
Date of Birth: April 24, 1973
Place of Birth: Mumbai
Major Teams: India, Mumbai
Batting Style: Right -Hand Batsman
Bowling Style: Right Arm Medium, Leg Break, Right Arm Off Break
ODI Debut : India v Pakistan at Gujranwala, 2nd ODI, 1989/90
Test Debut : India v Pakistan at Karachi, 1st Test, 1989/90
Height : 5'5
The first batsman to score 10,000 runs in one-day cricket, making the record in the third game of a five-match series against Australia on the 31st of March 2001. He reached the landmark when he scored 34 runs in his 266th match and 259th innings. Tendulkar, 27, in his amazing 12-year career, has scored a world record 28 hundreds and 50 half-centuries in his 10,000 runs.
A genius without a doubt, this little master made his International debut in ODI’s and Tests at the age of 16 against Pakistan against the fiery pace of Wasim Akram and Waqar Younis. He then went to England as a part of the national side, and has not looked back ever since. The name itself strikes terror in the hearts of bowlers all around the world. Hailed as the next master-blaster following the legacy of the great West Indian Vivian Richards, this man has every shot in the book, and can kill any attack in the world when in full swing. There is nothing this man cannot do.
In batting, he has reached a stage that others can only dream of. He has destroyed practically every bowling attack in the world. Tendulkar's 'specialties' include the straight drive (seemingly nobody plays the shot better than him), the cover drive, the square cut, the pullshot over midwicket/square leg, the delicate leg glance, the late cut, the lofted shots over mid-on and mid-off and not to mention the improvisations he keeps coming up with, time and again. He has tremendous power in his forearms and can hit the ball out of almost every ground in the World. He plays each of his shots amazingly and has even employed the reverse sweep to good effect. Some of his shots are hit with so much power that the ball simply rockets to the fence as if he was trying to dismiss the ball from his presence. On the other hand, some of his shots are neatly timed and placed well. His timing can be quite exquisite and it is this blend of timing and raw power which makes him the world's best/greatest batsman. Mentally very strong, Tendulkar is best when confronted by a challenge.
Some remarkable achievements of his career are:
* 4th highest tally of runs in test cricket (10,134) at an outstanding average of 57.25 (highest among those who have scored over 8,500 test runs) as of March 2005
* Most runs (over 13642) and centuries (38) in one-day internationals
* Only person to have scored over 11,000 ODI runs and over 25 ODI centuries as of April 28, 2005
* Highest ODI batting average among Indian batsmen and among all batsmen who have scored over 7,500 ODI runs (as of April 3, 2005)
* Most Number of Man of the Matches in one-day internationals
* Only player to have over 100 innings of 50+ runs in ODIs as of April 2005
* Most Number of Runs in World Cup Cricket History
* First cricketer to cross 10,000-run mark in ODIs
* Has equalled Sunil Gavaskar's record of 34 test centuries.
* Among those who have played over 100 test matches, he is the only one with a batting average above 55.
* Only second Indian to cross 10,000 runs in Test matches.
* He has the most centuries in ODI cricket against Australia, South Africa, New Zealand, Sri Lanka and Zimbabwe.
* He is the fastest to score 10,000 runs in test cricket history. He holds this record along with Brian Lara. Both of them achieved this feat in 195 innings.
* To go with this he has 34 hundreds in Test cricket at an average of 57. An average above 50 distinguishes a batsman as an all time great.
* Highest individual score in ODIs among Indian batsmen (186* against New Zealand at Hyderabad in 1999)
IBM deploys analytics for a `Smarter Planet'
With about two lakh servers that it manages worldwide and an ever-growing stream of data from various sources, IBM is developing its strengths in Business Analytics and Optimisation (BAO) to create a `smarter planet'. The IT giant is helping companies and governments tread the green path using sensors and monitoring systems for rivers, water pipelines, electricity grids and road traffic.
"Smarter Planet is an initiative that is based on the digitisation of the world. As transistors have exploded, everything is digitised - the phone, car, appliance and utility network. Now we are seeing the digitisation of the natural world,'' Frank Kern, Senior Vice-President, IBM Global Business Services, told invited journalists at the company's headquarters in Armonk, New York.
Skill incubation
IBM wants to develop the fast-growing area of analytics to offer differentiated solutions. To this end, the company has announced six analytics centres around the world where skills in particular areas will be incubated. Besides, a Business Analytics Centre of Competency has been opened in Bangalore. The expertise gained in specialised areas in these centres will be available to clients globally.
While the Beijing centre is focussed on railways and transport to make them `smarter', Tokyo and Berlin work on smarter cities, New York on healthcare and public services, London on financial systems, and Washington DC on cyber security. Analytics skills are different from classic IT skills. They deal with collection, aggregation, relationships, cause and effect of data; they are a core competence, not just skills on the side.
"The six analytics solutions centres are designed to be hothouses of talent," said Fred Balboni, Global Leader, BAO, Global Business Services, IBM. Applications of analytics include lowering of health insurance fraud, inventory control in supply chains, optimising automobile manufacturing and repair processes, pollution and resource wastage, and even crime reduction.
IBM's work represents a shift over time - from plain information technology to the use of IT in business. That is because a significant part of the economy in several countries is made up of services, enabling new learning in services, productivity, technology re-use, data and analytics.
This understanding moved IBM, which achieved a record revenue of $103.6 billion during 2008, from being a component supplier, to the centre of the clients' business.
The company began to think how it could really make the planet better, smarter, more efficient, and less wasteful. "It placed us in the services economy,'' says Robert JT Morris, Vice-President of Services Research, who was responsible for the development of the Deep Blue chess machine that famously played Garry Kasparov.
Investment in research
IBM today invests $6 billion a year in research. The company has spent $12 billion over five years to build capabilities in BAO. A good case study of analytics creating value is its partnership with the city of Dubuque in Iowa, U.S. With a community of 60,000, Dubuque is small; 40 per cent of America's population lives in similar cities with fewer than two lakh people, and the results in Dubuque will have national and perhaps global appeal. So what is IBM doing here?
The city was looking for ways to improve sustainability, covering water management, energy and transport. The goal was to reduce the carbon footprint. Water management is the first area that IBM took up as part of its year-long, 250-house pilot that began in August. A quarter of the households and buildings in the U.S. have some sort of water leak.
The solution planned is to gather data using electronic water meters that record the smallest leaks that conventional meters cannot. "We will bring the data from the meters and do analytics on it,'' says Dr. Mahmoud Naghshineh, Director, IT Services Research at IBM.
Insights
Explosive growth in mobile telephony in India also provided some insights. It convinced researchers that if you "don't make it too complex,'' adoption becomes easier and the results are good. "You can get 60 or 70 per cent with what you already have,'' says Dr. Naghshineh, referring to simple data collection opportunities.
In Chicago, an IBM project deals with one of the largest video security deployments anywhere. The Office of Emergency Management and Communications (OEMC) wanted the technology to develop a video network that monitors traffic patterns continuously, while also being able to detect suspicious activity and potential public safety concerns. The result appears futuristic.
The experience gained from "millions of tickets of work'' around the globe is helping Big Blue pursue its Smarter Planet initiative.
The extensive knowledge base can potentially be deployed for clients worldwide. Analytics and optimisation is driving IBM to create greater value and deliver it globally.
Thursday, November 26, 2009
IIMT ORGANISING EVENT
Today (27st november 2009)IIMT Management college going to organising different types of events
In this event containce lot's of competition and in this competition most of greater noida and NCR management college student participate.
some events name are
-Tol mol ke bole
-skit
-Business Quiz
and some other activity also cunducting by IIMT MANAGEMENT COLLEGE GREATER NOIDA.
In this event containce lot's of competition and in this competition most of greater noida and NCR management college student participate.
some events name are
-Tol mol ke bole
-skit
-Business Quiz
and some other activity also cunducting by IIMT MANAGEMENT COLLEGE GREATER NOIDA.
Ratan Tata to group cos: Freeze acquisitions, capex plans
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Ratan Tata to group cos: Freeze acquisitions, capex plans
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Wednesday, November 25, 2009
Profile of Yves Carcelle
Yves Carcelle
Chief Executive Officer of the Fashion and Leather Goods Group, LVMH Moet Hennessy Louis Vuitton
This person is connected to two different industries
BACKGROUND
Yves Carcelle serves as Chief Executive Officer of the Fashion and Leather Goods Group of LVMH Moet Hennessy Louis Vuitton. Mr. Carcelle serves as President of the LVMH Fashion Group of Fendi S.R.L. He served as a Director of Christian Dior SA. .
by
Anand Kumar Pandey
pgdm sec-a
3rd sem
Chief Executive Officer of the Fashion and Leather Goods Group, LVMH Moet Hennessy Louis Vuitton
This person is connected to two different industries
BACKGROUND
Yves Carcelle serves as Chief Executive Officer of the Fashion and Leather Goods Group of LVMH Moet Hennessy Louis Vuitton. Mr. Carcelle serves as President of the LVMH Fashion Group of Fendi S.R.L. He served as a Director of Christian Dior SA. .
by
Anand Kumar Pandey
pgdm sec-a
3rd sem
Rajesh Saxena named American Express India CEO
Bangalore: Global payment and travel company American Express on Tuesday announced the appointment of Rajesh Saxena as Chief Executive Officer for American Express Banking Corp. (AEBC), India.
Saxena would head the country executive team and directly manage the international consumer card and small business services, leading the company's marketing, acquisition, product development and insurance areas, it said in a statement.
In this role, Saxena would also spearhead several strategic and business development initiatives for the company while steering smooth collaboration across its diverse businesses in India, it said.
Most recently he served as sales and marketing head, Citi Cards in Japan where he had diverse responsibilities in all front office units including sales, marketing, partnership, merchants, corporate business and merchandising, according to the statement.
By,
Khushboo
pgdm sec-a
3rd sem
Saxena would head the country executive team and directly manage the international consumer card and small business services, leading the company's marketing, acquisition, product development and insurance areas, it said in a statement.
In this role, Saxena would also spearhead several strategic and business development initiatives for the company while steering smooth collaboration across its diverse businesses in India, it said.
Most recently he served as sales and marketing head, Citi Cards in Japan where he had diverse responsibilities in all front office units including sales, marketing, partnership, merchants, corporate business and merchandising, according to the statement.
By,
Khushboo
pgdm sec-a
3rd sem
Ratan Tata to group cos: Freeze acquisitions, capex plans
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Mahindra Satyam says not losing clients
IT services firm Mahindra Satyam said customer attrition has stopped and it is not offering price cuts to win new deals, a company executive said.
"We inherited 380 customers and we have not lost any. We have added about 36, so we have about 420 (as of now)," Atul Kunwar, president, global operations, said at the Reuters India Investment Summit held in Bangalore.
Mahindra Satyam, which counts General Electric Co, Cisco Systems and GlaxoSmithKline Plc among its clients, has renewed over 50 deals in the last three months.
"A lot of these are multi-year deals," Kunwar said.
The company, earlier known as Satyam Computer Services, was acquired in April by Tech Mahindra, a unit of tractor and utility vehicle maker Mahindra & Mahindra, after being hit by India's biggest corporate scandal.
Kunwar said the company is not seeing any payment delays.
"In fact, the customers are being overly good to us. No payments are being held up," Kunwar said.
Mahindra Satyam, which is in talks with the World Bank to lift a ban, said it is hopeful of completing the restatement of its accounts by June 2010.
In December last year, Satyam Computer Services was barred from business with the World Bank for eight years.
The firm currently has 35,000 employees, including the virtual pool.
Shares in Mahindra Satyam were trading down more than 7 per cent at 94.25 rupees in the main Mumbai market that was up 0.7 per cent.
"We inherited 380 customers and we have not lost any. We have added about 36, so we have about 420 (as of now)," Atul Kunwar, president, global operations, said at the Reuters India Investment Summit held in Bangalore.
Mahindra Satyam, which counts General Electric Co, Cisco Systems and GlaxoSmithKline Plc among its clients, has renewed over 50 deals in the last three months.
"A lot of these are multi-year deals," Kunwar said.
The company, earlier known as Satyam Computer Services, was acquired in April by Tech Mahindra, a unit of tractor and utility vehicle maker Mahindra & Mahindra, after being hit by India's biggest corporate scandal.
Kunwar said the company is not seeing any payment delays.
"In fact, the customers are being overly good to us. No payments are being held up," Kunwar said.
Mahindra Satyam, which is in talks with the World Bank to lift a ban, said it is hopeful of completing the restatement of its accounts by June 2010.
In December last year, Satyam Computer Services was barred from business with the World Bank for eight years.
The firm currently has 35,000 employees, including the virtual pool.
Shares in Mahindra Satyam were trading down more than 7 per cent at 94.25 rupees in the main Mumbai market that was up 0.7 per cent.
Barrie Howard
VP Global Sponsorship
Visa International
In 1991, Barrie Howard joined the organization as a Service Quality Manager in Visa USA. Her responsibilities were to manage third party vendors providing customer service assistance to Visa cardholders.
Barrie’s first interaction with Visa’s global sponsorships began with the Atlanta 1996 Olympic Games. She was responsible for implementing and managing the Visa Customer Service Center during the Games. The Center was strategically located near the Olympic stadium and serviced over 50,000 customers.
From the Atlanta 1996 Olympic Games, Barrie transferred to the Visa Tokyo office to direct all project management for the operational implementation of the Nagano 1998 Winter Olympic Games. She managed the selection and buildout of the Visa Customer Center and Visa Command Center, and day to day operation of these locations. Other responsibilities included staff logistics and operations for approximately 70 Visa staff working on the Games. Additionally, she worked with the Visa Tokyo Marketing team to implement Member activation and partnership marketing programs with the sponsorship.
The next Olympic Games took Barrie to Sydney, Australia to work with the Visa Sydney office to manage the operations and logistics of the Visa sponsorship along with support of marketing efforts with Members and Merchant partners for the Sydney 2000 Olympic Games. In 2000, Barrie returned back to the Visa International headquarters in Foster City continuing work on all global sponsorships (e.g. Rugby World Cup, Olympic and Paralympic Games). She worked with the Visa London office to implement all operations and logistics for the Olympic Games held in Europe (Athens 2004 and Torino 2006). Other responsibilities include supporting Visa Asia Pacific and Visa Latin America with their leveraging efforts with the Member banks and Merchants. Barrie worked on a new wave marketing initiative targeted at the tech savy, Gen Y audience called Visa Championships – Torino 2006.
This was an Olympic online video game launched in 23 markets globally with the national winner from each country winning a trip to the Torino 2006 Winter Olympic Games. Coming off of the success of the Torino 2006 Olympic and Paralympic Winter Games for Visa, Barrie relocated to Beijing, China to work with the Visa China and Asia Pacific teams for the spectacular and successful implementation of the Olympic and Paralympic Games.
Barrie’s recent move to London will be to continue as the Head of Operations for all global sponsorships (Olympics and FIFA), and support the infrastructure development of the London 2012 Olympic and Paralympic Games.
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
VP Global Sponsorship
Visa International
In 1991, Barrie Howard joined the organization as a Service Quality Manager in Visa USA. Her responsibilities were to manage third party vendors providing customer service assistance to Visa cardholders.
Barrie’s first interaction with Visa’s global sponsorships began with the Atlanta 1996 Olympic Games. She was responsible for implementing and managing the Visa Customer Service Center during the Games. The Center was strategically located near the Olympic stadium and serviced over 50,000 customers.
From the Atlanta 1996 Olympic Games, Barrie transferred to the Visa Tokyo office to direct all project management for the operational implementation of the Nagano 1998 Winter Olympic Games. She managed the selection and buildout of the Visa Customer Center and Visa Command Center, and day to day operation of these locations. Other responsibilities included staff logistics and operations for approximately 70 Visa staff working on the Games. Additionally, she worked with the Visa Tokyo Marketing team to implement Member activation and partnership marketing programs with the sponsorship.
The next Olympic Games took Barrie to Sydney, Australia to work with the Visa Sydney office to manage the operations and logistics of the Visa sponsorship along with support of marketing efforts with Members and Merchant partners for the Sydney 2000 Olympic Games. In 2000, Barrie returned back to the Visa International headquarters in Foster City continuing work on all global sponsorships (e.g. Rugby World Cup, Olympic and Paralympic Games). She worked with the Visa London office to implement all operations and logistics for the Olympic Games held in Europe (Athens 2004 and Torino 2006). Other responsibilities include supporting Visa Asia Pacific and Visa Latin America with their leveraging efforts with the Member banks and Merchants. Barrie worked on a new wave marketing initiative targeted at the tech savy, Gen Y audience called Visa Championships – Torino 2006.
This was an Olympic online video game launched in 23 markets globally with the national winner from each country winning a trip to the Torino 2006 Winter Olympic Games. Coming off of the success of the Torino 2006 Olympic and Paralympic Winter Games for Visa, Barrie relocated to Beijing, China to work with the Visa China and Asia Pacific teams for the spectacular and successful implementation of the Olympic and Paralympic Games.
Barrie’s recent move to London will be to continue as the Head of Operations for all global sponsorships (Olympics and FIFA), and support the infrastructure development of the London 2012 Olympic and Paralympic Games.
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Barrie Howard
VP Global Sponsorship
Visa International
In 1991, Barrie Howard joined the organization as a Service Quality Manager in Visa USA. Her responsibilities were to manage third party vendors providing customer service assistance to Visa cardholders.
Barrie’s first interaction with Visa’s global sponsorships began with the Atlanta 1996 Olympic Games. She was responsible for implementing and managing the Visa Customer Service Center during the Games. The Center was strategically located near the Olympic stadium and serviced over 50,000 customers.
From the Atlanta 1996 Olympic Games, Barrie transferred to the Visa Tokyo office to direct all project management for the operational implementation of the Nagano 1998 Winter Olympic Games. She managed the selection and buildout of the Visa Customer Center and Visa Command Center, and day to day operation of these locations. Other responsibilities included staff logistics and operations for approximately 70 Visa staff working on the Games. Additionally, she worked with the Visa Tokyo Marketing team to implement Member activation and partnership marketing programs with the sponsorship.
The next Olympic Games took Barrie to Sydney, Australia to work with the Visa Sydney office to manage the operations and logistics of the Visa sponsorship along with support of marketing efforts with Members and Merchant partners for the Sydney 2000 Olympic Games. In 2000, Barrie returned back to the Visa International headquarters in Foster City continuing work on all global sponsorships (e.g. Rugby World Cup, Olympic and Paralympic Games). She worked with the Visa London office to implement all operations and logistics for the Olympic Games held in Europe (Athens 2004 and Torino 2006). Other responsibilities include supporting Visa Asia Pacific and Visa Latin America with their leveraging efforts with the Member banks and Merchants. Barrie worked on a new wave marketing initiative targeted at the tech savy, Gen Y audience called Visa Championships – Torino 2006.
This was an Olympic online video game launched in 23 markets globally with the national winner from each country winning a trip to the Torino 2006 Winter Olympic Games. Coming off of the success of the Torino 2006 Olympic and Paralympic Winter Games for Visa, Barrie relocated to Beijing, China to work with the Visa China and Asia Pacific teams for the spectacular and successful implementation of the Olympic and Paralympic Games.
Barrie’s recent move to London will be to continue as the Head of Operations for all global sponsorships (Olympics and FIFA), and support the infrastructure development of the London 2012 Olympic and Paralympic Games.
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
VP Global Sponsorship
Visa International
In 1991, Barrie Howard joined the organization as a Service Quality Manager in Visa USA. Her responsibilities were to manage third party vendors providing customer service assistance to Visa cardholders.
Barrie’s first interaction with Visa’s global sponsorships began with the Atlanta 1996 Olympic Games. She was responsible for implementing and managing the Visa Customer Service Center during the Games. The Center was strategically located near the Olympic stadium and serviced over 50,000 customers.
From the Atlanta 1996 Olympic Games, Barrie transferred to the Visa Tokyo office to direct all project management for the operational implementation of the Nagano 1998 Winter Olympic Games. She managed the selection and buildout of the Visa Customer Center and Visa Command Center, and day to day operation of these locations. Other responsibilities included staff logistics and operations for approximately 70 Visa staff working on the Games. Additionally, she worked with the Visa Tokyo Marketing team to implement Member activation and partnership marketing programs with the sponsorship.
The next Olympic Games took Barrie to Sydney, Australia to work with the Visa Sydney office to manage the operations and logistics of the Visa sponsorship along with support of marketing efforts with Members and Merchant partners for the Sydney 2000 Olympic Games. In 2000, Barrie returned back to the Visa International headquarters in Foster City continuing work on all global sponsorships (e.g. Rugby World Cup, Olympic and Paralympic Games). She worked with the Visa London office to implement all operations and logistics for the Olympic Games held in Europe (Athens 2004 and Torino 2006). Other responsibilities include supporting Visa Asia Pacific and Visa Latin America with their leveraging efforts with the Member banks and Merchants. Barrie worked on a new wave marketing initiative targeted at the tech savy, Gen Y audience called Visa Championships – Torino 2006.
This was an Olympic online video game launched in 23 markets globally with the national winner from each country winning a trip to the Torino 2006 Winter Olympic Games. Coming off of the success of the Torino 2006 Olympic and Paralympic Winter Games for Visa, Barrie relocated to Beijing, China to work with the Visa China and Asia Pacific teams for the spectacular and successful implementation of the Olympic and Paralympic Games.
Barrie’s recent move to London will be to continue as the Head of Operations for all global sponsorships (Olympics and FIFA), and support the infrastructure development of the London 2012 Olympic and Paralympic Games.
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Unitech seeks approval to raise $700 m through FCCB issue
NEW DELHI: India’s second-largest real estate company Unitech will raise $700 million through foreign currency convertible bonds (FCCBs). The
company has sought approval from the Department of Industrial Policy and Planning (DIPP) and the Reserve Bank of India to raise the fund through convertible instruments.
The company has assured the government that the fund will be used for an integrated township and not for repaying existing debts. “The company will ring fence the fund raised through this route for a dedicated project (integrated township) through an escrow account,†a senior company official requesting anonymity said.
The company spokesperson refused to comment on the issue. The FCCBs are raised from foreign institutional investors and banks. The holders of FCCBs have the option to either redeem the bonds after the maturity period or convert them into equity at a pre-determined price.
Until then, the bonds carry a nominal rate of interest.
In January 2009, as part of the second stimulus package, the government allowed real estate companies to mop up funds through external commercial borrowings (ECBs) for integrated township project. But no realty company had approached the government so far seeking permission to raise fund through this route.
One of the key reasons why Unitech is looking overseas to raise money is to bring down the overall cost of debt, which is around 13%, said a company official on the condition of anonymity.
In case approval is granted, this will be the first case in which a real estate company is being allowed to raise funds through FCCBs. In May 2007, the government had barred real estate company from raising ECBs, even for setting up integrated townships.
As per a senior government official, the DIPP has approved the proposal and sent it for approval of Department of Economic Affairs in the finance ministry. The company has also approached RBI seeking exemption of three-year lock-in, since it is a convertible instrument and should be treated as debt till time of conversion, said a senior executive involved in the process.
Currently, under the government's ECB norms that also govern FCCBs, there's a three-year lock-in before which one cannot redeem the bonds.
According to a company official, Unitech has said the fund should be treated as pure debt till it is converted into equity. It has also given a commitment that at the time of conversion, the allotment of share will be made only to those overseas portfolio investors which are registered with the Securities and Exchange Board of India (SEBI).
Unitech is on a fund-raising spree this year. It has already raised $900 million, equivalent to Rs 4,000 crore, through two rounds of qualified institutional placements (QIPs). In June, it raised $575 million at Rs 82 per share. Prior to this, in March 2009, the company raised $325 million at Rs 38.50 per share.
Part of these funds have been used to repay its debts. The company had a total debt of over Rs 10,000 crore. After adjusting the debts toward telecom venture, it had a residual debt of Rs 8,600 crore before the QIP placement in March 2009. Its current debt is around Rs 6,300 crore, that means the company has repaid a debt of Rs 2,300 crore and the balance amount was used for implementing projects.
company has sought approval from the Department of Industrial Policy and Planning (DIPP) and the Reserve Bank of India to raise the fund through convertible instruments.
The company has assured the government that the fund will be used for an integrated township and not for repaying existing debts. “The company will ring fence the fund raised through this route for a dedicated project (integrated township) through an escrow account,†a senior company official requesting anonymity said.
The company spokesperson refused to comment on the issue. The FCCBs are raised from foreign institutional investors and banks. The holders of FCCBs have the option to either redeem the bonds after the maturity period or convert them into equity at a pre-determined price.
Until then, the bonds carry a nominal rate of interest.
In January 2009, as part of the second stimulus package, the government allowed real estate companies to mop up funds through external commercial borrowings (ECBs) for integrated township project. But no realty company had approached the government so far seeking permission to raise fund through this route.
One of the key reasons why Unitech is looking overseas to raise money is to bring down the overall cost of debt, which is around 13%, said a company official on the condition of anonymity.
In case approval is granted, this will be the first case in which a real estate company is being allowed to raise funds through FCCBs. In May 2007, the government had barred real estate company from raising ECBs, even for setting up integrated townships.
As per a senior government official, the DIPP has approved the proposal and sent it for approval of Department of Economic Affairs in the finance ministry. The company has also approached RBI seeking exemption of three-year lock-in, since it is a convertible instrument and should be treated as debt till time of conversion, said a senior executive involved in the process.
Currently, under the government's ECB norms that also govern FCCBs, there's a three-year lock-in before which one cannot redeem the bonds.
According to a company official, Unitech has said the fund should be treated as pure debt till it is converted into equity. It has also given a commitment that at the time of conversion, the allotment of share will be made only to those overseas portfolio investors which are registered with the Securities and Exchange Board of India (SEBI).
Unitech is on a fund-raising spree this year. It has already raised $900 million, equivalent to Rs 4,000 crore, through two rounds of qualified institutional placements (QIPs). In June, it raised $575 million at Rs 82 per share. Prior to this, in March 2009, the company raised $325 million at Rs 38.50 per share.
Part of these funds have been used to repay its debts. The company had a total debt of over Rs 10,000 crore. After adjusting the debts toward telecom venture, it had a residual debt of Rs 8,600 crore before the QIP placement in March 2009. Its current debt is around Rs 6,300 crore, that means the company has repaid a debt of Rs 2,300 crore and the balance amount was used for implementing projects.
Facebook creates new share structure
Facebook, the world's largest social networking site, has created a dual-class share structure to give its owners full control over the company.
A number of privately-owned firms, including Google, have introduced a similar structure before becoming publicly listed companies.
But Facebook said it had no plans to go public "at this time".
The site has more than 300 million monthly users and is now making money, well ahead of schedule.
"We did introduce a dual class stock structure because existing shareholders wanted to maintain control over voting on certain issues, to help ensure the company can continue to focus on the long term to build a great business," said Facebook spokesman Larry Yu.
Analysts said that without the new structure, new shareholders could force through business decisions based on short-term gain rather than long-term interests.
A number of privately-owned firms, including Google, have introduced a similar structure before becoming publicly listed companies.
But Facebook said it had no plans to go public "at this time".
The site has more than 300 million monthly users and is now making money, well ahead of schedule.
"We did introduce a dual class stock structure because existing shareholders wanted to maintain control over voting on certain issues, to help ensure the company can continue to focus on the long term to build a great business," said Facebook spokesman Larry Yu.
Analysts said that without the new structure, new shareholders could force through business decisions based on short-term gain rather than long-term interests.
BACKGROUND
Carlos Ghosn has been Financial Director of Nissan Motor Co. Ltd., since March 19, 2005 and serves as its President. Mr. Ghosn serves as Chief Executive Officer and President, Nissan Motor of Nissan Diesel Motor Co. Ltd. He has been Chief Executive Officer and President of Renault SA since May 2005. He served as Chief Executive Officer of North America at Nissan North America Inc. until March 16, 2007. He served as Chief Executive Officer of Nissan Motor Co. Ltd. He ... served as the Chief Operating Officer of Nissan from 1999 to 2001. Previously, Mr. Ghosn served as the Chairman and President of Renault SA since May 2005 and served as its Executive Vice President from 1996 to 1999, where he was responsible for advanced research, car engineering and development, car manufacturing, power train operations and purchasing. He joined Renault SA in 1996. He served as Chief Operating Officer of Michelin-BRAZIL since 1985. From 1979 to 1996, he served in various capacities with Compagnie Générale des Éstablissements Michelin in the U.S. and Brazil, including Chairman, President and Chief Executive Officer of Michelin North America Inc. from 1990 to 1996. He joined Michelin in 1978 as Plant Manager in Le Puy (France), and served as head of research and development for industrial tires in Ladoux (France). Mr. Ghosn presided over the restructuring of Michelin North America after the acquisition of Uniroyal Goodrich Tire Company in 1990. He has been Chairman of Renault SA since December 2008. He has been Co-Chairman of Nissan Motor Company Ltd., since March 17, 2003. He served as the Chairman of Nissan Motor Co. Ltd. He has been Director of Renault SA since May 2005. He serves as an Executive Director of Nissan Motor Company Ltd. Mr. Ghosn has been a Director of Alcoa Inc., Alcoa Closure Systems International Inc. and Alcoa of Australia Ltd., since 2002. He has been a Director of Alcoa Automotive Inc. since 2002. He serves as a Director of Mirant Corporation and Public Joint-Stock Company "AVTOVAZ". Mr. Ghosn served as a Director of International Business Machines Corp. from March 1, 2004 to April 1, 2005. He served as a Director of Nissan Motor Company Ltd., since 1999. He served as a Director of Sony Corp. since 2003. He is the author of the book, Renaissance, which describes the turnaround of Nissan. Mr. Ghosn holds an Engineering degrees from the Ecole Polytechnique and the Ecole des Mines de Paris in France.
by
Carlos Ghosn has been Financial Director of Nissan Motor Co. Ltd., since March 19, 2005 and serves as its President. Mr. Ghosn serves as Chief Executive Officer and President, Nissan Motor of Nissan Diesel Motor Co. Ltd. He has been Chief Executive Officer and President of Renault SA since May 2005. He served as Chief Executive Officer of North America at Nissan North America Inc. until March 16, 2007. He served as Chief Executive Officer of Nissan Motor Co. Ltd. He ... served as the Chief Operating Officer of Nissan from 1999 to 2001. Previously, Mr. Ghosn served as the Chairman and President of Renault SA since May 2005 and served as its Executive Vice President from 1996 to 1999, where he was responsible for advanced research, car engineering and development, car manufacturing, power train operations and purchasing. He joined Renault SA in 1996. He served as Chief Operating Officer of Michelin-BRAZIL since 1985. From 1979 to 1996, he served in various capacities with Compagnie Générale des Éstablissements Michelin in the U.S. and Brazil, including Chairman, President and Chief Executive Officer of Michelin North America Inc. from 1990 to 1996. He joined Michelin in 1978 as Plant Manager in Le Puy (France), and served as head of research and development for industrial tires in Ladoux (France). Mr. Ghosn presided over the restructuring of Michelin North America after the acquisition of Uniroyal Goodrich Tire Company in 1990. He has been Chairman of Renault SA since December 2008. He has been Co-Chairman of Nissan Motor Company Ltd., since March 17, 2003. He served as the Chairman of Nissan Motor Co. Ltd. He has been Director of Renault SA since May 2005. He serves as an Executive Director of Nissan Motor Company Ltd. Mr. Ghosn has been a Director of Alcoa Inc., Alcoa Closure Systems International Inc. and Alcoa of Australia Ltd., since 2002. He has been a Director of Alcoa Automotive Inc. since 2002. He serves as a Director of Mirant Corporation and Public Joint-Stock Company "AVTOVAZ". Mr. Ghosn served as a Director of International Business Machines Corp. from March 1, 2004 to April 1, 2005. He served as a Director of Nissan Motor Company Ltd., since 1999. He served as a Director of Sony Corp. since 2003. He is the author of the book, Renaissance, which describes the turnaround of Nissan. Mr. Ghosn holds an Engineering degrees from the Ecole Polytechnique and the Ecole des Mines de Paris in France.
by
This is Gupta’s second attempt in two years to tap the IPO route. His first attempt in February last year failed due to lack of investor interest.
Things have improved for the property sector since then, but only just. Valuations have moved south globally and there are enough experts who see red whenever prices go up a bit.
So, Gupta is trying hard to convince prospective investors but, like any other real estate developer, has a tough task ahead. Property sales saw their lowest levels during the September 2008-May 2009 period, after global economic slowdown forced buyers to postpone home buys to save cash. This led to slower growth and project delays impacting the profitability of companies in the sector.
Emaar MGF reported losses, too. The net loss before tax for FY 2009 was Rs 166.3 crore, says the latest draft red herring prospectus (DRHP) filed by the company. The company also saw many of its 29 projects getting delayed. For instance, the project named The Views in Mohali was supposed to be completed by this financial year, by the previous DRHP. It is now postponed to 2011-1012, a delay of over a year.
The job loss and economic slowdown in the country also saw buyers cancelling bookings in Emaar MGF’s premium projects. Mohali Hills, where the developer is selling plots, witnessed the number of units sold coming down to 1,681 as on August 31, 2009 from 1,723 as on August 31, 2007, with the difference reflecting cancellations. The company had started construction on this site in 2006-07.
This trend is seen across all sectors of real estate. These include residential projects at Gurgaon and Chennai. The completion date for their only ongoing retail project, The Central Plaza, in Mohali Hills, has been extended to the next financial year from the current one, according to the new DRHP.
The company was developing IT office spaces in various cities such as Gurgaon, Chennai and Hyderabad, said the earlier DRHP. Projects in the latter two cities are excluded from the recent DRHP. The Gurgaon IT project is now split in three commercial spaces, with IT occupying only 4.2 acres as compared to 15 acres earlier.
To adjust to the new market demands, the company has started making changes to its projects. Just like other large developers ventured into affordable housing, Emaar MGF resized its new launches to make these more affordable—Emerald Hills and Emerald Estates in Gurgaon, for instance. Sources said this strategy has started paying and the company has seen sales picking up.
But the biggest concern for investors putting money in the realtor’s IPO is the debt of Rs 5,807.8 crore. The company’s debt-to-equity ratio is 1.2:1. If the IPO goes through this time, it plans to pay off Rs 1,972.1 crore of debt from the Rs 3,850 crore it will garner. This will take care of 46 per cent of the loan the company had taken till March this year.
It remains to be seen if Emaar MGF will pull it off this time, especially with the ‘modest’ valuations it has put to its business, compared to the last attempt. In February last year, the company had proposed to sell 10.4 per cent of equity at an aggressive Rs 6,462 crore.
Markets have re-rated the real estate sector. In December 2007, the market participants were so bullish on the sector that DLF’s stock touched Rs 1,073.8 in December 2008 on the Bombay Stock Exchange. This was five months after it listed on stock exchanges at around Rs 570. The company is currently trading even below the issue price at Rs 385.30 a share.
Things have improved for the property sector since then, but only just. Valuations have moved south globally and there are enough experts who see red whenever prices go up a bit.
So, Gupta is trying hard to convince prospective investors but, like any other real estate developer, has a tough task ahead. Property sales saw their lowest levels during the September 2008-May 2009 period, after global economic slowdown forced buyers to postpone home buys to save cash. This led to slower growth and project delays impacting the profitability of companies in the sector.
Emaar MGF reported losses, too. The net loss before tax for FY 2009 was Rs 166.3 crore, says the latest draft red herring prospectus (DRHP) filed by the company. The company also saw many of its 29 projects getting delayed. For instance, the project named The Views in Mohali was supposed to be completed by this financial year, by the previous DRHP. It is now postponed to 2011-1012, a delay of over a year.
The job loss and economic slowdown in the country also saw buyers cancelling bookings in Emaar MGF’s premium projects. Mohali Hills, where the developer is selling plots, witnessed the number of units sold coming down to 1,681 as on August 31, 2009 from 1,723 as on August 31, 2007, with the difference reflecting cancellations. The company had started construction on this site in 2006-07.
This trend is seen across all sectors of real estate. These include residential projects at Gurgaon and Chennai. The completion date for their only ongoing retail project, The Central Plaza, in Mohali Hills, has been extended to the next financial year from the current one, according to the new DRHP.
The company was developing IT office spaces in various cities such as Gurgaon, Chennai and Hyderabad, said the earlier DRHP. Projects in the latter two cities are excluded from the recent DRHP. The Gurgaon IT project is now split in three commercial spaces, with IT occupying only 4.2 acres as compared to 15 acres earlier.
To adjust to the new market demands, the company has started making changes to its projects. Just like other large developers ventured into affordable housing, Emaar MGF resized its new launches to make these more affordable—Emerald Hills and Emerald Estates in Gurgaon, for instance. Sources said this strategy has started paying and the company has seen sales picking up.
But the biggest concern for investors putting money in the realtor’s IPO is the debt of Rs 5,807.8 crore. The company’s debt-to-equity ratio is 1.2:1. If the IPO goes through this time, it plans to pay off Rs 1,972.1 crore of debt from the Rs 3,850 crore it will garner. This will take care of 46 per cent of the loan the company had taken till March this year.
It remains to be seen if Emaar MGF will pull it off this time, especially with the ‘modest’ valuations it has put to its business, compared to the last attempt. In February last year, the company had proposed to sell 10.4 per cent of equity at an aggressive Rs 6,462 crore.
Markets have re-rated the real estate sector. In December 2007, the market participants were so bullish on the sector that DLF’s stock touched Rs 1,073.8 in December 2008 on the Bombay Stock Exchange. This was five months after it listed on stock exchanges at around Rs 570. The company is currently trading even below the issue price at Rs 385.30 a share.
Tuesday, November 24, 2009
onkar s kanwar
Onkar S. Kanwar has been Joint Managing Director of Apollo Tyres Ltd. at Artemis Health Sciences Pvt Ltd. since January 2006 and serves as its Chairman. Mr. Kanwar serves as Chairman of the Board and Chief Executive Officer of Premier Tyres Ltd. He served as Managing Director, Chairman of the Board and Vice Chairman of Apollo Tyres Ltd. A prominent leader in the Indian Industry, He has successfully led Apollo Tyres Ltd. for more than 27 years now. He is also a member ... of the executive committee of FICCI. Mr. Kanwar served as Chairman of the Board of UFO India Limited. He served as Vice Chairman of the International Chamber of Commerce. He serves as Director with the Export Credit Guarantee Corporation of India, a Director with the Kerala State Industrial Corporation. He served as a Director of UFO India Limited. Mr. Kanwar is a Graduate in Science and Administration from the University of California
BY
JUNAID RAZA NOORI KHAN
PGDM 3rd SEM
SEC-B
BY
JUNAID RAZA NOORI KHAN
PGDM 3rd SEM
SEC-B
sulajja motwani
Sulajja Firodia Motwani is the Joint Managing Director of Kinetic Engineering Ltd. She is also a Director of Kinetic Motor Company Limited and Kinetic Marketing Services Limited. She is responsible for the group's overall business strategy, sales and marketing, and business development activities.
Known for her bold business moves, Sulajja has played a key role in transforming Kinetic Group from a niche moped manufacturer into a manufacturer of a full range of two wheelers - from mopeds, scooters to motorcycles and in expanding the group's operations to new businesses. This was brought about through a new business and marketing strategy to make the company fully customer and market driven, to launch new models in all segments and an aggressive business acquisition strategy. Sulajja has played a key role in designing and executing the aggressive marketing plans of the company. Kinetic has recently struck an important alliance with renowned Italian company, Italjet Moto. Through this acquisition, the group has acquired full rights and technology to launch a wide range of highly advanced and futuristic range of seven new scooter models in India. Kinetic has also joined hands with Hyosung Motors of South Korea and has brought to India the most coveted Kinetic Aquila and Comet, India's most desirable motorcycles. Kinetic Group's future plans include an aggressive growth not only in two wheelers, but also in exports, auto components and engineering design services. Sulajja plays a key role in steering this business strategy and in its implementation across group companies.
Sulajja has received numerous awards for her achievements and has been invited to speak at a large number of forums. She was featured as a business \"Face of the Millennium\" by leading magazine India Today; and was voted among the top 25 business leaders of the next century in a poll of industrialists conducted by Fortune India. Sulajja was also awarded the Society Young Achiever's Award for Business for the year 2002 and won the 2003 award for excellence as a top woman CEO from the Institute of Marketing and Management. She has won the Young Super Achiever Award by Business Today for year 2003. Most notably, she was selected by the World Economic Forum as a \"Global Leader of Tomorrow\" in 2002.
Before joining Kinetic, Sulajja worked at the renowned investment analytics company, BARRA International, based in California for 4 years. She also set up BARRA's Indian operations when she returned to India. Sulajja has a track record of academic excellence; she was a merit list ranker for SSC examinations, Maharashtra state topper for HSC examinations, and graduated with the 2nd rank in Pune University for her undergraduate degree. She pursued her higher studies in USA and holds an MBA from the prestigious Carnegie Mellon University at Pittsburgh. Her hobbies include traveling, outdoor sports like skiing & scuba diving and spending time with her 5-year-old son Sidhant. She is also a fitness enthusiast and has been a national level badminton playe
BY
SMRITI SRIVASTAVA
SEC-A PGDM3rdsem
Known for her bold business moves, Sulajja has played a key role in transforming Kinetic Group from a niche moped manufacturer into a manufacturer of a full range of two wheelers - from mopeds, scooters to motorcycles and in expanding the group's operations to new businesses. This was brought about through a new business and marketing strategy to make the company fully customer and market driven, to launch new models in all segments and an aggressive business acquisition strategy. Sulajja has played a key role in designing and executing the aggressive marketing plans of the company. Kinetic has recently struck an important alliance with renowned Italian company, Italjet Moto. Through this acquisition, the group has acquired full rights and technology to launch a wide range of highly advanced and futuristic range of seven new scooter models in India. Kinetic has also joined hands with Hyosung Motors of South Korea and has brought to India the most coveted Kinetic Aquila and Comet, India's most desirable motorcycles. Kinetic Group's future plans include an aggressive growth not only in two wheelers, but also in exports, auto components and engineering design services. Sulajja plays a key role in steering this business strategy and in its implementation across group companies.
Sulajja has received numerous awards for her achievements and has been invited to speak at a large number of forums. She was featured as a business \"Face of the Millennium\" by leading magazine India Today; and was voted among the top 25 business leaders of the next century in a poll of industrialists conducted by Fortune India. Sulajja was also awarded the Society Young Achiever's Award for Business for the year 2002 and won the 2003 award for excellence as a top woman CEO from the Institute of Marketing and Management. She has won the Young Super Achiever Award by Business Today for year 2003. Most notably, she was selected by the World Economic Forum as a \"Global Leader of Tomorrow\" in 2002.
Before joining Kinetic, Sulajja worked at the renowned investment analytics company, BARRA International, based in California for 4 years. She also set up BARRA's Indian operations when she returned to India. Sulajja has a track record of academic excellence; she was a merit list ranker for SSC examinations, Maharashtra state topper for HSC examinations, and graduated with the 2nd rank in Pune University for her undergraduate degree. She pursued her higher studies in USA and holds an MBA from the prestigious Carnegie Mellon University at Pittsburgh. Her hobbies include traveling, outdoor sports like skiing & scuba diving and spending time with her 5-year-old son Sidhant. She is also a fitness enthusiast and has been a national level badminton playe
BY
SMRITI SRIVASTAVA
SEC-A PGDM3rdsem
Subscribe to:
Posts (Atom)