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
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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)
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