Sunday, March 28, 2010
Punj Lloyd shares open up on stake sale
MUMBAI: Shares in Punj Lloyd opened up 2 per cent, but erased gains later, after the company said it was selling its 19.43 per cent stake in Pipavav Shipyard for 6.56 billion rupees. At 0349 GMT, Punj Lloyd's shares were trading down 3.1 per cent at 179.40 rupees, while the main index was up 0.4 per cen
Earn up to Rs.40,000/- PM through simple online copy/paste work.
Earn up to Rs. 40,000 per month through simple online copy/paste work. 100% Legitimate, Genuine & Scam Free Online Copy/Paste Jobs. Work at Home in your spare time. ID-sp160d3304 -No work load, No Time Limit. Submit the work in your convenient time. -You can work anytime from your home. Get paid Rs. 1/- to Rs. 5/- per copy/paste. . Work as much as you can. Work available worldwide. Hurry Up! Limited seats available. Candidate should have basic knowledge of computer.
Work at home and Be your own Boss
Now you can get paid to work at home typing online forms. What if you could quit your current job, work from home entering simple data online, and then make more money than you ever could before - Would you Believe it? Well now you can. Fill out Simple Forms and Make Good Money. Easy Work At Home Anyone Can Do. Supplement Your Current Income or Do This Full Time.
Place ads and Earn Income
We are looking for a few dependable people who desire to earn right in the comfort of their homes. You can earn a real income online by becoming Home Typist! As a Home Typist, your job consists of typing and placing ads on the Internet. You don't need to have experience in Clerical or Advertising. We will provide you with step by step training and full support. As long as you have a computer with internet and email facilities you can work at home with us as a home typist.
Earn up to Rs. 40,000 per month through simple online copy/paste work. 100% Legitimate, Genuine & Scam Free Online Copy/Paste Jobs. Work at Home in your spare time. ID-sp160d3304 -No work load, No Time Limit. Submit the work in your convenient time. -You can work anytime from your home. Get paid Rs. 1/- to Rs. 5/- per copy/paste. . Work as much as you can. Work available worldwide. Hurry Up! Limited seats available. Candidate should have basic knowledge of computer.
Work at home and Be your own Boss
Now you can get paid to work at home typing online forms. What if you could quit your current job, work from home entering simple data online, and then make more money than you ever could before - Would you Believe it? Well now you can. Fill out Simple Forms and Make Good Money. Easy Work At Home Anyone Can Do. Supplement Your Current Income or Do This Full Time.
Place ads and Earn Income
We are looking for a few dependable people who desire to earn right in the comfort of their homes. You can earn a real income online by becoming Home Typist! As a Home Typist, your job consists of typing and placing ads on the Internet. You don't need to have experience in Clerical or Advertising. We will provide you with step by step training and full support. As long as you have a computer with internet and email facilities you can work at home with us as a home typist.
Don’t miss out on attending Tycoons International's new conference with in-depth case-studies,information-packed presentations and analysis which will allow you to: •Explore effective earning opportunities and strategies and operational implementation in order to earn big while you learn. •Examine and evaluate the Business potential and your potential with this opportunity. •Understand how to become a leader. •Discuss successful regional and International implementation of this opportunity and its extremity. •Identify what kind of part time jobs,part time business for example ( data entry,home jobs,survey jobs,email jobs,MLM etc is best suitable after a complete understanding of the industry. •Evaluate successful people in the business and their strategies in how and what they did to achieve success in a very short span. List of Conferences and events scheduled throughout the week ******************************************************************************** 1. SUNDAY ( 3 conferences ) a)Venue: Kempegowda Institute Of Medical Science(KIMS college) Landmark - close to Jain College, opposite to BIT • Time: 09:00 Am - 12:00 PM • Industry: Retail/E-commerce • Target audience: Primarily for Kanada/regional speaking b)Venue: Kempegowda Institute Of Medical Science(KIMS college) Landmark - close to Jain College, opposite to BIT • Time: 02:00 Pm - 05:00 P • Industry: Retail/E-commerce • Target audience: Primarily for Kanada/regional speaking c)Venue: Hotel Prabha International, Tumkur Main road,opposite MEI factory, Yeshwanthpur, after yeshwanthpur railways station,Next to HP petrol bunk Landmark - Next to Hp petrol bunk after Yeshwanthpur railway station • Time: 04:30 Pm - 08:00 Pm • Industry: Retail/E-commerce • Target audience: Primarily for English/also Kannada/regional speaking -------------------------------------------------------------------------------- 2. WEDNESDAY a)Venue: Kempegowda Institute Of Medical Science(KIMS college) Landmark - close to Jain College, opposite to BIT • Time: 06:00 Pm - 09:00 PM • Industry: Retail/E-commerce • Target audience: Primarily for Kanada/regional speaking NOTICE : Attendance and Invites - Strictly through invite and referral and need to confirm attendance 2 hours prior to venue timings.(Please contact Moses @ 9019774861) *Venue,dates etc are subject to change as per requirements and availability. So please make it a point to communicate your arrival beforehand.
Monday, March 22, 2010
Good times are here again for the Indian herbal industry. As per study commissioned by the Associated Chamber of Commerce and Industry (ASSOCHAM), the Indian herbal industry is projected to double to Rs.15,000 crore by 2015, from the current 7,500 core business. The industry seems to growing handsomely, thanks to the popularity of ‘Made-in-India’ herbal products and surge in medicinal treatment across the world. The growth witnessed by the sector will only help SMEs witness a major jump in their revenue base. The side effects of allopathic medicines and the growing awareness about the medicinal benefits of herbal products are accelerating the demand for dietary supplements and herbal-based beauty aids world-wide. This in turn is leading to the growth of Indian SMEs in the sector as well. However, the growing demand will have to be backed by quality drugs, adherence to global standardization processes and setting up high R&D base to make their presence felt in the global platform. Further, increase in cultivation of herbal plants and putting in place a complete network covering technical, institutional and industry link will also help in advancing the development of Indian SME herbal drug manufacturers and suppliers. As per the study, the Indian market can be divided into two categories. One that covers raw material needed by the industries and direct consumption for household remedies, while second category that comprises ready to use finished medicines, health supplements etc. The study reveals that there is a growing demand for raw stock which primarily comprises Amla, Isabgol, Senna, Henna, Ashwagandha, Aloe-vera and Myrobalans (Hartaki), which comprises over 75 percent of the raw materials employed in Ayurvedic medicines. The ASSOCHAM study, however, is of the view that India’s contribution to the world herbal market is very low vis-à-vis the rich resource of medicinal plants and wealth of knowledge in this area. The study has suggested that India should be more export oriented to achieve the targeted growth and market share. The study also revealed that Indian herbal products are more popular among the Indian Diaspora; however, a need is being felt to make them popular among the locals in foreign lands. Markets Present Demand Targeted demand for 2015Europe US$ 35 million US$ 70 billionNorth America US$ 6.5 billion US$ 25 billionChina US$4.0 billion US$ 12 billionIndia US$1.5 billion US$ 3 billionOthers US$ 13 Billion US$ 30 billionTotal US $ 60 Billion US$140 billion
Tuesday, March 16, 2010
Biography of EIJI TOYODA
Eiji Toyoda (born 1913) was a former chairman of Toyota Motor Company. His family-run business made revolutionary changes in the way automobiles were made.
Eiji Toyoda, the man who was in the driver's seat of the Toyota Motor Company for over 25 years, is virtually unknown outside of Japan's Toyota City, headquarters of "the company that stopped Detroit, " according to the New York Times. But like a latter-day Henry Ford, Toyoda made his mark on the auto industry. He not only presided over revolutionary changes in the way cars are built, he saw his family-run business become a powerhouse in the world export market and has forged an unlikely alliance with an archrival, General Motors Corporation. Although he resigned his post as chairman in 1994, he continues to hold the title of honorary chair of the company.
As the head of one of the most powerful industrial clans in a nation of 120 million people, Toyoda had an almost Western flair as a go-getter and an empire builder that belies his reputation in Japan as a staunch political and economic conservative. The parallels between the Fords and the Toyodas extend from the assembly line to the board room. Until his retirement, the elder Toyoda shared power with his cousins: Shoichiro, who is president of Toyota Motor Corporation, and Shoichiro's younger brother Tatsuro, head of New United Motor Manufacturing Incorporated, the Toyota-GM joint venture headquartered in Fremont, California.
Toyoda's uncle, Sakichi, founded the original family business, Toyoda Automatic Loom Works, in 1926 in Nagoya, about 200 miles west of Tokyo. Sakichi's son, Kiichiro, established Toyota Motor Company in 1937 as an affiliate of the loom works. The family was so involved in the business that Eiji's father Heikichi (younger brother of Sakichi) even made his home inside the spinning factory. "From childhood, machines and business were always there right in front of me, " Eiji Toyoda said in an interview in The Wheel Extended, a quarterly review published by his company. "By seeing the two together, I probably developed an understanding of both, from a child's point of view." Toyoda has described himself as a combination engineer-administrator: "I don't really think of myself as an engineer, but rather as a manager. Or may be a management engineer. Actually, I graduated from engineering school, but more important is the work a person accomplishes in the 10 or 15 years after school."
What Toyoda accomplished for Toyota Motor was dazzling success at a time when Detroit automakers were struggling to stay profitable. Toyota, Japan's number one automaker, spearheaded the tidal wave of small, low-priced cars that swept the United States after successive energy crises in the mid-and late-1970s. Enraged by the invasion of Japanese imports, Toyoda's counterpart at the Ford Motor Company, then-chairman Henry Ford II, vowed, "We'll push them back to the shores." It never happened. Instead, Ford and his lieutenants turned to Toyota to negotiate a possible cooperative venture in the United States - an unsuccessful effort that preceded GM's historic agreement in 1983 to jointly produce Toyota-designed subcompacts at an idle GM plant in Fremont.
In addition to running the largest corporation in Japan - and the world's third largest automaker, behind GM and Ford - Toyoda has overseen the development of a highly efficient manufacturing system that is being copied worldwide. It "represents a revolutionary change from certain tenets of mass production and assembly-line work originally applied by Henry Ford, " wrote New York Times Tokyo correspondent Steve Lohr. In short, Toyoda's career could be said to echo the company's U.S. advertising slogan: "Oh, what a feeling!"
After graduating in 1936 with a mechanical engineering degree from the University of Tokyo - training ground for most of Japan's future top executives - the 23-year-old Toyoda joined the family spinning business as an engineering trainee and transferred a year later to the newly formed Toyota Motor Company. The company was a relative newcomer to the auto business in Japan. The country's first car, a steam-powered vehicle, was produced just after the turn of the century, followed in 1911 by the introduction of the DAT model, forerunner of Datsun/Nissan, Toyota's nearest rival today.
The Toyoda family patriarch, Sakichi, the son of a poor carpenter, had invented the first Japanese-designed power loom in 1897 and perfected an advanced automatic loom in 1926, when he founded Toyoda Automatic Loom Works.
He ultimately sold the patents for his design to an English firm for $250, 000, at a time when textiles was Japan's top industry and used the money to bankroll his eldest son Kiichiro's venture into automaking in the early 1930s.
Numerous stories have sprung up over the years concerning why the auto company was named Toyota rather than Toyoda. A Business Week article claims the family consulted a numerologist in 1937 before establishing its first auto factory: "Eight was their lucky number, he advised. Accordingly, they modified their company's name to Toyota, which required eight calligraphic strokes instead of ten. Sure enough, what is now Toyota Motor Corp. soon became not only the biggest and most successful of Japan's automakers, but also one of the most phenomenally profitable companies in the world." But a New York Times story notes the family changed the spelling in the 1930s because "it believed the sound [of the new name] resonated better in Japanese ears."
After Eiji joined the family business in 1936, he worked on the A1 prototype, the forerunner of the company's first production model, a six-cylinder sedan that borrowed heavily from Detroit automotive technology and resembled the radically styled Chrysler Airflow model of that period. During those early years, Toyoda gained lots of hands-on experience. "I tried in the past to see how much I could really tell by touch, " he said in The Wheel Extended. "It was hard for me to recognize a difference of one hundredth of a millimeter. I must have had a lot of free time. Still, I think it is important to know how much of a difference one can sense." It was a philosophy he shared with his cousin Kiichiro, who often told his employees: "How can you expect to do your job without getting your hands dirty?"
In this spare time, Eiji Toyoda studied rockets and jet engines and, on the advice of his cousin, even researched helicopters. "We gathered materials in an attempt to make a helicopter and made prototype rotary wings, " he said in The Wheel Extended. "By attaching the wings on one end of a beam, with a car engine on the other, we built a contraption that could float in the air….We weren't doing it just for fun. However, the war intensified, and it became hard to experiment because of a shortage of materials."
The war left Japan's industry in a shambles, and the automaker began rebuilding its production facilities from scratch. Recalled Toyoda: "Everything was completely new to us. Design and production, for example, all had to be started from zero. And the competitive situation allowed for not even a single mistake. We had our backs to the wall, and we knew it."
But while Kiichiro Toyoda was rebuilding the manufacturing operations, Japan's shattered economy left the company with a growing bank of unsold cars. By 1949, the firm was unable to meet its payroll, and employees began a devastating fifteen-month strike - the first and only walkout in the company's history - which pushed Toyota to the brink of bankruptcy. In 1950, the Japanese government ended the labor strife by forcing Toyota to reorganize and split its sales and manufacturing operations into separate companies, each headed by a non-family member. Kiichiro Toyoda and his executive staff resigned en masse; Kiichiro died less than two years later.
Eiji Toyoda, meanwhile, had been named managing director of the manufacturing arm, Toyota Motor Company. In what some automakers must view as a supreme irony, he was sent to the United States in 1950 to study the auto industry and return to Toyota with a report on American manufacturing methods. After touring Ford Motor's U.S. facilities, Toyoda turned to the task of redesigning Toyota's plants to incorporate advanced techniques and machinery. Returning from another trip to the United States in 1961, only four years after the establishment of Toyota Motor Sales USA, a prophetic Toyoda told employees in a speech recorded in a company brochure: "The United States already considers us a challenger…. But we must not just learn from others and copy them. That would merely result in being overwhelmed by the competition. We must produce superior automobiles, and we can do it with creativity, resourcefulness and wisdom - plus hard work. Without this … and the willingness to face adversity, we will crumple and fall under the new pressures."
In 1967, Toyoda was named president of Toyota Motor Company - the first family member to assume that post since Kiichiro resigned in 1950. The family power wasn't consolidated until 1981, when Sadazo Yamamoto was replaced as president of Toyota Motor Sales by Shoichiro Toyoda, son of Kiichiro and nicknamed the "Crown Prince" by the Japanese press. A year later, the two branches of the company were unified in the new Toyota Motor Corporation, with Eiji Toyoda as chairman and Shoichiro Toyoda as president and chief executive officer. A Business Week article at the time quoted a Japanese economist as saying the return of the Toyoda family to power was a "restoration of the bluest of blue blood."
At this stage of the company's history, there may be a strong family presence (after a stretch of non-family leadership for most of the postwar period), but not "control" in the Western sense. The top three family members own just over one percent of Toyota Motor stock, according to Britain's Financial Times. In contrast, the Ford family in the United States controls 40 percent of the voting power in the Ford Motor Company.
The Toyodas led their company to a record year in 1984. Toyota sold an all-time high 1.7 million vehicles in Japan and the same number overseas. Profits peaked at $2.1 billion for the fiscal year ending March 31, 1985. While that performance would certainly earn Toyota a mention in automotive history books, Eiji Toyoda and his company may be better remembered for a distinctive management style that has been copied by hundreds of Japanese companies and is gaining growing acceptance in the United States. The Toyota approach, adopted at its ten Japanese factories and 24 plants in 17 countries, has three main objectives: Keeping inventory to an absolute minimum through a system called kanban, or "just in time, " insuring that each step of the assembly process is performed correctly the first time, and cutting the amount of human labor that goes into each car.
Despite the predominance of robots and automation at Toyota, the company firmly believes in the principle of lifetime employment; displaced workers are not laid off, but frequently transferred to other jobs. Toyoda believes the day when robots totally replace humans is a long way off. He told The Wheel Extended: "At the current stage, there is a greater difference between humans and robots than between cars and magic clouds. Robots can't even walk yet. They sit in one place and do exactly as programmed. But that's all. There is no way that robots can replace all the work of humans."
Due in part to that sort of philosophy, it's not surprising that company loyalty is so high. Toyota's 60, 000 employees in Japan, for instance, are encouraged to make cost-cutting suggestions, an idea that Eiji Toyoda borrowed from Ford after his first visit to the United States. Since the system began in 1951, tens of millions of suggestions have flooded the executive offices. "The Japanese, " asserts Toyoda, "excel in improving things."
Mayank Srivastava
PGDM 2nd SEM.
Eiji Toyoda, the man who was in the driver's seat of the Toyota Motor Company for over 25 years, is virtually unknown outside of Japan's Toyota City, headquarters of "the company that stopped Detroit, " according to the New York Times. But like a latter-day Henry Ford, Toyoda made his mark on the auto industry. He not only presided over revolutionary changes in the way cars are built, he saw his family-run business become a powerhouse in the world export market and has forged an unlikely alliance with an archrival, General Motors Corporation. Although he resigned his post as chairman in 1994, he continues to hold the title of honorary chair of the company.
As the head of one of the most powerful industrial clans in a nation of 120 million people, Toyoda had an almost Western flair as a go-getter and an empire builder that belies his reputation in Japan as a staunch political and economic conservative. The parallels between the Fords and the Toyodas extend from the assembly line to the board room. Until his retirement, the elder Toyoda shared power with his cousins: Shoichiro, who is president of Toyota Motor Corporation, and Shoichiro's younger brother Tatsuro, head of New United Motor Manufacturing Incorporated, the Toyota-GM joint venture headquartered in Fremont, California.
Toyoda's uncle, Sakichi, founded the original family business, Toyoda Automatic Loom Works, in 1926 in Nagoya, about 200 miles west of Tokyo. Sakichi's son, Kiichiro, established Toyota Motor Company in 1937 as an affiliate of the loom works. The family was so involved in the business that Eiji's father Heikichi (younger brother of Sakichi) even made his home inside the spinning factory. "From childhood, machines and business were always there right in front of me, " Eiji Toyoda said in an interview in The Wheel Extended, a quarterly review published by his company. "By seeing the two together, I probably developed an understanding of both, from a child's point of view." Toyoda has described himself as a combination engineer-administrator: "I don't really think of myself as an engineer, but rather as a manager. Or may be a management engineer. Actually, I graduated from engineering school, but more important is the work a person accomplishes in the 10 or 15 years after school."
What Toyoda accomplished for Toyota Motor was dazzling success at a time when Detroit automakers were struggling to stay profitable. Toyota, Japan's number one automaker, spearheaded the tidal wave of small, low-priced cars that swept the United States after successive energy crises in the mid-and late-1970s. Enraged by the invasion of Japanese imports, Toyoda's counterpart at the Ford Motor Company, then-chairman Henry Ford II, vowed, "We'll push them back to the shores." It never happened. Instead, Ford and his lieutenants turned to Toyota to negotiate a possible cooperative venture in the United States - an unsuccessful effort that preceded GM's historic agreement in 1983 to jointly produce Toyota-designed subcompacts at an idle GM plant in Fremont.
In addition to running the largest corporation in Japan - and the world's third largest automaker, behind GM and Ford - Toyoda has overseen the development of a highly efficient manufacturing system that is being copied worldwide. It "represents a revolutionary change from certain tenets of mass production and assembly-line work originally applied by Henry Ford, " wrote New York Times Tokyo correspondent Steve Lohr. In short, Toyoda's career could be said to echo the company's U.S. advertising slogan: "Oh, what a feeling!"
After graduating in 1936 with a mechanical engineering degree from the University of Tokyo - training ground for most of Japan's future top executives - the 23-year-old Toyoda joined the family spinning business as an engineering trainee and transferred a year later to the newly formed Toyota Motor Company. The company was a relative newcomer to the auto business in Japan. The country's first car, a steam-powered vehicle, was produced just after the turn of the century, followed in 1911 by the introduction of the DAT model, forerunner of Datsun/Nissan, Toyota's nearest rival today.
The Toyoda family patriarch, Sakichi, the son of a poor carpenter, had invented the first Japanese-designed power loom in 1897 and perfected an advanced automatic loom in 1926, when he founded Toyoda Automatic Loom Works.
He ultimately sold the patents for his design to an English firm for $250, 000, at a time when textiles was Japan's top industry and used the money to bankroll his eldest son Kiichiro's venture into automaking in the early 1930s.
Numerous stories have sprung up over the years concerning why the auto company was named Toyota rather than Toyoda. A Business Week article claims the family consulted a numerologist in 1937 before establishing its first auto factory: "Eight was their lucky number, he advised. Accordingly, they modified their company's name to Toyota, which required eight calligraphic strokes instead of ten. Sure enough, what is now Toyota Motor Corp. soon became not only the biggest and most successful of Japan's automakers, but also one of the most phenomenally profitable companies in the world." But a New York Times story notes the family changed the spelling in the 1930s because "it believed the sound [of the new name] resonated better in Japanese ears."
After Eiji joined the family business in 1936, he worked on the A1 prototype, the forerunner of the company's first production model, a six-cylinder sedan that borrowed heavily from Detroit automotive technology and resembled the radically styled Chrysler Airflow model of that period. During those early years, Toyoda gained lots of hands-on experience. "I tried in the past to see how much I could really tell by touch, " he said in The Wheel Extended. "It was hard for me to recognize a difference of one hundredth of a millimeter. I must have had a lot of free time. Still, I think it is important to know how much of a difference one can sense." It was a philosophy he shared with his cousin Kiichiro, who often told his employees: "How can you expect to do your job without getting your hands dirty?"
In this spare time, Eiji Toyoda studied rockets and jet engines and, on the advice of his cousin, even researched helicopters. "We gathered materials in an attempt to make a helicopter and made prototype rotary wings, " he said in The Wheel Extended. "By attaching the wings on one end of a beam, with a car engine on the other, we built a contraption that could float in the air….We weren't doing it just for fun. However, the war intensified, and it became hard to experiment because of a shortage of materials."
The war left Japan's industry in a shambles, and the automaker began rebuilding its production facilities from scratch. Recalled Toyoda: "Everything was completely new to us. Design and production, for example, all had to be started from zero. And the competitive situation allowed for not even a single mistake. We had our backs to the wall, and we knew it."
But while Kiichiro Toyoda was rebuilding the manufacturing operations, Japan's shattered economy left the company with a growing bank of unsold cars. By 1949, the firm was unable to meet its payroll, and employees began a devastating fifteen-month strike - the first and only walkout in the company's history - which pushed Toyota to the brink of bankruptcy. In 1950, the Japanese government ended the labor strife by forcing Toyota to reorganize and split its sales and manufacturing operations into separate companies, each headed by a non-family member. Kiichiro Toyoda and his executive staff resigned en masse; Kiichiro died less than two years later.
Eiji Toyoda, meanwhile, had been named managing director of the manufacturing arm, Toyota Motor Company. In what some automakers must view as a supreme irony, he was sent to the United States in 1950 to study the auto industry and return to Toyota with a report on American manufacturing methods. After touring Ford Motor's U.S. facilities, Toyoda turned to the task of redesigning Toyota's plants to incorporate advanced techniques and machinery. Returning from another trip to the United States in 1961, only four years after the establishment of Toyota Motor Sales USA, a prophetic Toyoda told employees in a speech recorded in a company brochure: "The United States already considers us a challenger…. But we must not just learn from others and copy them. That would merely result in being overwhelmed by the competition. We must produce superior automobiles, and we can do it with creativity, resourcefulness and wisdom - plus hard work. Without this … and the willingness to face adversity, we will crumple and fall under the new pressures."
In 1967, Toyoda was named president of Toyota Motor Company - the first family member to assume that post since Kiichiro resigned in 1950. The family power wasn't consolidated until 1981, when Sadazo Yamamoto was replaced as president of Toyota Motor Sales by Shoichiro Toyoda, son of Kiichiro and nicknamed the "Crown Prince" by the Japanese press. A year later, the two branches of the company were unified in the new Toyota Motor Corporation, with Eiji Toyoda as chairman and Shoichiro Toyoda as president and chief executive officer. A Business Week article at the time quoted a Japanese economist as saying the return of the Toyoda family to power was a "restoration of the bluest of blue blood."
At this stage of the company's history, there may be a strong family presence (after a stretch of non-family leadership for most of the postwar period), but not "control" in the Western sense. The top three family members own just over one percent of Toyota Motor stock, according to Britain's Financial Times. In contrast, the Ford family in the United States controls 40 percent of the voting power in the Ford Motor Company.
The Toyodas led their company to a record year in 1984. Toyota sold an all-time high 1.7 million vehicles in Japan and the same number overseas. Profits peaked at $2.1 billion for the fiscal year ending March 31, 1985. While that performance would certainly earn Toyota a mention in automotive history books, Eiji Toyoda and his company may be better remembered for a distinctive management style that has been copied by hundreds of Japanese companies and is gaining growing acceptance in the United States. The Toyota approach, adopted at its ten Japanese factories and 24 plants in 17 countries, has three main objectives: Keeping inventory to an absolute minimum through a system called kanban, or "just in time, " insuring that each step of the assembly process is performed correctly the first time, and cutting the amount of human labor that goes into each car.
Despite the predominance of robots and automation at Toyota, the company firmly believes in the principle of lifetime employment; displaced workers are not laid off, but frequently transferred to other jobs. Toyoda believes the day when robots totally replace humans is a long way off. He told The Wheel Extended: "At the current stage, there is a greater difference between humans and robots than between cars and magic clouds. Robots can't even walk yet. They sit in one place and do exactly as programmed. But that's all. There is no way that robots can replace all the work of humans."
Due in part to that sort of philosophy, it's not surprising that company loyalty is so high. Toyota's 60, 000 employees in Japan, for instance, are encouraged to make cost-cutting suggestions, an idea that Eiji Toyoda borrowed from Ford after his first visit to the United States. Since the system began in 1951, tens of millions of suggestions have flooded the executive offices. "The Japanese, " asserts Toyoda, "excel in improving things."
Mayank Srivastava
PGDM 2nd SEM.
Monday, March 15, 2010
TYCOONS EMPIRE MLM INDIA LIMITED
Posted: 2009-11-28 by TYCOONS EMPIRE MLM INDIA LIMITED Send email
TYCOONS EMPIRE MLM INDIA LIMITED
TYCOONS EMPIRE MLM INDIA LIMITEDGOOD COMPANY EVERas you know about this. the company name is "TYCOONS EMPIRE MLM INDIA LIMITED" .it is register indian government and also register "RESERVE BANK OF INDIA". and also CHENNAI..the COMPANY PLAN IS-MORE INVESTMENT MORE INCOME+starting from(MINIMUM 1000/- AND MAXIMUM 2, 50, 000/-)ONE MEMBER ENTRY FROM RASHAN CARD.ONLY MEMBER IN THE FAMILY CAN JOIN THIS COMPANY.YOU CAN GET 10% MONTHLY UPTO 36 MONTHSUPPOSE YOU INVEST 1000/- YOU GET 100/- MONTHLY UPTO 3 YEARS.IF ANYONE WANT TO JOIN THIS COMAPNY PLEASE CONTACT TO THIS NUMBER-+9199949 50143 (S.SARAVANA KUMAR)
Our transfer pricing successes:
Successfully defended multinational taxpayers against IRS economist and international examiner transfer pricing attacks, avoiding all adjustments and penalties.
Developed in-house comparables transfer pricing strategies for our clients, avoiding the need for the company to rely on public databases – and database fees.
Substantiated reinvoicing activities in a tax haven relationship between two high-tax jurisdictions. Successfully substantiated DISC – FISC subsidiary structure to substantiate FISC transfer pricing activities.
Successfully defended foreign-based multinational taxpayers against IRS attempts to restructure SIC/NAICS categorization, avoiding all adjustments and penalties.
Successfully defended major multinational corporations against IRS documentation claims, avoiding all adjustments and penalties.
What we are doing now in transfer pricing:
Structuring Singapore/US coordinating service arrangements while making use of Singapore’s loan safe haven transfer pricing provisions.
Structuring transfer pricing for offshore intangible licensing companies and structuring a royalty fee arrangement from a US subsidiary to its foreign parent.
Analyzing cost center alternatives as part of a taxpayer’s transfer pricing cost structure, all being part of globally consistent pricing.
Developing comparative services approaches for professional services companies.
Structuring agency relationships to take advantage of the independent agency - dependent agency permanent establishment tax disparity.
Posted: 2009-11-28 by TYCOONS EMPIRE MLM INDIA LIMITED Send email
TYCOONS EMPIRE MLM INDIA LIMITED
TYCOONS EMPIRE MLM INDIA LIMITEDGOOD COMPANY EVERas you know about this. the company name is "TYCOONS EMPIRE MLM INDIA LIMITED" .it is register indian government and also register "RESERVE BANK OF INDIA". and also CHENNAI..the COMPANY PLAN IS-MORE INVESTMENT MORE INCOME+starting from(MINIMUM 1000/- AND MAXIMUM 2, 50, 000/-)ONE MEMBER ENTRY FROM RASHAN CARD.ONLY MEMBER IN THE FAMILY CAN JOIN THIS COMPANY.YOU CAN GET 10% MONTHLY UPTO 36 MONTHSUPPOSE YOU INVEST 1000/- YOU GET 100/- MONTHLY UPTO 3 YEARS.IF ANYONE WANT TO JOIN THIS COMAPNY PLEASE CONTACT TO THIS NUMBER-+9199949 50143 (S.SARAVANA KUMAR)
Our transfer pricing successes:
Successfully defended multinational taxpayers against IRS economist and international examiner transfer pricing attacks, avoiding all adjustments and penalties.
Developed in-house comparables transfer pricing strategies for our clients, avoiding the need for the company to rely on public databases – and database fees.
Substantiated reinvoicing activities in a tax haven relationship between two high-tax jurisdictions. Successfully substantiated DISC – FISC subsidiary structure to substantiate FISC transfer pricing activities.
Successfully defended foreign-based multinational taxpayers against IRS attempts to restructure SIC/NAICS categorization, avoiding all adjustments and penalties.
Successfully defended major multinational corporations against IRS documentation claims, avoiding all adjustments and penalties.
What we are doing now in transfer pricing:
Structuring Singapore/US coordinating service arrangements while making use of Singapore’s loan safe haven transfer pricing provisions.
Structuring transfer pricing for offshore intangible licensing companies and structuring a royalty fee arrangement from a US subsidiary to its foreign parent.
Analyzing cost center alternatives as part of a taxpayer’s transfer pricing cost structure, all being part of globally consistent pricing.
Developing comparative services approaches for professional services companies.
Structuring agency relationships to take advantage of the independent agency - dependent agency permanent establishment tax disparity.
Friday, March 12, 2010
Guy Fawkes: A Biographyby David Herber
Born: 13 April 1570, Stonegate, YorkshireDied: 31 January 1606, Old Palace Yard, Westminster
Guy Fawkes was the only son of Edward Fawkes of York and his wife Edith Blake. Prior to Fawkes's birth, Edith had given birth to a daughter Anne on 3 October 1568, but the infant lived a mere seven weeks, being buried on 14 November of the same year. Two sisters followed Guy, another Anne (who later married Henry Kilburns in Scotton in 1599) on 12 October 1572, and Elizabeth (who later married William Dickenson, also in Scotton, in 1594) on 27 May 1575.
Edward Fawkes, who was descended from the Fawkes family of Farnley, was a notary or proctor of the ecclesiastical courts and advocate of the consistory court of the Archbishop of York. On his mother's side, he was descended from the Harrington family who were eminent merchants and Aldermen of York.
Fawkes became a pupil of the Free School of St. Peters located in "Le Horse Fayre", which was founded by Royal Charter of Philip and Mary in 1557. He counted there amongst his schoolfellows, John and Christopher Wright, Thomas Morton (afterwards Bishop of Durham), Sir Thomas Cheke and Oswald Tesimond. His time there was under the tutelage of a John Pulleyn, kinsman to the Pulleyns of Scotton and a suspected Catholic who some believe may have had an early effect on the impressionable Fawkes.
On 17 January 1578, Edward Fawkes was buried at St. Michael-le-Belfry. Edith spent nine years as a sedate and respectable widow before moving to Scotton between 18 April 1587 and 2 February 1588-89. There she married Dionysius (or Dennis) Bainbridge, son of Philip Bainbridge of Wheatley Hall and Frances Vavasour of Weston (who had previously allied herself to the Fawkes family through her first marriage to Antony Fawkes of York who died in 1551). Dionysius was described by a contemporary as "more ornamental than useful", and both he and Edith appeared to have made use of Guy's meagre inheritance while it was still in their powers to do so.
It is possible that Fawkes married, for the International Genealogy Index (IGI) compiled by the Church of Jesus Christ of Latter-day Saints records a marriage between Guy Fawkes and Maria Pulleyn in 1590 in Scotton, and it also records the birth of a son Thomas to Guy Fawkes and Maria on 6 February 1591. However, these entries appear to be taken from a secondary source and not from actual parish register entries, and so they cannot be clarified further.
Fawkes came of age in 1591 and proceeded to dispose of parts of his inheritance. The first documentary proof of this is through an indenture of lease dated 14 October, 33 Eliz.
A transaction is recorded between "Guye Faux of Scotton in the Co. of Yorke, gentilman, and Christopher Lomley of Yorke, tailor", to whom Fawkes leased for twenty one years, "three and a half acres in Clifton, with one other acre there, and a barn and garth attached to Gilligaite", a suburb of York. Robert Davies who found these documents in 1830, says that "On the seal appended to one of them, though the impression is nearly effaced, the figure of a bird is just discernible, apparently a falcon". This apparently confirms Fawkes' descent for the falcon is the crest of the family of Fawkes of Farnley.
Another document, an indenture of conveyance is dated 1 August, 34 Eliz., between "Guye Fawkes of the cittie of Yorke, gentilman, and Anna Skipseye, of Clifton, spinster", which indicates that Fawkes was no longer in Scotton. For a brief period after this, he was employed as a footman by Anthony Browne, 2nd Lord Montague, a member of a leading recusant family.
Fawkes is believed to have left England in 1593 or 1594 for Flanders, together with one of his Harrington cousins who later become a priest. In Flanders he enlisted in the Spanish army under the Archduke Albert of Austria, who was afterwards governor of the Netherlands.
Fawkes held a post of command when the Spaniards took Calais in 1596 under the orders of King Philip II of Spain. He was described at this time as a man "of excellent good natural parts, very resolute and universally learned", and was "sought by all the most distinguished in the Archduke's camp for nobility and virtue". Tesimond also describes him as "a man of great piety, of exemplary temperance, of mild and chearful demeanour, an enemy of broils and disputes, a faithful friend, and remarkable for his punctual attendance upon religious observance".
Fawkes's appearance by now was most impressive. He was a tall, powerfully built man, with thick reddish-brown hair, flowing moustache, and a bushy reddish-brown beard. He had also apparently adopted the name or affectation Guido in place of Guy. His extraordinary fortitude, and his "considerable fame among soldiers", perhaps acquired through his services under Colonel Bostock at the Battle of Nieuport in 1600 when it is believed he was wounded, brought him to the attention of Sir William Stanley (in charge of the English regiment in Flanders), Hugh Owen and Father William Baldwin.
Fawkes severed his connection with the Archduke's forces on 16 February 1603, when he was granted leave to go to Spain on behalf of Stanley, Owen and Baldwin to "enlighten King Philip II concerning the true position of the Romanists in England". During this visit he renewed his acquaintance with Christopher Wright, and the two men set about obtaining Spanish support for an invasion of England upon the death of Elizabeth, a mission which ultimately proved fruitless.
Upon return from this mission, Fawkes was informed in Brussels that Thomas Wintour had been asking for him. About Easter time, when Wintour was about to return to England, Stanley presented Fawkes to him. It cannot be proved, but perhaps Wintour had already informed Fawkes of the conspirators' intentions, because in Fawkes' confession he states that "I confesse that a practise in general was first broken unto me against his Majesty for reliefe of the Catholique cause, and not invented or propounded by myself. And this was first propounded unto me about Easter last was twelve month, beyond the Seas, in the Low Countries of the Archduke's obeyance, by Thomas Wintour, who came thereupon with me into England".
Between Easter and May, Fawkes was invited by Robert Catesby to accompany Thomas Wintour to Bergen in order to meet with the Constable of Castile, Juan De Velasco, who was on his way to the court of King James I to discuss a treaty between Spain and England.
In May of 1604, Guy Fawkes met with Robert Catesby, Thomas Percy, John Wright and Thomas Wintour at an inn called the Duck and Drake in the fashionable Strand district of London, and agreed under oath along with Percy to join the other three in the gunpowder conspiracy. This oath was then sanctified by the performing of mass and the administering of the sacraments by the Jesuit priest John Gerard in an adjoining room. Fawkes assumed the identity of John Johnson, a servant of Percy and was entrusted to the care of the tenement which Percy had rented. Around Michaelmas, Fawkes was asked to begin preparations for work on the mine, but these plans were delayed until early December as the Commissioners of the Union between England and Scotland were meeting in the same house. Eventually the work in the mine proved slow and difficult for men unused to such physical labours, and further accomplices were sworn into the plot.
About March 1605, the conspirators hired a cellar beneath Parliament, once again through Thomas Percy, and Fawkes assisted in filling the room with barrels of powder, hidden beneath iron bars and faggots. He was then despatched to Flanders to presumably communicate the details of the plot to Stanley and Owen.
At the end of August, he was back in London again, replacing the spoiled powder barrels, and residing at "one Mrs. Herbert's house, a widow that dwells on the backside of St. Clement's Church". He soon left this accommodation when his landlady suspected his involvement with Catholics. On 18 October he travelled to White Webbs for a meeting with Catesby, Thomas Wintour, and Francis Tresham to discuss how certain Catholic peers could be excluded from the explosion. On 26 October, the now famous Monteagle Letter was delivered into the hands of William Parker, 4th Baron Monteagle. Concern quickly erupted amongst the conspirators, but the letter's apparent vagueness prompted Catesby to continue with their plans.
On Wednesday 30 October, Fawkes, apparently ignorant of the letter's existence inspected the cellar again and satisfied himself that the gunpowder was still in place and had not been disturbed. On Sunday 3 November, a few of the leading conspirators met in London and agreed that the authorities were still unaware of their actions. However, all except Fawkes made plans for a speedy exit from London. Fawkes had agreed to watch the cellar by himself, having already been given the task of firing the powder, undoubtedly because of his munitions experience in the Low Countries where he had been taught how to "fire a slow train". His orders were to embark for Flanders as soon as the powder was fired, and to spread the news of the explosion on the continent.
On the following Monday afternoon, the Lord Chamberlain, Thomas Howard, Earl of Suffolk, searched the parliament buildings accompanied by Monteagle and John Whynniard. In the cellar they came upon an unusually large pile of billets and faggots, and perceived Fawkes whom they described as "a very bad and desperate fellow". They asked who claimed the pile, and Fawkes replied that it was Thomas Percy's in whose employment he worked. They reported these details to the King, and believing, by the look of Fawkes "he seemed to be a man shrewd enough, but up to no good", they again searched the cellar, a little before midnight the following night, this time led by Sir Thomas Knyvett, a Westminster magistrate and Gentleman of the Privy Chamber. Fawkes had gone forth to warn Percy that same day, but returned to his post before night. Once again, the pile of billets and faggots was searched and the powder discovered, and this time Fawkes was arrested. On his person they discovered a watch, slow matches and touchwood. Fawkes later declared that had he been in the cellar when Knyvett entered it he would have "blown him up, house, himself, and all".
Early in the morning of 5 November, the Privy Council met in the King's bedchamber, and Fawkes was brought in under guard. He declined to give any information beyond that his name was Johnson and he was a servant of Thomas Percy. Further interrogations that day revealed little more than his apparent xenophobia. When questioned by the King how he could conspire such a hideous treason, Fawkes replied that a dangerous disease required a desperate remedy, and that his intentions were to blow the Scotsmen present back into Scotland.
King James indicated in a letter of 6 November that "The gentler tortours are to be first used unto him, et sic per gradus ad mia tenditur [and so by degrees proceeding to the worst], and so God speed your goode worke", as it [torture] was contrary to English common law, unless authorised by the King or Privy Council. Eventually on 7 November Guido's spirit broke and he confessed his real name and that the plot was confined to five men. "He told us that since he undertook this action he did every day pray to God he might perform that which might be for the advancement of the Catholic Faith and saving his own soul". The following day he recounted the events of the conspiracy, without naming names, then on the 9 November he named his fellow plotters, having heard that some of them had already been arrested at Holbeche. Guido's final signature, a barely legible scrawl, is testament to his suffering. There is no direct evidence as to what tortures were used on Guy Fawkes, although it is almost certain that they included the manacles, and probably also the rack.
On Monday 27 January 1606, the day of the capture of Edward Oldcorne and Henry Garnet, the trial of the eight surviving conspirators began in Westminster Hall. It was a trial in name only, for a guilty verdict had certainly already been handed down. The conspirators pleaded not guilty, a plea which caused some consternation amongst those present. Fawkes later explained that his objection was to the implication that the "seducing Jesuits" were the principal offenders.
On Friday, 31 January 1606, Fawkes, Thomas Wintour, Ambrose Rookwood and Robert Keyes were taken to the Old Palace Yard at Westminster and hanged, drawn and quartered "in the very place which they had planned to demolish in order to hammer home the message of their wickedness". Thomas Wintour was followed by Rookwood and then by Keyes. Guido, the "romantic caped figure of such evil villainy" came last. A contemporary wrote:
"Last of all came the great devil of all, Guy Fawkes, alias Johnson, who should have put fire to the powder. His body being weak with the torture and sickness he was scarce able to go up the ladder, yet with much ado, by the help of the hangman, went high enough to break his neck by the fall. He made no speech, but with his crosses and idle ceremonies made his end upon the gallows and the block, to the great joy of all the beholders that the land was ended of so wicked a villainy".
David Jardine, in his book "A Narrative of the Gunpowder Plot" (1857), says that "according to the accounts of him, he is not to be regarded as a mercenary ruffian, ready for hire to do any deed of blood; but as a zealot, misled by misguided fanaticism, who was, however, by no means destitute of piety or humanity".
Mayank Srivastava
PGDM 2nd SEM.
Born: 13 April 1570, Stonegate, YorkshireDied: 31 January 1606, Old Palace Yard, Westminster
Guy Fawkes was the only son of Edward Fawkes of York and his wife Edith Blake. Prior to Fawkes's birth, Edith had given birth to a daughter Anne on 3 October 1568, but the infant lived a mere seven weeks, being buried on 14 November of the same year. Two sisters followed Guy, another Anne (who later married Henry Kilburns in Scotton in 1599) on 12 October 1572, and Elizabeth (who later married William Dickenson, also in Scotton, in 1594) on 27 May 1575.
Edward Fawkes, who was descended from the Fawkes family of Farnley, was a notary or proctor of the ecclesiastical courts and advocate of the consistory court of the Archbishop of York. On his mother's side, he was descended from the Harrington family who were eminent merchants and Aldermen of York.
Fawkes became a pupil of the Free School of St. Peters located in "Le Horse Fayre", which was founded by Royal Charter of Philip and Mary in 1557. He counted there amongst his schoolfellows, John and Christopher Wright, Thomas Morton (afterwards Bishop of Durham), Sir Thomas Cheke and Oswald Tesimond. His time there was under the tutelage of a John Pulleyn, kinsman to the Pulleyns of Scotton and a suspected Catholic who some believe may have had an early effect on the impressionable Fawkes.
On 17 January 1578, Edward Fawkes was buried at St. Michael-le-Belfry. Edith spent nine years as a sedate and respectable widow before moving to Scotton between 18 April 1587 and 2 February 1588-89. There she married Dionysius (or Dennis) Bainbridge, son of Philip Bainbridge of Wheatley Hall and Frances Vavasour of Weston (who had previously allied herself to the Fawkes family through her first marriage to Antony Fawkes of York who died in 1551). Dionysius was described by a contemporary as "more ornamental than useful", and both he and Edith appeared to have made use of Guy's meagre inheritance while it was still in their powers to do so.
It is possible that Fawkes married, for the International Genealogy Index (IGI) compiled by the Church of Jesus Christ of Latter-day Saints records a marriage between Guy Fawkes and Maria Pulleyn in 1590 in Scotton, and it also records the birth of a son Thomas to Guy Fawkes and Maria on 6 February 1591. However, these entries appear to be taken from a secondary source and not from actual parish register entries, and so they cannot be clarified further.
Fawkes came of age in 1591 and proceeded to dispose of parts of his inheritance. The first documentary proof of this is through an indenture of lease dated 14 October, 33 Eliz.
A transaction is recorded between "Guye Faux of Scotton in the Co. of Yorke, gentilman, and Christopher Lomley of Yorke, tailor", to whom Fawkes leased for twenty one years, "three and a half acres in Clifton, with one other acre there, and a barn and garth attached to Gilligaite", a suburb of York. Robert Davies who found these documents in 1830, says that "On the seal appended to one of them, though the impression is nearly effaced, the figure of a bird is just discernible, apparently a falcon". This apparently confirms Fawkes' descent for the falcon is the crest of the family of Fawkes of Farnley.
Another document, an indenture of conveyance is dated 1 August, 34 Eliz., between "Guye Fawkes of the cittie of Yorke, gentilman, and Anna Skipseye, of Clifton, spinster", which indicates that Fawkes was no longer in Scotton. For a brief period after this, he was employed as a footman by Anthony Browne, 2nd Lord Montague, a member of a leading recusant family.
Fawkes is believed to have left England in 1593 or 1594 for Flanders, together with one of his Harrington cousins who later become a priest. In Flanders he enlisted in the Spanish army under the Archduke Albert of Austria, who was afterwards governor of the Netherlands.
Fawkes held a post of command when the Spaniards took Calais in 1596 under the orders of King Philip II of Spain. He was described at this time as a man "of excellent good natural parts, very resolute and universally learned", and was "sought by all the most distinguished in the Archduke's camp for nobility and virtue". Tesimond also describes him as "a man of great piety, of exemplary temperance, of mild and chearful demeanour, an enemy of broils and disputes, a faithful friend, and remarkable for his punctual attendance upon religious observance".
Fawkes's appearance by now was most impressive. He was a tall, powerfully built man, with thick reddish-brown hair, flowing moustache, and a bushy reddish-brown beard. He had also apparently adopted the name or affectation Guido in place of Guy. His extraordinary fortitude, and his "considerable fame among soldiers", perhaps acquired through his services under Colonel Bostock at the Battle of Nieuport in 1600 when it is believed he was wounded, brought him to the attention of Sir William Stanley (in charge of the English regiment in Flanders), Hugh Owen and Father William Baldwin.
Fawkes severed his connection with the Archduke's forces on 16 February 1603, when he was granted leave to go to Spain on behalf of Stanley, Owen and Baldwin to "enlighten King Philip II concerning the true position of the Romanists in England". During this visit he renewed his acquaintance with Christopher Wright, and the two men set about obtaining Spanish support for an invasion of England upon the death of Elizabeth, a mission which ultimately proved fruitless.
Upon return from this mission, Fawkes was informed in Brussels that Thomas Wintour had been asking for him. About Easter time, when Wintour was about to return to England, Stanley presented Fawkes to him. It cannot be proved, but perhaps Wintour had already informed Fawkes of the conspirators' intentions, because in Fawkes' confession he states that "I confesse that a practise in general was first broken unto me against his Majesty for reliefe of the Catholique cause, and not invented or propounded by myself. And this was first propounded unto me about Easter last was twelve month, beyond the Seas, in the Low Countries of the Archduke's obeyance, by Thomas Wintour, who came thereupon with me into England".
Between Easter and May, Fawkes was invited by Robert Catesby to accompany Thomas Wintour to Bergen in order to meet with the Constable of Castile, Juan De Velasco, who was on his way to the court of King James I to discuss a treaty between Spain and England.
In May of 1604, Guy Fawkes met with Robert Catesby, Thomas Percy, John Wright and Thomas Wintour at an inn called the Duck and Drake in the fashionable Strand district of London, and agreed under oath along with Percy to join the other three in the gunpowder conspiracy. This oath was then sanctified by the performing of mass and the administering of the sacraments by the Jesuit priest John Gerard in an adjoining room. Fawkes assumed the identity of John Johnson, a servant of Percy and was entrusted to the care of the tenement which Percy had rented. Around Michaelmas, Fawkes was asked to begin preparations for work on the mine, but these plans were delayed until early December as the Commissioners of the Union between England and Scotland were meeting in the same house. Eventually the work in the mine proved slow and difficult for men unused to such physical labours, and further accomplices were sworn into the plot.
About March 1605, the conspirators hired a cellar beneath Parliament, once again through Thomas Percy, and Fawkes assisted in filling the room with barrels of powder, hidden beneath iron bars and faggots. He was then despatched to Flanders to presumably communicate the details of the plot to Stanley and Owen.
At the end of August, he was back in London again, replacing the spoiled powder barrels, and residing at "one Mrs. Herbert's house, a widow that dwells on the backside of St. Clement's Church". He soon left this accommodation when his landlady suspected his involvement with Catholics. On 18 October he travelled to White Webbs for a meeting with Catesby, Thomas Wintour, and Francis Tresham to discuss how certain Catholic peers could be excluded from the explosion. On 26 October, the now famous Monteagle Letter was delivered into the hands of William Parker, 4th Baron Monteagle. Concern quickly erupted amongst the conspirators, but the letter's apparent vagueness prompted Catesby to continue with their plans.
On Wednesday 30 October, Fawkes, apparently ignorant of the letter's existence inspected the cellar again and satisfied himself that the gunpowder was still in place and had not been disturbed. On Sunday 3 November, a few of the leading conspirators met in London and agreed that the authorities were still unaware of their actions. However, all except Fawkes made plans for a speedy exit from London. Fawkes had agreed to watch the cellar by himself, having already been given the task of firing the powder, undoubtedly because of his munitions experience in the Low Countries where he had been taught how to "fire a slow train". His orders were to embark for Flanders as soon as the powder was fired, and to spread the news of the explosion on the continent.
On the following Monday afternoon, the Lord Chamberlain, Thomas Howard, Earl of Suffolk, searched the parliament buildings accompanied by Monteagle and John Whynniard. In the cellar they came upon an unusually large pile of billets and faggots, and perceived Fawkes whom they described as "a very bad and desperate fellow". They asked who claimed the pile, and Fawkes replied that it was Thomas Percy's in whose employment he worked. They reported these details to the King, and believing, by the look of Fawkes "he seemed to be a man shrewd enough, but up to no good", they again searched the cellar, a little before midnight the following night, this time led by Sir Thomas Knyvett, a Westminster magistrate and Gentleman of the Privy Chamber. Fawkes had gone forth to warn Percy that same day, but returned to his post before night. Once again, the pile of billets and faggots was searched and the powder discovered, and this time Fawkes was arrested. On his person they discovered a watch, slow matches and touchwood. Fawkes later declared that had he been in the cellar when Knyvett entered it he would have "blown him up, house, himself, and all".
Early in the morning of 5 November, the Privy Council met in the King's bedchamber, and Fawkes was brought in under guard. He declined to give any information beyond that his name was Johnson and he was a servant of Thomas Percy. Further interrogations that day revealed little more than his apparent xenophobia. When questioned by the King how he could conspire such a hideous treason, Fawkes replied that a dangerous disease required a desperate remedy, and that his intentions were to blow the Scotsmen present back into Scotland.
King James indicated in a letter of 6 November that "The gentler tortours are to be first used unto him, et sic per gradus ad mia tenditur [and so by degrees proceeding to the worst], and so God speed your goode worke", as it [torture] was contrary to English common law, unless authorised by the King or Privy Council. Eventually on 7 November Guido's spirit broke and he confessed his real name and that the plot was confined to five men. "He told us that since he undertook this action he did every day pray to God he might perform that which might be for the advancement of the Catholic Faith and saving his own soul". The following day he recounted the events of the conspiracy, without naming names, then on the 9 November he named his fellow plotters, having heard that some of them had already been arrested at Holbeche. Guido's final signature, a barely legible scrawl, is testament to his suffering. There is no direct evidence as to what tortures were used on Guy Fawkes, although it is almost certain that they included the manacles, and probably also the rack.
On Monday 27 January 1606, the day of the capture of Edward Oldcorne and Henry Garnet, the trial of the eight surviving conspirators began in Westminster Hall. It was a trial in name only, for a guilty verdict had certainly already been handed down. The conspirators pleaded not guilty, a plea which caused some consternation amongst those present. Fawkes later explained that his objection was to the implication that the "seducing Jesuits" were the principal offenders.
On Friday, 31 January 1606, Fawkes, Thomas Wintour, Ambrose Rookwood and Robert Keyes were taken to the Old Palace Yard at Westminster and hanged, drawn and quartered "in the very place which they had planned to demolish in order to hammer home the message of their wickedness". Thomas Wintour was followed by Rookwood and then by Keyes. Guido, the "romantic caped figure of such evil villainy" came last. A contemporary wrote:
"Last of all came the great devil of all, Guy Fawkes, alias Johnson, who should have put fire to the powder. His body being weak with the torture and sickness he was scarce able to go up the ladder, yet with much ado, by the help of the hangman, went high enough to break his neck by the fall. He made no speech, but with his crosses and idle ceremonies made his end upon the gallows and the block, to the great joy of all the beholders that the land was ended of so wicked a villainy".
David Jardine, in his book "A Narrative of the Gunpowder Plot" (1857), says that "according to the accounts of him, he is not to be regarded as a mercenary ruffian, ready for hire to do any deed of blood; but as a zealot, misled by misguided fanaticism, who was, however, by no means destitute of piety or humanity".
Mayank Srivastava
PGDM 2nd SEM.
Thursday, March 11, 2010
World's top 10 companies
Toyota Motors is 70-years old. Headquartered in Japan, it is one of the world's largest automobile manufacturers. The company was founded in 1937 by Kiichiro Toyoda as a spinoff from his father's company Toyota Industries to manufacture automobiles.
Fujio Cho, is the chairman of the company. Toyota also owns and operates Lexus and Scion brands. Toyota's management philosophy is 'lean manufacturing' and 'just in time production'. Toyota continues to promote localisation, based on the principle of producing vehicles in those countries or regions where demand exists.
In Japan, Toyota has equipped Takaoka plant with the company's most-advanced technologies. In R&D, Toyota is continuing to focus its efforts in the three key areas of the environment, safety and energy. Toyota has positioned hybrid technologies as core technologies that can contribute to resolving environmental issues. Toyota Motor Co reported sales to the tune of $203.80 billion and profits stood at $13.99 billion in 2007.
Fujio Cho, is the chairman of the company. Toyota also owns and operates Lexus and Scion brands. Toyota's management philosophy is 'lean manufacturing' and 'just in time production'. Toyota continues to promote localisation, based on the principle of producing vehicles in those countries or regions where demand exists.
In Japan, Toyota has equipped Takaoka plant with the company's most-advanced technologies. In R&D, Toyota is continuing to focus its efforts in the three key areas of the environment, safety and energy. Toyota has positioned hybrid technologies as core technologies that can contribute to resolving environmental issues. Toyota Motor Co reported sales to the tune of $203.80 billion and profits stood at $13.99 billion in 2007.
Great mantras to unlock stock market riches
"Buy when there is blood on the street," advised the legendary investor, Baron Rothschild.
But how does one summon the courage to buy when everyone around is selling? The solution lies in first arriving at your right investment mix between wealth-growing but volatile investment avenues, such as shares, and wealth-protecting ones such as bonds or bank deposits.
With that in place, formula plans can unlock the door to stock market riches -- by helping you, automatically, buying low and selling high.
Formula plans are a type of investment strategy that makes use of pre-determined rules for the nature and timing of change in one's portfolio as the market rises or falls.
Such rules ignore prevalent market moods of optimism or pessimism and help you automatically reallocate funds from one asset class to another with changing circumstances, thus helping you automatically buy low and sell high.
How formula plans work
A typical formula plan primarily consists of two portfolios, namely an aggressive portfolio and a conservative, or defensive, portfolio. The former consists of securities that are more volatile as compared to the latter.
Thus, the conservative portfolio often comprises bonds meant to provide stability to the entire portfolio. Normally, the greater the difference in the volatility of the two portfolios, the higher is the expected return.
In order to attain the maximum volatility spread, it is preferable to have bonds of the highest security ratings in the conservative portfolio. In essence, it is the negative correlation between the two portfolios that leads to gain from formula plans.
As noted, formula plans are based on pre-determined rules for timing the re-allocation of money from one portfolio to the other. This leads to an automatic sale of an asset class when its prices rise, and its purchase when the prices fall.
Accordingly, such strategies achieve the maximum gain when the two portfolios are moving in opposite directions.
One of the major concerns of a formula plan is that prices of stocks and bonds don't always move in opposite directions. When the prices of these two distinct asset classes move in the same direction, it spells bad news for the plan.
In order to overcome this problem, some experts suggest that the entire conservative portfolio should comprise only cash and bank savings account, or money market mutual funds all of which have near-zero volatility, thus providing the maximum volatility spread between the portfolios.
On the other hand, the aggressive stock portfolio needs to provide the highest possible volatility.
Let us now consider some of the commonly used formula plans.
Constant rupee value plan
In a constant rupee value plan, the rupee value of the aggressive portfolio is held constant. Whenever the value of the aggressive portfolio rises, a part of it is sold to bring it back to its original (target) value, and the funds generated are re-invested in the conservative portfolio. The converse action is called for in case the value of the aggressive portfolio falls.
The primary advantage of this formula plan is its simplicity. The investor clearly knows the total amount he needs to keep invested in the aggressive equity portfolio at all times.
The constant rupee value plan requires setting up action points, also referred to as revaluation points. These are the points at which the investor makes changes in his two portfolios based on any changes in their respective values.
These actions points can be in terms of periodicity, change in some economic or market indicators, or even in terms of percentages. In order to make the plan more effective, it is important to estimate the possibility, and extent, of fluctuations in the aggressive portfolio's value.
This is because the value of the conservative portfolio should be sufficient to provide funds for re-allocation in the aggressive portfolio should there be a steep fall in its value.
Suppose an investor wants to invest Rs 10 lakh (Rs 1 million) using the constant rupee value plan. He decides that the value of the aggressive portfolio should be Rs 5 lakh (Rs 500,000) and that the remaining Rs 5 lakh would be invested in a conservative portfolio comprising bonds.
Accordingly, he purchases 25,000 shares of a company currently trading at Rs 20 for the aggressive portfolio. He wants to rebalance the portfolio each time the value of the aggressive portfolio moves up or down by 20 per cent.
Rebalancing will be done in such a way that the amount invested in the aggressive portfolio is equal to Rs 5 lakh after each rebalancing. Table 1 shows how the mechanism operates for both upward and downward changes that call for rebalancing the portfolio.
But how does one summon the courage to buy when everyone around is selling? The solution lies in first arriving at your right investment mix between wealth-growing but volatile investment avenues, such as shares, and wealth-protecting ones such as bonds or bank deposits.
With that in place, formula plans can unlock the door to stock market riches -- by helping you, automatically, buying low and selling high.
Formula plans are a type of investment strategy that makes use of pre-determined rules for the nature and timing of change in one's portfolio as the market rises or falls.
Such rules ignore prevalent market moods of optimism or pessimism and help you automatically reallocate funds from one asset class to another with changing circumstances, thus helping you automatically buy low and sell high.
How formula plans work
A typical formula plan primarily consists of two portfolios, namely an aggressive portfolio and a conservative, or defensive, portfolio. The former consists of securities that are more volatile as compared to the latter.
Thus, the conservative portfolio often comprises bonds meant to provide stability to the entire portfolio. Normally, the greater the difference in the volatility of the two portfolios, the higher is the expected return.
In order to attain the maximum volatility spread, it is preferable to have bonds of the highest security ratings in the conservative portfolio. In essence, it is the negative correlation between the two portfolios that leads to gain from formula plans.
As noted, formula plans are based on pre-determined rules for timing the re-allocation of money from one portfolio to the other. This leads to an automatic sale of an asset class when its prices rise, and its purchase when the prices fall.
Accordingly, such strategies achieve the maximum gain when the two portfolios are moving in opposite directions.
One of the major concerns of a formula plan is that prices of stocks and bonds don't always move in opposite directions. When the prices of these two distinct asset classes move in the same direction, it spells bad news for the plan.
In order to overcome this problem, some experts suggest that the entire conservative portfolio should comprise only cash and bank savings account, or money market mutual funds all of which have near-zero volatility, thus providing the maximum volatility spread between the portfolios.
On the other hand, the aggressive stock portfolio needs to provide the highest possible volatility.
Let us now consider some of the commonly used formula plans.
Constant rupee value plan
In a constant rupee value plan, the rupee value of the aggressive portfolio is held constant. Whenever the value of the aggressive portfolio rises, a part of it is sold to bring it back to its original (target) value, and the funds generated are re-invested in the conservative portfolio. The converse action is called for in case the value of the aggressive portfolio falls.
The primary advantage of this formula plan is its simplicity. The investor clearly knows the total amount he needs to keep invested in the aggressive equity portfolio at all times.
The constant rupee value plan requires setting up action points, also referred to as revaluation points. These are the points at which the investor makes changes in his two portfolios based on any changes in their respective values.
These actions points can be in terms of periodicity, change in some economic or market indicators, or even in terms of percentages. In order to make the plan more effective, it is important to estimate the possibility, and extent, of fluctuations in the aggressive portfolio's value.
This is because the value of the conservative portfolio should be sufficient to provide funds for re-allocation in the aggressive portfolio should there be a steep fall in its value.
Suppose an investor wants to invest Rs 10 lakh (Rs 1 million) using the constant rupee value plan. He decides that the value of the aggressive portfolio should be Rs 5 lakh (Rs 500,000) and that the remaining Rs 5 lakh would be invested in a conservative portfolio comprising bonds.
Accordingly, he purchases 25,000 shares of a company currently trading at Rs 20 for the aggressive portfolio. He wants to rebalance the portfolio each time the value of the aggressive portfolio moves up or down by 20 per cent.
Rebalancing will be done in such a way that the amount invested in the aggressive portfolio is equal to Rs 5 lakh after each rebalancing. Table 1 shows how the mechanism operates for both upward and downward changes that call for rebalancing the portfolio.
New Delhi: Looking to retain and encourage the key talent, companies such as Infosys, Genpact, EXL Services, Maruti Suzuki, Fiat, PepsiCo India, Dabur and ICICI Bank will soon start paying bonuses, with many of them dishing out compensation up to 150 percent of the variable pay. Companies in sectors as diverse as IT and banking and financial services are bracing to give bonuses buoyed by the prospect of promising days ahead, reports Mahima Puri and Pramugdha Mamgain from the Economic Times.For sectors such as BPO, automobiles and FMCG, the payouts will be a barometer to check their return to giddy days after the crushing blows of last year. For instance, beverage and food maker PepsiCo India, which posted its highest volume growth in a decade last year with the beverage business growing over 32 percent, is expected to pay about Rs 10 lakh as bonus to a top executive earning up to Rs 50 lakh annually. Genpact's rival, EXL Services, is likely to hike bonuses by nearly 8 percent this year. An EXL manager, whose basic salary is about Rs 6 lakh, may be rewarded with Rs 2 lakh this year. EXL global head for human resources Amitabh Hajela said this year is certainly better in terms of overall performance.The initial optimism with which the IT and ITeS industry began the year is fast wearing thin as U.S. protectionism has emerged as a key issue and overseas demand is yet to pick up. "This year has been more conservative in terms of the way we have grown and the bonuses are likely to be on a lower side," said Genpact Senior Vice-Chairman of HR Piyush Mehta. Still, IT major Infosys Technologies may match the December bonuses of up to 100 percent of the variable pay as the company is expecting good results in the fourth quarter, said a person privy to the company?s plan. Infosys Human Resources Group Head Nandita Gurjar said bonuses will be given in April, though she refused to divulge details. "The average bonus payout in the fourth quarter of last year was 50% and this year is certainly better." The banking and financial services sector, where bonus payouts are a time-honoured culture, could be the best paymasters this year. ICICI Bank, which resisted doling out bonuses in the past two years due to the slowdown, is expected to return to its generous ways this year. Also, automobile companies such as Maruti Suzuki and Fiat, whose sales are humming again, are deciding on the extent of bonus payouts this year. "Based on the company's annual performance and the individual's performance, we pay bonuses in May every year," said Maruti Suzuki HR Head SY Siddiqui. A Maruti assistant manager whose variable pay is Rs 80,000 could get up to Rs 85,000 as total payout. Mumbai-based drugmaker Lupin Pharmaceuticals recently paid up to 20 percent bonus to its top performers. A senior executive earning Rs 50 lakh a year got a bonus of about Rs 7.5 lakh
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Labels: Gordon E. MooreChairman Emeritus of the boardGordon 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.rahulkr.gupta 2 sem
Dassault signs five year pact with BMWWednesday,10 March 2010, 07:10 hrsPrintForwardNew Delhi: Software firm Dassault Systemes (DS) has signed a five-year global agreement with German auto major BMW for providing solutions for design and manufacturing process planning, reports PTI.Through this five-year agreement, the companies will establish a close link between their research and development centres that will improve the development and production process of BMW, DS said in a statement. DS software solutions already supports BMW in core areas for design and manufacturing process planning.The agreement also defines a set of strategic projects, where BMW will evaluate possible migration paths that ensure a smooth transition to the Paris-headquartered Dassault Systemes V6 PLM solutions for all its vehicle development programmes."BMW has fully understood the importance of the collaborative and integrated Dassault Systemes V6 solutions for sustainable innovation," said DS Executive Vice-President Bruno Latchague.
India-born Sanjay Jha emerges as top paid CEO in U.S. By siliconindia news bureauTuesday,09 March 2010, 14:19 hrsComment(2)PrintForward
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Labels: Gordon E. MooreChairman Emeritus of the boardGordon 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.rahulkr.gupta 2 sem
Dassault signs five year pact with BMWWednesday,10 March 2010, 07:10 hrsPrintForwardNew Delhi: Software firm Dassault Systemes (DS) has signed a five-year global agreement with German auto major BMW for providing solutions for design and manufacturing process planning, reports PTI.Through this five-year agreement, the companies will establish a close link between their research and development centres that will improve the development and production process of BMW, DS said in a statement. DS software solutions already supports BMW in core areas for design and manufacturing process planning.The agreement also defines a set of strategic projects, where BMW will evaluate possible migration paths that ensure a smooth transition to the Paris-headquartered Dassault Systemes V6 PLM solutions for all its vehicle development programmes."BMW has fully understood the importance of the collaborative and integrated Dassault Systemes V6 solutions for sustainable innovation," said DS Executive Vice-President Bruno Latchague.
India-born Sanjay Jha emerges as top paid CEO in U.S. By siliconindia news bureauTuesday,09 March 2010, 14:19 hrsComment(2)PrintForward
Infosys, Genpact, PepsiCo, ICICI to pay bonuses
Monday,08 March 2010, 14:46 hrs
Comment(6)
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New Delhi: Looking to retain and encourage the key talent, companies such as Infosys, Genpact, EXL Services, Maruti Suzuki, Fiat, PepsiCo India, Dabur and ICICI Bank will soon start paying bonuses, with many of them dishing out compensation up to 150 percent of the variable pay. Companies in sectors as diverse as IT and banking and financial services are bracing to give bonuses buoyed by the prospect of promising days ahead, reports Mahima Puri and Pramugdha Mamgain from the Economic Times.
For sectors such as BPO, automobiles and FMCG, the payouts will be a barometer to check their return to giddy days after the crushing blows of last year. For instance, beverage and food maker PepsiCo India, which posted its highest volume growth in a decade last year with the beverage business growing over 32 percent, is expected to pay about Rs 10 lakh as bonus to a top executive earning up to Rs 50 lakh annually. Genpact's rival, EXL Services, is likely to hike bonuses by nearly 8 percent this year. An EXL manager, whose basic salary is about Rs 6 lakh, may be rewarded with Rs 2 lakh this year. EXL global head for human resources Amitabh Hajela said this year is certainly better in terms of overall performance.The initial optimism with which the IT and ITeS industry began the year is fast wearing thin as U.S. protectionism has emerged as a key issue and overseas demand is yet to pick up. "This year has been more conservative in terms of the way we have grown and the bonuses are likely to be on a lower side," said Genpact Senior Vice-Chairman of HR Piyush Mehta. Still, IT major Infosys Technologies may match the December bonuses of up to 100 percent of the variable pay as the company is expecting good results in the fourth quarter, said a person privy to the company?s plan. Infosys Human Resources Group Head Nandita Gurjar said bonuses will be given in April, though she refused to divulge details. "The average bonus payout in the fourth quarter of last year was 50% and this year is certainly better." The banking and financial services sector, where bonus payouts are a time-honoured culture, could be the best paymasters this year. ICICI Bank, which resisted doling out bonuses in the past two years due to the slowdown, is expected to return to its generous ways this year. Also, automobile companies such as Maruti Suzuki and Fiat, whose sales are humming again, are deciding on the extent of bonus payouts this year. "Based on the company's annual performance and the individual's performance, we pay bonuses in May every year," said Maruti Suzuki HR Head SY Siddiqui. A Maruti assistant manager whose variable pay is Rs 80,000 could get up to Rs 85,000 as total payout. Mumbai-based drugmaker Lupin Pharmaceuticals recently paid up to 20 percent bonus to its top performers. A senior executive earning Rs 50 lakh a year got a bonus of about Rs 7.5 lakh
Monday,08 March 2010, 14:46 hrs
Comment(6)
Forward
New Delhi: Looking to retain and encourage the key talent, companies such as Infosys, Genpact, EXL Services, Maruti Suzuki, Fiat, PepsiCo India, Dabur and ICICI Bank will soon start paying bonuses, with many of them dishing out compensation up to 150 percent of the variable pay. Companies in sectors as diverse as IT and banking and financial services are bracing to give bonuses buoyed by the prospect of promising days ahead, reports Mahima Puri and Pramugdha Mamgain from the Economic Times.
For sectors such as BPO, automobiles and FMCG, the payouts will be a barometer to check their return to giddy days after the crushing blows of last year. For instance, beverage and food maker PepsiCo India, which posted its highest volume growth in a decade last year with the beverage business growing over 32 percent, is expected to pay about Rs 10 lakh as bonus to a top executive earning up to Rs 50 lakh annually. Genpact's rival, EXL Services, is likely to hike bonuses by nearly 8 percent this year. An EXL manager, whose basic salary is about Rs 6 lakh, may be rewarded with Rs 2 lakh this year. EXL global head for human resources Amitabh Hajela said this year is certainly better in terms of overall performance.The initial optimism with which the IT and ITeS industry began the year is fast wearing thin as U.S. protectionism has emerged as a key issue and overseas demand is yet to pick up. "This year has been more conservative in terms of the way we have grown and the bonuses are likely to be on a lower side," said Genpact Senior Vice-Chairman of HR Piyush Mehta. Still, IT major Infosys Technologies may match the December bonuses of up to 100 percent of the variable pay as the company is expecting good results in the fourth quarter, said a person privy to the company?s plan. Infosys Human Resources Group Head Nandita Gurjar said bonuses will be given in April, though she refused to divulge details. "The average bonus payout in the fourth quarter of last year was 50% and this year is certainly better." The banking and financial services sector, where bonus payouts are a time-honoured culture, could be the best paymasters this year. ICICI Bank, which resisted doling out bonuses in the past two years due to the slowdown, is expected to return to its generous ways this year. Also, automobile companies such as Maruti Suzuki and Fiat, whose sales are humming again, are deciding on the extent of bonus payouts this year. "Based on the company's annual performance and the individual's performance, we pay bonuses in May every year," said Maruti Suzuki HR Head SY Siddiqui. A Maruti assistant manager whose variable pay is Rs 80,000 could get up to Rs 85,000 as total payout. Mumbai-based drugmaker Lupin Pharmaceuticals recently paid up to 20 percent bonus to its top performers. A senior executive earning Rs 50 lakh a year got a bonus of about Rs 7.5 lakh
Fuel inflation accelerates RBI action seen
Food prices moderated slightly while fuel price inflation accelerated in late February adding pressure on the Reserve Bank of India (RBI) to raise rates at its April policy review.
India's wholesale price inflation (WPI) is already at 8.56 per cent in January, just above the Reserve Bank of India's (RBI) end-March projection of 8.5 per cent.The food price index rose 17.81 per cent in the 12 months to Feb. 27, marginally lower than an annual rise of 17.87 per cent in the previous week.The recent government decision to raise fuel prices has also stoked inflation. The fuel price index rose 11.38 per cent in the 12 months to Feb. 27, shooting up from an annual rise of 9.59 per cent in the previous week.Market expectations of a rate hike remain unchanged as traders expect the RBI's next move will be to raise its benchmark lending and borrowing rates by at least 25 bps each to 5.00 per cent and 3.50 per cent respectively.The benchmark 10-year year bond is hovering just below the 8-per cent mark mirroring expectations of a rate hike in the near term.This despite talk that the federal government will borrow much of its estimated record borrowing of about $100 billion for the 2010/11 financial year, that begins on April 1, in the first half of the fiscal year.The January industrial output data due on Friday, expected to be a robust 16.65 per cent according to a Reuters poll, will also bolster the case for a rate hike in April.Indian policymakers including the deputy chairman of the planning commission have said earlier this week that food prices will moderate over the next few months.Food prices have moderated only marginally this week, but with fuel prices on the rise, these are now spilling over to the broader economy.This is reflected in the fact that manufacturing price inflation picked up to 6.55 per cent in January from 5 per cent in December.Food prices are making the ruling coalition vulnerable to political attacks.The strength of the coalition has been severely tested on a controversial bill in parliament that seeks to reserve one-third of the total number of seats for women in the house of elected representatives, called the Lok Sabha.
India's wholesale price inflation (WPI) is already at 8.56 per cent in January, just above the Reserve Bank of India's (RBI) end-March projection of 8.5 per cent.The food price index rose 17.81 per cent in the 12 months to Feb. 27, marginally lower than an annual rise of 17.87 per cent in the previous week.The recent government decision to raise fuel prices has also stoked inflation. The fuel price index rose 11.38 per cent in the 12 months to Feb. 27, shooting up from an annual rise of 9.59 per cent in the previous week.Market expectations of a rate hike remain unchanged as traders expect the RBI's next move will be to raise its benchmark lending and borrowing rates by at least 25 bps each to 5.00 per cent and 3.50 per cent respectively.The benchmark 10-year year bond is hovering just below the 8-per cent mark mirroring expectations of a rate hike in the near term.This despite talk that the federal government will borrow much of its estimated record borrowing of about $100 billion for the 2010/11 financial year, that begins on April 1, in the first half of the fiscal year.The January industrial output data due on Friday, expected to be a robust 16.65 per cent according to a Reuters poll, will also bolster the case for a rate hike in April.Indian policymakers including the deputy chairman of the planning commission have said earlier this week that food prices will moderate over the next few months.Food prices have moderated only marginally this week, but with fuel prices on the rise, these are now spilling over to the broader economy.This is reflected in the fact that manufacturing price inflation picked up to 6.55 per cent in January from 5 per cent in December.Food prices are making the ruling coalition vulnerable to political attacks.The strength of the coalition has been severely tested on a controversial bill in parliament that seeks to reserve one-third of the total number of seats for women in the house of elected representatives, called the Lok Sabha.
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Nicki Mehra Managing Director, NA Operations
Mr. Mehra serves as managing director of Headstrong. He is responsible for North America Operations including, East, West, South and Central regions.
Mr. Mehra was a co-founder of TechSpan, which merged with Headstrong in October 2003. Prior to that, he was the Executive Vice President for a consulting company that he helped grow from $18 million to $52 million in annual revenues during his tenure.
Mr. Mehra has over 25 years of IT industry experience. He also spent 15 years with the HCL Group, where he helped start and grow HCL-Deluxe Inc., a joint venture with Deluxe Corporation focusing on the financial services market.
Mr. Mehra is a Harvard Business School AMP graduate and holds a business degree from University of Delhi.
Gaurav Jain
2st sem
Global outsourcing deals rising again, says Infosys
Indian infotech major Infosys Technologies has witnessed an increase in outsourcing deals as all major markets are back on the recovery track, a top company official said."What has changed in the last two quarters is that the markets have improved and deals are coming back. We see more deal-flows," Infosys' CEO and managing director, S Gopalakrishnan, told reporters on the sidelines of a CII meet in Mumbai on Wednesday.
As the deal pipeline is improving, the IT major is looking at diversifying its business worldwide
"The recovery is led by the United States and other emerging markets such as India and China. The US contributes 60 per cent of the total business. Clearly this is having more impact on the Indian IT services. Proactively we are investing more on diversifying our business," he said.
Currently, the company's revenue distribution is 60 per cent from North America, 25 per cent from Europe and the balance from other parts of the world.
"In 5-years from now, we see the revenue distribution at 40 per cent from North America, 40 per cent from Europe and 20 per cent from rest of the world," Gopalkrishnan said.
Pricing would remain stable, he said.
On the increase in minimum alternate tax (MAT) announced in the Budget, Gopalakrishnan said that his company would not be impacted by it.
When asked if volatility in currency movement would affect business, he said any one per cent appreciation or depreciation in currency would affect margins by 0.40 per cent
As the deal pipeline is improving, the IT major is looking at diversifying its business worldwide
"The recovery is led by the United States and other emerging markets such as India and China. The US contributes 60 per cent of the total business. Clearly this is having more impact on the Indian IT services. Proactively we are investing more on diversifying our business," he said.
Currently, the company's revenue distribution is 60 per cent from North America, 25 per cent from Europe and the balance from other parts of the world.
"In 5-years from now, we see the revenue distribution at 40 per cent from North America, 40 per cent from Europe and 20 per cent from rest of the world," Gopalkrishnan said.
Pricing would remain stable, he said.
On the increase in minimum alternate tax (MAT) announced in the Budget, Gopalakrishnan said that his company would not be impacted by it.
When asked if volatility in currency movement would affect business, he said any one per cent appreciation or depreciation in currency would affect margins by 0.40 per cent
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 2nd SEM.
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 2nd SEM.
Dassault signs five year pact with BMW
Wednesday,10 March 2010, 07:10 hrs
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New Delhi: Software firm Dassault Systemes (DS) has signed a five-year global agreement with German auto major BMW for providing solutions for design and manufacturing process planning, reports PTI.Through this five-year agreement, the companies will establish a close link between their research and development centres that will improve the development and production process of BMW, DS said in a statement. DS software solutions already supports BMW in core areas for design and manufacturing process planning.
The agreement also defines a set of strategic projects, where BMW will evaluate possible migration paths that ensure a smooth transition to the Paris-headquartered Dassault Systemes V6 PLM solutions for all its vehicle development programmes."BMW has fully understood the importance of the collaborative and integrated Dassault Systemes V6 solutions for sustainable innovation," said DS Executive Vice-President Bruno Latchague.
Wednesday,10 March 2010, 07:10 hrs
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New Delhi: Software firm Dassault Systemes (DS) has signed a five-year global agreement with German auto major BMW for providing solutions for design and manufacturing process planning, reports PTI.Through this five-year agreement, the companies will establish a close link between their research and development centres that will improve the development and production process of BMW, DS said in a statement. DS software solutions already supports BMW in core areas for design and manufacturing process planning.
The agreement also defines a set of strategic projects, where BMW will evaluate possible migration paths that ensure a smooth transition to the Paris-headquartered Dassault Systemes V6 PLM solutions for all its vehicle development programmes."BMW has fully understood the importance of the collaborative and integrated Dassault Systemes V6 solutions for sustainable innovation," said DS Executive Vice-President Bruno Latchague.
India-born Sanjay Jha emerges as top paid CEO in U.S.
By siliconindia news bureau
Tuesday,09 March 2010, 14:19 hrs
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New York: Mobile phone maker Motorola's India-born Chief Sanjay Jha has emerged America's top paid CEO, while Citigroup's CEO Vikram Pandit comes at the fourth position with a payout of $38.2 million. Besides, Pandit is the highest paid CEO for bailed out banks in the U.S., says a survey.According to the WSJ CEO Compensation Study conducted by management consulting firm Hay Group, PepsiCo's Indra Nooyi at the 36th slot with a pay package of $13.98 million. With a total payout of over $104 million in 2008, Jha is the only CEO to get a compensation package exceeding $100 million, with Occidental's Ray Irani at a distant second with $49.9 million. Irani is followed by Walt Disney's Robert Iger ($49.7 million) at the third slot.
Also, among the bailed out banks, Pandit is followed by JP Morgan Chase's James Dimon ($20.9 million) and Wells Fargo's John Stumpf ($8.8 million) at the second and third spots, respectively. Bank of America's Kenneth Lewis was paid $1.5 million. John Mack of Morgan Stanley got $0.8 million and Lloyd Blankfein of Goldman Sachs received a total compensation of $0.6 million. The survey showed that overall, the median chief executive salary and bonus paid last year by 200 big American companies declined 8.5 percent to $2.24 million, as profits and stock prices were hit by recession. "Including the awarded value of stock, stock options and other long-term incentives, total direct compensation for chiefs slipped 3.4 per cent to a median of $7.6 million," the Wall Street Journal said in an accompanying report. In the wake of the financial meltdown, huge executive compensations at American companies had come in for severe criticism from different quarters. The payouts for chief executives dropped sharply at banks and brokerages. The survey noted that median annual cash compensation for CEOs in the financial industry fell 43 percent, to $9,76,000. Total direct compensation fell 14.2 percent, to a median $7.6 million.The study is based on an analysis of CEO pay of the first 200 U.S. companies with fiscal year 2008 revenue of at least $5 billion that filed their proxy statements between October 2008 and March 2009. WSJ said the study would be updated as companies file new proxies.
By siliconindia news bureau
Tuesday,09 March 2010, 14:19 hrs
Comment(2)
Forward
New York: Mobile phone maker Motorola's India-born Chief Sanjay Jha has emerged America's top paid CEO, while Citigroup's CEO Vikram Pandit comes at the fourth position with a payout of $38.2 million. Besides, Pandit is the highest paid CEO for bailed out banks in the U.S., says a survey.According to the WSJ CEO Compensation Study conducted by management consulting firm Hay Group, PepsiCo's Indra Nooyi at the 36th slot with a pay package of $13.98 million. With a total payout of over $104 million in 2008, Jha is the only CEO to get a compensation package exceeding $100 million, with Occidental's Ray Irani at a distant second with $49.9 million. Irani is followed by Walt Disney's Robert Iger ($49.7 million) at the third slot.
Also, among the bailed out banks, Pandit is followed by JP Morgan Chase's James Dimon ($20.9 million) and Wells Fargo's John Stumpf ($8.8 million) at the second and third spots, respectively. Bank of America's Kenneth Lewis was paid $1.5 million. John Mack of Morgan Stanley got $0.8 million and Lloyd Blankfein of Goldman Sachs received a total compensation of $0.6 million. The survey showed that overall, the median chief executive salary and bonus paid last year by 200 big American companies declined 8.5 percent to $2.24 million, as profits and stock prices were hit by recession. "Including the awarded value of stock, stock options and other long-term incentives, total direct compensation for chiefs slipped 3.4 per cent to a median of $7.6 million," the Wall Street Journal said in an accompanying report. In the wake of the financial meltdown, huge executive compensations at American companies had come in for severe criticism from different quarters. The payouts for chief executives dropped sharply at banks and brokerages. The survey noted that median annual cash compensation for CEOs in the financial industry fell 43 percent, to $9,76,000. Total direct compensation fell 14.2 percent, to a median $7.6 million.The study is based on an analysis of CEO pay of the first 200 U.S. companies with fiscal year 2008 revenue of at least $5 billion that filed their proxy statements between October 2008 and March 2009. WSJ said the study would be updated as companies file new proxies.
Monday, March 8, 2010
Vikram Pandit
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Date of Birth – 14 January 1957
Birth Place – Nagpur, Maharashtra
Education - Dadar Parsee Youths Assembly High School, Dadar Mumbai (schooling), B.S. and M.S. in electrical engineering in 1976 and 1977 respectively and a Ph.D. in finance in 1986 from Columbia University
Career – CEO of Citigroup
A brilliant student all throughout his academic life and a go-getter by nature, 51 year-old Indian Vikram Pandit hogged the media limelight worldwide when he was declared as the youngest CEO of the world’s largest conglomerate, the Citigroup in 2008. The group operates as Citi and happens to be a prominent American financial services company having its base in the New York City in the United States.
Vikram Pandit was born on 14 January in 1957 at Nagpur in the state of Maharashtra in India to a reasonably prosperous Marathi Brahmin family. His schooling happened at Dadar Parsee Youths Assembly High School at Dadar in Mumbai. After this, he shifted to United States at the age of 16 and took admission in Columbia University. He acquired B.S. and M.S. in electrical engineering in 1976 and 1977 respectively and a Ph.D. in finance in 1986. Vikram Pandit happens to be a trustee at the Columbia University.
Vikram Pundit also has had a stint as a professor at the Indiana University in Bloomington city in US and thereafter, joined Morgan Stanley. For the next two decades, Vikram Pandit worked for Morgan Stanley. He was anointed the President and Chief Operating Officer (CEO) of the Institutional Securities and Investment Banking Group at Morgan Stanley and was in charge of the total operation of this group. Pandit looked after aspects like the trading, sales and infrastructure of the business from the year 2000 to 2005.
However prior this, Vikram Pandit was the managing director and head of the US Equity Syndicate for Morgan Stanley from the period 1990 to 1994. Then from 1994 till 2000, he worked as the managing director (MD) and head of the Worldwide Institutional Equities Division for the same firm. The accomplished Vikram Pandit finally decided to leave Morgan Stanley Company along with some colleagues to begin a hedge fund, Old Lane Partners that was purchased by the Citigroup in the year 2007 for $800 million.
Vikram Pandit is a part of the board of the Columbia University, Columbia Business School, the Indian School of Business and The Trinity School. He also happens to be a former board member of NASDAQ, the New York City Investment Fund from the year 2000 till 2003. On 11 December in 2007, Pandit was made the new CEO of Citigroup after the term of interim-CEO, Sir Winfried Bischoff. In 2008, Vikram Pandit was also given the coveted Padma Bhushan by the Government of India. He now lives with his wife Swati at Central Park West, New York in a $ 17.85 million-worth apartment bought from late actor Tony Randall.
Vikram Pandit Facts
1957 - Vikram Pandit was born 14 January at Nagpur in the state of Maharashtra in India
1973 –At the age of 16, Vikram Pandit shifted to the United States
1976 - He acquired B.S. in electrical engineering in US
1977 –He acquired M.S. in electrical engineering in US
1986 – Vikram Pandit completed his Ph.D. in finance
1990 – From 1990 to 1994, Vikram Pandit was MD and head of the US Equity Syndicate for Morgan Stanley
1994 - From 1994 till 2000, Vikram Pandit worked as the MD and head of the Worldwide Institutional Equities Division for Morgan Stanley
2000 – He was board member of NASDAQ, the New York City Investment Fund from the year 2000 till 2003
2000 – From 2000 to 2005, he served as the president and CEO of the Institutional Securities and Investment Banking Group at Morgan Stanley.
2005 – Vikram Pandit left Morgan Stanley
2006 – He formed a hedge fund, Old Lane Partners
2007 – Hedge fund was purchased by the Citigroup for $800 million.
2007- On 11 December, Vikram Pandit was made the new CEO of Citigroup
2008 – Vikram Pandit was honored with the Padma Bhushan Award by the Indian Government.
Mayank Srivastava
PGDM 2nd SEM.
google_protectAndRun("ads_core.google_render_ad", google_handleError, google_render_ad);
Date of Birth – 14 January 1957
Birth Place – Nagpur, Maharashtra
Education - Dadar Parsee Youths Assembly High School, Dadar Mumbai (schooling), B.S. and M.S. in electrical engineering in 1976 and 1977 respectively and a Ph.D. in finance in 1986 from Columbia University
Career – CEO of Citigroup
A brilliant student all throughout his academic life and a go-getter by nature, 51 year-old Indian Vikram Pandit hogged the media limelight worldwide when he was declared as the youngest CEO of the world’s largest conglomerate, the Citigroup in 2008. The group operates as Citi and happens to be a prominent American financial services company having its base in the New York City in the United States.
Vikram Pandit was born on 14 January in 1957 at Nagpur in the state of Maharashtra in India to a reasonably prosperous Marathi Brahmin family. His schooling happened at Dadar Parsee Youths Assembly High School at Dadar in Mumbai. After this, he shifted to United States at the age of 16 and took admission in Columbia University. He acquired B.S. and M.S. in electrical engineering in 1976 and 1977 respectively and a Ph.D. in finance in 1986. Vikram Pandit happens to be a trustee at the Columbia University.
Vikram Pundit also has had a stint as a professor at the Indiana University in Bloomington city in US and thereafter, joined Morgan Stanley. For the next two decades, Vikram Pandit worked for Morgan Stanley. He was anointed the President and Chief Operating Officer (CEO) of the Institutional Securities and Investment Banking Group at Morgan Stanley and was in charge of the total operation of this group. Pandit looked after aspects like the trading, sales and infrastructure of the business from the year 2000 to 2005.
However prior this, Vikram Pandit was the managing director and head of the US Equity Syndicate for Morgan Stanley from the period 1990 to 1994. Then from 1994 till 2000, he worked as the managing director (MD) and head of the Worldwide Institutional Equities Division for the same firm. The accomplished Vikram Pandit finally decided to leave Morgan Stanley Company along with some colleagues to begin a hedge fund, Old Lane Partners that was purchased by the Citigroup in the year 2007 for $800 million.
Vikram Pandit is a part of the board of the Columbia University, Columbia Business School, the Indian School of Business and The Trinity School. He also happens to be a former board member of NASDAQ, the New York City Investment Fund from the year 2000 till 2003. On 11 December in 2007, Pandit was made the new CEO of Citigroup after the term of interim-CEO, Sir Winfried Bischoff. In 2008, Vikram Pandit was also given the coveted Padma Bhushan by the Government of India. He now lives with his wife Swati at Central Park West, New York in a $ 17.85 million-worth apartment bought from late actor Tony Randall.
Vikram Pandit Facts
1957 - Vikram Pandit was born 14 January at Nagpur in the state of Maharashtra in India
1973 –At the age of 16, Vikram Pandit shifted to the United States
1976 - He acquired B.S. in electrical engineering in US
1977 –He acquired M.S. in electrical engineering in US
1986 – Vikram Pandit completed his Ph.D. in finance
1990 – From 1990 to 1994, Vikram Pandit was MD and head of the US Equity Syndicate for Morgan Stanley
1994 - From 1994 till 2000, Vikram Pandit worked as the MD and head of the Worldwide Institutional Equities Division for Morgan Stanley
2000 – He was board member of NASDAQ, the New York City Investment Fund from the year 2000 till 2003
2000 – From 2000 to 2005, he served as the president and CEO of the Institutional Securities and Investment Banking Group at Morgan Stanley.
2005 – Vikram Pandit left Morgan Stanley
2006 – He formed a hedge fund, Old Lane Partners
2007 – Hedge fund was purchased by the Citigroup for $800 million.
2007- On 11 December, Vikram Pandit was made the new CEO of Citigroup
2008 – Vikram Pandit was honored with the Padma Bhushan Award by the Indian Government.
Mayank Srivastava
PGDM 2nd SEM.
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