The RMR Marketing Advisor Newsletters
How to Use Marketing to Add Value to Your CompanyBy Robyn M. SachsPresident, RMR & Associates, Inc.
Windows of opportunity are fleeting. Once-in-a-lifetime opportunities are even more elusive. When InSoft challenged AT&T for a bite of the desktop video conferencing market, effective marketing had not only positioned InSoft products as industry leaders, it had positioned the company as a leader.
Thanks to product and corporate positioning campaigns conducted by RMR & Associates, InSoft garnered press coverage in the Wall Street Journal, Forbes, and other premier media outlets, gaining the attention of Web browser giant Netscape. After the dust settled, Netscape had purchased the $7 million InSoft for 23 times earnings -- an astounding $161 million.
Such serendipitous financial gain doesn't happen every day, but when it does, you can bet effective marketing played a key role, as it did with InSoft, preparing them to meet the opportunity.
RMR defines marketing as the business of attracting, converting and keeping customers. When people think about marketing they automatically imagine advertising, public relations or direct mail. But all of that is not marketing -- it's merely the vehicles we use to drive home the marketing. Marketing is a strategy.
Marketing is actually a strategy spelled out in a written plan – a plan that you are committed to consistently investing in for at least one year. You need to look at your program as an investment that pays off over time. After a year you will start to see a positive correlation between your commitment and your investment. You must remember "the rule of seven" when developing a marketing strategy. This rule says that it takes seven consistent impressions over 12 months for consumers to recognize your message. Frequency over time is the equation that multiplies marketing results. Commitment to investing in both is what separates the winners from the losers.
Once committed to creating a year-long marketing plan, make sure you cover the following key points:
Showing posts with label DHEERAJ KATIYAR PGDM 1st SEM.(2009-2011). Show all posts
Showing posts with label DHEERAJ KATIYAR PGDM 1st SEM.(2009-2011). Show all posts
Sunday, December 13, 2009
Monday, December 7, 2009
Sensex up, at 17,185.68 pts, Dubai crisis not to impact domestic banks: RBI
Sensex up, at 17,185.68 pts
The benchmark Sensex on Thursday ended flat in a highly volatile trade which saw the index remaining range bound notwithstanding a good start, amid worries of rising food inflation.
The benchmark index of the Bombay Stock Exchange Sensex, which had lost 28 points in previous session, recovered by 15.77 points in late trade to close the day at 17,185.68 points, after moving between 17,361.27 and 17,128.21 points.
While the positive factors like firm Asian and European markets and Goldman Sachs' forecast of a faster growth for the domestic economy kept the market in better shape during the day, a rise in food inflation capped the gains towards the last hour trade. Food inflation has touched 17.47 per cent in the third week of November.
In similar fashion, the wide-based National Stock Exchange's Nifty edged up 8.45 points to close at 5,131.70 points. It moved between 5,181.00 and 5,106.60 during the session.
Among the 30 Sensex stocks, 18 closed higher and 12 ended with losses. Major supporters to the market were the counters in the healthcare, metals, realty, oil and gas and power segments, while the auto and capital goods sectors were down on emergence of profit-selling.
A fall in heavy-weight stocks of Infosys Technologies, ICICI Bank, Tata Motors and, Reliance Infra and Jaiprakash Associates mainly pulled down the market.
Dubai crisis not to impact domestic banks: RBI
The Reserve Bank of India (RBI) today said the domestic banks do not have much exposure to the debt-ridden Dubai World and hence their balance sheets will not be materially affected from the crisis.n the larger context, the rating agency Moody's also said the ratings of Asian banks are not likely to be downgraded, unless there is a massive restructuring in Dubai.RBI Deputy Governor Usha Thorat said that the crisis will not impact the country's banking sector as the exposure "is not significant and not a matter of concern...It is not something that materially affects their balance sheets".Moody's also said Asian banks have relatively small exposure to Dubai and Dubai World companies. "Therefore, no rating actions have been taken on Asian banks as a result of the requested standstill on select Dubai World debt payments. Nor does Moody's expects that there will be any need of negative rating action on Asian banks at a later date...."So far as the domestic banks are concerned, Bank of Baroda has an exposure of Rs 5,000 crore in Dubai. State Bank of India too had provided Rs 1,500 crore to some UAE companies.Moody's said, "The Asian banks have billions of dollars of exposures to the UAE entities, but this represents small per cent of their assets. To date, we have found no Asian banks to have sufficiently high levels of exposure to members of Dubai World group to warrant any ratings actions
Monday, November 30, 2009
Software visionary regains title as the richest man
Software visionary regains title as the richest man despite losing $18 billion in the past 12 months. Stepped down from day-to-day duties at Microsoft last summer to devote his talents and riches to the Bill & Melinda Gates Foundation. Organization’s assets were $30 billion in January; annual letter lauds endowment manager Michael Larson for limiting last year’s losses to 20%. Gates decided to increase donations in 2009 to $3.8 billion, up 15% from 2008. Dedicated to fighting hunger in developing countries, improving education in America’s high schools and developing vaccines against malaria, tuberculosis and AIDS. Appointed Microsoft Office veteran Jeffrey Raikes chief exec of Gates Foundation in September. Gates remains Microsoft chairman. Sells shares each quarter, redeploys proceeds via investment vehicle Cascade; more than half of fortune invested outside Microsoft. Stock down 45% in past 12 months. "Creative capitalist" wants companies to match profit making with doing good.
Warren Buffett
Rank: 2 Net Worth: $37.0 bil, Fortune: self made
Last year America’s most beloved investor was the world’s richest man . This year he has to settle for second place after losing $25 billion in 12 months. Shares of Berkshire Hathaway down 45% since last March. Injected billions of dollars into Goldman Sachs, GE in exchange for preferred stock last fall; propped up insurance firm Swiss Re in February with $2.6 billion infusion. Admits he made some "dumb" investment mistakes in 2008. Upbeat about America’s future: "Our economic system has worked extraordinarily well over time. It has unleashed human potential as no other system has, and it will continue to do so." Scoffs at Wall Street’s over-reliance on "history-based" models: "If merely looking up past financial data would tell you what the future holds, the Forbes 400 would consist of librarians." Son of Nebraska politician delivered newspapers as a boy. Filed first tax return at age 13, claiming $35 deduction for bicycle. Studied under value investing guru Benjamin Graham at Columbia. Took over textile firm Berkshire Hathaway 1965. Today holding company invested in insurance (Geico, General Re), jewelry (Borsheim’s), utilities (MidAmerican Energy), food (Dairy Queen, See’s Candies). Also has noncontrolling stakes in Anheuser-Busch, Coca-Cola, Wells Fargo.
Carlos Slim Helu & family
Rank: 3 Net Worth: $35.0 bil, Fortune: self made
Economic downturn and plunging peso shaved $25 billion from the fortune of Latin America’s richest man. Global recession testing his ability to live up to the principles he sets for his employees: "Maintain austerity in times of fat cows." Son of a Lebanese immigrant bought fixed line operator Telefonos de Mexico (Telmex) in 1990; now controls 90% of Mexico’s telephone landlines. Would be a billionaire based on his dividends alone. Biggest holding: $16 billion stake in America Movil, Latin America’s largest mobile phone company with 173 million customers. America Movil and Telmex reportedly planning to jointly invest $4 billion to bolster telecom infrastructure in Latin America. Buying up cheap media, energy and retail assets. Last year took stakes in New York Times Co., former billionaire Anthony O’Reilly’s Independent News & Media and Bronco Drilling; also increased position in Saks. Baseball statistics aficionado, art collector
Lawrence Ellison
Rank: 4 Net Worth: $22.5 bil, Fortune: self made
Database titan continues to engulf the competition; Oracle has racked up 49 acquisitions in the past 4 years. Bought BEA Systems for $8.5 billion last year. Still sitting on $7 billion in cash. Revenues up 11% to $10.9 billion in the six months ended November 30; profits also up 11% to $2.4 billion. Stock down 25% in past 12 months. Invested $125 million in Web software outfit Netsuite; took public in 2007, stock has fallen 80% since. His shares still worth $300 million. Chicago native studied physics at U. of Chicago, didn’t graduate. Started Oracle in 1977. Public 1986, a day before Microsoft. Owns 453-foot Rising Sun; built a smaller leisure boat because superyacht is hard to park. Squabbling in court with Swiss boating billionaire Ernesto Bertarelli over terms of next America’s Cup. Recently unveiled hulking 90-foot trimaran he intends to use to win it.
Warren Buffett
Rank: 2 Net Worth: $37.0 bil, Fortune: self made
Last year America’s most beloved investor was the world’s richest man . This year he has to settle for second place after losing $25 billion in 12 months. Shares of Berkshire Hathaway down 45% since last March. Injected billions of dollars into Goldman Sachs, GE in exchange for preferred stock last fall; propped up insurance firm Swiss Re in February with $2.6 billion infusion. Admits he made some "dumb" investment mistakes in 2008. Upbeat about America’s future: "Our economic system has worked extraordinarily well over time. It has unleashed human potential as no other system has, and it will continue to do so." Scoffs at Wall Street’s over-reliance on "history-based" models: "If merely looking up past financial data would tell you what the future holds, the Forbes 400 would consist of librarians." Son of Nebraska politician delivered newspapers as a boy. Filed first tax return at age 13, claiming $35 deduction for bicycle. Studied under value investing guru Benjamin Graham at Columbia. Took over textile firm Berkshire Hathaway 1965. Today holding company invested in insurance (Geico, General Re), jewelry (Borsheim’s), utilities (MidAmerican Energy), food (Dairy Queen, See’s Candies). Also has noncontrolling stakes in Anheuser-Busch, Coca-Cola, Wells Fargo.
Carlos Slim Helu & family
Rank: 3 Net Worth: $35.0 bil, Fortune: self made
Economic downturn and plunging peso shaved $25 billion from the fortune of Latin America’s richest man. Global recession testing his ability to live up to the principles he sets for his employees: "Maintain austerity in times of fat cows." Son of a Lebanese immigrant bought fixed line operator Telefonos de Mexico (Telmex) in 1990; now controls 90% of Mexico’s telephone landlines. Would be a billionaire based on his dividends alone. Biggest holding: $16 billion stake in America Movil, Latin America’s largest mobile phone company with 173 million customers. America Movil and Telmex reportedly planning to jointly invest $4 billion to bolster telecom infrastructure in Latin America. Buying up cheap media, energy and retail assets. Last year took stakes in New York Times Co., former billionaire Anthony O’Reilly’s Independent News & Media and Bronco Drilling; also increased position in Saks. Baseball statistics aficionado, art collector
Lawrence Ellison
Rank: 4 Net Worth: $22.5 bil, Fortune: self made
Database titan continues to engulf the competition; Oracle has racked up 49 acquisitions in the past 4 years. Bought BEA Systems for $8.5 billion last year. Still sitting on $7 billion in cash. Revenues up 11% to $10.9 billion in the six months ended November 30; profits also up 11% to $2.4 billion. Stock down 25% in past 12 months. Invested $125 million in Web software outfit Netsuite; took public in 2007, stock has fallen 80% since. His shares still worth $300 million. Chicago native studied physics at U. of Chicago, didn’t graduate. Started Oracle in 1977. Public 1986, a day before Microsoft. Owns 453-foot Rising Sun; built a smaller leisure boat because superyacht is hard to park. Squabbling in court with Swiss boating billionaire Ernesto Bertarelli over terms of next America’s Cup. Recently unveiled hulking 90-foot trimaran he intends to use to win it.
Thursday, November 26, 2009
Ratan Tata to group cos: Freeze acquisitions, capex plans
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Ratan Tata to group cos: Freeze acquisitions, capex plans
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Mumbai, Nov. 12 Warning of hard days ahead, Mr RatanTata has asked all the Tata Group companies to put on hold their acquisition and capital expenditure plans.
In a letter sent to heads of the group firms and their subsidiaries, Mr Tata has asked them to drastically cut operational expenditure and improve efficiencies.
“Put on hold any plans for acquisition unless considered strategically critical and also defer non-essential capital expenditure and capacity expansion,” Mr Tata, head of the Tata group, said in the letter, prescribing a set of belt-tightening measures for the group firms to weather the financial storm that is blowing across the globe.
To shore up as much cash possible, he has told companies to finalise pending loans and funding agreements, even if they involve accepting higher interest rates.
“Some of our companies with substantial foreign operations or those which have made substantial acquisitions are already facing major problems in raising capital or establishing lines of credit for their operations,” Mr Tata said.
The Tata group had made several big ticket acquisitions overseas including Corus Steel and the iconic auto brands Jaguar and Land Rover in the UK. The group had raised large sums in debt to finance these acquisitions.
“In India also many of our companies already are or will soon face major problems in their access to credit due to the lack of liquidity in the domestic market as also their inability to effectively raise equity due to the depression in the stock market and the erosion of investor confidence,” said Mr Tata.
Despite the measures announced by various Governments, liquidity will continue to be a major problem. “This state of affairs is not likely to improve substantially over the next 12 months.”
“I believe each of our companies needs to undertake a critical review of its cash flow requirement. Business plan with defined strategies need to operate in this difficult period. Failure to manage this crisis could result in irretrievable positions.” Mr Tata has advised the top management to form task forces to prepare plans of action by early January with specific targets to face the difficult months ahead.
Wednesday, November 18, 2009
the most comprehensive change management
Welcome to the most comprehensive change management certification program - now offered in great new locations, giving you excellent choices of venue and easier access for you and your team. Join the more than 3000 professionals who have earned their Prosci certification.
Download 2009 Training Brochure
"In the twenty-two years and over thirty some odd courses I have received, this was by far the best."
Leslie L.
This 3-day change management program uses Prosci's research-based change management methodology and toolkit. Participants bring their own change projects to the course, work on these projects, present to a "team of executives," and are able to hit the ground running upon returning to work.
Prosci encourages participants to attend the course with a team of 2-3 others from their project team. Past participants recommend working with a team to maximize your outcomes with high-quality change management strategy and plans for your project. Tuition for the first person is $2100 (lodging not included) - each additional person on the team in the same session is $1700. (Please note: lodging costs may vary based on location.)
"After 14 years in the change management field, the best methodology I have found and a truly professional organization."
Catherine S.
The program is intense but fun. At the end of the course, participants are certified in Prosci's Change Management methodology and are able to lead their organizations successfully through incremental and radical changes.
Prosci Change Management Training Credits
Participants in the Prosci Change Management Certification Program earn additional benefits upon completion of the certification program, including:
2.4 CEUs from Colorado State University
24 PDUs from the Project Management Institute (PMI)
22.75 recertification credits from the Human Resource Certification Institute (HRCI)
View a program agenda
Sessions are held at beautiful and unique locations throughout the U.S. Winter activities during the program include snow mobiling, cross-country skiing, hiking and tours. During the summer and fall, activities include horseback riding, hiking, bicycle riding, fishing, skeet shooting, sailing and tours. Each venue offers its own unique activities.
Note: A laptop is required for this program.
Program Overview
Psychology of Change
Discover the foundational principles for managing change.
Theories and Perspectives
7 Principles of Change
Best Practices Research data
411 companies share best practices in change management
ADKAR model
Fundamentals of managing the people side of change
Change Management Process
Implement a comprehensive change management process based on benchmarking results with more than 400 companies.
Prosci's 3-phase Process for Managing Change
Organizational Change Competency
Connecting Change Management to Business Projects
Preparing for Change
Utilize the most up-to-date assessment tools to prepare a change management strategy.
Define Your Change Management Strategy
Prepare Your Change Management Team
Develop Your Sponsorship Model
Managing Change
Templates, guidelines and checklists help you create effective change management plans including:
Communication Plan
Sponsor Roadmap
Coaching Plan
Resistance Management Plan
Training Plan
Master Change Plan
Reinforcing Change
Celebrating successes, diagnosing resistance and reinforcing change will make your change management process complete. Use the popular ADKAR model to manage employee resistance, resolve conflicts and identify corrective action steps.
How to collect and analyze feedback
Diagnosing gaps and managing resistance
Implementing corrective action and celebrating successes
"This absolutely is one of the best, if not the best training I've ever had and definitely the most fun!"
Vonna S.
Course materials included with tuition:
Change Management Toolkit
Single user license for online CM Pilot Tool
Change Management Best Practices Report (benchmarking study)
Employee’s Survival Guide to Change (book)
Change Management: the people side of change (book)
The Change Management Toolkit provided with the course allows you to:
Develop a change management strategy for your project
Manage the people side of change, not just the business side
Integrate organizational and technology changes into a single change management plan
Actively manage resistance to change
Ask an analyst
Download 2009 Training Brochure
"In the twenty-two years and over thirty some odd courses I have received, this was by far the best."
Leslie L.
This 3-day change management program uses Prosci's research-based change management methodology and toolkit. Participants bring their own change projects to the course, work on these projects, present to a "team of executives," and are able to hit the ground running upon returning to work.
Prosci encourages participants to attend the course with a team of 2-3 others from their project team. Past participants recommend working with a team to maximize your outcomes with high-quality change management strategy and plans for your project. Tuition for the first person is $2100 (lodging not included) - each additional person on the team in the same session is $1700. (Please note: lodging costs may vary based on location.)
"After 14 years in the change management field, the best methodology I have found and a truly professional organization."
Catherine S.
The program is intense but fun. At the end of the course, participants are certified in Prosci's Change Management methodology and are able to lead their organizations successfully through incremental and radical changes.
Prosci Change Management Training Credits
Participants in the Prosci Change Management Certification Program earn additional benefits upon completion of the certification program, including:
2.4 CEUs from Colorado State University
24 PDUs from the Project Management Institute (PMI)
22.75 recertification credits from the Human Resource Certification Institute (HRCI)
View a program agenda
Sessions are held at beautiful and unique locations throughout the U.S. Winter activities during the program include snow mobiling, cross-country skiing, hiking and tours. During the summer and fall, activities include horseback riding, hiking, bicycle riding, fishing, skeet shooting, sailing and tours. Each venue offers its own unique activities.
Note: A laptop is required for this program.
Program Overview
Psychology of Change
Discover the foundational principles for managing change.
Theories and Perspectives
7 Principles of Change
Best Practices Research data
411 companies share best practices in change management
ADKAR model
Fundamentals of managing the people side of change
Change Management Process
Implement a comprehensive change management process based on benchmarking results with more than 400 companies.
Prosci's 3-phase Process for Managing Change
Organizational Change Competency
Connecting Change Management to Business Projects
Preparing for Change
Utilize the most up-to-date assessment tools to prepare a change management strategy.
Define Your Change Management Strategy
Prepare Your Change Management Team
Develop Your Sponsorship Model
Managing Change
Templates, guidelines and checklists help you create effective change management plans including:
Communication Plan
Sponsor Roadmap
Coaching Plan
Resistance Management Plan
Training Plan
Master Change Plan
Reinforcing Change
Celebrating successes, diagnosing resistance and reinforcing change will make your change management process complete. Use the popular ADKAR model to manage employee resistance, resolve conflicts and identify corrective action steps.
How to collect and analyze feedback
Diagnosing gaps and managing resistance
Implementing corrective action and celebrating successes
"This absolutely is one of the best, if not the best training I've ever had and definitely the most fun!"
Vonna S.
Course materials included with tuition:
Change Management Toolkit
Single user license for online CM Pilot Tool
Change Management Best Practices Report (benchmarking study)
Employee’s Survival Guide to Change (book)
Change Management: the people side of change (book)
The Change Management Toolkit provided with the course allows you to:
Develop a change management strategy for your project
Manage the people side of change, not just the business side
Integrate organizational and technology changes into a single change management plan
Actively manage resistance to change
Ask an analyst
Tuesday, November 17, 2009
Tycoon invites
Tycoon invites you to share the fun, fine food and entertainment we provide every evening with live entertainment from the Indian sub-continent from 7pm til late. Enjoy our superb cuisine, thoughtfully prepared by our experienced chefs (and soon to include a lunchtime menu) whilst you relax to our internationally acclaimed live entertainers – music, song and dance
Indian
Superb Indian cuisine from all regions of the sub-continent
Vegetarian
A good range of vegetarian options always available
Operation
At Tycoon we take great pride in providing “only the best” for your very special occasion. Let us make your engagement, your wedding, your important anniversary, your family get-together or your business function the most successful and memorable day of your life.
Facilities
Air conditioning
Children welcome
Non-smoking area
Parties welcome up to 140
Weddings and functions our speciality
Live music and entertainment
Vegetarian selection
Party menus
Open every evening from 7pm ‘til late. All major credit cards accepted.
Indian
Superb Indian cuisine from all regions of the sub-continent
Vegetarian
A good range of vegetarian options always available
Operation
At Tycoon we take great pride in providing “only the best” for your very special occasion. Let us make your engagement, your wedding, your important anniversary, your family get-together or your business function the most successful and memorable day of your life.
Facilities
Air conditioning
Children welcome
Non-smoking area
Parties welcome up to 140
Weddings and functions our speciality
Live music and entertainment
Vegetarian selection
Party menus
Open every evening from 7pm ‘til late. All major credit cards accepted.
Monday, November 16, 2009
BB Publishing Web Site Agreement
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YOU UNDERSTAND FURTHER THAT THE PURE NATURE OF THE INTERNET CONTAINS UNEDITED MATERIALS SOME OF WHICH ARE SEXUALLY EXPLICIT OR MAY BE OFFENSIVE TO YOU. YOUR ACCESS TO SUCH MATERIALS IS AT YOUR RISK. The Info Tycoon Club HAS NO CONTROL OVER AND ACCEPTS NO RESPONSIBILITY WHATSOEVER FOR SUCH MATERIALS.
LIMITATION OF LIABILITY
IN NO EVENT WILL The Info Tycoon Club BE LIABLE FOR (I) ANY INCIDENTAL, CONSEQUENTIAL, OR INDIRECT DAMAGES (INCLUDING, BUT NOT LIMITED TO, DAMAGES FOR LOSS OF PROFITS, BUSINESS INTERRUPTION, LOSS OF PROGRAMS OR INFORMATION, AND THE LIKE) ARISING OUT OF THE USE OF OR INABILITY TO USE THE SERVICE, OR ANY INFORMATION, OR TRANSACTIONS PROVIDED ON THE SERVICE, OR DOWNLOADED FROM THE SERVICE, OR ANY DELAY OF SUCH INFORMATION OR SERVICE. EVEN IF The Info Tycoon Club OR ITS AUTHORIZED REPRESENTATIVES HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES, OR (II) ANY CLAIM ATTRIBUTABLE TO ERRORS, OMISSIONS, OR OTHER INACCURACIES IN THE SERVICE AND/OR MATERIALS OR INFORMATION DOWNLOADED THROUGH THE SERVICE. BECAUSE SOME STATES DO NOT ALLOW THE EXCLUSION OR LIMITATION OF LIABILITY FOR CONSEQUENTIAL OR INCIDENTAL DAMAGES, THE ABOVE LIMITATION MAY NOT APPLY TO YOU. IN SUCH STATES, The Info Tycoon Club LIABILITY IS LIMITED TO THE GREATEST EXTENT PERMITTED BY LAW.
The Info Tycoon Club makes no representations whatsoever about any other web site which you may access through this one or which may link to this Site. When you access a non-The Info Tycoon Club web site, please understand that it is independent from The Info Tycoon Club, and that The Info Tycoon Club has no control over the content on that web site. In addition, a link to a The Info Tycoon Club web site does not mean that The Info Tycoon Club endorses or accepts any responsibility for the content, or the use, of such web site.
3. Indemnification.
You agree to indemnify, defend and hold harmless The Info Tycoon Club, its officers, directors, employees, agents, licensors, suppliers and any third party information providers to the Service from and against all losses, expenses, damages and costs, including reasonable attorneys' fees, resulting from any violation of this Agreement (including negligent or wrongful conduct) by you or any other person accessing the Service.
4. Third Party Rights.
The provisions of paragraphs 2 (Use of the Service), and 3 (Indemnification) are for the benefit of The Info Tycoon Club and its officers, directors, employees, agents, licensors, suppliers, and any third party information providers to the Service. Each of these individuals or entities shall have the right to assert and enforce those provisions directly against you on its own behalf.
5.Term; Termination.
This Agreement may be terminated by either party without notice at any time for any reason. The provisions of paragraphs 1 (Copyright, Licenses and Idea Submissions), 2 (Use of the Service), 3 (Indemnification), 4 (Third Party Rights) and 6 (Miscellaneous) shall survive any termination of this Agreement.
6.Miscellaneous.
This Agreement shall all be governed and construed in accordance with the laws of Republic of Indonesia applicable to agreements made and to be performed in Republic of Indonesia. You agree that any legal action or proceeding between The Info Tycoon Club and you for any purpose concerning this Agreement or the parties' obligations hereunder shall be brought exclusively in a federal or state court of competent jurisdiction sitting in Republic of Indonesia . Any cause of action or claim you may have with respect to the Service must be commenced within one (1) year after the claim or cause of action arises or such claim or cause of action is barred. The Info Tycoon Club's failure to insist upon or enforce strict performance of any provision of this Agreement shall not be construed as a waiver of any provision or right. Neither the course of conduct between the parties nor trade practice shall act to modify any provision of this Agreement. The Info Tycoon Club may assign its rights and duties under this Agreement to any party at any time without notice to you.
The The Info Tycoon Club Web Site (the "Site") is an online information service provided by BB Publishing ("The Info Tycoon Club "), subject to your compliance with the terms and conditions set forth below. PLEASE READ THIS DOCUMENT CAREFULLY BEFORE ACCESSING OR USING THE SITE. BY ACCESSING OR USING THE SITE, YOU AGREE TO BE BOUND BY THE TERMS AND CONDITIONS SET FORTH BELOW. IF YOU DO NOT WISH TO BE BOUND BY THESE TERMS AND CONDITIONS, YOU MAY NOT ACCESS OR USE THE SITE. The Info Tycoon Club MAY MODIFY THIS AGREEMENT AT ANY TIME, AND SUCH MODIFICATIONS SHALL BE EFFECTIVE IMMEDIATELY UPON POSTING OF THE MODIFIED AGREEMENT ON THE SITE. YOU AGREE TO REVIEW THE AGREEMENT PERIODICALLY TO BE AWARE OF SUCH MODIFICATIONS AND YOUR CONTINUED ACCESS OR USE OF THE SITE SHALL BE DEEMED YOUR CONCLUSIVE ACCEPTANCE OF THE MODIFIED AGREEMENT.
1. Copyright, Licenses and Idea Submissions.
The entire contents of the Site are protected by international copyright and trademark laws. The owner of the copyrights and trademarks are The Info Tycoon Club, its affiliates or other third party licensors. YOU MAY NOT MODIFY, COPY, REPRODUCE, REPUBLISH, UPLOAD, POST, TRANSMIT, OR DISTRIBUTE, IN ANY MANNER, THE MATERIAL ON THE SITE, INCLUDING TEXT, GRAPHICS, CODE AND/OR SOFTWARE. You may print and download portions of material from the different areas of the Site solely for your own non-commercial use provided that you agree not to change or delete any copyright or proprietary notices from the materials. You agree to grant to The Info Tycoon Club a non-exclusive, royalty-free, worldwide, perpetual license, with the right to sub-license, to reproduce, distribute, transmit, create derivative works of, publicly display and publicly perform any materials and other information (including, without limitation, ideas contained therein for new or improved products and services) you submit to any public areas of the Site (such as bulletin boards, forums and newsgroups) or by e-mail to The Info Tycoon Club by all means and in any media now known or hereafter developed. You also grant to The Info Tycoon Club the right to use your name in connection with the submitted materials and other information as well as in connection with all advertising, marketing and promotional material related thereto. You agree that you shall have no recourse against The Info Tycoon Club for any alleged or actual infringement or misappropriation of any proprietary right in your communications to The Info Tycoon Club.
TRADEMARKS.
Publications, products, content or services referenced herein or on the Site are the exclusive trademarks or servicemarks of The Info Tycoon Club. Other product and company names mentioned in the Site may be the trademarks of their respective owners.
2. Use of the Site.
You understand that, except for information, products or services clearly identified as being supplied by The Info Tycoon Club, The Info Tycoon Clubdoes not operate, control or endorse any information, products or services on the Internet in any way. Except for The Info Tycoon Club- identified information, products or services, all information, products and services offered through the Site or on the Internet generally are offered by third parties, that are not affiliated with The Info Tycoon Club a. You also understand that The Info Tycoon Club cannot and does not guarantee or warrant that files available for downloading through the Site will be free of infection or viruses, worms, Trojan horses or other code that manifest contaminating or destructive properties. You are responsible for implementing sufficient procedures and checkpoints to satisfy your particular requirements for accuracy of data input and output, and for maintaining a means external to the Site for the reconstruction of any lost data.
YOU ASSUME TOTAL RESPONSIBILITY AND RISK FOR YOUR USE OF THE SITE AND THE INTERNET. The Info Tycoon Club PROVIDES THE SITE AND RELATED INFORMATION "AS IS" AND DOES NOT MAKE ANY EXPRESS OR IMPLIED WARRANTIES, REPRESENTATIONS OR ENDORSEMENTS WHATSOEVER (INCLUDING WITHOUT LIMITATION WARRANTIES OF TITLE OR NONINFRINGEMENT, OR THE IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE) WITH REGARD TO THE SERVICE, ANY MERCHANDISE INFORMATION OR SERVICE PROVIDED THROUGH THE SERVICE OR ON THE INTERNET GENERALLY, AND The Info Tycoon Club SHALL NOT BE LIABLE FOR ANY COST OR DAMAGE ARISING EITHER DIRECTLY OR INDIRECTLY FROM ANY SUCH TRANSACTION. IT IS SOLELY YOUR RESPONSIBILITY TO EVALUATE THE ACCURACY, COMPLETENESS AND USEFULNESS OF ALL OPINIONS, ADVICE, SERVICES, MERCHANDISE AND OTHER INFORMATION PROVIDED THROUGH THE SERVICE OR ON THE INTERNET GENERALLY. The Info Tycoon Club DOES NOT WARRANT THAT THE SERVICE WILL BE UNINTERRUPTED OR ERROR-FREE OR THAT DEFECTS IN THE SERVICE WILL BE CORRECTED.
YOU UNDERSTAND FURTHER THAT THE PURE NATURE OF THE INTERNET CONTAINS UNEDITED MATERIALS SOME OF WHICH ARE SEXUALLY EXPLICIT OR MAY BE OFFENSIVE TO YOU. YOUR ACCESS TO SUCH MATERIALS IS AT YOUR RISK. The Info Tycoon Club HAS NO CONTROL OVER AND ACCEPTS NO RESPONSIBILITY WHATSOEVER FOR SUCH MATERIALS.
LIMITATION OF LIABILITY
IN NO EVENT WILL The Info Tycoon Club BE LIABLE FOR (I) ANY INCIDENTAL, CONSEQUENTIAL, OR INDIRECT DAMAGES (INCLUDING, BUT NOT LIMITED TO, DAMAGES FOR LOSS OF PROFITS, BUSINESS INTERRUPTION, LOSS OF PROGRAMS OR INFORMATION, AND THE LIKE) ARISING OUT OF THE USE OF OR INABILITY TO USE THE SERVICE, OR ANY INFORMATION, OR TRANSACTIONS PROVIDED ON THE SERVICE, OR DOWNLOADED FROM THE SERVICE, OR ANY DELAY OF SUCH INFORMATION OR SERVICE. EVEN IF The Info Tycoon Club OR ITS AUTHORIZED REPRESENTATIVES HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES, OR (II) ANY CLAIM ATTRIBUTABLE TO ERRORS, OMISSIONS, OR OTHER INACCURACIES IN THE SERVICE AND/OR MATERIALS OR INFORMATION DOWNLOADED THROUGH THE SERVICE. BECAUSE SOME STATES DO NOT ALLOW THE EXCLUSION OR LIMITATION OF LIABILITY FOR CONSEQUENTIAL OR INCIDENTAL DAMAGES, THE ABOVE LIMITATION MAY NOT APPLY TO YOU. IN SUCH STATES, The Info Tycoon Club LIABILITY IS LIMITED TO THE GREATEST EXTENT PERMITTED BY LAW.
The Info Tycoon Club makes no representations whatsoever about any other web site which you may access through this one or which may link to this Site. When you access a non-The Info Tycoon Club web site, please understand that it is independent from The Info Tycoon Club, and that The Info Tycoon Club has no control over the content on that web site. In addition, a link to a The Info Tycoon Club web site does not mean that The Info Tycoon Club endorses or accepts any responsibility for the content, or the use, of such web site.
3. Indemnification.
You agree to indemnify, defend and hold harmless The Info Tycoon Club, its officers, directors, employees, agents, licensors, suppliers and any third party information providers to the Service from and against all losses, expenses, damages and costs, including reasonable attorneys' fees, resulting from any violation of this Agreement (including negligent or wrongful conduct) by you or any other person accessing the Service.
4. Third Party Rights.
The provisions of paragraphs 2 (Use of the Service), and 3 (Indemnification) are for the benefit of The Info Tycoon Club and its officers, directors, employees, agents, licensors, suppliers, and any third party information providers to the Service. Each of these individuals or entities shall have the right to assert and enforce those provisions directly against you on its own behalf.
5.Term; Termination.
This Agreement may be terminated by either party without notice at any time for any reason. The provisions of paragraphs 1 (Copyright, Licenses and Idea Submissions), 2 (Use of the Service), 3 (Indemnification), 4 (Third Party Rights) and 6 (Miscellaneous) shall survive any termination of this Agreement.
6.Miscellaneous.
This Agreement shall all be governed and construed in accordance with the laws of Republic of Indonesia applicable to agreements made and to be performed in Republic of Indonesia. You agree that any legal action or proceeding between The Info Tycoon Club and you for any purpose concerning this Agreement or the parties' obligations hereunder shall be brought exclusively in a federal or state court of competent jurisdiction sitting in Republic of Indonesia . Any cause of action or claim you may have with respect to the Service must be commenced within one (1) year after the claim or cause of action arises or such claim or cause of action is barred. The Info Tycoon Club's failure to insist upon or enforce strict performance of any provision of this Agreement shall not be construed as a waiver of any provision or right. Neither the course of conduct between the parties nor trade practice shall act to modify any provision of this Agreement. The Info Tycoon Club may assign its rights and duties under this Agreement to any party at any time without notice to you.
Wednesday, November 11, 2009
Greetings and a Message from Tycoon Mike
Greetings and a Message from Tycoon Mike!It is an true honor, and a great pleasure, to have such a fantastic network of meeting people from places all over the world. I have set up this site to give each other a chance to discuss different ideas, opinions on business, and help each other on building successful businesses, companies, and establishments. Hopefully, as members of this elite club, you will put up your ideas, suggestions, concerns, and any opportunities you may have to share that you feel are important to you. Lets take the world's recession and turn negative energy into positive business opportunities.
Thank You for joining, and I hope to hear from all of you in the "Tycoon Club" very soon
Tycoon invites you to share the fun, fine food and entertainment we provide every evening with live entertainment from the Indian sub-continent from 7pm til late. Enjoy our superb cuisine, thoughtfully prepared by our experienced chefs (and soon to include a lunchtime menu) whilst you relax to our internationally acclaimed live entertainers – music, song and dance
Indian
Superb Indian cuisine from all regions of the sub-continent
Vegetarian
A good range of vegetarian options always available
Operation
At Tycoon we take great pride in providing “only the best” for your very special occasion. Let us make your engagement, your wedding, your important anniversary, your family get-together or your business function the most successful and memorable day of your life.
Open every evening from 7pm ‘til late. All major credit cards accepted.
Facilities
Air conditioning
Children welcome
Non-smoking area
Parties welcome up to 140
Weddings and functions our speciality
Live music and entertainment
Vegetarian selection
Party menus
Thank You for joining, and I hope to hear from all of you in the "Tycoon Club" very soon
Tycoon invites you to share the fun, fine food and entertainment we provide every evening with live entertainment from the Indian sub-continent from 7pm til late. Enjoy our superb cuisine, thoughtfully prepared by our experienced chefs (and soon to include a lunchtime menu) whilst you relax to our internationally acclaimed live entertainers – music, song and dance
Indian
Superb Indian cuisine from all regions of the sub-continent
Vegetarian
A good range of vegetarian options always available
Operation
At Tycoon we take great pride in providing “only the best” for your very special occasion. Let us make your engagement, your wedding, your important anniversary, your family get-together or your business function the most successful and memorable day of your life.
Open every evening from 7pm ‘til late. All major credit cards accepted.
Facilities
Air conditioning
Children welcome
Non-smoking area
Parties welcome up to 140
Weddings and functions our speciality
Live music and entertainment
Vegetarian selection
Party menus
Tuesday, November 10, 2009
Tycoon invites you to share the fun,
Tycoon invites you to share the fun, fine food and entertainment we provide every evening with live entertainment from the Indian sub-continent from 7pm til late. Enjoy our superb cuisine, thoughtfully prepared by our experienced chefs (and soon to include a lunchtime menu) whilst you relax to our internationally acclaimed live entertainers – music, song and dance
Indian
Superb Indian cuisine from all regions of the sub-continent
Vegetarian
A good range of vegetarian options always available
Operation
At Tycoon we take great pride in providing “only the best” for your very special occasion. Let us make your engagement, your wedding, your important anniversary, your family get-together or your business function the most successful and memorable day of your life.
Open every evening from 7pm ‘til late. All major credit cards accepted.
Facilities
Air conditioning
Children welcome
Non-smoking area
Parties welcome up to 140
Weddings and functions our speciality
Live music and entertainment
Vegetarian selection
Party menus
Indian
Superb Indian cuisine from all regions of the sub-continent
Vegetarian
A good range of vegetarian options always available
Operation
At Tycoon we take great pride in providing “only the best” for your very special occasion. Let us make your engagement, your wedding, your important anniversary, your family get-together or your business function the most successful and memorable day of your life.
Open every evening from 7pm ‘til late. All major credit cards accepted.
Facilities
Air conditioning
Children welcome
Non-smoking area
Parties welcome up to 140
Weddings and functions our speciality
Live music and entertainment
Vegetarian selection
Party menus
Friday, November 6, 2009
Network Marketing
Network Marketing is a wonderful fantastic industry, where u can not only earn crores of money but also u can have a self satisfaction, which cannot be available in any other industry.
This will be enjoyed by few people who already doing the business very succesfully by doing it passionately.
With the investment of thousands of Rupees, this industry gives us a chance to earn in crores very legally. This can be done only through this industry and for sure it wont be possible in any other business.
Ok now lets see what Tycoons is doing in this business.
Tycoons International is formed by one great personaluty Mr. Sreejith Nair. His dream is not to make money, although he is making good money now. His dream is to see our Country in a better position simply we can say as Dream of A.P.J Abdul Kalam's India 2020.
For that his contribution is this Tycoons International.
He formed this organization to teach the normal people to make a huge money and change their life style into an extraordinary one.
So for Tycoons has created so many Silver, Pearl, Emerald and Gold executives and several achievers across the country in network Marketing Industry in just three years.
And the vision of Tycoons is to become the number one educational organization in the World in the Year 2015.
This is the only company saying Grow with Us!!!!
Thanks and Regards,
This will be enjoyed by few people who already doing the business very succesfully by doing it passionately.
With the investment of thousands of Rupees, this industry gives us a chance to earn in crores very legally. This can be done only through this industry and for sure it wont be possible in any other business.
Ok now lets see what Tycoons is doing in this business.
Tycoons International is formed by one great personaluty Mr. Sreejith Nair. His dream is not to make money, although he is making good money now. His dream is to see our Country in a better position simply we can say as Dream of A.P.J Abdul Kalam's India 2020.
For that his contribution is this Tycoons International.
He formed this organization to teach the normal people to make a huge money and change their life style into an extraordinary one.
So for Tycoons has created so many Silver, Pearl, Emerald and Gold executives and several achievers across the country in network Marketing Industry in just three years.
And the vision of Tycoons is to become the number one educational organization in the World in the Year 2015.
This is the only company saying Grow with Us!!!!
Thanks and Regards,
Thursday, November 5, 2009
Tycoon Naresh Goyal's story
Welcome to Otcstockexchange.com.
Our goal is to provide you with opportunities in the rewarding and exciting undervalued stocks that trade on the NYSE, NASDAQ, AMEX, OTCBB, and Pink Sheet Markets.
The stocks trading on these markets can provide opportunities for 100% or greater returns, often happening in days not years.
The best way to invest in penny stocks is by buying them before they are heavily promoted and hyped up in price. Our free daily penny stock tip sheet can provide you with stocks that will be heavily promoted, or those already in a phase of heavy promotion phase. Heavy promotional campaigns are important to penny stocks. Penny stocks are typically not covered by analyst. As a result, penny stock companies have to rely on heavy promotional campaigns to get the word out about their stock. If you get into the stock at the early phase of that promotional campaign, you could make a fortune.
Once you know which stocks are being heavily promoted, you can buy them ahead of the big PR campaigns and wait to cash in. The difference between the average Joe and the people who make money in penny stocks is that people who make money in penny stocks buy these stocks before they run up in price. The average Joe buys penny stocks after they have run up very high in price. We do all the hard work for you! No experience is required. We find out the stocks that are going to be heavily promoted and alert you to them. You buy the stock at low prices and wait for the price to rise so you can cash out big.
One of the great things about the new India is that there are many self-made millionaires and many self-made billionaires. For the most part they tend to be engineers who made it big, small traders who became big traders.
However, it is very rare to find somebody who was literally on the street, who had to read his school books by the night of a street lamp, who made his home on the floor of his uncle’s office, who slept on a gadda and went on to create a world-class institution. Went onto not just become a billionaire but to prove that Indians could run something that was really the finest in the world. That is something that always distinguishes Naresh Goyal from just about everybody. Vir Sanghi talks to the Jet Airways chief to find more about his personality on his CNBC-TV18 show Tycoons With Vir Sanghvi.
RSS feed for news Click here
SPAN style="FONT-FAMILY: Arial">
Here is a verbatim transcript of the exclusive interview with Naresh Goyal on CNBC-TV18. Also watch the accompanying video.
Q: We’ve talked about where you came from; let us talk about where you are now. You’re actually not in that good a place. Is this the worst crisis of your career?
A: I have gone through worst crises.
Q: Like when?
A: When I had no money to eat.
Q: Really?
A: I had no money to educate myself and no place to stay.
Q: Let me tell you what little I know and I know this because it is not widely known but I have seen a very beautiful film your daughter made for your sixtieth birthday. It turns out that though your family were quite prosperous, they lost all their money and at one stage the home in which you lived in the small town called Sangrur was actually auctioned-off by the government and the bank, and all your possessions were thrown on the street?
A: It is correct.
Q: How old were you?
A: I was 12 years old.
Q: You were 12-years old and every single thing you owned had been thrown on the street.
A: Everything that the family owned, yes.
Q: What did you do then?
A: I lived with some close family friends in Sangrur to finish my basic education. Then my brother and mother’s uncle helped get me my Bachelor of Commerce degree.
Q: Where did you go for college?
A: I went to Patiala.
Q: What was the fee at that point in time?
A: At that time it used to cost me about Rs 110 a month.
Q: And that bit is true that when you were actually thrown out on the street and you still had to study because there were no lights at home, you would sit under street lamp and read your books?
Our goal is to provide you with opportunities in the rewarding and exciting undervalued stocks that trade on the NYSE, NASDAQ, AMEX, OTCBB, and Pink Sheet Markets.
The stocks trading on these markets can provide opportunities for 100% or greater returns, often happening in days not years.
The best way to invest in penny stocks is by buying them before they are heavily promoted and hyped up in price. Our free daily penny stock tip sheet can provide you with stocks that will be heavily promoted, or those already in a phase of heavy promotion phase. Heavy promotional campaigns are important to penny stocks. Penny stocks are typically not covered by analyst. As a result, penny stock companies have to rely on heavy promotional campaigns to get the word out about their stock. If you get into the stock at the early phase of that promotional campaign, you could make a fortune.
Once you know which stocks are being heavily promoted, you can buy them ahead of the big PR campaigns and wait to cash in. The difference between the average Joe and the people who make money in penny stocks is that people who make money in penny stocks buy these stocks before they run up in price. The average Joe buys penny stocks after they have run up very high in price. We do all the hard work for you! No experience is required. We find out the stocks that are going to be heavily promoted and alert you to them. You buy the stock at low prices and wait for the price to rise so you can cash out big.
One of the great things about the new India is that there are many self-made millionaires and many self-made billionaires. For the most part they tend to be engineers who made it big, small traders who became big traders.
However, it is very rare to find somebody who was literally on the street, who had to read his school books by the night of a street lamp, who made his home on the floor of his uncle’s office, who slept on a gadda and went on to create a world-class institution. Went onto not just become a billionaire but to prove that Indians could run something that was really the finest in the world. That is something that always distinguishes Naresh Goyal from just about everybody. Vir Sanghi talks to the Jet Airways chief to find more about his personality on his CNBC-TV18 show Tycoons With Vir Sanghvi.
RSS feed for news Click here
SPAN style="FONT-FAMILY: Arial">
Here is a verbatim transcript of the exclusive interview with Naresh Goyal on CNBC-TV18. Also watch the accompanying video.
Q: We’ve talked about where you came from; let us talk about where you are now. You’re actually not in that good a place. Is this the worst crisis of your career?
A: I have gone through worst crises.
Q: Like when?
A: When I had no money to eat.
Q: Really?
A: I had no money to educate myself and no place to stay.
Q: Let me tell you what little I know and I know this because it is not widely known but I have seen a very beautiful film your daughter made for your sixtieth birthday. It turns out that though your family were quite prosperous, they lost all their money and at one stage the home in which you lived in the small town called Sangrur was actually auctioned-off by the government and the bank, and all your possessions were thrown on the street?
A: It is correct.
Q: How old were you?
A: I was 12 years old.
Q: You were 12-years old and every single thing you owned had been thrown on the street.
A: Everything that the family owned, yes.
Q: What did you do then?
A: I lived with some close family friends in Sangrur to finish my basic education. Then my brother and mother’s uncle helped get me my Bachelor of Commerce degree.
Q: Where did you go for college?
A: I went to Patiala.
Q: What was the fee at that point in time?
A: At that time it used to cost me about Rs 110 a month.
Q: And that bit is true that when you were actually thrown out on the street and you still had to study because there were no lights at home, you would sit under street lamp and read your books?
Tuesday, November 3, 2009
the term business aristocracy
If the term business aristocracy means anything at all, then Nusli Wadia, epitomizes it. Though it is not an adjective, he is not very fond of the term blueblood, which is usually used to describe him.
In part, it describes his lineage, his heritage but it also describes the state of mind. In many ways, Wadias are part of a generation that should actually have been out of the picture as Indian industry has changed and Nusli Wadia has been through very tough times but he stuck it out and he has prospered.
In this heart-to-heart with Vir Sanghvi on his CNBC-TV18 show Tycoons With Vir Sanghi, the veteran speaks on issues his life has always been synonymous with: the legendary battle with Dhirubhai Ambani; his grandfather, the founder of Pakistan, Mohammad Ali Jinnah and the recent controversy relating to the Jaswant Singh book.
Below is a verbatim transcript of the exclusive interview with Nusli Wadia on CNBC-TV18. Also watch the accompanying video.
Q: I began talking about generational change, it is no secret now. Around the time you really entered the business your father was on the verge of selling out to the Goenkas; you fought him. You said you were going to stay on, you said your future was in India, you are going to make a go of things even though he thought India was changing for honest and decent people to do business. Looking back, after all these years, do you have any regrets?
A: No regret on the decision. The regret is that in some ways my father was prophetic. Prophetic not on the business environment or the opportunity or India being a great country, and we are Indians and we should be here and we have stayed-on is no issue. I am 100% sure that is the decision I took there and I will take for the rest of my life. I will never leave here. However, when he said it would become very difficult to do for honest people, the answer is yes, that he was right about. In fact if you ask me candidly, it’s worse than he would have imagined.
Q: Explain that.
A: With liberalization one thought the involvement of government and the activity of government in business would diminish––it hasn’t. It has increased because the richer opportunities in business are still controlled by government and when they control them that is where it starts.
Q: It is no secret that in the 1980s, particularly, you went through a very bad patch when there was almost a sense that government was ranged against you. If I remember correctly, they even tried to deport you and claimed you weren’t an Indian––at that stage were there any regrets?
A: No, not at all. There the issue was I did not agree with what was happening and as a citizen I was expressing my own view. Ramnathji and I worked together, and frankly the issue was that Ramnathji took on the establishment and I was part of that activity and I have no regrets for it.
Q: But you are probably the only businessman I know who the government has tried to deport, whose business rivals have tried to kill him, who has virtually the entire Government of India against him, who has fought back and taken on the Government of India. Nothing into your background born into this nice genteel Parsi family suggest that you were capable of doing it––was it difficult?
A: To start with, you have only talked of one half of my family.
Q: I was going to talk about the other half in the second part.
A: So when you say the genteel half, I don’t know whether it’s only the genteel half that is in my genes.
Q: But it wasn’t the Wadia part surely?
A: Probably not, in the sense that to stand up, I think, came substantially from other genes which are quite controversial at the moment, but the issue was standing up and that is what happened. Historically, whether you agree with it or disagree. So I suppose some genetic transfer took place.
Q: So do you recognize Jinnah genes in you?
A: 100%.
Q: In what way? What do you think you inherited from there?
A: One inherits the genes of ones’ family, both sides of the family.
Q: I would say, having know your father that what you have inherited from him is essentially honesty, integrity, belief in loyalty, decency and his charitable disposition––the sense that you have to do things for the community that you had greater responsibilities than just making money, that half is clear. The other half what do you inherit from the other side?
A: Also integrity.
Q: I said integrity?
A: The other side is integrity.
Q: Really, explain that? He is a controversial figure so tell me what you think?
A: Integrity is a cause of controversy very often because a man sticks to his beliefs and even Jinnah’s worst enemy would say he was the man of highest integrity. Intellectual and financial, of course, there was no issue. He made his own money; he did not have any opportunity to lack integrity. He was a self -made man, and apart from that he earned every cent that he had. So there was no integrity issue there but intellectual integrity nobody ever denied. He didn’t say one thing and do another. He did what he said what he was going to do.
Q: He was also a fighter. Is that where you got it from?
A: Partly may be. I think so because my father was a much softer, a gentler person.
Q: Jinnah was a tough guy. He was a fighter. He was the guy who never let go.
A: Yes he stuck to what he believed and he pursued it. You can agree with what he pursued, you can disagree with what he pursued––that’s the debate at the moment for which people are paying the price.
Q: When you see this debate happening, many of the people involved are actually very close friends of yours; Jaswant Singh, it is no secret, is a close friend of yours.
A: Yes a very close friend.
Q: LK Advani who is perhaps somewhere in the middle, Arun Jaitley who is clearly on the other side––all these people are your friends. How does it feel looking at it because it is really your grandfather they are discussing?
A: I don’t know how to put this, but in the case of Jaswant Singh he wrote a book. I don’t think anybody has a right to say that he doesn’t have a right to write a book. I don’t think anybody can condemn him for having done so. They can disagree with what he said. They can challenge what he said but I have read the book, not in totality, and when I read the book I certainly didn’t find anything offensive in what he said about Patel. To my mind that’s a total fiction which was created to meet an exigency and to justify an action.
Q: You don’t think that’s why they got rid of him. You think it was an excuse after the event?
A: There are six references to Vallabhai and all six references are on six pages out of 600 and not one of those references is offensive. On the contrary, it actually sympathizes and empathizes with him.
Q: But actually they began by saying that they were expelling him because he supported Jinnah. The Patel issue was an afterthought perhaps.
A: I don’t know what happened there but I am disappointed because Advani’s statement on Jinnah, to which he stuck and for which he very sadly paid a price and which hurt him, frankly what Jaswant Singh said was less. If you ask me what Advani said was great deal stronger than what Jaswant Singh said.
Q: So why are there double standards?
A: That you must ask them. How can I answer that?
Q: Mr. Advani is one of your oldest friends. You have known him for some 30–40 years?
A: Yes.
Q: How does it feel when you see him in this situation?
A: Sad, very sad.
Q: I obviously don’t know him as well as you do but I somehow imagine that he would have come out if not in favour of Jaswant Singh at least at personal level may be made some attempt to reach out. Instead he seems to have retreated into a shell.
A: I cannot understand that. I haven’t spoken to him but frankly it is out of character for him. I am a little surprised and I don’t know why but one day when I meet him, I’ll certainly ask him.
Q: On the subject of Jaswant Singh. One suggestion in the BJP’s put about is that you actually financed the book, that you made Jaswant Singh do it to glorify your grandfather. Is that accurate?
A: Using intemperate language on television is not actually allowed otherwise I would really say something on that. That’s nonsense. Absolute nonsense, I mean a man is going to spend five years writing a book for Nusli Wadia––what has Nusli Wadia got to do with Jaswant Singh? We are friends. You and I are friends, so tomorrow if you write a piece in Hindustan Times or you write on something, you wrote recently on the Ambanis, therefore did I influence you? Did I fund you? I didn’t even know you had written the thing.
I knew Jaswant Singh was writing a book on Jinnah simply because he asked me only that if I had any papers or anything which I could lay my hands on, and frankly, I didn’t. I was four-years old when my grandfather left. All his papers are in Pakistan, etc. and he accessed everything from wherever the libraries were or the authorities were and that’s it. Finance him? Why would he need my financing? He has a publisher.
Q: And why would you need someone to glorify Jinnah?
A: Frankly, my grandfather is my grandfather––that’s not going to change. The fact that I am proud of him is not going to change. I don’t need Jaswant Singh to write a certificate for him. I don’t think he needs a certificate. So where is the issue of my funding Jaswant Singh?
Q: But you are aware of this sort of thing has been said?
A: No I didn’t know people had said that I funded it.
Q: (a) People have said you’ve funded it (b) that you put him up to it because you were close to him.
A: I never put him upto it. In fact, he never discussed it with me until I believe because he mentioned to me look I have got a manuscript which I have written on your grandfather and if you have any photographs, etc. I would be grateful for the help that you could give me. He never met my mother, never discussed with my mother. Never interviewed her and never discussed with me. He never interviewed me on Jinnah––nothing. It is total fiction, and unfortunately, it is actually to try and kill the credibility of his book and it doesn’t succeed.
Q: They have certainly killed his political career haven’t they?
A: I don’t know anybody’s political career ever gets killed.
Q: You’ve seen the BJP up-close. It used to be said when the BJP was in power, you were the only man who could walk in and out of Advani’s house and Vajpayee’s house and talk frankly to both of them. Do you recognise the party that’s done this?
A: The fact is that I grew up in a sense––and that’s a contradiction. Now if was to try and get the book done written by Jaswant Singh––hypothetically––why would I need to do that when I had already got friends in the BJP and what will I try to accomplish. Now tomorrow you would say Advani made these statements. Now was I in Karachi with Advani? I, therefore, sponsored his trip to Pakistan for him to make these statements––these are all nonsense. I think we shouldn’t really bother to respond to this. But coming to the other question which you asked, I got to know Vajpayee and Advani through Nanaji and I am talking about 1966. Now from 1966 to 2000 approximately when you know people obviously you have met them and when you ability to meet them and talk with them, have dinner with them, interact with them in all the years they’re out of power––why does power change that? It doesn’t and it shouldn’t, at least, I hope. And so my relationship just continued as it was.
Q: So given that you knew them so well, are you surprised by the way the BJP has behaved?
A: I am surprised yes. I am very surprised, I am saddened and appalled.
Q: That strongly?
A: Yes I am appalled.
Q: Have you spoken to Jaswant Singh since he has been expelled?
A: Very many times. He is a friend of mine.
Q: And have you spoken to Mr. Advani since?
A: No.
Q: He is also a friend of yours.
A: He is a friend of mine, but I don’t what to say to him because this is a decision which I am not able to fathom and I haven’t been to Delhi and I don’t want to communicate to Mr. Advani on the phone it wouldn’t be proper on an issue like this. But when I get an opportunity I will certainly be very curious to know what happened and why it happened because I think it is very unfair.
Q: We talked in the first segment over the Jinnah controversy which has been much in the news. Another controversy in the news is the Ambani brothers. I know that the Ambanis for you is water under the bridge. That many of the old enmities have been buried but could you have ever seen a day when something like this would happen?
A: Frankly, I have been candid with you but I don’t want to get into that subject and it is simply because it is not my business. It is something which is happening within a family, between two brothers, I am in no position to judge who is right or wrong. I can only say one thing that it has been my case always that people should not profit at the cost at the state. I haven’t changed that position and so to me the right outcome would be that the state is not the victim of profiteering.
Q: That’s already a position.
A: It is not a position because I am not then judging them. It doesn’t matter to me who it is––whether it is A or B or C. It is a general statement. That’s has been my issue for a long time and that’s one of things I always believed. People should make good profit, good returns, etc., but if you manage the system, whoever you are and profiting from that, that I think is something which I don’t subscribe to.
Q: What about your case because you’re in a sense similar situation to your father? What advice would you give them? Do you think things are going to get worse?
A: If they get worse or better is not the issue. What’s the issue that we are Indians and it is our job if we want to live in a society which we belong to which we do and partake in that. We take the benefit of it, we get the fruits of it, we’re children of India and India has been our home and it has been very kind and good to us. We are very fortunate people. Compared the most of our people in this country, we are very fortunate. There are millions and millions of starving people; we are very lucky. So if we are lucky we owe it to try and change things that improves not only, there are lot and I am not quantificating, but actually improve the climate in which people live and work and do something which makes a difference. Unfortunately, I haven’t been able to make much of a difference.
Q: What would you have like to have done?
A: Certainly, seen that things moved in a direction of decisions coming on merit. On the involvement and interference of the government not being what it is, corruption certainly going down. It is a very sad day when one reads in a newspaper the Prime Minister getting the CBI go catch the big fish. Now what does that tell us? Prime Minister of India saying it go and catch the big fish. Where is the big fish? They are not very far from where he is. So he saying do that––that’s his frustration.
Q: And he is an honest man.
A: Very honest man. I think India is extremely lucky to have him.
Q: And yet we cannot seem to have even with such honest people in charge. Nothing seems to make a difference?
A: I don’t know may be even the system seems to be overwhelmed. It just seems to overwhelm. Others have tried to break the system and they got overwhelmed.
Q: I said at the beginning that you once took on the Government of India and the Government of India fought you and it became a very bitter battle. I know, and you have spoken about this, it is shortly before Rajiv Gandhi died you went and saw him and you had a long chat, I know this because he mentioned it to me. Were many of the differences resolved?
A: There were no differences. I will tell you one thing when I said to you others tried to beat the system and the system overwhelmed. I think he was one of them. I think he was a man of integrity and an honest man the system did not allow him to function. And I felt very sad, he tried very hard and then the difference that came about between us where not differences between us they were concoctions and fabrications which were done by people and that created a sort of psychosis which then led everybody to talk him up into saying you are threatened and he is attacking you and which I wasn’t. I tried at that time very hard to get in touch with him and I was not allowed to get in touch with him by the people who were around him. So when everything was over and the temperature had come down and Rajiv was no longer in power when we talked, we actually talked like that whole thing was an aberration.
Q: Apparently you spent much of the night together, you went over and you just chatted and chatted?
A: We chatted till about 5 am in the morning and it actually was like the whole thing was an aberration and I really regret those two–three years were lost as a relationship.
Q: And by the time you actually resolved it, it was too late?
A: There was nothing to resolve, it was a conversation with him––why, what happened, what went wrong? And I said, I think we both got taken for a ride and there were no differences between us. There were really none, it was just that people created that, and unfortunately, one thing led to another and then it went out of control.
Q: Both Rajiv and you lost out as a consequence?
A: Absolutely, there were no winners in that and both were losers.
Q: People have often asked why you don’t join politics––you have pretty much achieved what you set out to. People said, and I don’t mean to be unkind, especially when the Ambani were on the ascendance, Nusli Wadia is really not up to the job and he cannot run a company, etc. You since proved that that was not true, you made huge success of many other businesses even with Bombay Dyeing, the land redevelopment, etc. You are a very successful businessman today is there anything left to achieve in business?
A: No, I have not been anywhere as successful as many of my peers because they have grown much faster than me.
Q: But you have been as successful as you wanted to be?
A: Business doesn’t excite me that much. I am not a die hard businessman, unfortunately, it’s really not what gets my adrenalin going.
Q: So why not politics?
A: Yes, but I don’t know but politics, I don’t know where I would go. When I say where I would go means not ambitious wise, I don’t know what I could subscribe to.
Q: The BJP?
A: No, I subscribe to many things and I still do and there is no question about that but I cannot subscribe to many things and the question is how you weigh it, what do you do?
Q: So you are saying there is nowhere to go?
A: It’s a dichotomy in my mind. I would like to do something but at the same time I don’t know where to manifest that desire. And I don’t think I will be a very good politician?
Q: I think you will be a brilliant politician; there are all those Jinnah genes in you?
A: No because I am too blunt and too straightforward. I will say as it is whether you like it or not and sometimes that is quite costly to do that and I don’t think in politics it works. It doesn’t always work in business but in politics it works even less.
Q: So we don’t know where you are going to go at the moment?
A: And at my age?
Q: You aren’t that old honestly?
A: Getting on.
In part, it describes his lineage, his heritage but it also describes the state of mind. In many ways, Wadias are part of a generation that should actually have been out of the picture as Indian industry has changed and Nusli Wadia has been through very tough times but he stuck it out and he has prospered.
In this heart-to-heart with Vir Sanghvi on his CNBC-TV18 show Tycoons With Vir Sanghi, the veteran speaks on issues his life has always been synonymous with: the legendary battle with Dhirubhai Ambani; his grandfather, the founder of Pakistan, Mohammad Ali Jinnah and the recent controversy relating to the Jaswant Singh book.
Below is a verbatim transcript of the exclusive interview with Nusli Wadia on CNBC-TV18. Also watch the accompanying video.
Q: I began talking about generational change, it is no secret now. Around the time you really entered the business your father was on the verge of selling out to the Goenkas; you fought him. You said you were going to stay on, you said your future was in India, you are going to make a go of things even though he thought India was changing for honest and decent people to do business. Looking back, after all these years, do you have any regrets?
A: No regret on the decision. The regret is that in some ways my father was prophetic. Prophetic not on the business environment or the opportunity or India being a great country, and we are Indians and we should be here and we have stayed-on is no issue. I am 100% sure that is the decision I took there and I will take for the rest of my life. I will never leave here. However, when he said it would become very difficult to do for honest people, the answer is yes, that he was right about. In fact if you ask me candidly, it’s worse than he would have imagined.
Q: Explain that.
A: With liberalization one thought the involvement of government and the activity of government in business would diminish––it hasn’t. It has increased because the richer opportunities in business are still controlled by government and when they control them that is where it starts.
Q: It is no secret that in the 1980s, particularly, you went through a very bad patch when there was almost a sense that government was ranged against you. If I remember correctly, they even tried to deport you and claimed you weren’t an Indian––at that stage were there any regrets?
A: No, not at all. There the issue was I did not agree with what was happening and as a citizen I was expressing my own view. Ramnathji and I worked together, and frankly the issue was that Ramnathji took on the establishment and I was part of that activity and I have no regrets for it.
Q: But you are probably the only businessman I know who the government has tried to deport, whose business rivals have tried to kill him, who has virtually the entire Government of India against him, who has fought back and taken on the Government of India. Nothing into your background born into this nice genteel Parsi family suggest that you were capable of doing it––was it difficult?
A: To start with, you have only talked of one half of my family.
Q: I was going to talk about the other half in the second part.
A: So when you say the genteel half, I don’t know whether it’s only the genteel half that is in my genes.
Q: But it wasn’t the Wadia part surely?
A: Probably not, in the sense that to stand up, I think, came substantially from other genes which are quite controversial at the moment, but the issue was standing up and that is what happened. Historically, whether you agree with it or disagree. So I suppose some genetic transfer took place.
Q: So do you recognize Jinnah genes in you?
A: 100%.
Q: In what way? What do you think you inherited from there?
A: One inherits the genes of ones’ family, both sides of the family.
Q: I would say, having know your father that what you have inherited from him is essentially honesty, integrity, belief in loyalty, decency and his charitable disposition––the sense that you have to do things for the community that you had greater responsibilities than just making money, that half is clear. The other half what do you inherit from the other side?
A: Also integrity.
Q: I said integrity?
A: The other side is integrity.
Q: Really, explain that? He is a controversial figure so tell me what you think?
A: Integrity is a cause of controversy very often because a man sticks to his beliefs and even Jinnah’s worst enemy would say he was the man of highest integrity. Intellectual and financial, of course, there was no issue. He made his own money; he did not have any opportunity to lack integrity. He was a self -made man, and apart from that he earned every cent that he had. So there was no integrity issue there but intellectual integrity nobody ever denied. He didn’t say one thing and do another. He did what he said what he was going to do.
Q: He was also a fighter. Is that where you got it from?
A: Partly may be. I think so because my father was a much softer, a gentler person.
Q: Jinnah was a tough guy. He was a fighter. He was the guy who never let go.
A: Yes he stuck to what he believed and he pursued it. You can agree with what he pursued, you can disagree with what he pursued––that’s the debate at the moment for which people are paying the price.
Q: When you see this debate happening, many of the people involved are actually very close friends of yours; Jaswant Singh, it is no secret, is a close friend of yours.
A: Yes a very close friend.
Q: LK Advani who is perhaps somewhere in the middle, Arun Jaitley who is clearly on the other side––all these people are your friends. How does it feel looking at it because it is really your grandfather they are discussing?
A: I don’t know how to put this, but in the case of Jaswant Singh he wrote a book. I don’t think anybody has a right to say that he doesn’t have a right to write a book. I don’t think anybody can condemn him for having done so. They can disagree with what he said. They can challenge what he said but I have read the book, not in totality, and when I read the book I certainly didn’t find anything offensive in what he said about Patel. To my mind that’s a total fiction which was created to meet an exigency and to justify an action.
Q: You don’t think that’s why they got rid of him. You think it was an excuse after the event?
A: There are six references to Vallabhai and all six references are on six pages out of 600 and not one of those references is offensive. On the contrary, it actually sympathizes and empathizes with him.
Q: But actually they began by saying that they were expelling him because he supported Jinnah. The Patel issue was an afterthought perhaps.
A: I don’t know what happened there but I am disappointed because Advani’s statement on Jinnah, to which he stuck and for which he very sadly paid a price and which hurt him, frankly what Jaswant Singh said was less. If you ask me what Advani said was great deal stronger than what Jaswant Singh said.
Q: So why are there double standards?
A: That you must ask them. How can I answer that?
Q: Mr. Advani is one of your oldest friends. You have known him for some 30–40 years?
A: Yes.
Q: How does it feel when you see him in this situation?
A: Sad, very sad.
Q: I obviously don’t know him as well as you do but I somehow imagine that he would have come out if not in favour of Jaswant Singh at least at personal level may be made some attempt to reach out. Instead he seems to have retreated into a shell.
A: I cannot understand that. I haven’t spoken to him but frankly it is out of character for him. I am a little surprised and I don’t know why but one day when I meet him, I’ll certainly ask him.
Q: On the subject of Jaswant Singh. One suggestion in the BJP’s put about is that you actually financed the book, that you made Jaswant Singh do it to glorify your grandfather. Is that accurate?
A: Using intemperate language on television is not actually allowed otherwise I would really say something on that. That’s nonsense. Absolute nonsense, I mean a man is going to spend five years writing a book for Nusli Wadia––what has Nusli Wadia got to do with Jaswant Singh? We are friends. You and I are friends, so tomorrow if you write a piece in Hindustan Times or you write on something, you wrote recently on the Ambanis, therefore did I influence you? Did I fund you? I didn’t even know you had written the thing.
I knew Jaswant Singh was writing a book on Jinnah simply because he asked me only that if I had any papers or anything which I could lay my hands on, and frankly, I didn’t. I was four-years old when my grandfather left. All his papers are in Pakistan, etc. and he accessed everything from wherever the libraries were or the authorities were and that’s it. Finance him? Why would he need my financing? He has a publisher.
Q: And why would you need someone to glorify Jinnah?
A: Frankly, my grandfather is my grandfather––that’s not going to change. The fact that I am proud of him is not going to change. I don’t need Jaswant Singh to write a certificate for him. I don’t think he needs a certificate. So where is the issue of my funding Jaswant Singh?
Q: But you are aware of this sort of thing has been said?
A: No I didn’t know people had said that I funded it.
Q: (a) People have said you’ve funded it (b) that you put him up to it because you were close to him.
A: I never put him upto it. In fact, he never discussed it with me until I believe because he mentioned to me look I have got a manuscript which I have written on your grandfather and if you have any photographs, etc. I would be grateful for the help that you could give me. He never met my mother, never discussed with my mother. Never interviewed her and never discussed with me. He never interviewed me on Jinnah––nothing. It is total fiction, and unfortunately, it is actually to try and kill the credibility of his book and it doesn’t succeed.
Q: They have certainly killed his political career haven’t they?
A: I don’t know anybody’s political career ever gets killed.
Q: You’ve seen the BJP up-close. It used to be said when the BJP was in power, you were the only man who could walk in and out of Advani’s house and Vajpayee’s house and talk frankly to both of them. Do you recognise the party that’s done this?
A: The fact is that I grew up in a sense––and that’s a contradiction. Now if was to try and get the book done written by Jaswant Singh––hypothetically––why would I need to do that when I had already got friends in the BJP and what will I try to accomplish. Now tomorrow you would say Advani made these statements. Now was I in Karachi with Advani? I, therefore, sponsored his trip to Pakistan for him to make these statements––these are all nonsense. I think we shouldn’t really bother to respond to this. But coming to the other question which you asked, I got to know Vajpayee and Advani through Nanaji and I am talking about 1966. Now from 1966 to 2000 approximately when you know people obviously you have met them and when you ability to meet them and talk with them, have dinner with them, interact with them in all the years they’re out of power––why does power change that? It doesn’t and it shouldn’t, at least, I hope. And so my relationship just continued as it was.
Q: So given that you knew them so well, are you surprised by the way the BJP has behaved?
A: I am surprised yes. I am very surprised, I am saddened and appalled.
Q: That strongly?
A: Yes I am appalled.
Q: Have you spoken to Jaswant Singh since he has been expelled?
A: Very many times. He is a friend of mine.
Q: And have you spoken to Mr. Advani since?
A: No.
Q: He is also a friend of yours.
A: He is a friend of mine, but I don’t what to say to him because this is a decision which I am not able to fathom and I haven’t been to Delhi and I don’t want to communicate to Mr. Advani on the phone it wouldn’t be proper on an issue like this. But when I get an opportunity I will certainly be very curious to know what happened and why it happened because I think it is very unfair.
Q: We talked in the first segment over the Jinnah controversy which has been much in the news. Another controversy in the news is the Ambani brothers. I know that the Ambanis for you is water under the bridge. That many of the old enmities have been buried but could you have ever seen a day when something like this would happen?
A: Frankly, I have been candid with you but I don’t want to get into that subject and it is simply because it is not my business. It is something which is happening within a family, between two brothers, I am in no position to judge who is right or wrong. I can only say one thing that it has been my case always that people should not profit at the cost at the state. I haven’t changed that position and so to me the right outcome would be that the state is not the victim of profiteering.
Q: That’s already a position.
A: It is not a position because I am not then judging them. It doesn’t matter to me who it is––whether it is A or B or C. It is a general statement. That’s has been my issue for a long time and that’s one of things I always believed. People should make good profit, good returns, etc., but if you manage the system, whoever you are and profiting from that, that I think is something which I don’t subscribe to.
Q: What about your case because you’re in a sense similar situation to your father? What advice would you give them? Do you think things are going to get worse?
A: If they get worse or better is not the issue. What’s the issue that we are Indians and it is our job if we want to live in a society which we belong to which we do and partake in that. We take the benefit of it, we get the fruits of it, we’re children of India and India has been our home and it has been very kind and good to us. We are very fortunate people. Compared the most of our people in this country, we are very fortunate. There are millions and millions of starving people; we are very lucky. So if we are lucky we owe it to try and change things that improves not only, there are lot and I am not quantificating, but actually improve the climate in which people live and work and do something which makes a difference. Unfortunately, I haven’t been able to make much of a difference.
Q: What would you have like to have done?
A: Certainly, seen that things moved in a direction of decisions coming on merit. On the involvement and interference of the government not being what it is, corruption certainly going down. It is a very sad day when one reads in a newspaper the Prime Minister getting the CBI go catch the big fish. Now what does that tell us? Prime Minister of India saying it go and catch the big fish. Where is the big fish? They are not very far from where he is. So he saying do that––that’s his frustration.
Q: And he is an honest man.
A: Very honest man. I think India is extremely lucky to have him.
Q: And yet we cannot seem to have even with such honest people in charge. Nothing seems to make a difference?
A: I don’t know may be even the system seems to be overwhelmed. It just seems to overwhelm. Others have tried to break the system and they got overwhelmed.
Q: I said at the beginning that you once took on the Government of India and the Government of India fought you and it became a very bitter battle. I know, and you have spoken about this, it is shortly before Rajiv Gandhi died you went and saw him and you had a long chat, I know this because he mentioned it to me. Were many of the differences resolved?
A: There were no differences. I will tell you one thing when I said to you others tried to beat the system and the system overwhelmed. I think he was one of them. I think he was a man of integrity and an honest man the system did not allow him to function. And I felt very sad, he tried very hard and then the difference that came about between us where not differences between us they were concoctions and fabrications which were done by people and that created a sort of psychosis which then led everybody to talk him up into saying you are threatened and he is attacking you and which I wasn’t. I tried at that time very hard to get in touch with him and I was not allowed to get in touch with him by the people who were around him. So when everything was over and the temperature had come down and Rajiv was no longer in power when we talked, we actually talked like that whole thing was an aberration.
Q: Apparently you spent much of the night together, you went over and you just chatted and chatted?
A: We chatted till about 5 am in the morning and it actually was like the whole thing was an aberration and I really regret those two–three years were lost as a relationship.
Q: And by the time you actually resolved it, it was too late?
A: There was nothing to resolve, it was a conversation with him––why, what happened, what went wrong? And I said, I think we both got taken for a ride and there were no differences between us. There were really none, it was just that people created that, and unfortunately, one thing led to another and then it went out of control.
Q: Both Rajiv and you lost out as a consequence?
A: Absolutely, there were no winners in that and both were losers.
Q: People have often asked why you don’t join politics––you have pretty much achieved what you set out to. People said, and I don’t mean to be unkind, especially when the Ambani were on the ascendance, Nusli Wadia is really not up to the job and he cannot run a company, etc. You since proved that that was not true, you made huge success of many other businesses even with Bombay Dyeing, the land redevelopment, etc. You are a very successful businessman today is there anything left to achieve in business?
A: No, I have not been anywhere as successful as many of my peers because they have grown much faster than me.
Q: But you have been as successful as you wanted to be?
A: Business doesn’t excite me that much. I am not a die hard businessman, unfortunately, it’s really not what gets my adrenalin going.
Q: So why not politics?
A: Yes, but I don’t know but politics, I don’t know where I would go. When I say where I would go means not ambitious wise, I don’t know what I could subscribe to.
Q: The BJP?
A: No, I subscribe to many things and I still do and there is no question about that but I cannot subscribe to many things and the question is how you weigh it, what do you do?
Q: So you are saying there is nowhere to go?
A: It’s a dichotomy in my mind. I would like to do something but at the same time I don’t know where to manifest that desire. And I don’t think I will be a very good politician?
Q: I think you will be a brilliant politician; there are all those Jinnah genes in you?
A: No because I am too blunt and too straightforward. I will say as it is whether you like it or not and sometimes that is quite costly to do that and I don’t think in politics it works. It doesn’t always work in business but in politics it works even less.
Q: So we don’t know where you are going to go at the moment?
A: And at my age?
Q: You aren’t that old honestly?
A: Getting on.
Friday, October 30, 2009
Tycoon Percussion Launches Internship Program
Featuring the tone, craftsmanship and playability that today’s leading artists have come to demand from super high-end world percussion - and come to expect from Tycoon Percussion - the renowned company is proud to introduce the latest addition to its Signature Series line of conga drums: the “Heritage” model. Signature “Heritage” Series congas are available in 10", 11", 11 ¾" and 12 ½" sizes and all the drums are custom-crafted from ecologically grown and harvested Siam Oak. The wood is hand-selected and aged to provide exceptional durability and an unmatched sound that is recommended for any style of music. Like all drums in Tycoon’s respected Signature Series line, the “Heritage” model combines the traditional 30” height with a characteristic extra-wide belly designed to project deep bass tones without sacrificing fullness or power.
Standard equipment on the new Heritage congas includes:
• Triple steel bands to accentuate the traditional appearance of the drums while providing increased structural support.
Tycoon Percussion Launches Internship Program
TYCOON PERCUSSION LAUNCHES INTERN PROGRAM TO PROVIDE
HANDS-ON EXPERIENCE FOR MUSIC BUSINESS STUDENTS.
Following the successful “graduation” of their first-ever intern, Western Illinois University Music Business major Tony Lapsansky, this past summer, Tycoon Percussion has announced plans to continue the program by establishing a series of four-month intern positions beginning in January, 2010. The Tycoon intern program is intended to provide advanced college students with hands-on experience in the business side of the music business— covering the important parts of today’s business world, including sales, marketing, artist relations, research and development, finance, warehouse/inventory management, website management, and more.
“I would not be where I am today if I had not had been given the opportunity to do an internship at P.A.S. (Percussive Arts Society) in 1993,” states David Kelley, current Vice President of Tycoon Percussion who studied, played and taught drums before joining the sales and marketing departments of major companies such as Yamaha, Sabian and Mountain Rhythm. “Working as an intern allowed me to develop a network of contacts and gave me a variety of career choices within the percussion industry.”
Like Kelley, many of today’s leading drum industry executives began their careers as musicians and entrepreneurs and most had to make the transition without a business background or formal education in the field. As the drum business has expanded in size and sophistication over the last few decades, the growing availability of college degrees in Music Business has given music students a higher level of training and a wider range of career options. Internship positions have also improved the talent pool by bridging the gap between classroom training and on-the-job training in real-world situations with experienced mentors and advisors.
“During these challenging economic times many companies unfortunately cut back on these kinds of programs,” comments Lapsansky. “Tycoon Percussion views these internship opportunities as a smart and important investment towards creating well-rounded, better-trained business people for the percussion industry. From an intern’s perspective, I can say that the position provided an experience that definitely helped me develop my skills and refine my goals.”
Tycoon Percussion is currently accepting applications for its 2010 intern positions. The program is open to upper-level undergrads and post-graduate students. Interested applicants are invited to send their resumés along with a letter listing their background, qualifications and career goals to internship@tycoonpercussion.com. Perspective interns will be contacted and interviewed by phone or in person at the PAS International Convention (PASIC) in Indianapolis, Indiana from November 11-14, 2009.
• Rich, dark-brown traditional hand-rubbed finish.
• Genuine, premium-grade calfskin heads that provide superior sound and feel in both studio and live playing situations.
• Brushed chrome Classic Pro™ hoops, die-cast handle and reinforced side plates with large (5/16?) diameter tuning rods.
• Individual basket stands included free of charge (USA only).
Standard equipment on the new Heritage congas includes:
• Triple steel bands to accentuate the traditional appearance of the drums while providing increased structural support.
Tycoon Percussion Launches Internship Program
TYCOON PERCUSSION LAUNCHES INTERN PROGRAM TO PROVIDE
HANDS-ON EXPERIENCE FOR MUSIC BUSINESS STUDENTS.
Following the successful “graduation” of their first-ever intern, Western Illinois University Music Business major Tony Lapsansky, this past summer, Tycoon Percussion has announced plans to continue the program by establishing a series of four-month intern positions beginning in January, 2010. The Tycoon intern program is intended to provide advanced college students with hands-on experience in the business side of the music business— covering the important parts of today’s business world, including sales, marketing, artist relations, research and development, finance, warehouse/inventory management, website management, and more.
“I would not be where I am today if I had not had been given the opportunity to do an internship at P.A.S. (Percussive Arts Society) in 1993,” states David Kelley, current Vice President of Tycoon Percussion who studied, played and taught drums before joining the sales and marketing departments of major companies such as Yamaha, Sabian and Mountain Rhythm. “Working as an intern allowed me to develop a network of contacts and gave me a variety of career choices within the percussion industry.”
Like Kelley, many of today’s leading drum industry executives began their careers as musicians and entrepreneurs and most had to make the transition without a business background or formal education in the field. As the drum business has expanded in size and sophistication over the last few decades, the growing availability of college degrees in Music Business has given music students a higher level of training and a wider range of career options. Internship positions have also improved the talent pool by bridging the gap between classroom training and on-the-job training in real-world situations with experienced mentors and advisors.
“During these challenging economic times many companies unfortunately cut back on these kinds of programs,” comments Lapsansky. “Tycoon Percussion views these internship opportunities as a smart and important investment towards creating well-rounded, better-trained business people for the percussion industry. From an intern’s perspective, I can say that the position provided an experience that definitely helped me develop my skills and refine my goals.”
Tycoon Percussion is currently accepting applications for its 2010 intern positions. The program is open to upper-level undergrads and post-graduate students. Interested applicants are invited to send their resumés along with a letter listing their background, qualifications and career goals to internship@tycoonpercussion.com. Perspective interns will be contacted and interviewed by phone or in person at the PAS International Convention (PASIC) in Indianapolis, Indiana from November 11-14, 2009.
• Rich, dark-brown traditional hand-rubbed finish.
• Genuine, premium-grade calfskin heads that provide superior sound and feel in both studio and live playing situations.
• Brushed chrome Classic Pro™ hoops, die-cast handle and reinforced side plates with large (5/16?) diameter tuning rods.
• Individual basket stands included free of charge (USA only).
Tycoon Percussion Expands Distribution in Europe and Asia
Tycoon Percussion Expands Distribution in Europe and Asia
Tycoon Percussion is proud to announce the addition of Audio Partner and China Supermusic to its portfolio of top distributors worldwide. Audio Partner will represent the leading percussion company in Slovakia and Hungary, while China Supermusic is now Tycoon's partner for Greater China.
Leading up to NAMM 2009, these two territories had been a big focus for the company to improve its distribution efforts, and with these two new partners, the company is confident that the issue has been resolved. "We are very happy to welcome Audio Partner and China Supermusic to the Tycoon family of worldwide distributors" says President Stephen Yu. "We have high hopes for both new partners, and with the right support, we believe that they will be very successful with the Tycoon li
Tycoon Percussion is proud to announce the addition of Audio Partner and China Supermusic to its portfolio of top distributors worldwide. Audio Partner will represent the leading percussion company in Slovakia and Hungary, while China Supermusic is now Tycoon's partner for Greater China.
Leading up to NAMM 2009, these two territories had been a big focus for the company to improve its distribution efforts, and with these two new partners, the company is confident that the issue has been resolved. "We are very happy to welcome Audio Partner and China Supermusic to the Tycoon family of worldwide distributors" says President Stephen Yu. "We have high hopes for both new partners, and with the right support, we believe that they will be very successful with the Tycoon li
Thursday, October 29, 2009
Network Marketing ,Business Consultant
Importance of Teamwork in the Workplace
Let us discuss the benefits of teamwork in the workplace. The benefits of teamwork prove that teamwork is important in the workplace.
Fast Learning
You tend to learn things at a faster rate, if you are working with a team. The experiences and the knowledge of the older team members help you to grasp new concepts quickly. At the same time it proves to be an additional bonus for you as you avoid mistakes at work.
Workload Distribution
Working in a team has an advantage of the workload getting distributed amongst all the team members. With work properly distributed, you can concentrate on a single activity till the time you gain expertise in it and you do not feel stressed out due to work.
Building Bonds
Continuous interaction with the team members, working with them for the whole day, having your meals with them, sharing joys and sorrows helps in building a bond of friendship and unity between each other. Some of them turn to be friends for a life time.
Healthy Competition
Just think of a situation where people are competing with each other and trying to excel better than the other. At the same time they are helping and assisting each other in work related as well as personal difficulties and problems. Wouldn't that be a great sight! Well this is possible when you work as a team, as everyone is emotionally bonded to each other.
Exploring Creativity
While working in a team you will never be alone, you will always have some or the other person to suggest you good things. Suggestions and advice can help you in generating new ideas and bring out the creativity in you.
Job Satisfaction
Teamwork is one of the most important reasons for employee job satisfaction. This is because working in a team improves employee performance as well as makes the work enjoyable for them. This is also conducive to employee motivation.
Increased Speed of Work
With many people handling a single project and doing the assigned work properly, the overall work speed increases and your team can complete the project well within the given time frame.
The above mentioned benefits of teamwork were team specific. But teamwork is even beneficial at the organizational level. Effective teamwork in the workplace benefits the organization by increasing the individual productivity which is important in order to achieve the targets and fulfill commitments. Also, teamwork decreases the non productive hours, which therefore increases productivity and ensures maximum utilization of manpower. This is the reason why companies are promoting teamwork in the workplace.
You have just seen teamwork in the workplace can benefit you as an individual, as a team as well as an organization. For some people it might be a bit difficult to adjust to a group environment, but I am sure, they will gradually start loving to work as a team. As they will see themselves developing as employees as well as human beings!
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Reader's comments(3)
1:yes it shuld be...
Posted by: Manorama Devi - 24th Oct 2009
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2:All teams are groups of individuals but not all groups of individuals necessarily demonstrate the cohesiveness of a team. Teams outperform individuals because teams generate a special energy. This energy develops as team members work together fusing their personal energies and talents to deliver tangible performance results.
Thank's for the Info & keep posting such Informative Blogs.
Let us discuss the benefits of teamwork in the workplace. The benefits of teamwork prove that teamwork is important in the workplace.
Fast Learning
You tend to learn things at a faster rate, if you are working with a team. The experiences and the knowledge of the older team members help you to grasp new concepts quickly. At the same time it proves to be an additional bonus for you as you avoid mistakes at work.
Workload Distribution
Working in a team has an advantage of the workload getting distributed amongst all the team members. With work properly distributed, you can concentrate on a single activity till the time you gain expertise in it and you do not feel stressed out due to work.
Building Bonds
Continuous interaction with the team members, working with them for the whole day, having your meals with them, sharing joys and sorrows helps in building a bond of friendship and unity between each other. Some of them turn to be friends for a life time.
Healthy Competition
Just think of a situation where people are competing with each other and trying to excel better than the other. At the same time they are helping and assisting each other in work related as well as personal difficulties and problems. Wouldn't that be a great sight! Well this is possible when you work as a team, as everyone is emotionally bonded to each other.
Exploring Creativity
While working in a team you will never be alone, you will always have some or the other person to suggest you good things. Suggestions and advice can help you in generating new ideas and bring out the creativity in you.
Job Satisfaction
Teamwork is one of the most important reasons for employee job satisfaction. This is because working in a team improves employee performance as well as makes the work enjoyable for them. This is also conducive to employee motivation.
Increased Speed of Work
With many people handling a single project and doing the assigned work properly, the overall work speed increases and your team can complete the project well within the given time frame.
The above mentioned benefits of teamwork were team specific. But teamwork is even beneficial at the organizational level. Effective teamwork in the workplace benefits the organization by increasing the individual productivity which is important in order to achieve the targets and fulfill commitments. Also, teamwork decreases the non productive hours, which therefore increases productivity and ensures maximum utilization of manpower. This is the reason why companies are promoting teamwork in the workplace.
You have just seen teamwork in the workplace can benefit you as an individual, as a team as well as an organization. For some people it might be a bit difficult to adjust to a group environment, but I am sure, they will gradually start loving to work as a team. As they will see themselves developing as employees as well as human beings!
Write your comment now
*Email: *Password:
Don't have SiliconIndia account? Sign up Forgot your password? Reset
Cancel
Reader's comments(3)
1:yes it shuld be...
Posted by: Manorama Devi - 24th Oct 2009
Reply
Email: Password:
Don't have SiliconIndia account? Sign up Forgot your password? Reset
Cancel
2:All teams are groups of individuals but not all groups of individuals necessarily demonstrate the cohesiveness of a team. Teams outperform individuals because teams generate a special energy. This energy develops as team members work together fusing their personal energies and talents to deliver tangible performance results.
Thank's for the Info & keep posting such Informative Blogs.
Monday, October 26, 2009
Here's your chance to make it big in the Big Apple... New York City, the city that never sleeps! Go for broke building your own Manhattan empire, creating and customizing over 100 types of major businesses: run a hot nightclub, oversee a media conglomerate, open a lucrative Broadway theater - the choices are endless.
As your success grows, so will your reputation - you'll be the toast of Manhattan, with the city at your feet.
With world-renowned landmarks, true-to-life neighborhoods, and spectacular New York City events, you're constantly in the thick of the action, becoming a major mogul in America's most exciting metropolis. High-profile industries, real-world brands, and a bustling 24-hour city give every player the chance to make it big.
Over 100 Manhattan business opportunities including:
Running a nightclub
Putting on a Central Park concert
Owning the city's hottest new restaurant
Creating cutting-edge fashion businesses
Organizing the Thanksgiving Day Parade
Building skyscrapers as part of your dream New York City skyline
Upgrade businesses with hundreds of improvements - increase the beauty, capacity and appeal of storefronts to attract greater crowds and drive profits
Create and customize original businesses with successful chain locations across the city
Place buildings anywhere to create your own version of New York City
Experience the reactions of thousands of New Yorkers, each with individual traits and tastes
Develop world-famous Manhattan neighborhoods, each with its own authentic cultural flavor
Operating System: Windows 98SE/Me/2000/XP
Processor: Intel Pentium 4 1.8 GHz or AMD Athlon XP™ +1900 or higher
RAM: 256 MB RAM
Hard Drive: TBD
CD/DVD-ROM Drive: 8X CD-Rom or faster
Video: 64 MB Hardware T&L-compatible video card
Sound: DirectX® version 9.0c-compatible sound card
DirectX®: DirectX® version 9.0c (included) or high
dheeraj katiyar
PGDM 1st SEM.(2009-2011)
As your success grows, so will your reputation - you'll be the toast of Manhattan, with the city at your feet.
With world-renowned landmarks, true-to-life neighborhoods, and spectacular New York City events, you're constantly in the thick of the action, becoming a major mogul in America's most exciting metropolis. High-profile industries, real-world brands, and a bustling 24-hour city give every player the chance to make it big.
Over 100 Manhattan business opportunities including:
Running a nightclub
Putting on a Central Park concert
Owning the city's hottest new restaurant
Creating cutting-edge fashion businesses
Organizing the Thanksgiving Day Parade
Building skyscrapers as part of your dream New York City skyline
Upgrade businesses with hundreds of improvements - increase the beauty, capacity and appeal of storefronts to attract greater crowds and drive profits
Create and customize original businesses with successful chain locations across the city
Place buildings anywhere to create your own version of New York City
Experience the reactions of thousands of New Yorkers, each with individual traits and tastes
Develop world-famous Manhattan neighborhoods, each with its own authentic cultural flavor
Operating System: Windows 98SE/Me/2000/XP
Processor: Intel Pentium 4 1.8 GHz or AMD Athlon XP™ +1900 or higher
RAM: 256 MB RAM
Hard Drive: TBD
CD/DVD-ROM Drive: 8X CD-Rom or faster
Video: 64 MB Hardware T&L-compatible video card
Sound: DirectX® version 9.0c-compatible sound card
DirectX®: DirectX® version 9.0c (included) or high
dheeraj katiyar
PGDM 1st SEM.(2009-2011)
Friday, October 23, 2009
Biography: Mark Hurd
Biography: Mark Hurd
Chairman of the Board, Chief Executive Officer and President, Hewlett-Packard Company
Mark Hurd has been chief executive officer and president of HP and a member of the company’s board of directors since early 2005. In September 2006, he was named chairman of the board.
With the goal of establishing HP as the world’s leading information technology company, Hurd has sharpened HP’s strategic focus and concentrated its R&D investments on three long-term growth opportunities: next-generation enterprise data center architecture and services; technologies for always connected, always personal mobile experiences; and a broad transition from analog to digital imaging and printing across the consumer, commercial and industrial markets.
At the same time, Hurd has improved HP’s operating efficiency and execution as well as its financial performance and customer focus. The result has been increasing growth and profitability, greater value for shareholders and customers, and a stronger competitive position in global IT markets.
Prior to joining HP, Hurd spent 25 years at NCR Corp., where he held a variety of management, operations, and sales and marketing roles that culminated in his two-year tenure as chief executive officer and president. His leadership was marked by successful efforts to improve operations, bolster the position of NCR’s product line and build a strong executive team.
Hurd is a member of the Technology CEO Council, a coalition of chairmen and chief executive officers of IT companies, which develops and advocates public policy positions on technology and trade issues.
He earned a bachelor’s degree in business administration in 1979 from Baylor University.
Chairman of the Board, Chief Executive Officer and President, Hewlett-Packard Company
Mark Hurd has been chief executive officer and president of HP and a member of the company’s board of directors since early 2005. In September 2006, he was named chairman of the board.
With the goal of establishing HP as the world’s leading information technology company, Hurd has sharpened HP’s strategic focus and concentrated its R&D investments on three long-term growth opportunities: next-generation enterprise data center architecture and services; technologies for always connected, always personal mobile experiences; and a broad transition from analog to digital imaging and printing across the consumer, commercial and industrial markets.
At the same time, Hurd has improved HP’s operating efficiency and execution as well as its financial performance and customer focus. The result has been increasing growth and profitability, greater value for shareholders and customers, and a stronger competitive position in global IT markets.
Prior to joining HP, Hurd spent 25 years at NCR Corp., where he held a variety of management, operations, and sales and marketing roles that culminated in his two-year tenure as chief executive officer and president. His leadership was marked by successful efforts to improve operations, bolster the position of NCR’s product line and build a strong executive team.
Hurd is a member of the Technology CEO Council, a coalition of chairmen and chief executive officers of IT companies, which develops and advocates public policy positions on technology and trade issues.
He earned a bachelor’s degree in business administration in 1979 from Baylor University.
Monday, October 12, 2009
Nobel Prize winner for Chemistry
Nobel Prize winner for Chemistry
Professor Venkatraman Ramakrishnan, who won the 2009 Nobel Prize in Chemistry, speaks to rediff.com's Suman Guha Mozumder.
Venkatraman Ramakrishnan, who was named for the 2009 Nobel Prize in Chemistry this week, has been building towards this moment from childhood on.
His passion for science and research has been so consuming that he gladly took a massive pay cut to move from the all-paid-for lab at the University of Utah to comparatively tiny quarters at the MRC Laboratory of Molecular Biology in Cambridge, England [ Images ], simply so he could pursue his dream.
'Venki cared more about the science,' remarked Dana Carroll, professor and former chair of biochemistry at the University of Utah where Venkatraman's prize-winning work began between 1995 and 1999.
He is the fourth scientist of Indian origin to win a Nobel Prize after Sir C V Raman (Physics, 1983) Har Gobind Khorana, (Medicine, 1968) and Subramaniam Chandrashekhar (Physics, 1983)respectively.
Born in Chidambaram, Tamil Nadu, to scientist parents C B Ramakrishnan and Rajalakshmi, 'Venki' moved to the United States in the early 1970s to earn a PhD in physics. Since then the scientist, who is a United States citizen, has in a career studded with high honours pushed the frontiers of knowledge back with an almost messianic zeal.
It's all about loving research enough to make it your life mission, the newly-minted Nobel Laureate tells rediff.com's Suman Guha Mozumder:
What is the one aspect of your life and work that earned you the Nobel Prize?
I do not think I can answer that in one line. There are so many factors, so many developments, experiences, you know, that all come together at a time like this.
Soon after you were named for the Nobel, you said you were indebted to others for the work that you have done. Could you name these people?
I had great teachers in high school and the universities, and I had Professor Peter Moore who was my post-doctorate mentor at Yale. He was the person who introduced me to the ribosome.
If I really have to mention one single person, it would be Peter Moore at Yale.
Even during my undergraduate studies in India, I had a number of excellent teachers in my high school. There was P C Patel, who was my mathematics and physics teacher, and he was one among a number of excellent teachers during my undergraduate and graduate studies in India. There are too many to name, but certainly they all had a hand in preparing me for this moment.
How about Harry Noller, whose earlier work confirmed that the key elements of ribosome are made of RNA?
Yes, Harry Noller is a great ribosome scientist. He influenced many people indirectly, but I did not work for him.
How does your work on ribosomes translate into actual practice? How will it open up new areas in medical science, and aid in improving the health of mankind?
Well, if they are able to design new antibiotics based on ribosome structure, that would be very valuable (to fight) infectious diseases. I think a fundamental understanding of biology, that impacts in so many indirect ways is important.
I think you have to realise that if you improve fundamental knowledge, then indirectly you create all sorts of technology. Already, for instance, people are using these structures for new types of proteins.
Your peers say you put research ahead of all other priorities. Where did this passion come from?
I have been interested in science since I was 15. My parents were scientists too. So perhaps I grew up in an atmosphere of science -- maybe that is the reason.
What has changed in the years since your post-doctoral work that made it possible to expose the structure of the ribosome?
One of the big things was the development of technology -- like powerful X-rays, synchrotron X-ray detectors, faster computers, better computer graphics.
How much credit would you give to India and your background there for achieving what you have?
I think it would have been difficult to pursue my research had I remained in India, because of the lack of synchrotrons (which produce huge amounts of X-rays, allowing for X-ray photography to be done using small amounts of crystallised proteins). But having said that, I think the research situation in India has improved tremendously in the last 20 years.
I think there are not many problems now in terms of research being done in India -- it is only a matter of people wanting to do it. Also, there is now quite a lot of money for research in India. Of course there is need for more, and it should be more widespread -- that is, directed towards basic science.
Are you saying that since you left India, things have improved for researchers in your field?
I think doing research on ribosomes will still be difficult, to be honest, because of the large use of synchrotron X-ray sources. Currently there are no suitable synchrotron X-ray sources in India. In fact, my Indian colleagues who use that technique have to travel to France [ Images ] or Japan [ Images ], and that makes it much more difficult.
Every person of Indian origin who has won a Nobel in science has done his work outside the country. So what ails India?
I do not think this has to do with facilities. It has to do with supporting basic science; broadly, educating people well in undergraduate studies and having a culture of respect for science.
For instance, when I was an undergraduate student in India I had got admission to medical school as well, but I chose to go to for undergraduate studies in physics. And you know what, people thought that I was crazy to miss out on medical school.
If we do not change that attitude, then it is not going to produce great science.
If all bright people go for medical schools, engineering or management studies, then where are the bright people left to do science? So there is a need for cultural change.
Do you see, among the talented people still working in India, any potential Nobel winners?
I only know my own field, and cannot possibly comment in general. I sometimes hear about C N R Rao for instance (as a potential Nobel candidate). But I do not know the field he works in (solid state and structural chemistry).
Professor Venkatraman Ramakrishnan, who won the 2009 Nobel Prize in Chemistry, speaks to rediff.com's Suman Guha Mozumder.
Venkatraman Ramakrishnan, who was named for the 2009 Nobel Prize in Chemistry this week, has been building towards this moment from childhood on.
His passion for science and research has been so consuming that he gladly took a massive pay cut to move from the all-paid-for lab at the University of Utah to comparatively tiny quarters at the MRC Laboratory of Molecular Biology in Cambridge, England [ Images ], simply so he could pursue his dream.
'Venki cared more about the science,' remarked Dana Carroll, professor and former chair of biochemistry at the University of Utah where Venkatraman's prize-winning work began between 1995 and 1999.
He is the fourth scientist of Indian origin to win a Nobel Prize after Sir C V Raman (Physics, 1983) Har Gobind Khorana, (Medicine, 1968) and Subramaniam Chandrashekhar (Physics, 1983)respectively.
Born in Chidambaram, Tamil Nadu, to scientist parents C B Ramakrishnan and Rajalakshmi, 'Venki' moved to the United States in the early 1970s to earn a PhD in physics. Since then the scientist, who is a United States citizen, has in a career studded with high honours pushed the frontiers of knowledge back with an almost messianic zeal.
It's all about loving research enough to make it your life mission, the newly-minted Nobel Laureate tells rediff.com's Suman Guha Mozumder:
What is the one aspect of your life and work that earned you the Nobel Prize?
I do not think I can answer that in one line. There are so many factors, so many developments, experiences, you know, that all come together at a time like this.
Soon after you were named for the Nobel, you said you were indebted to others for the work that you have done. Could you name these people?
I had great teachers in high school and the universities, and I had Professor Peter Moore who was my post-doctorate mentor at Yale. He was the person who introduced me to the ribosome.
If I really have to mention one single person, it would be Peter Moore at Yale.
Even during my undergraduate studies in India, I had a number of excellent teachers in my high school. There was P C Patel, who was my mathematics and physics teacher, and he was one among a number of excellent teachers during my undergraduate and graduate studies in India. There are too many to name, but certainly they all had a hand in preparing me for this moment.
How about Harry Noller, whose earlier work confirmed that the key elements of ribosome are made of RNA?
Yes, Harry Noller is a great ribosome scientist. He influenced many people indirectly, but I did not work for him.
How does your work on ribosomes translate into actual practice? How will it open up new areas in medical science, and aid in improving the health of mankind?
Well, if they are able to design new antibiotics based on ribosome structure, that would be very valuable (to fight) infectious diseases. I think a fundamental understanding of biology, that impacts in so many indirect ways is important.
I think you have to realise that if you improve fundamental knowledge, then indirectly you create all sorts of technology. Already, for instance, people are using these structures for new types of proteins.
Your peers say you put research ahead of all other priorities. Where did this passion come from?
I have been interested in science since I was 15. My parents were scientists too. So perhaps I grew up in an atmosphere of science -- maybe that is the reason.
What has changed in the years since your post-doctoral work that made it possible to expose the structure of the ribosome?
One of the big things was the development of technology -- like powerful X-rays, synchrotron X-ray detectors, faster computers, better computer graphics.
How much credit would you give to India and your background there for achieving what you have?
I think it would have been difficult to pursue my research had I remained in India, because of the lack of synchrotrons (which produce huge amounts of X-rays, allowing for X-ray photography to be done using small amounts of crystallised proteins). But having said that, I think the research situation in India has improved tremendously in the last 20 years.
I think there are not many problems now in terms of research being done in India -- it is only a matter of people wanting to do it. Also, there is now quite a lot of money for research in India. Of course there is need for more, and it should be more widespread -- that is, directed towards basic science.
Are you saying that since you left India, things have improved for researchers in your field?
I think doing research on ribosomes will still be difficult, to be honest, because of the large use of synchrotron X-ray sources. Currently there are no suitable synchrotron X-ray sources in India. In fact, my Indian colleagues who use that technique have to travel to France [ Images ] or Japan [ Images ], and that makes it much more difficult.
Every person of Indian origin who has won a Nobel in science has done his work outside the country. So what ails India?
I do not think this has to do with facilities. It has to do with supporting basic science; broadly, educating people well in undergraduate studies and having a culture of respect for science.
For instance, when I was an undergraduate student in India I had got admission to medical school as well, but I chose to go to for undergraduate studies in physics. And you know what, people thought that I was crazy to miss out on medical school.
If we do not change that attitude, then it is not going to produce great science.
If all bright people go for medical schools, engineering or management studies, then where are the bright people left to do science? So there is a need for cultural change.
Do you see, among the talented people still working in India, any potential Nobel winners?
I only know my own field, and cannot possibly comment in general. I sometimes hear about C N R Rao for instance (as a potential Nobel candidate). But I do not know the field he works in (solid state and structural chemistry).
Nobel Prize winner for Chemistry
Nobel Prize winner for Chemistry
Professor Venkatraman Ramakrishnan, who won the 2009 Nobel Prize in Chemistry, speaks to rediff.com's Suman Guha Mozumder.
Venkatraman Ramakrishnan, who was named for the 2009 Nobel Prize in Chemistry this week, has been building towards this moment from childhood on.
His passion for science and research has been so consuming that he gladly took a massive pay cut to move from the all-paid-for lab at the University of Utah to comparatively tiny quarters at the MRC Laboratory of Molecular Biology in Cambridge, England [ Images ], simply so he could pursue his dream.
'Venki cared more about the science,' remarked Dana Carroll, professor and former chair of biochemistry at the University of Utah where Venkatraman's prize-winning work began between 1995 and 1999.
He is the fourth scientist of Indian origin to win a Nobel Prize after Sir C V Raman (Physics, 1983) Har Gobind Khorana, (Medicine, 1968) and Subramaniam Chandrashekhar (Physics, 1983)respectively.
Born in Chidambaram, Tamil Nadu, to scientist parents C B Ramakrishnan and Rajalakshmi, 'Venki' moved to the United States in the early 1970s to earn a PhD in physics. Since then the scientist, who is a United States citizen, has in a career studded with high honours pushed the frontiers of knowledge back with an almost messianic zeal.
It's all about loving research enough to make it your life mission, the newly-minted Nobel Laureate tells rediff.com's Suman Guha Mozumder:
What is the one aspect of your life and work that earned you the Nobel Prize?
I do not think I can answer that in one line. There are so many factors, so many developments, experiences, you know, that all come together at a time like this.
Soon after you were named for the Nobel, you said you were indebted to others for the work that you have done. Could you name these people?
I had great teachers in high school and the universities, and I had Professor Peter Moore who was my post-doctorate mentor at Yale. He was the person who introduced me to the ribosome.
If I really have to mention one single person, it would be Peter Moore at Yale.
Even during my undergraduate studies in India, I had a number of excellent teachers in my high school. There was P C Patel, who was my mathematics and physics teacher, and he was one among a number of excellent teachers during my undergraduate and graduate studies in India. There are too many to name, but certainly they all had a hand in preparing me for this moment.
How about Harry Noller, whose earlier work confirmed that the key elements of ribosome are made of RNA?
Yes, Harry Noller is a great ribosome scientist. He influenced many people indirectly, but I did not work for him.
How does your work on ribosomes translate into actual practice? How will it open up new areas in medical science, and aid in improving the health of mankind?
Well, if they are able to design new antibiotics based on ribosome structure, that would be very valuable (to fight) infectious diseases. I think a fundamental understanding of biology, that impacts in so many indirect ways is important.
I think you have to realise that if you improve fundamental knowledge, then indirectly you create all sorts of technology. Already, for instance, people are using these structures for new types of proteins.
Your peers say you put research ahead of all other priorities. Where did this passion come from?
I have been interested in science since I was 15. My parents were scientists too. So perhaps I grew up in an atmosphere of science -- maybe that is the reason.
What has changed in the years since your post-doctoral work that made it possible to expose the structure of the ribosome?
One of the big things was the development of technology -- like powerful X-rays, synchrotron X-ray detectors, faster computers, better computer graphics.
How much credit would you give to India and your background there for achieving what you have?
I think it would have been difficult to pursue my research had I remained in India, because of the lack of synchrotrons (which produce huge amounts of X-rays, allowing for X-ray photography to be done using small amounts of crystallised proteins). But having said that, I think the research situation in India has improved tremendously in the last 20 years.
I think there are not many problems now in terms of research being done in India -- it is only a matter of people wanting to do it. Also, there is now quite a lot of money for research in India. Of course there is need for more, and it should be more widespread -- that is, directed towards basic science.
Are you saying that since you left India, things have improved for researchers in your field?
I think doing research on ribosomes will still be difficult, to be honest, because of the large use of synchrotron X-ray sources. Currently there are no suitable synchrotron X-ray sources in India. In fact, my Indian colleagues who use that technique have to travel to France [ Images ] or Japan [ Images ], and that makes it much more difficult.
Every person of Indian origin who has won a Nobel in science has done his work outside the country. So what ails India?
I do not think this has to do with facilities. It has to do with supporting basic science; broadly, educating people well in undergraduate studies and having a culture of respect for science.
For instance, when I was an undergraduate student in India I had got admission to medical school as well, but I chose to go to for undergraduate studies in physics. And you know what, people thought that I was crazy to miss out on medical school.
If we do not change that attitude, then it is not going to produce great science.
If all bright people go for medical schools, engineering or management studies, then where are the bright people left to do science? So there is a need for cultural change.
Do you see, among the talented people still working in India, any potential Nobel winners?
I only know my own field, and cannot possibly comment in general. I sometimes hear about C N R Rao for instance (as a potential Nobel candidate). But I do not know the field he works in (solid state and structural chemistry).
Professor Venkatraman Ramakrishnan, who won the 2009 Nobel Prize in Chemistry, speaks to rediff.com's Suman Guha Mozumder.
Venkatraman Ramakrishnan, who was named for the 2009 Nobel Prize in Chemistry this week, has been building towards this moment from childhood on.
His passion for science and research has been so consuming that he gladly took a massive pay cut to move from the all-paid-for lab at the University of Utah to comparatively tiny quarters at the MRC Laboratory of Molecular Biology in Cambridge, England [ Images ], simply so he could pursue his dream.
'Venki cared more about the science,' remarked Dana Carroll, professor and former chair of biochemistry at the University of Utah where Venkatraman's prize-winning work began between 1995 and 1999.
He is the fourth scientist of Indian origin to win a Nobel Prize after Sir C V Raman (Physics, 1983) Har Gobind Khorana, (Medicine, 1968) and Subramaniam Chandrashekhar (Physics, 1983)respectively.
Born in Chidambaram, Tamil Nadu, to scientist parents C B Ramakrishnan and Rajalakshmi, 'Venki' moved to the United States in the early 1970s to earn a PhD in physics. Since then the scientist, who is a United States citizen, has in a career studded with high honours pushed the frontiers of knowledge back with an almost messianic zeal.
It's all about loving research enough to make it your life mission, the newly-minted Nobel Laureate tells rediff.com's Suman Guha Mozumder:
What is the one aspect of your life and work that earned you the Nobel Prize?
I do not think I can answer that in one line. There are so many factors, so many developments, experiences, you know, that all come together at a time like this.
Soon after you were named for the Nobel, you said you were indebted to others for the work that you have done. Could you name these people?
I had great teachers in high school and the universities, and I had Professor Peter Moore who was my post-doctorate mentor at Yale. He was the person who introduced me to the ribosome.
If I really have to mention one single person, it would be Peter Moore at Yale.
Even during my undergraduate studies in India, I had a number of excellent teachers in my high school. There was P C Patel, who was my mathematics and physics teacher, and he was one among a number of excellent teachers during my undergraduate and graduate studies in India. There are too many to name, but certainly they all had a hand in preparing me for this moment.
How about Harry Noller, whose earlier work confirmed that the key elements of ribosome are made of RNA?
Yes, Harry Noller is a great ribosome scientist. He influenced many people indirectly, but I did not work for him.
How does your work on ribosomes translate into actual practice? How will it open up new areas in medical science, and aid in improving the health of mankind?
Well, if they are able to design new antibiotics based on ribosome structure, that would be very valuable (to fight) infectious diseases. I think a fundamental understanding of biology, that impacts in so many indirect ways is important.
I think you have to realise that if you improve fundamental knowledge, then indirectly you create all sorts of technology. Already, for instance, people are using these structures for new types of proteins.
Your peers say you put research ahead of all other priorities. Where did this passion come from?
I have been interested in science since I was 15. My parents were scientists too. So perhaps I grew up in an atmosphere of science -- maybe that is the reason.
What has changed in the years since your post-doctoral work that made it possible to expose the structure of the ribosome?
One of the big things was the development of technology -- like powerful X-rays, synchrotron X-ray detectors, faster computers, better computer graphics.
How much credit would you give to India and your background there for achieving what you have?
I think it would have been difficult to pursue my research had I remained in India, because of the lack of synchrotrons (which produce huge amounts of X-rays, allowing for X-ray photography to be done using small amounts of crystallised proteins). But having said that, I think the research situation in India has improved tremendously in the last 20 years.
I think there are not many problems now in terms of research being done in India -- it is only a matter of people wanting to do it. Also, there is now quite a lot of money for research in India. Of course there is need for more, and it should be more widespread -- that is, directed towards basic science.
Are you saying that since you left India, things have improved for researchers in your field?
I think doing research on ribosomes will still be difficult, to be honest, because of the large use of synchrotron X-ray sources. Currently there are no suitable synchrotron X-ray sources in India. In fact, my Indian colleagues who use that technique have to travel to France [ Images ] or Japan [ Images ], and that makes it much more difficult.
Every person of Indian origin who has won a Nobel in science has done his work outside the country. So what ails India?
I do not think this has to do with facilities. It has to do with supporting basic science; broadly, educating people well in undergraduate studies and having a culture of respect for science.
For instance, when I was an undergraduate student in India I had got admission to medical school as well, but I chose to go to for undergraduate studies in physics. And you know what, people thought that I was crazy to miss out on medical school.
If we do not change that attitude, then it is not going to produce great science.
If all bright people go for medical schools, engineering or management studies, then where are the bright people left to do science? So there is a need for cultural change.
Do you see, among the talented people still working in India, any potential Nobel winners?
I only know my own field, and cannot possibly comment in general. I sometimes hear about C N R Rao for instance (as a potential Nobel candidate). But I do not know the field he works in (solid state and structural chemistry).
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