Target - Ind-Barath Power Infra - 18% acquired by Citi, Sequoia Capital for 471 Cr
Target - UBS India Service Centre - 100% acquired by Cognizant Tech Soln for 340 Cr
Target - Godrej Properties - Milestone Real Estate Fund - for 110 Cr
Monday, November 16, 2009
Thursday, November 12, 2009
Valuations
Infosys buys BPO McCamish
McCamish, an Insurance focused BPO with 39 clients had an revenue of $38 million.
Infosys paid $38 million in cash for the deal, valuing the BPO business at 1 time the revenues
There is also an earn out component which will depend on McCamish performance for next two years
McCamish, an Insurance focused BPO with 39 clients had an revenue of $38 million.
Infosys paid $38 million in cash for the deal, valuing the BPO business at 1 time the revenues
There is also an earn out component which will depend on McCamish performance for next two years
Q1)
“Human nature will not flourish, any more than a potato, if it be planted and replanted, for too long a series of generations, in the same worn-out soil. My children have had other birthplaces, and, so far as their fortunes may be within my control, shall strike their roots into _________ _____.”
A1) Unaccustomed Earth ( Jhumpa Lahiri's recent book)
“Human nature will not flourish, any more than a potato, if it be planted and replanted, for too long a series of generations, in the same worn-out soil. My children have had other birthplaces, and, so far as their fortunes may be within my control, shall strike their roots into _________ _____.”
A1) Unaccustomed Earth ( Jhumpa Lahiri's recent book)
Thursday, August 27, 2009
Banking Quizes
Q1)
This bank was started in 1815, with the purpose of providing for widows, sisters and other female relatives of fund holders so that they would not be plunged into poverty on the death of the fund holder during and after Napoleonic wars.
Today its a part of Lloyds Banking Group.
A1) Scottish Widows
This bank was started in 1815, with the purpose of providing for widows, sisters and other female relatives of fund holders so that they would not be plunged into poverty on the death of the fund holder during and after Napoleonic wars.
Today its a part of Lloyds Banking Group.
A1) Scottish Widows
Thursday, August 20, 2009
Ask Three Questions to Clarify Expectations
Leave it to a comedian to invert perceptions of the leader-follower dynamic.
Jon Stewart recently asked chief White House economic adviser Austan Goolsbee "Is [the President] going to impeach us?" After all, Stewart mused, might the unpopularity of the President's health care reform be due to people's failure to follow rather than the President's ability to lead? While Stewart, as host of Comedy Central's The Daily Show, was being funny, there is truth in his comments about the leader-follower relationship; both sides have roles to play.
Leaders must work hard to explain their initiatives and create conditions for people to succeed when they implement them. But equally so, followers need to work to fulfill their responsibilities to the organization that pays them. While the majority of employees do pull their weight, we all have seen examples of employees simply clocking time.
While such behavior is never acceptable, it is even less acceptable when times are trying, as they are now. So leaders need to exert their management skills to engage employees and set clear expectations. Here are three questions managers can ask to ensure that employees follow through on their responsibilities.
1. Do people know what is expected of them? Too often we assume people know their jobs. People may know the specifics, but often lack knowledge about how what they do helps the entire organization. For example, if an employee works in accounting, she needs to know how vital her job is to the efficacy of the company. Her attentiveness, as well as that of her colleagues, is essential to the company's ability to profit. People need to be told, and reminded, of the importance of their work.
2. Do employees know what they can expect from you? It is important to let employees know that you as their manager are available to them. How you define "available" may vary from employee to employee. For new hires, you might be more teacher than boss. For veterans, you will play the coaching role. For the team, you will be the supplier of resources as well as their champion.
3. Do employees know what is expected of each other? While managers need to make certain employees are doing what is asked of them, employees must also do their part to coordinate with each other. Whether a self-managed team makes its own assignments or a manager makes the assignments, what matters most is that employees know who does what so work can be completed in a timely and responsible fashion.
Pushing for employee responsibility is not an excuse for roughshod management. If managers expect their employees to be accountable, then they must set the right example. These leaders need to handle tough issues, volunteer for tough assignments, and go the extra mile to help the organization succeed.
Jon Stewart recently asked chief White House economic adviser Austan Goolsbee "Is [the President] going to impeach us?" After all, Stewart mused, might the unpopularity of the President's health care reform be due to people's failure to follow rather than the President's ability to lead? While Stewart, as host of Comedy Central's The Daily Show, was being funny, there is truth in his comments about the leader-follower relationship; both sides have roles to play.
Leaders must work hard to explain their initiatives and create conditions for people to succeed when they implement them. But equally so, followers need to work to fulfill their responsibilities to the organization that pays them. While the majority of employees do pull their weight, we all have seen examples of employees simply clocking time.
While such behavior is never acceptable, it is even less acceptable when times are trying, as they are now. So leaders need to exert their management skills to engage employees and set clear expectations. Here are three questions managers can ask to ensure that employees follow through on their responsibilities.
1. Do people know what is expected of them? Too often we assume people know their jobs. People may know the specifics, but often lack knowledge about how what they do helps the entire organization. For example, if an employee works in accounting, she needs to know how vital her job is to the efficacy of the company. Her attentiveness, as well as that of her colleagues, is essential to the company's ability to profit. People need to be told, and reminded, of the importance of their work.
2. Do employees know what they can expect from you? It is important to let employees know that you as their manager are available to them. How you define "available" may vary from employee to employee. For new hires, you might be more teacher than boss. For veterans, you will play the coaching role. For the team, you will be the supplier of resources as well as their champion.
3. Do employees know what is expected of each other? While managers need to make certain employees are doing what is asked of them, employees must also do their part to coordinate with each other. Whether a self-managed team makes its own assignments or a manager makes the assignments, what matters most is that employees know who does what so work can be completed in a timely and responsible fashion.
Pushing for employee responsibility is not an excuse for roughshod management. If managers expect their employees to be accountable, then they must set the right example. These leaders need to handle tough issues, volunteer for tough assignments, and go the extra mile to help the organization succeed.
Wednesday, July 29, 2009
I love to Move It
Q1) Connect (1), (2) and (3)
(1)
For he/she's a jolly good fellow, for he/she's a jolly good fellow
For he/she's a jolly good fellow (pause), which nobody can deny
Which nobody can deny, which nobody can deny
For he/she's a jolly good fellow, for he/she's a jolly good fellow
For he/she's a jolly good fellow (pause), which nobody can deny
(2)
Should Old Acquaintance be forgot,and never thought upon;
The flames of Love extinguished,and fully past and gone:
Is thy sweet Heart now grown so cold,that loving Breast of thine;
That thou canst never once reflecton Old long syne.
(3)
Happy Birthday to You
Happy Birthday to You
Happy Birthday Dear " "
Happy Birthday to You
(1)
For he/she's a jolly good fellow, for he/she's a jolly good fellow
For he/she's a jolly good fellow (pause), which nobody can deny
Which nobody can deny, which nobody can deny
For he/she's a jolly good fellow, for he/she's a jolly good fellow
For he/she's a jolly good fellow (pause), which nobody can deny
(2)
Should Old Acquaintance be forgot,and never thought upon;
The flames of Love extinguished,and fully past and gone:
Is thy sweet Heart now grown so cold,that loving Breast of thine;
That thou canst never once reflecton Old long syne.
(3)
Happy Birthday to You
Happy Birthday to You
Happy Birthday Dear " "
Happy Birthday to You
Coding the Decoded
Q1)
From the world of Business .... What is known by the code name " Weathering the Storm" and " Fit For The Future I and II"?
Q2)
From the world of M&A's, Connect the code names "Rome", "Madrid" and "Apollo"?
Q3)
Again from the world of M&A's. connect "Aprilla", "Suzuki" and " Moto Guzzi" code names?
Q4)
What was code named " Project England" and " Project Colour" in the world of M&A's?
Q5)
What was code named "Ruby taking over Diamond" in the world of M&A's?
From the world of Business .... What is known by the code name " Weathering the Storm" and " Fit For The Future I and II"?
Q2)
From the world of M&A's, Connect the code names "Rome", "Madrid" and "Apollo"?
Q3)
Again from the world of M&A's. connect "Aprilla", "Suzuki" and " Moto Guzzi" code names?
Q4)
What was code named " Project England" and " Project Colour" in the world of M&A's?
Q5)
What was code named "Ruby taking over Diamond" in the world of M&A's?
Tuesday, July 28, 2009
Legendery Blues
Q1) From the World of Ghost Stories... Identify the picture?
Q2) This is a fictional place described in the 1933 novel Lost Horizon by British author James Hilton. In the book, It is a mystical, harmonious valley, gently guided from a lamasery, enclosed in the western end of the Kunlun Mountains. This has become synonymous with any earthly paradise but particularly a mythical Himalayan utopia—a permanently happy land, isolated from the outside world. In the novel Lost Horizon, the people who live here are almost immortal, living years beyond the normal lifespan and only very slowly aging in appearance.
Today we also know this place as a chain of hotels at various locations. Identify the legend place?
Q3) Identify this legend which in English means "GOD GIFT"?
She rode naked on the streets of Coventry in England in order to gain a reduction of taxes imposed by her husband. The people who watched her riding would become blind or dead.
Q4) The Legend of a tribal chief who would cover himself with gold dust and would dive into a lake of pure water?
Q5)
Identify the legend?
Q6)
From the world of Greek mythology, Identify this man who played the Trojan horse trick on Troy and took 10 years to return home after the Trojan War?
Q7)
Identify this great legend?
Monday, July 27, 2009
Hire People Who Disagree with You
Emma Sky is a British is pacificist dedicated to getting the U.S. out of Iraq. In 2007 she also became a key aide to General Ray Ordierno, the operational commander of U.S. forces. "People always thought we were funny," she tells Thomas Ricks in his book, The Gamble, "this huge man (Ordierno is 6'5) and this tiny British woman who went everywhere with him." Sky represented a civilian sensibility and voiced oppositional views that she felt senior officers needed to hear. Ordierno once referred to Sky has "my insurgent."
Credit Ordierno, as Ricks does, for realizing that he needed someone who could be "his opposite" (Sky's words). In this instance, Ordierno was following the example of his boss, General David Petraeus, who surrounded himself with an assortment of military and civilian aides. This "brain trust," as Ricks calls it, would provide him with the different perspectives so vital to running a counter-insurgency operation.
Leaders who solicit opinions from people who disagree with them are smart enough to realize that they do not have all the answers. Such leaders also must make it safe for others to disagree; otherwise the exercise is moot. Here are some things to consider when hiring for difference.
Look for character. From a leadership position, character is the willingness to do what is right for the team. Every team needs people who will stand up for their ideas. That requires backbone. Integrity and virtue are also essential, but what matters is not what you are, it is what you do . Character is leadership put to good purpose.
Look for strength of ideas. It is not enough to disagree; executives need alternate viewpoints that are based on facts as well as reason. Good ideas that are contrary to the boss's ideas must be carefully thought-out, supported by data, and argued from a viewpoint of doing what is best for stakeholders.
Look for ambition. When bringing on someone who disagrees with you, or at least is not afraid to do so, make sure they have an ambition to move up in the organization. They aren't just contrarian; they want to make a positive difference, and they're in it for the long haul.
Look at their track record. I have yet to see a recruitment advertisement that says, "Wanted: People to Disagree with Boss." So look for managers who have shepherded projects to positive ends when the odds were against them. For example, if they achieved something in the face of new competition, diminished resources, or even organizational change, these are indicators of an ability to think and act for themselves.
Hiring someone who is opposed to your ideas is not the same as hiring someone who is opposed to you. The former is a good thing; the latter is a threat. The latter will disrupt the team in order to achieve his personal ambitions at your expense. Such a person will cause more grief than glory — so keep him on a short leash or ask him to find work elsewhere. In any organization, the designated leader must have the final say in strategic decisions, otherwise the organization loses focus and direction.
Having a strong oppositional voice is the mark of good leadership. Rather than a sign of weakness, it demonstrates force of character and the ability to think and act strategically. More importantly, oppositional views can clarify the leader's own thinking, sometimes changing his mind, other times sharpening a course of action.
And while ultimately, the leader still has to make the final call, encouraging others to voice opposing views enables the organization to be more adaptable and more agile — and will help you make better decisions as a leader.
Credit Ordierno, as Ricks does, for realizing that he needed someone who could be "his opposite" (Sky's words). In this instance, Ordierno was following the example of his boss, General David Petraeus, who surrounded himself with an assortment of military and civilian aides. This "brain trust," as Ricks calls it, would provide him with the different perspectives so vital to running a counter-insurgency operation.
Leaders who solicit opinions from people who disagree with them are smart enough to realize that they do not have all the answers. Such leaders also must make it safe for others to disagree; otherwise the exercise is moot. Here are some things to consider when hiring for difference.
Look for character. From a leadership position, character is the willingness to do what is right for the team. Every team needs people who will stand up for their ideas. That requires backbone. Integrity and virtue are also essential, but what matters is not what you are, it is what you do . Character is leadership put to good purpose.
Look for strength of ideas. It is not enough to disagree; executives need alternate viewpoints that are based on facts as well as reason. Good ideas that are contrary to the boss's ideas must be carefully thought-out, supported by data, and argued from a viewpoint of doing what is best for stakeholders.
Look for ambition. When bringing on someone who disagrees with you, or at least is not afraid to do so, make sure they have an ambition to move up in the organization. They aren't just contrarian; they want to make a positive difference, and they're in it for the long haul.
Look at their track record. I have yet to see a recruitment advertisement that says, "Wanted: People to Disagree with Boss." So look for managers who have shepherded projects to positive ends when the odds were against them. For example, if they achieved something in the face of new competition, diminished resources, or even organizational change, these are indicators of an ability to think and act for themselves.
Hiring someone who is opposed to your ideas is not the same as hiring someone who is opposed to you. The former is a good thing; the latter is a threat. The latter will disrupt the team in order to achieve his personal ambitions at your expense. Such a person will cause more grief than glory — so keep him on a short leash or ask him to find work elsewhere. In any organization, the designated leader must have the final say in strategic decisions, otherwise the organization loses focus and direction.
Having a strong oppositional voice is the mark of good leadership. Rather than a sign of weakness, it demonstrates force of character and the ability to think and act strategically. More importantly, oppositional views can clarify the leader's own thinking, sometimes changing his mind, other times sharpening a course of action.
And while ultimately, the leader still has to make the final call, encouraging others to voice opposing views enables the organization to be more adaptable and more agile — and will help you make better decisions as a leader.
How Knowledge Can Hurt Innovation
A meeting I had recently with some folks at Gillette highlighted an important issue facing the would-be innovator — the "curse of knowledge."
Chip and Dan Heath described the curse of knowledge nicely in their 2007 book Made to Stick (highly recommended to all innovators). The basic problem: people who have deep knowledge about a topic sometimes assume other people have that same knowledge. That can lead to major missteps.
The brothers Heath bring this to life by describing a simple experiment run by a Stanford doctoral candidate in the early 1990s. The researcher gave subjects a list of popular songs like "Happy Birthday" and asked them to tap those songs out on a table. Another person had to guess the songs. The researcher asked the "tapper" to predict the percent of songs the "listener" would guess correctly.
The tappers — who could hear the song in their heads as they tapped — assumed that people would get 50 percent right. They actually got 2.5 percent right.
What does this mean for innovation? Managers who have spent their entire lives working in an industry often suffer from the curse of knowledge. They assume customers know more than they do. This curse can blind managers to opportunities and threats.
During my meeting at Gillette, one group member described how "of course" the last place you should shave is around your mouth. As I tend to shave my chin last, I asked him why.
"Well, that part of the face has the most nerve endings," he explained. "So you need to give more time for your shave prep [lotion or gel] to work."
As that was news to me, I wondered if I was alone in my naivety. So I launched a quick survey.
Twitter and Innosight friends and family produced about 100 responses in 24 hours. Turns out only about 30 percent of people claim to shave around the mouth last (the neck was the most popular choice).
Further, only about 25 percent of the people who shave around the mouth last said they did so in order to let their shave prep work or because the area is sensitive. Other answers (it was an open-ended question) ranged widely, with my favorite answer being, "Best for last?"
How do you break free from the curse of knowledge? Spending a lot of time with customers helps. The more you listen to what the customer says and doesn't say, the more you can make sure that your intuition is attuned to the customer's knowledge base. Recognizing the curse helps as well. Make a regular habit of asking questions such as, "Is this our view, or the view of our target customer?"
Finally, bring in outside voices who can ask the innocent questions that can expose the curse of knowledge.
The 2004 Boston Red Sox showed how curses can in fact be broken. Don't let your own knowledge blind you to threats and opportunities.
Chip and Dan Heath described the curse of knowledge nicely in their 2007 book Made to Stick (highly recommended to all innovators). The basic problem: people who have deep knowledge about a topic sometimes assume other people have that same knowledge. That can lead to major missteps.
The brothers Heath bring this to life by describing a simple experiment run by a Stanford doctoral candidate in the early 1990s. The researcher gave subjects a list of popular songs like "Happy Birthday" and asked them to tap those songs out on a table. Another person had to guess the songs. The researcher asked the "tapper" to predict the percent of songs the "listener" would guess correctly.
The tappers — who could hear the song in their heads as they tapped — assumed that people would get 50 percent right. They actually got 2.5 percent right.
What does this mean for innovation? Managers who have spent their entire lives working in an industry often suffer from the curse of knowledge. They assume customers know more than they do. This curse can blind managers to opportunities and threats.
During my meeting at Gillette, one group member described how "of course" the last place you should shave is around your mouth. As I tend to shave my chin last, I asked him why.
"Well, that part of the face has the most nerve endings," he explained. "So you need to give more time for your shave prep [lotion or gel] to work."
As that was news to me, I wondered if I was alone in my naivety. So I launched a quick survey.
Twitter and Innosight friends and family produced about 100 responses in 24 hours. Turns out only about 30 percent of people claim to shave around the mouth last (the neck was the most popular choice).
Further, only about 25 percent of the people who shave around the mouth last said they did so in order to let their shave prep work or because the area is sensitive. Other answers (it was an open-ended question) ranged widely, with my favorite answer being, "Best for last?"
How do you break free from the curse of knowledge? Spending a lot of time with customers helps. The more you listen to what the customer says and doesn't say, the more you can make sure that your intuition is attuned to the customer's knowledge base. Recognizing the curse helps as well. Make a regular habit of asking questions such as, "Is this our view, or the view of our target customer?"
Finally, bring in outside voices who can ask the innocent questions that can expose the curse of knowledge.
The 2004 Boston Red Sox showed how curses can in fact be broken. Don't let your own knowledge blind you to threats and opportunities.
Friday, July 24, 2009
Jai Ho Fund ( you got it right ... Slumdog Millionaire Jai Ho Fund)
An India-focussed hedge fund, which owes its name to this year’s Oscar winner for the best song, has garnered $11 million for buying Indian stocks which are ‘slumdogs’, but with potential to become ‘millionaires’.The money has been raised by ‘Helios India Jai Ho Fund’ named after the theme song of the movie ‘Slumdog Millionaire’ that scooped eight Academy Awards this year— and would be invested in the stocks that are like slumdogs of the market, but could gain significant value over time.The fund, launched by Singapore-based Helios Capital Management, seeks to replicate the storyline of worldwide box office hit, wherein the protagonist rises from Mumbai slums to become a millionaire after winning a television quiz show.According to a regulatory filing with the US Securities and Exchange Commission, the fund has already raised $11 million from 14 investors and plans to tap more investors. As per the filing, the minimum investment expected from an investor is 100,000 dollars and the offering is expected to last for more than one year.However, the capital raised so far is well below the targeted $50 million by the end of July. The fund is aiming to tap investors in the US, Europe and the Middle East.The managers of the fund are looking to invest in “Indian stocks that have recently got ‘Beaten Up and Cheap’ with strong long-term growth prospects”. The fund is not charging any performance fee for the first three years.Helios Capital was founded by Samir Arora, a fund manager and former Chief Investment Officer at Alliance Capital Mutual Fund, along with some of other Alliance Capital executives.Arora, who had been associated with Alliance Capital ever since its foray into Indian MF market in 1995, had become a sort of poster boy of Indian mutual fund industry.He resigned from Alliance in August 2003 to join mutual fund business of former Standard Chartered banker Rana Talwar-headed SabreCapital. Around the same time, market regulator SEBI barred Arora from dealing in the market for five years on charges including conflict of interest.This charge was related to Arora making a bid along with Henderson Global Investors for buying the fund house.In its order, SEBI said that when Alliance Capital planned to sell its stake in the asset management company, Arora tried to thwart the bidders to favour Henderson Global Investors and Henderson buying the fund would have resulted in a personal gain of nearly Rs 30 crore to Arora. However, the Securities Appellate Tribunal exonerated Arora of all charges, as it found nothing wrong with a fund manager making an offer to buy a fund. The fund house was sold to Birla Sun Life MF in late 2004.
Thursday, July 23, 2009
The Downsides of Branding
Recent efforts to put a brand on Nigeria to attract tourists remind me of how easy it is slap a label on something and hope that its uglier characteristics will go away. Long before the phrase "lipstick on a pig" became an election issue, I had warned of the dangers of putting "lipstick on a bulldog" - that is, making superficial cosmetic change in organizations rather than looking at the real underlying problems. The problem with putting lipstick on a bulldog is that it is hard to wrestle the bulldog to the ground long enough to do it and then doesn't change the nature of the beast.
(Just so that no one accuses me of being unfair to Nigeria and its new tourism brand image, let me say that crime-ridden, corrupt, oil-rich, poverty-ridden sub-Saharan nations - and I'm not saying Nigeria is one -- can be charming spots for calm, peaceful vacations.)
Brands are wonderful assets when they capture the essence of a product, service, or event succinctly, meaningfully, and with endurance over time. Consumer product companies have brand guardians to protect those conceptual assets. But when branding becomes a fad, it can reduce communication.
Political labels often resemble lipstick on a bulldog - cheery phrases trying to put a face full of makeup on something that requires deeper scrutiny and deeper change. Politicians float laws called defense of marriage intended to keep people from marrying, or use income security slogans for anti-tax bills when people would have less security without certain government programs. Enormous sums are sunk into branding campaigns for countries ("Cool Britannia"), states, and cities (Providence, Rhode Island, paid Midwestern marketers to come up with its "brand" as a creativity center).
(And just so that no one accuses me of being unfair to chief marketing officers, advertising agencies, or public information officials, let me say that sloganeering is an art, and inventing product jingles is one of my favorite games for long car rides with kids.)
George Orwell, the renowned British author of anti-fascist works, warned of the evils of lipstick-clad bulldogs that co-opt words and distort their meaning. In his book 1984, the war department was called "The Ministry of Peace," the watchdogs called "Big Brother," to make them sound protective rather than oppressive. Orwell was particularly outraged by euphemisms promoting mindless acceptance of atrocities. In his essay, "Politics and the English Language," he warned that since the label democracy is felt to be positive, the defenders of every kind of regime claim that it is a democracy and prefer not to have the term pinned down to any one meaning. He wrote: "Words of this kind are often used in a consciously dishonest way. That is, the person who uses them has his own private definition, but allows his hearer to think he means something quite different... The great enemy of clear language is insincerity."
Branding should start with an authenticity test. This is especially important in our overloaded digital world, which rewards breezy slogans. One-minute elevator pitches convey the essence of a business plan, people tweet in 140 characters, and PowerPoint-speak is a new language (all headlines, no verbs). These can be excellent tools to capture attention. But if labeling becomes a way to hide the truth rather than invite dialogue, then we could slide into Alice in Wonderland's topsy-turvy world where no words mean what them seem to. Consider this wisdom from Tweedledee and Tweedeldum. "'I know what you're thinking about,' said Tweedledum; 'but it isn't so, nohow.' 'Contrariwise,' continued Tweedledee, 'if it was so, it might be; and if it were so, it would be; but as it isn't, it ain't. That's logic.'"
Did you get that? I didn't. Lewis Carroll, like Orwell, was parodying politicians and other crafters of empty euphemisms. He wasn't intending to make sense.
Whether country branding or personal branding, the search for slogans is a trendy quest. I am simply making a plea for authenticity. Before reaching for the lipstick or using the catchphrase, first make sure that the underlying reality can sustain the claims.
Happy vacationing in Nigeria.
(Just so that no one accuses me of being unfair to Nigeria and its new tourism brand image, let me say that crime-ridden, corrupt, oil-rich, poverty-ridden sub-Saharan nations - and I'm not saying Nigeria is one -- can be charming spots for calm, peaceful vacations.)
Brands are wonderful assets when they capture the essence of a product, service, or event succinctly, meaningfully, and with endurance over time. Consumer product companies have brand guardians to protect those conceptual assets. But when branding becomes a fad, it can reduce communication.
Political labels often resemble lipstick on a bulldog - cheery phrases trying to put a face full of makeup on something that requires deeper scrutiny and deeper change. Politicians float laws called defense of marriage intended to keep people from marrying, or use income security slogans for anti-tax bills when people would have less security without certain government programs. Enormous sums are sunk into branding campaigns for countries ("Cool Britannia"), states, and cities (Providence, Rhode Island, paid Midwestern marketers to come up with its "brand" as a creativity center).
(And just so that no one accuses me of being unfair to chief marketing officers, advertising agencies, or public information officials, let me say that sloganeering is an art, and inventing product jingles is one of my favorite games for long car rides with kids.)
George Orwell, the renowned British author of anti-fascist works, warned of the evils of lipstick-clad bulldogs that co-opt words and distort their meaning. In his book 1984, the war department was called "The Ministry of Peace," the watchdogs called "Big Brother," to make them sound protective rather than oppressive. Orwell was particularly outraged by euphemisms promoting mindless acceptance of atrocities. In his essay, "Politics and the English Language," he warned that since the label democracy is felt to be positive, the defenders of every kind of regime claim that it is a democracy and prefer not to have the term pinned down to any one meaning. He wrote: "Words of this kind are often used in a consciously dishonest way. That is, the person who uses them has his own private definition, but allows his hearer to think he means something quite different... The great enemy of clear language is insincerity."
Branding should start with an authenticity test. This is especially important in our overloaded digital world, which rewards breezy slogans. One-minute elevator pitches convey the essence of a business plan, people tweet in 140 characters, and PowerPoint-speak is a new language (all headlines, no verbs). These can be excellent tools to capture attention. But if labeling becomes a way to hide the truth rather than invite dialogue, then we could slide into Alice in Wonderland's topsy-turvy world where no words mean what them seem to. Consider this wisdom from Tweedledee and Tweedeldum. "'I know what you're thinking about,' said Tweedledum; 'but it isn't so, nohow.' 'Contrariwise,' continued Tweedledee, 'if it was so, it might be; and if it were so, it would be; but as it isn't, it ain't. That's logic.'"
Did you get that? I didn't. Lewis Carroll, like Orwell, was parodying politicians and other crafters of empty euphemisms. He wasn't intending to make sense.
Whether country branding or personal branding, the search for slogans is a trendy quest. I am simply making a plea for authenticity. Before reaching for the lipstick or using the catchphrase, first make sure that the underlying reality can sustain the claims.
Happy vacationing in Nigeria.
M&A
In the first six months of 2009, Indian companies were involved in 136 M&A deals, down nearly 54% from the same period last year
On value of announced deals, M&A activities fell 73% from a year ago to $5.4 billion (Rs26,136 crore). The average deal value dropped nearly 40% to $98 million.
Imperial Energy acquired by ONGC Videsh - $1900 mn in Jan 2009
Satyam Computers acquired by Tech Mahindra - $576 mn in April
Dempo Mining Corp acquired by Sesa Goa - $ 350 mn in June
Vredestein banden acquired by Apollo Tyres - $ 300 mn in May
STel acquired by Sterling infotech - $230 mn in June
52% were domestic deals
23% were outbound deals
25% were Inbound deals
Total No - 136
On value of announced deals, M&A activities fell 73% from a year ago to $5.4 billion (Rs26,136 crore). The average deal value dropped nearly 40% to $98 million.
Imperial Energy acquired by ONGC Videsh - $1900 mn in Jan 2009
Satyam Computers acquired by Tech Mahindra - $576 mn in April
Dempo Mining Corp acquired by Sesa Goa - $ 350 mn in June
Vredestein banden acquired by Apollo Tyres - $ 300 mn in May
STel acquired by Sterling infotech - $230 mn in June
52% were domestic deals
23% were outbound deals
25% were Inbound deals
Total No - 136
The hunter becomes the hunted
Sportscar maker Porsche conceded a months-long power struggle to mass-market rival Volkswagen by axing its chief executive and said it would raise at least 5 billion euros in equity as the two prepared for a merger.
After an all-night meeting of its board of directors, Porsche said Wendelin Wiedeking, Germany's best-paid executive and its CEO for the past 16 years, along with finance chief Holger Haerter, would quit the group immediately.
Their hasty exit will be sweetened by payoffs of 50 million euros and 12.5 million euros, respectively.
Wiedeking, who had opposed selling Porsche to Volkswagen, which would have helped the company reduce the debt he had run up in a botched attempt to take over VW, will be succeeded by Porsche's production head Michael Macht, the board said in a statement early on Thursday.
The meeting of the non-executive directors, which include the Piech and Porsche families that between them control Porsche, approved Wiedeking's proposal to raise fresh equity -- either in cash or through a contribution in kind -- and endorsed talks to sell a stake to the Gulf state of Qatar.
"This should lay the foundations for the creation of an integrated automobile group consisting of Porsche SE and Volkswagen," Porsche said.
It was unclear from Porsche's statement who would contribute to the capital increase and whether it would be taken up by Qatar. A Porsche spokesman declined to comment further.
The board's unanimous approval signals that the powerful Porsche and Piech clans may be open to surrendering some of their influence at the maker of the 911 sports coupe.
Between them they control 100 percent of Porsche's voting shares and have resisted selling a stake to an outsider.
At 0820 GMT, Porsche shares were up 1 percent, while Volkswagen's were down around 3 percent, compared with a 0.8 percent fall in the DJ Stoxx auto index and a flat German market.
JOINING FORCES
A source at Volkswagen, speaking on condition of anonymity, told Reuters it was still open whether oil-rich Qatar would take a stake in the Porsche SE holding company or directly in Volkswagen, or in both groups.
The issue was due to be discussed by Volkswagen's own board of directors, which gathers for an extraordinary session on Thursday in Stuttgart, where Porsche's Zuffenhausen headquarters are based, rather than its own headquarters in Wolfsburg.
Volkswagen, Europe's biggest carmaker, declined to comment.
The moves came as Porsche enters the final stretch of negotiations with Volkswagen to create what both sides have called an "integrated" auto group, in which Porsche would essentially become the 10th brand in Volkswagen's sweeping automotive empire.
Porsche SE, the holding company that controls sportscar maker Porsche AG, needs to bolster its finances after accumulating more than 10 billion euros in debt through its botched attempt to seize control of VW.
Porsche was forced to abandon attempts to win control over 75 percent of VW, leaving it with a stake of nearly 51 percent. The failed takeover attempt opened the door to Ferdinand Piech, VW's powerful chairman and himself a part-owner of Porsche, to turn the tables on Porsche.
The Porsche and Piech families had been at loggerheads for months over how to resolve the company's debt woes and the role VW would play. Piech has pushed for VW to take over Porsche, on condition that Porsche fixes its finances first.
After an all-night meeting of its board of directors, Porsche said Wendelin Wiedeking, Germany's best-paid executive and its CEO for the past 16 years, along with finance chief Holger Haerter, would quit the group immediately.
Their hasty exit will be sweetened by payoffs of 50 million euros and 12.5 million euros, respectively.
Wiedeking, who had opposed selling Porsche to Volkswagen, which would have helped the company reduce the debt he had run up in a botched attempt to take over VW, will be succeeded by Porsche's production head Michael Macht, the board said in a statement early on Thursday.
The meeting of the non-executive directors, which include the Piech and Porsche families that between them control Porsche, approved Wiedeking's proposal to raise fresh equity -- either in cash or through a contribution in kind -- and endorsed talks to sell a stake to the Gulf state of Qatar.
"This should lay the foundations for the creation of an integrated automobile group consisting of Porsche SE and Volkswagen," Porsche said.
It was unclear from Porsche's statement who would contribute to the capital increase and whether it would be taken up by Qatar. A Porsche spokesman declined to comment further.
The board's unanimous approval signals that the powerful Porsche and Piech clans may be open to surrendering some of their influence at the maker of the 911 sports coupe.
Between them they control 100 percent of Porsche's voting shares and have resisted selling a stake to an outsider.
At 0820 GMT, Porsche shares were up 1 percent, while Volkswagen's were down around 3 percent, compared with a 0.8 percent fall in the DJ Stoxx auto index and a flat German market.
JOINING FORCES
A source at Volkswagen, speaking on condition of anonymity, told Reuters it was still open whether oil-rich Qatar would take a stake in the Porsche SE holding company or directly in Volkswagen, or in both groups.
The issue was due to be discussed by Volkswagen's own board of directors, which gathers for an extraordinary session on Thursday in Stuttgart, where Porsche's Zuffenhausen headquarters are based, rather than its own headquarters in Wolfsburg.
Volkswagen, Europe's biggest carmaker, declined to comment.
The moves came as Porsche enters the final stretch of negotiations with Volkswagen to create what both sides have called an "integrated" auto group, in which Porsche would essentially become the 10th brand in Volkswagen's sweeping automotive empire.
Porsche SE, the holding company that controls sportscar maker Porsche AG, needs to bolster its finances after accumulating more than 10 billion euros in debt through its botched attempt to seize control of VW.
Porsche was forced to abandon attempts to win control over 75 percent of VW, leaving it with a stake of nearly 51 percent. The failed takeover attempt opened the door to Ferdinand Piech, VW's powerful chairman and himself a part-owner of Porsche, to turn the tables on Porsche.
The Porsche and Piech families had been at loggerheads for months over how to resolve the company's debt woes and the role VW would play. Piech has pushed for VW to take over Porsche, on condition that Porsche fixes its finances first.
Part 2
Q1) Long time back there was a girl who loved a boy. The boy was in love with some other girl. So this lady got dissapointed. Seeing her lonely, her brother prepared a potion for her and told her she would definately get the Guy she wanted. She applied the potion and attracted the guy and married him. The question is how do we know this potion today?
Q2) “When You Go Home, Tell Them Of Us And Say, For Their Tomorrow, We Gave Our Today.” Where would you find this engraved?
Q3) Why did Marcus McGee steel the limelight recently?
Q4) Connect ...
When Ivo goes back with the urn, the urn;
Studds, Steel, Read and Tylecote return, return;
The welkin will ring loud, The great crowd will feel proud,
Seeing Barlow and Bates with the urn, the urn;
And the rest coming home with the urn
Q5) Name the Brand " Aaj Pehli Tareek hai"
Q6)
This company is known to operate the largest number of playground in the world.
They are the single largest buyer of beef, pork, potatoes and apples.
It is said that nearly 1/8 workers in US has been employed by this company.
Name the company?
Q7) Identify the movie? Clue.. Starring Will Smith, the title of the movie is intentionally misspelt.
We hold these truths to be self-Evident, that all men are created Equal, that they are Endowed By their Creator with Certain unalienable rights, that among these are Life, Liberty, and the ________________."
Q2) “When You Go Home, Tell Them Of Us And Say, For Their Tomorrow, We Gave Our Today.” Where would you find this engraved?
Q3) Why did Marcus McGee steel the limelight recently?
Q4) Connect ...
When Ivo goes back with the urn, the urn;
Studds, Steel, Read and Tylecote return, return;
The welkin will ring loud, The great crowd will feel proud,
Seeing Barlow and Bates with the urn, the urn;
And the rest coming home with the urn
Q5) Name the Brand " Aaj Pehli Tareek hai"
Q6)
This company is known to operate the largest number of playground in the world.
They are the single largest buyer of beef, pork, potatoes and apples.
It is said that nearly 1/8 workers in US has been employed by this company.
Name the company?
Q7) Identify the movie? Clue.. Starring Will Smith, the title of the movie is intentionally misspelt.
We hold these truths to be self-Evident, that all men are created Equal, that they are Endowed By their Creator with Certain unalienable rights, that among these are Life, Liberty, and the ________________."
This is for Cognizant Friends
Q1) What did Harry Lumsdar use for the 1st time, which is now used by armies all over the world?
A1) Khakhee
Q2) Developed in 1980 by Mehboon Ul Haq, another british professor and Lord Meghnad Desai
A2) Human Development Index
Q3) Hotel Taj is on the route to rebrand itself? What would it be called now?
A3) The Gateway
Q4) What is derived from the word in French " Bougette" which means " Little Bag"
A4) Budget
Q5) What is the formula for preparing Coca Cola called?
A5) Merchandise 7X
Q6) Where is the above formula stored?
A6) The Sun Trust Bank
Q7) Who owns the above Bank?
A7) Warren Buffet
Q8) Name the company started by Khwaja Ahmed in 1935?
A8) CIPLA
Q9) Expand CIPLA
A9) Chemical Industrial Pharmaceutical Laboratories
Q10) What happened when Ruth Handler saw her daughter Barbara playing with a doll?
A10) The world got the first " Barbie Doll"
A1) Khakhee
Q2) Developed in 1980 by Mehboon Ul Haq, another british professor and Lord Meghnad Desai
A2) Human Development Index
Q3) Hotel Taj is on the route to rebrand itself? What would it be called now?
A3) The Gateway
Q4) What is derived from the word in French " Bougette" which means " Little Bag"
A4) Budget
Q5) What is the formula for preparing Coca Cola called?
A5) Merchandise 7X
Q6) Where is the above formula stored?
A6) The Sun Trust Bank
Q7) Who owns the above Bank?
A7) Warren Buffet
Q8) Name the company started by Khwaja Ahmed in 1935?
A8) CIPLA
Q9) Expand CIPLA
A9) Chemical Industrial Pharmaceutical Laboratories
Q10) What happened when Ruth Handler saw her daughter Barbara playing with a doll?
A10) The world got the first " Barbie Doll"
Friday, June 19, 2009
PE
The Private Equity Deals in May were at $872 mn.
Deals include QIP Issues
TGP Capital - $600 mn in Indiabulls Real Estate
IFC - 4.4% Stake in Max India - $33 mn
India Value Fune - $44mn - Innovative B2B Logistics
The first five months had 74 transactions with value of $2.19 bn vs 163 deals worth $6.12 bn
Deals include QIP Issues
TGP Capital - $600 mn in Indiabulls Real Estate
IFC - 4.4% Stake in Max India - $33 mn
India Value Fune - $44mn - Innovative B2B Logistics
The first five months had 74 transactions with value of $2.19 bn vs 163 deals worth $6.12 bn
PE Actions
Q investments sells out from Telecom tower firm XCEL Telecom to American Tower Corp
They had invested approx $40 mn and exited out with $154 mn
Thursday, June 11, 2009
Merger and Acquisition
Goa's biggest family-owned mining company, the Dempo group, has sold all its mining assets to Sesa Goa Limited, a majority-owned subsidy of the London-listed Vedanta Resources, for Rs.1,750 crore (Rs.17.50 billion/$368 million) in an all-cash deal.
Addressing the media in Panaji late Thursday evening, chairman and managing director of the Dempo group, Srinivas Dempo, said that the 19 iron ore mines in Goa controlled by the V.S. Dempo mining corporation, had 70 million tonnes of iron ore reserves with a lease life of approximately 17 years, 'making it an ideal time to monetize their Goa mining assets'.
'We have only sold our Goa mining assets, but have retained our other mining interests in Sindhudurg, Maharashtra. It was a good time to sell our Goa assets and use the monies to focus on larger mining interests elsewhere, both within the country and overseas,' he said.
Srinivas Dempo, a scion of one of Goa's leading business families, which has been in the mining business for the last 50 years, said that the Dempo group would also use the new infusion of cash in other sectors such as education, media, food processing, shipbuilding, etc.
Under the present agreement, the assets which have been taken over by Sesa Goa are the Dempo group's mining rights to 19 leases in Goa and related infrastructure such as barges, jetties, transshippers and berthing facilities at the Mormugao port.
In 2008-09, the Dempo group exported 4.36 million tonnes of ore and reported revenues to the tune of Rs.976 crore.
The Dempo group currently has four long term contracts with steel mills in China, Japan and Hong Kong. The group's other interests include coke, pig iron production, real estate and construction, football, education and the media.
Addressing the media in Panaji late Thursday evening, chairman and managing director of the Dempo group, Srinivas Dempo, said that the 19 iron ore mines in Goa controlled by the V.S. Dempo mining corporation, had 70 million tonnes of iron ore reserves with a lease life of approximately 17 years, 'making it an ideal time to monetize their Goa mining assets'.
'We have only sold our Goa mining assets, but have retained our other mining interests in Sindhudurg, Maharashtra. It was a good time to sell our Goa assets and use the monies to focus on larger mining interests elsewhere, both within the country and overseas,' he said.
Srinivas Dempo, a scion of one of Goa's leading business families, which has been in the mining business for the last 50 years, said that the Dempo group would also use the new infusion of cash in other sectors such as education, media, food processing, shipbuilding, etc.
Under the present agreement, the assets which have been taken over by Sesa Goa are the Dempo group's mining rights to 19 leases in Goa and related infrastructure such as barges, jetties, transshippers and berthing facilities at the Mormugao port.
In 2008-09, the Dempo group exported 4.36 million tonnes of ore and reported revenues to the tune of Rs.976 crore.
The Dempo group currently has four long term contracts with steel mills in China, Japan and Hong Kong. The group's other interests include coke, pig iron production, real estate and construction, football, education and the media.
Monday, March 9, 2009
Quiz 21
Q1) It was founded by Burt and Irv in 1945 at Glendale, California?
Q2) It is known for "31 flavours" slogan?
Q3) How do we know Carson Roberts ad agency today?
Q4) How do we know Baskin-Robbins, Togo's and Dunkin Donuts brand combined?
Q5) How do we know Joseph A Campbell Preserve Company?
Q2) It is known for "31 flavours" slogan?
Q3) How do we know Carson Roberts ad agency today?
Q4) How do we know Baskin-Robbins, Togo's and Dunkin Donuts brand combined?
Q5) How do we know Joseph A Campbell Preserve Company?
Wednesday, February 25, 2009
Quiz 20
Q1) H.L Mencken once called it "the only American invention as perfect as the sonnet". What?
Q2) This name has been derived from the word "woda" in Slavic. Which Name?
Q3) It is produced in Ahus, Scania in southern Sweden by Lars Olsson Smith in 1879?
Q4) Peter Arsenievich __________ , founded this in Moscow in 1860s?
Q5) Name the vodka produced by Virgin Drinks, a subsidiary of Virgin group owned by Richard Brandson and launched in 1994?
Q6) Russian Vodka company, Russian Standard purchased a domain name for $3 million. Name the domain name?Tuesday, February 24, 2009
Quiz 19
Q1) What was started in 1977 by Stanford Graduate School of Business alumnus Roy Raymond?
Q2) There are 1003 of these in all with $731 of avg sales per square foot. The net sales per store is about $37 mn or $3.7bn for all the stores. The parent company is Limited Brands. Name the comapny?
Q3) This brand of lingerie brand was developed in Canada by Canadian Lady Corset company? Name it.
Q4)
Identify the patent?
Q5) This company based in Kenosha, Wisconsin is credited with inventing the first Y-Front brief in 1934. Identify this world famous brand?
Q6) Identify the logo?
Q2) There are 1003 of these in all with $731 of avg sales per square foot. The net sales per store is about $37 mn or $3.7bn for all the stores. The parent company is Limited Brands. Name the comapny?
Q3) This brand of lingerie brand was developed in Canada by Canadian Lady Corset company? Name it.
Q4)
Identify the patent?Q5) This company based in Kenosha, Wisconsin is credited with inventing the first Y-Front brief in 1934. Identify this world famous brand?
Q6) Identify the logo?
Monday, February 23, 2009
Quiz 18
Q1) According to the US Geological Survey research, this is 13.5 inches tall and weighs 8.5 pounds, it is made of tin (93%), antimony(5%) and copper(2%) and then plated with 24 Karat gold. What are we talking about?
Q2)
Connect the Picture above with PETA?
Q3) Identify this place?
Q4) Oscar made her famous. How do we know her?
Q5) The invities were served 3000 smoked salmon _________ and gold plated _________ choclates by celebrity chef Wolfgang Puck, the theme had blue curtain with 92,000 Swarovski crystals designed by David Rockwell, the gifts included GBK ' Circus of Senses' which had a suites of $35000 in gifted luxury, Watches worth $8000 to $18000, Vacation packages worth $10000, Diamond facials, a year worth of Botox, zero calorie wine called "Slender"? What are we talking of?
Friday, February 20, 2009
Quiz 17
Q1) Over 75 % of what is produced by Madagscar, Comoros and a bunch of other tiny islands off the East African coast?
Q2) Name the Indian Chapter of the World Economic Forum at Davos?
Q3) Control Your Destiny or Someone Else Will - Noel Tichy and Stratford Sherman. This was a subtitle of a book. Which one
Q4) During the Atlanta Olympics Nike had an interesting slogan. What?
Q5) Is Rajesh Khanna secretly married to Anju Mahendroo?’ What is the significance of this statement?
Q6) Which management buzzword appeared initially in an article in the Harvard Business Review by Gary Hamel and C. K. Prahlad?
Q7) After holding a minority stake for over 20 years, ford Motor Co., now has a controlling interest in which Japanese Motor manufacturing company ?
Q2) Name the Indian Chapter of the World Economic Forum at Davos?
Q3) Control Your Destiny or Someone Else Will - Noel Tichy and Stratford Sherman. This was a subtitle of a book. Which one
Q4) During the Atlanta Olympics Nike had an interesting slogan. What?
Q5) Is Rajesh Khanna secretly married to Anju Mahendroo?’ What is the significance of this statement?
Q6) Which management buzzword appeared initially in an article in the Harvard Business Review by Gary Hamel and C. K. Prahlad?
Q7) After holding a minority stake for over 20 years, ford Motor Co., now has a controlling interest in which Japanese Motor manufacturing company ?
Q8) He has been a prof of Electrical Engg and Computer Science at the Massachussetts Instt of Technology for 35 years. His products are used in GM Cars, Zenith and Phillips TV divisions, NASA space shuttles, the Queen Elizabeth liner, and Broadway theatres. His father fled from Calcutta where he was wanted by the British police for revolutionary activities.
Q9) Born in 1837, descendent of Welsh ancestors who came to Massachussetts in 1636, he began his career in 1856. He disliked and disagreed frequently with Theodore Roosevelt, and when the president was off on a safari in Africa, he said ‘I hope the first lion that he meets does its duty’. He was once asked for money by a friend in need. He took the friend for a walk all around New York and after an hour, told him ‘Now you have been seen with me, you will have no problems getting a loan’. A churchman called him ‘Pierpontifex Maximus’. The Wall Street Journal called him ‘the undisputed leader who has stood between the business of this country and disaster’
Q10) In 1923, he left Kansas and boarded a train to California with $40 in his pocket. When a fellow passenger asked him about his intentions, he said ‘I’m going to direct great Hollywood motion pictures’. After seeing ‘The Jazz Singer’ he wrote to his brother : "I think this is Old Man Opportunity rapping at our door. Slap a big mortgage on everything we’ve got and let us go after this thing in the right manner". In 1938, he received honorory degrees from both Harvard and Yale universities, and also accepted an award from the League of Nations. He started the ‘Experimental Prototype Community of Tomorrow’ center in ?
Q11) He called his wife ‘The Believer’ because she encouraged him at a time when everyone else called him crazy. John Kenneth Galbraith said this of him : "If there is any certainty as to what a businessman is, he is assuredly the things ________ is not." Thomas Alva Edison once told him ‘Young man, you have the right idea. Keep at it’. He got his greatest inspiration while watching Chicago meat-packers cut beef that moved past them on an overhead trolley.
Q12)He has launched a university at Elk Grove Village, Illinois. President Nixon once met him and asked "What is it now, eight or nine billion?" To which he replied, "Mr.President, it is 12 billion". When his company’s market value surpassed U.S.Steel’s, Senator Lloyd Bentson complained ‘Something is wrong with our economy when the stock market is long on _____ and short on steel’. At the age of 72, he acquired the San Diego Padres baseball team. Till the age of 52 he was
Q13)He came from a rich family and was sent to Harvard, where he failed to complete his first year. His father helped him go into business but he lost $30000 in the first year. He spent $25000 per week and in 1937, his empire was in debt of $126 million. He was partly instrumental in causing an Spanish - American war, and once unsuccessfully tried to disrupt the premiere of a Hollywood movie based on his story
Q14) He set up shop in 1859 as a dry goods trader. The business thrived in 1861 after the outbreak of the US Civil War, when the US Army bought a lot of grain and supplies from him. He was a regular at the Euclid Avenue Baptist Church in Cleveland and served as a Sunday School Superintendent. In 1881, he set up a trust of dozens of companies that controlled 80% of a particular industry. Other industries followed suit and this started off the first ‘Anti-Trust regulations’ in the USA.
Thursday, February 19, 2009
Pakistani Slumdog Millionaire
After a superb hit of Slumdog Millionaire in India and the world acknowledging the movie with Oscars and Golden Globe, a strange thought ran in my mind. A Pakistani Slumdog Millionaire. And the best part, we have a script in and around the papers world over.
Swat, a tourist location in Pakistan was handed over to the Taliban. The idea being that now the people of Swat would not be killed and uprooted from the retaliations of Taliban. The central character being a father-in-law and son-in-law duo, who accomplished the deal of converting the Swat region, 160 KM from Islamabad, to the Taliban.
The agencies report Government did it only because of the will of people in Swat region, but a mere common sense would envision Taliban taking physical hold of the area, police running for their life, all the theaters and music stores burnt, journalist's killed and channels stopped is this the end .... no just think of the atrocities against the women-kind. No studying, No moving out of home, only burkhas. The Government calls it "peace move".
How can a Government justify its stand when the peace process was reached after the Taliban had be-headed their opponents, Killed women and children, burnt schools and colleges, uprooted the whole of government infrastructure including an airport..... It is unbelievable.
How could the government ever have seen a "peace", when it is not even a "million dollar question" What Next? Taliban would readily take control and look for new opportunities to extend their influence in and around the area.
With this peace deal, it will do a lot of damage to peace of Obama administration and India. Pakistan gets around $6 bn in aid from US, 70 % of which is miss-spent. How on earth would US justify this? What would be the next move of US as well as Pakistan and the commentators around the world.
India's reaction would be worth watching. With a concerned face India also could be laughing within at the current situation in Pakistan. Remember that the bottom line is that it is men who are leading this organisations are playing the game. Taliban is Taliban only because of the men who run it. And for India's advantage, Pakistan is run by hundreds of people with such Institutions but with different purposes. So you would find Hafiz Mohammad Saeed, founder of Lashker and Taliban not looking at a sole objective. There have been media reports of rift between them as Taliban is attacking Pakistan where as people like Saeed and Maulana Farook of Hizbul Mujahideen are core Pakistanis in their heart. This would lead to the whole system fighting each other and with neither the Pakistani government nor ISI being able to control them would cause a collapse of the entire system breaking Pakistan into numerous parts and war lords running the system.
A good script right. Pakistani Slumdog Millionaire
Swat, a tourist location in Pakistan was handed over to the Taliban. The idea being that now the people of Swat would not be killed and uprooted from the retaliations of Taliban. The central character being a father-in-law and son-in-law duo, who accomplished the deal of converting the Swat region, 160 KM from Islamabad, to the Taliban.
The agencies report Government did it only because of the will of people in Swat region, but a mere common sense would envision Taliban taking physical hold of the area, police running for their life, all the theaters and music stores burnt, journalist's killed and channels stopped is this the end .... no just think of the atrocities against the women-kind. No studying, No moving out of home, only burkhas. The Government calls it "peace move".
How can a Government justify its stand when the peace process was reached after the Taliban had be-headed their opponents, Killed women and children, burnt schools and colleges, uprooted the whole of government infrastructure including an airport..... It is unbelievable.
How could the government ever have seen a "peace", when it is not even a "million dollar question" What Next? Taliban would readily take control and look for new opportunities to extend their influence in and around the area.
With this peace deal, it will do a lot of damage to peace of Obama administration and India. Pakistan gets around $6 bn in aid from US, 70 % of which is miss-spent. How on earth would US justify this? What would be the next move of US as well as Pakistan and the commentators around the world.
India's reaction would be worth watching. With a concerned face India also could be laughing within at the current situation in Pakistan. Remember that the bottom line is that it is men who are leading this organisations are playing the game. Taliban is Taliban only because of the men who run it. And for India's advantage, Pakistan is run by hundreds of people with such Institutions but with different purposes. So you would find Hafiz Mohammad Saeed, founder of Lashker and Taliban not looking at a sole objective. There have been media reports of rift between them as Taliban is attacking Pakistan where as people like Saeed and Maulana Farook of Hizbul Mujahideen are core Pakistanis in their heart. This would lead to the whole system fighting each other and with neither the Pakistani government nor ISI being able to control them would cause a collapse of the entire system breaking Pakistan into numerous parts and war lords running the system.
A good script right. Pakistani Slumdog Millionaire
Quiz Competition
Quiz Competition at Indian Business Academy - Greater Noida
Chakravyuh (Business Quiz):
Team size: 2
Four rounds will be there
The quizmaster's decision is final and binding to all
Date:- 20 and 21 February
Contact :- ibainternational.org
Quiz Competition at Indian Business Academy - Banglore
Trivia titillates you. Brands, logos, personalities, etc. makes you sit at the edge of your seat. You habitually make educated guesses and are probably the quickest to hit the buzzer. Newspapers and Magazines are a part of your breakfast and you have a knack of reading between the lines.
If our prediction about you is true, then we look forward to see you at LAKSHYA, the Business Quiz Trivia.
LAKSHYA will test your knowledge in Business ranging from current affairs to history, Indian scenario to international events, and across the spectrum of the Industry and sectors.
So be there and get ready to face the Tsunami of questions from the world of business?
Event Snapshot:
Two participants per team.
LAKSHYA will have 3 rounds.
First round (preliminary) is a written elimination round followed by the Semi final and the Grand Finale.
Rules for the Semi Final and Grand Finale round will be declared on the spot.
For any queries please contact:-
Varunraj Radhakrishna –+91- 9986394087 or
Amit Bansal– +91-9972807616
Email: lakshya.archish09@gmail.com
Chakravyuh (Business Quiz):
Team size: 2
Four rounds will be there
The quizmaster's decision is final and binding to all
Date:- 20 and 21 February
Contact :- ibainternational.org
Quiz Competition at Indian Business Academy - Banglore
Trivia titillates you. Brands, logos, personalities, etc. makes you sit at the edge of your seat. You habitually make educated guesses and are probably the quickest to hit the buzzer. Newspapers and Magazines are a part of your breakfast and you have a knack of reading between the lines.
If our prediction about you is true, then we look forward to see you at LAKSHYA, the Business Quiz Trivia.
LAKSHYA will test your knowledge in Business ranging from current affairs to history, Indian scenario to international events, and across the spectrum of the Industry and sectors.
So be there and get ready to face the Tsunami of questions from the world of business?
Event Snapshot:
Two participants per team.
LAKSHYA will have 3 rounds.
First round (preliminary) is a written elimination round followed by the Semi final and the Grand Finale.
Rules for the Semi Final and Grand Finale round will be declared on the spot.
For any queries please contact:-
Varunraj Radhakrishna –+91- 9986394087 or
Amit Bansal– +91-9972807616
Email: lakshya.archish09@gmail.com
Quiz 16
Q1) From the world of fashion, identify this controversial magazine?
Q2) Connect? From the world of movies.
Q3) Identify my favourite footballer?
Wednesday, February 18, 2009
Quiz 15
Q1) Reebok with 1.19 bn Rs lost the bid, Adidas with 1.28 bn Rs lost the bid and Nike with 1.93 bn Rs won it. Which bid are we talking about?
Q2) Identify the organisation?
Q3) Name the Tower?
Q4)
Connect these two pics for a theme for fashion?
Hint - The designers were celebrating 50th Aniversary of someone
Q5) Identify the couple?
Q2) Identify the organisation?
Q3) Name the Tower?
Q4)
Connect these two pics for a theme for fashion?
Hint - The designers were celebrating 50th Aniversary of someone
Q5) Identify the couple?
Tuesday, February 17, 2009
Quiz 14
Some world famous Company headquarters
Lehman Brothers
General Motors
Chrysler
Barclays
Goldman Sachs
Lehman Brothers
General Motors
Chrysler
Barclays
Goldman Sachs
Friday, February 13, 2009
Quiz 13
Thursday, February 12, 2009
Quiz 12
Q1) Which Tata company executed "liquid gold" for 2004 Academy Awards and graphics for New York city's 2012 Olympics bid?
Q2) _____________ was formed from the merger of Koninklijke Hoogovens N.V. with British Steel?
Q3) Connect with a Tata brand - Kajol, Trisha, Irfan PAthan and Saurav Ganguly?
Q4) http://www.ichoose.com/ is associated with which Tata Company?
Q5)
To add glamour to my blog. Identify this beauty and the association with a F1 Team?
Q2) _____________ was formed from the merger of Koninklijke Hoogovens N.V. with British Steel?
Q3) Connect with a Tata brand - Kajol, Trisha, Irfan PAthan and Saurav Ganguly?
Q4) http://www.ichoose.com/ is associated with which Tata Company?
Q5)
To add glamour to my blog. Identify this beauty and the association with a F1 Team?
Quiz 11
Q1) These were first manufactured in Milan, Italy when Indian Government brought out the factory and license to the brand name in 1972. Identify the brand?
Q2) The founders include Alfieri, Bindo, Carlo, Ettore, Ernesto and Mario in December 1914. The headquarters is in Modena. The logo is named Trident?
Q3) Connect Renzo Rosso with a brand?
Q4)
Identify this brand which was 
founded by Maestro Bartolomeo _________ and used by civilians and police worldwide. It is one of the oldest corporations in the world and owned by same family since 1526?
founded by Maestro Bartolomeo _________ and used by civilians and police worldwide. It is one of the oldest corporations in the world and owned by same family since 1526?Q5) From the world of fashion, identify this designer?
Quiz 8
Q1) The company was started in 1955, when Luciano saw a market for colourful clothes? The company is listed in Milan with the code: BEN and has its origination in Trevasio, Italy.
Q2) This company has "Sisley", "Playlife" and "Killer Loop" brands other than the main brand itself? Name It?
Q3) This F1 team entered the areana by ________ family buying Toleman and Spirit teams and branding it as ____________ Formula Ltd.
Q4) Michael Schumacher won his first drivers championship with which FI team in 1994?
Wednesday, February 11, 2009
Quiz 7
Q1) Which company is credited with worlds first Leverage Buy Out deal?
Q2) Name the company which was acquired?
Q3) What was the deal size?
Q4) Name the book which became famous for leting the world know the Insider Knowledge of Investment Banks and also is named after this same company?
Q2) Name the company which was acquired?
Q3) What was the deal size?
Q4) Name the book which became famous for leting the world know the Insider Knowledge of Investment Banks and also is named after this same company?
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