Monday, August 25, 2008

Crack begin to appear in fortress

Chavez faces first major electoral loss since coming to power in 1998
For almost a decade, the Venezuelan Opposition hasn’t known what a victory is, at the national level. They played all the tactics, right from boycotting elections to staging a coup against the elected president. On the other side, President Hugo Chavez grew in strength. The more the Opposition attacked him, the stronger he became. This was the domestic scene for the last nine years. Yet, the divided Opposition managed to defeat Chavez’s ambitious constitutional reforms by a narrow margin in the December 2 referendum. Chavez sought a series of reforms including letting the President run for re-election indefinitely. The reforms, in his words, would have sped up Venezuela’s transformation into a socialist country. However, many of his supporters, who gave him a victory in the December presidential elections last year, did not turn up to vote ‘yes’ for their Leftist President. Speaking to B&E, Dr. Shannon K. O’Neil, a Latin American expert at the Council of Foreign Relations, said, “This is the first setback for Chavez. Nevertheless, he still maintains substantial power – control of the presidency, the Congress, the courts, most of the media, and most of the local & regional governments. He has significant decree powers, so many of the issues he tried to pass through the referendum could potentially be passed through the pro-Chavez legislature.” The referendum has sparked off a new debate across the US. Is it the beginning of the end of Chavezism in South America? Certainly not in the near future at least, he still has the capacity to withstand setbacks.

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Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
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The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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Wednesday, August 20, 2008

IN 2029, PCS WILL OPERATE AT HUMAN LEVELS

You’ve written extensively about machine intelligence moving well beyond human intelligence. Are we on track?
The road map from the semiconductor industry foresees 4-nanometer features and chips, which would enable us to simulate all the regions of the human brain for about $1,000. This exponential growth will ultimately be quite transformative. There’s been so much progress in getting self-organising, three-dimensional molecular circuits to work. We also have nanotube-based memory from Nantero due to hit the market next year. On the software side, a number of new scanning technologies now enable us to see individual neural connections for the first time. Brain scanning really didn’t make significant progress in allowing us to reverse-engineer the human brain until just recently. We’re gaining the means of tracking individual signals in Neurons so we can simulate brain regions in increasingly precise ways.

What would be the benefit of these simulations?
I’ve projected 2029 as the year for having both the hardware and software to have computers that operate at human levels. At that time, the hardware will be powerful enough for surpassing human intelligence. Look at your humble $1,000 PC today. It’s greatly superior to human intelligence in some ways. It can remember billions of things, while we’re hard pressed to remember half our phone numbers. Most importantly, machines can share their knowledge at great speeds. So achieving basic human intelligence with our machines and combining that with the superior benefits of machine intelligence will let us perform feats that go far beyond what we can physically do.


How close will we get to our machines?
They’ll go inside our clothing and inside our bodies and brains. We’ll be putting blood-cell-size devices, nanobots, inside our bloodstream to keep us healthy from inside. If that sounds fantastically futuristic, let me point out that we’re already doing this with animal experiments. One scientist actually cured type-1 diabetes in rats (using blood-cell-size devices). The University of Rochester and MIT have succeeded in selectively identifying and destroying cancer cells using blood-cell-size devices. I believe in 10 or 15 years we’ll overcome all the major diseases that kill 95% of us. How will the World Wide Web change over the next 10-20 years?

We’re going to move toward a worldwide mesh concept, where rather than our devices being spokes into a network, they’re going to be nodes on the network. They’ll be very tiny, and there will be millions of nodes inside our bodies, inside our clothes, inside the environment. It will be a cloud of both computation and communication resources, so if you need a million computers for 500 milliseconds that will be instantly organised for you. They’ll keep us healthy from inside and interact directly with our biological neurons to enhance our intelligence.

How will we defend against tiny biological or robotic devices?
Probably in 6-7 years, we’ll have a rapid response system. I think that spending the money would be a worthwhile investment.

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Source :
IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
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Wednesday, August 13, 2008

Tropical paradise

The company has agents on hand to help answer questions and attend to sales though their official greeter is a rather strange golden retriever. If you are already a resident, check out the available property listings at ‘www.slexchange.com/modules.php?name=Real_Estate’ for your dream waterfront villa or tropical paradise. To know more, visit the Ivory tower library of primitives for in-world tutorials on SL’s building system. It teaches you how to become an architect in SL.

Probably the most innovative aspect of SL is that almost all content in-world is created by the residents and not Linden Labs. SL provides a three-dimensional modelling tool that allows Residents to create anything they want – buildings, landscape, vehicles, furniture, and machines to use, trade or sell. Such creations can in turn create businesses like restaurants, shopping malls or nightclubs. This creation is the primary activity in the SL economy.

Residents own the Intellectual Property Right (IPR) of anything created by them within SL. You can open a retail store or start a house-building business, run a casino or become a landscaper. Today, SL has an economy that defies imagination with a turnover of more than $650,000 a day. And that’s real world money I am talking about. On the March 9, 2007, a whopping $1.5 million was accounted in transactions. Virtual businesses propelling a virtual economy that is generating real money! Hard to believe? Jennifer Grinnell quit her real world job when she realised that her Second Life avatar Janie Marlowe was making more money as a fashion designer. Janie’s in-world boutique Mischief is quite popular for uber chic digital clothing. If you have imagination, you can sell anything. For example, Tringo! 31 year old software programmer Nathan Keir found that Bingo (commonly known as Housy in India, it is a game of chance where randomly-selected numbers are drawn and players match those numbers to those appearing on printed 5x5 matrices) was a popular game in SL. He felt that it could be more fun if the game was not purely based on chance. So he combined Bingo with Tetris, the popular computer game and Tringo was born. Nathan’s avatar, Kermitt Quirk has since then sold over 200 copies of Tringo for USD$50 a piece to interested parties, with ease.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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Tuesday, August 12, 2008

Taurus MF

R. K. Gupta
MD, Taurus MF


Taurus Star Share, Bonanza Exclusive Growth, Taurus Infra Tips, Taurus Discovery Stock Fund and Taurus Liquid Fund are the five funds which should keep up with investors’ expectations in near future. The Bonanza Exclusive Growth is predominantly a large cap scheme wherein volumes and growth bear positive correlation. As of today infrastructure is a dominant player in the capital market and Taurus Infra Tips is well suited to take that advantage. The midcap stock provides a cushion against the market volatility; the Diversified Stock fund, predominantly a midcap scheme is a good option in these volatile times. The liquid fund is a good option for the corporates.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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Monday, August 11, 2008

Reserve Availability

Therefore, the real issue is not reserve availability, but timely deliverability and here enhanced cooperation and dialogue among all parties to ensure security of demand, as well as security of supply.” The report estimates that from 1995-2003, new discoveries had actually improved recoveries by almost 138 billion barrels. This was especially possible due to more advanced extraction techniques & management. By 2020, oil production is likely to cross 1600 billion barrels with reserves close to 3400 billion barrels! On the basis of OEPC’s own data, it can be logically concluded that the oil price dilemma is not necessarily dependent on consumption alone. Various analysts have contended that OPEC deliberately controls production in order to safeguard its own interests in order to maintain a high price point.

While the top ten oil extracting nations produce about 52 million barrels/day, the top ten oil consuming countries together use close to only 50 million barrels/ day. This means that that a good 2 million barrels of crude can be utilised in price stabilisation, especially when volatility is playing havoc with the global economy. It’s technically proven that the world currently produces more oil than it consumes, but uncertainty of oil prices remains. Production has increased by a salubrious 26% as compared to levels in the 1960s. In fact, oil price insecurity can easily be alleviated on the prospects of huge untapped reserves in Alaska, Latin America and Siberia.

“Oil prices are not determined by the ‘real’ supply-demand for oil, it is the ‘anticipated’ supply-demand, which ascertains the value of the product,” says Saikia. As far as the blame game is concerned, the supposedly new oil hungry nations putting pressure on global oil prices, are factually not the raison d etre’ for the anomaly. China, the nation taking up most of the blame, consumes close to 7.2 million barrels/ day however more than half of this (3.8 million) is met by domestic production. US, on the other hand, consumes a preposterous 20.5 million barrels every day, while contributing a miniscule 8.1 million. Even major oil producing countries like Indonesia cannot hold on to prevailing pressure. With the dangers of ‘galloping inflation’ looming, the country is all set to withdraw from OPEC. It’s the most stinging irony with power. Those that hold oil reserves are making life dificult for the rest by constraining production. The problem then is not shortage of oil per se, but rather the concentration of oil resources in a few hands, which are failing to see beyond their own interests towards the larger good of the planet.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Top Articles on IIPM:-
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IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs

Thursday, August 07, 2008

K. V. Sridhar, National Creative Director, Leo Burnett


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

K. V. Sridhar, National Creative Director, Leo Burnett: Sambit is a great creative guy. There are some creative types who try and do different work and he is one of them. He basically enjoys positioning a brand and taking things forward. The way he has been working for Coca-Cola is spectacular. In fact, he has been completely involved and responsible for the launch of the Minute Maid brand. The tagline ‘Where is the Pulp’ was his brainchild. We wanted to position Minute Maid as a different and natural drink, as pulp is the real differentiator. The way he brought in energy into the brand, which otherwise would have been just another rational copy is superb. Sambit has brought in loads of attitude into a simple thing like pulp and also at the same time ensured that the ad caters to the young generation. He has come up with a fantastic way of positioning the product, keeping in mind all the things that make a brand really successful. He is a genius in commercial advertising. He has been very successful in the 3600 kind of thinking, which is a more in-the-face kind of communication. He has a strong vision and thinks in a holistic fashion. You don’t get to see his kind of maturity often.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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Tuesday, August 05, 2008

Four-wheeler domain

It is important to understand why biking giants are foraying into the four-wheeler domain. Has the two-wheeler sector saturated already? Let’s look at the figures. As compared to FY2006-07, domestic two-wheeler sales shrunk by a lamentable 7.92% to 7.25 million during FY2007-08; exactly the period when the CV sales rose by a commendable 4.07% to touch 486,817 units and PV segment sales rose by a healthy 12.17% to touch 1.55 million. Infact, during the same period, the LCV segment alone witnessed a walloping 12.29% growth to touch 215,823 units. So there you are, if we base our analysis on historical data, considering that with two-wheeler sales suffering, Hero and Bajaj couldn’t be making a better extension to their product mix. Confirming the same, Vaishali Jajoo, Auto Analyst, Angel Broking asserts, “The two-wheeler industry growth is expected to fall in the long run as per capita incomes increase. Further interest rate fluctuations and uncertain movement in inflation have put comparatively larger pressure on the two-wheeler industry as well...” Therefore, the move is positive in the long run as improving affordability is resulting in higher volumes for the four-wheeler segment compared to two-wheelers. Even when we consider the moves ordinally, they do look well-judged. No wonder the investment plans are also huge with Hero-Daimler’s JV plan to invest over €700 million over the next five years (of which Daimler will bring-in €220 million in the form of FDI). The JV expects to start production of CVs by 2010 and aims to achieve a localisation rate of up to 80% in order to optimally utilise cost synergies, with exports planned to commence a couple of years after production begins.

On the other hand, the Bajaj-Renault-Nissan trio in a perfect military secret mission type have given a code to their project – ULC. Bajaj will own a 50% chunk in the JV while Renault and Nissan will own 25% each. A production plant will be set up in Chakan (Maharashtra) with an initial capacity of 400,000 units/year. The company proposes to commence roll-out of vehicles by early-2011. “The venture is still at the nascent stage. We are here surely to make a difference and apart from this, we cannot disclose much at this point of time,” reveals Nitin Kochar, Exec. Director, Bajaj Auto. Indeed the plans of the two-wheeler giants look grandeur. However, the four-wheeler Indian drive for these specialists is expected to be bumpy. They need to overcome a number of bottlenecks. “The foremost challenge is moving into a completely new segment. Dealership problem to a certain extent will also pose as a major challenge,” cautions Jajoo. Moreover, with competition heating-up every minute, we might just see a situation of oversupply. Surely, late movers will have very little advantage in this regard.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Monday, August 04, 2008

No chinks in his armour

Despite a blip in Mittal’s plans; the steel tycoon is going strong

Tony Stark, the protagonist of Marvel comic series Iron Man, is in many ways similar to Laxmi Mittal, the steel empire builder. Both men were relentless empire builders even in the wake of adversity and reservations. Neither was ever affected by complacency. The moniker of Iron Man is best suited for a Marvel universe inspired socio-economic structure. But we may still conclude that the Iron Man of the real world is indeed living up to his name. Not satisfied by his multibillion dollar bid to merge the world’s largest steelmaker with his own company back in 2006, Mittal is back for more. Obviously when you have $105.2 billion worth of revenue, complacency is well just another impediment.

With a production of 116 million tones of steel, ArcelorMittal has a market share of close to 10% in the global consolidated steel industry. In a bid to even further his reach, the businessman of Indian origin has already fired up the first three months of 2008. In April, he first acquired 50% share in Gonvarri Brasil forming a steel servicing JV. “This JV will allow us to further grow in this very promising market (Brazil),” said Jon Riberas, CEO, Gonvarri. Then Arcelor Mittal has announced that the I/N Kote facility in US will now have an additional capacity of 480,000 tones for building continuous galvanizing line (CGL), almost doubling the facilities galvanising capacity. On an annual basis, the I/N Kote facility in Indiana produces close to 450,000 tones of hot-dip galvanised and galvanealed sheet.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative