NEW DELHI: The Union government has banned pre-paid mobile connections in Jammu and Kashmir, citing security related reasons.
Home Minister P. Chidambaram on Friday said besides the ban, the existing pre-paid SIM cards would not be renewed after November 1. The Home Ministry had asked the Department of Telecommunications to take appropriate action in this regard.
“Pre-paid connections are prone to misuse. Anyone wanting a mobile connection can always go in for a post-paid connection in Jammu and Kashmir. I think the problem is not so acute in the north-eastern States; we may also have to look at the situation in there,” Mr. Chidambaram said at his monthly stock-taking press conference. He said all service providers have been informed and they had promised to implement the decision.
The decision follows reports that proper verification was not being done while providing such connections by the service providers and vendors. Fake documents and identity numbers were reportedly being used by the vendors particularly, in the case of pre-paid connections. This had given rise to security concerns, officials said.
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Saturday, October 31, 2009
Friday, October 30, 2009
Intel eyes 4G entry in India
Intel, the world’s largest chipmaker, is understood to be in talks with leading Indian telecom companies like Tata Communications (formerly VSNL), Bharti Airtel and Reliance Communications that could bid for broadband wireless access (BWA) spectrum to be auctioned by the government in January 2010.
Talks are currently centred on Intel offering Worldwide Interoperability for Microwave Access or WiMAX (which provides for wireless transmission of data and up to 75 Mb/sec speed) technology — one of the popular BWA technologies — to the operator, and the possibility of taking a minority stake through its venture capital arm, Intel Capital.
A global debate is still on, but most experts consider technologies like WiMAX close to fourth generation (4G) services, offering better speeds than 3G on GSM networks. It is constrained by the fact that it does not provide enough mobility currently and experiments are on in some countries to offer full mobile voice and data service on such networks.
Unlike in countries like Sweden and Bangladesh where Intel has bid for spectrum directly to run WiMAX services (with other partners), the model in India will involve partnerships with current telecom players. Intel has, however, made it clear it isn't interested in becoming a service provider to push WiMAX.
A source close to the development says Intel plans to float a new company for its WiMAX foray in the country. “Spectrum farming is not Intel's idea. Rather, it’s spectrum partnership,” adds the source.
Asked about the talks, an Intel India spokesperson declined to comment, as did Bharti Airtel, RComm and Tata Communications.
Intel also plans to follow a consortium approach in India to roll out WiMAX-based broadband services in India, similar to its approach to the US and other markets, including Japan, where it has partnered with the likes of Google and Sprint.
The Department of Telecommunications (DoT) recently released the information memorandum to auction spectrum for third generation (3G) and BWA services. Under the memorandum, DoT plans to auction two blocks of BWA spectrum at a base price of Rs 1,750 crore for a pan-India licence. The spectrum, which is the radio frequencies that enable mobile communications, will be given in the 2.3 GHz band. Once the defence services vacate more spectrum in the 2.5 GHz band, this will be open for BWA aspirants.
Currently, the country has just around 6.5 million broadband subscribers, much below the estimated 20 million projected by the government by 2010. About 80 per cent of broadband is offered through digital subscriber line (DSL) technology, another 8 per cent through cable and only 1 per cent through wireless.
THE government hopes that by auctioning BWA spectrum, broadband through wireless technology would spur growth.
However, many mobile operators say that GSM 3G services will provide high speed internet data to the masses and is far superior to WiMAX which is still not “established” and its equipment is very expensive.
Last December, state-owned Bharat Sanchar Nigam Limited, had invited bids from potential franchisees to provide mobile WiMAX to its customers in 16 circles last December.
Around 28 companies, including majors like Intel Technology India, Alacatel-Lucent India, Motorola India, Moser Baer Industrial Infrastructure, Huawei, HCL Infosystems, Larsen & Toubro Infotech and TCIL, figured among those who bought the tender documents.
Talks are currently centred on Intel offering Worldwide Interoperability for Microwave Access or WiMAX (which provides for wireless transmission of data and up to 75 Mb/sec speed) technology — one of the popular BWA technologies — to the operator, and the possibility of taking a minority stake through its venture capital arm, Intel Capital.
A global debate is still on, but most experts consider technologies like WiMAX close to fourth generation (4G) services, offering better speeds than 3G on GSM networks. It is constrained by the fact that it does not provide enough mobility currently and experiments are on in some countries to offer full mobile voice and data service on such networks.
Unlike in countries like Sweden and Bangladesh where Intel has bid for spectrum directly to run WiMAX services (with other partners), the model in India will involve partnerships with current telecom players. Intel has, however, made it clear it isn't interested in becoming a service provider to push WiMAX.
A source close to the development says Intel plans to float a new company for its WiMAX foray in the country. “Spectrum farming is not Intel's idea. Rather, it’s spectrum partnership,” adds the source.
Asked about the talks, an Intel India spokesperson declined to comment, as did Bharti Airtel, RComm and Tata Communications.
Intel also plans to follow a consortium approach in India to roll out WiMAX-based broadband services in India, similar to its approach to the US and other markets, including Japan, where it has partnered with the likes of Google and Sprint.
The Department of Telecommunications (DoT) recently released the information memorandum to auction spectrum for third generation (3G) and BWA services. Under the memorandum, DoT plans to auction two blocks of BWA spectrum at a base price of Rs 1,750 crore for a pan-India licence. The spectrum, which is the radio frequencies that enable mobile communications, will be given in the 2.3 GHz band. Once the defence services vacate more spectrum in the 2.5 GHz band, this will be open for BWA aspirants.
Currently, the country has just around 6.5 million broadband subscribers, much below the estimated 20 million projected by the government by 2010. About 80 per cent of broadband is offered through digital subscriber line (DSL) technology, another 8 per cent through cable and only 1 per cent through wireless.
THE government hopes that by auctioning BWA spectrum, broadband through wireless technology would spur growth.
However, many mobile operators say that GSM 3G services will provide high speed internet data to the masses and is far superior to WiMAX which is still not “established” and its equipment is very expensive.
Last December, state-owned Bharat Sanchar Nigam Limited, had invited bids from potential franchisees to provide mobile WiMAX to its customers in 16 circles last December.
Around 28 companies, including majors like Intel Technology India, Alacatel-Lucent India, Motorola India, Moser Baer Industrial Infrastructure, Huawei, HCL Infosystems, Larsen & Toubro Infotech and TCIL, figured among those who bought the tender documents.
Thursday, October 29, 2009
conciliation,arbitration
Conciliation is an alternative dispute resolution (ADR) process whereby the parties to a dispute (including future interest disputes) agree to utilize the services of a conciliator, who then meets with the parties separately in an attempt to resolve their differences. He does this by lowering tensions, improving communications, interpreting issues, providing technical assistance, exploring potential solutions and bringing about a negotiated settlement.
Conciliation differs from arbitration in that the conciliation process, in and of itself, has no legal standing, and the conciliator usually has no authority to seek evidence or call witnesses, usually writes no decision, and makes no award.
Conciliation differs from mediation in that the main goal is to conciliate, most of the time by seeking concessions. In mediation, the mediator tries to guide the discussion in a way that optimizes parties needs, takes feelings into account and reframes representations.
Arbitration, a form of alternative dispute resolution (ADR), is a legal technique for the resolution of disputes outside the courts, wherein the parties to a dispute refer it to one or more persons (the "arbitrators", "arbiters" or "arbitral tribunal"), by whose decision (the "award") they agree to be bound. It is a settlement technique in which a third party reviews the case and imposes a decision that is legally binding for both sides.[1] Other forms of ADR include mediation[2] (a form of settlement negotiation facilitated by a neutral third party) and non-binding resolution by experts. It is more helpful, however, simply to classify arbitration as a form of binding dispute resolution, equivalent to litigation in the courts, and entirely distinct from the other forms of dispute resolution, such as negotiation, mediation, or determinations by experts, which are usually non-binding. Arbitration is most commonly used for the resolution of commercial disputes, particularly in the context of international commercial transactions. The use of arbitration is far more controversial in consumer and employment matters, where arbitration is not voluntary but is instead imposed on consumers or employees through fine-print contracts, denying individuals of their right to access the courts.
Arbitration can be either voluntary or mandatory and can be either binding or non-binding. Non-binding arbitration is, on the surface, similar to mediation. However, the principal distinction is that whereas a mediator will try to help the parties find a middle ground on which to compromise, the (non-binding) arbitrator remains totally removed from the settlement process and will only give a determination of liability and, if appropriate, an indication of the quantum of damages payable.
Conciliation differs from arbitration in that the conciliation process, in and of itself, has no legal standing, and the conciliator usually has no authority to seek evidence or call witnesses, usually writes no decision, and makes no award.
Conciliation differs from mediation in that the main goal is to conciliate, most of the time by seeking concessions. In mediation, the mediator tries to guide the discussion in a way that optimizes parties needs, takes feelings into account and reframes representations.
Arbitration, a form of alternative dispute resolution (ADR), is a legal technique for the resolution of disputes outside the courts, wherein the parties to a dispute refer it to one or more persons (the "arbitrators", "arbiters" or "arbitral tribunal"), by whose decision (the "award") they agree to be bound. It is a settlement technique in which a third party reviews the case and imposes a decision that is legally binding for both sides.[1] Other forms of ADR include mediation[2] (a form of settlement negotiation facilitated by a neutral third party) and non-binding resolution by experts. It is more helpful, however, simply to classify arbitration as a form of binding dispute resolution, equivalent to litigation in the courts, and entirely distinct from the other forms of dispute resolution, such as negotiation, mediation, or determinations by experts, which are usually non-binding. Arbitration is most commonly used for the resolution of commercial disputes, particularly in the context of international commercial transactions. The use of arbitration is far more controversial in consumer and employment matters, where arbitration is not voluntary but is instead imposed on consumers or employees through fine-print contracts, denying individuals of their right to access the courts.
Arbitration can be either voluntary or mandatory and can be either binding or non-binding. Non-binding arbitration is, on the surface, similar to mediation. However, the principal distinction is that whereas a mediator will try to help the parties find a middle ground on which to compromise, the (non-binding) arbitrator remains totally removed from the settlement process and will only give a determination of liability and, if appropriate, an indication of the quantum of damages payable.
Wednesday, October 28, 2009
Wipro's Q2 profits strenghten company confidence
Wipro’s second quarter performance and its upbeat guidance for the next quarter confirm the positive vibes given out earlier by its peers, TCS
and Infosys. The demand recovery seems to be in sight and the top IT deck is well poised to take the advantage.
Wipro, the country’s third-largest IT exporter, surprised analysts with a strong 8% sequential jump in net sales at Rs 6,893 crore (Indian GAAP) backed by better project management and cross currency benefits. Net profit shot up 14% to Rs 1,162 crore.
Also, in dollar terms, Wipro was able to reverse the falling trend in revenue seen since the March 2009 quarter. Its September quarter revenue rose 3% to $1,065 million over the previous quarter. Wipro’s stock ended 2% higher at Rs 604 on Tuesday even though the broader market witnessed heavy selling.
What has cheered investors is the management’s confidence to keep the tempo high in the coming quarters. According to the dollar revenue guidance for the December 2009 quarter, the management expects to either maintain the sequential revenue growth rate or even better it to 4.5%. Moreover, this growth is likely to come without sacrificing profit margins.
Similar to its bigger peers, Wipro has seen a revival in willingness of clients to spend on IT services across verticals and geographies. This is captured by the fact that it has reported increase in request for proposals (RFPs) for projects, including those with discretionary work targeted to improve efficiency.
A major aspect wherein Wipro stands to gain more than its peers is opportunity in the domestic market. It has been catering to the Indian government and private sector clients for a long time through its subsidiary, Wipro Infotech. Today, Indian clients account for one-fourth of Wipro’s revenue, way higher compared with 7-9% for TCS and just over 1% for Infosys.
In the domestic market, so far Wipro has won long-term, high-value contracts in verticals, including telecom, infrastructure and e-governance. Wipro’s maturity in the fast-growing domestic market attracts higher significance given that it competes head-on with multinationals such as IBM and HP.
Establishing presence in such a highly competitive domestic market may not be easy for its Indian peers, who are late-comers to the party. Moreover, Wipro’s management has cited that margins in the domestic business are comparable to those in the international market and thus, would not dilute profitability in the long run.
Given this, it would be no surprise if investors offer a higher rating to Wipro’s stock in times to come. At the current level, it is valued at 21 times its trailing 12-month net profit, a notch lower than Infy’s P/E of 21.8.
and Infosys. The demand recovery seems to be in sight and the top IT deck is well poised to take the advantage.
Wipro, the country’s third-largest IT exporter, surprised analysts with a strong 8% sequential jump in net sales at Rs 6,893 crore (Indian GAAP) backed by better project management and cross currency benefits. Net profit shot up 14% to Rs 1,162 crore.
Also, in dollar terms, Wipro was able to reverse the falling trend in revenue seen since the March 2009 quarter. Its September quarter revenue rose 3% to $1,065 million over the previous quarter. Wipro’s stock ended 2% higher at Rs 604 on Tuesday even though the broader market witnessed heavy selling.
What has cheered investors is the management’s confidence to keep the tempo high in the coming quarters. According to the dollar revenue guidance for the December 2009 quarter, the management expects to either maintain the sequential revenue growth rate or even better it to 4.5%. Moreover, this growth is likely to come without sacrificing profit margins.
Similar to its bigger peers, Wipro has seen a revival in willingness of clients to spend on IT services across verticals and geographies. This is captured by the fact that it has reported increase in request for proposals (RFPs) for projects, including those with discretionary work targeted to improve efficiency.
A major aspect wherein Wipro stands to gain more than its peers is opportunity in the domestic market. It has been catering to the Indian government and private sector clients for a long time through its subsidiary, Wipro Infotech. Today, Indian clients account for one-fourth of Wipro’s revenue, way higher compared with 7-9% for TCS and just over 1% for Infosys.
In the domestic market, so far Wipro has won long-term, high-value contracts in verticals, including telecom, infrastructure and e-governance. Wipro’s maturity in the fast-growing domestic market attracts higher significance given that it competes head-on with multinationals such as IBM and HP.
Establishing presence in such a highly competitive domestic market may not be easy for its Indian peers, who are late-comers to the party. Moreover, Wipro’s management has cited that margins in the domestic business are comparable to those in the international market and thus, would not dilute profitability in the long run.
Given this, it would be no surprise if investors offer a higher rating to Wipro’s stock in times to come. At the current level, it is valued at 21 times its trailing 12-month net profit, a notch lower than Infy’s P/E of 21.8.
Tuesday, October 27, 2009
Tata Motors profit revs up 110% in Q2
Tata Motors' quarterly profit has more than doubled aided by a marked decline in raw material costs and strong demand for its Ace trucks
and Indica Vista cars, beating street estimates. India's leading auto company's net profit soared 110% to Rs 729 crore during the second quarter of 2009-10 on a revenue base of Rs 7,979 crore. The earnings don't include Tata Motors' overseas units: Jaguar and Land Rover and Tata Daewoo South Korea.
The company improved its market share across heavy and light commercials vehicles during the July to September period driven by revival in industrial activities. Tata Motors sold 89,655 vehicles during the second quarter of FY10, a growth of 21%.
Interestingly, volumes in its medium and heavy commercial turned positive for the first time since first quarter of FY09, company officials said. The company sold 52,723 cars during the quarter, a growth of 13%, helped by new products, finance availability and pre-festive buying. Exports, however, was down from 12,930 units to 8,003 during the period under review.
For the second quarter in a row, Tata Motors improved its operating margin to 13.4%. Volume recovery combined with improved realizations contributed to growth in revenues while stable material prices and accelerated cost reduction efforts continued to yield beneficial impact on margins, the company said.
Tata Motors declared the results after the stock exchanges trading hours. Its stock on Monday closed at Rs 539 on the BSE, up 1.9%. The company, over the last several months, has been tightening its belt, with an aim to bring down costs by Rs 1,000 crore in the next two years.
Tata Motors is in the midst of repaying the entire $3 billion short-term loan it took for the purchase of JLR. After this, its debt to equity ratio would improve to 1:34 from the earlier 1:6.
The company started selling the Nano during the quarter and has delivered 7,506 units manufactured from its Uttarakhand plant. The Nano, off late, has been in the news following incidents of fires being reported in three separate cases. Tata Motors MD Prakash Telang said that the company is doing safety checks on all the sold and unsold Nanos.
and Indica Vista cars, beating street estimates. India's leading auto company's net profit soared 110% to Rs 729 crore during the second quarter of 2009-10 on a revenue base of Rs 7,979 crore. The earnings don't include Tata Motors' overseas units: Jaguar and Land Rover and Tata Daewoo South Korea.
The company improved its market share across heavy and light commercials vehicles during the July to September period driven by revival in industrial activities. Tata Motors sold 89,655 vehicles during the second quarter of FY10, a growth of 21%.
Interestingly, volumes in its medium and heavy commercial turned positive for the first time since first quarter of FY09, company officials said. The company sold 52,723 cars during the quarter, a growth of 13%, helped by new products, finance availability and pre-festive buying. Exports, however, was down from 12,930 units to 8,003 during the period under review.
For the second quarter in a row, Tata Motors improved its operating margin to 13.4%. Volume recovery combined with improved realizations contributed to growth in revenues while stable material prices and accelerated cost reduction efforts continued to yield beneficial impact on margins, the company said.
Tata Motors declared the results after the stock exchanges trading hours. Its stock on Monday closed at Rs 539 on the BSE, up 1.9%. The company, over the last several months, has been tightening its belt, with an aim to bring down costs by Rs 1,000 crore in the next two years.
Tata Motors is in the midst of repaying the entire $3 billion short-term loan it took for the purchase of JLR. After this, its debt to equity ratio would improve to 1:34 from the earlier 1:6.
The company started selling the Nano during the quarter and has delivered 7,506 units manufactured from its Uttarakhand plant. The Nano, off late, has been in the news following incidents of fires being reported in three separate cases. Tata Motors MD Prakash Telang said that the company is doing safety checks on all the sold and unsold Nanos.
Monday, October 26, 2009
Critical Success Factors
The idea of CSFs was first presented by D. Ronald Daniel in the 1960s. It was then built on and popularized a decade later by John F. Rockart, of MIT's Sloan School of Management, and has since been used extensively to help businesses implement their strategies and projects
That's where Critical Success Factors (CSFs) can help. CSFs are the essential areas of activity that must be performed well if you are to achieve the mission, objectives or goals for your business or project.
By identifying your Critical Success Factors, you can create a common point of reference to help you direct and measure the success of your business or project.
Types of csfs
• Industry - these factors result from specific industry characteristics. These are the things that the organization must do to remain competitive.
• Environmental - these factors result from macro-environmental influences on an organization. Things like the business climate, the economy, competitors, and technological advancements are included in this category.
• Strategic - these factors result from the specific competitive strategy chosen by the organization. The way in which the company chooses to position themselves, market themselves, whether they are high volume low cost or low volume high cost producers, etc.
• Temporal - these factors result from the organization's internal forces. Specific barriers, challenges, directions, and influences will determine these CSFs.
That's where Critical Success Factors (CSFs) can help. CSFs are the essential areas of activity that must be performed well if you are to achieve the mission, objectives or goals for your business or project.
By identifying your Critical Success Factors, you can create a common point of reference to help you direct and measure the success of your business or project.
Types of csfs
• Industry - these factors result from specific industry characteristics. These are the things that the organization must do to remain competitive.
• Environmental - these factors result from macro-environmental influences on an organization. Things like the business climate, the economy, competitors, and technological advancements are included in this category.
• Strategic - these factors result from the specific competitive strategy chosen by the organization. The way in which the company chooses to position themselves, market themselves, whether they are high volume low cost or low volume high cost producers, etc.
• Temporal - these factors result from the organization's internal forces. Specific barriers, challenges, directions, and influences will determine these CSFs.
Saturday, October 24, 2009
Industry Standard
Industry standard is the optimum criteria for any industry to function and carry out operation in their respective fields of production. Industry standard envisages the regulated, lawful, logical usage in the segment of the economy dealing with industrialization. This may include services or goods. Industry standard contributes to global as well as domestic competitiveness. Industry standard plays an important role in the economy of any country especially for those industries which actively participate in the export related activities. For example, in the case of automobile industry, sizes of the tire serve as a means of standardization. Standardization also serves as a quality check for any industry. The global economy is also affected by industry standard, for example majority of the European countries including Germany accounting for around 84% make use of international as well as European standards to operate at par with the foreign countries. Industry standard forms the part and parcel of the industrial policies. Essential details pertaining to technology and characteristics of the organization are furnished by maintaining the standards of industry.
Role of Industry Standard:
1. Administration and the legislative bodies are also benefited by the Industry standard. They govern the practical as well as the technological standards as per the legal requisites.
2. Standardization facilitates a healthy competition and designing of new concepts.
3. Industry standard ascertains the rank of an industry in the economic set up of a country.
4. Optimum standards facilitate the creation of political as well as business related advantages. The reason being that the industry standard is worked out in consonance with the expertise of the corporate houses and different segments of the society.
In a nut shell, industry standard is a crucial tool in acquiring industry goals related to managerial, technological as well as political. Therefore, setting standards for the industry whether in the domestic market or international market provides assurance of transparency. The ultimate aim of setting industry standard is to provide a platform for giving shape to new creations.
Role of Industry Standard:
1. Administration and the legislative bodies are also benefited by the Industry standard. They govern the practical as well as the technological standards as per the legal requisites.
2. Standardization facilitates a healthy competition and designing of new concepts.
3. Industry standard ascertains the rank of an industry in the economic set up of a country.
4. Optimum standards facilitate the creation of political as well as business related advantages. The reason being that the industry standard is worked out in consonance with the expertise of the corporate houses and different segments of the society.
In a nut shell, industry standard is a crucial tool in acquiring industry goals related to managerial, technological as well as political. Therefore, setting standards for the industry whether in the domestic market or international market provides assurance of transparency. The ultimate aim of setting industry standard is to provide a platform for giving shape to new creations.
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