Prithvi 100 cr...Authorised Capital....

prithvi… ANNOUNCEMENTS…. gOOD NEWS…

now, i am feeling very happy, elevated and proud….

…..One year back when i told to my friends THAT WE are about to here 


very good news from prithvi….something interesting is happening… 

then nobody believed!!!!!!! ...some said.. wait and see...

when the share price fallen from 30-35 range to below 15, many asked 


where THE GOOD NEWS…IS…..

some recently asked when we will here the good news….

some did not even believe what i said then… but smiled…(might have laughted behind my back)….

but all are now reading….

nOW IT IS public AND hISTORY!!!!!!!!!!!

HYDERABAD, MAY 11: 

Prithvi Information Solutions has received the nod from the board at the EGM (extraordinary general meeting) of the company to increase authorised capital of the company from Rs 30 crore to Rs 100 crore by allowing change in Memorandum and Article of Association to this effect.

The firm will go for a preferential issue 1.65 crore equity shares to persons belonging to the non-promoter category at Rs 26 a share.

It would also issue 5 crore fully compulsorily convertible warrants to the same category at the same price.

http://www.thehindubusinessline.com/industry-and-economy/info-tech/article3407680.ece

The Growth Concern...poor IIP numbers...

The Markets are very intelligent and cut the bottoms wisely when theya are falling and so is the action by cutting the heads when they are rising...

(.......I posted on 27-02-2012.........I HAVE MENTIONED THE BAD NEWS WILL FLOW SOON....NOW ENGULFING....THE MARKETS ARE HEAVY AT THE TOP AND THE LITTLE PARTICIPATION FROM THE RETAIL INVESTOR DROPPED THE MARKET FROM HIGHS!!!
THE NIFTY IS GOOD ONLY WHEN IT CROSSES 5424 AND RELIANCE TRADES ABOVE 803.
SO FAR NO PROBLEM, THE NIFTY TRADES BELOW 5135 IN THIS WEEK WILL CREATE RIPPLE EFFECT....THE TATAMOTORS SHALL NOT TRADE & CLOSE BELOW 239-41 AREA ON ANY GIVEN DAY, THEN THE BULLS LOST EVERY THING....FOR SURE....).....
....................
The growth concerns are shadowing the rise of markets. The past political indecisiveness impacted.....culminating to a level where every body is making statements for corrective/reactive steps.....
============

Thanks to Business Line....

.......Mr Mukherjee noted that RBI's monetary easing will take some time to translate into reduction in interest cost.

Meanwhile, the Confederation of Indian Industry Director-General, Mr Chandrajit Banerjee, said that the March IIP data was "extremely disappointing".
This raises concerns that the economy might be showing early signs of a vicious cycle of de-growth, as a result of multiple issues like high cost and poor availability of capital, high input costs, poor sentiments.

http://www.thehindubusinessline.com/industry-and-economy/article3407993.ece?homepage=true&ref=wl_home
 

Shankar Sharma - First ...now...'Cerebra'...

12 May, 2012, 07.04AM IST, The writer has posted comments on this article Ahona GhoshAhona Ghosh,ET Bureau
Shankar Sharma bids goodbye to Dalal Street for his start-up 'Cerebra'
MUMBAI: Shankar Sharma and wife Devina Mehra, founders of securities firm First Global, are set to bid adieu to Dalal Street and shift focus to their four-month young start-up, Cerebra BrainTech Pvt Ltd. The duo today spend almost all of their time on their technology and research-based venture that seeks to enhance mental capabilities as well as provide solutions for neurological disorders like autism, Alzheimer's, depression and schizophrenia.
"In the next few months, my trading and investing in stocks will be down to zero, that part of my life will be behind me," says the man who is renowned for his contrarian calls. "I will continue to analyse the markets because that is part of my DNA but I will not have the physical time to invest because Cerebra is a wide canvas and I don't have the mind space to do two very complex activities at the same time," adds Sharma.
The husband-wife team has invested 5 crore in Cerebra as seed capital and put together a team of 20. Sharma explains that he will need more capital to expand operations - to the Middle East and China - and make technology acquisitions to fuel research. "All my future investments will be linked to Cerebra in the space of technology and R&D," says Sharma. He recently invested in a US-based R&D company to develop technologies for Cerebra.
In simple terms, Cerebra's endeavour is to optimise the mental capabilities of individuals, from students to executives. The company's first offering, Cerebra TurboBrain, uses a technology - developed by an independent American scientist - that enhances cerebral blood flow, thereby boosting cognitive and emotional intelligence. A couple of other technologies are currently being clinically tested.
Cerebra uses technologies developed and patented by US scientists; in addition, it is working on adding its own enhancements to these technologies as well as developing the next generation of these technologies with assistance from scientists in the US and Europe.
Cerebra has chosen a cross-subsidisation model in a bid to accommodate patients from underprivileged backgrounds who will be supported by their well-heeled counterparts. Most of the patients - Cerebra has registered some 100 people for treatment so far - come from low-income families, points out Neeraj Khanna, a director at First Global and Cerebra. Khanna has worked with Sharma for the past 15 years, and is among one of the team members of First Global who stuck by Sharma through his difficult years.
Perhaps it's those difficult years, starting from 2001 when Sharma was hounded by the enforcement directorate and eventually taken into custody for alleged trading malpractices that have a part to play in his move away from the markets. One view was Sharma was paying the price for an investment in tehelka.com, which had exposed corruption in defense dealings. Sharma for his part is clear that it was a political vendetta against him by the then ruling NDA government.
Between 2001 and 2004, Sharma was summoned to court some 300 times and his home and office raided over 26 times. He spent 74 days in jail for an ostensible FERA violation - for not taking RBI's permission before doing business with FIIs. Sharma eventually got a clean chit, but the trauma isn't easy to forget. "FERA is the favourite weapon politicians use against their enemies. I thought at that time I would never get out," says Sharma recounting his time in Tihar jail. Adds Devina: "I had to go underground in case they arrested me as well. We had to keep the company running."
"If the BJP had continued in power, I would have either been killed or died of a stroke," says Sharma. After the 2004 general elections when the Congress came to power they were seen to be sympathetic to Sharma's plight. "I am a Congress supporter and am friends with the likes of Kapil Sibal and Mani Shankar Aiyar. They stood by me in my difficult days," says a typically candid Sharma.
Sharma survived, but the First Global franchise took a hit, as clients and employees took wing. Says Motilal Oswal, founder of the eponymous financial services firm: "He was absent from the market for some time and when you go through adverse conditions the business suffers a lot."
Those tough times mellowed Sharma, who was known for to be brash and even a bit rash pre-2001. Says Sanjay Sinha, founder of Citrus Advisors, and a childhood friend of Sharma: "He was very vocal with an aggressive attitude that has changed in the last four years. Perhaps the 2001 experience has mellowed him down."
In 2005, bang in the middle of their legal battles, Sharma had a change of heart about becoming a parent. Says Devina: "I always wanted children but Shankar was adamant about not having any; but he came around." Sharma reckons that the loneliness that comes with fighting battles got to him, and convinced him about the need to create a family. The couple's daughter Precia is now seven years old.
The couple, who have been working and living together for the past two decades - both are ex-Citibankers and met for the first time at the bank - say work never stops for them; it continues in conversations from office to home and right till bedtime. The only thing that has changed today is instead of discussing stock markets they talk about Cerebra and neurosciences.
But you still can't stop the man from talking markets. Sharma turned bullish in December last year, remains optimistic with high hopes on sectors like auto, consumer, public sector banks, infrastructure and pharma. His advice to retail investors: "Equity markets should not occupy more than 20-30% of your liquid net worth because in the long run equities will not give much returns and it's better to have a time horizon of two years, and no more, in this game." Big bull Rakesh Jhunjhunwala, who knows Sharma for the past five years or so and whose views have often clashed with those of the contrarian, says: "His views are intelligent and I respect them."
Sharma and his wife are no longer residents of India. "We made a decision in 2001 to become NRIs; it's a smart thing to do because the state can take everything you have away at the stroke of a pen," says Sharma. For six months a year, Sharma and family divide their time between Dubai and the US, where they have homes.
Clearly, Sharma and Mehra have been scarred by the tribulations of the past. And they live every day with the gnawing fear that trouble could be lurking at every bend of the road. "Every decision I take, I always look at my downside and exit options. Ordinarily you would never do anything from that perspective but once you go through an experience like that where the simplest of things can be questioned and made out to be capital offences then you have to think a hundred times," says Sharma, who was born in the coal township of Dhanbad in Jharkhand.

JPMorgan Loses $2 Billion - No childs Play

Many a times I reminded to friends, well wishers and the new entrants who approched me for advice..."Stock Markets is No Child's Play"

PEOPLE play so easily just because there is no ENTRY Barrier.
It allows all players but many tend to loose. Those who lost try to re-negotiate with the MARKET for a better deal....THAT NEVER HAPPENS....
BUT Professional Approach with well Calculated RISK and a better time frame to maturity will YIELD POSITIVE RESULTS....
THEN WHO IS A PROFESSIONAL...
                                                              THE WINNER IS THE ANSWER.....

SO........
-------------------------
JPMorgan Loses $2 Billion on Unit’s ‘Egregious Mistakes’ (Update 1)
By Dawn Kopecki, Michael J. Moore and Christine Harper - May 12, 2012 6:15 AM GMT+0530

JPMorgan Chase & Co. (JPM) Chief Executive Officer Jamie Dimon said the firm suffered a $2 billion trading loss after an “egregious” failure in a unit managing risks, jeopardizing Wall Street banks’ efforts to loosen a federal ban on bets with their own money.
The firm’s chief investment office, run by Ina Drew, 55, took flawed positions on synthetic credit securities that remain volatile and may cost an additional $1 billion this quarter or next, Dimon told analysts yesterday. Losses mounted as JPMorgan tried to mitigate transactions designed to hedge credit exposure.
“There were many errors, sloppiness and bad judgment,” Dimon said as the company’s stock fell in extended trading. “These were egregious mistakes, they were self-inflicted.”

http://www.bloomberg.com/news/2012-05-11/jpmorgan-loses-2-billion-as-mistakes-trounce-hedges.html

-----------------------------------------
JPMorgan $2 billion loss hits shares, dents image
By David Henry and Douwe Miedema

NEW YORK/LONDON (Reuters) - JPMorgan Chase & Co lost $15 billion in market value and a notch in its credit ratings on Friday while a chorus of regulators and politicians reacted to its surprise $2 billion trading loss by demanding stiffer oversight for the banking industry.
Republican Senator Bob Corker of Tennessee called for a hearing into the losses that the largest U.S. bank disclosed Thursday, while Securities and Exchange Commission Chairman Mary Schapiro told reporters: "It's safe to say that all the regulators are focused on this."
The debacle sparked new fears about big banks and prompted Dallas Federal Reserve Bank President Richard Fisher, who has called for the breakup of the top five U.S. banks, to say he is worried the biggest banks do not have adequate risk management.
http://finance.yahoo.com/news/jpmorgan-trading-loss-least-2-billion-reputation-hit-021547066--sector.html

-----------------------

JPMorgan $2b loss hits shares, credit, image
Published: 4:15PM Saturday May 12, 2012 Source: Reuters
JPMorgan & Co lost $US15 billion in market value and a notch in its credit ratings today while a chorus of regulators and politicians reacted to its surprise $2 billion trading loss by demanding stiffer oversight for the banking industry. The loss by one of Wall Street's most respected banks embarrassed chief executive Jamie Dimon, a leader lauded for steering his bank through the fallout from the 2008 financial crisis without reporting a loss.
"We know we were sloppy. We know we were stupid. We know there was bad judgment," Dimon said in an interview with NBC television to be broadcast on "Meet the Press" on Sunday.
http://tvnz.co.nz/business-news/jpmorgan-2b-loss-hits-shares-credit-image-4884234

NAIK L& T growth, new blood.....

11 MAR, 2012, 10.38AM IST, 

Lesson's from AM Naik and L&T's leadership change 

Managing Leadership Succession is very challenging for all organisations, tougher for more complex entities. Unfortunately, in several cases, neither the incumbent nor the board wakes up to address this challenge early on. Typically, in their hurry to grow the organisation, they either forget or do not devote adequate attention to such a strategically important matter before it becomes a crisis. The leadership change at L&T has attracted a lot of attention precisely for the same reason. There are several lessons from this experience. Every Lap Counts 
Leadership succession is like a relay race. Choice of the runners for each lap depends on the challenges ahead, the first and last runners being the fastest. There has to be adequate preparation and perfect understanding between runners about the timing of passing the baton.
The person handing over the baton should feel confident that the person receiving it has caught hold of it. The two runners have to have perfect understanding between them about each other. In a well-trained context, this happens in split seconds. Played out in slow motion, the same thing happens in leadership succession in corporations.
In this highly professionalised organisation, the board and management have always been aware of the need for finding a successor to Mr Naik, who is already 70. In fact, media reports that appeared about two years ago had described the dilemma that the company was going to face.
It is unfortunate that the board did not do much then or earlier about choosing the runner for the next lap with all the appropriate capabilities, and prepare the ground for a smooth change over. This was in spite of the fact that the entire team of executive directors was over 60 then!
Start Early
The board should have started the process of identifying the successor at least five years back with a definite deadline, and intensified the search especially when it was clear then itself that there was no obvious choice available.
The company would have been better off with a younger top leadership to steer the organisation to achieve the 25 percent compound growth planned in the next several years. Such an approach would have guaranteed smooth transition of leadership at L&T, with an over lapping phase for the baton change to be trouble free. Doubles Game 
The current decision to split the responsibilities between chairman and managing director appears to be a convenient decision. The new duo of chairman and MD/CEO is going to face sharing the responsibilities of shaping the destiny of the organisation. It may not be easy for the new entrant to flourish when Mr Naik's shadow continues to loom large as the executive chairman.
Given that Mr Naik and Mr Venkatraman will play a doubles game for the next five years, it is critical for them both as well as the board to objectively discuss the roles they will actually play independently and jointly. The new MD should not become a figure head

Prepare Next Runner 
Mr Naik has built L&T into a giant organisation, fighting several odds. He has a larger than life image. In such a scenario, it is for the incumbent to remind himself of the trusteeship role he is playing and prepare the organisation for the next leader. It appears that Mr Naik did not do it early enough.
By asking Mr Naik to continue as the executive chairman, the board has signalled its lack of preparedness for a change which is inevitable for anyone. Many leaders in business and politics do not believe that their time for retirement would ever come; they tend to think that they alone are capable of running subsequent laps. They do not recognise the need to prepare the next lap runner early on. Mr Naik and the board failed in their trusteeship responsibility. Insecurity of Retirement 
The longer a leader stays and the bigger the success, the greater is likely to be the challenge for his departure. Individual egos play a dominant role in refusing to accept realities. This is where some of the basic teachings of this country such as detachment, contentment and feeling of duty become all the more helpful. This is when leaders show their maturity. National Institution 
L&T is a national institution, respected and regarded for its professionalism by multiple stakeholders. The top team, representing all the stakeholders has a responsibility to ensure that it starts preparing for the next lap runner now itself. As trustees, they have to constantly remind themselves that no individual is indispensable. 
(The author is Thomas Schmidheiny Chair Professor of Family Business & Wealth Management, Indian School 

NIFTY bearish below 5,130

Pls see my latest tweet, mentioned about the NIFTY resistance and the weakness points. I agree with the author the markets are in Bear influence but can bounce as the world markets and the monthly charts are not showing that kind of a weakness. nifty may fall below 5000 can touch 4865. For now it shall get support at 5030 level.

I am not able to spare an hour extra time to write...but now will work an extra hour.
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Wkly Tech Analysis: Bias to remain bearish below 5,130

Among the index stocks, Hero MotoCorp slumped almost 10% to Rs 1,981, and Maruti plunged over 8% to Rs 1,283

Rex Cano / Mumbai May 05, 2012, 23:59 IST

The markets, as expected, began the week with hopes of a counter rally by the bulls. We saw the Sensex touch a high of 17,432, but eventually the gains turned into significant losses by the end of the week as technically the momentum oscillators were not supportive.

The Sensex slumped to a low of 16,777 amid heavy losses in auto, banking and capital goods shares. The BSE benchmark eventually ended the week with a loss of 356 points at 16,831.

Among the index stocks, Hero MotoCorp slumped almost 10 per cent to Rs 1,981, and Maruti plunged over 8 per cent to Rs 1,283. BHEL, Tata Steel, State Bank of India, Coal India, Bajaj Auto and Larsen & Toubro were the other major losers. On the other hand, TCS surged over 6 per cent to Rs 1,278. Cipla and Hindustan Unilever were the other prominent gainers, up around 4.5 per cent each.

According to the monthly Fibonacci charts, Sensex has near support around 16,700, a break below which could see the index dip towards the quarterly support level, which is around 16,200. The yearly chart also indicates some support around 16,670-odd levels. On the upside, the Sensex needs to sustain above 16,980.
Next week, the Sensex may seek support around 16,580-16,425, while it may face resistance around 17,080-17,240.
The NSE Nifty moved in a range of over 200 points. The index touched a high of 5,280, and then tumbled to a low of 5,071. The index finally settled with a significant loss of 122 points at 5,209.
The Nifty has broken below its 200-day DMA (daily moving average) on the daily charts after more than three months. The momentum oscillators continue to remain fairly bearish, hence we may see some more losses going ahead.
Select key momentum oscillators like the MACD and Stochastic Slow are both negative, on the daily and weekly charts, hence chances of a further downside are higher.
The near-term bias is likely to be negative as long as Nifty remains below 5,130 — which is the lower end of the Bollinger Band. The nearest support for Nifty is at 5,020, below which we could see fresh weakness with the next major support at 4,835.
On the positive front, if the Nifty is able to sustain above 5,130, then we could see a counter rally all the way up to 5,290-odd levels.
Next week, the Nifty is likely to seek support around 5,005-4,960, while it may face resistance around 5,165-5,215.


THANKS TO BS

INDIA-Solar ....Everywhere...a matter of time!!!!!

Now, Gujarat to cover Narmada canals with solar panels!
Virendra Pandit
Gandhinagar, April 23:
Close on heels of commencing use of wastelands in northern districts and rooftops in towns and cities, Gujarat is set to potentially use the existing 19,000 km-long network of Narmada canals across the State for setting up solar panels to generate power.
The Chief Minister, Mr Narendra Modi, will inaugurate the first of a series of this project, known as Canal Solar Power Project, when he launches a 1 megawatt (mw) pilot project, which is already commissioned, on Narmada branch canal near Chandrasan village of Kadi taluka in Mehsana district on Tuesday.
Last week, he inaugurated a 600-MW solar power project spread across 11 districts. This included a 214MW Solar Power Park, the largest such generation centre at a single location in Asia. Also, Azure Power, leading independent power producer in solar sector, announced a 2.5 MW rooftops project in Gandhinagar.Gujarat, which invests nearly Rs 2,000 crore an year on renewable energy, has attracted investments of Rs 9,000 crore so far on solar energy projects.
The pilot project has been developed on a 750-m stretch of the canal by Gujarat State Electricity Corporation (GSECL) with support from Sardar Sarovar Narmada Nigam Ltd (SSNNL), which owns and maintains the canal network.
Energy, water security
The pilot project will generate 16 lakh units of clean energy per annum and also prevent evaporation of 90 lakh litres of water annually from the canal, an official told Business Line here on Monday. The concept will, therefore, tackle two of the challenges simultaneously by providing energy and water security.
The cost of per megawatt of solar power, in this case, is likely to be much less than the estimated Rs 10-11 crore, as the two banks of the canal will be used to cover the canal by installing solar power panel and the government will not have to spend much on creating basic infrastructure, including land acquisition .
Today, Gujarat has about 458 km of open Main Canal, while the total canal length, including sub-branches, is about 19,000 km at present.
When completed, the SSNNL's canal network will be about 85,000 km long.
Assuming a utilisation of only 10 per cent of the existing canal network of 19,000 km, it is estimated that 2,200 MW of solar power generating capacity can be installed by covering the canals with solar panels.
This also implies that 11,000 acres of land can be potentially conserved along with about 2,000 crore litres of water saved per annum

Infosys’ S D Shibulal ???... is NO Exception.....

Investors show 'rare frustration' with Infosys



BS Reporters / Mumbai/ Bangalore Apr 21, 2012, 00:55 IST

Infosys’ continued weak performance has institutional investors worried. In an open letter to the company’s CEO & MD S D Shibulal, brokerage firm, CLSA Asia Pacific Markets, voiced the collective dismay of 100 institutional investors seeking to know the company’s plans to correct the loss of revenues and earnings before interest and tax.
According to the letter, over 600 investors have put $15 billion in the company. Foreign institutional investors hold around 39 per cent in the company. Oppenheimer Developing Markets Fund, Abu Dhabi Investment Authority, the government of Singapore and Aberdeen are some of the prominent foreign institutional investors in Infosys.
The brokerage firm said these investors it spoke to (the 100 investors) after the March quarter result were showing ‘rare frustration’ over Infosys’ recent financial performance, and wanted the company to “articulate a clear policy about the potential usage of over $4-billion cash reserves” that the company has currently.
Infosys, which announced its fourth-quarter numbers earlier this week, missed its March 2012 guidance by 1.9-2.2 per cent. More importantly, its guidance of 8-10 per cent growth in FY13 shocked the Street, as it was lower than industry body Nasscom’s estimate of 11-13 per cent. Post the results, the company lost about 13 per cent ($4 billion) in market value and its shares tumbled to a seven-month low. “The key question on every shareholder’s mind is what is troubling the company, which has been the flag-bearer of the Indian IT industry globally and single-handedly raised the profile of Indian equities among foreign institutional investors. I am just acting as a channel for communicating the consolidated thoughts of institutional investors,” CLSA analyst Nimish Joshi stated in the letter.
When contacted, Infosys CFO V Balakrishnan said the company did not want to comment on any analyst report, as those were personal views. Asked if investors’ frustration was not a matter of concern, he said, “We talk to all our investors all the time. So, if they have any concern, they will tell us.” The CLSA letter also warned the loss of market share may affect Infosys’ ability to garner higher prices for its services over a period of time.
It also questioned Infosys' 'extraordinary ability’ to predict its own business after lowering its outlook twice during last year and finally missing it. Moreover, the massive fall in utilisation for the second consecutive time in the fourth quarter was also worrying, it said.
Stating that clients’ focus remained excessively on cost-cutting, the letter said, “Infosys may not find enough deals which satisfy its threshold pricing criteria. Combine that with the new-found aggression among Infosys’ peers and greater hunger for acquisitions, reasons for the loss of revenue market share become clearer," Joshi said.
The letter says Infosys’ business model is neither capex nor working capital heavy. “Infosys has no doubt been disciplined in usage of cash for potential acquisitions. Given the low capex/working capital needs in IT devices, I do not think a higher dividend payout or buyback will be construed by investors as a precursor to lower growth prospects ahead,” it added.

SERIOUS FLAWS....DIFFERENT MAGICS!!!!!!!

I HAVE PERSONAL EXPERIANCE OF THIS KIND IN A DIFFERENT SITUATION.
I REMEMBER THIS HAPPENED TO ME IN ACC. I AM TRADING IN ZEN SECURITIES, I PLACED MY SELL ORDER AT A PRICE, MY SELL ORDER WAS NOT EXECUTED BUT HIGH WAS REGIGESTED ABOVE MY PRICE AND SETTELED LOWER. I ONE MORE OCCATION MY STOPLOSS WAS TRIGGERED BUT THE HIGH IS LESS THAN MY TRIGGER PRICE.
MY FRIEND KRISHNAMURTY HAS SIMILAR EXPERIENCE WHILE TRADING IN ANAGRAM STOCK BROKING, HE PLACED A ORDER, DIDN,T EXECUTED BUT ABOVE HIS PRICE ORDERS EXCUTED (BE CAUSE THE DAY HIGH REGISTERED ABOVE HIS PRICE-PLACED)

WHEN I TOLD NO BODY ACCEPTED ( EVEN KRISHNAMURTY GARU) BUT HIS EXPERINCE MADE HIM FURIOUS, PLANNED TO WRITE TO SEBI AND NSE TRIED TO DOCCUMENT.....GOE WITH THE WIND....LEFT AFTER THE EMOTION DIED....

BUT IT HAPPENS... I AM THE I WITNESS.... EVEN TO THIS....I SAW I PUZZELED....

NOW SHARING......DIFFERENT MAGICS..DIFFERENT...MANAGEMENT TECHNIQUES...
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Nifty futures drop 6.7% in seconds

 Dealers say algo trade from large foreign institutional investors triggered freak crash
BS Reporter / Mumbai Apr 21, 2012, 00:33 IST
Flash crash — was the catch phrase among market players on Friday after a huge sell order dragged Nifty futures down by nearly seven per cent within a few seconds.
During afternoon trade, the Nifty April futures plunged to 5,000 from 5,300 levels with about 35,000 lots of Nifty futures getting traded in the space of a few minutes.The sharp drop in futures also dragged the underlying index, with the 50-share Nifty declining from 5,313 to 5,245 within a few seconds.
Nifty April futures finally closed at 5,304.8, down 0.96 per cent; while the benchmark Nifty closed at 5,290.85, down 0.78 per cent.
According to market buzz, the sell order was placed due to an algorithmic trading error by a leading foreign institutional investor.
Market participants said the order didn’t specify a selling price, which resulted in a large supply of shares. “A huge sell order got punched without a ‘sell price’. The order got executed till the last available trade,” said the head of derivatives with a domestic brokerage.
Typically, institutions, while executing large quantity trades, space these out, so that the impact on price is minimal.The National Stock Exchange said the trading systems worked normally and all the trade executions were within the price limits prescribed by the market regulator. “The exchange is examining the causes for the sudden fall in the Nifty, as part of normal investigation procedure. No trades were cancelled or annulled by the exchange,” said NSE in a statement.
“Even though the trade quantity was relatively not very high, low trading volumes deepened the fall,” said a dealer.The average daily trading turnover for the derivative segment this month is Rs 99,272 crore, down 22 per cent compared to this year’s average of Rs 1,26,718 crore. The derivative market turnover on NSE stood at Rs 1,44,562 crore on Friday.
“The market bounced back after the fall, which indicates that the trade was on account of a punching error. Given the low volumes in the past couple of days the impact cost has gone up and this was clearly evident in Friday’s fall,” said Yogesh Radke, head of quantitative research at financial services company Edelweiss Securities.
The incident refreshed memories of last year’s Muhurat day trading when the Bombay Stock Exchange (BSE) had to annul all its trades due to unusually high volumes. On October 26, 2011, BSE had cancelled all derivatives trades during the Muhurat session after volumes shot up ten times its normal numbers.
Also, in June 2010, the Reliance Industries stock had crashed nearly 20 per cent on execution of a large ‘sell’ order using algo. The order, which appeared to be a punching error , saw the Sensex plunge more than 600 points the moment it was executed.
Last month, the Securities and Exchange Board of India (Sebi) announced detailed guidelines for algorithmic trading to maintain order in the market. The new rules will come into affect in the next few weeks

TATA MOTORS...REMEMBER..

I AM SURPRISINGLY REMEMBERING... TATAMOTORS... TARGET I MENTIONED ONE DAY AT 1750 BUT ALSO MENTIONED ABOUT 725 BEFORE IT SETTLE DOWN...ALSO MENTIONED THAT THE MARKET TAKES THE BOTTOM SUPPORT.

ANY WAY THERE ARE MORE TO COME ...THERE ARE MANY MORE SCRIPS THAT CAN OFFER MULTIBAGER RETURNS...

THE PHARMA SECTOR IS UNFOLDING... I MENTIONED PEOPLE TO BUY THE BIOTEK STOCKS...OFFER HUGE MONEY IN NEXT 3-5 YEARS...

STOCK MARKET PLANNING......!!!!!!!

http://www.inc.com/paul-schoemaker/6-Habits-of-Strategic-Thinkers.html?nav=next

Topics > Leadership and Managing > Strategy and Planning > THE STRATEGIC DECISION
Paul J. H. Schoemaker
Mar 20, 20126 Habits of True Strategic Thinkers
You're the boss, but you still spend too much time on the day-to-day. Here's how to become the strategic leader your company needsIn the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic." Whatever that means.
If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. Every leader's temptation is to deal with what's directly in front, because it always seems more urgent and concrete. Unfortunately, if you do that, you put your company at risk. While you concentrate on steering around potholes, you'll miss windfall opportunities, not to mention any signals that the road you're on is leading off a cliff.
This is a tough job, make no mistake. "We need strategic leaders!” is a pretty constant refrain at every company, large and small. One reason the job is so tough: no one really understands what it entails. It's hard to be a strategic leader if you don't know what strategic leaders are supposed to do.
After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Adaptive strategic leaders — the kind who thrive in today’s uncertain environment – do six things well:
Anticipate
Most of the focus at most companies is on what’s directly ahead. The leaders lack “peripheral vision.” This can leave your company vulnerable to rivals who detect and act on ambiguous signals. To anticipate well, you must:
•Look for game-changing information at the periphery of your industry
•Search beyond the current boundaries of your business
•Build wide external networks to help you scan the horizon better
Think Critically
“Conventional wisdom” opens you to fewer raised eyebrows and second guessing. But if you swallow every management fad, herdlike belief, and safe opinion at face value, your company loses all competitive advantage. Critical thinkers question everything. To master this skill you must force yourself to:
•Reframe problems to get to the bottom of things, in terms of root causes
•Challenge current beliefs and mindsets, including your own
•Uncover hypocrisy, manipulation, and bias in organizational decisions
Interpret
Ambiguity is unsettling. Faced with it, the temptation is to reach for a fast (and potentially wrongheaded) solution. A good strategic leader holds steady, synthesizing information from many sources before developing a viewpoint. To get good at this, you have to:
•Seek patterns in multiple sources of data
•Encourage others to do the same
•Question prevailing assumptions and test multiple hypotheses simultaneously
Decide
Many leaders fall prey to “analysis paralysis.” You have to develop processes and enforce them, so that you arrive at a “good enough” position. To do that well, you have to:
•Carefully frame the decision to get to the crux of the matter
•Balance speed, rigor, quality and agility. Leave perfection to higher powers
•Take a stand even with incomplete information and amid diverse views
Align
Total consensus is rare. A strategic leader must foster open dialogue, build trust and engage key stakeholders, especially when views diverge. To pull that off, you need to:
•Understand what drives other people's agendas, including what remains hidden
•Bring tough issues to the surface, even when it's uncomfortable
•Assess risk tolerance and follow through to build the necessary support
Learn
As your company grows, honest feedback is harder and harder to come by. You have to do what you can to keep it coming. This is crucial because success and failure--especially failure--are valuable sources of organizational learning. Here's what you need to do:
•Encourage and exemplify honest, rigorous debriefs to extract lessons
•Shift course quickly if you realize you're off track
•Celebrate both success and (well-intentioned) failures that provide insight
Do you have what it takes?
Obviously, this is a daunting list of tasks, and frankly, no one is born a black belt in all these different skills. But they can be taught and whatever gaps exist in your skill set can be filled in. I'll cover each of the aspects of strategic leadership in more detail in future columns. But for now, test your own strategic aptitude (or your company's) with the survey at www.decisionstrat.com. In the comments below, let me know what you learned from it.

DAX Beating S&P 500 -Since ’06

I asked people/traders to consider DAX a bench mark to assess the market movement. In my earlier postings and asked to follow DAX.
Now I am considering Nikkie, once worst performed index now bouncining with vengence....
Our markets are poised to rise to new hights...
.......................
DAX Beating S&P 500 by Most Since ’06 on Economy Optimism
By Adam Haigh - Apr 3, 2012 12:48 PM GMT+0530
German stocks are posting their best start to a year relative to the U.S. since 2006 as investors bet companies in Europe’s biggest economy will benefit most from improving global growth.
The DAXK (DAXK) Index, a German equities gauge that strips out gains from dividends, has surged 19 percent in 2012 after sinking to the cheapest valuation in at least six years last year. That’s the largest advance since 1998 and 6.3 percentage points more than the Standard & Poor’s 500 Index (SPX)’s increase, data compiled by Bloomberg show.
Germany’s benchmark DAX Index (DAX) has topped every developed market tracked by Bloomberg this year as Citigroup Inc. and BNP Paribas SA raised forecasts for economic expansion after efforts to tackle Europe’s debt crisis succeeded in bringing down borrowing costs from record highs. ING Investment Management ranks the nation’s stocks among the world’s best buys and Bank Sarasin & Cie. AG has been purchasing shares of SAP AG and Allianz SE.
“Global growth concerns have been priced out and euro-zone concerns have eased,” Bernd Meyer, the Frankfurt-based head of cross-asset class strategy at Commerzbank AG, said in a phone interview. “These elements are supportive for DAX outperformance as it’s a high-beta play on global growth.”
Overseas Sales
Companies on the DAX make more than 60 percent of sales outside Europe, according to data from Royal Bank of Scotland Group Plc. The remainder comes from within the region, where banks from Credit Suisse Group Inc. to JPMorgan Chase & Co. have reversed forecasts for a contraction in 2012 earnings.
The DAXK has rallied 11 percentage points more than the Euro Stoxx 50 Index this year, according to data compiled by
Bloomberg. That’s the biggest gap since at least 1989, the data show. Even after the surge, the DAX, which includes returns from dividend payments, trades for 11 times estimated earnings, below the average valuation multiple of 11.9 over the past five years, the data show. The DAX advanced 0.2 percent to 7,068.02 at 9:17 a.m. in Frankfurt today.
“Germany is one of our preferred markets right now,” said Patrick Moonen, senior strategist at ING Investment Management in The Hague, which manages $163 billion. “It is not expensive and the export sector remains strong.” He spoke in a phone interview.
Record Borrowing Costs
The DAX posted a 15 percent slide in 2011 as mounting concern about the region’s debt crisis sent borrowing costs in Spain and Italy to records and economic reports missed estimates. Its price-earnings ratio reached 7.8 times projected profits on
Sept. 12, the cheapest ever according to Bloomberg data that go back to 2006. The measure ended the year with a multiple of 9.9, a discount of as much as 34 percent to its five-year average.
German equities have risen in 2012 as economic data in the U.S. topped estimates and the European Central Bank lent more than 1 trillion euros ($1.3 trillion) to the region’s financial companies. Prices surged more than in America as investors sought markets where company earnings are more tied to economic growth, Commerzbank’s Meyer said.
BNP Paribas, France’s largest bank, increased its forecast for global economic expansion to 3.5 percent from 3.1 percent, according to a March 22 report. Citigroup raised its estimate to 2.5 percent from 2.4 percent the same day. Deutsche Bank AG lifted its growth target to 3.5 percent from 3.2 percent on March 26, citing the restructuring of Greece’s debt and the increased ECB lending.
Buying SAP
Philipp Baertschi at Bank Sarasin sad he’s buying shares in SAP, the biggest maker of business-management software. The third-largest company on the DAX, which made more than 50 percent of sales outside Europe in 2011, has increased its dividend by 11 percent in the past five years and has an indicated yield of 1.4 percent, Bloomberg data show. “Investors are looking for growth but also for high yield and SAP fits very well into that theme,” said Baertschi, chief strategist at Bank Sarasin in Zurich, where he helps oversee the equivalent of about $110 billion.
Money managers may not only benefit from growth outside of Europe, Credit Suisse and JPMorgan strategists said. The Zurich- based bank increased its estimate for 2012 profit growth in the region to 1 percent on March 16, reversing a previous estimate for a 5 percent contraction. JPMorgan forecast on March 12 that European earnings will expand 5 percent, compared with a previous projection of stagnation.
German Growth
Germany’s economy will grow 0.8 percent in the first quarter, according to the median of 15 economist forecasts compiled by
Bloomberg. The nation may expand faster in the second half of 2012, the Berlin-based Finance Ministry said in a March 22 report that cited recent indicators such as the Ifo business-confidence index.
The Munich-based Ifo institute said March 26 that its business-climate gauge, based on a survey of 7,000 executives, rose to 109.8 last month from a revised 109.7 in February. That’s the fifth straight gain.
This year’s rally may falter as concern about the euro region’s sovereign-debt crisis returns and improvements in economic data subside, according to Philippe Gijsels, head of research at BNP Paribas Fortis Global Markets. The DAX had rallied 6.9 percent from the start of last year through July 7, before beginning a 21 percent slump through the end of 2011 as the contagion spread from Greece to Italy and Spain.
Overbought Market
“We’ve rarely seen a market that is so overbought as we see today,” Gijsels said in a phone interview from Brussels on March 28. “Liquidity has driven the market and people have embraced risk, but for that to be sustained we need substantial improvement in the economy. The hard data needs to follow in the second half of the year otherwise we risk a repeat of what happened last year when the crisis resurfaced in the summer.”
Even so, for Herbert Perus at Raiffeisen Capital Management there are enough investors that have not participated in this year’s gains to push equities higher. “We still have a lot of extremely cheap companies in Europe and Germany is at the heart of this,” Perus, who helps oversee about $36 billion as head of equities at Raiffeisen in Vienna, said in a March 28 telephone interview. “There are so many opportunities even after the rally of this first quarter.”

Internalising the Knowledge

30 MAR, 2012, 12.01AM IST, DEVDUTT PATTANAIK, 

Wisdom lies in internalising the knowledge

Ravana, king of Rakshasas, was wellversed in the Vedas. He knew so much that he needed ten heads to contain his knowledge. Being a great devotee of Shiva, the supreme hermit, he would travel every day from Lanka in the South, to Kailas, the abode of Shiva, in the North. "Why don't you come with me to my city?" he once asked Shiva. "Why don't you take me with you?" said Shiva. "I will," said Ravana, his eyes gleaming. "Good!" said Shiva, who shut his eyes, and continued meditating. 

Ravana then used his massive strength to uproot Mount Kailas with the intention of carrying it to Lanka. "What is he doing!" screamed Shakti, Shiva's consort, as the mountain shook, terrifying all its residents, "Have you asked him to do this?" she angrily asked her husband. 

Shiva opened his eyes and looked down. "As usual, he misunderstood," said Shiva, pushing down his big toe on the floor. Such was the pressure that Shiva generated, that Ravana buckled under the pressure and found himself trapped under Kailasa's weight. He sang songs in praise of Shiva until Shiva eased the weight, enabling Ravana to slip out. 

Ravana then went back to Lanka sheepishly. As he left, Shiva spoke to Shakti, who was looking at him impatiently for an explanation, "I told him he could take me with him. I meant he could understand and internalise the idea that is Shiva and take me wherever he went, for I would be embedded in his soul. He, however, understood it as possessing Shiva. That is why he is very knowledgeable, but not very wise." There is a lot of difference between 'knowing' something and 'getting' it. 

If Ravana actually 'got' Shiva, he would have understood vairagya or the principle of detachment. But though he was devoted to Shiva, Ravan was the embodiment of attachment, clinging on furiously to things that did not belong to him, like Lanka (built by his brother, Kubera) or Sita (the wife of Ram). Ravana had many heads packed with knowledge, but he never quite got what Shiva, the hermit, was all about. He got an idea intellectually, but it made no impact on his insecurity that craved to possess things. 

As Jaideep went through B-school, he knew the meanings of all the words: strategy, tactics, topline, bottom-line, profit, cash flow, etc. And yet, when it came to striking a deal, he just did not get it. His presentations were perfect, his pitch pack was outstanding, he spoke all that he was told to speak, but he never ever struck the deal. His boss said, "You don't get it at all, do you?" Jaideep went to training classes, did mock sales sessions, went for further education, but still his strike rate remained poor. What was he missing? He had many 'eureka' moments, but still he was not one who could make the deal. 

Something was missing. Jaideep pretended he understood. And everyone around him was fooled by his erudition. But deep down, Jaideep knew he was a Ravan who was carrying Mount Kailasa on his shoulder, but not able to let the idea of Shiva seep into his soul. The day he got it, he would not bother using big words. He would be busy striking deals.

HAPPY ANNOUNCEMENT...

I GOT MY MASTERS DEGREE IN PSYCHOLOGY, PASSED WITH FIRST CLASS.

NOW I AM HAVING PREREQUISITE QUALIFICATION TO DO MY RESEARCH TO GET "Phd".

50 Most Powerful Women in Business

Chanda Kochhar tops Fortune power list

AGENCIES Posted: Wednesday, Nov 09, 2011 at 1756 hrs IST

http://www.financialexpress.com/news/chanda-kochhar-tops-fortune-power-list/873399/0 

 KOCHAAR

  SIKHA SHARMA

 KALANIDHI MARAN

 NAVEEN JINDAL

New Delhi: ICICI Bank chief executive Chanda Kochhar has been named as the most powerful woman in Indian business but when it comes to pay, Sun TV Network's joint MD Kavery Kalanithi is the highest earner with an annual salary of $13.09 million, according to Fortune magazine.

With a pay packet of $13.66 million, Jindal Steel chairman Naveen Jindal is the highest paid business man, followed by Sun TV Network chairman and Kavery's husband Kalanithi Maran, whose annual package is $13.09 million.

In the Fortune list of 50 most powerful businesswoman, Kochhar is followed by former ICICI executive and Axis Bank MD and CEO Shikha Sharma at the second spot.

Two other former ICICI executives -- JP Morgan India CEO Kalpana Morparia (16th rank) and Multiples Alternate Asset Management's founder and CEO Renuka Ramnath (20), also feature in the league.

TAFE's chairperson Mallika Srinivasan (3), Capgemini India CEO Aruan Jayanthi (4), AZB Partners co-founder Zia Mody (5) and Britannia Industries managing director Vinita Bali (6) feature in the list, which would be published in the magazine this week.

HT Media chairperson and editorial director Shobhana Bhartia is at the seventh spot, followed by National Stock Exchange joint managing director Chitra Ramakrishna (8), Biocon chairman and MD Kiran Mazumdar (9) and RIM India's former MD Frenny Bawa at 10th slot.

Interestingly, Kochhar, who is also ICICI Bank's MD, does not find a place among the ten highest paid women executives in the country.

Other prominent names in the power list include HSBC India group general manager and country head Naina Lal Kidwai (12), Apollo Hospital Enterprises MD Preetha Reddy (13), Facebook India head Kirthiga Reddy (21), HDFC Managing Director Renu Sud Karnad (35) and UBS chairperson and MD Manisha Girotra (48).

From entertainment space, there are at least two women – Joint Managing Director, Balaji Telefilms joint MD Ekta Kapoor (31) and Three's Company co-founder Farah Khan (42).

Among the top ten highest paid women executives, Peninsula Land chairperson Urvi A Piramal is at the second place with $1.74 million pay, followed by Preetha Reddy ($1.11 million) and Vinita Bali ($1.03 million).

With a pay of $6.23 million, Hero Motocorp MD and CEO Pawan Munjal ($6.28 million) is the third highest paid business man, followed by Hero Motocorp chairman Brijmohan Lall Munjal ($6.23 million).

Reliance Industries chairman Mukesh Ambani, who was once the highest paid executive in the country, does not feature in the list, since he has fixed his pay at around Rs 15 crore for the past three years, starting from 2008-09.

In 2007-08, he had topped the highest paid executives league with a pay packet of Rs 44 crore.

Meanwhile, Kavery Kalanithi might be the most paid woman executive, but her package is just about one-third of the highest paid US business woman -- Oracle president and CFO Safra A Catz.

According to Fortune, Catz's salary is $42.09 million.

The American list of highest paid women executives also features Pepsico's India-origin chairman and CEO Indra Nooyi at ninth position, with a pay of $14.03 million.

Fortune India’s 50 Most Powerful Women in Business

1. Chanda Kochhar (MD and CEO, ICICI Bank)

2. Shikha Sharma (MD and CEO, Axis Bank)

3. Mallika Srinivasan (Chairperson, TAFE)

4. Aruna Jayanthi (CEO, Capgemini India)

5. Zia Mody (Co-founder, AZB Partners)

6. Vinita Bali (Managing Director, Britannia Industries)

7. Shobhana Bhartia (Chairperson and Editorial Director, HT Media)

8. Chitra Ramakrishna (Joint Managing Director, National Stock Exchange)

9. Kiran Mazumdar-Shaw (Chairman and Managing Director, Biocon)

10. Frenny Bawa (Former Managing Director, RIM India)

11. Meenakshi Saraogi (Joint MD, Balrampur Chini Mills)

12. Naina Lal Kidwai (Group General Manager and Country Head, HSBC India)

13. Preetha Reddy (Managing Director, Apollo Hospital Enterprises)

14. Amrita Patel (Chairman, National Dairy Development Board)

15. Harshbeena Sahney Zaveri (MD and President, NRB Bearings)

16. Kalpana Morparia (CEO, JP Morgan India)

17. Mira Kulkarni (MD, Mountain Valley Springs India)

18. Sujata Keshavan (Co-founder, Ray+Keshavan Brand Union)

19. Roopa Kudva (Managing Director and CEO, CRISIL)

20. Renuka Ramnath (Founder, Managing Director & CEO, Multiples Alternate Asset Management)

21. Kirthiga Reddy (India Head, Facebook)

22. Priya Paul (President, Park Hotels Group)

23. Jasmeet Kaur Srivastava & Gitanjali Ghate (Managing Directors, The Third Eye)

24. Rama Bijapurkar (Marketing Consultant)

25. Kaku Nakhate (President & Country Head India, Bank of America Merrill Lynch)

26. Rekha Menon (Executive Director, Accenture)

27. Neelam Dhawan (Managing Director, Hewlett-Packard India)

28. Sangeeta Pendurkar (Managing Director, Kellogg India)

29. Vedika Bhandarkar (Vice Chairperson, Credit Suisse)

30. Ekta Kapoor (Joint Managing Director, Balaji Telefilms)

31. Vishakha Mulye (Managing Director, CEO, ICICI Venture)

32. Reshma Shetty (Managing Director, Matrix India Entertainment Consultants)

33. Sminu Jindal (Managing Director, Jindal SAW)

34. Renu Sud Karnad (Managing Director, HDFC)

35. Ritu Kumar (Ritu Kumar Design)

36. Anuradha J Desai (Non-executive chairperson, Venky’s / Chairperson, VH Group of companies)

37. Vandana Luthra (Founder & mentor, VLCC Health Care)

38. Lynn De Souza (Chairman and CEO, Lintas Media Group)

39. Bala Deshpande (Country Head and senior MD, New Enterprise Associates India)

40. Suvalaxmi Chakraborty (CEO, State Bank of Mauritius (India))

41. Farah Khan (Co-founder, Three’s Company)

42. Meher Pudumjee (Chairperson, Thermax)

43. Ashu Suyash (Managing Director and Country Head, India, Fidelity International)

44. Radhika Roy (Managing Director and Executive Co-Chairperson, NDTV Group)

45. Rajshree Pathy (Chairman and Managing Director, Rajshree Sugars and Chemicals)

46. Swati Piramal (Director, Piramal Healthcare; Vice Chairperson, Piramal Life Sciences)

47. Manisha Girotra (Chairperson and Managing Director, UBS)

48. Meera Sanyal (Country Executive & Chairperson, RBS India)

49. Anita Arjundas (Managing Director, Mahindra Lifespaces)

PepsiCo CEO Nooyi - The Lady Boss Commands...

PepsiCo CEO Nooyi gets $17 mn in compensation

Reuters / Mar 24, 2012, 09:55 IST

 PepsiCo Inc Chief Executive Indra Nooyi had total compensation worth $17.1 million last year, up 6% from 2010, even as the food and drink company failed to meet its key internal performance targets.The increase is largely due to a 23% jump in Nooyi's base salary - her first raise in five years as CEO - and a gain in the value of her retirement benefits.

Nooyi, 56, has come under pressure from Wall Street for allowing PepsiCo's North American soft drink business to languish while  she focused on healthier products. Nooyi got a base salary of $1.6 million in 2011, up from $1.3 million before. The new salary is more in line with that of her peer group, PepsiCo said in its annual proxy statement, filed on Friday.

The change in Nooyi's pension value and deferred compensation was $3 million in 2011, up from $2.1 million in 2010, although her incentive compensation fell to $2.5 million from $3 million in 2010.
"Our net revenue, net income and earnings-per-share growth were slightly below the stretch targets established by the compensation committee under our incentive plans," said the maker of Pepsi-Cola, Tropicana juice and Doritos corn chips.Excluding the impact of currency fluctuations, PepsiCo grew its revenue by 13%, net income by 4% and earnings per share by 5% in 2011. Its targets called for gains of 14%, 7% and 7-9%, respectively.
PepsiCo's shares rose 1.6% in 2011, underperforming rival Coca-Cola Co, whose shares rose 6.4% during the year. The overall stock market, as measured by the Standard & Poor's 500 index, was essentially flat.
Coca-Cola CEO Muhtar Kent also got his first raise in salary last year since becoming CEO in 2008. His base salary went from $1.2 million to $1.4 million. His salary will rise again, to $1.6 million, on April 1, the company said in its proxy, filed earlier this month.
Kent's total compensation package was valued at $29.1 million in 2011, up 17% from 2010.

 NOOYI with CHANDA KOCHHAR OF ICICIC BANK

Finance Minister-LIFE

‘Life for Finance Minister is not easy'


Press Trust of India
Delhi, March 16: “I must be cruel only to be kind.”

Invoking Shakespeare in his Budget speech with these famous words, Pranab Mukherjee tried to soften the impact of some economic decisions, saying some “painful” policy measures which are good in the long run have to be taken by the Finance Minister whose life is “not easy.”
“Economic policy, as in medical treatment, often requires us to do something, which in the short run, may be painful, but is good for us in the long run.
As Hamlet, Prince of Denmark, has said in Shakespeare's immortal words, ‘I must be cruel only to be kind.'”
Though 76-year-old Mukherjee's 110-minute speech marked by deft use of words had a rocky start with the BJP, Left and other parties protesting against the slashing of EPF rate, he had a smooth sailing thereafter with members listening to him in rapt attention.
Before beginning with his tax announcements, Mukherjee reached out to the Opposition.
“The life of a finance minister is not easy. Various players, including policy makers, politicians, agriculturists and business houses, participate in the making of the economy.
“When everything goes well with the economy, we all share in the joy. However, when things go wrong, it is the Finance Minister who is called upon to administer the medicine,” he said.

BUDGET fall

HARD PRESSED FOR TIME .....SOME TWEETS...........

Bammidi.NageswaraRao ‏ @BNRSTOCKS 16-03-2012

STT REDUCED, TAXES RATIONLISED BUT THE EXISE DUTY HIKE WILL HAVE ADVERSE EFFECT ON MARKETS. SO FELL TODAY AND WILL FALL FURTHER, WAIT TO BUY

Bammidi.NageswaraRao ‏ @BNRSTOCKS 13-03-2012

BOLD IN HIKING RAIL FARES AFTER 9 yrs LIKELY TO COST THE POST. NO MATTER WHAT, BE BOLD,LIFE TAKE IT'S COURSE or a game for midterm elections

Bammidi.NageswaraRao ‏ @BNRSTOCKS 11-03-2012


I ASKED TO BUY AT 5180, NIFTY TOUCHED 5170, NOW SELL HOLDINGS. THE STT WILL BE REDUCED,MORE IT EXMPTION WILL BE THERE BUT THE MARKETS FALL

Bammidi.NageswaraRao ‏ @BNRSTOCKS 09-03-2012
NOW USE NIKKEI IS FOR COMPARISON. SO LONG IT STAYS ABOVE 9385, THE MARKETS ARE IN BULL GRIP. THE INDIAN MARKETS MAY SEE BUDGET-VOLATILITY
 
Bammidi.NageswaraRao ‏ @BNRSTOCKS 07-03-2012


THE MAKETS ARE CONSOLIDATING BUT RELIANCE @ 791, IS NOW A CRUCIAL RESISTANCE FOR MARKETS TO ENJOY A BULLS SUPPORT. THE BOTTOM SUPPORT-5140

Bammidi.NageswaraRao ‏ @BNRSTOCKS -06-03-2012

THE ELECTION RESULTS DAMPED THE SENTIMENT BUT POSITIVE IS THAT BJP DID NOT DO IT EITHER BETTER. SO BE HAPPY. WILL RISE, CUES ARE STORED.

Successful AGE..continue...HARDWORK

Age is not a constraint to lead the team to achieve success......
----------------------
14 Mar, 2012, 12.10PM IST, The writer has posted comments on this articleIANS
At 84, Parkash Singh Badal begins fifth innings as chief minister
CHANDIGARH: In 1969, Parkash Singh Badal, then 42, became the youngest chief minister in the country when he took over the reins of Punjab for the first time. On Wednesday, at 84 and after 65 years in politics, Badal became the country's oldest chief minister when he took the oath of office for a record fifth time.
To make the swearing-in historic, the Shiromani Akali Dal-Bharatiya Janata Party ( BJP) combine chose the ancient Sikh battlefield of Chappar Chiri near here which has the country's highest victory tower - Fateh Burj. It is dedicated to the warrior, Baba Banda Singh Bahadur, who established the first Sikh state by defeating the Mughal forces led by Wazir Khan. Wearing a dark blue suit and a blue turban, the bespectacled Badal looked visibly happy as he mingled with the VIPs at the venue of the ceremony. He was administered the oath of office and secrecy by Punjab Governor Shivraj Patil.
Badal had earlier become chief minister in 1969, 1977, 1997 and 2007. In all, he has held office for nearly 14 years. This, in spite of spending a similar number of years in the political wilderness during the 1981-95 period of Sikh militancy in Punjab.
After Nobel laureate Nelson Mandela, Badal has been one of the longest-serving political prisoners in the world, having spent nearly 17 years of his life in jails. He was booked for a civil liberty agitation, sent to jail during Emergency (1975-77) and put in prison during the Dharam Yudh Morcha days of Punjab in the 1980s, fighting for the rights of Punjab and its people.
Badal courted controversy during one of the agitations when he publicly tore the constitution of India. He apologised for the action years later. Ironically, he has taken oath as chief minister five times under the same constitution. Born Dec 8, 1927, Badal, largely owes his fifth term to his son and political heir Sukhbir Singh Badal, who is the Shiromani Akali Dal president. Sukhbir steered the Akali Dal-BJP combine to victory in the just-concluded Punjab assembly polls. This is the first time in over four decades in Punjab that a political party has returned to office for a second consecutive term.
Badal is known for his mild mannerism, wit, grounded personality and his mass connect with people despite the huge security paraphernalia around him at all times.
He entered politics way back in 1947, the year when India got its independence, and has never looked back. Badal, who comes from a landed, farming family of southwest Punjab's Muktsar district, was first elected to the Punjab assembly in 1957 on a Congress ticket. During the run-up to the January 30 assembly polls, Badal clearly told people that this would be the last election of his political career.
Badal was married to Surinder Kaur, who died last year. They have two children - son Sukhbir and daughter Preneet. Badal's daughter-in-law Harsimrat Badal is the Lok Sabha MP from Bathinda. His son-in-law Adesh Pratap Singh Kairon is a minister in his government.

SUCCESS AND SUCCESSION.....NOT AN EASY TASK..!!!!

11 MAR, 2012, 10.38AM IST, 

Lesson's from AM Naik and L&T's leadership change 

Managing leadership succession is very challenging for all organisations, tougher for more complex entities. Unfortunately, in several cases, neither the incumbent nor the board wakes up to address this challenge early on.
Typically, in their hurry to grow the organisation, they either forget or do not devote adequate attention to such a strategically important matter before it becomes a crisis. The leadership change at L&T has attracted a lot of attention precisely for the same reason. There are several lessons from this experience.
Every Lap Counts
Leadership succession is like a relay race. Choice of the runners for each lap depends on the challenges ahead, the first and last runners being the fastest. There has to be adequate preparation and perfect understanding between runners about the timing of passing the baton.
The person handing over the baton should feel confident that the person receiving it has caught hold of it. The two runners have to have perfect understanding between them about each other. In a well-trained context, this happens in split seconds. Played out in slow motion, the same thing happens in leadership succession in corporations.
In this highly professionalised organisation, the board and management have always been aware of the need for finding a successor to Mr Naik, who is already 70. In fact, media reports that appeared about two years ago had described the dilemma that the company was going to face.
It is unfortunate that the board did not do much then or earlier about choosing the runner for the next lap with all the appropriate capabilities, and prepare the ground for a smooth change over. This was in spite of the fact that the entire team of executive directors was over 60 then! 

Start Early
The board should have started the process of identifying the successor at least five years back with a definite deadline, and intensified the search especially when it was clear then itself that there was no obvious choice available.
The company would have been better off with a younger top leadership to steer the organisation to achieve the 25 percent compound growth planned in the next several years. Such an approach would have guaranteed smooth transition of leadership at L&T, with an over lapping phase for the baton change to be trouble free.
Doubles Game
The current decision to split the responsibilities between chairman and managing director appears to be a convenient decision. The new duo of chairman and MD/CEO is going to face sharing the responsibilities of shaping the destiny of the organisation. It may not be easy for the new entrant to flourish when Mr Naik's shadow continues to loom large as the executive chairman.
Given that Mr Naik and Mr Venkatraman will play a doubles game for the next five years, it is critical for them both as well as the board to objectively discuss the roles they will actually play independently and jointly. The new MD should not become a figure head

Prepare Next Runner
Mr Naik has built L&T into a giant organisation, fighting several odds. He has a larger than life image. In such a scenario, it is for the incumbent to remind himself of the trusteeship role he is playing and prepare the organisation for the next leader. It appears that Mr Naik did not do it early enough.
By asking Mr Naik to continue as the executive chairman, the board has signalled its lack of preparedness for a change which is inevitable for anyone. Many leaders in business and politics do not believe that their time for retirement would ever come; they tend to think that they alone are capable of running subsequent laps. They do not recognise the need to prepare the next lap runner early on. Mr Naik and the board failed in their trusteeship responsibility.
Insecurity of Retirement
The longer a leader stays and the bigger the success, the greater is likely to be the challenge for his departure. Individual egos play a dominant role in refusing to accept realities. This is where some of the basic teachings of this country such as detachment, contentment and feeling of duty become all the more helpful. This is when leaders show their maturity.
National Institution
L&T is a national institution, respected and regarded for its professionalism by multiple stakeholders. The top team, representing all the stakeholders has a responsibility to ensure that it starts preparing for the next lap runner now itself. As trustees, they have to constantly remind themselves that no individual is indispensable.
(The author is Thomas Schmidheiny Chair Professor of Family Business & Wealth Management, Indian School