ECONOMY CRISIS- GREECE-SPAIN........

GLOBAL CRISIS- BAD NEWS

World’s Richest Lose $24 Billion As Adelson Fortune Drops

The world’s richest people lost a combined $24.4 billion this week as concerns over Spain’s rising borrowing costs and the sputtering American job market caused global markets to tumble.

Casino mogul Sheldon Adelson lost $2.2 billion. Shares of his Nevada-based Las Vegas Sands Corp. (LVS) fell 10.3 percent during the week. On Friday, Macau casinos reported gambling revenue rose 7.3 percent in May, its slowest pace since July 2009. Adelson, 78, is the 22nd richest person in the world, according to the Bloomberg Billionaires Index.

By Devon Pendleton - Jun 2, 2012 3:46 AM GMT+0530

http://www.bloomberg.com/news/2012-06-01/world-s-richest-lose-24-billion-as-adelson-fortune-drops.html

U.S. Stocks Fall For Week As Dow Erases 2012 Gain On Jobs

By Lu Wang - Jun 2, 2012 9:31 AM GMT+0530

U.S. stocks tumbled, falling for the fourth time in five weeks and erasing the Dow Jones Industrial Average’s 2012 gain, amid concern the global economy is slowing and Europe’s debt crisis is worsening.

The Standard & Poor’s 500 Index slumped 2.5 percent yesterday, the most since November, after American employers added the fewest workers in a year during May. All 10 industries in the benchmark index slipped in the holiday-shortened week. Energy shares sank 4.6 percent as oil had the biggest monthly decline in more than three years. An index of homebuilders tumbled 10 percent, the most since August, amid worse-than- expected housing data. Facebook Inc. plunged 13 percent.

http://www.bloomberg.com/news/2012-06-01/u-s-stocks-fall-for-week-as-dow-erases-2012-gain-on-jobs.html

Will Spain sink the euro? And will the UK pay?

Published: Sunday, Jun 3, 2012, 18:01 IST 
By Philip Aldrick | Agency: The Sunday Telegraph

There was an eerie calm about the plight of Spain at the International Monetary Fund's spring meetings in mid-April.

The country's borrowing costs may have been inching perilously higher on news that Spanish banks had tapped the European Central Bank for around €200bn (£160bn) of a €530bn round of emergency funding, but officials gathered in the warm Washington sunshine were confident that Madrid would soon win back the markets.

http://www.dnaindia.com/world/report_will-spain-sink-the-euro-and-will-the-uk-pay_1697591

Bank of England prepares for euro collapse

Published: Tuesday, May 29, 2012, 14:11 IST 
By Robert Winnett | Place: London

The Bank of England is poised to cut interest rates or launch another round of quantitative easing if the euro collapses.

A senior official for the Bank said the measures would "again play [their] part in mitigating the impact" of Greece or other countries leaving the single currency.

The comments come after the head of the IMF suggested last week that British interest rates may have to be cut to zero if the economic situation deteriorates.

http://www.dnaindia.com/world/report_bank-of-england-prepares-for-euro-collapse_1695224

INDIAN ECONOMY -UNFOLDING - GOOD NEWS

Falling rupee a boon for IT professionals

Published: Saturday, Jun 2, 2012, 12:41 IST 
By DNA Correspondent | Place: Pune | Agency: DNA

Indian rupee’s free fall can prove to be a blessing in disguise for the country’s IT and IT enabled services industries (ITES). Industry pundits have strongly urged professionals in this field to be adept in latest technology and brush up multilingual skills and make the most of the unexpected windfall.

With the rupee losing 10% to the US $ in the last two months, the present week has seen the Indian currency going for a bloodbath. Although this downturn has had the economy watchers in shivers, experts have pointed out that this could boost India’s image as an export haven for the software industry.

Govt aims for Rs. 50,000 cr private investment in airport projects

The govt estimates that Rs. 67,500 cr would be needed to develop and modernize airports during the 12th Plan period, of which the AAI would contribute Rs. 17,500 cr and the rest Rs. 50,000 cr has to come from private sector PTI

New Delhi: Buoyed by the Rs. 30,000 crore private sector investment in airport projects during 2007-12, the government plans to attract Rs. 50,000 crore more in the 12th Plan from private and foreign sources to push some big ticket projects this year itself.

The government estimates that a whopping Rs. 67,500 crore would be required to develop and modernize airports during the 12th Plan period, of which the Airports Authority of India (AAI) would contribute Rs. 17,500 crore. While the balance of around Rs. 50,000 crore has to be brought in by the private sector, official sources said, “this large amount may require significant contribution from global investors as well.”

Moneycontrol » News » General News » World News

NEUTRAL- HOPE TO LIVE DESPITE CRISIS

Germany has three months to stem euro crisis: Soros

Published on Sun, Jun 03, 2012 at 07:22 |  Source : Reuters

Updated at Sun, Jun 03, 2012 at 09:31  

Germany and its central bank are unlikely to lead the way out of the euro zone debt crisis within three months time, after which it will be too late, US billionaire George Soros said on Saturday.

Speaking at an economic conference in Trento, Italy, Soros said that the euro crisis - which he defined as a sovereign debt crisis and a banking crisis closely interlinked - threatened to destroy the European Union and plunge it into a lost decade like Latin America in the 1980s.

"A similar fate now awaits Europe. That is the responsibility that Germany and other creditor countries need to acknowledge. But there is no sign of this happening," Soros said.

http://www.moneycontrol.com/news/world-news/germany-has-three-months-to-stem-euro-crisis-soros_712858.html#toptag

Facebook market makers' losses- $100 million

A CLAASIC EXAMPLE THAT CAN TAKE PLACE (HAPPENED)....EVEN IN MOST ADVANCED COUNTRIES....

AFTER ALL PEOPLE ARE PEOPLE.. WITH EMOTIONS BUILT....

MONEY MAKES THE WORLD...MACHINES ARE MADE BY MEN/WOMEN....

SO CONCLUSION IS SIMPLE...ALWAYS ACHIEVE..DETERMINED TO MAKE.... 
.........GURUS...MASTERS..OR FOR THAT MATTER "MARKET MAKERS"............SHALL
NEVER TRY TO MISS THE OPPERTUNITY  .........NEVER OPPERTUNITY MISSES...

-------------------------------------------------------
Facebook market makers' losses total at least $100 million
May 24, 2012 11:03 PM ET.
By Jessica Toonkel and John McCrank

(Reuters) - Claims by four of Wall Street's main market makers against Nasdaq over Facebook's botched IPO are likely to exceed $100 million, as they and other traders continue to deal with thousands of problems with customer orders.
A technical glitch delayed the social networking company's market debut by 30 minutes on Friday and many client orders were delayed, giving some investors and traders significant losses as the stock price dropped. The exchange operator is facing lawsuits from investors and threats of legal action from brokers.

Four of the top market makers in the Facebook IPO -- Knight Capital, Citadel Securities, UBS AG and Citi's Automated Trading Desk -- collectively have probably lost more than $100 million from problems arising from the deal, said a senior executive at one of the firms.
Knight and Citadel are each claiming losses of $30 million to $35 million, potentially overwhelming a $13 million fund the exchange set up to deal with potential claims.Nasdaq also has to contend with the outside prospect that it could lose the Facebook listing entirely after having just obtained it.
Facebook shares ended regular trading on Thursday up 3.2 percent at $33.03, about $5 short of their offering price. Action on the stock, however, has essentially become secondary to the fallout from the IPO -- its price, its size, its execution and questions about selective disclosure of its financial prospects.
Regulators including the U.S. Securities and Exchange Commission, the Financial Industry Regulatory Authority and Massachusetts Secretary of the Commonwealth William Galvin are now looking into how the IPO was handled. The U.S. Senate Banking Committee is also reviewing the matter.
BROKERS UP IN ARMS
Advisers familiar with the situation said many investors are now finding out, nearly a week after the fact, that their orders were not executed at the prices they thought.
Fidelity, in a statement, said it was working with regulators and market makers on its clients' issues "and we will continue to do so until we are confident that Nasdaq has done everything it can to mitigate the impact to our customers."
Morgan Stanley is also still tending to trade orders placed by brokerage customers on Friday, two people familiar with the situation said. Nasdaq has said all orders were returned by 1:50 p.m. EDT last Friday, but a Morgan Stanley Smith Barney source said it did not get trade information in a "systemic, orderly way.
Late Thursday, the company held a call with its brokers and told them adjustments would be made to thousands of trades so that no limit orders would be filled at more than $43 a share for stock from the IPO day, a person familiar with the call said.
While brokerages may have received confirmation of trades made on Friday, many were still handling customer disputes over what price they received on the trades, officials said.
The question is "who is going to eat the cost" of compensating those investors, said Alan Haft, a financial adviser with California-based Kings Point Capital LLC, which has $200 million in assets.
One prominent plaintiffs lawyer said what happened with Facebook was reminiscent of the dot-com bubble.
"This is just another spin on the same game of unfair treatment of individual investors," said Stanley Bernstein of Bernstein Liebhard. He chaired the plaintiffs' committee in an IPO class-action suit challenging the role of investment banks in more than 300 IPOs between 1998 and 2000. The litigation ended in a $586 million settlement in favor of the plaintiffs.
MARKET MAKERS LOOM
The claims by market makers Knight and Citadel could end up dwarfing some of the brokerage issues, though."They are certainly facing the specter of some significant lawsuits if this pool is not enough," a source familiar with Knight's situation said of the Nasdaq claims pool.
Citadel has sent its losses to Nasdaq for potential compensation, a source familiar with the matter said. Citadel's hedge fund was not affected.
The head of trading at Instinet said it still had no idea when Nasdaq would respond to requests for accommodation -- essentially, compensation for the order problems -- or if those requests would be honored.
"Were gonna be looking at a loss on our books" if Nasdaq does not honor the requests, Mark Turner said. "We basically made most of our clients whole because Nasdaq told us to go through the process and file for accommodation. If Nasdaq does not accommodate us we're going to end up taking a loss."
"I don't know that I want to put a dollar amount on that but it's not nearly as significant as Knight's ($30-$35 million)," he said.Citadel and Knight, as market makers to the Nasdaq, honor their clients' buy, sell and cancellation orders. The orders are supposed to be processed by the exchange within milliseconds, but there was a nearly two-hour delay in processing Facebook orders at the Nasdaq.
During that time, market makers had no idea where their orders stood. And in reality, the price clients bought or sold at was sometimes different than the price they actually got.
For example, Facebook shares began trading with an opening cross price - the first price at which those not in on the IPO could buy or sell - of $42 per share. If an order to sell 10,000 shares at $42 went in at that time, but wasn't filled until later in the day when shares were trading at around $39, a market maker like Citadel or Knight would make up the difference - in this case, at a cost of $30,000.
FEWER PROBLEMS ELSEWHERE
Several analysts who cover exchanges said Nasdaq's legal liability should be limited, though. According to the analysts, securities rules give Nasdaq wide discretion in determining what, if any, compensation it should pay to customers who claim that they suffered losses due to trading execution.
Under exchange rules, Nasdaq's liability regarding client losses from certain trading issues is limited to $3 million a month. Market makers will be arguing that Nasdaq was so grossly negligent that its actions during the IPO opening override the limits, said a source with knowledge of Knight's situation.
Other firms said they did not have similar problems to those of Knight, raising questions about the scope of the losses."The problems were where people were trying to cancel orders; we didn't have that," said Peter Boockvar, equity strategist at Miller Tabak & Co in New York. "Because we didn't have a problem doesn't mean there weren't problems."
E*Trade Financial Corp said its market making operations realized losses of "well under a million dollars."
Charles Schwab Corp had a "small number" of the "tens of thousands of clients" who traded Facebook whose issues still have not been resolved, a spokesman said. "Each one requires some analysis to resolve, which can be time consuming."Shares of Nasdaq fell 1 cent to $21.80 on Thursday. As of Thursday's close the stock was down 5.2 percent from its last close before the Facebook debacle. Over the same period NYSE Euronext is down just 0.1 percent.
The slide in the shares is adding to the pressure on Nasdaq Chief Executive Robert Greifeld, who defended the exchange's performance at its annual meeting last Tuesday.
(Additional reporting by Jed Horowitz, Erin Geiger Smith, David Randall, Edward Krudy, Suzanne Barlyn and Jonathan Stempel in New York, Tim McLaughlin in Boston, Dan Levine in San Francisco and Ashutosh Pandey in Bangalore; Writing by Ben Berkowitz in Boston; Editng by Steve Orlofsky)
(c) Copyright Thomson Reuters 2012. Check for restrictions at: http://about.reuters.com/fulllegal.asphttp://money.msn.com/business-news/article.aspx?feed=OBR&date=20120524&id=15152091

ONE CEO = 3,489 years for worker

Top CEO pay equals 3,489 years for typical worker
May 25, 2012 6:06 AM ET. By SETH BORENSTEIN
WASHINGTON (AP) - David Simon of Simon Property received a pay package worth more than $137 million for last year, and the typical CEO took home $9.6 million, according to an analysis by The Associated Press.
Here are some ways to think about just how much money those salaries represent.
Simon's $137 million is almost entirely in stock awards that could eventually be worth $132 million. The company said it wanted to make sure Simon wasn't lured to another company.
HOW LONG IT TAKES OTHERS TO MAKE THAT MUCH: A minimum wage worker — paid $7.25 per hour, as some workers at Simon malls are — would have to work one month shy of 9,096 years to make what Simon made last year. A person making the national median salary, $39,312 by AP calculations, would have to work 3,489 years.
BY THE HOUR: Assuming Simon worked a 60-hour week, his pay was $43,963.64 per hour, or $732.73 per minute. To put that in perspective, the minimum-wage worker would have to labor for nearly three years to make what Simon earns in an hour. The average U.S. worker makes slightly less in one year than Simon makes in an hour.
COMPARED WITH AMERICA'S CEO: Simon makes about 342 times the $400,000 annual salary of President Barack Obama. In fact, if you add the salaries of Obama, Vice President Joe Biden, the Cabinet, the Supreme Court justices, all the members of the Senate and House of Representatives and all 50 governors, it is less than $110 million, so Simon makes well more than government's top 600 leaders. In the past 100 years, U.S. taxpayers have paid a total of $80.6 million, adjusted for inflation, to presidents from Woodrow Wilson to Obama.
The median CEO salary of $9.587 million:
HOW LONG IT TAKES OTHERS TO MAKE THAT MUCH: A minimum wage worker would have to work 636 years to make that much. A person making the national average salary would have to work 244 years to make the median CEO salary.
http://money.msn.com/business-news/article.aspx?feed=AP&date=20120525&id=15152842

THINK THE FALLOUT- EURO EXIT---GREECE

THINK THE FALLOUT, WHAT COULD THE REPERCATIONS....TO THE WORD ECONOMY...
THE FEAR HELPS TO SHORT THE MARKETS ON SHORT TERM...THEN TRAP THE LAZY LEAST INFORMED RETAIL HEARD...ENJOY THE FEAST ON SHORT COVERING.....



European Banks Unprepared for Greek Exit From Euro
By Elena Logutenkova, Liam Vaughan and Gavin Finch - May 23, 2012 3:32 PM GMT+0530
Europe’s banks, sitting on $1.19 trillion of debt to Spain, Portugal, Italy and Ireland, are facing a wave of losses if Greece abandons the euro.
While lenders have increased capital buffers, written down Greek bonds and used central-bank loans to help refinance units in southern Europe, they remain vulnerable to the contagion that might follow a withdrawal, investors say. Even with more than two years of preparation, banks still are at risk of deposit flight and rising defaults in other indebted euro nations
“A Greek exit would be a Pandora’s box,” said Jacques- Pascal Porta, who helps manage $570 million at Ofi Gestion Privee in Paris, including shares in Deutsche Bank AG (DBK) and BNP Paribas SA. (BNP) “It’s a disaster that would leave the door open to other disasters. The euro’s credibility will be weakened, and it would set a precedent: Why couldn’t an exit happen for Spain, for Italy, and even for France?”
The prospect of Greece leaving the 17-nation euro region increased after parties opposed to the terms of the nation’s second bailout by the European Union and the International Monetary Fund won most of the votes in May 6 elections. A fresh round of voting will be held June 17 after politicians failed to form a government. For the first time since the crisis began in November 2009, European leaders and central bankers are speaking openly of Greece abandoning the currency union.
http://www.bloomberg.com/news/2012-05-22/european-banks-unprepared-for-pandora-s-box-of-greek-exit.html

IT IS VERY LIKELY THAT THE WORST MAY NOT HAPPEN ON JUNE 17TH BUT THE FACT IS....LIFE IS ALWAYS CHALLENGING TO STOCK MARKT TRADERS......

WIPRO- GE- VIVEK- LESSONS

From Wipro to KineticGlue: Vivek Paul shares his entrepreneurial journey and the learnings from it Peerzada Abrar, ET Bureau May 18, 2012, 03.00PM IST
Vivek Paul, 53, led the medical equipment business for GE in India and helped Wipro grow from $150 million in revenues to a $1.4-billion global firm. He also founded Akansa Capital, and was a partner at TPG, a leading private equity investment firm.
After a decade of building businesses for others, Paul decided to launch an entrepreneurial venture, KineticGlue -- a social platform for companies to engage their people and find solutions. In an interaction with Peerzada Abrar, Paul, who is also a consulting professor of radiology at Stanford University, narrated his entrepreneurial journey and the learnings from it. Excerpts
Keep your own counsel
Before I joined Wipro, I used to run GE's global CT scanner business. I made a big bet on a breakthrough technology while at that job.
Everybody I asked for advice told me not to venture into it. I listened to their reasons. I then gave a solution to every reason that was raised. By doing this, I became confident. What I learnt most through this was that you can seek suggestions from everybody, but keep your own counsel.
Envision the future
My stint at Wipro taught me to envision the future. This is not because you want to live in a fantasy land. You can actually work backwards to figure out what you need to do today to build that future.
You also need to inspire others. It is not enough that only you have this belief. Everybody else needs to have that belief. It is not just empty words. You need to translate this into action.
Plan for success
Another lessons that I learnt was to plan for success, as much as for failure. When success comes your way, you should not feel that you were not ready for it -- that your system cannot match that scale, or you were not able to figure out how to hire so many people while retaining the company culture. It is about making sure that when success does smile your way, you are ready for it.
Perseverance
I used to work for GE and came to India to set up a JV with Wipro as a partner, which over time became the largest exporter of electronic goods from India. Just after we started in 1990, India ran out of foreign exchange.
We had no way to import or pay for any components or make any product. We seriously thought about changing the company name from Wipro-GE to Wipro-Ghee, so that we could sell something. What I learnt from this was that there was no such thing as 'steady progress', that life is non-linear.
So, you can't say that this did not happen yesterday. If so, tomorrow is lost. The entrepreneurial world is such that you have to stay at it. Perseverance is the key.
Resolute faith
At KineticGlue we learnt that starting in a space where you are one of the first players is hard. Industries grow faster than individual companies.
Secondly, we learnt that though we started out by targeting large companies in India, we learnt that small and medium enterprises was our big market.
I believe enterprise social media is going to change the way all organisations are structured. There will be many dark days and the only thing that is going to pull you through those dark days is resolute faith that you are on to something big.
THANKS TO ET

RUPEE DEPRECIATION...EFFECT

http://www.thehindubusinessline.com/industry-and-economy/article3436641.ece?homepage=true

                                    

Facebook: Zuckerberg's Success

Facebook: Zuckerberg's flight to stardom at 28

Published on Sat, May 19, 2012 at 13:21 |  Source : CNBC-TV18

Updated at Sat, May 19, 2012 at 13:58  

Facebook, the world's largest social network goes down in history for pulling off the world's largest IPO ever with 421 million shares on offer. Now while its valuation has caused shock enough, it would be shortsighted to measure the Facebook phenomenon nearly through the prism of the market reaction. Mark Zuckerberg seems to have truly understood the idea that no man is an island.

Facebook is a cross generational story that feeds on our inbuilt needs to connect, communicate and share. While there are questions on the sustainability of revenue streams, data of privacy management style etc. you can't help, but drop your hat to the vision, ingenuity and dogged persistence of a 28 year old who have created a company more valuable than the iconic Disney, Ford and even Boeing.

At 28 Mark Zuckerberg is amongst the world's richest people and he has already made the Time magazines list of most influential four times over. Zuckerberg's meteoric rise, the success has been well-documented and his story has even made billions at the box office. He has earned the respect of corporate leaders like the iconic Steve Jobs who said "I admire Mark Zuckerberg for not selling out, for wanting to make a company. I admire that a lot." But, while he has been heaped with a generous amount of praise, his critics have been scathing.

Divya Narendra, Founder & CEO of SumZero who had filed a court case against Facebook in 2008 says, "He has really shocked us. One day we wake up and read the school newspaper, there is a description of this website that sounds eerily like Harvard Connection, except it is called Facebook. About 8,000 Harvard students has signed on Facebook within the first 10 days of its launching. That was the entire college undergraduate and then a significant chunk of a graduate community. Our whole plan was to get Harvard on board and then to expand to other schools."

"But, because none of us were programmed, it took us three or four months to get connected and go up and running. By then, literally every school in the Ivy League had been on this. Mark had got funding to the tune of USD 0.5 million from Peter Theil, he had expanded it to many other colleges. When you are talking about a website where network effects are so important. First, it is really crucial. A big basis for why we really pursued them in court was that it was a key component of our strategy, the strategy of being the first at Harvard and then to expand through the Ivy Leagues," explained Narendra. 

And expand it did, far beyond America's Ivy League network. Today, with over 900 million users Zuckerberg is laughing all the way to the bank and is reaping the rewards for his patience and persistence. After all, not many 22 year olds would have had the courage or the audacity to decline a billion dollar offer! But, that's exactly what Zuckerberg did to Yahoo in 2006.

Ashish Kashyap, CEO, Ibibo Group is of the view, "The company had many opportunities to sell out and the nice thing about the company and it's founder was that they stuck to their guns and they held on. As a result, today we see it becoming such a valuable company. Last, but not the least, everything is about the customers. Facebook was not the first in the social networking party, there were many companies. One thing that they did right was that they lived very close to the customers to create a service which was far superior. It was a superior execution."

Super execution is what the Facebook team will have to deliver to justify the jaw dropping valuations. Already questions are being raised about the sustainability of advertising revenues, Facebook's lifeline. It didn't help the General Motors, one of the largest advertisers in the US. It pulled out its paid for advertising on Facebook just days before the IPO. GM claims that paid ads had little impact on consumers.

Hitesh Oberoi, Co-founder and CEO, Info Edge India said, "The stock is a little expensive, not because of any other reason but because Facebook is yet to figure out the monetization piece totally. They haven't got it bang on like Google as yet. There is a lot of work which still needs to be done on their side. While the users are very happy with Facebook, advertisers are still not very clear on how to use the media. The valuations look a little expensive but I am sure they will figure it out with time."

Facebook will also need to figure out how to sustain the whopping 88% revenue growth it had in 2011 in the face of competition.

Just like individuals, companies can setup pages to communicate with fans for free and Facebook can make money here as well. Take the 41 million plus fans who like Coca Cola. Coke can pay Facebook to make sure that fans see its messages and updates. Even more valuable to a brand is reaching friends of fans. In Coke’s case, that's hundreds of millions of people. Facebook leverages the information its users shares to deliver ads with social context, extending brands reach in a personalized way to hundreds of millions of new eyeballs.

In case of many games like Zynga's Farmville, users can play for free but, there is big money here too. Players can buy virtual goods with Facebook credits which cost real money. So from that respect, 30%.

On a limited edition Farmville haunted house that runs USD 7, Facebook's take - USD 2.10. With tonnes of virtual stuff sold everyday, it adds up fast. In 2011, virtual goods and ads from Zynga alone generated USD 445 million in revenue for Facebook.

But what does the Facebook IPO mean for Indian internet companies which have seen private equity interest but have so far stayed away from the markets.

Darius Pandole, Partner, New Silk Route Advisors points out, "As some of the leading Indian internet companies scale up and become profitable, we will see them coming into the IPO markets. The Indian markets typically prefer to value companies based on cash flow or based on asset value as opposed to the future potential of a business model. Hence, some of these will need to demonstrate that increase in revenue on profitability before they can come and do a successful IPO."

While India will have to wait for its Facebook moment, for Zuckerberg and team - the sun is shining. His net worth skyrockets to USD 20 billion, his team walks away with tiny sums as to the 33 underwriters for the IPO led by Morgan Stanley, JPMorgan and Goldman Sachs. Now, what Zuckerberg does with the cash will be the next big debate.

Zuckerberg could eventually make a run at that other social network - Twitter.

"They have got so much money already with just the cash that they are throwing off from operations; they don't actually need the money that they are going to raise in this IPO," believes Rocky Agrawal, Independent Analyst.

In Mark Zuckerberg's words: "There is a huge need and huge opportunity to get everyone in the world connected, to give everyone a voice and to help transform society for the future."

DRINK Coffee -Live & TRADE Longer

Coffee May Help Drinkers Live Longer, U.S. Study Suggests
By Nicole Ostrow - May 17, 2012 9:31 AM GMT+0530 ..
Coffee, caffeinated or decaffeinated, may help extend the lives of people who drink it daily, a U.S. study found.
Men who drank 2 to 3 cups a day had a 10 percent chance of outliving those who drank no coffee, while women had a 13 percent advantage, according to research published yesterday in the New England Journal of Medicine.
The study by researchers at the National Cancer Institute is the largest to compare coffee drinkers with those who avoid it to determine whether the beverage can delay the risk of dying from ailments such as heart disease, diabetes or respiratory illness, said Neal Freedman, the lead study author. It’s unclear why coffee may be beneficial and more research is needed to study that question, he said.
The results “offer a little bit of reassurance to coffee drinkers who like drinking coffee that it won’t affect health,” said Freedman, an investigator at the NCI’s Division of Cancer Epidemiology and Genetics in Rockville, Maryland, in a May 14 telephone interview. “It doesn’t seem to increase one’s risk of dying.”
Still, “the association between coffee and mortality has been unclear,” he said. “This is an observational study so we don’t know for certain coffee is having a cause and effect.”
Americans drank 77.4 billion cups of coffee valued at $35.8 billion in the 12 months ended June 30, 2011, according to a Sept. 7 statement by the research firm StudyLogic. About 64 percent of U.S. adults drink coffee every day and 73 percent drink it weekly, according to the New York-based National Coffee Association. Americans consume about 3.2 cups of coffee a day, the group said.
National Survey
The researchers looked at more than 402,000 men and women who were part of the National Institutes of Health-AARP Diet and Health Study and were 50 to 71 years old at the start of the trial. Coffee consumption was assessed one time when the patients entered the trial. Those with cancer, heart disease and stroke were excluded.
From 1995 to 2008, 33,731 men and 18,784 women died.
The study found that men who drank 2 to 3 cups a day had a 14 percent lower risk of dying from heart disease, 17 percent lower risk of dying from respiratory disease, 16 percent decreased chance of dying from stroke and a 25 percent lower risk of dying from diabetes than those who drank no coffee.
Women’s Results
Women who consumed 2 to 3 cups of coffee a day had a 15 percent lower chance of dying from heart disease, 21 percent lower risk of dying from respiratory disease, 7 percent decreased chance of dying from stroke and a 23 percent lower risk of dying from diabetes.
In most cases, drinking six or more cups a coffee a day for men and women lowered the risk even further, the study showed.
Coffee wasn’t associated with a lower risk of dying from cancer in women. In men who drank the most coffee, there was a slightly higher chance of dying from cancer, the research reported. The study, which was funded by the National Institutes of Health, may not reflect long-term patterns of coffee consumption and information on how the coffee was prepared also wasn’t included in the research.
Freedman said there are more than 1,000 compounds of coffee that may affect health. More studies are needed on the compounds and the effects coffee has on the death risk in people with a previous history of disease.

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........
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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

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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

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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.