Saturday, March 31, 2007

Bumpy road ahead for auto industry!









The auto industry is slowing down. In the first two months of the year, two-wheelers, cars and commercial vehicle growth eased. It is a bumpy road ahead

Carmakers will remember 2006 fondly - that is, until interest rates began to harden! Between April and December last year two-wheelers grew 20%, while the figures for commercial vehicles, or CV was 45% and that for cars was 18-20%. Then came the pain. Commercial vehicle growth slowed to 32% in the first two months.

"There will some downturn in the CV industry, but we have grown in the medium duty vehicle by 30-40%. This is an unprecedented growth in this financial year" says Vinod Dasari, COO, Ashok Leyland

In the short term, that may not happen. Analysts expect commercial vehicle profitability to fall to 15-20%, largely on tighter accessories supplies. But car and two-wheeler makers face a different music. Most analysts are projecting 12% growth for cars, while the figures for the motorcycles are 12-15%.

"We will see slowdown but we will be able to beat it" feels Sanjiv Bajaj, ED, Bajaj Auto. So two-wheeler makers are trying to boost sales with discounts and freebies like Hero Honda's World Cup offer, while carmakers are partnering auto financiers to cut car loan rates.

Kotak Mahindra Bank and ICICI Bank have reduced car loans by 0.5%. But even while carmakers work to keep financing at the minimum, competition will eat into margins. Fond memories might stay with last year.

CRR, repo rate hike to impact profitability: SBI

In a measure to curb inflation, the Reserve Bank of India has hiked the cash reserve ratio, or CRR as well as the repo rates.

 

Arun Sandilya, CFO, SBI, said that the RBI is trying to take out liquidity from the market to basically curb the inflation rate.

 

He feels that it will impact the profitability of the banks as what the banks get is only 1% on the CRR funds kept with the RBI. 

Maruti: A journey of 25 years

From a monopoly to battling stiff competition from global players, Maruti has shed its public sector tag to emerge as a globally competitive automaker in the last 25 years .

 

Maruti came into being at a time when the Indian car industry had stagnated at a volume of 40,000 cars a year. Selling about 6 lakh 30 thousand units today, they want to scale it up to selling a million cars per year by 2010.

 

That's how far India's largest car manufacturer has come. Since it's incorporation in 1981, Maruti has transformed its dream of producing a low cost car for the average Indian, this in spite of skepticism.

 

Krishnamurthy, Chairman, Manufacturing Competitiveness, said, "We were laughed at - the idea of doing so, and people thought we are mad."

 

But Maruti dared to dream. After a long and agonising search, Maruti Udyog, a fully- owned government company selected Suzuki Motor Corporation, the world's leader in small cars as a JV partner and Maruti Suzuki was born in 1982.

 

The company went into production in a record 13 months and the first car was rolled out of the Maruti plant in December 1983.

 

Maruti also changed the fate of the Indian Auto component industry. As sales picked, so did the fortunes of Maruti's vendors like Asahi Glass, Amtek Auto, Sona Steering, Subros, Jay Bharat Maruti. Today, Maruti has almost 225 vendors.

 

Surinder Kapur, Chairman, Sona Koyo Steering, states, "Auto component industry has been revolutionised by the coming of Suzuki in India through Maruti."

 

Maruti has been the first car for millions of Indians. In fact, the Maruti 800 has ruled the roads and sales charts for almost two decades, long after global players drove in. Today, Maruti has around 6 million customers across the world.

 

RC Bhargava, Former Chairman, Maruti Udyog, says, "India will remain predominantly a small car market."

 

Maruti Udyog came out with their IPO in June 2003 and their share was oversubscribed 10 times, its offer price that time was 122-125 Rs per share and the stock is quoting above 700Rs per share today.

Luxury malls coming to India

Consumers are all set to get a taste of the good life, with luxury malls coming to India.

 

Escada, Alfred Dun Hill, Hermes and 200 other global luxury brands are waiting to enter the Indian market. But high cost rentals and lack of retail space has meant delays. The Gitanjali Group may be the answer to their prayers. This listed company has announced an initial investment of over Rs 100 cr towards luxury retailing.

 

In fact, Gitanjali has set up two separate entities, Luxury Connexions which will facilitate the entry of global brands and Luxury Malls that will provide exclusive retail space to domestic and global high-end, luxury brands.

 

Its first luxury mall, spread over 45,000 sq feet, will come up in Hyderabad by this year end, followed by Delhi and Mumbai. Gitanjali is currently looking for real estate properties in both cities.

 

Shashank Pathak, VP - Luxury Malls, Gitanjali, says, "We may be acquiring or be leasing it, 70% of it will be marketed to other brands, that's where our revenue will come from."

 

Apart from being a one-stop shop of global luxury brands, these malls will also have a digital theatre and premium convention centers. The Luxury market in India is growing at over 25% and is likely to touch Rs 5000 cr by 2010. No wonder then, that apart from Gitanjali Group, other players like DLF and Shoppers Stop are also looking to bite into the luxury space.

No money? Get the home you live in to pay for you

Every call on a financial planning client is a huge learning. No two situations are alike.

 

Smart husbands, irresponsible wives.

 

Super wives, bum husbands.

 

Husband and wife brilliant communicators, cannot talk to each other.

 

Been there, done it all. So I thought I will share some experiences.

 

Lets start with the anguished cry of a 38 year old, who called me from Canada saying, "My maternal uncle needs help. Will you please visit him in Colaba?"

 

Off I went. He was a 63-year-old bachelor, who had lived life in full and was now at the fag end of his life. Literally at 30 cigarettes a day, he really was at the fag end. He needed medical, emotional and financial help. Cut the emotional and medical part, I really could not play too much of a role there. Let's come to his financials!

 

He had a net-worth of Rs. 25 lakhs and a cash balance of Rs. 15000. The net-worth was a nice flat in Colaba. Apart from that, no shares, no fixed deposits, no national savings certificate, no insurance. Basically, no assets other than 3 millionaires as nephews staying abroad. No cash to last him for even one month. Let alone money for food, medicines, taxi to his sister's house. He had no cash. His sister was in another part of Mumbai, and constantly kept in touch.

 

He was not used to such a situation. He was a big-hearted man and had helped people all his lives. Had attended 500 odd funerals, helping in burials and cremations. Had liberally given pocket money to his nephews, had helped his sister buy a house. Paid for her daughter's wedding. It took him 3 months to tell me about his financial condition. But I was touched. He was too proud to ask.

 

I blasted his nephew the first time I saw him. Not a great way to start a relationship, surely not as a client and a planner. I suggested the nephews who were rich (ok a relative term but all of them had one fixed deposit of $ 1 million in a foreign bank operating in Mumbai) 'buy' the flat and take possession of the same at a later date – the doctors had anyway given him only about 36 months to live. I could not think of anything other than a reverse mortgage.

 

However, the story had a happy ending. The nephew felt rotten. He later told me he was too ashamed to see my face for a day, so he called me two days after he reached Mumbai.

 

The nephew said his uncle would feel insecure about an arrangement of reverse mortgage. So he asked for an alternative. I suggested a Rs. 10 lakhs fixed deposit with a nationalized bank (where his uncle had a savings bank account) as an either or survivor and the interest being credited to his uncle's account. Done quietly. No fan fare. Only 3 people knew about it – the bank manager was extremely helpful – he offered to use his personal cash in an emergency after banking hours. As human beings, we cannot thank him enough. The nephew was crushed by the help the doctor, the banker, the neighbors were offering. He thanked them a zillion times.

 

The uncle withdrew from the savings account only twice. Soon after this arrangement he died. But died a peaceful death, passed away in his sleep. Surely satisfied that his nephew had paid attention to him.

 

More than 40 people attended his funeral – none had any idea of his financial difficulty.

 

The nephew realized money is not about how much you have. It is about how useful it is for people around you. How you make it go around. It is about how good you feel using it. It is about how helpful it is for people around you who are too proud to ask. It is for people whom you love, but are now on hard times. It is about helping without hurting. It is realizing how important money is for people who do not have it.

 

And I thought financial planning was about finance! It was a lesson in growing up. 

 

So what was this reverse mortgage that I suggested to the nephew?

A regular mortgage (what we call a housing loan) is a forward mortgage, and hence it depends on the borrower's ability to earn and therefore repay the loan. A reverse mortgage on the other hand is a loan that looks only at the value of the asset, not at your current income at all.

 

For most senior citizens and those nearing retirement today, the biggest fear is the need for money to live comfortably after retirement. In their era, the only investment they made was in their Provident Fund and of course, they bought their own home, which is an extremely illiquid asset that doesn't generate cash if you're living in it. Reverse mortgage can make the same home pay for your living expenses and that too, without having to move out of it.

 

I have structured three reverse mortgage deals for some senior citizens and this is how it works. Please be aware this product is not available officially in India. It is available only as a private arrangement between close friends or relatives.

 

Simply stating, a reverse mortgage is a loan that enables homeowners to convert part of their value in their home into a tax-free income without having to sell their homes, give up the title, or take on a new monthly mortgage payment. Many homeowners can use this to supplement their retirement income, pay for their health care, modify their home, or just get some cash for emergencies.

 

To be more explicit, in a reverse mortgage, the owner of the home agrees to mortgage his home for a specific period of time or till his death. Against the mortgage, he receives either a lumpsum or a monthly payment or a combination of both. On death, the home is transferred to the person paying the monthly amounts or the legal heirs depending on how the agreement is structured.

 

Lets look at one case where I structured a reverse mortgage. A retired person in Bangalore had a lovely bungalow – and was using a small portion of the house. It was a nice 6 bedroom + 2 halls + 2 garages + 2 kitchen house in a prime location built long ago. The senior citizen Srinivasan and his wife were not keen to leave the house and move to a smaller house. Their 2 sons were abroad and showing no signs of interest in this property worth at least 3 crore. Srinivasan had retired as an Executive Director of a PSU – about 20 years ago. He did not have a pension and his retirement corpus was evaporating. I structured a deal for him with his nephew who wanted to buy the bungalow.

 

The nephew has paid Rs. 5 million into a bank account of Srinivasan and his wife. Apart from this he will pay them Rs. 15,000 per month as rent for the rest of their lives. At the end of their lives the house will go to the nephew.

 

Ravi, the nephew will pay all the statutory dues, upkeep, will paint the house once in 3 years, maintain the garden, and stay with them. His children have got 'grand-parents' and he has got a Rs. 3 crore house (it has already shot up in the current boom to about Rs. 4 crore) for Rs. 50 lakhs plus annual rent of Rs. 1.8 lakhs. Mrs. Srinivasan is currently 67 years old. On an assumption that she lives till the age of 80 years it is a deal that will run for the next 13 years.

 

While in this case, Ravi stayed with them, it is not necessary to do so.

 

While globally, reverse mortgages are carried out for people by banks and mortgage companies, in India, such an arrangement has yet to take place.

Money laundering and your life insurance

Anti-Money Laundering. Talk about this to any banker or an insurance company, or a mutual fund sales guy, and he will look at you like a hissing cobra. If somewhere deep you feel we all should do our bit to help the system be rid of terrorism lets learn to put up with a little more inconvenience when we go out to open a bank account, a mutual fund or an insurance policy.

 

Let us get into a little detail about this.

 

What is money laundering?

'Money laundering is the process of moving illegally acquired cash through financial systems so that it appears to be legally acquired' 

 

Money laundering is the processing of dirty money in order to disguise their illegal origin. Dirty money is proceeds derived from criminal conduct and criminals want the money to look like it came from a legitimate source. 

 

There are three common stages of money laundering:

1) Placement

2) Layering

3) Integration

 

Placement is the process by which they dispose bulk cash into the banking system by:

- Small but regular deposits or investments and /or

 

-Bulk shipping cash to an offshore location where banking secrecy protects them and then wiring the cash to another location to launder funds.

 

Layering complicates the audit trail, effectively 'laundering' the dirty funds and giving them bona-fide status. It involves:

- Large volume of transactions or transfers between accounts in different jurisdictions.

- Use of a range of instruments and currencies

 

Integration involves the use of layered funds to purchase 'clean, legitimate' assets such as investment products, fixed assets, etc.   

 

Typically a person with dirty money has millions of ways of integrating the same with the white money in the Indian context. If he sets up a hotel, he can show as much sales as he wishes. If he does 'raddi' business, he can show tons of 'raddi' and show the same as sales. However all this money has to come into financial assets at some stage. What the AML Act is trying to do is to reduce the menace. It is like putting the signals in place. The violators can at least be recognized and fined. It will not eliminate accidents, but one can hope for some discipline.

 

Anti Money Laundering Act

In India, the Anti Money Laundering (AML) measures are controlled through the Prevention of Money Laundering Act, 2002 which was brought in force with effect from 1st July 2005. RBI, SEBI and IRDA have been brought under the PML Act, and therefore it will be applicable to all financial institutions, banks, mutual funds, insurance companies, and their financial intermediaries. The agency monitoring the AML activities in India is called Financial Intelligence Unit (FIU IND) and compliance is required by all financial intermediaries. IRDA has made the AML guidelines mandatory for all insurance companies from 1st August 2006.

 

Prevention of money laundering protects the interests of not only the company but also the honest customers, intermediaries, partners & employees.   

 

The PML Act, 2002 provides 'Whosoever directly or indirectly attempts to indulge or knowingly assists or knowingly is a party or is actually involved in the process or activity connected with the proceeds of crime and projecting it as untainted property shall be guilty of money laundering'

 

Under the Act, offences will be punished with rigorous imprisonment for a term from three to seven years (up to ten years for drug related offences) and a fine up to Rs. 5 lakh.

 

How it affects you?

It is important for us to recognize that money laundering is:

- A criminal offence

- Causes reputation damage to the financial institution alleged of dealing with illicit money

- Combating money laundering has increased in importance after 9/11 to curb terrorist financing

 

Due to the severe penalties, everyone associated with financial instruments needs to understand what money laundering is and be fully aware of their responsibilities in combating such activities.

 

IRDA has instructed all insurers to classify their customers, into the following risk categories:

- High risk: Antique dealers, arms dealers / explosive dealers, money changers, film personalities, persons dealing with real estate, politically exposed persons, NRIs, HNIs, etc

- Low risk: All others

 

IRDA has mandated compulsory reporting to the FIU for all related cash transactions above Rs 10 lakh in a month and all transactions classified as suspicious by the company.

 

Moreover, you will now find yourself submitting a larger number of documents before you buy an insurance policy. For example a big insurance company has made the following documents compulsory:

 

 

Verification

Documents

Identify proof

-PAN Card

-Voters Identity Card

-Driving License

-Passport

-Letter from a recognized public authority (e.g. Gazetted authority/ municipal corporation) verifying identity of the customer

-Employee identity card of a listed company or public sector company

-Ration card (where photograph of customer is present)

 

 

 

 

 

 

 

 

 

 

 

 

 


Verification

Documents

Proof of Residence

-Telephone Bill (not more than 3 months old)

-Electricity Bill (not more than 3 months old)

-Credit card statement (not more than 3 months old)

-Bank account statement (showing transactions within the last 6 months)

-Valid lease agreement along with rent receipt which is not more than 3 months old

-Passport

-Ration Card

-Letter from any recognized public authority (e.g. Gazetted authority/ gram panchayat/ municipal corporation) verifying residence of the customer

-Letter from a listed/ public sector company/ armed forces employer/ government depts. along with latest salary slip

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Verification

Documents

Standard Income Proofs

-Income tax assessment orders/ Income

-Tax returns slips

-Form 16 in case of employed individual

-Salary slips from reputed private limited / public sector employers (within last 3 months)

-Audited company account

-Audited firm accounts

-Audited proprietorship profit & loss account

-Copies of form no. 10CCAC under section 80 HHC of IT ACT 1961 for export income

 

 

 

 

 

 

 

 

 

 

 

 

 

What is worrying is that while some conscientious insurance companies (who are awaiting their mutual friend brethren to join them) will ensure compliance, some of the more adventurous ones might not bother.

 

Even when India had 97% personal taxation, there were honest taxpayers who paid (and many others did not). Similarly if the act becomes over ambitious, companies may just abdicate. But as a customer, be ready to face the extra documentation.

Your dad needs angioplasty: Who’ll foot the Rs 2 lakh bill?

Recently, a friend of mine wrote a cheque for Rs 14,45,000, the sum total of the hospital and care bill for his father. And this amount was spent in less than six months. At least, this friend works in a great company has a great salary, and a very, very high savings rate. He knew exactly where this money would come from, which was from his bulging equity mutual fund portfolio.

 

If this were to happen to somebody dependant on you, who will pay the bill? 

 

You?

Your employer?

Your children?

Your children's inheritance?

Your spouse?

 

In case you do not know 'Who' is going to pay such a bill if you are the earning member, look at 'medical insurance'.

 

When we think of insurance, we think of tax breaks. Or a favor to some relative who is not so well off or a colleague's wife who is pushing you to do her a 'favor' to cover the minimum number of lives.

 

If you are in that category, wake up. You need 'medical insurance' today. Considering the increasing costs of medical care in India, it is becoming necessary to have a safety net, for individuals to fall back on, in case they face an event of hospitalization following a medical emergency.


 

In case, you are wondering how this bill went as high as Rs 14 lakh, join me. I also wondered, then had a peek at the bill – hospital bed charges, nursing, nursing at home, medicines, assisted living, the works. Lack of good quality financial data, collection and analysis is not available in Indian conditions. Take a look at the statistics in the US and you will be scared. More than 40% of the people who needed assisted living were working people. Long-term care insurers have so far paid USD 6 billion in claims.

 

The cost of medical treatment is a definite burden on the resources of an individual, whether salaried or self-employed. They may deplete or in major cases, wipe out the entire savings of a household. In India, the insurance industry as well as the medical fraternity would love to have details on the average age of the cardiac patients, the average age at which cholesterol becomes a cause for worry etc. However, we have no reliable statistics. As a wealth consultant, I do come across many persons under 40 who have diabetes, cholesterol, stress, but still live in denial when it comes to having general insurance on their own.

The average costs for cardiac ailments/ procedures are in the range of Rs. 15,000-20,000 for angiography and upward of Rs 2,00,000 for angioplasty, with CABG (coronary angio bypass graft) costing upward of Rs 3,50,000. For major orthopaedic procedures like replacement of joints cost upward of Rs 1,50,000 and even routine procedures like fistula, hernia do cost in the region of Rs 75,000.

 

These costs are quantifiable, and transferable at a premium, why not avail it when you can? In case, you are already afflicted by some disease, the medical insurance will no longer be available. At that stage all you can do is repent.

If you are young, this is the time to take insurance. In case, you are supporting (or likely to support) some elder relative, it makes sense to take medical insurance now. Do not wait for the disease to strike.

 

 

The most common excuse I hear from people is, 'My company covers me through a group policy' so I do not need to do anything on my own. This is not a good logic. What happens if you are between jobs? What happens if you are 38, dependant on your spouse's company policy, and there is a divorce? Or your spouse dies? Will the group medical insurance kick in for the widow (er) of an ex-employee? What happens if you decide to start your own business? What happens if an American company wants you to be their representative in India and run a one-man office?

 

There are just too many imponderables because of which you need to take and own the policy rather be dependant on your employer. The easiest thing for a medical insurance agent to tell you is 'Ha, I told you so' after the event occurs. Believe me, it is not pleasurable and a good insurance consultant would treat it as a communication failure – in not being able to convey the importance of the message before the event.

 

Apart from these 'insurable' costs there could be other costs for which you need to create your own kitty – nursing, adult diapers, special equipment, assisted living etc. In India we still do not have 'long-term care insurance' and this means you have to find your own solutions to such problems.

 

The medical insurance market offers many of the shelf products to most people – and the premium is likely to go up in the near future. Once there is detariffing of the premium, you will see many innovative products, but nothing is likely to be cheap. However, when you think you might end up staring at a bill of Rs. 20 lakh, start early.

NTPC stake in TELK awaits Centre's nod

The NTPC board has decided to go for a joint venture with the Kerala-owned Transformers and Electricals Kerala Ltd (TELK).

Since a decision on the percentage of equity participation in the joint venture has to be taken by the Centre, NTPC has forwarded its board's recommendations to the Union Government and a final decision is expected before April 10, a senior official source told Business Line.

Stake structure

The Kerala Government intends to keep 51 per cent stake in TELK while the rest could be given to NTPC as its investment in modernisation and expansion of the unit. He said SBI Caps had conducted the asset and machinery valuation.

NTPC, which has a lot of captive requirement, would be able to curtail the lead-time in sourcing the capital equipment. Besides, TELK is the only PSU that manufactures high quality transformers with capacity of 10 MVA and above in the country while the other suppliers are by and large multinational companies. Hence, there would be a cost advantage when it is manufactured in its own unit, the source said.

Taken from Business Line

Oracle sees buoyancy in Asia-Pacific region

Oracle Corporation on Friday said that its database, middleware and applications business software are witness to buoyancy in the Asia Pacific region and Japan, wherein India has become a significant business opportunity with new deployments across several sectors.

Interestingly, software as a service or on demand software is beginning to get assimilated in India with Customer Relationship Management (CRM)-related software from Siebel. And this could potentially move on to other areas.

The Senior Vice-President, Oracle Asia Pacific, Mr Brain Mitchell, said software as a service (SAS) would attract small and medium enterprises as they seek to get more competitive. Speaking to media persons from Singapore, Mr Mitchell said Oracle has a large footprint in India employing over 19,000 people and big chunk of them work on the development capabilities. With Indian economy buoyant, presence in 23 cities would be particularly useful for small and medium sized enterprises. They could take to Oracle eBusiness suite replacing their home grown applications, pick and choose product and service of their choice to suit their distinct requirements which would be addressed through partners.

Friday, March 30, 2007

Dividend

505714
Gabriel India Ltd.
RD
3/4/2007
40% Second Interim Dividend
506285
Bayer CropScience Limited.


24 % Dividend
507836
Mac Charles (India) Ltd.,
RD
5/4/2007
100% Interim Dividend
509820
Paper Products Ltd.,
BC
21/04/2007
90% Dividend
513629
Tulsyan NEC Ltd
RD
30/03/2007
15% Interim Dividend
532254
Polaris Software Lab Ltd
RD
5/4/2007
25% Second Interim Dividend
532440
Macmillan India Ltd.
RD
3/4/2007
45% Second Interim Dividend
500168
Goodyear India Ltd.,
BC
1/6/2007
50% Dividend
500413
Thomas Cook (India) Ltd.,
BC
12/6/2007
50% Dividend
507717
Dhanuka Pesticides Ltd.,
RD
9/4/2007
20% Interim Dividend
512608
Bhandari Hosiery Exports Ltd.
RD
30/03/2007
10% Interim Dividend
530543
Marg Constructions Ltd
RD
14/04/2007
Interim Dividend
532179
Corporation Bank
RD
10/4/2007
40% Interim Dividend
532508
Jindal Stainless Ltd.
RD
31/03/2007
80% Interim Dividend

Dividend

500089
DIC India Ltd
BC
16/05/2007
35% Final Dividend
500148
Flex Industries Ltd.,
RD
6/4/2007
20% Interim Dividend
500359
Ranbaxy Laboratories Ltd.,
RD
5/4/2007
120% Second Interim Dividend
512299
Sterling Biotech Ltd.


50 % Final Dividend
522087
Sulzer India Ltd.,


70 % Dividend
526681
Sai service Station Ltd.
RD
5/4/2007
100% Interim Dividend

DLF Ltd has awarded IBM India a contract of Rs 128 crore for 10 years

DLF Ltd has awarded IBM India a contract of Rs 128 crore for 10 years, to transform and manage DLF's IT infrastructure.DLF will leverage on IBM's infrastructure management expertise to secure a high quality information backbone that will be managed in a cost-effective manner.

Under the agreement, IBM Global Technology Services will implement and maintain policies, standards, technology and delivery infrastructure, and standardize them as part of a broader transformation, across more than 20 locations in India.

Govt stops issuing sugar export permits

The government has stopped fresh sugar export permit under open license as the limit has been exhausted, but it would affect companies, given that the actual amount exported is still below the limit reports .

New sugar export permit will not be given as limit has been exhausted. It is awaiting poll panel nod to raise sugar export quantum cap. Though the export permit limit has exhausted, the actual exports is still below limit.

Experts speak on rupee hitting 7-yr high

S anjeev Sanyal, Regional Economist of Deutsche Bank Asia says that whole rupee appreciation is being driven by the liquidity squeeze that is happening right now and calls it a year-end phenomenon.


Akhil Jindal, President of Welspun India says that there is no point in keeping any currency open at any juncture but at the end of the day the currencies across the globe are appreciating against rupee.

BMW s set to get less expensive

BMW has inaugurated its India operations with an assembly plant in Chennai. BMW car prices in India will now fall by 30 to 40% .

BMW 3-series cars are assembled at its Chennai plant. By May, this plant will also assemble 5-series models. BMW says the inauguration of the plant fits in with a larger vision of focussing on the Asian market.

"Our market entry in India is an important step that will contribute to our group's profitable growth in Asia. 2007 is the year of India," said Dr Norbert Reithofer, Chairman, BMW Group.

Prices of the 3 series and 5 series in India will drop by almost a third, ranging from Rs 26.95 lacs for the 320i to Rs 45 lakh for the 530i. The company says only the seats and the door panels are being sourced locally and that's why the prices are higher than its arch rival the Mercedes Benz whose prices start at about Rs 20 lakh.

Mercedes Benz sells 2000 cars a year in India but BMW has more modest targets. BMW expects to sell 1200 cars in India, but within three years, that number will rise to 1500.

Vodafone to wait for crucial regulatory call

Vodafone officials met with the Foreign Investment Promotion Board (FIPB) for the second time yesterday, but with little luck. The world's largest telecom company is yet to get FIPB clearance for buying out Hutch's 67% stake in Hutch-Essar.

"We have not taken any decision. We have sought more comments from the companies and they have agreed to give us more details," said Finance Secretary, Ashok Jha.

Now, Vodafone will have to wait for the crucial regulatory call.

Tuesday, March 27, 2007

Want to be as rich as Bill Gates?

Who doesn't need money? What's more, we want a lot of it. And we are always looking out for ways to earn more.

 

Have you asked yourself how much is that 'more'? Just how much will satisfy you? Because, beyond a certain point, any amount will not matter. If you are satisfied with Rs 5 crore, the pleasure you derive from Rs 20 crore or Rs 25 crore is no different.

 

In economics, this is known as the theory of diminishing marginal utility. You may be excited at making your first million, even more at making Rs 5 million. It may climax at Rs 40 million (Rs 4 crore). Thereafter, for each additional million you make, the excitement reduces. And, beyond Rs 500 million, it hardly makes a difference.

 

Here it is graphically:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

So what is my point?

There is only one Bill Gates, Richard Branson or LN Mittal in the world.  Everyone is not as lucky to have the same fortune. Though we still tell ourselves secretly, "I wish it were me."

 

Think about it. You need much lesser, perhaps just a fraction of what these legends own. You don't need to worry and feel bad if you don't have the mansions, the private jets or the fleet of Mercedes. Perhaps you just don't need it.

 

Say I give you Rs 5 crore. What would you do? Make a list. How would you spend it? Do this exercise very seriously.

Building careers in insurance, That's Great

With private players coming into the insurance sector, new and innovative products and better customer service is expected. And with this, several new job opportunities too.

The liberalisation of the Indian insurance sector has opened new doors to private competition and the new and improved insurance sector today promises several new job opportunities. With private players now in the field, there will be innovative products, better packaging, improved customer service, and, most importantly, greater employment opportunities.

There are a number of options to choose from for a career in Insurance. Ideally an insurance company will have openings in the marketing, distribution, actuarial, underwriting, operations and investing departments. Though some jobs like investing, marketing and distribution are the same in any other industry, actuarial and underwriting jobs are exclusive to the insurance industry.

  • Actuaries
  • Underwriter
  • Surveyor
  • Investment
  • Marketing & Distribution

ITC Infotech plans to hit capital market

ITC Infotech, IT services company and fully owned subsidiary of ITC, is planning to go public. Although no date has been finalised when the company is planning to hit the capital market, ITC Chairman Y C Deveshwar said the company might opt for the bourses "at some point of time." 
 
"ITC Infotech is structured as a separate company, not as a division. That is the only business that we structured as a separate company. That indicates that we could take ITC Infotech public," Deveshwar said on the sidelines of an event organised by the Confederation of Indian Industry (CII). 
 
The reason for structuring ITC Infotech was that over a period of time, the company would like to have the option of remunerating its people. "But we don't know whether that (making ITC Infotech public) is the right route. But if we did want to, we could," he added. 
 
ITC Infotech is USD 64 million company with a headcount of over 4,200 employees. The tier-II firm competes with the likes of the global service providers such as HP, IBM and Accenture and also tier-I Indian players for enterprise system integration solutions, infrastructure and testing services projects. 
 
Some of its clients include British American Tobacco, Abbey National Bank, Finnair, DHL, PTC and Unilever. Around 5% of the company's revenues come from ITC. 
 
The company has a joint venture with Client Logic, which provides technical support and voice-BPO services to clients worldwide. ITC Infotech has offices across the US, UK, Europe and the Asia-Pacific, and delivery footprint across 42 countries. 

Rel Comm shortlists 4 merchant bankers for FLAG IPO

Reliance Communication has decided for overseas public offer for its international communication subsidiary FLAG Telecom, for which it has shortlisted four merchant bankers.

Sources said Goldman Sachs, Deutsche Bank, Morgan Stanley and UBS were shortlisted for the process, which would see RCOM divesting 10-15% equity.

FLAG Telecom will be listed on the London Stock Exchange. FLAG is a 100% subsidiary of Reliance Communication  .

The proceeds raised from the IPO will be used to part finance expansion plans announced last year, which include laying 50,000 km fresh undersea cable in regions where there is dearth of international bandwidth. The expansion plan could entail an investment of about 1.5 billion dollar (nearly Rs 7,000 crore).

I did the best job I could: Indian cricket team coach Greg Chappell

London: Indian cricket team coach Greg Chappell said on Monday that he did his job in the best possible manner and that the side's failure to execute the plans was responsible for the debacle in the World Cup.

"I'm happy that I've done the best job I could do, and so did the coaching staff and support staff. The planning was good, the preparation was good, but the execution on the day was not," he was quoted as saying by BBC Sport.

"India haven't won an overseas tournament since 1985. There are obviously some reasons, but I'm not prepared to go into them at this stage," Chappell said.

The Australian admitted that he was partially responsible for India's fiasco at the World Cup.

"Obviously I am happy to take some responsibility - I am the coach. But I don't think the coaching staff alone should be blamed for what's happened here," he said.

Chappell said he would not single out any individual for the poor performance of the Indian team in the mega event.

"There's nothing more to say than, 'We didn't play well enough'. We didn't perform when the time came, that's the long and the short of it," he said.

Sunday, March 25, 2007

Not all largecaps have been weak, check the list!

Company

As on Feb 12

As on March 21

Chng in mktcap

Cls pr

Mkt cap(Rs cr)

Cls Pr

Mkt cap(Rs cr)

%

Rs cr

Bharti Airtel

728.8

138169.55

761.75

144417.9

4.52

6248.35

TCS

1254.25

122740.91

1267.1

123998.41

1.02

1257.5

Unitech

422.45

34290.27

428.9

34813.81

1.53

523.54

Reliance Petro

66.45

29902.5

68.3

30735

2.78

832.5

Sterlite Inds.

442.1

24700.13

450.1

25147.09

1.81

446.96

Sun Pharma.

1013.5

19449.07

1016.6

19573.62

0.64

124.55

I-Flex Solutions

1925.15

15689.97

1964.95

16022.2

2.12

332.23

Natl. Aluminium

221.65

14281.13

232.85

15002.76

5.05

721.63

Videocon Inds.

432.85

9565.12

444.3

9818.14

2.65

253.02

Glaxosmithkline

1120.45

9490.21

1155.45

9786.66

3.12

296.45

M T N L

143.65

9049.95

146.5

9229.5

1.98

179.55

I P C L

264.65

7958.03

265

7968.55

0.13

10.52

JSW Steel

432.35

6786.6

455.5

7468.83

10.05

682.23

Indiabulls Fin.

399.25

7174.52

402.9

7240.11

0.91

65.59

Glenmark Pharma

562.95

6758.21

590.45

7088.35

4.89

330.14

Aban Offshore Lt

1785

6586.65

1814.9

6696.98

1.68

110.33

United Breweries

244.2

5274.72

264.4

5711.04

8.27

436.32

Centurion BnkP

35.55

5521.63

36.55

5682.43

2.91

160.8

Nicholas Piramal

241.55

5048.4

247.65

5175.89

2.53

127.49

Lupin

590.25

4740.89

590.6

4744.29

0.07

3.4

MphasiS Ltd

276.05

4485.54

288.9

4715.71

5.13

230.17

Biocon

423.4

4234

465.05

4650.5

9.84

416.5

H T Media

175.4

4107.87

189.75

4443.95

8.18

336.08

Cadila Health

315.85

3967.08

326.1

4095.82

3.25

128.74

Wockhardt

335.65

3673.35

369.35

4042.17

10.04

368.82

Kirl. Brothers

361.6

3823.92

367.4

3885.26

1.60

61.34

EIH

95.05

3734.99

95.4

3748.74

0.37

13.75

Jubilant Organ.

251.75

3612.61

252

3616.2

0.10

3.59

TV 18 India

561.35

2942.6

580.7

3278.63

11.42

336.03

Praj Inds.

349.85

2929.99

378.45

3169.52

8.18

239.53

J & K Bank

644.05

3122.35

648.7

3144.9

0.72

22.55

Britannia Inds.

1172.95

2803.35

1260.15

3010.5

7.39

207.15

CESC

344.05

2832.22

353.6

2981.56

5.27

149.34

JM Financial

869.05

2607.15

985.9

2957.7

13.45

350.55

Kalpataru Power

1086.2

2878.43

1100.15

2915.4

1.28

36.97

Rolta India

322.7

2585.47

349.95

2803.8

8.44

218.33

Guj. St.Petronet

46.95

2547.37

48.9

2653.17

4.15

105.8

Apollo Hospitals

437.95

2261.57

499.8

2580.97

14.12

319.4

Jain Irrigation

429.8

2510.46

411.45

2529.59

0.76

19.13

Simplex Infrastr

346.5

1484.75

348.55

1493.54

0.59

8.79

Source:- Capitaline Plus

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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