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Friday, May 27, 2011

Nifty's Lowest Rollover at 59.7% in the Present Calender Year

Nifty derivative May contracts experienced the lowest rollover in 2011 at 59.7%. In 2011 the average rollover so far had been 66.2%. The May rollover was accompanied by a lower spread between the May and June futures which indicated that short positions were more aggressively rolled-over than that of longs.

The spread (difference between Nifty in the cash market and Nifty June futures) has been coming down extensively since the past one week and experts attribute it to be a result of bearish sentiment among traders. The spread between the May and June series or the discount with which June series closed over the Nifty stood at 21.7 on Thursday .

Savio Shetty, research analyst- Institutional Derivatives at Prabhudas Lilladher says, “Even after discounting for the dividend premium of around 24.5, the net spread turns out to be a premium of just over 3 points.

Such low premium along with a lower-than-average market-wide rollover indicates a higher rollover of shorts”.

While the lower rollovers in Nifty are in line with sluggish market sentiment, the open interest on the put side indicates that traders are looking at 5,300 as the near-term strong support.
June 5,300 puts gained 11.6 lakh shares, highest for any strike on the put side to obtain a total open interest of 49.4 lakh shares.

However, the marginal difference between the open interest of June 5,000 and 5,300 puts indicate that traders are considering 5,000 to be the next crucial support for the Nifty in case 5,300 gives away. Currently, June 5,000 puts have the highest open interest of about 51 lakh shares on the put side.

Sector-wise, real estate companies, namely, DLF and Indiabulls Realestate saw a high rollover of 84% with higher discounts indicating transfer of short positions.

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

For More IIPM Info, Visit below mentioned IIPM articles.

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Thursday, May 26, 2011

DGCA probes air ambulance crash

The Directorate General of Civil Aviation on Thursday started an inquiry into the crash of a small medical ambulance aircraft in a residential area here that left 10 persons including seven on board dead.

The DGCA has appointed an inspector of inquiry, who will take charge of all material evidence at the site of the crash including the wreckage of the plane in sector 22 here.

A six-member DGCA team is inspecting the site of the crash.

The inspector of inquiry will hand over the material evidence to the Court of Inquiry when it will be set up.

A senior DGCA official had said last night that the plane was in contact with the Air Traffic Control and on the radar before suddenly vanishing and losing touch.

Three persons on the ground -- all women -- were among the 10 dead when the P-12 single-engine turboprop aircraft belonging to Delhi-based Air Chartered Services India Limited crashed in Jawaharnagar locality near the IAF station in the Delhi suburb at around 1035 PM shortly before landing at IGI airport in Delhi.

Officials assessing property loss

Haryana Government officials assessed the loss suffered to property due to the crash of an air ambulance aircraft in a residential area here that left 10 persons dead.

Officials from the revenue department inspected the two houses which suffered damages when the aircraft crashed into their roofs.

A senior official said mainly two houses -- one belonging to Sobhraj Shehwrat and Sunil suffered damages in the crash.

“There are damages to two houses. We are assessing the loss. We will prepare a report regarding the damages and recommend to the government the compensation to be given,” the officials said.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website

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Rajita Chaudhuri
Planman Consulting

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Wednesday, May 25, 2011

Attempt was made to attack Mumbai two months before 26/11': Headly

David Coleman Headley has now told a Chicago court that an earlier attempt to attack Mumbai in September 2008, two months before 26/11, had failed as "the boat carrying Pakistani assailants hit the rocks.

" Headley, a Pakistani-American, is the key witness in the trial of Tahawwur Hussain Rana, a Chicago businessman accused of helping coordinate the 2008 Mumbai attacks. He has already pleaded guilty to laying the groundwork for the Mumbai attacks and has agreed to testify against Rana to avoid the death penalty. Earlier during the trial, Headley identified his ISI handler, the shadowy Major Iqbal, as Chaudhery Khan, the man with whom the Pakistani-American had several email exchanges. Headley wrote to him at the email id chaudherykhan@gmail.com.

On being interrogated about those mail exchanges, Headley told the court that Chaudhery Khan was Major Iqbal, the man Headley had identified yesterday as one of his ISI handlers. Major Iqbal is named as a co-defendant in the indictment.

Headley has already pleaded guilty to laying the groundwork for the Mumbai attacks, and has agreed to testify against Rana to avoid the death penalty.

Monday, March 21, 2011

MD PRABHU S HAS TAKEN ON THE ROAD LESS TRAVELLED BY TAKING ON THE LOW MARGIN SEGMENT OF IT SERVICES TO SMES/MSMES YET IN A CANDID

How do you cope up with the challenges faced in a competitive environment?
When we are confident of adding value to customers, the question of competition does not arise. In this context, we haven’t still got exposed to a competitive environment yet.

Would you like to share any anecdotes from your learning of business in the industry?
I would like to narrate an incident which occurred recently. When we approached a firm for selling our product, the IT manager politely declined stating that “I am unable to provide all reports that the management needs”. Although we were initially setback, we persisted and somehow managed to get an appointment with the MD. When we asked him, “What information do you get today? And what do you don’t get today?”. We were taken aback when he replied – “I don’t even know the company’s turnover! The Accounts department gives one figure while the sales and IT gives another’. That’s when we realized the true state of the top management. Overall, the company is making profit, but certain brands/regions/area are not profitable and they are not noticing it because of data. Even though it may be strategic, they need to have control over that which can be monitored using our product/solution.

What is it according to you that takes to make a great brand?
When customers see value in the solutions offered, the brand gets established automatically. However, a great brand should have an well-established ecosystem of partners who can provide quality and timely service.

From a business point of view, what is your ultimate objective?
My ultimate objective is to provide game-changing solutions that can enhance the turnover and profits of Indian SME businesses.

What do you think is the best way you could market your brand?
We approach the market through consultative selling. We believe that our customers are our best marketers.

How would you describe your and your company’s success story?
Success is a journey, not a destination. We are so far happy with the progress made. And we are confident of seeing more successes in our way.

How do you manage your personal and family priorities?
My first family is Cindrel. I am enjoying each and every moment I spend for Cindrel and I am sure it will take care of my other family.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School Detail
IIPM makes business education truly global
IIPM’s Management Consulting Arm - Planman Consulting
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips
Planman Consulting
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine

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Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

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Friday, March 18, 2011

GHOUISE MOHIUDDIN TALKS TO 4PS B&M ABOUT HIS DREAMS TO BECOME THE NEW BEVERAGE KING

So what is the USP that separates Cafe Desire from the pack?
There is not one, but many. But most importantly, the message which I regularly drive across to my team is that we have to adopt a “customer-centric” approach, both when it comes to our growth strategies and thought processes. All our meetings and interactions start and ends with two subjects – customer and competitor. Thankfully, we have always managed to deliver more than what our customers expect. A clear differentiator in our industry would be that we operate and deliver on Marketing 3.0 platform, unlike all our competitors who deliver on Marketing 1.0 or Marketing 2.0 levels.

Cafe Desire is known for its high-quality 100% natural hot beverages. Do you use market research before devising that perfect blend?
We have always conducted in-depth researches, geography-wise, into what a customer really expects in that region, when he takes a sip of coffee or tea. As a result, our regional blends have helped us gain and retain larger chunk of market share. For example, our coffee is which is served in Hyderabad is different from what we serve in Delhi.

But just an honest thought – doesn’t competition bother you at times?
Actually, no. Instead, it excites me to the hilt. One thing which keeps me pepped-up is the thought that we are competing with brands which are giants with history of 90 to 200 years. It’s exciting to imagine how despite being a young company, you can give them sleepless nights. But having said that, I have to agree, our team burns gallons of midnight oil to compete strongly. I would just say one line on competition – I love competing with Nestle (smiles).

People – how important is that P to your company’s success?
I am surrounded by people who share my passion and excitement. We work for the long run. I believe that I have one of the most dynamic management team, which shares the dream of making it big before we all touch 40 years of age. All my boys are bubbling with lot of energy to make a mark. Our average age of employees is just 30 years, and we invest a lot on T&D.

Any learning that you would want to share with the readers?
Start small, think big and build from your strengths – you can build a national brand even if you lack the bucks for massive ad campaign. Think logically. At Cafe Desire, we understood the logical difference between scale and growth.

So what is your ultimate aim?
We want to be an integral part of everyone’s daily life by offering a minimum of five brands out of 42 brands that every human being touches every day. We plan to only grow organically, reach the no.1 spot and stay there.