New year gift of Tax slab modification from PM Modi - FM Jaitley, Wait-n-watch

New year gift of Tax slab modification from PM Modi - FM Jaitley, Wait-n-watch

   December 29, 2016       prabhakardalvi

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As refer title , every person assume what is Tax slab for 2017-2018 from BJP Govt. after Cash DANGAL(movie name, act by Aamir Khan). PM Modi need more tax for development and FM Jaitley want formation as per RBI condition....

let see what happen ???, what my thinking i wrote below..... 

Modi wants to increase taxes on stock market investors. At least, this was the most common interpretation doing the rounds after his recent speech. Markets tanked on Monday at the prospect. 

There's no doubt the government needs more tax money. But they better not fall into the trap of linear thinking...or what we might call 'The Cobra Effect'. 

Word has it that when the British were ruling India, they offered a bounty to anyone who brought them dead cobras. The idea was to control the growing cobra population. But the move backfired. Instead of going down, the cobra population went up. Turns out, people started breeding cobras to get the reward. And when the government saw this and cancelled the scheme, all the cobras were released in the wild. 

Linear thinking assumes that increasing tax revenue is a simple function of increasing the tax rate. The Cobra Effect, on the other hand, alerts us to the reality of non-linear consequences. What if, instead of leading to increased revenues, the higher tax rates actually lowering revenues? 

Arthur Laffer, an American economist and former member of Ronald Reagan's Economic Policy Advisory Board, had an intuitive understanding of the cobra effect in the realm of taxes. 

Once, during a war of words about the president's tax plan, he couldn't take it any longer. He ordered for a napkin and drew an elegant chart. No one has been able to present the relationship between government revenue and taxes better than Arthur Laffer did on that cocktail napkin. 

The chart was a simple 'inverted U', a hallmark of non-linear thinking. An 'inverted U' has a peak point right at the center and tends to go to zero at both its ends.

 

The idea is that there exists a certain tax rate at which the government will earn the maximum revenues. And it is the government's job to find this sweet spot. Anything lower than this optimum tax rate and tax revenues would drop. Anything higher and the revenues would still drop as people would start to evade taxes or even stop working altogether. 

Whether you implement a 0% tax rate or 100% tax rate doesn't matter: Revenues would be zero. And it intuitively makes sense, doesn't it? Why would someone want to work if the government is going to take away all the income? 

Personal income taxes in India were as high as 85% in the 70s. And still, there were people who felt Indian tax rates were too far on the left side of the 'inverted U' curve. That is, they thought tax rates could be hiked even more to reach peak tax collection. But since then, taxes have come down to 30%. And many now feel that tax rates are still too high and should be lowered to reach peak collection. 

Either way, there's no denying the relationship between taxation and revenue is non-linear. There is an optimum tax rate. There is a level at which revenues will peak. 

As far as taxes on capital gains are concerned, market participants believe they are already on the right side of the curve. Any more tinkering and it may not go down well with investors. 

What about personal income tax rates? The slabs have remained constant since 1997-98. Still, they could well be on the right side of the curve; lowering income tax rates could actually end up increasing government tax revenues. 

(source :- Equitymaster Agora Research Private Limited)

Will Jaitley oblige come February 2017? If he does and the government revenues do go up, it would be a double treat for the stock markets. Both the economy and the government finances would get a boost. 

We see a minor, if not a big, relief coming for the middle-class tax payer. If for no other reason than to ease some of the pain from demonetisation. What do you think? mail me on prabhakara.dalvi@gmail.com. 

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Marketers use of Mobile phone Database erodes consumers' trust - Reuters survey

Marketers use of Mobile phone Database erodes consumers' trust - Reuters survey

   February 22, 2016       prabhakardalvi

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Most consumers feel they lack control over personal information on their phones, are suspicious of attempts to use it for marketing appeals and many think the problem is getting worse, a survey in major countries of the world has found. 

The findings from a poll in January of 8,000 mobile phone users published on Monday spell trouble for advertisers hoping to tailor marketing and services based on location, personal context and interaction history for customers on the go. 

The survey found 75 per cent of consumers did not trust even well-known marketing brands to take care of their data, with many of those, 55 percent, saying their trust had been eroded in recent years. It was conducted among phone users in eight major markets – Brazil, Britain, China, France, Germany, India, South Korea and the United States, and commissioned by Syniverse [SVRTE.UL], a top supplier of mobile software to network operators globally. 

Syniverse commissioned the study to see what information consumers were willing to share with brands, and their expectations of what they would get in return. 

"The assumption is that end-users will willingly share personal data in return for personalized services," the report's authors stated. "But it looks like this assumption is wrong." Separately, Hong Kong-based CK Hutchison's Three UK and Three Italy said last week they had implemented ad-blocking technology in their networks to protect their mobile customers from unwanted marketing messages. 

"Irrelevant and excessive mobile ads annoy customers," Three UK Chief Marketing Officer Tom Malleschitz said in a statement. 

"The industry has to work together to give customers mobile ads they want." Half have lost faith in mobile telecommunication operators themselves to protect their data and use it responsibly, according to the survey by Syniverse. When asked about their willingness to share more personal data such as location and or interactions, just 14 percent, on average, said they were willing to do so. 

Across the countries surveyed, 30 percent, on average were unwilling to share any personal information at all, the study found. "Retailers, hoteliers, financial institutions and mobile operators need to rethink their approach to harvesting, managing and using private data," the report concluded.

BARCELONA | BY ERIC AUCHARD

(Editing by Peter Cooney)

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Bollywood King Shah Rukh Khan to promote online Fashion brand

Bollywood King Shah Rukh Khan to promote online Fashion brand

   October 17, 2014       prabhakardalvi

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The brand will introduce Shah Rukh as its brand ambassador through an extensive television campaign for its upcoming autumn-winter collection 2014. He make promotion of some show for dancing on TV.

This is the first time that I am endorsing an online fashion brand and I am very excited to partner with Yepme for this, King Khan said in a statement. For fashion to be impactful, it has to evolve with time and maintain freshness. Yepme, with its focus on fast fashion is an extremely innovative and fashion right brand, offering the most current fashion trends. I look forward to join the fashion revolution that they have started which is taking the youth across the country by storm, he added. 

Hindi film industry's 'Badshah' Shah Rukh Khan has been roped in to lend his star power to Yepme.com -- his first association with an online fashion brand. He's excited to join the "fashion revolution". King khan alrady promote lux brand, home decoration paints ads. His popularity count better sales roi for companies who hire him.

Sandeep Sharma, co-founder and chief operating officer, Yepme.com, said the team is equally excited to have the superstar on board, and feels that association will definitely help build a strong connect between the brand and his fans across the country.

"Shah Rukh commands a huge fan following across all age groups in India and abroad and his presence will drastically increase the aspirational value of Yepme, Sharma said.

Earlier this year, Yepme had signed some of the other known faces of Bollywood like Farhan Akhtar and Sonu Sood its brand ambassadors.

{{ The Guest Post Blogger organization was not involved in the creation of this content. - Dalvi Prabhakar B, Founder & Digital Manager (SEO,SEM,SMO) }}

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Moneycontrol says Investor Have Negative Focus after 2013 to India

Moneycontrol says Investor Have Negative Focus after 2013 to India

   October 06, 2014       prabhakardalvi

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Just in a span of 12 months, the tide has turned for India, which was on a the brink of a credit rating downgrade a year ago thanks to the plunging rupee, subdued growth and policy paralysis. 

Global rating agencies have turned gung-ho on Asia’s third largest economy on anticipation of big-bang reforms by team Modi. Once a prominent member of the ‘Fragile Five’ club, the India story started selling like hot cakes among the foreign investor community after a business friendly government was voted to power at the Centre in May this year. Fragile Five is a term coined in August of 2013 by a research analyst at Morgan Stanley. 

It represents emerging market economies which were too reliant on foreign funds to finance their growth ambitions. Standard and Poor’s (S&P) revised its outlook on India's 'BBB-' sovereign credit rating to "stable" from "negative" last week. This outlook upgrade was on the back of improvement in India’s external position and growth prospects. ‘BBB-‘is the lowest investment grade. If any country is downgraded from this rating then the country’s sovereign rating earns a "junk" status. In August 2013, when the Indian rupee slid below 64/USD, S&P had said that it reaffirms its negative outlook on India and also warned of a downgrade. S&P first cut India's outlook to "negative" in April 2013. 

 Interestingly, S&P is the last of the three main global ratings agencies with a negative outlook on India. Rival Fitch upgraded India’s outlook from "negative" to "stable" in June 2013. At that time, the government in power, the UPA II, was taking steps to contain India’s sprawling current account deficit and revive economic growth, which has been below 5 percent level. While the rating agency acknowledged the then government’s efforts by maintaining its outlook, it cautioned that structural budget deficits coupled with high public debt could constrain India's ratings. With the political scenario becoming stable and strong investment flows, Fitch now expects India's growth to accelerate to 5.6 percent in the current fiscal and further to 6.5 percent in 2015-16. 

Fitch has 'BBB-' rating on India. "The new government has started rolling out a number of policies, which may improve the efficiency of the bureaucracy and strengthen the investment climate," Fitch said in its recent global economic outlook report. Moody's has assigned India a 'Baa3', the lowest investment-grade rating, with a "stable" outlook. It has not changed its outlook on India in the last one year. 

"Higher growth is likely to increase tax revenues and capital inflows. This will reverse some of the weakening that has occurred in India's fiscal and external position in recent years. India's macroeconomic outlook will also improve if, as we expect, the authorities implement policies that ease inflationary pressures and increase infrastructure investment," Moody's Investors Service said in a report released last month. Now that all key ratings agencies have stable outlook on India, all eyes are on how soon India will see a ratings upgrade. 

Finance Secretary Arvind Mayaram is confident of India getting a ratings upgrade from the S&P in the next few months. He said that the government will keep surprising with positive reforms and India’s GDP growth in FY15 will be over 5.5 percent. - Moneycontrol Bureau 

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India can't grow as fast as China, Japan

India can't grow as fast as China, Japan

   September 22, 2014       prabhakardalvi

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Warren Buffett once pointed out that it is easier to get big returns on small sums.

As he put it, "I was killing the Dow in the 1950s but that was when I was investing peanuts."

That is, he was outperforming the Dow Jones Industrial Average by large margins when his corpus was relatively small.

It got progressively more difficult for Buffett to outrun the indices, as Berkshire Hathaway's portfolio grew into billions.

High growth is also much easier to log in a small business than in a Reliance.

Similar issues of scale also hold true for national economies.

It is easier for a small economy with low per capita to grow quickly.

It is more difficult for a large economy to sustain high growth over long periods.

The prosperity and high living standards of Europe and America came about due to steady, low growth over very, very long periods.

Stable economic growth started with the industrial revolution (1760-1820), and continued through the colonial phase.

Nations in Western Europe and America saw GDP (gross domestic product) growth compounded at 1-2 per cent per annum for over a century.

Since World War II, several nations have demonstrated that sustained GDP growth at much higher rates is possible.

The possible reasons might be that technological changes came faster after 1945 and investment flows also became more efficient.

So, GDP growth rates accelerated.

Even so, China and Japan are truly amazing.

Both countries grew at breakneck pace for very long periods, starting from low bases. 

Japan lost its entire industrial base in World War II, many cities were obliterated and a large proportion of the working population was killed. Growth in the 1950s started from a very low base, therefore.

It continued until Japan became the world's second-largest economy in the 1980s. Since then, growth has stagnated but Japan is the third-largest economy.

Between 1930 and 1948, China suffered civil war, while also fighting the Japanese. After Mao Zedong came to power, famines and political purges led to the deaths of 10 million or more.

Mao died in 1976. In 1979, China liberalised its economic policies.

It has since grown very fast to overtake Japan and become the second-largest economy in the world.

In nominal terms, India's economy is one-fourth as large as China and one-third as large as Japan. But India only started liberalising in 1991, some 13 years after China.

Adjusting for time differentials, the macro-economic growth pattern is quite similar. India is more or less where China was in 2001.

However, researchers who point out this similarity also point out key differences.

China had far superior literacy rates and far more female workforce participation in 2001 than India does in 2014.

China followed a manufacturing, export-oriented growth model from the 80s onwards.

It exploited its much cheaper labour to gain market share versus other export-oriented nations like South Korea and Japan.

It is much more difficult for India to compete on this front in 2014.

The cheap-labour driven export-model has multiple players - Indonesia, Bangladesh, the Philippines, Thailand, etc.

China also got a lot of foreign direct investments coming from the well-established overseas Chinese business community.

India's upper-crust non-resident Indians are mostly professionals, and they might not be able to match this. So, India will have its work cut out emulating China's growth rates through the next phase.

The large Indian workforce is under-skilled.

The education system is in a shambles and might not respond effectively to the need to teach labour new skills.

Building scale in new manufacturing areas requires years of effort, and need changes in labour laws, land laws, etc.

The pace of movement in such areas is very slow. While these things could improve, India's growth is more likely to be driven by the positive trends that are already evident.

There are pockets of excellence in industries, where India is export-competitive, such as IT services, bulk pharmaceuticals, automobiles and auto-ancillaries.

There is a huge, under-served domestic market for many services and many goods.

As poverty reduces, there will be fortunes to be made catering to the lower end of the pyramid.

There is a massive shortage in physical infrastructure and efforts are being made to address this deficiency. India hopes to tap China and Japan for money and technical know-how.

Specific growth areas for India are liable to be different from areas in which Japan, China have scored, says Devangshu Datta.

That is fine, so far as it goes. But the specific growth areas for India are liable to be very different from the areas in which Japan and China scored.

Devangshu Datta

source: business-standard.com

Related News: China, India, Japan, Warren Buffett, GDP

{{ The Guest Post Blogger organization was not involved in the creation of this content. - Dalvi Prabhakar B, Founder & Digital Manager (SEO,SEM,SMO) }}

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Marketing Strategies for Developed And Developing Markets - Prabhakar

Marketing Strategies for Developed And Developing Markets - Prabhakar

   July 01, 2014       prabhakardalvi

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Interest in developing markets such as China, India, Brazil and Russia has increased rapidly over the past ten years, meaning that market research and intelligence agencies are exploring a wider variety of geographies than ever before. This presents numerous challenges throughout the market research process, for fieldworkers, managers and analysts alike. This article discusses perhaps the most important issue of all – the different insights that tend to arise in different geographies. In particular, how do the critical marketing success factors in the developing and developed worlds differ from each other?

Developed And Developing Markets Product

In most business-to-business markets, customers regard product quality and durability as a ‘hygiene’ requirement; performance must be high in order for the supplier of that product to even be considered. Companies with low quality are not in business for long, leaving serious market players to differentiate on the extended offer – service, brand and the like. In developing markets, good quality is often not even a hygiene requirement, let alone a differentiator. 80%-90% of buyers of pump and instrumentation products in Russia or China are happy to buy products that last 18-24 months whereas their Western counterparts demand a lifespan of 6-7 years or more. This results in a preponderance of low-quality buyers in the developing market, and quality becomes a key differentiating factor for the small group of customers that demand it.

To the Western company with a high cost-base and high-quality product, the best strategy in a developing market is to cream-skim the market by targeting the 10%-20% of quality-focused buyers. In developed markets, suppliers are best advised to focus on service quality, knowledge and people, while of course maintaining high quality standards. -- Recommended Marketing Strategies In Developed And Developing Markets

Developed And Developing Markets Price

Value-added pricing is common in developed markets – that is to say buyers are willing to pay more for a superior offer, usually based around service, brand, consultancy and other benefits beyond the product itself. In developing economies, the willingness to pay extra for a superior offer is far less prevalent, with most b2b buyers relating price primarily to quantity.

Developing markets 2 (Photo credit: Wikipedia)

Western clients tend to premium-price in developing markets, communicating high quality to a small part of the market and receiving high margins in return. Even companies that are relatively undifferentiated in their home markets frequently succeed when premium-pricing in developing countries. Consumer brands such as Pizza Hut have experienced huge success with this strategy.

In developed markets, the picture is far less clear, with customers generally more demanding and high-quality competition more prevalent. This is where specialist pricing research comes into its own, be that competitive pricing intelligence or more model-based techniques such as SIMALTO and conjoint analysis.

Developed And Developing Markets Place

Western businesses frequently underestimate the difficulties associated with routes to market in developing economies. Whereas market channels in the company’s home market may be long-established and familiar, channels in a developing market may be unrecognisable, fragmented, ephemeral and highly dependent on local knowledge and relationships. Many Western consumer-facing companies are experiencing real success in developing markets in this respect, with shampoo and cosmetic providers, for example, making huge profits in rural cities via local distributors and retailers. Industrial companies have been slower to build up their knowledge, many still relying on generic import-export agents and a low-quality, poorly trained salesforce. Underestimating the importance of a permanent on-the-ground presence and even local-language capability is another common mistake.

Developed And Developing Markets Promotion

In any b2b market, promotional messages should focus on customers’ ‘hot buttons’: product quality or price in developing markets; and in developed markets, service, brand, consultancy and other value-added messages. Promotional routes will also differ. While direct mail is increasing in prevalence in most developing b2b markets, it is still a scarcely used and ineffective marketing channel in these countries. Relationship-focused promotion, such as trade shows and site visits, is key, since trust in brands is in short supply.

{{ The Guest Post Blogger organization was not involved in the creation of this content. - Dalvi Prabhakar B., Founder & Digital Manager (SEO,SEM,SMO) }}

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Make smooth and fastest Distributor Network, How

Make smooth and fastest Distributor Network, How

   July 01, 2014       prabhakardalvi

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Increasingly distributors are replacing direct salesforces in industrial marketing. They cost less, they absolve the manufacturer from the burdens of credit control and they provide a wide geographical spread of stocking points. But in appointing distributors the manufacturer loses control of the sharp end where the sale takes place. How can the principal identify weaknesses in a distribution network and what can be done about them?

The first indication of a weak distributor could be a fall in his sales performance. The manufacturer has the advantage of being able to compare the sales of each distributor and plot all their performances over time. A weak distributor can be spotted as one whose sales performance is out shone by others. - Sharpening The Distributor Network

Of course relative sales performance may not tell the whole story. Distributors live in a competitive environment and some may suffer exceptional competition from other firms in their area. Nevertheless the warning bells will be sounded, and the principal will be able to discuss the problem with the distributor in good time.

World of Industrial Distribution changing with B2B Revolutions

Using Distributors with Time and Stratergy - Prabhakar

Qualified B2B Leads with Inbound Marketing, Blogs and Social Media, How

A second indicator of a weak distributor could be the growth of complaints which find their way back to the principal from customers. The nature of the complaints could be significant. Are they concerned with lack of stock, difficulty in obtaining sales service, poor back up, high prices, etc? The complaints can be logged and become an important discussion point for resolving with the distributor.

A third means of assessing the strengths and weaknesses of distributors is to pose as a customer. The Market Research Society sanctions mystery shopping as long as it is carried out within its code of conduct. The depth of investigation which can be undertaken as a supposed buyer can vary from the odd simple telephone call to a nationwide programme of organised visits.

Certainly the principal should telephone distributors from time to time to see how they react to a general enquiry. Things to look for are the speed and efficiency with which the telephone is answered and the ability of the receptionist to direct the call to someone who can handle it. However, if a larger study is to be undertaken, it must be coordinated and carried out in a professional and unbiased way. It will therefore require the services of a team of interviewers who can measure the response of the distributor at each stage of the buying process. The important things to look out for are italicised below.

Reception. This is most important since it is the first contact with the potential buyer. It is an area which tends to be handled badly, with inefficient receptionists who garble the name of the company and show conspicuous indifference to satisfying what may be an enquiry from a customer.

The sales person's initial approach. The prospective buyer is eventually routed to a sales person who should attempt to establish needs. In a recent mystery shop we carried out, the interviewers were told to enter the distributors and record the way in which they were approached by sales people. In one instance it became clear that even after three-quarters of an hour, the sales staff were not going to turn the conversation to business. The potential buyer might be there still if he hadn't finally taken the initiative and stated the nature of his enquiry.

Describing the product. Sales people are most at home when they can describe their products to a customer. However, it is not unusual for them to concentrate on product features at the expense of customer benefits.

Handling the competition. In most markets a customer can be expected to shop around. It is revealing, therefore, in mystery shop to ask the sales person to justify the company’s products. In a commercial vehicle dealer study where interviewers posed as potential buyers, one salesman was so flummoxed by the question, "Why should I buy your vehicle rather than a competitor's?" that he confessed he could not think of an answer!

Getting hold of the product. When a customer decides on the product, quite probably it will be wanted straightaway. Availability is therefore important. If the distributor does not have products in stock or cannot get hold of them quickly, the sale may be lost.

Providing a demonstration. Just as distributors' sales staff can give an acceptable description of their products, so too they are quite good at demonstrations. In the case of office equipment distributors, a demonstration is nearly always part of the standard sales routine. However, in the vehicle research referred to earlier, one-third of the distributors had to be prompted to offer a demonstration.

Offering discounts. Distributors frequently conflict with their principals about the high price of the products they sell. Yet in a recent survey on office equipment a quarter of all distributors offered a discount without being asked. A further half made the same offer after being asked. It seemed that distributors were all too eager to use price as the main sales weapon.

Following up the sale. Once the potential customer has left the distributor's premises, it is important that the enquiry is followed up either personally or in writing with a quotation. In the vehicle dealer study only a half of the "customers" were sent a written quotation even though all had asked for one.

Mystery shopping can expose weaknesses in the many stages of the distributors' selling procedure. It may be a valuable lesson for the principal to extend the research to include some distributors outside the company's network.

Making Correcting Weaknesses for Best ROI

The golden rule for helping a distributor improve its operation is "explain and train". Before raising criticisms of the distributor's business, however, the principal should attempt to understand the nuances of each locality. There may well be causes which are temporary or peculiar to a distributor, and these must be taken into account in any recommended changes.

A common weakness among distributors' sales staff is their failure to discover a customer's needs and relate the benefits of products to them. The sales person may fail to probe to find what the customer wants; may concentrate only on selling what the company has to offer. It may be thought easier to sell on price rather than push the benefits. The sales person needs training but this may not be within the facility of a small distributor. The principal should therefore assume the responsibility for both the sales product training and showing how to approach and convert prospects.

The principal may wish to manipulate the performance of the distributors' sales people by offering them sales incentives. Distributors have mixed views on principals' incentives. On the one hand they provide a boost to the sales staff's salary and so allow the distributor to recruit a higher class of personnel. On the other the distributor who allows a principal to make a payment to sales staff must concede a loss of control.

The installation of systems and procedures at dealers can help eliminate some of the weaknesses. For example, if it is important that a follow up takes place after the initial sales call or demonstration, it would not be difficult to set up a system which reminds the sales of this next step.

Systems can be devised for every part of the sales sequence. For example, a rule could be made that the telephone is answered before it rings more than three times; another might ensure that a customer is not kept waiting for more than five minutes in the showroom. Restrictions could be placed on the offering of discounts.

Of course all procedures and rules need policing if they are to be continuously observed. Further, it must be recognized that within a small distributor, overt bureaucracy is unacceptable and often unnecessary. So any procedures suggested to the distributors should be simple. They should be sold-in as ways of helping the distributor improve performance. A heavy hand is unlikely to work.

{{ The Guest Post Blogger organization was not involved in the creation of this content. - Dalvi Prabhakar B., Founder & Digital Manager (SEO,SEM,SMO) }}

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Samsung brings new phone to compete Moto E

Samsung brings new phone to compete Moto E

   May 28, 2014       prabhakardalvi

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Samsung is quietly working on a budget smartphone for India to compete against the popular Motorola Moto E which is being sold for Rs 6,999. The new Samsung smartphone is currently being tested. Samsung smartphone with SM-G350E model number runs Android 4.4.2 KitKat and is expected to be priced around Rs 6,500. Samsung's own website listed the User Agent Profile of the Samsung SM-G350E smartphone.

Motorola Moto E was released earlier this month and was an instant hit thanks to its decent combination of price and features. Micromax quickly announced the Unite 2, followed by Lava which released the Iris X1 for Rs 7,999.

Now Samsung is working to bring SM-G350E which said to have a 4.3-inch touchscreen display with 480x800 pixel resolution. It will be powered an ARM Cortex-A7 based mobile processor clocked at 1.2 Ghz and will feature 1 GB RAM. This Samsung handset is said to have 8 GB on-board storage and there will be a memory card slot. This phone will support dual-SIM configuration.

The smartphone will feature 5 megapixel camera at the back and VGA camera in the front. Samsung has loaded the new TouchWiz user interface on top of the Android 4.4.2 KitKat for this smartphone. We may expect the company to introduce the SM-G350E smartphone in a month or two from now.

More from The Mobile Indian

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Sensex ends flat; metal stocks fall - BSE Sensex

Sensex ends flat; metal stocks fall - BSE Sensex

   May 28, 2014       prabhakardalvi

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Mumbai, May 28 (IANS) A benchmark index of Indian equities markets Wednesday closed flat -- only 6.58 points or 0.03 percent up -- on the back of profit booking as foreign institutional investors (FIIs) turned sellers and caution prevailed ahead of May derivatives expiry.

Heavy selling pressure was observed in metal, automobile, oil and gas and consumer durables. However, healthy buying took place in information technology (IT), bank, technology, entertainment and media (TECK) and capital goods. The 30-scrip Sensitive Index (Sensex) of the S&P Bombay Stock Exchange (BSE), which opened at 24,591.61 points, ended the day's trade at 24,556.09 points (provisional), up 6.58 points or 0.03 percent from the previous day's close at 24,549.51 points.

The Sensex touched a high of 24,643.33 points and a low of 24,488.81 points in trade.

The S&P BSE metal index plunged by 203.41 points, automobile index went down by 109.48 points, oil and gas index fell by 98.31 points, and consumer durables index slipped by 79.60 points.

However, IT index was up 130.65 points, bank index was 97.27 points higher, TECK gained 69.23 points and capital goods rose 66.40 points.

The wider 50-scrip Nifty of the National Stock Exchange (NSE) too closed flat. It ended trade 11.65 points or 0.16 percent up at 7,329.65 points.

The prominent Sensex gainers included Tata Power, up 3.70 percent at Rs.102.30; HDFC Bank, up 2.30 percent at Rs.823.40; Hero MotoCorp, up 2.08 percent at Rs.2,350.30; Bharti Airtel, up 1.80 percent at Rs.341.75; and DrReddys Lab, up 1.53 percent at Rs.2,346.65.

Of the 30 Sensex scrips, 14 closed in the red. Among the major Sensex losers were Coal India, down 3.23 percent at Rs.380.35; ONGC, down 2.73 percent at Rs.384.85; Mahindra and Mahindra, down 2.70 percent at Rs.1,162.35; Gail India, down 1.95 percent at Rs.371.65; and NTPC, down 1.88 percent at Rs.151.45.

Among the Asian markets, Japan's Nikkei closed 0.24 percent up, while Hong Kong's Hang Seng was down by 0.59 percent. China's Shanghai Composite Index lost 0.77 percent.

In Europe, London's FTSE 100 was trading 0.09 percent up and the French CAC 40 Index was higher by 0.01 percent. Germany's DAX Index had gained 0.05 percent at the closing bell here. - on 28 May 2014

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Tata Power Solar ups production capacity to 200 MW - Source

Tata Power Solar ups production capacity to 200 MW - Source

   May 28, 2014       prabhakardalvi

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Bangalore, May 28 (IANS) Tata Power Solar Systems increased its manufacturing capacity to 200 MW from 125 MW to offer solar modules to domestic and overseas markets, a top official said Wednesday.

"The 60 percent capacity expansion will enable us to provide solar modules for increasing the share of renewable energy in the power sector and meet the increase in demand, thanks to pro-active policy steps such as domestic content requirement and anti-dumping duties," Tata Power Solar chief executive Ajay Goel told reporters here.

As part of the 2010 Jawaharlal Nehru National Solar Mission to generate 20,000 MW of solar power by 2022, the union government made it mandatory in October 2013 for private producers to source solar modules from domestic manufacturers up to 50 percent (372 MW) of the 750 MW grid-connected solar power projects, with a viability gap funding from the national clean energy fund.

The solar power generated through the scheme will be purchased by the Solar Energy Corporation of India (SECI) at a fixed tariff of Rs.5.45 unit for 25 years and sold to distribution firms at Rs.5.50 per unit for 25 years.

The decision to impose anti-dumping duties ranging from 11-81 cents per watt on import of cheaper solar panels from countries like China, Taiwan, Malaysia and the US will ensure a level-playing field to domestic manufacturers like Tata Power Solar in selling their solar modules at competitive prices.

"In an energy-starved country like India, there is a tremendous potential for increasing the share of solar energy, as the cost of solar panels has dropped by a whopping 60-70 percent during the last couple of years worldwide, even as their efficiency has increased by 10-15 percent," Goel observed.

The 25-year-old company made a cumulative investment of Rs.500 crore till date in its three production plants across the city, which includes facility to make photo-voltaic cells and solar water heaters.

"We have completed 160 MW of ground-mounted utility scale and 40 MW of rooftop and distributed generation projects across the country till fiscal 2014," company's vice-president for manufacturing and business development Rahul Budhwar said on the occasion.

Set up in 1989 as a joint venture with British Petroleum (BP), the company offers a diverse line of solar products for both urban and rural markets, spanning water heaters, home lighting, street lighting, power packs and water pumps.

Published On 28 May 2014

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Chennai scupper Mumbai's title defence - Sports

Chennai scupper Mumbai's title defence - Sports

   May 28, 2014       prabhakardalvi

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Chennai Super Kings rode on Suresh Raina's half-century to dump defending champions Mumbai Indians from IPL-7.

MUMBAI: Trust Chennai Super Kings to turn it on when they have to. Faced with elimination in the, well, ‘Eliminator’, MS Dhoni’s team cruised past defending champions Mumbai Indians without so much as a rivulet of sweat staining their yellow jerseys. Well not quite, as is to be expected in humid Mumbai, but Chennai drew on their reputation of a big-match team on Wednesday night to romp into 'Qualifier 2', in which they will play Kings XI Punjab for the right to meet Kolkata Knight Riders in the June 1 final of IPL-7.

After restricting Mumbai to a below-par 173 at Brabourne Stadium, Chennai looked to the one who has played in every single match for the franchise to mastermind the chase. Suresh Raina, named captain of India for the ODI tour of Bangladesh, celebrated the new role by hammering yet another IPL fifty, a 33-ball 54. It was a knock that minded a tricky chase that could have gone wrong at any point in the first ten overs, especially during a critical phase during which spinners Harbhajan Singh and Pragyan Ojha threatened to rip through on a pitch offering assistance. 

Dhoni’s choice to field did not seem to be a wise one after Mumbai openers Michael Hussey and Lendl Simmons had put on 54 in the Powerplay. Not that Chennai batting first would have ensured victory – far from it – but still the value of runs on the board in a knock out game cannot be overstated. Mumbai’s total (173) was a reasonable one - KKR had comfortably defended ten fewer at Eden Gardens against a marauding Kings XI in the afternoon – and although Chennai bore the reputation of being supreme finishers, it was not going to be an easy chase.

MISSED CHANCES

Faf du Plessis (35) and Dwayne Smith (24) made the most of their chances to lay a foundation and took Super Kings to 60 without loss in 6 overs. An umpiring howler denied Praveen Kumar’s gorgeous in-swinger the wicket of Smith. Harbhajan and Ambati Rayudu then made an absolute mess of a du Plessis top-edge over square leg. But if the off-spinner was half responsible for the gaffe he can claim full responsibility for redeeming the situation. Immediately after the Powerplay, Bhajji removed both the openers. 

Brendon McCullum, just returned from paternal duties in New Zealand, was dropped at long-on only to be stumped off Ojha's next delivery. David Hussey struggled to counter the spinners. He scratched around for five off ten balls, but when medium pace was reintroduced in the form of Bumrah, Hussey cut authoritatively for his first boundary. A spate of sixes in Ojha's last over followed and Hussey finished with a 29-ball 40, having featured in a game-changing partnership of 89 in 9.1 overs with Raina. The end came when Raina, fittingly, flicked the fourth ball of the 18th over to the fence for the winning runs.

REINED IN AT THE DEATH

Mumbai were 143/2 in the 17th over with Simmons (67) having hit top-gear soon after reaching a half-century, but gathered just 30 from the remaining 20 balls amid a torrent of wickets. Their chain of heavy hitters - Corey Anderson, Rohit Sharma, Kieron Pollard, Ambati Rayudu and Aditya Tare - were all out forcing the pace. But none of them wasted time as they contributed a total of 56 in 38 balls. The final push however never arrived and the innings rode almost entirely on the momentum of the 76-run opening stand between Michael Hussey and Simmons.

Sent in by MSD, the vengeful Michael took on his former franchise, which now included his brother David, by wading into seamer Mohit Sharma and slapping offie R Ashwin for six. An equally belligerent Simmons was not to be outdone. The West Indian punished Ishwar Pandey’s frequent errors and omissions in length and stunned Mohit with a searing six over square-leg.  On a day on which both medium pacers made the India squads to England and Bangladesh, Mohit and Pandey had little else to celebrate. 

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Rupee sees worst fall in over two months; eyes set on new finance minister

Rupee sees worst fall in over two months; eyes set on new finance minister

   May 27, 2014       prabhakardalvi

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MUMBAI (Reuters) - The rupee posted its biggest single-day fall in more than two months on Tuesday, dropping for a third straight session, weighed down by continued profit-taking in domestic shares and month-end dollar demand from importers.

After Narendra Modi was sworn in as India's prime minister late on Monday, investors are now focusing on his policies, which will help determine whether a recent rally in the rupee and in shares is justified.

New finance minister Arun Jaitley will be especially important as investors await a new budget, expected by early July, that will need to reassure markets that India can contain its fiscal deficit.

The new government will also need to decide on steps taken by the previous government to curb imports, which helped narrow the current account deficit to $1.2 billion in the March quarter, according to data late on Monday.

India has been able to narrow its current account deficit thanks to hefty foreign inflows, including net purchases of $5 billion worth of stocks and debt in the month so far, taking total inflows this year to more than $14 billion.

"Foreign fund flows have been strong and the continuation of those will be key for the rupee," said Uday Bhatt, a foreign exchange dealer with UCO Bank.

The partially convertible rupee closed at 59.04/05 per dollar compared to 58.71/72 on Monday. It moved in a wide 58.79 to 59.11 band during the session. The unit fell 0.56 percent on the day, its biggest single-day fall since March 20, when the unit had dropped 0.6 percent.

The rupee fell as the Nifty fell for a second consecutive session as investors continued to book profits in recent outperformers such as State Bank of India.

Investors will also focus on gross domestic product data for the March quarter, due to be announced on Friday, while the Reserve Bank of India is set to review policy on June 3.

In the offshore non-deliverable forwards, the one-month contract was at 59.23 while the three-month was at 59.82.

By Swati Bhat

(Editing by Sunil Nair), Published on 27 APril 2014

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Nifty falters; investors wait for Modi to deliver

Nifty falters; investors wait for Modi to deliver

   May 27, 2014       prabhakardalvi

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MUMBAI (Reuters) - The Nifty fell for a second consecutive session as investors continued to book profits in recent outperformers such as State Bank of India while they wait for actual policies from Prime Minister Narendra Modi and his new cabinet.

Arun Jaitley, who was named as India's new finance minister, committed himself on Tuesday to repairing public finances and restoring investor confidence. The close party colleague of Modi will also share the defence and corporate affairs portfolios, although only temporarily.

The new government will need to meet high investor expectations, as prospects of a victory by the Bharatiya Janata Party had sent the Nifty up by 25.8 percent to record highs since Modi was named as the prime ministerial candidate for the opposition party in mid-September.

Overseas investors have been especially strong buyers of the rally, but sold a net $14.3 million on Monday, their second session of sales in three, according to provisional exchange data.

"Market is getting into some sort of correction mode now after the election rally. Now the optimism needs to be matched with the fundamentals. I think market will start counting for the next events such as (macro) policy announcements and RBI policy," said Deven Choksey, managing director, KR Choksey Securities.

The broader Nifty closed 0.56 percent lower at 7,318 points, marking only its third daily fall this month.

The benchmark BSE Sensex fell 0.68 percent at 24,549.51 points.

Shares in State Bank of India fell 2.7 percent, adding to their 1.9 percent fall on Monday.

Lenders, especially public sector ones, have been big beneficiaries of the recent rally given expectations they are primed to benefit from a recovering domestic economy. SBI has gained 48.85 percent so far this year.

Other outperformers also fell. Reliance Industries Ltd (RELI.NS) closed 1.25 percent lower and Bharat Heavy Electricals Ltd (BHEL.NS) ended down 5.2 percent.

Mid-caps, which recently posted strong gains, also slumped. Unitech Ltd (UNTE.NS), which gained 77 percent in May, fell 6.6 percent.

Shares in Gail India Ltd (GAIL.NS) fell 7.5 percent after its earnings missed some analysts' expectations. GAIL's January-March net profit rose by 57 percent to 9.72 billion rupees ($165.36 million), and Jefferies said factors including a weak demand environment and subsidy burdens impacted GAIL's earnings, according to a note to clients on Tuesday.

Shares of sugar refiners slumped as sugar futures fell to their lowest in 10 weeks on sluggish demand from bulk consumers ahead of the monsoon season.

However, investors also picked up shares that under-performed the rally, such as exporters that were seen as vulnerable to a stronger rupee.

Shares in Infosys Ltd (INFY.NS) gained 1.27 percent, but were still down 1.5 percent this month, while Dr Reddy's Laboratories Ltd (REDY.NS) gained 0.5 percent, but was down 14.6 percent so far this month.

By Indulal PM

(Editing by Sunil Nair) - publish on 27 May 2014

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Narendra Modi start An era of responsibility has begun - IANS

Narendra Modi start An era of responsibility has begun - IANS

   May 20, 2014       prabhakardalvi

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New Delhi: An era of responsibility has begun, said PM-designate Narendra Modi who became emotional Tuesday while delivering a speech after being elected leader of the BJP parliamentary party in Parliament House.

Addressing the party's new MPs and other leaders in the Central Hall of parliament, which he visited for the first time and went down on his knees to touch his forehead to the steps leading to it in reverence to the 'temple of democracy', Modi said the majority given to the BJP in the Lok Sabha was "a vote for hope and faith".

"A government should be one that works for the poor and this is why the new government is committed to the poor of the country and dedicated to the youth of the country as well as our mothers and daughters," said Modi, adding: "The celebrations, excitement will go on but the era of responsibility has begun."

Modi's name was proposed by party patriarch L.K. Advani and seconded by other leaders including Murli Manohar Joshi, Venkaiah Naidu, Nitin Gadkari, Sushma Swaraj and Arun Jaitley.

The BJP-led NDA will laterTuesday meet President Pranab Mukherjee and stake claim to form the government.

The Modi-led BJP won a staggering 282 seats in the 545-member Lok Sabha, becoming the first non-Congress party since independence to get a majority on its own. The Congress fell to an embarrassing tally of 44 seats, its lowest ever.

Calling himself a disciplined soldier and vowing to work for the "poorest of the poor", Modi said he would present his government's report card in 2019.

Modi underlined that he should not be seen above the Bharatiya Janata Party (BJP) and credited his party's stunning electoral victory to the BJP's organizational strength. The Gujarat chief minister became emotional when he responded to veteran colleague L.K. Advani's remarks that he had done a favour by leading the BJP in the election.

"Please don't use the word 'kripa' (favour)," Modi said. "A son doesn't do a favour to his mother. A son works with dedication. I treat the BJP as my mother just as India is my mother."

"The party has done me a favour by giving me an opportunity to serve."

Modi said it would be for the first time that the government would be formed under the leadership of a person who was born in independent India.

"We may not have been able to fight for the country's independence but will dedicate our lives to develop this nation and work for the betterment of the people."

BJP president Rajnath Singh described the moment as historic, and said this heralded an era in Indian politics that was dominated by the BJP, with all other parties pushed to a distant second as "others".

"This is an unprecedented, historic moment. Although Janata Party secured a majority in 1977 and ousted the Congress, it was a conglomeration of various parties. The BJP is the first party which has achieved this feat on its own," Singh said and added they have made inroads in states such as Kerala and West Bengal where it had been a non-entity in the past.

Singh said he was "happy and thrilled", and described the day as the fruition of party ideologue Deendayal Upadhyaya's dream of a "strong, self-dependent, and free" India. IANS

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Type of Handicrafts for House and Office for Lifetime

Type of Handicrafts for House and Office for Lifetime

   May 07, 2014       prabhakardalvi

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Subcategories :

Type of Handicrafts for House and Office for Lifetime

• Alarm Clocks
• Aluminium Wares
• Animal Figure
• Antique Reproductions
• Ash Trays
• Baby Dolls
• Badges And Emblems
• Bags Beaded
• Bar Accessories
• Barbeque Equipment
• Basket Ware
• Bath Accessories
• Beads 
• Bed Borders
• Beer Mugs
• Belts And Accessories
• Bone China Mug
• Bone China Ware
• Bone Handicrafts
• Book Cases And Shelves
• Bookends
• Bouquests Garland Arrangements
• Boxes, Piles
• Boxes- Gift
• Boxes-jewellery And Decorative
• Brassware
• Bridal Gifts
• Bronze Figures
• Brush Sets
• Brush, Brooms, Mops
• Buntings Flags
• Candle Holders
• Candle Lamps
• Candles
• Carnival Article
• Ceramics Arts And Crafts 
• Chess Sets
• Children Furniture
• Christening Presents
• Christmas Cards
• Cigar Boxes
• Clocks
• Collectibles
• Copperware
• Cord Pulls
• Corkscrews
• Cotton Bags 
• Covers
• Crafted Fashion Accessories
• Crafts Kits
• Crystalware
• Curtain Tiebacks
• Decoration Material
• Decoration, Plain, Dyed And Printed Fabric
• Decorations
• Decorative House Hold Products
• Decorative Objects
• Door Handles
• Door Mats
• Drapery Woven Fabrics
• Dried Flowers
• Dry Flowers

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