Everyone knows google is a power house. Although I am a loyal safari user, I am so pro gmail its ridiculous, could gchat for days, have more subscriptions on google reader than i can keep track of and last but not least, have google as my homepage. And I know i’m not alone. Which is why the 29.3 billion dollar revenue last year alone is shocking, but not THAT shocking.
What is shocking is that 29.3 billion dollars is more than the GDP of the 28 poorest companies combined. That blows my mind! google is rich enough to take over a continent of poor countries. And even with all of google’s services, products etc., 97% of revenue in 2010 came from advertisements. Some of this comes specifically from AdWords. AdWords target specific, shady customers like the Canadian pharmacies selling prescription pills to Americans.
Another out of this world fact is that that google is visited by a billion visitors monthly, collectively spending 380,265.167 years on google each month! Sadly, I think i contribute to this in a big way with all of the googling and google reading I do each day! [Via]
- PM Condoles the Passing Away of Litterateur Indira Goswami
- Fewer Casualties in Landmine Blasts in 2011 Compared to 2010
- National Policy on Prison Reforms
- Tax Exemption on Canteen Sales
- Security Along Nepal & Bangaladesh Borders
- Coordination Amongst Intelligence Agencies
- MPF Scheme Reviewed to Assess Future Requirement
- Tourist Visa on Arrival for Citizens of Eleven Countries
- Tackling Cyber Crime
- ACC Appointment
- Secretary Level Appointments
- Dope Test for Kabaddi World Cup
- Doping in Sports
- Inquiries Conducted by Various Agencies into Allegations of Irregularities in BCCI/IPL
- Digital Technology is the Future of Film Industry
- Working on ! a Movie without Female Actors and Songs was a Challenge says ‘Melvilasom’ Director Madhav Ramdas
- Short Film Makers should be encouraged says Krishno Kishore Mukhopadhyay
- Cinema an ‘Artistic Tool’ to Strengthen Ties between Countries says Polish Ambassador
- ‘Taryanche Bait’ A Simple Story with A Touch of Reality says Kiran Yadnyopavit
- ‘Taryanche Bait’ a Simple Story with a touch of Reality says Kiran Yadnyopavit
- Measures to Control External Capital Flows
- Notification for Launch of 10-Year National Savings Certificate (IX-Issue), 2011 Issued
- Population of the Country Under Insurance Net
- Online Sale of Insurance Policies
- Acquisition of UCBs by PSBs
- Strong Arm Tactics Adopted by MFIS for Recovery of Loans
- Union Minister for Labour and Employment Presents The Vishwakarma Rashtriya Puraskar and National Safety Awards
- Training to Agriculture Graduates to Harness their Potential
By Tom Mucha, Global Post
Truth is elusive. But it’s a good thing we have math.
Our friends at Business Insider know this, and put those two principles to work today in this excellent and highly informative little slideshow, made even more timely by the ongoing talks in Washington, D.C. aimed at staving off a U.S. debt default.
Here’s the big idea:
Many people — politicians and pundits alike — prattle on that China and, to a lesser extent Japan, own most of America’s $14.3 trillion in government debt.
But there’s one little problem with that conventional wisdom: it’s just not true. While the Chinese, Japanese and plenty of other foreigners own substantial amounts, it’s really Americans who hold most of America’s debt.
Here’s a quick and fascinating breakdown by total amount held and percentage of total U.S. debt, according to Business Insider:
- Hong Kong: $121.9 billion (0.9 percent)
- Caribbean banking centers: $148.3 (1 percent)
- Taiwan: $153.4 billion (1.1 percent)
- Brazil: $211.4 billion (1.5 percent)
- Oil exporting countries: $229.8 billion (1.6 percent)
- Mutual funds: $300.5 billion (2 percent)
- Commercial banks: $301.8 billion (2.1 percent)
- State, local and federal retirement funds: $320.9 billion (2.2 percent)
- Money market mutual funds: $337.7 billion (2.4 percent)
- United Kingdom: $346.5 billion (2.4 percent)
- Private pension funds: $504.7 billion (3.5 percent)
- State and local governments: $506.1 billion (3.5 percent)
- Japan: $912.4 billion (6.4 percent)
- U.S. households: $959.4 billion (6.6 percent)
- China: $1.16 trillion (8 percent)
- The U.S. Treasury: $1.63 trillion (11.3 percent)
- Social Security trust fund: $2.67 trillion (19 percent)
So America owes foreigners about $4.5 trillion in debt. But America owes America $9.8 trillion.
For a smart take on how President Obama and House Republicans should end gridlock over debt and deficits, see our new GlobalPost series The Negotiator, which features Wharton’s negotiation guru Stuart Diamond.
And to bone up on China’s debt — another potentially big global economic headache — check out this interview with brainy-yet-coherent Northwestern University economist Victor Shih, who spoke with GlobalPost’s David Case.
Meanwhile, thousands of shop owners in Kerala downed shutters in protest against the Centre’s decision to allow 51 per cent equity in multi-brand retail.
The dawn-to-dusk strike call was given by the Kerala Vyapari Vyavasyi Ekopanasamiti and Vyapari Vyavasayi Samiti, leading retailers’ outfits in the state.
Reports from across the state said the response to the protest call was total with small, medium and wholesale outlets remaining closed.
Sheela Bhatt in New Delhi
Finance Minister Pranab Mukherjee may be right in pushing for FDI in retail because reports have been pouring in, indicating that the economic downturn in India and abroad will worsen in coming weeks.
Sheela Bhatt examines the politics behind the government’s decision.
‘I want money,’ an agitated Finance Minister Pranab Mukherjee reportedly told the Cabinet on Thursday, November 24, when coerced by colleagues from his Congress party for pushing 51 per cent Foreign Direct Investment in retail.
The FDI issue is so sensitive that Defence Minister A K Antony, Rural Development Minister Jairam Ramesh and Small and Medium Enterprises Minister Virbhadra Singh tried to argue with the finance minister against the decision.
The interaction amongst the ministers suggested that Mukherjee was pushing a sensitive economic reform to stop the outflow of FDI and to create positive market sentiment to arrest the fall of the Bombay Stock Exchange’s Sensex to below 10,000 points.
The finance minister is also worried about the decline in the value of the rupee
Created by: Online Engineering Degree
The need for corporate houses to work towards self-regulation for healthy corporate governance was highlighted at an international conference on Corporate Governance in Asia, organised by the Institute of Public Enterprise, here on Monday.
Mr A.K. Pavadia, Joint Secretary, Department of Public Enterprise, Government of India, felt that the board of directors should play a more pro-active role. He also wanted the board of private companies to meet more often to strengthen corporate governance standards.
He said Corporate Social Responsibility (CSR) should become an integral part of corporate governance.
Mr R.S. Sharma, former Chairman and Managing Director of ONGC, touched upon various aspects of corporate governance such as quality of audit and accountability of the board of directors.
Mr Ravi Khetarpal, Chairman and Managing Director of Bharat Dynamics Ltd, was of the opinion that corporate governance cannot be enforced by law and what was essential was self-regulation.
He felt that the private sector was lagging behind in corporate government in comparison with the PSUs.
- Prime Minister Calls on President
- ACC Appointment
- Registration of Marriage
- Senior Advocates in Supreme Court
- Gram Nyayalayas in Rajasthan
- Appointment of Public Prosecutors and Government Lawyers
- State Funding for Polls
- Elections in Legislative Assemblies
- Study of the Past Helps to Understand our Role in the Present and Future Says
- ‘Sahi Dhandhe Galat Bande’ made with a lot of Heart, Soul and Pass ion, says Preeti Jhangiani
- Animation is here to Stay, says Oscar Winning Producer Hugh Welchman
- ‘Compulsory Hell-Mate’ is A Humorous Movie with A Message Says, Mithunchandra Chaudhari
- Quarterly Report on Public Debt Management for the Quarter July -September 2011 Released
- FDI Policy in Multi Brand Retail
- Shri Mallikarjun Kharge to Present Vishwakarma Rashtriya Puraskar and National Safety Awards for The Performance Year 2009
- EPF Contribution
- Effects of Global Economic Recession
- Permanent and Temporary Workers
- Revision of Pension under PF Scheme
- ILO Convention on Labour Rights
- National Rural Labour Commission
- Daily Wagers
- Recognising Labour Union
- Safety in Coal Mines
- Insurance Coverage of Workers
- Skilled Workers
- Flood protection Project for Nagpur approve! d
- Contribution of Solar, Geothermal and Wind Energy
- Sea Pollution due to Industrial Cluster
- Strengthening of IFS Service
- Impacts of EMRS on Wildlife
- Single Window Clearance System
- Development of Wildlife Habitats
- Mission Clean Ganga
- Study on Climate Change
- Envirionmental Impact Assessment Policy
- Relaxation in Clearance Norms
- Pollution in Environment
- Funds Under Campa Plan
- Effect of GM Crops on Humans
- Protection of Forest Resources
- Forest Area for Railw! ay Line Project
- Clearance to ‘Sardar Sarovar Project
- Clearance of Power Projects
- Exports from Polluting Firms
- Ground Water Pollution
- Funds for Protection of Wild Animals
- Protection of Migratory Birds
- Animals in Zoological Parks
- Protection of Villages from Elephants
- Noise Standards for Crackers
- Check on Deforestation
- Earthquakes Around Indian Sub-Continent
- Analysis of Seismic Data
- Monsoon Forecasts by IMD
- Violation of Bio-Diversity Act
- Setting up of Tiger Project
- Manpower in Zoos and National Parks
- Encroachment on Forestland
- Funds for Development of Forests
- Death of Animals due to Electrocution
- Polluted Industrial Clusters
- Pollution in Rivers
- Conservation of Ganga River
- Protection of Wildlife Outside Protected Area
- Expedition in Environmental Clearances
- Clearance to Durgawati Reservoir Project
- Pollution from Radio-Active Substances
- Conservation of Rivers
- Funds to Control Pollution
- Ecological Reforms
- Report on Glaciers
- Security for Wild Animals
- India -Bulgaria Sign MoU on H ealth & Medicines
- Infrastructure Building on Border
- Women in Defence Forces
- Indo-Russia Defence Deals
- Vulnerability of Submarines
- Modernisation of Airfields
- Modification of Brahmos Missile
- Achievements of DRDO
- Transparency in Working of CSD
- Shortage of Radars in Air Force
- Procurement of Reconnaissance System
- Misuse of Regimental Funds
- Sinking of MV RAK
- Theft Cases in Bomb Disposal Centres
- Coast Guard Stations
- Joint Military Exercise in Pakistan
- Indigenous Building of Ships
- Pension for Ex-Servicemen of Pre-Independence Era
- Purchase of items for Troops
- Army to Commence Ex Sudarshan Shakti in Rajasthan
- Bye-Elections to The Council of States from Assam and Bihar
- Technology Innovation Awards in Petrochemicals Presented
- The Coal Despatches by Coal India Limited (CIL) to the Power Utilities
- Availability of Coal for Power Plants
- Investment for Coal Development
- Demand for Imported Coal
- Coal Regulatory Authority for Coal Sector
- Demand and Supply of Coal
- Shortfall in Coal Production
- Status of Coal Blocks
- Rehabilitation of Closed Mines
- Pre Conditions for Grant of Mining Lease
- Optimum Exploitation of Mineral Resources
- Emission Norms
- Vessels Owned by Shipping Corporation of India
- Purchase of MSME Products
- Subsidy on ! Loan to Micro, Small and Medium Enterprises
- Investments in Power Sector
- Promoting use of CFLs
- Coal Based Power Generation Grows by 7.7 Percent in April-October, 2011
- 44,547 MW Electricity Generation Capacity Added during 11TH Plan
- Power Ministry’s Pavilion Adjudged Second at IITF
- Power Supply Position
- Power Gene ration more than Target
- Violations of Chartered Accountants Act
- High Security Number Plates
- Radio Frequency Identification
- DND Tolled Expressway
- Toll Tax Policy on National Highways
- Action taken against Contractors
Social capital is important at every stage of entrepreneurship, but it is particularly important when the potential entrepreneur needs access to resources and expertise at the startup. Gallup surveys in 83 countries indicate that adults who have access to a mentor are three times more likely to say they are planning to start a business (14%) than those who do not have a mentor (5%).
Overall, sub-Saharan Africa has the highest percentage of adults (20%) planning to start a business in the next 12 months, followed by the Middle East and North Africa region (10%) and Asia (8%). Comparatively, the more developed world has fewer adults planning to start a business in the next 12 months: Northern America (7%), the former Soviet Union (4%), and the European Union (3%). However, access to social capital is important to encouraging entrepreneurial intent in all regions of the world.
Mentors play a significant role in supporting potential entrepreneurs in the developing world, where there are fewer formal training and support programs. Therefore, potential and new entrepreneurs rely heavily on family and personal relationships for starting new business ventures. Close connections between business and community in sub-Saharan Africa, Asia, and the Middle East and North Africa region become a source of informal social capital.
Access to a mentor has the potential to double the rate of new business creation in sub-Saharan Africa. Gallup data show 25% of those surveyed in sub-Saharan Africa who have access to a mentor plan to start a business in the next 12 months, compared with 13% of those who do not have a mentor. In Asia, 17% of those who have access to a mentor have plans to start a business in the near future, more than three times higher than the 5% of those without a mentor. In the Middle East and North Africa region, those with a mentor are twice as likely to plan to start a business (15%) as those without a mentor (7%).
There is a similar relationship in the more developed world. Among European Union residents, for example, 5% of those who have a mentor plan to start a business, compared with 1% without a mentor. In Northern America (U.S. and Canada) and the former Soviet Union republics, 10% of those who have a mentor plan to start a business in the next 12 months vs. 1% without a mentor.
Mentors Matter Most to Young, Male Entrepreneurs
Younger potential entrepreneurs benefit the most from having a mentor who can help them overcome the initial hurdles in starting a business and building new networks vital to the enterprise’s growth. Of those in the 15-to-29 age group, 17% with access to a mentor plan to start a business, compared with 6% with no access to a mentor. The rates of potential startups drop with the increasing age of the potential entrepreneur; however, access to a mentor continues to positively influence the likelihood of starting a business.
Mentors are important for male and female potential entrepreneurs. Gallup data indicate that 16% of men who have access to a mentor plan to start a business, compared with 6% of those with no access to a mentor. Eleven percent of women with access to a mentor plan to start a business, compared with 4% without a mentor.
The relatively high percentage of entrepreneurial intent among those who have access to a mentor suggests that mentors can play an important role in supporting new companies in their development process. Without a mentor, an entrepreneur may find it difficult to access resources, build networks, and create partnerships that help the enterprise grow.
There are tangible and intangible benefits of having a mentor. Gallup’s consulting work with more than 1,000 entrepreneurs in Mexico and the U.S. shows that pairing an entrepreneur with a mentor increases confidence and self-awareness as well as enhances business thinking and risk taking among the entrepreneurs. This prompts a developmental change in entrepreneurs that is positive for business growth. In total, it is clear that establishing mentor relationships with potential entrepreneurs may boost the chances of business creation, survival, and growth.
For complete data sets or custom research from the more than 150 countries Gallup continually surveys, please contact SocialandEconomicAnalysis@gallup.com or call 202.715.3030.
Results are based on telephone and face-to-face interviews with approximately 1,000 adults, aged 15 and older, in 83 countries, 2,000 adults in Russia, 3,000 adults in India, and 4,200 adults in China. All surveys were conducted in 2011.
For results based on the total samples of national adults, one can say with 95% confidence that the maximum margin of sampling error across the regions analyzed ranged from a low of ±0.3 percentage points to a high of ±1.5 percentage points. The margin of error reflects the influence of data weighting. In addition to sampling error, question wording and practical difficulties in conducting surveys can introduce error or bias into the findings of public opinion polls.
For more complete methodology and specific survey dates, please review Gallup’s Country Data Set details.
Tamil actor-singer Dhanush says he is overwhelmed by the response to his song Kolaveri di, which has become a rage online, attracting even fans like Amitabh Bachchan [ Images ].
The Tanglish (Tamil and English) song, a funny take on heartbreak, is from Dhanush’s upcoming Tamil movie 3. It has already become a craze on the internet.
“I am overwhelmed by the response,” Dhanush said. “When we were recording the song, we never thought it would become such a rage. We didn’t have any plans, any marketing strategy to make the song a hit. It just happened. My voice is full of mistakes and that’s why it suits the song. I guess that worked for the song because it can be easily hummed.”
Kolaveri di (why this murderous rage), which is being shared by the online community rapidly, was released digitally on November 16 by Sony Music. The video shows Dhanush, the son-in-law of superstar Rajnikanth [ Images ], singing the song in a studio and composer Anirudh Ravichander on the keyboard while director Aishwarya R Dhanush and co-star Shruti Haasan [ Images ] watch along and give suggestions.
“When I was writing the lyrics, I kept in mind all the English words that are used in the Tamil vocabulary. Words like I, you, me, how, why, cow.. I just framed them into sentences and that’s how I came up with the song,” said Dhanush, who also penned down the lyrics of the song. Debutant music-director Anirudh Ravichander said they wanted to do something new with the song and it was Aishwarya who came up with the concept.
He adds, “Aishwarya maam gave me the situation and asked me to weave around it. The concept of heartbreak is very common and happens all the time. We wanted to try a new concept with (Tamil-English) lyrics and surprisingly, it worked. We have used different instruments from all over the world. Shehnai, strings, acoustic guitar, acoustic bass. I have kept the keyboard sound minimal.” he added.
Amitabh Bachchan is the latest to be smitten by the quirky lyrics and foot-tapping music of the song. “Just heard ‘Kolaveri di’ after much talk on it … its so original and catchy ..congrats Dhanush and Aishwarya (Rajni’s daughter) .. love,” Bachchan posted on Twitter.
Dhanush replied, saying, “It’s a great honour to get a tweet from Big B [ Images ], very kind of him. I dedicate the tweet to all you guys who made kolaveri this big. Love you guys. God bless,” he posted.
Kolaveri appeared as the number one Indian trend on Twitter on November 21.
Many promising executives derail sometime during their careers, often because they weren’t very good at office politics.
More in Leadership: Human Resources
Not playing the political game is often seen as a good thing, even a badge of honor. Some managers see it as proof of their integrity. They are going to succeed because of job performance alone.
They couldn’t be more wrong. Research finds that a person’s political skills are key to building a successful career—for the good of both themselves and their company. When talented executives combine a knowledge of what their company needs with an ability to get things done, everyone benefits. Conversely, when a promising career falters because of poor political skills, companies have to spend time and money finding a replacement, and performance suffers in the meantime.
Being politically savvy is not about pushing others down or being untruthful to advance your own cause. Instead, it means building networks—relationships—with people inside and outside your company who can provide useful information and assistance. It means not picking fights over issues that aren’t critical. It means informing others in the company about your contributions and accomplishments, and asking for advice and help, particularly from those senior to you. Self-serving? Sure. But there’s nothing wrong with that. If you are going to make a difference, you need to have power.
Here’s how companies can quickly recognize who among their otherwise-talented executives needs help at playing office politics—and how to give them the skills they need to be successful.
There are generally two times in every rising executive’s career that bring the biggest tests of their ability to manage organizational politics. The first comes after about five to seven years, when the person begins to take on roles that depend less on their individual performance and more on what they can accomplish through the people around them. The second is usually after 15 to 20 years, or when the person steps into a senior role with even more visibility, according to Bonnie Wentworth, an executive coach in the San Francisco Bay area. At this point, Ms. Wentworth says, there is much less room for mistakes, and technical skills are largely irrelevant for career success.
Watch the behavior of people who are at these points in their careers. Are they showing or generating lots of (unproductive) conflict, stress and tension? Do they insist on getting their way all the time, or are they sensitive to smoothing the feathers of important others?
Pick Your Battles
Some brilliant people don’t realize there are trade-offs that must be made to work successfully with others in an organization. One now-derailed executive remembers being asked by his boss, “Do you want to be right, or do you want to be effective?” Savvy people live to fight another day by avoiding situations where they and their ideas are going to go down in flames.
To best evaluate a person at one of these key junctures, pay attention to whether they inspire support and confidence through how they talk and act. Leaders hold on to their positions by maintaining support from their employees, customers and, most important, their bosses. When that support is gone, so are they. Inspiring confidence and garnering support comes mostly from being forceful, rather than remorseful.
When people appear to be struggling in their roles, there are several ways the company can help save its investment in their careers. Executive coaching is a growing and often helpful process. A good executive coach can get people to understand and stop their own self-defeating behaviors.
Coaches also can help people re-examine their values, and perhaps figure out whether they would rather be able to say, “I told you so,” or acquire influence by being useful to those in power.
Power skills, like all skills, can be taught. Courses in how to understand and navigate networks of people in organizations have been shown to help win promotions. Even smart people can have all sorts of wrong ideas about interpersonal behavior. Sometimes executives need to learn some basic social psychology to set them straight.
For instance, people who appear forceful rather than sad or uncertain typically get more status. Something as simple as interrupting can signal and create power—people with power interrupt, those without get interrupted. Adopting a powerful, expansive body pose actually changes people’s blood chemistry, reducing cortisol, a stress hormone, and increasing testosterone; the reverse happens if people adopt a hunched, restrictive, low-power posture.
Once people learn about the social psychology of power, they can use these principles to become more effective in their interpersonal interactions.
Good leaders master organizational dynamics, and help those who work for them do the same. When Zia Yusuf, now president and chief executive of San Francisco-based Streetline Inc., was an executive vice president at SAP AG, he went out of his way to advise people who worked for him how to interact with the 50 top people in the company. He told them whom they should have coffee with, who wanted to interact only over important matters and, most important, what each executive’s key performance indicators and critical objectives were.
Few executives receive or provide this sort of help. If more did, perhaps fewer promising careers would come off the rails.
Mr. Pfeffer is the Thomas D. Dee II professor of organizational behavior at Stanford University’s Graduate School of Business and author of “Power: Why Some People Have It—and Others Don’t.” He can be reached at firstname.lastname@example.org.
Ministry-wise PIB releases
We’ve all had bosses do things we didn’t like, appreciate, or respect. And every manager has done things they later regret. The business world is, by necessity, one of real-time decisions and judgment calls that sometimes turn out to be bad choices, in retrospect.
After all, nobody’s perfect. We all make mistakes. And that’s a good thing, since that’s are how we learn lessons, including how to do our jobs better. That goes for every employee, manager, executive, business owner, CEO, everyone.
But sometimes a mistake can become a slippery slope. An exception can all-too-easily become the rule. Simply put, there are lines that managers should not cross, behavior they should not exhibit, and not to be overly dramatic, pathways that lead more or less to the dark side.
In 10 Things Great Managers Do, I went back in time to the best characteristics of the best CEOs I’ve worked for and with over the past 30 years. I decided to do the same thing here for the simple reason that I learned as much from the negative experiences as I did from the positive ones.
Keep in mind, this isn’t meant to be a whine-fest to get employees riled up and pissed off at their bosses. Think of it instead as a standard that employees and managers alike can agree upon and, perhaps, a wakeup call for those who need one.
10 Things Managers Should Never Do
Order people around like dictators. Contrary to popular belief, managers are not dictators. Every manager has at least one boss. Even CEOs serve the board directors and shareholders. Any manager who thinks he can order people around or abuse his authority because he’s the boss is a terrible leader. Employees are not soldiers or children. You can tell them what their job is and even fire them, if you want, but if you order them around, the good ones will up and quit, as they should.
Forget about customers. It never ceases to amaze me how many managers forget that organizations and companies exist for just one reason – to win, maintain, and support customers. Business is about business, and when you make it about you – your issues, your fears, your empire, your thin skin, whatever – you cease to be an effective manager.
Behave like arrogant jerks that are better than others. Just to be clear, I’m not saying managers or bosses can’t be jerks. A lot of people are jerks, including plenty of employees, and almost everybody’s a jerk under certain circumstances. I’m specifically talking about the arrogant “I’m better than the little people” thing. It makes you look like a little brat and completely neuters your authority and credibility.
Let their egos write checks that reality can’t cash. Oftentimes, leaders attain their position because they believe they’re special – a fascinating misconception that’s nevertheless often self-fulfilling. The problem with that is the slippery slope of drinking your own Kool Aid. Either you grow up or, sooner or later, things end up unraveling. I’ve seen it time and again and it isn’t pretty.
Publicly eviscerate employees. Of all the things I’ve experienced over the decades, this is not only the most dehumanizing but also the most demoralizing to employees. I had a couple of CEOs that practiced this on a regular basis and both were universally despised, as a result. Moreover, both self-destructed in the end.
Wall off their feelings. This may sound touchy feely, but it’s far from it. Researchers are fond of classifying executives and leaders as psychopathic, but the mechanism by which that happens is compartmentalizing of emotions. If you’ve ever wondered how people who seem to lack any semblance of humor or humility can behave the way they do, the answer is, if you’re not connected to your emotions, you’re far less human.
Surround themselves with bureaucrats, BSers, and yes-men. When you encourage the status quo and discourage dissent, you doom the organization to stagnation and eventual decline.
Threaten. Threats don’t work. They’re just as likely to motivate the opposite behavior of what you’re trying to achieve. They diminish your authority and make you appear weak and small. You should communicate what you want and why, then act on the results. That works. Threats don’t. And for God’s sake, never threaten an employee with his job or a vendor with your business. That’s just out of control.
Act out like little children. Everyone goes through the same stages of human development on the road to adulthood and maturity. Unfortunately, some of us get stuck in one stage or another, stunting our growth and rendering us dysfunctional. We look just like ordinary adults, but we actually behave a lot more like children, acting out, throwing tantrums, and generally making life miserable for everyone around us.
Break the law. America is a nation of laws and, civil or criminal, they’re black and white for a reason. For some reason, executives will sometimes risk everything – power, wealth, careers, families, everything – for motives most of us will never understand. We’re talking accounting, securities, bank, wire, and mail fraud; insider trading; bribery; obstruction of justice; conspiracy; discrimination; harassment; it’s a long, long list.
There’s all sorts of rhetoric about what good bosses should and shouldn’t do these days. I guess that’s a good thing. Unfortunately, most of it’s pretty basic, generic fluff that sort of blends together after a while.
Even worse, a lot of it’s, well, utopian. It panders to what employees want to hear instead of giving truly practical and insightful advice on what makes a manager effective in the real world where business is everything and everything’s on the line.
This list is different. It’s different because, to derive it, I went back in time to the best characteristics of the best CEOs (primarily) I’ve worked for and with over the past 30 years. It’s based entirely on my own experience with executives who made a real difference at extraordinary companies.
Some were big, some were small, but all were successful in their respective markets, primarily because of the attributes of these CEOs. Each anecdote taught me a critical lesson that advanced my career and helped me to be a better leader. Hope you get as much out of reading it as I did living it.
10 Things Great Managers Do
Maintain your cool and sense of humor, especially during a crisis. When our biggest customer – and I mean big – thought I leaked a front-page story to the press, I offered to resign to save the relationship. My boss, a great CEO, gave me a serious look, like he was thinking about it, and said, “You’re not getting off that easy.” Then he broke into a big smile.
Tell subordinates when they’re shooting themselves in the foot. Sometimes I can be pretty intimidating and I’ve had CEOs who shied away from giving it to me straight when my emotions got the better of me. Not this one guy. We’d be in a heated meeting and he’d quietly take me aside and read me the riot act. He was so genuine about it that it always opened my eyes and helped me to achieve perspective.
Be the boss, but behave like a peer. I’ve worked with loads of CEOs who let their egos get the better of them. They act like they’re better than everyone else, are distant and emotionally detached, or flaunt their knowledge and power. That kind of behavior diminishes leaders, makes them seem small, and keeps them from really connecting with people. They’re not always the most successful, but the most admired CEOs I know are genuinely humble.
Let your guard down and really be yourself outside of work. You know, teambuilding is so overrated. All you really need to do outside of work to build a cohesive team is break some bread, have some drinks, relax, let your guard down, and be a regular human being. When you get to be really confident, you can be that way all the time. That’s the mark of a great leader.
Stand behind and make big bets on people you believe in. One CEO would constantly challenge you and your thinking to the point of being abusive. But once he trusted and believed in you, he put his full weight behind you 100 percent to help you succeed. He’d stand up for you even when he wasn’t sure what the heck you were up to. And he’d give you new functional responsibilities – something up-and-coming execs need to grow. Okay, he wasn’t perfect, but who is?
Complement your subordinate’s weaknesses. I often say it’s every employee’s job to complement her boss’s weaknesses. The only reason that’s even doable is because we’ve all only got one boss. But I actually had a CEO who did that with each and every one of his staff. For example, I’m more of a big picture strategy guy and he would really hold my feet to the fire by tracking my commitments. It felt like micromanaging at first, but I eventually realized it helped me to be a more effective and strengthened the entire management team.
Compliment your employee’s strengths. It takes a strong, confident leader to go out on a limb and tell an employee what they’re great at. Why? I don’t know, but I suspect it’s hard for alpha males that primarily inhabit executive offices. Anyway, it’s important because we can’t always see ourselves objectively. Twenty years ago a CEO identified how effectively I cut through a boatload of BS to reach unique solutions to tough problems. Today, that’s what I do for a living.
Teach the toughest, most painful lessons you’ve ever learned. As a young manager at Texas Instruments, I once asked my boss’s boss for advice about a promotion I didn’t get. He told me a candid story about the hardest lesson he’d ever learned, the reason he was stuck in his job. He made himself indispensible and didn’t groom his replacement. It was painful for him to share, but it opened my eyes and made a huge difference in my career.
Do the right thing. Just about everyone says it, but I’ve only known one CEO who both preached and practiced it to the point where it became a big part of the company culture. You’d walk the halls and hear people say it all the time. He meant two things by it. When he said it to you, it meant he trusted you to do just that. He also meant it regardless of status quo or consequences. He had extraordinary faith in that phrase. Now I do too.
Do what has to be done, no matter what. It’s a rare executive who jumps on a plane at a moment’s notice to close a deal or gives an impromptu presentation when a potential investor shows up unexpectedly. It’s even more rare when he does it without asking questions or hemming and hawing about it. He just does what has to be done. That kind of drive and focus on the business is relatively common with entrepreneurs in high-tech startups. And it’s the mark of a great manager who will find success, that’s for sure.
For more hot tips on management and bossdom? Check out …
- 7 Signs You May Be a Bad Manager
- How to Handle a Clueless Boss
- Why Your Boss Doesn’t Listen to You
- Why You Should Never Bad-Mouth the Boss
- How to Win Over Your Boss
- 10 Things That Good Bosses Do
Ministry-wise PIB releases
- 643 IPS Officers yet to file IPR for 2010
- Maoist Violence in Most of the LWE States Declined during 2011
- Special Steps for Safety of Children
- Training by Army to CPMFS and State Security Forces
- Electronic Surveillance to Secure Cities
- India and UAE Ministerial Level talks held
- Result of NDA & Naval Academy Exam (I) 2011 Announced
- Secretary Level Appointments Approved by ACC
- ACC Appointments
- B.P. Sharma Appointed E.O. in DoPT
- Investigation of Complaints on CVC Report
- 943 Cases under CBI Investigation
- CVC Advice on Disciplinary Action on Corruption Cases
- Appointment on Fake Caste Certificates
- Pending Cases in CIC
- Central Proposal to Fund State Inforamtion Commissions
- Action Against Corrupt Officers
- Imparting Quality Education
- Admission of Poor in Private Schools
- Reforms in Teachers Education
- 42nd International Film Festival of India Opens in Goa
WE will make it truly International People’s Festival: Ambika Soni
Goa with its Film Culture is the Right Choice: Digambar Kamat
IFFI-Goa is Sharing of Happiness-Sharing of India: Shahrukh Khan
- NFAI Exhibition on ‘Music & Songs in Indian Cinema’ Opens at IFFI GOA-2011
- Indian Panorama to be Opened With ‘Urumi’
- India’s Growth and Fundamentals are Strong and Look More Attractive in a World Confronting Problems; RBI is Closely Monitoring the Rupee Situation and will Do the Needful as Required,Says FM.
- Panabaka Lakshami addresses ‘India- Malaysia Trade and Investment Forum’ At Kuala lumpur
- Alternative Income Sources of Public Sector Oil Companies
- Exloration of Shale Gas Reserves in the Country
- Proposal to Amend Minimum Wages Act
- Social Security Schemes for Workers in Unorganized Sector
- Contractual Labour
- Post Office Savings Schemes
- Surveillance of Internet Traffic
- Virus Attacks on Computer
- Recession in IT Companies
- National Data Network
- Obligatory Coverage by Private Telecom Operators
- National Telecom Policy
- Verification of Subscribers
- Mobile Towers in the Country
- Permanent Commission to Women Officers
- Curt Ailment of Import of Defence Hardware and Software New Delhi: Agrahayana
- Purchase of Mirage 2000 and Air Re-Fuellers
- Need to Amend Provision Regarding Permission of C-in-C for Transfer of Property in Cantt Areas
- Manufacturing of Sukhoi-30 MKI by HAL
- Delay in Modernisation Programmeme of MDL
- kaveri Aero Engine Developed by DRDO
- Purchase of 197 LUHs
- Increase in Fragging Incidents in Defence Forces
- Ranks Lying Vacant in Corps of Engineers
- Ownership Status! of BrahMos Aerospace LTD.
- Upgradation of Flying Fleet of IAF
- Purchase of Amphibious Assault Vessels
- Inquiry into NOC on IAF Land in Srinagar
- Deployment of Engineers on Road Construction Work by BRO
- Medical Colleges by CIL
- Rationalization of Existing Coal Resources
- Acquisition of Land in Coal Bearin g States
- Policy for Supplying Coal
- Restoration of Mined Out Areas
- Space Research Centres
- Hotel in Space
- Use of Indigenous Technology
- District GRAMSAT Scheme
- Irradiation Technology for Food Preservation
- Stress Test of Existing Units of Nuclear Power Plants
- Deposits of Rare Earth
- Nuclear Projects under Civil Nuclear Cooperation
- Protests Over Nuclear Power Plants
- Danger from At! omic Power
- Study of Nuclear Installations Capacity
- Nuclear Power Programme
- Setting up of Nuclear Power Plats
- MoU between NPCIL and IOC
- Returning of Nurses from Saudi Arabia
The logistics sector is fragmented and is going to consolidate aggressively. That’s the message from CEVA‘s John Pattullo speaking at a logistics conference in Antwerp, yesterday (November 22).
“How many other sectors are there where the top ten providers control less than 30% of the market?” asked Pattullo, suggesting that the consolidation would be paralleled by the emergence of logistics service providers from emerging markets. Consolidation would also produce a stronger breed of companies which are better capitalised and able to employ high calibre personnel. This in turn will drive more innovation and thus strengthen such providers’ position in the market place.
There appears to be most evidence for Pattullo’s ideas in the freight-forwarding sector, where a number of the largest ocean forwarders continue to grow at above market rates. Damco‘s CEO, Rolf Habben-Jansen, speaking to Ti sees consolidation “but I do not think it will be that fast. Yes the top ten will control more than now, but this will happen slowly”. One of the constraints on change cited by Habben-Jansen is the structure of specific ocean container markets such as the intra-Asian trade, where the big forwarders don’t yet have such a grip.
He also makes the point that size brings with it is own problems; “in freight forwarding, if you go above US$7bn-US$10bn in revenue you need to re-invent the business model” as size demands additional layers of management.
Jens Tarnowski, CEO Europe Air & Sea at Hellmann Worldwide described to Ti another type of barrier to greater consolidation; the preferences of customers. He points to his company’s experience where the family-owned Mittelstand sector has driven growth. They prefer “not to be a number, but to be similar in size to their logistics provider”. Certainly the big global corporations might be a good fit with the largest firms, but “if you are above a certain size and have a basic global network and the IT and volumes” you will be competitive in the market, asserted Tarnowski.
However, there is one area that may well be seeing a reduction in the number of players and that is container shipping. Rolf Habben-Jansen sees a “reaction” in the sector, with carriers collectively pushing-up rates or taking ships out of commission. Yet the effects of any consolidation may still not deal with the underlying issue of too many ships. Jens Tarnowski also sees a long-term prospect of shrinkage in the number of carriers; however he notes that this may add to the resistance towards consolidation in the forwarder market as big physical asset owners resist logistics service providers with too much buying power.
Kerala has not given up on a proposal to start an airline of its own, particularly to provide low-cost options to its vast diaspora in the Gulf, and will soon pursue this with the central government, Chief Minister Ooman Chandy has said.
“We are at the moment concentrating on our fourth international airport at Kannur. Once that is done, we will pursue the airline option. We have not given up on the idea of a low-cost carrier,” Chandy said at an interaction with media journalists during a visit to the agency’s head office here on Monday evening.
“We have also brought down the minimum level of investment in the Kannur airport project to Rs.50,000 from Rs.200,100 for individual investors,” Chandy, who assumed office for the second time on May 18 said, adding this was a major request among many investors.
The project, under public-private partnership, is being set up by a consortium in which 26 percent of the equity is with the government, 23 percent with public sector units, two percent with other institutions and the remaining 49 percent with private players.
The airport is expected to cater to an annual traffic of more than one million international passengers and 300,000 domestic passengers as per 2009-2010 estimates and will also serve as an air cargo hub for perishables like flowers, vegetables, fruit and seafood.
Home to idyllic beaches, Kannur in the northern part of Kerala is among 10 best cities in India to live in, as per research firm Indicus Analytics, and 13 percent of its population is employed overseas. The project is coming up on a 2,000-acre area and expected to start operations in 2013. Kerala currently has international airports at Thiruvananthapuram, Kochi and Kozhikode. Kerala has around four million of its diaspora living outside and the bulk of them reside in the Gulf countries.
Speaking about the airline project, Chandy said the previous United Progressive Alliance (UPA) government had posed three conditions for overseas operations — a fleet of five planes, five years of domestic operations and no operations to the Gulf.
“We said Air India Express with just two planes was allowed. Within three months, it got permission to fly to the Gulf. They said it is an Air India subsidiary. We said, okay we accept, but you also have to accept this — this is a state government airline,” Chandy said.
During the free-wheeling interaction, Chandy also said his government will soon apply its mind on the issue of promoting the concept of Islamic banking in the state, which believes in sharing profits and bans levy of interest, to fund infrastructure.
In February this year, the Kerala High Court had given a green signal to Al Baraka, a company registered under the tenets of Sharia with investment from a state-run firm, to operate a financial institution based on the principles of Islamic banking.
The state hoped to rope in funds from institutions that follow the Sharia law.
“That proposal was there during the previous government. We have not decided on further things. But we have also not given up. Within this short period of our regime, we had not applied our minds. But we will pursue it,” Chandy said.
Muslims constitute 24-25 percent of Kerala’s 32 million population.(IANS)
The new Tatkal booking scheme in which the train reservation period has been reduced to one day from two days will come into effect from Monday.
Besides, other changes to facilitate availability of Tatkal scheme to bonafide passengers will be applicable from that day as part of the measures decided by railways to prevent misuse of the facility.
he two-day visit of US senator John McCain to Kashmir earlier this week has generated a debate here, with some pointing to the fact that he came to the valley directly after Pakistan and some saying he had a serious agenda to pursue.
The Republican candidate for the 2008 US presidential elections lost to Barack Obama and now represents Arizona in the US Senate.
McCain has been the most influential American to visit the valley in the last two decades — visits by New Delhi-based US ambassadors to Kashmir notwithstanding.
“The fact that McCain came to Kashmir directly after visiting Pakistan has generated an interesting debate here,” newspaper editor Bashir Manzar told IANS.
“He is believed to have done some damage control for (Pakistan President) Asif Zardari’s government which came under fire from fundamentalists after US marines operated on their own in Quetta against al Qaeda founder Osama bin Laden.
“The fact is that Kashmiris have always reacted with informed speculation whenever somebody wielding international influence comes here,” he said.
After he reportedly refused to meet the separatist leaders, hardline Syed Ali Geelani said: “The US senator’s meeting with Governor N.N. Vohra and Chief Minister Omar Abdullah indicated once again the US-India-Israel nexus.”
For the local gossip mill, Abdullah’s tweet on McCain’s visit also came handy.
He posted on micro blogging site Twitter on Tuesday, the day McCain landed in Srinagar: “Meeting senior US senator & former presidential candidate John McCain in Srinagar this afternoon. Am curious to see what his visit is about (sic).”
Even some prominent local daily newspapers published editorial comments about the senator’s visit.
“One thing is sure: the visit definitely is not a pleasure trip,” said the widely distributed Greater Kashmir in its editorial comment.
When McCain called on Governor Vohra, also present on the occasion were Lt. Gen. K.T. Parnaik, general officer commanding-in-chief (northern command), and Lt. Gen. S.A. Hasnain, commander of army’s Srinagar-based 15th corps.
“Matters of mutual interest were discussed during the US senator’s meetings with the state governor and the chief minister,” said an official statement about the senator’s meetings in Srinagar.
During his stay, McCain also visited the Bhat’s Clermont Houseboats on the Nigeen Lake. The place has been the favourite haunt of foreign dignitaries visiting Kashmir.
Lord Mountbatten, George Harrison (Beatles), Hollywood superstar Joan Fontaine are just some of the names in the long guest list of these famous houseboats.
“He had some serious agenda to pursue and that is why he came here. You see he was accompanied by his secretaries and others. How could he have been on a pleasure trip?” asked local film producer Javaid Ahmad.(IANS)
Dr. Marshall Goldsmith Named Winner of the 2011 Thinkers50 Leadership Award (sponsored by Harvard Business Review) as the World’s Most-Influential Leadership Thinker
Over the past decade, the prestigious, bi-annual Thinkers50 ranking (now sponsored by the Harvard Business Review) has served the global business community by showcasing the top business thinkers on the planet. This week in London, internationally acclaimed executive educator, coach and author, Dr. Marshall Goldsmith, was named winner of the 2011 Thinkers50 Leadership Award – as the World’s Most Influential Leadership Thinker, additionally ranking #7 on the overall list of Thinkers50 world’s top 50 business thinkers.
“Marshall Goldsmith is singularly persuasive, networked, and energetic. In the crowded leadership sphere, he is fixed on changing the practice of leaders for the better rather than the neatness of his theories,” says Thinkers50 co-founder Stuart Crainer.
Goldsmith, a world authority on helping successful leaders get even better, is the author of the New York Times and Wall Street Journal bestselling books MOJO and What Got You Here Won’t Get You There – winner of the Harold Longman Award for Business Book of the Year. He received his Ph.D. from UCLA’s Anderson School of Management (where he was recognized in 2010 as one of the school’s 100 distinguished graduates) and teaches executive education at Dartmouth’s Tuck School.
For the full results of the 2011 Thinkers50 please visit www.thinkers50.com.
In a major goof-up, new US Defence Secretary Leon Panetta clubbed India and China, describing them as emerging “threats”, but his office quickly retracted the remarks, saying Washington strongly values close ties with New Delhi.
Panetta put his foot in the mouth as he departed from prepared text during a speech at a shipyard in Connecticut, where he said, “we face the threats from rising powers — China, India, others — that we have to always be aware of and try to make sure that we always have sufficient force protection out there in the Pacific to make sure they know we are never going anywhere.”
The Defence Secretary’s comments came at an awkward moment just when President Barack Obama met Prime Minister Manmohan Singh and the two leaders agreed to boost ties not only bilaterally but at multilateral level also.
Ministry-wise PIB releases
- PM’s Statement Prior to Departure for Indonesia and Singapore
- India & Bangladesh to Discuss Security & Border Issues at Home Secretary Level Talks
- Acc Appointments
- Judge Appointed to the Kerala High Court
- 4 Additional Judges Appointed to the Gujarat High Court
- Self Regulatory Bodies Need to Expand Membership Advertisers Need to be Sensitive to the Needs of the People: Ambika Soni
- Health Sector to get 2.5% Of GDP: Syeda Hamid
- Ministry of Finance Increases the Current Limit of Foreign Institutional Investors’ (FIIS) Investments by US$ 5 Billion Each in Government Securities and Corporate Bonds Raising the Cap to US$ 15 Billion and to US$ 20 Billion Respectively
- Anand Sharma Welcomes Australian Decision to Reverse Ban on Uranium to India
- Wholesale Price Indices for Primary Articles and Fuel & Power in India (Base: 2004-05 = 100) Review for the week ended 5th November, 2011 (14 Kartika, 1933 Saka)
- Flood Mitigation Project Approved
- Railway Minister holds meeting with Chief Minister & Members of Parliament of Madhya Pradesh to discuss State Railway Projects
- Conference of State Animal Husbandry and Dairy Ministers Begins Tomorrow
- Shri Azad calls for more Effective Implementation of Central Schemes by State Governments
- National Workshop on Nanotechnology for Defence Applications
- Inter-Ministerial Committee to Look into the Issue of Misleading Advertisements
- MoU Signed with British Columbia Province for Promoting Mining and Geoscience Sector
- Revised Press Release of CCEA’s Decision on Jute Packaging
- Working Groups on Road Safety Submit their Recommendations
An Agenda for Renewal has been drafted by Deepak Parekh, N.R. Narayana Murthy, Sunil Mittal, Ashok Ganguly, Zia Mody and K.V. Kamath. This will be debated on 26th November with some Cabinet Ministers, including FM. The headline grabbing items on the agenda are ten in number –
(1) Everyone needs to move to dispel gloom and doom (this urges opposition not to be negative);
(2) Take fast decisions to restore investor confidence;
(3) Woo foreign investment and investors with small and big measures (this mentions FDI in retail and cold storage);
(4) Revive energy and power sectors;
(5) Introduce big reforms in agriculture (this mentions repeal of APMC);
(6) Build new cities and make existing ones smarter and better;
(7) Devise a land acquisition policy that is fair and resolves conflicts;
(8) Ensure better inter-Ministerial co-ordination;
(9) Allow education to function as a for-profit business; and
(10) Encourage transparency in political funding to weed out corruption.
I have no problems with any of these. Nor should anyone else. There is nothing in this list that one can object to. However, one can object to the non-inclusion of some items. Take public expenditure as an example. Increased public expenditure has contributed to liquidity, inflation and high interest rates. Shouldn’t fiscal consolidation be somewhere on the agenda? This government will have high public expenditure. That’s part of the so-called inclusion agenda. Therefore, tax reforms and non-tax revenue, in the form of privatization/disinvestment are critical. Also critical is the efficiency of public expenditure.
For example, a recommendation that prices of all fuels must be deregulated (mentioned under the energy and power head), is unlikely to materialize until we figure out who to subsidize. That is, until we figure out who is BPL. There is a reference to Nandan Nilekani recommendations on PDS and that these should be implemented by April 2012. Nandan Nilekani will recommend technological solutions. He isn’t going to solve the BPL identification problem for us. And without that BPL identification, we haven’t solved the subsidy issue. I am somewhat surprised that these issues don’t figure anywhere. Nor does the question of revamping public expenditure through pointless Central sector and Centrally sponsored schemes. While there is corruption in these, there are also very high delivery costs.
One of the Ministers who will attend the brainstorming is Jairam Ramesh, Minister for Rural Development. I would like to know why this Ministry is necessary and what it does. Why can’t funds for rural development directly go to States and local bodies? In the same vein, I find no mention of local bodies and decentralized planning.
There is another problem with this laundry list. It doesn’t separate the short-term from the medium or long-term. For instance, (5) and (10) are clearly long-term. But (8) is short-term. There is also a difference between reforms that require legislative changes and reforms that don’t. Given the present (and all likely future) compositions of Parliament, all legislative change is likely to be difficult. Why should we ask opposition parties to rise above politics and support the government? That’s not the nature of opposition. Are we going to use the same argument when the Congress is in the opposition, say in Uttar Pradesh or Orissa? One can interpret amendments to land acquisition and mining bills as the Congress party’s donning the mantle of the opposition, since it isn’t in power in any of the relevant States. But to return to the point, the present policy paralysis is not really legislative. It is executive and has little to do with the opposition. That’s the reason I think (8) is much more important than the rest.
There is also another trend that I would have liked to be flagged. It figures under the education head, but is much more than education. This is a general tendency of greater government control. Opening up of FDI in retail will accomplish little as long as the stocking restrictions are what they are.
ET reports make a reference to the Bombay Plan of 1944-45. Those were before the days of the Planning Commission. I do think this “Agenda for Renewal” is better than the recent Approach Paper to the 12th Plan produced by Planning Commission. If nothing else, it is more focused. However, I also think the items included are ad hoc and piece-meal. They miss out on the big picture. But perhaps the debate will lead to the fleshing out a more comprehensive agenda.
Smartphones are becoming an increasingly significant driver of mobile data traffic, which is rapidly overtaking voice as the primary growth strategy for mobile operators globally. But this increase in traffic is challenging for operators, which must balance those demands with the available network bandwidth and spectrum., total smartphone traffic is expected to triple during 2011, while traffic generated by advanced smartphones is forecast to increase 12-fold to roughly equal mobile PC-generated traffic by 2016.
The message that smartphones are becoming a force to be reckoned with is reinforced by a recent study by comScore, which said smartphones and tablets drive nearly 5 percent of total digital traffic in the five top European markets (France, Germany, Italy, Spain and the United Kingdom).
Unlimited is unsustainable
The challenge for mobile operators is to find a way of pricing smartphone data bundles that makes them attractive to users but at the same time does not exhaust spectrum resources or make mobile data networks impossible to manage. This means that although “unlimited” data tariffs represent an attractive marketing message, they are increasingly seen as unsustainable.
According to a spokesperson for O2 UK, “ultimately, across the industry, ‘unlimited data’ is an unsustainable model. Mobile spectrum is a limited resource and, in order to ensure the best experience for the majority of customers, we need to invest heavily in scaling the mobile network. That is why we ask customers to pay proportionally for the data they use.”
In Europe, mobile operators are becoming increasingly inventive with data bundles for smartphones.
In Europe, mobile operators are becoming increasingly inventive with data bundles, and they are also finding innovative ways that allow them to move beyond “unlimited” data tariffs. Although the classic bundles of data, voice and text still exist, operators are increasingly uncoupling data from the mix and offering flexible, tiered data plans that can be bolted on to voice plans.
“MNOs realise it’s all about the data,” said Emma Mohr-McClune, research director of consumer services for Europe at Current Analysis. “Voice was being used as a market driver, but this is now being turned on its head.”
Separating data plans from devices
O2 UK introduced separate data allowances in March, allowing users to choose their data plans independently of minutes, texts, contract length and handset. “Regardless of how many minutes they have, or which handset they’ve got, customers can choose the amount of data they need to fit their mobile habits. We reduced the cost of our core tariffs in this change,” said the spokesperson.
The increased emphasis on data is also clearly illustrated by Telenor and 3 in Sweden, for example, which offer a range of tiered data plans for smartphones but charge separately for voice minutes.
Unlimited smartphone data tariffs, meanwhile, are becoming a rare beast in Europe’s mobile markets today. Hutchison’s 3 is the main example of an operator that offers “all you can eat” data, such as with 3UK’s The One Plan. Other operators may use the term “unlimited” but actually throttle data speeds down to GPRS levels once certain data caps have been reached to enable them to better manage their networks.
This approach is common among German operators, for example. As explained by Vodafone Germany, once a certain data allowance is used up within a month, the bandwidth is reduced to 64 Kbps for the rest of the month. The maximum speed is then available again the following month.
In general, approaches to “unlimited” data tariffs have been mixed and sometimes misleading, and the term itself is now becoming less popular among operators. For example, the Advertising Standards Authority banned T-Mobile UK from continuing to use its “truly unlimited” claim on a limited promotion because the operator banned the use of the phone as a modem (i.e. tethering), for peer-to-peer file sharing or for making Internet phone calls. The ASA said it considered that the information in the small print contradicted the headline claim: “Truly Unlimited.”
“We didn’t want to call [The One Plan] ‘unlimited’,” said Guy Middleton, head of corporate communications at 3UK, in confirmation of the weakening appeal of the term.
“All you can eat” is an important message for 3, which tends to be a challenger in its markets with significantly fewer subscribers than other operators. In the UK for example, 3UK has 5.6 million active users compared to around 20 million users at rival operators. “We have everything to gain,” added Middleton. “We are on a very aggressive customer acquisition strategy.”
Operators are shying away from even using the term “unlimited” for data plans anymore.
In general, though, are we seeing the beginning of the end of data plans marketed as “unlimited” in Europe? According to Current Analysis’ Mohr-McClune, it’s unlikely that “unlimited” will ever be completely stamped out.
“‘Unlimited’ is a very strong message, and it’s very appealing and very disruptive. If mobile operators could get away with it, they would market their data as unlimited,” she said. “The key attraction of unlimited data is that users equate it to cost certainty.”
Is unlimited necessary?
Whether or not users actually need “unlimited” or extremely high volumes of data for smartphone use is also a valid question. In general, unless smartphones are used for tethering–when mobile phones are used as modems for Internet access via laptops–data usage needs are in fact relatively low and currently unlikely to exceed 2 GB a month apart from excessively high users.
For example, O2 UK said it found that fewer than 0.1 percent of its customers (around 22,000 people) were using 30 percent of the total network data traffic, “which was adversely impacting on the experience for the greater majority.” In contrast, 97 percent of its customers use less than 500 MB a month.
Mohr-McClune suggests that operators should take the message of cost certainty and apply it in different ways rather than simply tagging plans as “unlimited.”
“The UK, Ireland and Austria are very aggressive with unlimited data,” she said. “But the view now is that they will have to shift the message to ‘never pay more.'” In other words, operators need to reassure users that they will never spend more than a certain amount on data. This is certainly the message of Nordic operators with their promise of “free mobile surfing” as part of smartphone plans.
Mohr-McClune added that latest versions of iOS and Android include tools that enable users to better track their data usage and derive a greater understanding of what they do actually use.
The Excalibur is an unmanned aerial vehicle by US-based Aurora Flight Sciences and is capable of vertical takeoff and landing.
“It can reach speeds of 460 miles per hour and carry missiles on board to shoot. The aircraft can do all of this with a remote control,” the report states.
A smaller scale model with a 13 foot wingspan was successfully tested on June 24, 2009.
Ministry-wise PIB releases
- Prime Minister’s speech at the National Innovation Council Function
- Shri Kapil Sibal and Mr. David Willetts co-chair India-UK education forum
- Shri Kapil Sibal and Mr. David Willetts Co-Chair India-UK Education Forum
- CBFC denies MNS allegation on certification of Marathi films. Ministry of Information & Broadcasting takes up the issue with Maharashtra Government
- Tariff values of edible oils, brass scrap (all grades) and poppy seeds notified
- Work to Create a Culture of Innovation and its Useful Application for the Larger Good; Rs. 1200 Crore Allocated for a National Knowledge Network to Connect All Major National Institutions and Rs.100 Crore to Set-Up India Inclusive Innovation Fund: FM.
- Joint Statement of The 6th Round of Talks on Commercial and Economic Co-Operation between Commerce Secretaries of India and Pakistan
- India South! Africa to cooperate in MSME Sector
- India-EU committed to A balanced, ambitious BTIA by early 2012
- Gurudev Rabindra Nath Tagore Celebrations
- Financial Assistance for the Preservation and Development of Buddhist/Tibetan Culture & Art
- Rehabilitation of Child Labourers
- India and UK Agree to set up Partnership fund for Pro-poor Renewables on Priority basis
- Union Health & Family Welfare Minister Shri Ghulam Nabi Azad Inaugu rates Health Pavilion at India International Trade Fair
- We Have Walked the Extra-Mile for Peace With Neighbours : Antony
- India Launches new Generation Strategic missile AGNI 4
- Rice Procurement Crosses 99 Lakh Tonne
- Coir Pavillion inaugurated at IITF-2011
- NSIC Techmart India 2011 Offers Low Cost Technologies for Setting up Micro &Small Enterprises
- PMEGP Expo-2011
- MSME Pavilion at IITF on Technology and Innovation.
- Secretary, Ministry of WCD moots the idea of Bal Panchayat in every village for empowerment of Children in rural area: D K Sikri addresses youth parliament on day-2 of “Vatsalya Mela”
India Ranks No: 1 in ShopliftingBy SiliconIndia, Tuesday, 15 November 2011, 16:48 IST http://www.facebook.com/plugins/like.php?href=http%3A%2F%2Fwww.siliconindia.com%2Fshownews%2FIndia_Ranks_No_1_in_Shoplifting_-nid-97576-cid-3.html&send=false&layout=button_count&width=45&show_faces=false&action=like&colorscheme=light&font&height=21
Clicking moves leftClicking moves rightBangalore: India has topped the list of global retail theft barometer (GRTB) for the third consecutive year with a shrinkage rate of 2.38 percent. The central retail research brings out every year the global retail theft barometer. The shoplifters have been a great pain for the retail industry as they incur huge losses. The Global Retail Theft Barometer (GRTB) for 2011 revealed that the shrinkage rose up to $119 billion and the percentage has shot up by 6.6 percent since the last year survey. The inventory loss caused by crime or administrative error has caused shrinkage of 1.45 percent of total sales in 43 countries. After a dip in shrinkage last year (2009-10), it has risen in the 12-months ending June 2011 as a result of increased shoplifting, higher employee fraud, and organized retail crime, reveals the report.
India has topped the list of global retail theft barometer for the third consecutive year. Though India does not want to hold such non-worthy record, the country is forced to, as the percentage is 2.38 percent which is one percent more than Russia that stands second.
The previous year’s shoplifting rate was 2.72 percent which has dropped down to 2.36 percent this year; however, India still holds the rank 1 position. The Indian retail industry is the biggest sufferer of shoplifting. There are already plenty of scams and extensive corruption in India and in addition to this, there is widespread shoplifters in India. The causes of shrinkage reflect retailer perceptions in their own businesses. Internal error including mispricing, invoicing errors and administrative failure cost $19.4 billion, representing 16.2 percent of total shrinkage.
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