iOmega Portable Hard Drive
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Technical Specification
Portable (External); Capacity: 160 GB; Speed (RPM): 5400
PRICE: Starts at Rs.4,800
WARRANTY: 1 year
The Iomega eGo Portable Hard Drive is a fast and fun notebook hard drive that has an elegantly curved chassis. The egos Drive also packs a lot of storage capability – the 160GB 2.5-inch drive is USB-powered for simple operation, and comes with EMC Retrospect HD software for backups. DropGuard technology protects the drive from accidental damage caused by drops of upto 51 inches so users can carry up to 640,000 photos, over 2,900 hours of music or 240 hours of video with confidence. “Talk files anywhere, in ultra style with Hi-Speed USB 2.0 extremely durable drive travel. The main advantage of this external storage device is that it requires no external power supply,” says Chris Romoser, Senior Director, iOmega.
Marketers’ delight: Glamour and performance make it a hit.
Tester’s note: Pros – Large capacity. Shock resistance. Cons – Dual-headed cable’s ‘Y-section’ short. Chrome retains fingerprints.
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Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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The Gold standard had inspired absolute faith in currencies. Today, staring at a weak dollar and a tumbling US, we dare ask – was Midas too greedy?
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Once upon a time, the issue was debated not just by policy mandarins & academicians, but even by the ordinary people. Alas, as the world hurtles towards the lowest common denominator when it comes to individual education & social awareness, the Gold Standard is something most students even of economics do not seem familiar with. As for the rest, it raises one big yawn as the debate moves on which star is sleeping with which starlet. There is just one school of thought, the Austrian School, that still strongly believes that a Gold Standard is the best antidote to the kind of reckless speculation that marks contemporary financial markets.
So what exactly is a Gold Standard? Under this system, the currency printed by the Central bank of a country is backed up and guaranteed by the precious metal. In its purest form, a citizen of a nation could go to a back with ten units of the local currency and exchange it for gold. The Gold Standard severely restricts the ability of the Central bank to print currency as and when it feels like. The Gold Standard is also the epitome of laissez faire capitalism, a system that ensures the survival of the fittest.
After the economic convulsions that marked the beginning of the First World War in 1914, Britain which was the most powerful economy of the world at that time, went off the Gold Standard. It went back to the system again in 1926, was unable to sustain it and finally abandoned the Gold Standard in 1931. Even the United States finally went off the Gold Standard in 1933, the last year of the Great Depression, keeping up a pretense till 1972 when the administration of President Richard Nixon finally abandoned the system for good. And thereby ended one of the most enduring characteristics of an economic system.
The end of the Gold Standard also marks the beginning of speculation in financial markets, a massive increase in capital flows across economies and the kind of reckless behaviour that has become the hallmark of post Second War Capitalism. As long as the Gold Standard was in place, there was an automatic check on profligate tendencies of governments & the currency commanded respect and public trust even when nations temporarily suspended the system during wars and other crises. During the American Civil War in the 1860s, the administration of President Abraham Lincoln issued ‘Greenbacks’ to finance the Civil War. Though the Greenbacks were not backed by Gold, all of them were honoured through Gold payments after the end of the Civil War. That kind of gesture ensures that your currency will command global respect.
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Cement, aviation & real estate are the sectors prone to collusion
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Two 
different companies, fighting for the same contract in the same markets, without realising that all the companies are being owned by same guy – Rockefeller. Rockefeller and Standard Oil are no more but there legacy lives on. Because of the strong oil lobby, the US hasn’t sign Kyoto Protocol, as some leading oil companies are opponent to anti-global warming measures. It is because of the oil lobby, alternate energy sources find it difficult to setup shops in the US. Alternatively, the US had to, a sort of, seek polito-economic pressure to get the industry going outside the US, like the civilian nuclear deal, which calls for establishment of shops for American companies that are into alternate power generations in India. When you have the size that matters, you influence decision in the sector, you dictate prices, you dominate, you are all pervasive.
et’s meet another Rockefeller of modern times – Martin Sorrell of WPP. One of the largest communications services group of the world, WPP owns names like JWT Group Inc., Ogilvy & Mather, Young & Rubicam, the public relations firm Hill and Knowlton Inc., and information and consultancy firm, the Kantar Group. Martin Sorrell now owns more than 50% of the total advertising industry. Different firms owned by Mr. Sorrell compete for the accounts of companies – again creating pseudo competition, without making it evident to the markets that both, contracts and money are going to the same man – Sorrell. For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2007An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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Unlike the emotional garbage that we are witnessing in India, policy makers and strategists in other major powers are actually praying that India becomes another big player in a multi polar world where the United States can no longer dictate terms to all and sundry and behave like a school bully as and when its wants to. “Russia and France are countries who are very keen to ensure that the world is multipolar and not dominated by the US. They are keen on India completing this process and becoming a part of the wider nonproliferation regime and play the role of a balancer of power in Asia and the world. If these moves were only about India and the US, why should Russia and France be so interested in India concluding IAEA safeguards agreement and obtaining the NSG waiver,” says well known strategic affairs writer and commentator K. Subrahmanyam. Without any doubt, the events of the past few years (particularly the insane invasion and destruction of Iraq by the United States) have compelled major nations like Russia, France and Germany to think of ways and means of stopping America from behaving like a bull in a China shop. For them, China is as much of a strategic menace that the United States currently is. For them, India is a natural player that can act as a‘balancing power’.
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Though executives at
Intel India were very buoyant about the technologies adopted by them and their future prospects, all the departments have an underlined theme of internal competition. The basic idea is which department will be the one to give the next big blockbuster contribution to Intel’s global portfolio with a revolutionary technology. As Sandeep Shah, Director of Mobility Group reveals to B&E, “There are such mission critical products out here, we want to continue the stuff we’re giving out to Intel global as it takes just one bad product to spoil it all.” Rahul Bedi puts up India’s case, arguing that few companies today have each of their business units at one location, which makes Intel India a microcosm of Intel global. He states, “We’re the largest technology company in the world, which works on extremely complex technologies, and a very large part of the complex base is developed from India. And one thing that Intel believes in is scale. Anything we do, we do it if it scales.”
Intel India has also engaged deeply into CSR. “Our primary focus of the program has and continues to be the next billion users and what we realised is that the next billion users are quite different from the first billion users,” says Rahul. Intel had launched its World Ahead Program to facilitate education initiatives all around the world. Barrett says, “Through the World Ahead Program, we remain focused on accelerating access to technology, improving education & increasing Internet connectivity.” The company also launched its rugged Classmate PC for emerging markets to promote education amongst children. Asked about Intel India’s goal for the next five years and Rahul expertly clubs the social initiatives to the corporate goals, “We have to make more and more technologically innovative products through R&D. Also, do all these things in a socially relevant manner. In the long haul, the socially relevant products derisk the business… We don’t write cheques (only). We give help in a sustainable way.” To this Sandeep adds, “We see double digit growth in India, that’s where we see the need for our presence here and make products specifically for this market.” Another common belief that runs across Intel India is that it’s not the number, but the quality of people which ultimately build a great organisation.Then there is the larger battle between the different Intel country units. Praveen elaborates how the India team has to give Intel a new innovation, just like the team at Israel gave them the dual core technology after 25 odd years. While the Indian market will be firmly on Intel’s radar no matter what, the Intel India centre faces this stiff challenge of providing a new technology on its own to the parent company, which, officials say, would be possible in another 3-4 years. Surely this ‘microcosm’ of Intel global would not want to be missing out on that target set by the parent company, which could give you an inkling of the hidden chaos that would exist behind the uneasy calm we had come across when we first entered the Intel India office that morning. It’s survival of the fittest as always, and the India team would always want to keep that in mind.
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Courtney to quit courting cigarettes!
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Some 
things you love just aren’t good for you, that’s why Courtney’s been told to quit her long-time habit of smoking. Apparently, after the doc discovered nodules in her throat, the 42-year-old singer was told she would have to give up singing if she continued to smoke. Along with saying good bye to cigarettes, Courtney’s also preparing to kiss away her ‘slim phase’, for she’s already expecting to gain excess baggage once she quits. Don’t worry Love, you’ll Live Through This. 
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Turm Oil
is the bigger nightmare that confronts George Bush, Manmohan Singh and Tony Blair? Is it the cascading wave of terror, with London added to the gory books of death? Or is it the spectre of oil shortages bringing the engine of economic growth to a grinding halt? The truth is: energy security and terror have become inextricably enmeshed with each other As Blair and Bush fi ght the demons of terror, Manmohan Singh needs to keep an eye on a deal that is rocking Washington: China under Hu Jintao has just upped the ante in the Great Game. China National Oil has made a $18.5 billion ‘hostile’ bid to take over Texas based Unocal; $2 billion more than what American oil giant Chevron wants to pay. Predictably, this has set the cat among the pigeons in Washington, with far right lobbies spewing venom at China’s ‘cheek’ and perfidy.
Can Singh convince Washington to let ONGC make a counter offer for Unocal that could derail the Chinese takeover bid? That premise might be fantasy; but it underscores the urgent need for India to secure its future energy security. In 2004- 05, India paid almost $20 billion more for oil imports than it did the previous year. That money could have been used to build 20,000 km of highways across India. It could have added a badly needed 20,000 megawatt of capacity to India’s power-starved sectors. In terms of sheer cash, the additional money could have meant Rs.7,000 to every Indian living below the poverty line. But that money may never come as oil prices breach the $60 a barrel barrier, ensuring that India’s dollar haemorrhage of oil imports will worsen this year, and in the years to come.For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2007An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative For More IIPM Info, Visit Below....
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“Resource Management has posed a formidable challenge for the banking industry”
will banks react to such a slowdown in growth? Will the overwhelmed investor, who is on cloud nine and still aiming for new heights, spare them for value erosion? And what are banks strategising at a time when their top-lines have already succumbed to successive hikes in borrowing costs, as the results for the quarter ending March 2007 indicate? Moderation in loan growth is clearly visible. After three increases by ICICI Bank in its benchmark lending rate since December, loan disbursals on both homes and autos fell from a year earlier in the three months to March 31, a fact that has been confirmed by both Bajaj Auto and Hero Honda, India’s foremost two wheeler companies. For FY07, retail loan growth has materially slowed down, housing growth has declined to around 18-20% from a 35% growth rate in FY06. For ICICI Bank, retail advances have grown by 39% in Q4, FY07 to Rs. 1.28 trillion, which is less than the 64% growth in FY ’06 and 50% growth in Q3, FY ’07. Retail advances of HDFC Bank grew by 33.4% for FY ’07, as compared to 79.7% growth for the previous year. Even public sector banks faced a similar fate.
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Back to the drawing board
From 
a modest beginning in the early 1960s with the setting up of Union Carbide India Ltd., the Indian petrochemical industry remained largely insulated against global cycles. Thanks to the economic reforms which brought about delicensing & deregulation and allowed market forces to determine growth, the industry has been exposed to the global trends through lowering of tariff barriers, as a consequence of which, the Indian petrochemical manufacturers now find their profitability subject to the same cyclicality as their global counterparts.
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Tata Motors is 
part of a luftwaffe of affordable car-makers taking on the world. The new crop of automotive liberators are primarily originating from Asia and Eastern Europe – regions that are predominantly developing territories and have populations characterised by lower purchasing power but high aspirations. Companies like Dacia (Romania), Proton (Malaysia), Kia (South Korea) and Tata Motors (India) are the messiahs of affordable transportation for the masses. These manufacturers offer personal commute solutions in not only their respective regions, but the global market as well. Tata’s Indica, Dacia’s Logan, Proton’s Waja-Wira and Kia’s Sportege have been primary drivers of this new club. Products which may not be niche, but extremely competent in terms of pricing and practicality. But the biggest issue these manufacturers face is that markets that have the highest automobiles sales (US, China) are not necessarily looking for low-cost options, but for innovative and even environment-friendly (hybrid) alternatives; options these firms cannot offer...
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Source : IIPM Editorial, 2006
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