Tuesday, October 28, 2008
Given the current scenario, do not take up a career in the IT (information technology) sector just because you think it is a white-collar job and offers attractive compensation, advises Dr Srinivas Kandula, Global Head-HR, iGATE.
Take up an IT job only when you believe in it and if you have keen interest and aptitude, he adds. “If these are missing, you will have an unhappy career, earn a sub-optimal salary, and lead a miserable life.”
Monday, October 20, 2008
Today's networks are still not intelligent and flexible enough, bemoans Harvinder Rajwant Singh, Country Head - India, F5 Networks. He wonders if this is because application developers and network administrators belong to two different worlds.
"Applications are not developed understanding the challenges of the networks and application developers assume that bandwidth and processing power of a server is entirely dedicated for a single application, whereas in the real world it's a shared resource for any such corporate."
Thursday, October 16, 2008
While there can be no two opinions on whether carbon emissions should be reduced, there appears however to be a continuing debate among companies on how to appropriately account for carbon credits. "At present there is no authoritative literature under the generally accepted accounting principles (GAAP) in India or the US, or the International Financial Reporting Standards (IFRS) on CER (certified emission reduction) accounting," says Mr Rahul Chattopadhyay, Associate Director, PricewaterhouseCoopers, IFRS practice. "Most Indian companies show earnings out of carbon credit trading as other income as they are not recognised by tax laws."
Monday, October 13, 2008
‘Slowdown will last at least 3-4 quarters more’
Despite the hit that it has taken in the mortgage space (with contribution from mortgage business coming down from 20 per cent to 12 per cent), the Mumbai-based BPO player Adventity is confident that the company is in line with its target of expanding to 8,000 people in the next 12-18 months, from the current 4,500.
Kumar Subramanian, CEO, Adventity, told eWorld in a recent interview that he expects the slowdown to last at least three to four quarters more and companies that do not have capital or staying power will probably sell out to larger players.
What is `liquidity crunch' that is in great focus these days? Why is it a problem? Where are its roots? What is its magnitude? Do we have examples of such a crisis in our history books? These and more questions are currently top on the minds of most of us.
"Liquidity crunch is a situation where it becomes considerably difficult (and expensive) to raise funds for banks as well as for businesses," explains Mr N. Muthuraman, former Director-Ratings, Crisil Ltd. "At present, we are witnessing liquidity crunch both in global and Indian credit markets, though for very different reasons," he adds, during the course of a recent email interaction with Business Line.
Appropriate structuring of EPC (engineering, procurement and construction) contracts is essential to minimise both direct and indirect tax costs, says Mr Satish Aggarwal, Partner, Ernst & Young. He suggests that the establishment of one-to-one correlations between the individual activities and the considerations payable would help minimise the possibility of double taxation, something highly undesirable especially in the context of infrastructural pr ojects such as construction of dams, power plants, urban housing facilities and other areas of national importance.
For starters, the concept of EPC is quite common in the infrastructure, real estate and industrial construction sectors. “EPC contracts include all activities ranging from initial conceptualisation and design, providing or procuring the required goods and services from various sources, to construction, installation and commissioning of the project,” explains Mr Aggarwal, in the course of a recent email interaction with Business Line.
Monday, October 6, 2008
Real success stories in the corporate world have been those where the management has focussed on execution and working with people, rather than just on strategy, says Dr Srinivas Kandula, Global Head-Human Resource, iGATE Global Solutions Ltd, Bangalore.
“Time has come for organisations to focus less on intellectuality, analysis and strategy and more on implementation and making it work,” he urges, during a recent interaction with Business Line.
The current generation of CFOs (chief financial officers) could be set for a sobering experience with a slew of goodwill impairment announcements looming large on the horizon, says Ms Nandini Chopra, Valuations Services Head at KPMG in India.
The grim scenario she foresees is of a number of C-class executives having to admit that their company overpaid for acquisitions during the bull market times of recent years; or that their newly merged business has not performed as expected.
Already there were some signs of a slowdown in the realty price spiral; and now the Indian realty sector has begun witnessing the impact of the sub-prime crisis, says Mr Rajiv Sahni, Partner, Ernst & Young, New Delhi. "Recently one of the largest and high-profile IPOs had to be pulled out because of the market jitters," he reminds. "Overseas listings have been deferred due to similar factors."
BMR Advisors, a Delhi-based professional services organisation offering a range of tax, risk, M&A advisory and managed services, has entered Chennai by acquiring K. Ravi & Co, a CA firm set up in the 1980s. This becomes the fourth location in India, adding to BMR's offices in Delhi, Mumbai and Bangalore. Globally, the firm of 26 partners and over 375 people has offices in New York, London, San Francisco, and Bahrain.
When asked why Chennai is attractive for BMR, Mr Bobby Parikh, Managing Partner of BMR Advisors, speaks of the city as a location that has a diversified economic base anchored by automobiles, IT, ITES, IT hardware, financial services and real estate.
“With the advent of customer-level strategies, every marketing action targeted towards a customer is linked to that customer’s profit contribution. That is the beauty of implementing Customer Lifetime Value (CLV)-based strategies and therefore marketing executives can be held accountable, said Dr V. Kumar in an interview with Business Line.
Even at a 3 per cent conversion of every mobile bill payer onto an mCommerce solution, the industry would be worth around Rs 3,000 crore, estimates Sanjay Swamy, CEO, mChek.
The Bangalore-based company provides mobile-based security and payment services, enabling users to transact, through their mobiles, the payment of utility bills and insurance policies, buying airline, bus and movie tickets, and recharging their prepa id mobile accounts, among other services.