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Showing posts with label Business. Show all posts
Showing posts with label Business. Show all posts

8.21.2010

Call Centre Business

Due to high levels of unemployment, call center workers are becoming cheaper to hire in the U.S. According to the head of the country's largest business process outsourcing company, the wages in the country have come down to match the call center costs in India, reports James Lamont and Joe Leahy of FT.com.

High unemployment levels have driven down wages for some low-skilled outsourcing services in some parts of the U.S., particularly among the Hispanic population. But at the same time, wages in India's outsourcing sector have risen by 10 percent this year. Adding to it, senior outsourcing managers based in the country command salaries above global averages.
 
According to Pramod Bhasin, the Chief Executive of Genpact, the company is expected to treble its workforce in the US over the next two years, from about 1,500 employees. As people in the U.S. are ready to work at lower salaries, the company can hire some seasoned executives with experience in the U.S. for less money, said Bhasin.

According to Suresh Vaswani, joint Chief Executive of Wipro Technologies, half of the company's 110,000-strong workforce will be non-Indians in two years, from the current 39 percent.

The move to expand operations in the U.S. also comes as protectionist rhetoric against outsourcers rises in Washington. Since U.S. business had helped India's outsourcing industry back on its track, Indian outsourcers should also be sympathetic to the deep economic woes in the U.S., said Bhasin.
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7.17.2008

Nepalese Finance Sector

Rabindra Bhattarai, an excellent lecturer at Shanker Dev Campus, has view of strengthening the securities board of Nepal (SEBON).Yes, there is political appointment and the appointee favours for political party rather than the institution. There is fraud in IPO. Identification of real investor is disguised. Being an agricultural country, agro-based companies should be brought into the area of capital market to increase the production and fulfill the increasing need for food.
I am one of the students of Rabindra Bhattarai in Shanker Dev Campus. I must get a seat before 05:45 AM in order to listen his lecture in the section B class. However, his class starts from 06:30 AM. This proves his unique teaching style! Sir lai Salam! I live at Sallaghari, Bhaktapur and it is not easy for me to manage time to get a seat in the class before 06:00 AM. There is huge crowd of students but with pin drop silence also prevails in the class.

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Potentiality in Service Exports

Nepal has comparative advantage over other countries in the region in terms of services like health, education etc. But only due to poor infrastructure, it is facing problems.There is also no strong political commitment to promote service exports. Students from India, Bangladesh, Bhutan come to Nepal for MBBS, MD studies. It is only due to studies in affordable cost!
The Three Year Interim Plan has recognized service business as an important contributor to the national economy. WTO has also recognized service business as trade.
Nepal lacks policies and modalities to take advantage from these prospects.
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12.26.2007

A Tiny Company that Play BIG

ElevateHome

A former furniture designer for Pottery Barn, Edgar Blazona, 35, is owner and CEO of a children's-furniture firm called ElevateHome. Blazona depends on two factories - one in Thailand and one in India - for all of ElevateHome's wares. He closely monitors production at both locations. And he does all that without leaving his home office, a modular dwelling that he built in his backyard in Berkeley.
Blazona's firm is a prime example of a new breed of small business: startup multinationals. They're pipsqueak firms with single-digit headcounts, and their managers establish close relationships with - and keep watchful eyes on - foreign vendors without ever leaving their offices.
The approach can work remarkably well. Blazona expects his company to turn a profit by the end of this year, after only 18 months in operation. ElevateHome's first line of kids' furniture and bedding will be launched this fall under the name True Modern (truemodern.com). Blazona projects $750,000 in revenues in 2006, not a lot of money for a typical multinational, but enough for ElevateHome - with its three employees, home office, and low overhead - to operate in the black. "When you're as lean as we are," Blazona says, "turning a profit should be relatively easy." -Justin Martin (monet.cnn.com)

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Why success can be psychologically Problematic?

By Alexander Stein
Stories are prevalent of those wrecked by success - athletes, politicians, rock stars and even executives who crash and burn at their pinnacle. Those who struggle privately with their achievements are less visible.

Consider Anton Meadow (not his real name), the founder and CEO of an e-commerce company based on the West Coast, with whom I recently spoke. Meadow started his company 11 years ago with a fishing buddy and seed money earned from an earlier venture. They had ten employees. Fast forward to 2007: They recently hired their 180th employee; moved into a 46,000-square-foot, eco-friendly facility; and expect $26 million in sales.

Meadow seems to exemplify success, having steered his company through rapid, steady growth while preserving a set of core values to govern its corporate culture, customer relations and operations. So what's the problem? Why has he sought consultation with a psychoanalyst?
He's worried about how to grow still larger without losing the ethics and institutional values central to his vision. He fears, he says, becoming the "Big, Bad Sucky Company."

Beneath the characteristics typical of many successful people - an acquisitive, competitive personality, for example, or an unquenchable passion for challenges - is each one's unique history. That past influences the present in sometimes fantastic ways.

Consider the executive who spent her childhood being undermined by her father and then set into competition with her siblings. Today, her professional life is defined by this family dynamic: personal success implies another's loss, burdening her with guilt. Or look at the partner in a boutique financial services firm who was raised to believe that he should not want or ask for anything for himself. He may be perfectly suited to the culture of a firm that prides self-sacrifice - but still miserable, something none of his colleagues would detect because he learned early to conceal his emotions.

Meadow - who strikes me as an articulate, smart and level-headed businessman - has a firm grasp on corporate matters now, but he is aware that his job could one day outgrow him. (If need be, he says he's open to ceding the helm.) Meadow remembers feeling bored in high school. Here's a significant point: Rather than imploding, exploding or flunking out, he went to a guidance counselor. Another trait of enduringly successful individuals is the ability to recognize a need for help, and then get it.

Given that Meadow has been able to develop his company so well thus far, I wonder about his idiosyncratic ideas concerning "big" and "sucky." At what point does "big" make the transition to "too big"?

Issues from the past
Smirking over the sexual innuendo? You're on the right track. Trepidation about being "too much" - and the concern that it's dangerous or destructive, rather than positive - often has its roots in psychosexual development, and is linked to formative relationships and experiences.
Meadow shared with me an early memory of pushing his younger brother's stroller at a protest march about fair housing practices. Their father, a lawyer for a big-city, white-shoe firm, took part in liberal political causes and was president of a housing council that opposed economically and racially divisive urban policies. As a six-year-old in the 1960s, Meadow heard his father arguing on behalf of plaintiffs in a segregated busing issue. Later, his father pursued a case against the U.S. Department of Agriculture in a beef industry dispute.

In short, Meadow was deeply sensitized from a young age to social inequities, and had in his father a model of compassionate activism. His memories share the common theme of an aggressive, larger organization imposing itself unfairly or abusively on smaller prey.

These map precisely with his personal definitions of "sucky."

This child's word may provide a meaningful clue to the convoluted origins of his worry. Bigness past a certain threshold may have solidified as unacceptably counter to his family's values and ideals; greater success translates internally to Meadow as his becoming something his father would oppose.

Psychodynamically understood, a psychological sticking point is often operating as both itself and its functional opposite. This idea helps explain Meadow's dilemma: the potential roadblock - "being sucky" - is also an unconscious aspiration - "to be bigger."

So, how to proceed? Helping Meadow deal with institutional growth requires understanding his personal substructure - learning how his contemporary attitudes intersect with and become deformed or constrained by historic ones shaping the adult he became.

Business is often the field on which more intricate psychological issues play out. There are many ways for a successful company to expand without degrading key values and falling over an ethical ledge.

But for Meadow, making psychological peace with further growth requires defusing the fear that expansion inevitability brings with it a sudden descent into big-corporation "suckyness."

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11.09.2007

The Three Essential Keys to Successful Trading

By Larry Connors
Having been involved professionally with the financial markets since 1981, I've gotten the opportunity to see some great advances in the industry. The Dow was near 800 when I came out of Syracuse University in 1981, and shortly thereafter I joined Merrill Lynch in Boston. The daily volume on the NYSE was under 30 million shares at the time (hard to believe now), and the many futures and options vehicles that we trade today were years away from being developed.

The one constant that I've seen over the years, not only in my own trading, but in observing professionals in the industry, are the three following principles which are the backbone of all successful traders. These elements have not changed in more than two decades, and my strong belief is that they will not change for decades to come. Master these three key principles, and continue to improve upon them, and your chance of success will grow exponentially.

I'll refer to these principles as the Three Keys. The Three Keys are the backbone of all successful traders. What are the Three Keys? They are Edges, Protection, and Psychology. The more you improve upon the Three Keys, the greater your chances of success will be.

Over the coming weeks, I'm going to expand upon each of these Three Keys by releasing a free 12-part course, commencing the week of November 12. Each part of the course will include a sampling of our latest research, and teach you how it can be applied to your trading. As you progress through the course, your trading knowledge will be greatly enhanced.

Everyone is looking for an edge in the market place. In my opinion they exist, especially over the short-term. When prices get extended too far to the downside, they tend to snap back (this is known as reversion to the mean). The further they pullback, the larger they snap back. Is this true for every single pullback? No! But when we look at tens of thousands of pullbacks going back decades, you see a decided edge over the short-term. Meaning, these stocks tend to do better than an entire universe of stocks does over the same period of time. The more efficient you are at finding and quantifying these pullbacks, the better your chances of trading success are.

Many people believe that all they need to do is properly identify a time that an edge exists, and the money will flow from there. This scenario goes on all day long -everyone who goes on television or is quoted online or is in print believes the stock they are discussing has an edge. Maybe it does (though we strongly believe those edges should be quantified ahead of time -- otherwise in our opinion, it's "guessing," something we don't want to be doing when money is at stake). But as important as identifying when to enter with an edge is, you need to know when to exit. Edges usually exist for only short periods of time. Get out too soon, and you've diminished the edge. Hold the position too long, and the edge begins to disappear.

What is the key time to exit a position that has a "quantified edge?" We've found it's ideally 3-7 trading days. But, you can do better than this. Time exits are static, and we want to be dynamic (meaning we'll let price get us out, not time). So, what are some of the better ways to use price to exit trading positions? There are a few, but our favorites (which have been quantified) are crosses above the 5-day simple moving average (meaning once the stock closes above the 5-day SMA, you exit the next day). Another favorite that we developed a few years ago and still use is waiting for a stock's 2-period RSI to close above 70 (65-75 is a good range with 70 being in the middle). For each of these exits to occur, it means that the stock has rallied off its lows, and buying pressure has pushed prices higher. Depending on the entry edge, you can trade set-ups which have been profitable over 70% of the time going back more than a decade.

To summarize, the first key piece to successful trading is buying on pullbacks, which have shown a historical edge, and then exiting when prices rally to above their 5-day SMA or when the RSI closes above 70. The better you can do this, and the more often you can do this, the more likely you'll be successful.
Whenever anyone takes a position in a stock (and this includes any buyer of a stock), they are immediately faced with three types of risk. These risks are:

Market Risk
Sector Risk
Corporate Risk

Let's look at each individually, and learn what we can do to protect ourselves from these risks.

Market Risk
Market Risk is the risk that the overall stock market brings on a daily basis. Whatever causes the stock market to decline is a risk that is many times felt by the stocks we own. How many times have you seen your positions rise and fall in line with the market? This is especially true with such things as political risk, as we saw with 9/11, or economic risk, as we saw with the credit debacle in the summer of 2007. Whenever we buy a stock, we're at some type of risk to what the market does. And as happens quite often, as well as a company is doing, it means little if the overall market is plunging.

So, how do you protect from market risk? There are many ways but the simplest is to be short an equal amount of an index ETF. This means that if you are long $50,000 of stocks, you can lessen the market risk of that position by being short $50,000 of an index fund. If the market drops, the index fund will also drop making your short position profitable. The key with the hedge is to make sure you have stocks which have greater edges than the market! This means in the perfect world that your stocks will drop less than your index short does when the market declines, and your stocks will rise more than your hedge does when the market rises (this leads to the quest of creating the perfect hedge fund for yourself). In reality, you are buying insurance with the hedge. The goal is to get the most amount of protection for the least amount of money. If you can do this, you've gone a long way towards the goal of successfully trading your money year after year.

Sector Risk
Look at the top performing mutual funds each year. You will likely see they are concentrated in one sector (the money managers of those funds are considered brilliant by the press during these times). At the same time, look at the worst performing mutual funds for the year. You will again likely see they are concentrated in one sector (those money managers are considered dumb by the press during these same times). In reality, these managers are not brilliant, nor are they dumb. They are simply tied to the movement of the sector. If the sector rises, they make money and look smart. If the sector declines, they lose money and look not so smart. As the sector goes, they usually go.

The same holds true for trading. You are at sector risk (both good and bad depending on which side you're on) when you concentrate too much of your portfolio into any one sector. This fact became very apparent to me in the fall of 2006 when I saw one evening that we had approximately 60% of our holdings in oil and oil related stocks. We were over-concentrated in the stocks of one sector because the sector had pulled back, and a number of stocks pulled back within the sector, triggering numerous buy signals over a few days period of time.

How do you avoid that same scenario happening to you? The easiest way is to implement a sector rule. That rule can state that you will not put more than X% of your money in any one sector no matter how many buy signals are triggering. X% can mean 15% or 20% or 25%. You decide the comfort level. The goal is to protect yourself in case the entire sector goes down. By limiting your exposure to the sector, you have lessened your risk to the sector.

One more thing on this? Many sectors are related. For example, gold stocks and silver stocks may be considered different industries, but they are still metals and they are related. Know your sectors and understand the correlation between sectors. Again, the goal is to protect yourself from sector risk, and in order to lessen your risk, you want to limit your exposure to that sector.

Corporate Risk
What is corporate risk? It's the risk associated with owning a company. If a company does poorly, misses earnings, has accounting irregularities, etc., it all adds up to corporate risk. How do you protect yourself from corporate risk? Well, the bad news is that if you own a stock, you cannot eliminate corporate risk. And most people think that stops will help them, but that's not true when it comes to a company announcing negative news after the close, and then it gaps down 25% the next morning.

The best way to lessen corporate risk is through position sizing. This means that you limit the percentage of your portfolio to any one stock. I do not have the perfect answer as to what's too much or what's too little. But 50% in one stock is certainly too much. Getting down to 20% is more manageable, but it's still very aggressive. Depending upon your risk profile, 2-10% may be the correct answer. And, if you're unsure, stay with the lower percentages. Just know that you need to find more edges in order to make larger returns with smaller position size. This means that you will likely need many strategies with edges in order to get a large portion of money to work. But again, the goal is to lessen the risks, and position sizing is one of the better ways to lessen corporate risk.

Now that we've discussed Edges and Protection, let's now discuss the third key to successful trading, this is Psychology.

As many of us have learned, trading is a great game, but it's also a game that can take a lifetime to master. Not only do we need to be able to find edges and protect form the risks involved with those edges, we also must be able to execute day after day. Like athletes, our scorecard is available to see after each day. This scorecard not only reflects your profits and losses, but it also must reflect the amount of risk you had to take in order to achieve those returns. I'd rather do 15% in a year taking minimal risks than 100% in a year knowing that I could have blown up at any time (a lot of so called smart hedge funds painfully learned this lesson with their money and other people's money in the summer of 2007).

The biggest edges we've been able to identify and quantify occur when fear is at the greatest. Fear creates the unknown, and the unknown many times creates mis-pricing in securities. Usually this mis-pricing lasts for a very short period of time and then the prices revert back to the mean. Our job as traders is to systematically take advantage of these mis-pricings as they occur.

As easy as this may sound, it's more difficult to do in the real world. Many times the edges are not isolated, meaning that they don't happen for one day and then snap back. Markets will become oversold, we'll start scaling into positions and then the market will become even more oversold (that's the DNA of the market place). It's during these extreme times that the best edges exist. But unless you are fully protected or hedged, you'll likely have losses in the positions you bought earlier. With this in mind, the pain becomes even greater each day the market moves lower. In fact, many times, the pain becomes greater than the knowledge that this has historically been the best time to be buying.

In the summer of 2007, the media created a mass hysteria over the credit crisis. In fact, the building I worked from that summer faced the Goldman Sachs building. I was expecting to see them throwing traders out the windows as rumors were flying around that their main hedge fund was getting crushed (it was). But as bad as things were, it created incredible opportunities to be buying stocks which were grossly oversold and had statistical edges that we had never seen before. Had one had the strategies to take advantage of these opportunities, the only thing that stood in the way was to pull the trigger.

I'm fortunate to know many good traders who run funds, trading firms, and those who trade professionally for themselves. Many trade as we do, using reversion to the mean to identify short term edges and many then hedge these edges one way or another. A number of these traders had their biggest month in years in August 2007. The opportunities were there, and these guys executed. They felt the same fear as everyone else -- but they executed, and they won.

I also know of funds that did not execute. They too had the same edges as everyone else. But they didn't pull the trigger. For 26 years I've heard the same term used --they puked it up at the bottom. And as ugly of a term as that is, it's been a reality I've seen played over and over again. Smart, rational, highly educated individuals, allowing their emotions to overtake rational thinking, and allowing substantial losses to occur at the time that their biggest profits should have occurred. Trading is about putting together a plan, quantifying the edges, diversifying the edges (through multiple strategies) protecting those edges from market, sector and corporate risk and then executing. Everyone spends a lot of time looking for the edges. They spend less time on protecting the edges. And they spend the least amount of time on preparing themselves to execute those edges. Time spent on executing is usually the difference between the many that play this game as an expensive hobby and the few who play this game at the highest levels year after year.

In order to trade successfully every piece mentioned above has to come into play. As I said earlier, this is a lifelong process, with the goal being to achieve mastery. Achieve mastery, and the money will likely follow.

Philosophy
1. Goals of the course. Trading with "quantified edges", reversion to the mean, hedging, trading systematically, etc.
Edges
2. Shallow Pullbacks
3. Mid-level Pullbacks
4. Large Pullbacks
5. Combining the three levels of pullbacks to maximize edges. Buying on limit orders below the previous days low.
6. Exits
Protection
7. Stock market hedges (IWM, SPY, QQQQ & options)
8. Sector hedges/protection
9. Corporate protection
10. Different levels of hedging (1x1, 2x1, scaling down the hedge as the market becomes more oversold)
Psychology
11. Not taking trades, trading without quantified edges, over leverage, daily execution and the urge to lift the hedge.
Putting it all Together
12. Applying the Knowledge Everyday

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10.22.2007

TOP 10 VIDEO GAMES OF 2006

Madden NFL 07 (PS2) : 1.6 million copies sold

Kingdom of Hearts 2: 1.5 million copies

New Super Mario Bros: 1.4 million copies
Tom Clancy’s Ghost

Recon:Advanced Warfighter: 890,000 copies

Grand Theft Auto: Liberty City Stories: 810,000 copies

NCAA Football 07: 760,000

Brain Age: Train Your Brain in Minutes: 700,000

The Elder Scrolls IV: Oblivion: 670,000 copies

Fight Night Round: 620,000 copies
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10.15.2007

MORE BANKS IN NEPAL BUT LACK OF PROFESSIONALS

Four banks-Sunrise Bank, Bank of Asia, Country Development Bank, Kasthmandap Development Bank has started their operations from October 12. There are many banks and financial institutions in Nepal but access to banking service is only limited to 20 per cent people of the country. Banks are mushrooming in the urban areas. One of the best reasons behind this scenario is more profit in urban regions as compared to the rural.

Another one drawback is almost all big business house owns bank in the country. They handle bank’s day to day activities. Instead of operations by professionals the banks run by tycoon. They borrow loan from their own bank and do not settle up their accountability later on. Professionals lack the capital and hence the situation of banking sector is not vivid.

Due to increasing number of banks, there seems paucity of professionals at middle management level and upper management level. The new banks snatch professionals from other banks because there is lack of proper individuals who run the bank. People do not know their recruitment policy for other staffers too. They recruit their near and dear ones.

The Central Bank should also increase its supervisory capacity in this connection. This is one of the major challenges for Nepal Rastra Bank.
It is meaningless to say there are banks in the country as they are accessible merely to 20 per cent populace of the country.
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10.02.2007

ISO 22000

ISO 22000:2005 is the international standard on food safety management systems-requirements for any organization in the food chain published by the International organization for Standardization (ISO) in September 2005. ISO 22000 provides a number of advantages to improve food safety management systems.

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