Posted on 2009 under Communications, News |
2
Sep
WWW.CMAI.ASIA
Press Release
Venugopal N Dhoot appointed Chairman CMAI
Ravi Sharma is Executive Chairman
CMAI announces new appointments
Communications and Manufacturing Association of India (www.cmai.asia) announced appointment of Sri Venugopal N Dhoot as its Chairman and Sri Ravi Sharma as its Executive Chairman .
CMAI, is a Telecom Industry Association working for the Telecom sector as a whole representing all stake holders including Operators , Manufacturers , Infrastructure providers and operators , System Integrators , Value Added Services providers etc. CMAI is the only association of its kind having an integrated approach and covering all segments and technologies related with Telecom Sector in India .
CMAI has signed more than 30 MOU with different countries and associations including associations in China, Japan, Korea, Taiwan, Canada, Singapore, Malaysia, South Africa, Slovakia, Uzbekistan, Morocco, France and with IEEE USA, CEA USA, CTO UK, IETE India, Cambridge Wireless UK and East of England UK.
On this occasion Mr. Dhoot said , ” India always needed a Telecom association , which represents all stakeholders of Indian Telecom Industry together and CMAI perfectly fits in that role . I feel honored in assuming the responsibility of CMAI Chairman . I am also happy to announce the appointment of Sri Ravi Sharma as Executive Chairman. We shall work together with all stake holders for further enhancing the image of Indian Telecom sector.”
E 24 SF, GK II Enclave, New Delhi 110048 : Tel:41638766 Website: www.cmai.asia Cell: +919811129879
About CMAI
Communications and Manufacturing Association of India (CMAI), a professional registered association, is involved in policy formulations with Government and other stake holders for technology innovations, indigenous manufacturing and communications sector and for policies concerning environmental, pollution and health. It cultivates generally good values in public and general awareness and protection in the field of health effects, synthetic and polluted environment and also the significance of natural environment and rural areas as a whole in an integrated way and manner and global peace. CMAI was actively involved in telecom policies for 3G, spectrum, licensing etc. CMAI provides a forum where telecommunications companies can unite to advance the industry’s concerns and provides exceptional value through advocacy and business opportunities, networking and continuous interaction with Government, Telecom operators and manufacturers and opinion makers.
CMAI Activities
CMAI organizes several events, delegations across telecom and IT sector. CMAI is the only association in India having more than 30 MOU with different countries and associations including IEEE USA , CEA USA , CTO UK , IETE India, Cambridge Wireless UK , East of England UK. CMAI also has MOU with associations in China , Japan , Korea , Taiwan , Canada , Singapore , Malaysia , South Africa , Slovakia , Uzbekistan , Morocco , France and various Indian associations.
Recently on 24th July, 2009 CMAI with Business World INFOCOM announced National Telecom Awards, 2009, which were presented by Sh. Gurudas Kamat, Hon’ble Minister of State for Communications and IT along with Dr JS Sarma, Chairman TRAI and Sh. Sidharth Behura, Secretary DOT. The program was attended by about 850 delegates.
CMAI regularly takes part in Exhibitions and trade delegations for Korea , Taiwan , China , Japan , Bangkok , Singapore , USA , and UK etc. CMAI offers complimentary exhibition space as also participation in delegations. CMAI is also publishing with IKBPF a monthly magazine in Korea Asia Pacific Business and Technology.
www.cmai.asia
Contact Details : NK Goyal , President CMAI
nkgoyals@yahoo.co.in, cmai.imf@gmail.com , +91 98 111 29879
Sri Venugopal N Dhoot
Shri Dhoot is Chairman of Videocon Industries Ltd. Mr. Dhoot is a renouned businessman and has held several positions in the Industry forums including ASSOCHAM , where Mr. Dhoot was president in year 2008.
Videocon is a conglomerate across the verticals of consumer electronics and home appliances, office automation, telecom, power, crude oil and natural gas. Videocon’s major breakthrough came when it received one of the first licenses to manufacture color televisions in India in the early 80′s. The company has now become the largest manufacturer of color picture tubes and CPT glasses in the world, with operations across Mexico , Italy , Poland , China and India .
Armed with an uncanny foresight and a global outlook, Mr. Dhoot has successfully acquired the color picture tube operations of the Thomson Group and the Indian operations of AB Electrolux, Sweden thereby enhancing its capabilities in both India and overseas. He has led Videocon to foray into exploration and production of Oil business in India and participated in a JV in the Ravva Oil Fields and recently acquired Brazil ‘s Encana Brazil Petroleo Limitada jointly with BPCL.
Mr. Dhoot has a vision to lead Videocon and make it a Fortune 500 company in the next five years. The company intends to launch its mobile services on pan India basis targeting large subscribers in the next four years. Videocon strategies to strengthen its focus in oil and natural gas and, is pursuing opportunities in Oman , Australia and Timor Sea near Indonesia .
With his passion to make a powerful social impact, Mr. Dhoot has established a charitable hospital specializing in cancer and heart surgery for the underprivileged people.
Sri Ravi Sharma
Ravi Sharma is an accomplished Professional having Over 10 years as CEO and a total of 25 years experience at policy as well as operational level with Telecom and Satellite Industry in India and Asia . He is Founder & CEO of Phi Televentures with an objective to be “Angel Partners” of MNCs , VCs and PEs in India .
Ravi had held various responsibilities in sales, corporate strategy, customer support, project, business development and general management before becoming one of the youngest CEOs of Telecom MNC in India at the age of 37 years.
Before founding Phi Televentures , Ravi was CEO of Datacom, a company having pan India license to Operate GSM services.
Prior to Datacom , as CEO of Alcatel-Lucent in South Asia, Ravi was instrumental in turning around the company and achieving over 20 times business growth in 4 years thus making it one of the largest equipment suppliers in India .
Ravi has also worked with Europe *Star – A satellite JV of Alcatel and Loral, BT and UB Group. From starting up a new Indian company (The UB Group’s Telecom venture) to starting up Indian operations of MNCs (BT and Europe*Star) and from Joint Venture creation(UB Goldmine, Bharti BT and Alcatel’s Wimax JV) to turnaround of a company (Alcatel South Asia), Ravi has worked with entire spectrum of Telecom and Broadcasting spectrum .
An IIT alumnus with a Masters in Business Administration, Ravi has also been a state level Sportsman (Badminton), key member of Dramatics team at University, Student Editor of University Magazine and a TV presenter of a National TV channel.
Regards
N K Goyal
President Communications & Manufacturing Association of India (CMAI)
Member Governing Council, Telecom Equipment & Services Export Promotion Council, Govt. of India
Director NFL National Fertilizers Ltd., Govt. of India
Chairman India Trade Promotion Services, Dubai UAE
Chairman Emeritus, TEMA
Posted on 2009 under Communications, News |
2
Sep
The current economic climate calls for a new approach to outsourcing relationships
Study commissioned by Logica and the London School of Economics (LSE)
- identifies the need for behavioral and contractual step changes in outsourcing relationships that move towards a shared risk and reward approach
- stresses the importance of collaborative leadership to enable innovation and business value add
- warns companies of failure to build their business for the future if the focus is solely on cost cutting/cost efficiency measures
- identifies ‘collaborative innovation’ as the new wave in outsourcing
02 September, 2009: Logica, a leading IT and business services provider, today announced the findings of an extensive study conducted in partnership with LSE’s Outsourcing Unit on outsourcing relationships entitled ‘Step change – Collaborating to Innovate’. The study calls for a sustainable change in the way businesses interact with the external services market to enable them to move their relationships from contract administration and outsourcing management to a new phase of collaborative leadership. The paper underlines the importance of new forms of contracting – contracts that share risk and reward in ways that incent innovation, collaboration and high performance to achieve common goals – as the key to success. When collaborative innovation plays a key role in outsourcing relationships, businesses truly leverage IT as a competitive advantage.
The paper draws its key findings from in-depth interactions with businesses across a spectrum of industries including companies such as Michelin, Spring Global Mail, Heathrow Terminal 5,(BAA), KPN and StatoilHydro among others. The paper classifies outsourcing relationships into four phases – contract administration, contract management, supplier management and collaborative innovation. Businesses in the fourth phase of collaborative innovation are positioned best to ride out the economic recession with the ability to build their businesses for the future.
Companies today expect more from their partners and suppliers. As Piet Koetsier, Manager, Business Process Outsourcing at KPN says “A pro-active partner is aligned in thinking with you and comes up with new ideas and innovation. They think for me.” The paper sets examples of how relationships are changing and the impact collaborative relationships have on performance.
Commenting on the importance of collaborative innovation, Kate Hanaghan, senior analyst, Bathwick group*, says, “Innovation has to be a joint effort as true innovation demands a proactive, timely and effective service to customers. There need to be processes in place that bring suppliers and customer teams together. Simply assuming or hoping that this will happen of its own accord is not enough. Collaborative leadership that leads to innovation has to be a conscious effort. This research paper will help guide companies and suppliers think of different ways to bring innovation to the forefront.”
The change in expectations from partner/supplier relationships is clearly outlined by Pascal Zammit, in 2008 Michelin’s head of business solutions, “We want our suppliers to jointly create a ‘polar star’ for us.” Michelin embarked on a CRM project in the fleet management area. Logica was part of the co-management of the project showcasing a relatively new way of working with collaborative leadership. Michelin showed leadership in its sourcing strategy by deciding on multiple vendors but experimented with the co-managed route with each of its partners for the implementation of the project. The case study clearly outlines how Michelin used collaborative leadership with its partners to ensure success of the project, highlighting a robust organisation and governance structure.
The paper concludes with four fundamental shapers and components for effective collaborative innovation – Leading, Contracting, Organising and Behaving. Of these, Leadership is primary and plays a vital role in shaping the environment to facilitate right contracting, organising and behaving.
Abhay Gupte, CEO, Logica India, says “While the debate rages around innovation, outsourcing and collaboration, this paper helps businesses decide the best way forward for them. It’s becoming increasingly crucial for organisations to work together, combining skill sets and sharing risks in order to stay competitive, thrive and build robust innovative businesses of the future. We do hope that this paper will motivate businesses to relook at the components that shape their outsourcing relationships.”
Professor Leslie Willcocks, Director of the Outsourcing Unit, LSE and lead author of the paper, said, “The findings of this paper are a culmination of our new research and further analysis of our database representing 17 years of combined research into over 1600 organisations. In the last four years we have seen an increasing number of mature outsourcing relationships capable of achieving technological, business process and even strategic innovations. Moreover the economic environment forces people to work together and we are seeing some organisations with the right type of leadership, contracting relationship, teaming and behaviours, achieving with their suppliers a positive and lasting impact on performance. Collaborative innovation is outsourcing’s new wave.”
To download the full white paper, visit: http://www.logica.com/outsourcingenterprise. To view a video of the authors explaining the findings of the paper, please visit < insert Logica TV>
* The Bathwick Group, founded in 1997, researches how businesses actually buy and apply IT to their business, how they innovate using technology, and how IT is supporting changes in market and organisational models.
Notes to Editors
The Outsourcing Enterprise series
This research paper is the fifth to be released as part of The Outsourcing Enterprise series of white papers targeted at CEOs that draw on a series of interrelated research studies conducted by Professor Leslie Willcocks and his co-authors – all leading authors on outsourcing. The findings are sourced from over 1600 organisations located throughout Europe, the USA and Asia along with ongoing, unpublished research. The Outsourcing Enterprise series, sponsored by Logica, provides leading edge thinking from the perspective of the Chief Executive and suggests the nature of the involvement the CEO should have, as well as those issues which should be considered in order to ensure the success of an IT or business process outsourcing decision. The four previous white papers in this series are:
1. “ Building core retained capabilities”, published November 2007
2. “The CEO role in delivering strategic advantage”, published July 2005
3. “The power of relationships”, published November 2005.
4. “The CEO guide to selecting effective suppliers”, published September 2006
These papers can be viewed on www.logica.com/outsourcingenterprise along with the special edition ‘Outsourcing in Difficult times’ released in April, 2009
About the authors
Professor Leslie Willcocks
Leslie Willcocks has an international reputation for his research and advisory work on outsourcing, information and communications technologies and organisational change. He is Professor of Technology Work and Globalisation and Head of the Information Systems and Innovation Group at the London School of Economics and Political Science UK. He is also Associate Fellow at Templeton College, Oxford, Visiting Professor at Erasmus and Melbourne Universities, and Editor-in-Chief of the Journal of Information Technology.
Andrew S. Craig
Andrew S. Craig heads the IT leadership and governance stream of Carig Ltd and is also a director of Board Coaching Ltd. In addition to coaching he teaches at Ashridge and Warwick business schools on leadership and is a visiting Senior Research Fellow at the LSE. Current assignments include coaching the CEO of a FTSE-250 leisure company and working with the Board. He is also working with individuals and teams in the Defence Procurement Agency, Balfour Beatty, HSBC and finance and fund management companies.
About Logica
Logica is a leading IT and business services company, employing 40,000 people. It provides business consulting, systems integration, and IT and business process outsourcing services. Logica works closely with its customers to release their potential – enabling change that increases their efficiency, accelerates growth and manages risk. It applies its deep industry knowledge, technical excellence and global delivery expertise to help its customers build leadership positions in their markets. Logica is listed on both the London Stock Exchange and Euronext (Amsterdam) (LSE: LOG; Euronext: LOG). More information is available at www.logica.com.
Press Contacts:
Sabrina Mukund
Communication Manager- Logica
+91 96633 81233;
mukund.sabrina@logica.com
Tanuja Singh
Genesis Burson-Marsteller
+91 99863 62428
tanuja.singh@bm.com
Warm regards,
Susan John
Genesis Burson-Marsteller
THE HOLMES REPORT, 2008 CONSULTANCY OF THE YEAR
Shubaram Complex | No.144 & 144/1 | Mahatma Gandhi Road | Bangalore 560 001, Karnataka, India, Website: www.genesisbm.in
Email: susan.john@bm.com Mobile: +91 99160 67278 | Tel PBX: + 91 80 4417-4501 Extn. 108 | Fax: + 91 80 2558 9125 [Please note change in numbers]
Disclaimer: The information in this email is confidential and may be legally privileged. It is intended solely for the addressee and others authorised to receive it. If you are not the intended recipient, any disclosure, copying, distribution or action taken in reliance on its contents is prohibited and may be unlawful.
Posted on 2009 under Communications, News |
2
Sep
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Successful EPC Contracting in India – Addressing Fiscal and Legal Challenges
3 Day Advanced Certification Course | November 5, 6 and 7, 2009, Mumbai. India
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Infraline in association with its Knowledge Partners, BMR Advisors and Trilegal are organizing yet another Workshop on ‘Successful EPC Contracting – Fiscal & Legal Challenges’, in Mumbai on 5th, 6th and 7th of November, 2009.
This would be the 6th such workshop in the series of highly acclaimed and successful events held since 2005 across the country. The workshop would be lead by renowned Tax and Legal experts viz Mr Sujit Ghosh, Partner BMR Advisors & Head of Infrastructure Practice (core competence Indirect taxes), Mr Gokul Chaudhri, Partner BMR Advisors and Head of Energy Practice (core competence Corporate Taxes) and Mr Akshay Jaitley, Founding Partner at Trilegal (core competence legal documentation of EPC contacts).
Unlike other years, the present workshop would aim to deliberate entirely on controversial Fiscal and Legal issues that are being increasingly witnessed by the Industry. While we are in the midst of finalizing the course content, an indicative list of some of the issues, that the Faculty would seek to address are as follows:
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Analysis and impact of the recent judgments denying benefit to In-transit Sales (i.e. E1 E2 sales) on grounds of the sale being “Pre-determined” (refer decision in the case of A&G projects) & possible solutions to overcome the same.
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Deliberations on the recent L&T decision (that ruled against plurality of works contract tax in a subcontractor-main contractor – project owner supply chain), its impact and implementation across the country.
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Controversy surrounding treatment of Civil Material for Customs duty purposes under Project Imports and other beneficial exemption notifications for Power Projects etc.
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Excise duty exemption to supplies under International Competitive Bidding and controversies surrounding such transactions including those under Cenvat Credit Rules.
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Controversies surrounding availability of Cenvat Credit on construction material used in construction of immovable property, where the immovable property is further used in rendering taxable output services.
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Controversy surrounding availability of Cenvat Credit, to the Project Owner, on goods consigned to site (by the Original Equipment Manufacturer on behalf of the Contractor), where the Contractor avails benefit of Notification Number 12/2003 (which permits deduction of value of material without facility of Cenvat Credit).
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Controversy surrounding attempt by Revenue to add the value of Free of Cost material (supplied by Project Owner), in computing the service tax base for Contractors availing 67 % abatement under Commercial and Industrial Construction Services & E&C Services (pre Finance Bill 2010 era & Post Finance Bill 2010 era).
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Interpretation and Implications of the recent amendment to the Works Contract Service Composition Scheme that proposes to levy tax on Free of Cost material, whether supplied under any other contract for a consideration or otherwise.
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Classification of the turnkey contracts for service tax purposes, in keeping with the arbitrage in the rate of tax, availability of Cenvat Credit on inputs and Composition Scheme.
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Implications of the amendment to the definition of “inputs” in the Cenvat Credit laws (which now excludes cement, angles, channels, CTD, TMT used for construction of factory shed, building or laying of foundation or making of structures for support of capital goods) in so far as Service providers (i.e. Turnkey contractors) are concerned.
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Controversies under VAT surrounding Interstate and Imported supplies made under turnkey contracts.
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Demystifying Deemed Export Benefits for Non Mega, Mega and Ultra Mega Power Projects.
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Controversy arising owing to withdrawal of instruction 1829 by the CBDT and whether it would hence forth enhance the risk of creation and taxation as Association of Person in consortium contracting.
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Addressing the challenges of withholding tax under turnkey contracts, post the judicial decision in respect of Ansaldo.
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Controversy surrounding attribution of offshore supplies to permanent establishment created for installation and commissioning in India.
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Impact of transfer pricing provisions for international transactions between group companies involved in executing EPC contracts on an integrated basis.
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Continuing controversy with regard to taxability of designs and drawing owing to distinguishing judicial decisions.
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New Government of India (“GoI”) guidelines for bidding for infrastructure projects on the PPP model, including CAG audit, consortium formation and conflicts of interest and procedure.
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Liquidated damages – when do they become penalties, LDs for milestone payments, structuring LDs as discounts, claiming LDs under split EPC contracts.
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Indemnities and limitation of liability and commonly accepted exceptions to capped liabilities.
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Bank guarantees – how to draft appropriate and enforceable guarantees, status of guarantees on amendment of underlying contracts etc.
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Recent trends in arbitration – an analysis of some recent case law, including jurisdiction of courts and grounds for challenge of an arbitral award.
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Goods & Service Tax 2010 – the challenges ahead and what it means to the Infrastructure and Energy Industry.
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Overview of the New Income Tax Code and what it means to the Infrastructure and Energy Industry.
In addition, the high-point of the event would be a simulation of real-life EPC contract bid planning and presentation (from fiscal and legal perspective only), involving interactive role played by (bidding teams comprising the participants) for the entire duration of Day 3 of the program . The objective of the interactive case studies would be to enable application of the understanding and knowledge gained at the workshop in preparation and delivery of an effective bid/implementation of a project, in a simulated environment. The group dynamics involved in the bid preparation and the subsequent presentation of the bid by the selected bidding team would help participants gain a practical insight on construction and evaluation of a successful EPC bid.
While we are in the process of preparing the detailed course agenda, you may consider blocking your diaries in advance. We look forward to your patronage.
For further details please contact:
Pryas Jain
Manager – Conferences
Infraline Energy Research & Information Services
pryas@infraline.com
Tel: +91-11-6625 0007
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Posted on 2009 under Communications, News |
1
Sep
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"EFFECTIVE PHARMACEUTICAL PRODUCT MANAGEMENT TO MAXIMIZE THE PROFITS IN NEW CHALLENGING ENVIRONMENT"
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About the workshop
Pharmaceutical companies had to navigate a challenging and rapidly changing environment, in which physicians, patients, payers and regulators are creating significant pressures for change.
To combat the fresh challenges Product managers need to have the willingness to embrace a fundamentally new approach to their business with a bold new vision and strategy to maximize the Profit.
The Workshop on "Effective pharmaceutical product management to maximize the profits in new challenging environment" provides a comprehensive review of how to build a sustainable competitive advantage for growing product and maximize the revenue.
The program concentrates on
- Properly determine and understand your brands market
- Patient flows and patient based market definition
- Segmenting the market and prioritizing segments
- Case Study on Effective Brand positioning and the benefits of branding pharmaceutical drugs
- Strategies and tactics in "Red Ocean Markets"
- Group Work: Designing the Marketing Mix in a "Red Ocean " market
- Strategies and tactics in "Blue Ocean Markets"
- Group Work : Innovative Marketing Mix designed in a "Blue Ocean" Markets
- CRM and its importance in Building Brands.
- Web 2.0 in Pharma
- Value based Marketing
- Framing unique strategies in building mega brands.
- Coining Catchy Brand names.
- Brand Plan
- Designing the Marketing Mix
- Developing the brand equity in "Red Ocean" competitive markets
- Customer Value Analysis
- Innovative Brand Strategy
- The Segmentation Process
- Innovative Brand Positioning
- Creating Innovative Market research
- Market Insight
- Role of marketing in pharmaceuticals
- innovative market driven culture
Outcomes
Deeper understanding of the Product Management of the specialty they are into. An increased level of contribution to the business they are working on. The workshop will educates attendees on newer perspectives on customers, organizations and long term brand building techniques. Provides advanced insights, frameworks and strategies for strengthening brands and capturing the value of brands within competitive markets. Group discussions contribute to vibrant and dynamic interactive sessions, resulting in increased knowledge gain. Case studies add further impetus to marketing strategies and perceived plans of action.
Who can attend?
Product executives, Product managers & Marketing professional in Middle Management who would like to shape a successful career in marketing and contribute towards the corporate growth.
Facilitator :
S.Sathish Kumar
Chief Trainer & Consultant.
Trainer and facilitator specializing in brand and personal transformation. Sathish is the Managing Director of Pariksith Pharma House Pvt Ltd with more than a decade of experience in the industry. His professional qualification includes B.Pharm, M.B.A, PGDBI. He is also certified Internationally in Pharmaceutical Product Management.
He is a consultant and trainer for various domestic and international clients including Europe and South East Asian countries. His background is as a consultant includes industries like Pharmaceuticals, Biotech, Bioinformatics, FMCG, IT and Textiles.
He has been conferred a prestigious RASTRIYA RATTAN AWARD the year 2009 for his individual outstanding performance in the industry and his contribution towards the nations growth.
Program Details:
Workshop dates: 26th and 27th September 09
Time: 9am-6pm (Candidates are expected to be in the venue by 8.30am on 26th of September)
Venue:Hotel Le Royal Meridian. 1 GST Road · St Thomas Mount · Chennai, Tamil Nadu 600 016 · India
Dress Code: Business Casuals.
Learning Investment:
Regular Course fee is Rs.19990 per person
Corporate / Group Offer for 2 or more person is Rs. 14990 per person
Please confirm the registration. The payment should be made through Cash or D.D drawn in favour of Pariksith Pharma House Pvt. Ltd.
Cancellation Policy:
Registrations canceled are transferable to another individual or transferable to another course at a later date and are non-refundable.
Contact:
N.Praveen,
Online Marketing Executive,
Cell:9600045012/99401 86385
Landphone:44 45576935
www.pariksith.com
services.pariksith@gmail.com
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77/14, KANNAGI STREET, ANNA NEDUM PATHAI -MARKET, CHOOLAIMEDU, CHENNAI-600 094. INDIA. LANDMARK: SPENCERS, NELSON MANICKAM ROAD,
(0.5 Km from Kodambakkam & Nungambakkam Railway station)
Mobile No. 91- 9940186385. Landline No. 91-44-4557 6935
Email:services.pariksith@gmail.com
PARIKSITH
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