Wednesday, July 7, 2010

Amazing animation !




 

 


 

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Just click on the picture above, click on play,  then  leave the mouse alone , sit back and enjoy a piece of creative brilliance. 

 

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Interesting Strategy in Retail Banking.........

Retail banking in America

A new dominion

Cracking the American market has proved beyond many 

foreign banks. Is Canada's TD different?

Hands up if you find this all a bit ridiculous

AT MOST banks, tellers who have been particularly helpful to a customer are content with a pat on the back from their manager. Star workers in the American branches of TD (for Toronto-Dominion) can expect a lot more. The bank's WOW! Department (yes, really), a jazzed-up version of internal communications, sends costume-clad teams from Alpha WOW! Omega, its "fraternity", to "surprise and delight" high performers in front of colleagues and (presumably bemused) customers, dishing out tokens that can be redeemed for TD-branded goodies.

Cringeworthy, perhaps. But TD, which touts itself as "America's Most Convenient Bank", takes service seriously. Its branches are open 50% longer than a typical rival's, including Sundays. It provides water bowls for clients' dogs, colouring books for their kids. Its ATMs offer stamps as well as cash. It eschews ropes for customer queues. "We don't want them to feel like sheep," says Mike Carbone, head of TD's branches in Philadelphia, whose staff, like everyone at the bank, are trained at its "university" in New Jersey. TD calls 800 customers a night to gauge their experience. All of this seems to work. JD Power, a research firm, ranks it top for customer service among large banks in America's mid-Atlantic region.

Toronto-based TD's big leap into the United States came two years ago. Seeking growth outside its mature, oligopolistic home market, it bought Commerce Bank, which had shaken up high-street banking in New York. It has continued to expand, using its strength—Canadian banks weathered the credit crisis relatively well—to buy several troubled banks in the south-east this year. This has brought its total investment in America to $18 billion and its east-coast network to nearly 1,300 outlets, 200 more than it has across Canada. Its latest deal made it a top-ten bank in Florida.

TD's speciality is sucking up deposits, a cheap and stable form of funding. Banks with more than 10% of the branches in a given local market typically garner a disproportionately large share of deposits. TD can do the same with only 5-6% of total branches because of its reputation for convenience, says Sherief Meleis of Novantas, a consultancy. It works hard to find the best locations, favouring former fast-food outlets, which tend to be in busy places and already have drive-throughs (for ATMs). In the densest parts of the network, TD has 50% more deposits than its share of branches would imply, claims Bharat Masrani, head of its American operations.

TD has various ruses for bringing in deposits. It has attracted thousands of new customers by placing penny arcades, which count change, in branches. Users get a slip which they must redeem for cash at the counter, giving tellers a chance to persuade them to open an account. TD has curried favour with savers by offering a scheme that pays $10 to children for every ten books they read and by supporting local sports teams. It recently launched a mascot, the imaginatively named "TD": a bit naff, maybe, but $128 billion of deposits is nothing to smirk at for a firm that was barely on America's retail-banking radar a few years ago.

Still, there are grounds for scepticism. Chief among them is the poor record of foreign banks, including some of TD's Canadian peers, on America's high street. TD's overall return on invested capital in America was 4.5% last year, half its target. Brad Smith, an analyst at Stonecap Securities, wonders whether the bank will return its cost of capital. "They say it is a once-in-a-generation opportunity," he says, "but we've seen this video many times."

TD points out that its operating returns (excluding goodwill and the like) are close to 20%. Ed Clark, its boss, argues that profitability will grow as loan losses fall. He also thinks TD can sell more products to each customer: its franchise is "thin" compared with cross-selling leaders such as Wells Fargo, he says. The bank's 45% stake in TD Ameritrade, a brokerage, could help.

TD's profits should also get a lift as it shifts from holding low-yielding securities to making (admittedly riskier) loans as the economy recovers. Currently it has 65 cents of loans for every dollar of deposits, compared with 90 cents or more for many peers. It has begun to close the gap: it was one of very few large banks to expand lending last year.

Like other retail banks, TD faces regulatory headwinds. Restrictions on overdraft and other fees will take $15 billion-19 billion of non-interest income out of the industry, reckons Mr Meleis. But deposit spreads should widen as rates rise, because banks can delay passing on some of the extra interest to savers. To make up for the lost revenue, banks will need to improve their deposit margins by only 0.3 percentage points, Mr Meleis calculates. The improvement needs to be even smaller at deposit-rich institutions such as TD.

And if rates stay lower than expected? Mr Clark admits it is a worry. So, too, is lending indiscipline, though TD has a thick conservative streak. It faces intensifying competition as the economy picks up. Its high-touch service model, though impressive, is not impossible to replicate (British bank customers will get something similar with the opening next month of Metro Bank, one of whose founders was the force behind Commerce Bank).

But TD is not about to turn tail. America has become hugely important to the bank, which Mr Clark describes these days as "a North American institution that just happens to have its headquarters in Canada." For better or worse, TD's future increasingly lies not in Ontario or Quebec, but somewhere between Maine and Florida.

Sudha Murthy on JRD (Old one)


This has been in circulation for a long time.....good one to read, if haven't already....

RSK




It was probably the April of 1974. Bangalore was getting warm and gulmohars were blooming at the IISc campus. I was the only girl in my postgraduate department and was staying at the ladies' hostel. Other girls were pursuing research in different departments of Science.

I was looking forward to going abroad to complete a doctorate in computer science. I had been offered scholarships from Universities in the US. I had not thought of taking up a job in India.

One day, while on the way to my hostel from our lecture-hall complex, I saw an advertisement on the notice board. It was a standard job-requirement notice from the famous automobile company Telco (now Tata Motors). It stated that the company required young, bright engineers, hardworking and with an excellent academic background, etc.

At the bottom was a small line: "Lady candidates need not apply."

I read it and was very upset. For the first time in my life I was up against gender discrimination.

Though I was not keen on taking up the job, I saw it as a challenge. I had done extremely well in academics, better than most of my male peers. Little did I know then that in real life academic excellence is not enough to be successful.

After reading the notice I went fuming to my room. I decided to inform the top most person in Telco's management about the injustice the company was perpetrating. I got a postcard and started to write, but there was a problem: I did not know who headed Telco.

I thought it must be one of the Tatas. I knew JRD Tata was the head of the Tata Group; I had seen his pictures in newspapers (actually, Sumant Moolgaokar was the company's chairman then) I took the card, addressed it to JRD and started writing. To this day I remember clearly what I wrote.

"The great Tatas have always been pioneers. They are the people who started the basic infrastructure industries in India, such as iron and steel, chemicals, textiles and locomotives. They have cared for higher education in India since 1900 and they were responsible for the establishment of the Indian Institute of Science. Fortunately, I study there. But I am surprised how a company such as Telco is discriminating on the basis of gender."

I posted the letter and forgot about it. Less than 10 days later, I received a telegram stating that I had to appear for an interview at Telco's Pune facility at the company's expense. I was taken aback by the telegram. My hostel mate told me I should use the opportunity to go to Pune free of cost and buy them the famous Pune saris for cheap! I collected Rs 30 each from everyone who wanted a sari. When I look back, I feel like laughing at the reasons for my going, but back then they seemed good enough to make the trip.

It was my first visit to Pune and I immediately fell in love with the city.

To this day it remains dear to me. I feel as much at home in Pune as I do in Hubli, my hometown. The place changed my life in so many ways. As directed, I went to Telco's Pimpri office for the interview.

There were six people on the panel and I realized then that this was serious business.

"This is the girl who wrote to JRD," I heard somebody whisper as soon as I entered the room. By then I knew for sure that I would not get the job. The realization abolished all fear from my mind, so I was rather cool while the interview was being conducted.

Even before the interview started, I reckoned the panel was biased, so I told them, rather impolitely, "I hope this is only a technical interview."

They were taken aback by my rudeness, and even today I am ashamed about my attitude. The panel asked me technical questions and I answered all of them.

Then an elderly gentleman with an affectionate voice told me, "Do you know why we said lady candidates need not apply? The reason is that we have never employed any ladies on the shop floor. This is not a co-ed college; this is a factory. When it comes to academics, you are a first ranker throughout. We appreciate that, but people like you should work in research laboratories."

I was a young girl from small-town Hubli. My world had been a limited place.

I did not know the ways of large corporate houses and their difficulties, so I answered, "But you must start somewhere, otherwise no woman will ever be able to work in your factories."

Finally, after a long interview, I was told I had been successful. So this was what the future had in store for me. Never had I thought I would take up a job in Pune. I met a shy young man from Karnataka there, we became good friends and we got married.

It was only after joining Telco that I realized who JRD was: the uncrowned king of Indian industry. Now I was scared, but I did not get to meet him till I was transferred to Bombay. One day I had to show some reports to Mr Moolgaokar, our chairman, who we all knew as SM. I was in his office on the first floor of Bombay House (the Tata headquarters) when, suddenly JRD walked in. That was the first time I saw "appro JRD".

Appro means "our" in Gujarati. This was the affectionate term by which people at Bombay House called him.

I was feeling very nervous, remembering my postcard episode. SM introduced me nicely, "Jeh (that's what his close associates called him), this young woman is an engineer and that too a postgraduate.

She is the first woman to work on the Telco shop floor." JRD looked at me. I was praying he would not ask me any questions about my interview (or the postcard that preceded it).

Thankfully, he didn't. Instead, he remarked. "It is nice that girls are getting into engineering in our country. By the way, what is your name?"

"When I joined Telco I was Sudha Kulkarni, Sir," I replied. "Now I am Sudha Murthy." He smiled and started a discussion with SM. As for me, I almost ran out of the room.

After that I used to see JRD on and off. He was the Tata Group chairman and I was merely an engineer. There was nothing that we had in common. I was in awe of him.

One day I was waiting for Murthy, my husband, to pick me up after office hours. To my surprise I saw JRD standing next to me. I did not know how to react. Yet again I started worrying about that postcard. Looking back, I realize JRD had forgotten about it. It must have been a small incident for him, but not so for me.

"Young lady, why are you here?" he asked. "Office time is over." I said, "Sir, I'm waiting for my husband to come and pick me up." JRD said, "It is getting dark and there's no one in the corridor."

"I'll wait with you till your husband comes."

I was quite used to waiting for Murthy, but having JRD waiting alongside made me extremely uncomfortable.

I was nervous. Out of the corner of my eye I looked at him. He wore a simple white pant and shirt. He was old, yet his face was glowing. There wasn't any air of superiority about him. I was thinking, "Look at this person. He is a chairman, a well-respected man in our country and he is waiting for the sake of an ordinary employee."

Then I saw Murthy and I rushed out. JRD called and said, "Young lady, tell your husband never to make his wife wait again."

In 1982 I had to resign from my job at Telco. I was reluctant to go, but I really did not have a choice. I was coming down the steps of Bombay House after wrapping up my final settlement when I saw JRD coming up. He was absorbed in thought. I wanted to say goodbye to him, so I stopped. He saw me and paused.

Gently, he said, "So what are you doing, Mrs Kulkarni?" (That was the way he always addressed me.). "Sir, I am leaving Telco."

"Where are you going?" he asked. "Pune, Sir. My husband is starting a company called Infosys and I'm shifting to Pune."

"Oh! And what will you do when you are successful."

"Sir, I don't know whether we will be successful."

"Never start with diffidence," he advised me. "Always start with confidence. When you are successful you must give back to society. Society gives us so much; we must reciprocate. I wish you all the best."

Then JRD continued walking up the stairs. I stood there for what seemed like a millennium. That was the last time I saw him alive.

Many years later I met Ratan Tata in the same Bombay House, occupying the chair JRD once did. I told him of my many sweet memories of working with Telco. Later, he wrote to me, "It was nice hearing about Jeh from you. The sad part is that he's not alive to see you today."

I consider JRD a great man because, despite being an extremely busy person, he valued one postcard written by a young girl seeking justice.

He must have received thousands of letters everyday. He could have thrown mine away, but he didn't do that. He respected the intentions of that unknown girl, who had neither influence nor money, and gave her an opportunity in his company. He did not merely give her a job; he changed her life and mindset forever.

Close to 50 per cent of the students in today's engineering colleges are girls. And there are women on the shop floor in many industry segments. I see these changes and I think of JRD. If at all time stops and asks me what I want from life, I would say I wish JRD were alive today to see how the company we started has grown. He would have enjoyed it wholeheartedly.

My love and respect for the House of Tata remains undiminished by the passage of time. I always looked up to JRD. I saw him as a role model for his simplicity, his generosity, his kindness and the care he took of his employees. Those blue eyes always reminded me of the sky; they had the same vastness and magnificence.

(Sudha Murthy is a widely published writer and chairperson of the Infosys Foundation involved in a number of social development initiatives. Infosys chairman Narayana Murthy is her husband.)

Article sourced from: Lasting Legacies (Tata Review- Special Commemorative Issue 2004), brought out by the house of Tatas to commemorate the 100th birth anniversary of JRD Tata on July 29, 2004.
 








Tuesday, July 6, 2010

Flustered Travellers ( Letters to the Editor, Economist)

Sir,

It was interesting to read about a new airport-security technology
that spots "suspicious individuals" ( "Peek-a-boo", June 12th). The
technology uses infra-red cameras to track "an increase of body
temperature, heart rate and breathing rate".Suspect individuals are
"ushered away for further questioning".

I read this after taking a plane with my kids and a lot of luggage (
comes with the kids),rushing around ( also comes with the kids) and
arguing with my wife ( comes with marriage). Airports should start
building bigger interrogation rooms.....

Simon Majoulet,
Paris

Monday, July 5, 2010

101 Ways to Save Environment and Live Green







 












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Saturday, July 3, 2010

CricTrivia




I was looking at an old scorecard and spotted that India made 201 in both innings in Sydney in 1980-81. How often has a side made the same total in both innings?



India did indeed make 201 in both innings against Australia in Sydney in 1980-81, which turns out to be one of nine occasions that this has happened in Tests. India have done it three times in total: they
scored 136 and 136 v Australia in Calcutta in 1956-57, and 407 and 407 for 9 (the highest repeat total) against Pakistan in 2004-05, also at
Eden Gardens - but the real specialists are New Zealand, who have achieved the feat four times, while Sri Lanka and Bangladesh have both
done it once.

Who has been Pakistan's most successful captain?


Going by matches won, in Tests it's Imran Khan and Javed Miandad, who were both in charge for 14 victories, ahead of Wasim Akram (12),
Inzamam-ul-Haq (11) and Waqar Younis (10). Miandad skippered in 34 Tests to Imran's 48, so his win percentage is better, although the
leader of those five is Waqar Younis, with 10 wins out of 17 or a 58.82% success rate. In one-day internationals it's the same quintet, but in a different order: Imran leads the way, with 75 victories (from 139 matches as captain), ahead of Akram (66 from 109), Inzamam (51 from 87), Waqar (37 from 62) and Miandad (26 from 62).


Koel sings at Sirpur Lake......