Wednesday, October 18, 2006

>Ghasso Ghasso for Success

To get sucess..
Its not the inborn talent,
its not the parental genes,
its not even the protein biscuit you ate as a child..!!

its soemthing else.. Its Ghaste Raho... read here... What it takes to be great

Tuesday, October 17, 2006

India Inc nets US$ 330.5 million in carbon trading

India Inc nets US$ 330.5 million in carbon trading

Green planet in the long run. Greener balance sheets in the short term. If the initial momentum of revenues netted from carbon trading projects is anything to go by, India Inc could net some serious money from it.

This momentum is expected to increase with large PSUs like ONGC, IOC, SAIL now getting ready to launch large projects in this area. “PSUs with their scale should provide a significant impetus to this movement in India,” says Sudipta Das, partner, Ernst & Young India.

Over the last one year, Indian companies have already netted Rs 1,500 crore in carbon trading revenues, according to estimates available with accounting firm Ernst & Young. The value of the accumulated stock of carbon emission reduction (CER) units in India is estimated at approximately Rs 4,500 crore. Only China and Brazil are ahead of India at this point of time in accumulating CERs.

A CER is just like a dollar as far as carbon trading markets are concerned, the basic unit of trading. Each time a company, through its actions like using lesser or cleaner fuel, reduces the emission of one tonne of carbon dioxide, it accumulates a CER. It can then sell this CER for a price — e12 per CER at the moment — to another company in another part of the world that might want to reduce the emissions, but is unable to do so for some reason.

In India, companies like Tamilnadu Newsprint and Paper Ltd and Gujarat Flurochemicals have taken a lead in developing projects to reduce emissions and accumulate CERs. A project — called a clean development mechanism (CDM) project in enviro-speak — in this context can be something as simple as planting more trees to something more complex such as adopting a new manufacturing process or a waste-disposal process.

The trouble is that such projects are not easy to set up. “The process of getting the approvals, registration and then implementation is a very rigorous one,” says Mr Das. Getting the senior management to back such projects is also quite difficult.

On an average a project can cost anywhere from Rs 10 lakh to Rs 40 lakh. To get approvals, such projects should at least deliver more than what it costs the company to raise funds for its own use. “With the CDM benefits becoming apparent and significant, we are witnessing a large number of companies undertaking investments in emission reduction projects,” says Bharti Gupta Ramola, executive director, PriceWaterhouseCoopers.

Consider the case of ONGC. In another week or so it should get necessary approvals to launch 14 projects that will bring it a sackful of CERs in the future. “These projects will do away with the gas flaring, increase energy efficiency and increase waste heat recovery,” says AB Chakraborty, GM, alternate energy & carbon credit, ONGC. Now, ONGC believes it will be able to generate a return of 12% as these projects start functioning through cost savings, not counting any money that comes through selling the CERs that these projects will generate. But ONGC’s cost of funds is 14.5%. So, on the face of it the project delivers less return than ONGC needs.

Things begin to look better once the CDM revenues get factored in. “We expect to generate close to six million CERs over a period of 10 years once the projects are implemented,” says Mr Chakraborty. Using the prevailing price of Rs 720 per CER, ONGC stands to make Rs 432 crore over 10 years.

Once this cash inflow gets factored in, the project return clears the target rate of return and becomes easy for the company to justify it to the shareholders. No wonder then that ONGC has already identified 18 more projects to start once the first 14 get underway. IOC too has identified five to six projects to kickstart its programme. SAIL is said to be in the process of identifying projects that it can start.

Sunday, October 08, 2006

>History's Hidden Engine

About the film

History's Hidden Engine is the result of more than three years of research and creativity by filmmaker David Moore. Moore traveled North America to capture the insights of 17 brilliant minds, then wove them into this film. In just 59 minutes and with the help of pop songs, news footage and cultural images that are familiar to everyone, this documentary shows how social mood drives trends in movies, music, fashion, finance, economics, politics, the media and war.

To watch the video click here

Also explore the following links


Segment 1: Fashion, Movies

Segment 2: Music, Elliott

Segment 3: Applying Elliott Forecasting

Segment 4: Hypothesis Applied

Segment 5: Spiral/Fibonacci, Herding

Segment 6: The Big Picture


Sunday, October 01, 2006

Free Online Demonstration of Charting/Trading System

Hello Friends

Over time I have received lot of request from people for demo of trading systems.

Our Team has planned a free online demo of charting/trading system.
for all members of AIII group on friday (6th Oct).
Time is from 6 pm - 9 pm.

We shall do in groups of 5-6 people and each session would last for some 20-30 min.

Our engineers would give a demo on:
1. Using Ami for charting and EagleEye for live data.
2. How to see charts in various time frames and what this means.
3. How to use some simple indicator system like MACD and RSI
4. 5 min question answer session.

Who can make use of this free opportunity.
1. If you have not used any charting system earlier.
2. If you have used something But were not satisfied with it.
3. Would like to see Live Streaming Data for real time tarding.

To enrol for this small Free Demonstration program kindly
1. add yahoo id to your yahoo messenger:
2. send an email only to with subject as: Free Demo

Note: Kind send email only to the mentioned id with the subject as mentioned.

1. You need windows 2000 or Windows XP.
2. Yahoo messenger and yahoo id.
3. High speed net connectivity. 128K or more.
4. Speaker and Mike. (if you dont have one purchase one)

Rajeev Mundra
EagleEye TradeTech
+91 98608 51052

>A Simple Lesson from Buffett

A Simple Lesson from Buffett
By Seth Jayson (TMF Bent)

The starting gun
Imagine you're a sprinter, looking for an edge in your race. Imagine Nike designs a miracle shoe that can shave a full second off your 400-meter time. And it's a bargain at $150 a pair! How many races will you win next year owing to this great technological advance? Five?
Ten? As many as you enter?

How about zero?

That's the correct answer, because if this shoe can shave a second off your time, it can do the same for your competitors. And you can bet that everyone will pony up the $150.

Warren Buffett, track star?
What's that got to do with the Oracle of Omaha? Well, as Jeremy Siegel explained in The Future for Investors, the Berkshire Hathaway we know today owes its existence to Buffett's recognition of this important concept, which economists might call the "fallacy of composition" or
"the paradox of thrift."

Early on at Berkshire -- which was a fabric mill, for those who aren't familiar with ancient history -- Buffett's managers would bring him well-conceived plans for upgrading processes, machinery, you name it.
These would, on paper at least, save the plant a lot of money, meaning bigger potential profits for the firm.

But Buffett soon realized that such capital expenditures were wasted:
These advances were also available to every other fabric mill out there. That meant investing in such upgrades would benefit none of the manufacturers; with everyone generating similar cost savings and passing them onto the customers to try to boost sales, the only likely
beneficiaries would be ... the customers!

To make the most of a tight situation, Buffett morphed Berkshire into an investment-driven holding company, and the rest, as we say, is history.

Simple lesson for value
The fallacy of composition is a particularly important concept for budding value investors, because so many of the rebound and turnaround stories out there hinge on comeback plans. When the chips are down, firms often aim to improve, restructuring themselves to embrace "best practices" whose benefits are fleeting, if not already gone.

I recently noted that General Motors (NYSE: GM) was looking to streamline its part-sourcing strategies to be more like Toyota's (NYSE: TM). While that might plug a couple of holes in GM's leaky boat, by now you probably realize that it won't offer any long-term competitive advantage. GM is already late to the game, and you can bet troubled Ford (NYSE: F) will be making the same efforts.

Even market-beating best practices can, over time, succumb to this inevitable process. I think much of the trouble plaguing Dell (Nasdaq: DELL) derives from the erosion of one of its main competitive advantages. Other computer companies, including Apple (Nasdaq: AAPL), Hewlett-Packard (NYSE: HPQ), and even Chinese competitors, have caught up on lean manufacturing, which adds profit-sapping pricing pressure.

That's not to say that Dell might not be a bargain anyway -- my colleagues at Motley Fool Inside Value believe it is. It does mean that an estimate of Dell's worth needs to consider the erosion of past competitive advantages.

At the Foolish finish line...
Decades of studies prove that buying stocks from the bargain bin is the best way to outperform the market. But identifying real bargains among potential values demands that we pay close attention to basic and -- yes -- boring concepts like the fallacy of composition. Think that flashy new customer-relationship-management system is going to turn the tide? Better find out if the competition is doing the same thing.