Sunday, December 31, 2006
As salamu alaikum.
First ,let me wish you and your family a happy Eid.
sir, i am looking for persons or companies who is interested to become my franchisee. Sir, the most right thing will be if you form a company yourself with or without partners. Partners are required when the investment is big.But in a scope of work like us, you need not have too much cash in hand.
kindly read my blog for ideas
What is a franchise http://saleemindia.blogspot.com/2006/12/what-is-franchise-written-by-rajeev.html
now thinking that you will start a company of your own and market the products of envo, how will you market these products without incurring too much expenditure...
this is a to do list for marketing...
1) Contact pollution control board .Give them your company profile(ENVO PROFILE) , your personal biodata personally.You will have to meet them personally.
2) Contact bussiness houses directly by sending Envo Profile through Post or email.Use yellow pages to find out addresses of Industries.
3)Contact Builder groups, Architects,Plumbing Firms by sending Envo Profile through e-mail or Post or personal visit.
4) Activate your own contacts, friends, relatives .
So, the first thing you need for marketing
1) Your visting Card
2) Envo Company Profile (Which is attached alongwith this letter)
3)Initial investement for Posting letters and email.
4)Mobile phone bill
I hope I have given you a fair Idea how to start your own lil venture with me...
Lemme know how can I help you further.
Sunday, December 24, 2006
Barkha Shah | June 09, 2005
The TiE-ISB Connect participation fee is Rs 500. To participate, contact: TiE Hyderabad, B-Block, 3rd Floor, Kanthi Sikhara Building, Somajiguda, Hyderabad - 500082. Tel: 91-40-23416603/05 Fax: 91-40-23416601 www.tiehyderabad.org. Or, ISB, Gachibowli, Hyderabad - 500019. Tel: 91-40-23187008 Fax: 91-40-23007046 www.isb.edu Registration form can be downloaded from both these sites.
An innovator's dos & don'ts
Manuel Torres, a pioneering Spanish designer, has spent 30 years solving manufacturing problems for the aeronautics industry, but his latest brainchild is his proudest achievement yet: a desalination plant, powered by wind energy, capable of providing clean water without polluting the environment. He reveals his mantras to Leslie Crawford of Financial Times:
Do invent -- don't copy
Own your technology
Do diversify by adapting the technologies that you have mastered to new industries in order to reduce dependence on just one sector
Don't consider entering a business that is being done well. Look for industries in crisis: they are prime targets for companies that can offer innovative solutions. Remember that renaissance always follows a period of decline
Don't be intimidated by "experts" in an industry. Experts often cannot see the wood for the trees. Success breeds complacency and "closed professional niches", both of which are bad for business. An outsider often sees more clearly what is not working and what can be improved
Manu AB in Mumbai
Must haves for entrepreneurs:
Determination to succeed
A good mentor
Accept failure as the stepping stone to success
Belief in oneself
Passion and commitment
During the Great Depression, Colonel Harland Sanders started selling fried chicken in the little town of Corbin, Kentucky, on the road to Florida. He is said to have used 11 herbs and spices in a secret recipe that gave the chicken its distinctive taste. Sanders' fare gained fame and Corbin was a routine stop en route to Florida till a new highway bypassed it. That's when the colonel shut shop and tried selling his chicken to restaurant owners.
In 1952, Pete Harman of South Salt Lake, Utah, signed an agreement to sell Sanders' chicken and pay him five cents for each piece sold. The eatery was called Kentucky Fried Chicken. It was the world's first franchise. While Sanders was sharing proprietory knowledge and reputation with Harman for a fee, the latter was running the business on Sanders' behalf. And that is the essence of a franchise even today.
Why a franchise?
The simple answer is to mitigate risk. "The franchiser can expand its reach by investing almost no money and capital, while the franchisee is almost sure of success as he is working in a tested area," says C Y Pal, president, Franchising Association of India, an industry body.
A US Department of Commerce study conducted during 1971 to 1997 showed that less than five per cent of franchises closed down each year. In contrast, a study by the US Small Business Administration found that from 1978 to 1998, 62 per cent of non-franchised businesses could not make it past the sixth year.
But remember that a franchise will never give the returns that a successful own business will.
Some franchises could give you annual returns of 70 per cent, but most will be in the 20-40 per cent range.
On 27 November 2006, retail giant Wal-Mart, with a turnover of $316 billion, announced that it would franchise its Indian operations to Sunil Mittal's Bharti Enterprises. The latter would own and run Wal-Mart retail stores in India. Wal-Mart would also set up a joint venture with Bharti for the supply chain. Thus, systems honed over 46 years would be Bharti's from Day One.
SCOPE FOR BUSSINESS:
India is now the world's largest franchise market after North America and is growing at about 30 per cent a year, says Tony White, managing director, White Connections, which advises franchise companies.
A cheaper option is a service franchise. Instead of the local guy, more people are getting specialists to, say, find a match, or clean a water tank. For a money-spinner education franchise, "in most cases all you need is a room and the course material", Marya adds.
While buying a franchise, you have to consider several issues.
Abilities. This is the time for brutal self-assessment. Rule of thumb: stay off what does not interest you. If you are indifferent to food, stay off restaurants. If kids exasperate you, avoid play schools. But don't lose heart. Your passion for travelling may make you one of the best equipped to plan holidays. Go for that. "I had already done a few beauty courses," says Jaya Patodia, 34, who runs a Lakme Beauty Salon in Delhi.
More likely than not, a good franchiser will check out whether you fit the bill. Shahnaz Hussain, for instance, looks for people who are "passionate about beauty care". Most franchisers will look for specific skills apart from "entrepreneurial attitude and open mind".
Institute of Computer & Finance Executives asks for no less then a chartered accountant, and Spykar Jeans wants a year's experience in franchising.
Since this will be a new business, it will need a lot of hard work to get it running. "The initial one year is very important as this is when you build up a customer base," says Hema Malini, 36, who, along with Ambika Viswanath, 24, run a Ferns 'N' Petals franchise in Chennai.
Most franchisers want the franchisee to be involved personally. Ratan Jalan, CEO, The Apollo Clinic, says: "We need a person who is himself going to run the franchise." But some may let you hire a manager and work at the franchise part-time. Remember, the monthly expense estimate franchisers give you assume that you will work full time.
Costs & finances. The big question is: how much can you invest in a franchise? Some service franchises could cost as little as Rs 20,000. You would need just a room, a table, a couple of chairs and a telephone connection. At the other end are beauty parlours, fine dining restaurants, or retail jewellery outlets. Here, investments could go to a crore or higher.
Now add on recurring costs - royalty (usually a percentage of sales to be paid every week or month). In some cases, Ferns 'N' Petals and Angeos Academy, it is the higher of percentage of net sales or a lumpsum.
There would also be working capital, which would include salary of staff, power bills, rent, and some fixed overheads like ad fees. When a franchiser talks about working capital needs, ask whether it includes rent. If not, this could be a chunky add-on. Check how much you can borrow from banks and at what rate and decide whether you want to do so (see Money Matters).
The amount of capital you can raise will partly determine how long you can wait for the business to pay back. Some franchisers will say that you can start making profits from the first month itself, but it is always wise to give yourself a cushion of at least a few months.
Your reserves or savings will decide how critical immediate cash flow is. Also, ask yourself how much money you can afford to lose. It would be smart to have a contingency fund.
Goals. What do you want your franchise to do for you? Will it be the primary or a supplementary source of income? Are you looking to make any specific amount every year? What is the return you want on your investment? Develop a three-tier strategy for investing, a long-term strategy and an exit strategy.
Ask where you see yourself five to 10 years down the line. Do you intend to make money and shut shop, or do you want to set up more outlets later? Remember, buying a very successful franchise for a high fee makes no sense until your outlet gives returns.
After you apply these filters, your list should get down to at most four or five franchises. But you still need to zero in on one.
SUCCESS STORY OF A VERY SIMPLE CONCEPT.
History: Established in 2001 By Mr Sunil Uplap.Has more than 150 Franchisees spread across 10 states of India. Amazing thing is they have three franchise in the city of Guwahati,Assam
Concept: Scientific cleaning and disinfection of drinking water tanks promoted as brand.
USP: Complete technical and marketing training provided along with tailor made software to manage the total business.
Investment Required: Rs. 250,000/-
Area Required: 5 X 5 Sq. Ft. (Only storage space)
ROI: 76% (minimum)
Target Cities: Any City/Town/Village across India
Location Specification: Any Place having drinking water storage tanks
Total technical training
Total Marketing Training
Corporate Marketing and Advertising.
Advertisement worth Rs. 50,000/- to be done by the company in the franchisee area.
Benefits of Joining
A business opportunity that pays every day from day one.
Service Industry- the current trend.
Strong Brand Identity
Additional Business Opportunities for promoting other drinking water related products
Brand recognition and Brand image.
Various certifications from reputed Govt and Private Institutions
Credibility of a reputed Brand.
Wednesday, December 20, 2006
Pollution prevention and treatment of mother liquor http://www.p2pays.org/
In lactose production the remaining product after separation of the lactose crystals, usually by decanting (see page 279), is called mother liquor. As it usually contains 1/3 protein, 1/3 lactose solution/crystals, and 1/3 salts, it is difficult to dry, as the salts and lactose make it very hygroscopic, and deposits in the chamber are therefore normally seen.
It is, however, possible to apply the same technique as earlier described, introducing warm air at 60ºC tangentially into the drying chamber, whereby the mentioned problems can be minimized. The integrated fluid bed dryers will also be advantageous for this product. Fats of various types can also be added to the mother liquor prior to the drying. Cooling of the powder is then performed in a Vibro-Fluidizer into which cold air is applied. Dried mother liquor is used as stock food and is specially suited for animals that cannot utilize the lactose such as poultry.
Special attention should however be paid to the high salt content, which may lead to troublesome digestion for some animals. Another thing is the absence of the aminoacid Methionine which is only present in whey proteins in a limited amount. Synthetic Methionine (or fishmeal or soy proteins) should be added.
1.Arjuna (Terminalia Arjuna)
2.Garlic (Allium sativum)
4. Gugglu (commiphora mukul)
5.Sarpagandha (Rauwolfia serpentina)
6. Jatamansi ( Nardostachys jatamansi)
PATENTED MEDICINE : (Stress Guard) ----Dose: one capsule, twice daily, with milk / water.
How to reduce heart problem
Arjuna is the drug of choice for the treatment of this disease. This is a big tree and its bark is used as medicine. The powder or decoction of its bark is given to the patient during and even after the attack. The powder is given to the patient in a dose of 1 gm., four times a day. If the heart disease is of vatika type, it is mixed with ghee. If it is of paittika type, then milk is used. In kaphaja type of heart disease it is mixed with honey or pippali powder.
Wednesday, December 13, 2006
Inspiration Motivating the Team
The entrepreneur is the number one reason for the team members to join. It is the force of personality, the depth of vision and the belief that one is on a mission to change the world that motivates the team. Individually, everyone may be ordinary, but as a collective, they are capable of doing extraordinary feats and the entrepreneur is the secret sauce which makes all of this possible. The entrepreneur is the chief inspirer-and-motivator. The passion and commitment of the entrepreneur is what will bring out the best in the team. The team, in effect, will mirror the entrepreneurs highs and lows. It is therefore very important for the entrepreneurs enthusiasm to never flag whatever be the situations. The team sees the entrepreneur as some kind of a superhuman, one with limitless energy it is something that the entrepreneur must always maintain, whatever be the inner issues that may be going on.
Networking Meeting Others
It is very important for the entrepreneur to build a network of contacts in the industry. It is not something that comes naturally to everyone, and yet, it is something that has to be done. The entrepreneur is the face of the organisation. As such, it becomes necessary for the entrepreneur to speak at conferences, and in general make presentations whenever the opportunity arises. This helps in getting the message out about the venture to more people. The entrepreneur is in effect the best advertisement that a new venture has.
One thing I have realised over the years is that meetings never do harm. Yes, there is a time investment, but there is always some good that comes out of meeting others. At times, the good may take a long time. It is like a spray-gun approach one never knows which meetings will hit the target. But as long as one good idea or contact can emerge from a meeting, I feel it has been worth it. And even more to the point, it is upto the entrepreneur to get that value.
Faith In God A Must
This may seem like a strange attribute in todays day and age. But I have gone through enough scenarios in my entrepreneurial life to believe that there is a force that guides one along. There have been times when I have found myself caught in situations from where there is seemingly no escape, and yet, I have not only emerged, but done so stronger. There are events which may seem to have little bearing on the venture, but they are like the butterfly which causes the tornado small things which can make a big difference, amplified by the hidden hand of God. All I can say is that I have learnt to believe that there is always some good which comes out of everything, and it is for us to see that good. It may be hard to see that good when one is going through a difficult patch, but as long as one has faith in God, one will see the light soon enough.
Knowledge, along with Passion, must become the entrepreneurs greatest strength. Because of the entrepreneurs personal involvement with customers and most aspects of the business, few will know the business as well as the entrepreneur does. This must show up in meetings and interactions with outsiders they should realise that the entrepreneurs knowledge will keep them ahead of the curve if they choose to do business with the entrepreneurs firm. Knowledge wide and deep is the magical key to open up new doors constantly. What the entrepreneur needs to do is to ensure that this is sustained even as the venture grows. This prevents the organisation becoming blind-sided by trends or developments that may not have been foreseen.
The entrepreneur must be able to convince others that the future can be created. The beliefs must be based on a series of logical arguments, and not just a fancy dream.
Having a reasonably clear perspective on where one is headed over the long-term is very important. At the same time, it is not that important to know the detailed roadmap that will evolve over time. More often than not, people get it wrong they focus too much on the near-term and not enough on the long-term rationale of why they are in the business.
he must be an experimenter, constantly trying out different things and exploring alternate avenues. Many of the experiments may fail, but out of these will arise learnings. Experimentation is what leads to innovation.
Multitasking is at the heart of an entrepreneurs day and life. The phone rings and needs to be answered, an urgent email needs a reply, a team member needs a map of the way forward, a customer is unhappy, a sales call needs to be made all pretty much at the same time. In this scenario, one can throw ones hands up or smile, and jump right into it. In doing so, an entrepreneur needs the ability to switch from one context to another rapidly.
This is not as easy as it sounds. An entrepreneur is always in doubt is this the right thing to do, can there be alternate paths, will this lead in the direction of where one intends to go. At the same time, thinking for too long is also a problem because it can lead to a paralysis of action. The entrepreneur needs to be move and be able to self-correct if the action doesnt seem right.
Those working with the entrepreneur may find a confused mind. That is not the case. It is just that an entrepreneurs mind works faster than things can be done. As a result, even as actions are being done, there is fine-tuning taking place. The thinking is happening online. For those not used to a dynamic environment of action, this can be quite disconcerting!
Based on my experiences, there are three things that Id like to tell people starting their own businesses:
Dream Big: I think vision is very important. More than anything else, it is the Vision Thing that drives an entrepreneur. Passion comes from the Vision the ability to see a future that is different from today. It is this future that the entrepreneur seeks to create. This is the higher-level purpose that an entrepreneur has to build something that does not exist, to explore horizons that others have not. Never be afraid to dream big, but then also take steps to make that dream a reality.
Use Failure as a Teacher: An entrepreneur must be prepared to experience and learn from failure. As an entrepreneur, there will be more down days than up days. These days and periods test the entrepreneurs patience. There are times when one may feel like just giving up. But one must persevere. Failure and success are two sides of the same coin. One will come with the other. Success hides the problems, failures magnify them. It is failure that teaches us how to do things right provided we are prepared to accept failure and learn from it.
Combine Optimism with Realism: Even as entrepreneurs are the ultimate optimists (and they have to be), that has to be tempered with the ability to also confront reality. A balance is needed. In the early stages of a venture, it is only the optimism of the entrepreneur that will help tide over the challenges. But as time goes on, it is also necessary to do course correction based on the reality of the situation. Entrepreneurs have to be careful not to be blind-sided by developments, and for this it is necessary to expose themselves to alternate viewpoints.
What is the hardest part about running a small business?
I think the hardest part about running a small business is the need for constant watchfulness and alertness. In a small business, even a small mistake can prove fatal. So, even as when has to consider many aspects of the situation when making a decision, there is a realisation that not everything can be controlled. As in every business, the entrepreneur has to manage both the short-term and the long-term, and at times making the switch can be difficult.
I currently manage a team of 50 in Netcore. While we are past the early start-up phase, the challenge for us is execution. For me, the hard part now is understanding that I have to work with others to ensure that we can make the dream of Emergic of reality. In IndiaWorld, I was very much hands-on with my wife, since we were a very small team (less than twenty people). But now, to make Emergic happen, it will be a much larger team. Already, this is the biggest group that I am managing in my career and it will only get bigger!
So, for me, there is a need to shift focus from vision to execution. I like the strategy and envisioning part, but the need of the hour now is to get the priorities right, get the right people in the right process, and ensure that we can manage the operations right. It is very different from what I have done before. I want to lay the foundation of an organization that is built to last. Managing operations and people is not something I have done a lot of in the past. This is going to have to change. And for this, I will have to personally change. So, at this point of time, perhaps the hardest thing for me in my business is the realisation that in order to build the dream business, I will have to transform myself from the manager of a small business to thinking like a CEO of an organisation that is going to transform computing.
Personal Change is perhaps the hardest I can think of at least twice in my life that I have gone through it. In 1984, when I went to IIT, I underwent a change from a very academically oriented person to one who actively participated in a broad range of cultural activities. Ten years later in 1994, I had to put the failure of my initial venture behind me, and think ahead building a business by envisioning and placing a bet on what tomorrow would be. Now, I have to go past the vision thing, and put in place people, systems and processes to ensure we can execute on our vision. In 1994, I had to prove that I could be a success. Now, in 2004, I have to prove not to the world but to myself that I can build a great organisation and make a deep impact on the world around.
From time to time, we get ideas. Ideas to build new businesses, new worlds. Ideas to create breakthrough technologies. Ideas to build tomorrow's blockbusters. In this week's Tech Talk, I will outline a few such ideas that I have been thinking with friends and colleagues, and where we'd like to see entrepreneurial-minded people step up and pick up the gauntlet to build these businesses.
For each of these ideas described, the seed capital to get the business started is available. What we are looking for are people to lead the venture and be part of the senior management team. We believe that each of these ventures has the ability to not only grow big in the years to come, but also transform India. So, if you are interested in any of these ventures, email me at rajesh-at-netcore.co.in or fill out this feedback form with a brief profile of yourself, your thoughts on the ideas presented, and your thinking about the role that you'd like to play in the venture.
The ideas for the healthcare venture are from Dr. Aniruddha Malpani.
The healthcare industry is ailing.
The commonest complaints patients have today are:
Doctors are too busy they make me wait too long
I dont understand what they say they dont have time to explain their jargon
They dont share information or respect my preferences
Care is fragmented amongst specialists
Doctors are not transparent or accountable
How do I know his advise is reliable and trustworthy ?
Doctors are unhappy too.
They are stressed out, because of the large number of patients they need to see, and feel that patients expect too much from them.
The feel that patients unfairly blame doctors for all bad outcomes.
They also feel that many patients waste their valuable time by asking stupid and irrelevant questions; because they are too disorganized; and dont bother to educate themselves or do their homework.
Todays problems in healthcare are because:
Everything is doctor-centric - the doctor is the center of the medical care system
Healthcare is therefore fragmented and disorganised
Too many specialists , most of whom have tunnel vision
We need to reform the healthcare ecosystem by putting patients at the center patients are the largest untapped healthcare resource !
Patients ( or their relatives and friends) are intelligent and capable; and because they have a lot at stake , they are motivated to get good health care, and will be willing to invest time and energy if given the right tools to ensure a good outcome.
We need to provide the tools directly to patients !
Patient centered healthcare involves:
To the Tax Department, you are your tax return. For the Bank, you are your bank statement. For the Healthcare system, you are your medical record .
At present, this is on paper, fragmented , all over the place (in hospitals and clinics) and incomplete. Today, the modern version is the EMR or electronic medical record). The medical record is a representation of the patients story as seen from a medical perspective. (This is a fallback of the old-fashioned biomedical viewpoint of the medical establishment, which treated all patients as cases).
However, ideally the health record should be the patients story from the patients point of view! A patient-owned health record. The PHR (Patient Health Record), which includes the patients personal views and social background as well, can enable a true partnership and collaboration between patient and doctor.
Unfortunately, for most of us, our financial records are in better shape than our health records! This is a sad state of affairs, and we can correct this by using technology intelligently to help patients to store their medical records on their personal website.
PHR = organised medical information = improved medical care.
Information is shared amongst all the specialists who participate in your care; instantly available on your mobile, wherever you are; available during emergencies; available to your spouse; and always updated. In addition, it ensures you dont forget allergies and drug reactions; and also provides automated reminders (for example, for checkups ).
Patients will own this information. Part can be secure, private, and confidential; part can be public; and by allowing varying levels of access , portions can be shared with whomever they choose. This will allow patient-to-patient networking, so they can provide support and help to each other.
Interested in leading or being part of this venture? Email me at rajesh-at-netcore.co.in or fill out this feedback form with a brief profile of yourself, your thoughts on the ideas presented, and your thinking about the role that you'd like to play in the venture.
Entrepreneurship: Envision the Future ----rajesh jain
The last year has seen a wave of entrepreneurship unleashed in India. This was fuelled partly by the dotcom frenzy and partly by the dramatic increase in venture capital money available in India (investments up 7 fold to USD 700 million in 2000, expected to at least double this year). Yet, knowledge-driven entrepreneurship is relatively new in India and in its first wave. It is not something may have been through, and there aren't many associations (formal or informal) one can turn to.
Entrepreneurship is a lot more than just getting an idea and starting a company. It is the tougher choice, not the easier one. It requires a great deal of sacrifice. The odds of failure are incredibly high (9 out of 10 startups will fail within the first two years). To succeed, one needs an incredible amount of dedication and a generous degree of luck. But this is one journey where the joy is as much in the ride as in reaching the destination.
In this week's series of TechTalks, I will draw upon my experiences in having been an entrepreneur (more failures than successes!) and present some of my learnings. What is presented here is applicable not just if you are starting or running your own company but also where you are working, so you can make the project you are doing more entrepreneurial to be benefit of yourself and your employer.
Perhaps the most important aspect of being an entrepreneur is developing a vision for the future. You need to build an understanding of the business you are in, a mental map of the players, the companies and the trends in the marketplace. This is not something which will happen overnight, but requires an immense amount of reading and thinking.
Very few people actually take the trouble of understanding the industry they are part of. You need to develop this thinking as if your life depends on it (doesn't it?) so you can place developments as they happen in this map, and even anticipate what is going to happen. This envisioning of the future also lets you paint a picture of tomorrow's world to your employees and customers, and enables you to see trends in the industry faster. Write CK Prahalad and Gary Hamel in "Competing for the Future":
Competition for the future is competition to create and dominate emerging opportunities - to stake out new competitive space. Creating the future is more challenging than playing catch up, in that you have to create your own road map. The goal isto develop an independent point of view about tomorrow's opportunities and how to exploit them. Pathbreaking is a lot more rewarding than benchmarking. One doesn't get to the future first by letting someone else blaze the trail.
There is not one future but hundreds. Getting to the future first is not just about outrunning competitors bent on reaching the same prize. It is also about having one's view of what the prize is. There can be as many prizes as runners; imagination is the only limiting factor.In business, as in art, what distinguishes leaders from laggards, and greatness from mediocrity, is the ability to uniquely imagine what could be.
Other people and companies may have more resources, more money, more everything, but what you have as an entrepreneur is your vision, your imagination, your passion. Define what will be, define tomorrow, envision the future. And then make others play according to the rules you set.
'I have an Idea!'
Once you have a vision of tomorrow's world, the next step is to build a plan to create that future. In doing so, Ideas form a very important part. Ideas are like Lego blocks - they can be assembled in many different ways. At the same time, Ideas are not everything. We get Ideas all the time. The problem is that we all get too fascinated with Ideas. In fact, it should be just the other way around. All Ideas are in general good. Its what you make of these Ideas that separates winners from losers, leaders from laggards.
I tend to view Ideas as commodities, to be shared with everyone. Only if you share will you get new inputs, fresh insights from others who may have a different perspective. This is how Ideas get refined. But too many of us tend to keep our Ideas to ourselves, thinking they are the Ultimate Things. Only if you discuss your Ideas with others, only if you present your Ideas to people different from yourself, will you get viewpoints which can add depth to your thinking and provide varying ways of getting to that future. It is important also to expose yourself to various situations which can stimulate thinking - it could be reading different books, meeting people you've never met before, visiting trade shows and conferences, and just reflecting in a different environment on what you've been thinking.
As you sample through different Ideas, what plays an important role in prioritising Ideas, along with your vision for the future, is your Gut. Many times, it is very hard to explain why you feel in a certain way about something. It's a topic on which little is known, but a recent article in the Harvard Business Review by Alden Hayashi sheds some light:
Over the years, management studies have found that executives routinely rely on their intuitions to solve complex problems when logical methods simply won't do. In fact, the consensus is that the higher up on the corporate ladder people climb, the more they'll need well-honed business instincts. In other words, intuition is one of the X factors separating the men from the boys.
Our emotions and feelings might not only be important in our intuitive ability to make good decisions but may actually be essentialTruly inspired decisions seem to require an ability to see similar patterns across disparate fields. A CEO who possesses that ability can craft a perfect strategy by detecting patterns that others either overlook or mistake for random noise.
When you think about Ideas, do not think in the short-term. Keep a time horizon of a few years in mind. You are not trying to get into a 100-metre race, you are running a marathon. (This is what many of the dotcom entrepreneurs forgot as money was spent freely, businesses had no differentiators and the only goal was to cash out in a few months.) In fact, the lesser the money that you have available, the harder you will think about being different from the others, and the more innovative you will actually be.
Ideas need to get converted into two tangibles: Target Markets/Customers and Products/Services.
Target Markets and Customers
Vision of the Future and Ideas are good. But at some stage, we need to convert that into customers who will pay us money. This constitutes the target market. Two excellent references for thinking about high-tech markets are Geoffrey Moore's "Crossing the Chasm" and "Inside the Tornado."
Let's first begin with Moore's definition of what constitutes a market:
a set of actual or potential customers
for a given set of products or services
who have a common set of needs or wants, and
who reference each other when making a buying decision
The last point above is very important and something we tend to forget. Customers (individuals and corporates) tend to talk to others before making a buying decision. This word-of-mouth element is very critical. It is what helped us at IndiaWorld build the readership for Samachar without ever advertising it! Create something that people like, and they will tell others about it. Advertising can only get people once to a website, it is the quality of the site itself and its attractiveness which will get them back again - and again.
More talks about the Technology Adoption Life Cycle, and the different market segments which exist: Innovators (Tech Enthusiasts), Early Adopters (Visionaries), Early Majority (Pragmatists), Late Majority (Conservatives) and Laggards (Skeptics).
The strategies to be followed to target each of these segments is quite different, and in some cases, the opposite of what was used to target the previous group.
Opportunities and markets do not go away, so it is not critical to necessarily be the first to target specific segments. What is important is to do it right. It is very important to understand the mindset of the customer. Many times, we create things and imagine markets where none exist - because we fall in love with our Idea or technology. One has to be realistic. Inertia is one of the single biggest challenges that you will ever encounter - and it can work both ways: for you if you are the incumbent, and against you if you are trying to wean people away or change their habits.
In the case of IndiaWorld, what made a big difference in our early days was my experience of having been in the US. I had lived as an NRI for 4 years, and NRIs were our initial target market. When I had to make the choice between creating a narrow service (say, focused on business) or a broader news, information and entertainment service, I chose the latter despite advice to the contrary from many people I met. My thinking was that a "thali" approach would work well with NRIs who had no more than 5-minutes for India everyday and we wanted to maximise the portion of that time that was spent with us. Only later did we specialise into verticals.
Products and Services
The make-or-break for an entrepreneur is the actual product/service offering. Here again, the package of offerings and the sequence has to be just right. One way to think about products and services is the disruption they can cause. If there is one word which should define what you do, it is Innovation. A good source for thinking about disruptive technologies is Clayton Christensen's "The Innovator's Dilemma".
Christensen discusses disruptive technologies and their impact on markets and companies. Disruptive technologies are "innovations that result in worse product performance, at least in the near-term, and bring to the market a very different value proposition than had been available previously." He goes on:
First, disruptive technologies are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms' most profitable customers generally don't want, and indeed initially, can't use, products based on disruptive technologies. By and large, a disruptive technology is initially embraced by the least profitable customers in a market.
Innovation and Disruptive technology are what you as an entrepreneur must be thinking of. How can you be innovative in what you are doing: how can you 10-10-10 the market: 10x cheaper, 10x faster and 10x more reliable that whatever exists today.
How can you also work on the fringe markets initially so that you can build a credible customer base to allow you to attack the mass-market? To do so, there has to be something disruptive about your technology; incremental enhancements are what the existing players will be doing anyways so you do not stand a chance against them.
Another important point when thinking abourt products and services is to think of, in the words of Geoffrey Moore, is the "Whole Product." Early adopters may go with part solutions because they want the latest and newest gizmo, but the mass market wants to improve productivity, it wants a complete solution. The whole product is defined as "the minimum set of products and services necessary to ensure that the target customer will achieve his or her compelling reason to buy." This also means that the product must satisfy all the requirements of at least one niche market segment, rather than have everything for nobody.
Going back to our IndiaWorld example, when we launched Khel.com as a cricket site in 1997, we made sure it had everything that a cricket fan(atic) would ever want: daily news, live coverage of matches, statistics, scorecards of all Tests and one-day matches, records, interactive queries, and a plethora of cross-links. It ensured that the site was a complete package, a "whole product" - enough to ensure that the visitor would came back for more!
Money and Other Matters
This column is a collection of some random thoughts related to entrepreneurship.
One of the things uppermost in the mind of an entrepreneur is how to raise capital. Luckily, in India today, there is no shortage of capital. The best way to raise capital for your business is by being profitable. Having less money can make you think harder - not just about using the available resources better, but also coming up with out-of-the-box ideas and focusing hard on the things that matter. Also, control your costs from day one. Even if you have raised capital from outside, treat it as if your own hard-earned cash.
As an entrepreneur, what can be your biggest strength (especially in selling) is your "infectious enthusiasm." People need to see your passion for the business: that is what can help you stand apart, and bring it in that extra element of luck which a business needs. For entrepreneurs, there is no separation of personal and business lives. Life is business, and vice-versa. That is the kind of commitment which will needed from you and your team to make the venture successful.
When you are building a business, do not think of exits. You should only be building a business if you believe enough in it to run it for the rest of your life. If an opportunity for an exit comes, "think from the head, and not from the heart." Making money has to be an important objective, but if you run after money, it will not come. Build the business as a labour of love. Make it the best thing you've ever done. No half-measures, no short-cuts. Your passion must reflect in every aspect of the business. And then, leave the rest to God.
What the Nasdaq and BSE Sensex do is irrelevant to your business. Technology makes it so much easy for us to be aware of what is happening worldwide. Awareness is good, and in fact important. But do not become obsessed with the markets. Focus on your business. Even if you want to list on the public markets, it is an event which is likely to three or more years away, and what the market will be then you do not know (or care about) at this point of time.
Make sure you have good legal advice from the start. You will need to sign agreements, do partnerships, and so on. Some of the things you do in the early stages of your business may come back to haunt you at a later point of time. So, be careful and seek good advice at every stage. The investment will be well worth it. In the same vein, stay away from "marriages of convenience" - have confidence in your own abilities: if you cannot make it happen, no one else can.
Take some time off periodically - not necessarily vacation, but some time when you can think on what you are doing. A typical day in the life of an entrepreneur is very reactive: there are so many unplanned things which happen, so many fires to be fought daily. It does not give much time to think about what you are doing. That is why it is important to, firstly, have a deep understanding of the market space in which you are operating so you can make decisions quickly, and, secondly, to take time once in a while to reflect on the changes which are taking place. You can also use this time to expose yourself to different situations, so there is new learning which takes place. Remember: you are the eyes and ears of your company, so everyone looks at you for the vision and direction.
You also need to accept that you cannot do everything. This means being open to ideas and suggestions from others. Listen to people and then make up your mind. Also, make sure you manage the relationships with your employees, customers, partners and vendors well. Being a small company gives you the advantage of adding in that personal touch - which can make all the difference.
In taking risks (and entrepreneurship is about making bets), you should be prepared to fail. Failure is the best teacher, as long as you can learn. Imagine and be aware of the worst case scenario. Know when to call it quits. No one creates a business to fail, but in the event that your business does fail, get ready to start all over again: make a clean break from the past, and focus on the future. There is always some good which comes out of everything.
In today's India, ideas and capital are not in short supply. If there is a shortage of anything, it is innovative, disruptive technologies from people who understand the marketplace and are willing to think deeply about the future. Best of Luck!
India News (Samachar.com) - Tech Samachar
Sunday, December 10, 2006
Solid Waste Incinerators, Refuse-Derived Fuel Processing and Solid Waste Pyrolysis Units
1.apple movie trailers---movie trailers, requires broadband internet connection
4.drudge report----current news
7.howstuffworks---how things works like hybrid cars, human kidneys
9.museum of modern art
10.netflix---online DVD titles
11.national public radio
12.rotten tomatoes---movie reviews
13.shopzilla---best comparision shopping site
14. the onion---humour
16.television without pity---funny tv
17.the smoking gun
18.internet movie database---movie encyclopedia online
20.zappos.com---shop for shoes online
Monday, November 27, 2006
THIS IS SALEEM FROM DELHI INDIA. PROFESSIONALLY CONSULTANT FOR WATER TREATMENT, WASTE WATER TREATMENT,POLLUTION CONTROL & ENVIRONMENTAL ISSUES . I have collected Articles i found interesting here so that i can read them at my leisure. 90% of the posts are not written by me .i can chat with you if you add me as buddy email@example.com"
so that people dont think that i am a very learned person and i am writting all these beautiful things myself.
in this blog i am collecting these informations only for my own personal use in future.
only today i have gauged the popularity of my blog which has attracted more than 20,000 visits from around the world.
VISITS TO THE BLOG "SALEEM INDIA BLOG"
Average Per Day 71
Average Visit Length 1:16
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Average Per Visit 1.5
Last Hour 3
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124.125.111.# Mumbai, Maharashtra 3:17:57 pm 1 0:00
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ISP Reliance Infocom Ltd
Location Continent : Asia
Country : India (Facts)
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Visit Entry Page http://saleemindia.b...5_10_01_archive.html
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Visit Number 21,044
Posted by John McGrath at 9:09 PM on 26 Nov 2006
I'm shamelessly spreading this link around, because it's one of the most interesting pieces I've read in a while: Engineer-Poet at his blog The Ergosphere has a detailed and fascinating exploration of the possibility of using charcoal (derived from biomass and wastes) to fuel America, with many, many charts and numbers for the wonkishly inclined.
The short version is: If we're smart about it, we can generate enough electricity and liquid fuels from biomass in the United States to replace all fossil fuels and then some, plus rejuvenate long-suffering American soils, plus sequester billions of tons of CO2.
Sent: Monday, November 27, 2006 11:46 AM
Subject: [SALEEM INDIA BLOG] New comment on It's because he stealsarticles.
Roxy has left a new comment on your post "It's because he steals articles":
THANKS FOR RECTIFYING YOUR MISTAKE AND WRITING THE AUTHOR'S NAME FOR THE "LEADERSHIP: DO YOU HAVE IT IN YOU?" ARTICLE. PLEASE DO THE SAME IMMEDIATELY FOR THE "SEVEN TECHNIQUES TO HELP YOU RELAX" ARTICLE BY WRITING THE AUTHOR'S NAME IN THAT ONE TOO. PLEASE INCLUDE THE AUTHOR'S NAME IN ALL FUTURE POSTINGS AS WELL, SO THAT THEY GET DUE CREDIT. THANK YOU.
your comments alongwith the clarifications are published in the blog and i have corrected myself and taken care of your views.thanx for pointing out the mistake on my part which i have done unknowingly. and again thanx for reading my blog. AND KINDLY NOTE THE URL OF ALL ARTICLES WRITTEN BY OTHERS ARE GIVEN IN THE LINK FIELD.you have missed to notice that.anyway i will always keep ur point in mind from now on .
----- Original Message -----
Sent: Monday, November 27, 2006 10:20 AM
Subject: [SALEEM INDIA BLOG] New comment on Seven techniques to helpyou relax.
Roxy has left a new comment on your post "Seven techniques to help you relax":
How does he manage to write such "wonderful" blogs? It's because he steals articles from various websites without even giving the writer due credit...it's in fact a matter of copyright infringement. This is a very popular article written by a writer of Rediff. If you don't believe me, google the article and you will see. He should rectify this immediately. I am extremely surprised to find this article here with this blogger pretending that it is his own work.
The url of the artcle is given in the title itself.u have missed to notice.anyway thanx, bcoz i have a lot to learn. in all the articles that i find interesting and paste in the blog i always indicate the source by showing the url .
Do spare your valuable time to visit our blog at http://saleemindia.blogspot.com
----- Original Message -----
Sent: Sunday, November 26, 2006 10:19 PM
Subject: [SALEEM INDIA BLOG] New comment on Leadership: Do you have itin you?.
Roxy has left a new comment on your post "Leadership: Do you have it in you?":
PLEASE WRITE THE AUTHOR'S NAME FOR THIS ARTICLE WHICH IS TITLED "LEADERSHIP: DO YOU HAVE IT IN YOU?" IMMEDIATELY. THE WRITERS NAME SHOULD BE WRITTEN IN THE SAME POSTING
Thursday, November 23, 2006
Sony Ericsson K750i is a high class mobile phone. It will be useful for business, but its entertaining functions are also very good - 2 MP camera, MP3 player and radio. Even that the size of the phone is basically the same as the K700, I find it more compact. The display looks really good; it has the well known resolution of 176x220 pixels, but now it displays 262K colors. Sony Ericsson K750i is a very nice phone. It adds some very useful improvements to the older model K700: a memory card, much better camera and some other features. Data Sheet General Networks GSM Tri Band 900/1800/1900 Weight (g) 99 Dimensions 100 x 46 x 20.5 mm Colour(s) Silver, Black Display Display Type TFT, 256K colors Display Size 176 x 220 pixels Connectivity Browser WAP 2.0 Connection GPRS Class 10 (4+1/3+2 slots), Bluetooth, Infrared + USB port Data speed GPRS: 32 - 48 kbps Multimedia Messaging SMS, EMS, MMS, Email, Instant Messaging Camera 2 MP, 1632x1224 pixels, autofocus, video, flash Features Software Java, MP3/AAC/Video player, Image viewer, Picture editor, SyncML Input T9 Sound Polyphonic (40 channels), MP3, FM radio with RDS Organizer supports all major PIM functions Phonebook 500 entries, Caller ID, 30 received, dialed and missed calls Memory 38 MB, Memory Stick Pro Duo card slot (up to 1 GB), 64 MB card included Batterie Li-Ion 900 mAh, Talk time: 9 h / Standby: 400 h
Wednesday, November 22, 2006
At your workplace, you will often hear people passing the buck when something goes wrong. These people are definitely not going very high up the ladder. You will find most of them projecting the same pattern in their reasoning and approach to life, as well -- that nothing was their fault, including the incidents that happen in their personal lives as well.
Blame and excuses: hallmarks of an unsuccessful leader
Avoiding responsibility in one's personal life carries over into one's professional life, and vice versa. Excuses for failure and the choices you make at workplace fuel dysfunctional thinking and, subsequently, undesirable behaviour and actions. "Making excuses, rather than taking 100 per cent responsibility for your actions, decisions, and their outcomes, is the hallmark of future failures," feels Anjali Singh, a 27-year old manager with a finance company in Delhi.
This is why taking responsibility is so powerfully important and is the essence of what can make or break a leader.
Take responsibility at workplace
Taking responsibility is the underlying factor behind success at work. If someone in your team makes a mistake, you must be able to admit it, take the necessary action and then proceed. This is something that many do not understand. No leader can be successful without being accountable for his/her own actions.
Being responsible ensures that even when events outside your control go awry, you can at least determine how you will react to the situation. You can make the situation a disaster or you can use it as an opportunity to learn and to grow.
"My friend is a manager in a new startup venture. Every time we meet, I am taken aback by her failure to take responsibility for what's going on in her work and life. Everything is always someone else's fault. She explains away each problem with reasons about why she can't influence the outcome," says Anjali.
"We are continuously confronted with external pressures at work that affect us greatly. It is how we react to these pressures that largely determine what we accomplish in our career. Those who take responsibility and recognise their own weakness in the way it relates to the problem are the ones who grow and accomplish. Those who blame others or ignore their roles, stagnate and achieve less," says Rishi Gupta, 29, a manager in a telecom company.
Why people don't admit their mistakes
"Mistakes bring about a feeling of tension and anxiety within the individual. At such times, the mind seeks rational ways of escaping the situation. A range of defence mechanisms can be triggered. These defence mechanisms are subconsciously employed to protect the ego and they tend to distort, transform, or otherwise falsify reality. One uses these 'deceptions' to avoid facing issues of guilt, failure, fear, emotional pain, or embarrassment. In distorting reality, there is a change in perception which helps to lessen anxiety," says psychologist Dr. Kanchan Misra. There are many defence mechanisms. Some examples are:
Denial: Claiming/believing what is true to be false
Projection: Attributing uncomfortable feelings to others
Displacement: Redirecting emotions to a substitute target
Rationalisation: Creating false but credible justifications
Reaction formation: Overeacting in an opposite way to the fear
Intellectualisation: Taking an objective viewpoint in order to ignore the emotional aspect
Regression: Going back to acting like a child
Repression: Pushing uncomfortable thoughts into the subconscious
Sublimation: Redirecting 'wrong' urges into socially acceptable actions
"Some defence mechanisms are healthy. However, we sometimes either use them at the wrong time or overuse them, which can be destructive," says Dr Misra. For example, a leader whose team keeps failing, may misuse defence mechanisms such as rationalisation, projection, or denial, often.
Common defensive expressions used at the workplace
"It was not my fault." (blaming others without accepting personal responsibility)
"It wasn't all that important." (belittling the act)
"It happened a long time ago." (implying it doesn't matter anymore)
"They made me do it." (blaming others for a personal wrong act)
"There was no other way out." (justification of wrong)
"It only happened once." (rationalisation)
"Everyone does it." (rationalisation)
"I am only human." (indirectly blaming god)
"Well, no one is perfect." (general comparison to shift the guilt)
"The contract we lost was not a good one anyway." (a case of 'sour grapes' -- another defense mechanism)
How to take responsibility as a leader
"You have to be emotionally mature enough to see your decisions through and deal with the outcomes, whether positive or negative," says Rishi. Here are a few suggestions to keep in mind:
Acknowledge that your work is your responsibility
No matter how much you try to blame others for the events at work, each event is the outcome of choices you made and are making. Demonstrate accountability.
Make no excuses
Listen to the little voice inside your head. "The next time you catch yourself making an excuse, whether for a missed deadline or an unmet goal, gently remind yourself -- no excuses," says Anjali. Excuses fuel failure.
Listen to yourself when you speak
"Observe yourself talking with colleagues and friends. In your conversation, do you hear yourself blaming others for things that aren't going exactly as you wish? If you can sense your blaming patterns, you can stop them," says Dr Misra.
Take feedback seriously
If someone gives you feedback that you make excuses and blame others for your troubles, control your defensive reaction, explore examples and deepen your understanding of the situation.
Thus, when events at the workplace exert pressure on you, you can respond positively or negatively. Those who respond positively and take responsibility rather than blame others or be indifferent are the ones who grow as leaders. Consequently, they develop the foundation for great positive responses, great achievement, and great success in leadership.
So, are you ready to take responsibility for your actions?
Sunday, November 19, 2006
1.Talk to your people and listen to them
2.you should make your subordinates feel as if they run the show.They are responsible
3.You should not just dream about profits,you should care and listen.
4.Dont impose huge workloads upon yourself and your subordinates around you.It will cause burnouts.
5.when you are the leader,do not control everything or try to indulge in micro-management.never assume you know it all.Truth, simplicity and sacrifice will take you up in the long run.
Monday, October 30, 2006
According to Raghav, if you have a passion for something, follow it. All you need to do is prioritise your ideas and work hard.
Clarity of thinking and a drive to excel is a must; you may have great ideas, but what is elementary to success is the drive to excel. Don't be afraid to make mistakes because you are bound to make them. Mistakes are integral to success.
If one start-up has failed, it doesn't mean you will lose again; it is a great learning experience that one has to go through to emerge successful.
The venture capitalist's tips
According to Sandeep, an entrepreneur must have a passion for what he is doing. The important thing to remember is that he will hit lows during the process that will make him question his decision. Belief in the idea is important though, and your passion will keep you going.
You need to have domain expertise, for which you need not have years of experience. Expertise is relative. If you are specialising in something no one else has done before, you are the expert.
You should be able to build a competitive edge in the business. It could be in technological processes, marketing relationships or solutions you offer customers.
You should be able to build the business and manage its growth -- as the company grows, the number of people will increase.
You should be able to hire the right kind of people and establish a good work culture. You should be able to manage change, retain people and scale with the business. And yes, a handful of luck helps too!
Wednesday, October 25, 2006
What your husband says is right. You should remain courageous and encourage your husband to continue his struggle. ‘Food’ is a matter of destiny. Nothing can be said with certainty as to when and how much you will get and by what means Allah (SWT) will make it available. Only Allah (SWT) has the knowledge of all this. Keep working. We do kind deeds for Allah (SWT). We help people in distress to seek the pleasure of Allah (SWT). Having a firm faith and belief is also for the sake and will of Allah (SWT). It is a part of the faith to believe in Destiny, that man will get what he is destined to get, as and when Allah (SWT) wants. With perfect belief in Destiny, your husband must seek the advice of some experienced person and stick to a particular business. In business, experience matters a lot. With the advice and suggestions of professional people your husband should be able make headway. Stick to one business. Initially, there are ups and downs, but with the passage of time, business settles down and everything will be all right.
Allah (Subhana Wa Ta'ala) Knows Best
Mufti Naval-ur-Rahman Miftahi
Sunday, October 22, 2006
After a whole busy day you expect a complete rest for your body & mind. And bedroom is the place where you get the relief from your stress, workout and other tension. So it becomes very necessary to take utmost care while placing the interiors for your bedroom according to the Vaastu percepts. Some general Vaastu principles relating to the Bedroom are as follows:
1) The master bedroom is the place where the head of the family gets peace and privacy. Thus it is preferred in the Southwest or South since it is considered to be cool place.
2) Avoid constructing the master bedroom in the Northeast direction. Southeast is also not recommended for this room.
3) While placing mirror in your bedroom see to it that no part of your body is directly visible in the mirror while sleeping. Because that part of your body might face health problems e.g. if your head is visible in the mirror while sleeping it may cause migraine or if your legs are visible then you may face problem such as joints pain, etc.
4) Always keep your feet away from the main door, while sleeping it should not face the main door.
5) Place the bed in the Southwest of the room but it should not obstruct the door of the room.
6) Do not sleep keeping your head towards the north.
7) Avoid having bedroom near the drawing room.
8) Always keep room well-maintained, along with some scenery. Keep it well-lit and pleasant looking.
9) Always sleep with your head towards south.
10) See that the bed never touches the wall.
The owner seat must be facing east or north. West is also permissible but it must not face south.
There must always be a solid wall behind the owner’s seat.
The owner’s desk must always be rectangle.
The central point of a factory, house and office should be empty.
|Vaastu Shanti Tips for Offices/Businesses|
In the office, the temple should not be placed at the back of the owner's seat.
Thursday, October 12, 2006
Yahoo Blogging Community Free membership required
About.com Weblog Forum
To join most message boards, you will have to register as a member. The membership process usually requires you to provide a user name. You may use your real name, or if you prefer, you can create a fictional pen name, called a "handle". You will be required to provide a valid e-mail address for communications.
Some forums require some additional personal information, to protect the message board, from those who might wish to destroy their online community. Your information is almost universally protected by a password. Once you have that information in place, and had your membership approved and confirmed, you are almost ready to post.
You are not quite ready yet, however. You still have a few things to do, in order to have your message board postings help market and promote your business and your blog.
In order to gain new visitor traffic, develop a solid reputation, and gain search engine optimization benefits, you must create what is known as a signature file, or "sig line". Not all forums allow one, so be sure to check in advance of creation.
What a signature file does, is create a live link back to your website, from the message forum itself. That link into your website is very important.
The signature file for your link should not simply be your website's URL. If at all possible, avoid that type of signature as it doesn't describe your business. It also provides less than the desired level of search engine optimization. Using your blog title is better, but still is not what you want to use.
Use a your targeted keyword phrase as your signature. If you can use the keywords, right in the live link, that is the best possible signature. It provides a keyword inbound link to your website. Note, however, not all forum links have search engine benefits, as they are sent through redirects. The search engines themselves may not be giving them any weight any longer either. Use signature file keywords with that possibility in mind.
Monday, October 09, 2006
1. Avinash religiously maintains a list of tasks to be done and sticks to it, updating the leftovers in the next day's list.
2. To handle the stress, he meditates for 15 minutes in the morning and 15 minutes after coming back from work.
3. He replies to e-mails immediately after reading them. This habit, he says was the hardest to develop, but is extremely rewarding. It saves him time; he does not have to go through the e-mail again, which he would have had to do if he replied later. It also reduces the clutter in his inbox -- and his mind.
4. Avinash does not carry work home, though he is always tempted to do so. This has helped him maintain the much-needed balance between work and life.
Here is a step-by-step process that will help you create powerful professional habits. This, in turn, will take you to the next level of success in your career.
Step 1: Gain clarity about your goals
Unless you are clear about the result you want, you will not be able to decide which habits to develop. Apparently, when George Bernard Shaw was trying to make it as a writer, he realised he was not doing a very important thing -- he was not writing every day. He decided to write five pages every single day, no matter how uninspired he was. This is an example of someone who created a habit with a very clear purpose in mind.
You need to decide the result you want to achieve.
Step 2: Decide habits you want to develop
Which habits are most useful in helping you reach your goal?
If you want to be a manager or an administrator, it is critical that you have excellent time management skills. Maybe, you need to develop a habit of religiously writing down your tasks for the day every single morning.
If you want to be successful at an exam like CAT or GMAT and math is a problem area, you might want to develop the habit of doing at least 10 math problems every day.
If you want to achieve excellence in technology, you might want to develop the habit of reading at least one article from a technical journal every day.
If you are setting goals for yourself, you might want to develop the habit of revisiting your goals every day and planning a daily action list based on those goals.
Developing conscious habits in any sphere of life is extremely rewarding. Here are a few examples of some good work habits you can develop.
1. Replying to e-mails within a specified time of receiving them.
2. Planning for delays and being punctual.
3. Having an organised hard disk or file folders.
4. Writing a journal -- 'What did I learn today?'
5. Creating half-an-hour of 'quiet time', when you learn something new related to your job everyday.
6. Reading an inspirational quote or article everyday.
7. Daily meditation/ exercise for stress relief.
8. Spending some time on a passion/ hobby to recharge yourself.
Now, I want you to brainstorm and come up with 12 power habits you want to develop. Twelve, because we are going to make a yearly plan.
Step 3: Prioritise according to urgency
Take a long, hard look at the list of power habits you want to develop. Rank it in order of urgency -- which of these habits do you need to start working on right away?
Step 4: Habit of the month
We are not going to work on more than one habit per month. If you try to develop six habits in a month, you will probably find it too hard and give up (though this would depend upon your level of self-discipline). So, let us not set ourselves up to fail. Let us set ourselves up to succeed.
Starting today, for the next one month -- you must, every single day, practise the habit you have listed as most important. You have to do this for a month ie 31 days. If you break the habit on any particular day, you have to start over and do it again for 31 days.
After you have successfully completed your first habit, you can move on to habit number 2. When you do this, you will notice the first habit you worked on has already become part of your nature; you don't need to make an effort to sustain it.
If, after continuing a habit for 31 days, you may find you have a rational reason not to continue with it. That is okay. You can quit after you have followed a habit continuously for 31 days (and, if you trust me, you won't). However, you must not quit a habit within 31 days of beginning to practise it.
In one year, you would thus have developed 12 powerful new habits, which would probably stay with you for a lifetime. In the course of time, these habits will effortlessly help you achieve the results you most desire.
Think of the alternative. These 12 months would pass anyway. But, if you adopt this programme to inculcate habits that support your goals, you will be able to move closer to them and feel a greater level of fulfilment and joy -- which is a natural side-effect of self discipline.
DAP in a
liter tank and set the metering pump % stroke to
Nitrogen in DAP
Actual nitrogen to be added
Total cost of operation of the plant comprising of all four segments is as under;
Detail of Power consumed is mentioned in another sheet in table no 8
Repair & Maint.
Estimated Rs 15,000 P.M. (Appr)
Estimated cost per month : Rs. 1,07,850/=
Estimated cost per annum : Rs. 12 Lacs.