Question: What is the best way to pick the timing for launching a business?
Answer By Glenn Okun (2008) on Forbes.com: Timing the launch of a start-up requires consideration of a number of factors, including general economic conditions. The entrepreneur should assess the target market’s position in its business cycle, the state of the resource markets and the venture’s window of opportunity.
What’s going on with Nepal Electricity Authority (NEA), Kathmandu, Nepal? How will we be able to manage our business in this kind of scenario? These people need to be serious about the development of new electric plan. This type of schedule will only lead our country towards backward. Due to the electric shortage our business will have losses in output and quality which will lead to losses in the business profits and development of the country. Industry is the key to the development of the country.
Common encourage lets encourage the development of Hydro projects and new electric plan. Our government and Nepal Electric Authority both should realize the importance and soon come of with the full powered country.
It seems like dream to imagine our country will full electric power. Anyway we have to mange our business and daily life with this shortage. That is why I like to share new and bad load shedding schedule with you all so that you can mange your time accordingly.
Click here to download the PDF version of this load shedding schedule
This load shedding schedule has been extracted from “The Himalayan Times Newspaper”
- Sakin
Nepal Electricity Authority (NEA), Kathmandu, Nepal: Announced the increase of Load-shedding hours to 16 hours a week, even though it usually reports increased electricity generations during monsoons.
Now the consumers in Kathmandu valley and much of country would have to face load-shedding all seven days of the week. Earlier, consumers used to face two hours of load shedding twice a week.
NEA is effecting the change from Wednesday.
Officials said NEA was compelled to add load shedding hours as the floods in the Saptakoshi river has destroyed the Katahaiya-Duhabi transmission line that brings 50 MW electricity to Nepal from India.
Issuing a statement, NEA said that the water level in reservoirs were also far below expectation, causing low production of electricity. However, it said that load shedding hours would be shortened once the line is up and running again.
Now you can enjoy four days of full energy in a week.
Click here to download the PDF version of this load shedding schedule
Send this link if you want to share with your friends:
http://www.sakinshrestha.com/load-shedding-august28-2008/
Source: NEA and Nepalnews
- Sakin
HP today (August 26, 2008) announced that it has completed its acquisition of Electronic Data Systems Corporation (EDS) at enterprise value of approximately US$13.9 billion, creating a leading force in technology services.
It also revealed that EDS’ top-level management structure would remain largely unchanged.HP had already made it clear that EDS president and CEO Ron Rittenmeyer, would continue in a leadership role. On Tuesday, it confirmed that Rittenmeyer’s direct reports would include key executives from EDS continuing in their roles as vice presidents overseeing various regions of the world as well as functions such as global sales, transformation, outsourcing and marketing.
The lack of a top-level management shuffle or purge did not surprise one industry observer.
The acquisition is, by value, the largest in the IT services sector and the second largest in the technology industry, following HP’s acquisition of Compaq, which closed in 2002. The companies’ collective services businesses, as of the end of each company’s 2007 fiscal year, had annual revenues of more than $38 billion and 210,000 employees, operating in more than 80 countries.
“No real surprises here so far,” said Forrester Research analyst Paul Roehrig, via e-mail. “It’s very much in line with the original strategy to fold much of the legacy HP services capability into the EDS management framework.”
EDS will handle outsourcing services previously provided by HP’s Technology Solutions Group, which will focus instead on designing, installing and maintaining systems for customers, HP said.
HP plans to reveal more about its plans for EDS on Sept. 15, when CEO Mark Hurd appears at a meeting Webcast for securities analysts.
The massive deal which sets up a pitched battle between HP and IBM for dominance in the services arena created a combined services business with nearly $40 billion in annual revenue and more than 200,000 employees as of the end of fiscal 2007, according to HP.
New EDS leadership team
Rittenmeyer announced his leadership team for the new business group, representing a mixture of existing EDS direct reports, as well as new appointments from within EDS and HP. His direct reports are:
In addition, functional support will be provided by the following individuals, who will report into global functions at HP, consistent with the company’s organizational model. They are:
Source: HP News Release | The New York Times
- Sakin
Harvard Business School Professor Rohit Deshpande discusses one airline that’s not just surviving the current downturn, but thriving: Singapore Airlines. Why is Singapore offering complimentary espresso on flights when others are charging for luggage and taking away in-flight movies? How has the company avoided the doom and gloom that so many other carriers face?
By staying out of what Deshpande says is a loser’s game of competing for customers on price, of treating them like commodities.
Singapore Airlines is a throwback, by design, to the days when flying was glamorous and customer service was king. They’ve created a luxury travel experience and retained the glamour of long-distance travel. It’s almost retro. Of course customers have to pay more for this experience, but most don’t mind. Flying has become so stressful, they’re willing to pay a little more for better experience.
Singapore Airlines brings its customer service focus to all cabins, even if it’s making its money off of the front of the plane. “They give more frills to economy than any airline,” he says. “They were the first in-seat TVs and offered more channels than any airline. They have, even in economy, more flight attendants per passenger.”
Singapore also goes against conventional wisdom by using the downturn as a time to make capital investments, not shun them. They buy airplanes at the downturn time as the supplier don’t have the buyer and they are willing to give it in discounted rate.
Singapore Airlines main strategy is to focus on customer satisfaction and not on price, they build customer loyalty and a solid business. They have always maintained the level of quality at all times and at areas. Where as other airlines they are focus on price and commodities and they fail at the time on downturn.
Singapore Airlines has evolved into one of the most respected travel brands around the world. They have one of the world’s youngest fleet in the air, a network spanning five continents, and the Singapore Girl as the symbol of quality customer care and service. Customers, investors, partners, and staff — everyone experience quality excellence. And so, in their lounges, their conferences, working relationships, and in the smallest details of flight, Singapore Airlines rise to each occasion and deliver the Singapore Airlines experience.
This proves that Customers buy solutions not the product. They buy the satisfaction and customer are loyal till you make them satisfied.
Listen to the IdeaCast for more from Professor Deshpande on Singapore Airlines’ winning strategy.
Source: Harvard Business Conversation Starter | Singapore Airlines
- Sakin
