Strong stuff

Saturday, November 7, 2009

Google opens search vaults, but privacy worries linger

Mumbai: Do you remember what you were looking for in Google exactly a year ago to this second? Well, the website does and is ready to share the information with you.

Beginning from Thursday night, Google has started sharing with users all information it contains about them, like search history and user data on services such as Gmail (including Google Talk transcripts), Google Reader, YouTube, Orkut, Google Books, Blogger and Picassa.

News of the application, called Dashboard, has sparked widespread debate about online privacy. "It's very scary to know how much information there is about me," said Kunal Jauhari, 25, a commodity trader who was alerted about the new Google feature by a tweet. "My search history goes back 18 months. Internet searches that I have no memory of conducting are listed with the exact date and time. I have deleted most of the search history but who knows if the information is really deleted."

Dashboard, which gives a user the option of deleting his or her Google history, makes the website and its services more transparent and is aimed at the deep cynicism of a section of internet users about Google's business practices. But Jauhari is not convinced. "With Dashboard I know what Google knows about my online life, but I still don't know how Google uses this information," he said.

Spot the match between the ads

Spot the match between the ads: "

I have come to the conclusion that watching a cricket match is the ultimate test of a person’s patience. By that reasoning we might as well be a nation of a billion monks. But I am not referring to the highs and lows of a cricket match that goes down to the wire. It’s those wretched advertisements that raise my BP.

Seriously, the number of advertisements during a cricket match may actually be the reason behind the increasing number of bald men in the country, who tear out their hair in frustration every time an over is interrupted by an ill-timed ad, usually of a cricketer selling us a pen or something.

Imagine Yuvraj just getting out to a yorker. As you wait with bated breath for the replay to vent frustration at the batsman, you are suddenly assaulted by the same Yuvraj exhorting you to consume health supplement capsules. The channel then jumps to live action just as the bowler is approaching the crease. Whatever happened between those precious few minutes is lost forever, relegated to the hard-drives of sports channels, not considered important enough for us dim-witted viewers.

Advertisers are now coming up with new and innovative ways to seek our attention. Gone are the days when the camera would pan during the change of ends to show the fielder digging his nose or the batsman indulging in some barely legal ‘excavations’ into his groin area. Now, even the single being taken is shown in a smaller window, with the rest of the TV showing a ‘mini ad’.

Even the radio is not immune to the vagaries of the ad world. Tune into a live broadcast and after every boundary you’ll hear something on the lines of “yeh laga ‘idiot cream’ chauka!” It’s as if the boundary wouldn’t have come if the cream company hadn’t paid for it. What’s next? Soon we’ll have companies queuing up to sponsor every single moment on the screen. If a player sneezes on screen, an inhaler ad could pop up and when a player does an itchy and scratchy display, the relevant ointment could make an appearance.

In the midst of all this madness, it’s the viewer who suffers (unless he has an itchy groin). Take Sachin’s Hyderabad epic. He spent hours on the field during that breathtaking knock but we may have ended up seeing more of Dhoni, Yuvraj and Shah Rukh Khan selling us everything from mobile phones to chyawanprash.

I know that ads are not something we can do away with. But my question to the broadcasters is, do you really have to ruin the match experience for us? Not that they are listening. But since cribbing is a national pastime, it’s not going to stop me from complaining. I think the only option now is to run an ad to protest the deluge of ads during a cricket match. It’ll need to have some cricketers though, to grab viewer attention.

PJ of the week:
Fan 1: It was a great match man. If only India had won.
Fan 2: Yeah, then it would have been a match made in heaven.

"

Mahindra Satyam logs out of Sector V

KOLKATA: The spate of companies' exiting the state continues. Mahindra Satyam on Friday said it wants to return the 2.77-acre plot given to it by
the Bengal government at Salt Lake's Sector V. The land has been lying unused for almost four years.

"Towards the end of last month, we had informed the government that we want to give back the land. We are waiting for a reply," a Mahindra Satyam spokesman told TOI from Hyderabad, adding that the decision had been prompted by the "current business realities faced by IT companies".

State IT minister Debesh Das and IT secretary Siddharth could not be reached for their reactions to the Mahindra Satyam pull-out.

The Sector V land was handed over when Mahindra Satyam was still under the Rajus. The MoU was signed in the presence of Buddhadeb Bhattacharjee and Ramalinga Raju at Hyderabad on January 30, 2004. The foundation stone was laid on February 24, 2006.

"The Kolkata pullout was inevitable as the company is going through a phase of consolidating infrastructure. Rather than hold on to something it knows it can't find a use for, it did the best thing by returning it to the Bengal government so that it can be given to someone who needs it," a source familiar with Mahindra Satyam's policies said.

"There were also synergy issues since Tech Mahindra already has a big presence in Kolkata," the source pointed out. "From Bengal's standpoint, however, the Mahindra Satyam pullout was the last thing that the state, already grappling with myriad problems, would have wanted." Tech Mahindra is building its own campus within Jagmohan Dalmiya's IT SEZ in Bantala.

Ever since the Mahindras took control of Satyam, there has been speculation whether the software company's new owners would do anything with the land at Sector V since it was too small to be converted into an SEZ.

In September itself, Mahindra Satyam chief executive officer C P Gurnani had told TOI that an "independent Mahindra Satyam entity in Kolkata, if thought necessary at some point, could always come up within a Tech Mahindra complex there".

Satyam had originally announced that its Salt Lake facility would employ 2000 associates. Although these plans never fructified, Satyam had been continuously urging the government to provide it with more land for an IT SEZ.

Investments in the state's tech space have slowed since March 2007 much before the global downturn made IT companies think twice before expanding. Although moves are still afoot to get Wipro to set up a second cam-pus in Kolkata, Infosys has ruled out the possibility of making any investments here till the situation improves.

Friday, November 6, 2009

Sachin Tendulkar and the Twitter connection

India has always been a cricket crazy nation and probably will remain so for the next few generations as well. No, I don’t say this because I love cricket or that I am an Indian but because Indians showed their love for cricket to the entire world yesterday. And the best part is that they proved their prowess at a time not when India had won but when they had LOST a closely fought ODI (One Day International) match against world champions Australia.

sachin tendulkar twitter trending

Chasing a mighty 350 runs target in 50 overs, Sachin Tendulkar, arguably theworld’s best ever batsmen and undoubtedly the best currently playing batsmen, played an innings of a life time and scored half of those runs alone (175 runs) but couldn’t take India to victory as the entire team fell 3 runs short of the target! Each and every Indian who saw the match was heartbroken and their broken hearts and tears flooded twitter with their emotional tweets. Eventually Sachin made it to the Twitter-Record-Books, he already has probably already has all batting records against his name. Coincidentally, he also entered the cricket record books yesterday with another world record of being the first ever batsmen in history to score 17,000 ODI runs.

Coming to twitter analysis, Twitter Trends is way of knowing what is currently hot over the web all over the world at any point of time. Although I knew about it from a long time but I realized the power of trends ever since I saw Michael Jackson trending. Yes, it was through trends that I saw that MJ had passed away. MJ’s demise stayed on twitter for almost a month. Making him one of the most trending topics ever (see pic).

michael jackson trending

For those who are unaware of what a ‘Twitter Trending Topic’ is, as Twitter puts it :

Trending topics on Twitter are keywords that happen to be popping up in a whole bunch of tweets. We measure these topics and adjust them in real-time throughout the day. It’s a great way of finding out what’s happening right now.

As far as the Indian twitter connection is concerned, although “India” trended on twitter on the 14th and 15th of August (reason being India’s independence day on 15th of August) there have only 3 incidents (excluding yesterday’s “Sachin” Trending) when an Indian individual has been a trending topic on twitter. India’s dram queen aka Rakhi Sawant, Late Andhra Pradesh CM Y S Rajasekhar Reddy, and eliminated veteran BJP (Bhartiya Janata Party) leader Jaswant Singh, have made it to the trending topics. Unfortunate but a matter of fact is that all of them made it to the trends for the wrong reasons. Rakhi sawant for the disgusting swayamvar show, YSR – when he died of chopper crash and Jaswant Singh – when he was mercilessly thrown out of India’s 2nd biggest political party – BJP.

ysr-trending

See Rakhi trending here.

The fourth instance of an Indian making it to the trending topics was Sachin Tendulkar, though made it for the right reasons, his heroic knock, but what was heartbreaking to see was that India had lost the battle. Well, what’s important is not that Sachin was the fourth Indian, but the fact which is overwhelming to know is that he’s the first cricketer who has made it to the list.

sachin trending on twitter

We all know that records hardly matter for a man of his stature, but for all of us they really do. Hats off to Sachin for making us proud yet again – on the virtual world this time. Kudos to Sachin, you truly are a Brand. Cheers !

Texas Pulls Voting Reg System From IBM After Multimillion System Can't Recover Lost Data

EFF points us to yet another massively expensive computer system that can't do some rather basic things. Apparently the state of Texas has pulled its election systems from an $863 million computer system project it had with IBM, after failures and glitches in the system took down the voter system and lost data, which was unrecoverable. State officials realized that if this had happened during an actual election, the state wouldn't have been able to verify new voters, in violation of federal law. So, it dumped IBM and set up its own system that (gasp) actually has multiple backups of the data. I guess things like redundant backups aren't included in the $863 million package.

Thursday, November 5, 2009

GM plans 10,000 job cuts at Opel

Berlin: General Motors has said it wanted to cut around 10,000 jobs at its European division Opel a day after the US car maker stunned the auto sector by scrapping plans to sell the German-based unit.

GM wants to slash costs by 30% at Opel, which would mean the elimination of about 10,000 jobs from a workforce of 55,000, GM vice president John Smith told European journalists during a telephone news conference.

General Motors said Tuesday it was abandoning a project to sell Opel to Canadian auto parts manufacturer Magna International and state-owned Russian bank Sberbank, saying it would implement its own restructuring at the unit.

The decision sparked outrage in Germany, where half of Opel’s workforce is employed and where the government had backed the Magna-Sberbank deal in hopes of preserving as many jobs as possible.

Reaction was more subdued in Spain, Belgium, Poland, Austria and Britain, where GM also has Opel operations.

Smith acknowledged that “the German government had a very strong appetite for the Magna proposal, so I can well imagine and well understand” the German reaction.

“I am hopeful they will find merit in our plan.”

Smith contended that there had been very little difference between the offers put forward by Magna and a rival bidder, the Belgian investment firm RHJI, and what GM has in mind for Opel.

“There is very little daylight between what RHJI proposed, what Magna proposed and what GM will propose,” Smith said.

But he added: “We continue to believe that we can restructure Opel with less money than any other investor.”

GM’s decision to hold on to Opel came against an improving European economic backdrop but left open questions that could decide Opel’s ultimate fate, such as whether its ability to build good compact cars is enough in a turbulent, crowded marketplace.

Some German auto analysts said the decision made sense from an industrial viewpoint while others warned GM was making a huge bet as the sector came to a crossroads and as it pinned its hopes on electric cars and strategic alliances.

As GM struggled with bankruptcy, it initially agreed to sell a 55% stake in Opel and its British sister brand Vauxhall to Magna International and Sberbank.

But GM said in a statement Tuesday it would hold on to the European unit owing to “an improving business environment for GM over the past few months, and the importance of Opel/Vauxhall to GM’s global strategy.”

European auto sales have climbed in recent months, with small cars chalking up the most deliveries, but analysts warn the market will slump again next year as government support schemes are wound down.

Meanwhile, the global market for fuel-efficient models is expected to be stronger than for GM’s classic gas-guzzlers. Bolstered by billions of dollars in state aid, it decided to keep Opel, a critical small-car asset.

“The strategic importance of Opel is enormous,” Metzler Bank analyst Juergen Pieper told AFP.

But analyst Ferdinand Dudenhoeffer said GM “took the biggest risk possible.”

US rival Chrysler made the same choice when it agreed to a takeover by the Italian group Fiat.

But Germany pushed for Opel’s sale to Magna and Sberbank, and on Wednesday, Economy Minister Rainer Bruederle slammed GM’s turnaround as “totally unacceptable.”

Britain said it would work with GM to secure the future of British plants, while Polish Economy Minister Waldemar Pawlak quickly welcomed the GM decision, calling it good news for what he said was an efficient site there.

Russia and Spain expressed “surprise” at the news, with Moscow saying it would be checking to ensure the decision was legal.

Magna said it accepted GM’s decision.

German chancellor Angela Merkel returned Wednesday from a high-profile visit to Washington and headed into a cabinet meeting to discuss the news as Bruederle demanded details of how GM would restructure Opel.

Germany had spent months haggling with GM, the European Union and Magna over terms for €4.5 billion ($6.6) in German state aid for the mooted sale.

Merkel’s spokesman Ulrich Wilhelm said the chancellor would be in contact with US President Barack Obama in the next few days.

But the White House insisted it had nothing to do with GM’s decision.

Britain called for talks with the US manufacturer.

“I have always said that if the right long-term sustainable solution is identified, then the government would be willing to support this,” business minister Peter Mandelson said.

Nokia Siemens to cut 5,800 jobs

HELSINKI: Struggling telecom equipment maker Nokia Siemens Networks aims to cut up to 5,800 jobs and save more than 1 billion euros ($1.48 billi
on) to stay competitive in the cut-throat market.

The company will revamp its operations hoping to benefit from its stronger position in offering services to operators.

Telecom gear makers have been hit hard by the recession, which crimped operator spending, and by tough competition from China's Huawei and ZTE.

"To match the commercial flexibility demonstrated by Chinese vendors, NSN had to cut back its production, R&D and overhead costs," said Pal Zarandy, partner at telecoms consultancy Rewheel.

Last month market leader Ericsson reported third-quarter earnings below expectations and declined to forecast an upturn. .

NSN, a joint venture of Nokia and Siemens, said it aimed to cut 500 million euros in annual fixed costs by the end of 2011, putting up to 5,800 of the firm's 64,000 staff at risk.

Workers in Germany and Finland protested against the plan. "Shrinking more than the market is no honour for the top management," said Georg Nassauer, the head of works council of Nokia Siemens in Munich.

"With this kind of restructuring we are not gaining any customer or order. It takes the power out of the company," he said in a statement.

Nokia shares were little changed, off 0.9 percent at 8.64 euros at 1431 GMT.

More casualties ahead
Nokia Siemens said the programme, something analysts have expected given the persistently tough market condit
ions, could bring total charges of some 550 million euros in 2010-11.

The venture has reached some quarterly operating profits, but has mostly lost money to its owners -- just like its rival Alcatel-Lucent who has posted losses for 12 straight quarters.

"They could be making money again in 2011," said SEB analyst Mats Nystrom.

"They have had catastrophic sales, but with cuts they could reach mid-single-digit margins from 2011. For higher margins, the market needs to turn to the better," he said.

NSN also said it aimed for savings "substantially larger" than 500 million euros by lowering procurement costs to meet ongoing customer requirements for competitive pricing.

"The recent consolidation among operators and moves towards network-sharing agreements will place greater pressure on equipment manufacturers such as Nokia Siemens to secure new business," said CCS Insight analyst Paolo Pescatore.

"We are bound to see further casualties in the network infrastructure space as operators rethink their business models and reconsider additional network investments," he said.

Canada's Nortel Networks, which filed for bankruptcy earlier this year, was the first major victim in the sector.

Another tough blow
The cuts are the latest blow for the joint venture, which started operations in April 2007 and then unveiled a 1.
5 billion euro cost-savings programme the following month -- later bumped to two billion -- including some 9,000 job cuts.
"Changes in the global economy and competitive environment make further cost reductions necessary," Nokia Siemens said.

Last month, parent Nokia booked a 908 million euro charge for the third quarter due to NSN. It said NSN's markets would fall by five percent in euro terms in 2009 versus 2008, and the venture would lose more market share than expected.

NSN said that it would shrink its five business units to three as part of the shake-up, and would consider partnerships and acquisitions to boost growth. The company made last summer an offer for Nortel's CDMA and LTE businesses, but lost the auction to Ericsson.

Rajeev Suri, new chief executive of NSN, said the revamp was focusing mostly on providing more services to operators who are increasingly looking at outsourcing also in emerging markets.

"I think Latin America, Africa and Eastern Europe play an important role in managed services," Suri said. So far only a few operators in these regions have started to outsource operations.

Wednesday, November 4, 2009

Serving It Hot

"Where were you on New Year’s Eve, Siddhartha,” I asked the boyishly handsome man who serves a million cups of coffee a day, as he sat down in my study.

“I was in Calcutta,” he said. An unusual place for the man from Chikmagalur whose money could buy him a holiday in Bali, Big Island, New York or someplace on the French Riviera. Why Calcutta? Turned out that he prays at the Dakshineswar Temple. For two generations, the family has believed in the Ramkrishna Mission order.

But he wasn’t at the temple until the morning of the New Year. He was actually at the CafĂ© Coffee Day (CCD) outlet near Calcutta’s Woodburn Street. “How could I be partying while 10,000 of my own people were working that night? I decided to join them and the only job I could do well in an outlet was not that of the manager but of the server at the table.”

So there he was, wearing the CCD uniform, all the way from the 31st evening until close to 3 a.m. of the New Year; running in and out, cleaning tables, greeting unsuspecting customers, seating them, taking their orders, serving the frothy cups and settling their cheques.
Image: Mallikarjun Katakol for Forbes India
The Self Made Man: VG Siddhartha in conversation with Subroto Bagchi


What was the biggest lesson for him in all this?
“I was simply amazed how indifferent people are to those who serve. Three rich women came, ordered their drinks, did not once look at me, and settled the cheque, did not care to tip me, but worse, did not say a ‘thank you’ before leaving for someplace else where revelry awaited them. It shocked me because it was New Year’s Eve. I thought people would be nice to others because they themselves were in such a joyous state of mind.”

It was time to change the subject. I wanted to know about his beginnings.

“Tell me how you started your life.”
“I was just 21. I told my father that I wanted to learn about financial investing. That I wanted to start something on my own. Ancestrally, we are farmers — we have only grown coffee in Chikmagalur. My father did not quite see where I was heading. Left to the family, making money was not a priority: 350 acres of coffee gave us enough annuity — you could make 10 lakh a year growing coffee.”
He paused.

“My father really had two sons — myself and a cousin. My uncle, a doctorate in mathematics from Zurich had died young, his son was my age. While he wanted to be a wildlife photographer, I wanted to go to Bombay to know what the investment world was like, make money on my own. So, father called us both and gave us Rs. 5 lakh each. He told me that I could start my investment business with that and if I ever failed, to come back.”

“You put that money to stock market?”
“No. I thought I should not do two things: Invest even before I learnt the world of investing. Second, put my father’s grant to risk. So, I bought a piece of land for about three lakh and kept the rest in a bank. Then, I took a bus to Belgaum and then another to Bombay. I got off near the Fort. I had never stepped into the city before. I walked into a dabba hotel that rented rooms with a shared toilet for Rs. 120 a day. Next day, I went to meet Mahendra Kampani of JM Financials — I had only heard the name. I had no appointment. I went to his office and the first thing was that I felt intimidated by the two elevators. I had never taken an elevator in my life. So, I climbed up the six floors. I met his secretary, a man named Mohan. I told him that I wanted to meet Mahendra Kampani; that I wanted to work with him. Mohan was a Bangalore guy. The man somehow felt sympathetic. He said that I could gatecrash just when he would be coming out of Mahendra Bhai’s room. I did exactly that. Mahendra Bhai was perplexed with me. He asked me who I was. I told him that I had come all the way from Bangalore and I wanted to work for him. He made me sit down; he fetched me a glass of water. I had never seen an office as large as his. Then he spoke to me, he called someone to show me the research department and asked me to come back at 3 p.m. to see him again.”

Siddhartha paused. He was in a trance.

“I met him at 3 p.m. He said he would take me in but he had no idea who I was. He asked me to get him at least a letter of introduction. That is how it all started."

“Then what happened, Siddhartha?”
“I spent all my waking hours to learn about the trade. Every single day, I showed up at 7 a.m. at the office and Mahendra Bhai and I were invariably the last to leave well past nine in the night. I would tell the office boys to pack up and it was I who took Mahendra Bhai’s dabba to load it in his car as the last item of work. In the process, he taught me all about the world of investing. He trusted me. He let me handle the accounts of some really big business houses. After a year-and-a-half with him, I was ready to come back to start on my own. I told Mahendra Bhai that. I told him how grateful I was to him, what a lot I owed him.”

“What did he say to that?”
“Oh, he told me that the Universe is connected in a web of timeless relationships. He had merely paid me back for past debt of a previous life — that I owed him nothing.”

So, Siddhartha returned and even though he bought over a stock trading firm called Sivan Securities (later renamed Global Technology Ventures), he really put his heart and soul into the coffee business. He bought out estate after failing estate in the wake of unviable coffee pricing and poor margins dictated by an international cartel. Then one day he decided to be his own master. He realised that the real value addition was in converting the beans into the coffee drinking experience and the rest is history.

I look at the man across the table. With 10,000 acres of coffee under cultivation, today, he is India’s No.1 exporter. Shorn of personal glamour, he looks like someone you would notice, only briefly, ahead of yourself in the airport security queue. In a world busy with the idea of success and failure, Siddhartha is a picture of equanimity.


I look at him one more time and think to myself: Probably it is in the name!

TCS, Wipro eye $400 mn Target outsourcing deal

BANGALORE: India’s top tech firms Tata Consultancy Services (TCS), Wipro and several others are pursuing Target’s captive technology centre for a
IT


potential acquisition, in what could be a transaction bundled with a long-term outsourcing contract worth $300-400 million. America’s second-biggest discount retailer Target has around 1,500 staff employed at its Bangalore centre, currently doing software development and maintenance work.

“We have been in discussions with them for the past few months and the dialogue is still open,” a senior executive at one of the tech firms exploring this transaction told ET on conditions of anonymity. “There is no conclusion yet about how this transaction can be structured, and it’s very early days,” he added. Both TCS and Wipro count Target as one of their top retail customers.

Some of the world’s top retailers, including UK’s Tesco and America’s speciality retailer Home Depot, have been outsourcing projects to Indian third-party service providers, including TCS and Infosys, apart from their own captive centres in order to support their existing IT systems and also develop newer applications. Tesco, for instance, saves over $100 million every year by outsourcing its IT projects to India, and primarily drives projects from its own captive in Bangalore.

“Target’s India centre could be doing at least $100 million worth of projects (revenues) every year,” another person familiar with the retailer’s India operations told ET on conditions of anonymity. Officials at Target did not reply to an email query sent by ET. TCS, Infosys and Wipro also declined to comment. Few years ago, many retailers started with an Indian captive operation as there were not many service providers who could understand their core operations better. Target entered India in 2004 through a JV with ANSRSource, a Texas-based BPO outsourcing company.

“There is a certain equity in building up the operations (captive) initially, but over the course of time, there is the objective of monetising the operations,” said Avinash Vashistha, CEO, Tholons, an offshore advisory firm.

“Once a particular process becomes commoditised, then any adding of additional resources is not justified as it adds up to the costs.”

TCS, one of Target’s Indian suppliers, supports the retailer’s operations from its delivery centres in Uruguay and Chile, apart from India. Target, which competes with Walmart Stores, reported quarterly revenues of $14.6 billion for the second quarter ended August this year.

Over the past few months, many companies have sold their technology captives in India. Divesting non-core captive operations is a strategy adopted by banks such as Citigroup and UBS for focusing better on their core operations, and also gain better outsourcing rates by bundling such transactions with a multi-year contract. An upfront payment also helps them unlock value from non-core assets. Citibank sold its Indian back-office business to TCS for around $505 million in October last year, and Citi Technology Services for around $127 million to Wipro in December last year. Both these transactions came with assured outsourcing business of around $3 billion together for these vendors.

Tuesday, November 3, 2009

Capgemini to expand India headcount

NEW DELHI: Outsourcing firm Capgemini is all set to add more staff in India with the opening of a new business information centre in Bangalore,

according to a report in a business daily.

The Bangalore centre will take the company's India headcount beyond 21,000, an increase from its employee strength of 20,000 in home country France.

According to the company, the new centre in Bangalore would start with a workforce of 1,000, which would scale up to 3,000 in about 18 months.

Paul Nannetti, general manager of Capgemini's global business information service line, said, "Bangalore provides plenty of application and technical skills in information management." He added, "The company can scale-up there much more quickly than in onshore locations."

India is among the most attractive outsourcing destination for global MNCs including IBM, Accenture and Microsoft, giving tough competition to domestic players TCS, Wipro and Infosys. The country offers large pool of skilled and low-cost talent for business information management services that help companies improve their collection, use and analysis of data.