The Secrecy of the Film ” Psycho”….

hitchcock

When it was released in 1960, Psycho was one of the most controversial films of the day, thanks in part to the surprising (for the time) depictions of violence and sexuality it contained. In an effort to keep spoilers to a minimum and thus ensure audiences were as surprised as possible by the film’s more shocking twists and scenes, Hitchcock went to some rather extreme lengths to keep the film’s basic plot a secret.

For starters, one of the first things Hitchcock did after reading the original 1959 novel the film was based on-Psycho, by Robert Bloch- and deciding that he just had to adapt it to film, was charge his assistant with purchasing as many copies of the book as possible to keep it out of public hands. Exactly how many copies Hitchcock managed to get his hands on isn’t known, but it is generally thought that he came reasonably close to purchasing every copy on the shelves at the time. This must have been nice for Bloch, at least financially, who not only got a little over $9,000  (about $71,000 today) for the movie rights to the novel, but a nice payout for all the extra copies Hitchcock purchased.

Although Hitchcock was positively enamoured by the novel’s twists and shocking content (which was partly inspired by the killings of Ed Gein, who also inspired the Texas Chainsaw Massacre movies) Paramount Pictures weren’t. They particularly didn’t like the fact that Hitchcock’s contract with them only guaranteed he’d do one other film for them.  They did not want it to be Pyscho.

To try and dissuade Hitchcock from pursuing the film any further, executives more or less attempted to halt production at every turn, which only strengthened the director’s resolve. For example, the studio refused to give Hitchcock his usual budget, offering him just shy of a million dollars instead of the $3 million and change they’d given him for his previous film, North by Northwest.

Rather than scrap the project, as they hoped, a defiant Hitchcock decided instead to simply film the movie using a television crew mostly borrowed from his show, Alfred Hitchcock Presents and shoot the entire thing in black and white. Hitchcock also managed to secure the film’s main two actors, Janet Leigh and Anthony Perkins, for a fraction of their usual fees saving tens of thousands of dollars. He also, as a demonstration of his faith in the project, turned down his normal pay and instead very wisely opted for a percentage of the film’s ultimate returns, reportedly at a whopping 60%.

In a further attempt to get him to scrap the project in favour of something they deemed better to complete his contract with them, Paramount Pictures told Hitchcock their sound stages and other such needed equipment were completely booked, even though they weren’t. Again, Hitchcock was undeterred and moved production over to Universal Studios. Ultimately Paramount gave in and green-lighted the project, though at this stage not nearly as involved in it as they’d normally have been.

This proved to be a boon to Hitchcock as he was free from executive meddling. It also allowed him to film on what was essentially a closed set, helping to insure that no details of the plot leaked.

To further make sure of this, Hitchcock made every member of the cast and crew promise that they wouldn’t talk about the film, its plot, or twists- rumor has it by making each and every one of them say in front of him “I promise I shall not divulge the plot of Psycho”.

Even after the film was finished, Hitchcock barred both Leigh and Perkins from giving any interviews concerning it, instead choosing to promote the film almost entirely by himself.

To avoid giving away any potential details about the plot, Hitchcock promotional efforts focused wholly on alluding to the film’s shocking twists and content, without giving away any details.  For instance, he sent a guide to theatres instructing them what to do in the event someone had a heart attack while watching the film. This is something Hitchcock would later double down on at initial screenings by hiring “nurses” to stand around theatre lobbies.

Hitchcock also took out a number ads in the lead up to the film’s release that merely featured an image of himself pointing sternly at his watch with a statement that said nobody who turned up to the film late would be permitted to see that showing of it.

Other ads, and even a clip at the end of the film, featured an image of Hitchcock encouraging those who watched it not to spoil the film for others saying things like,”After you see Psycho, don’t give away the ending, it’s the only one we have.” and “If you can’t keep a secret, please stay away from people after you see Psycho.

The final means with which the plot could potentially be spoiled early was with movie critics. As such, Hitchcock didn’t allow critics to see an advanced copy, suggesting instead that they watch it on release day like everybody else. Annoyed critics generally responded by savaging the film and, as Hitchcock had suspected they would, giving away plot points he’d tried so hard to protect in their rushed, release day reviews. For example, in their 1960 review of the film, Variety mentioned that the film contained several “graphically-depicted knife murders”.  After the film was a smashing success with the public, many of the critics who’d initially called the film a schlock,  bravely changed their opinion and began referring to it as a masterpiece of cinema.

Paramount similarly forgot all about how they’d initially tried to can the film before production began and heroically tried to ride Hitchcock’s coattails after the film proved to be one of the most profitable they’d ever produced up to that point, grossing about $32 million (about $252 million today) in its initial run off the ultra-tight budget they’d given Hitchcock.

Source…..www.todayifoundout.com

Natarajan

The Weekend Agriculturist… Meet Harish Srinivasan and his friends…

Tired of weekend parties, discotheques and pubs? Have aimless visits to the mall and the latest movies lost their charm?

Are you looking for something more meaningful? Something fun and challenging as well?

Then this weekend, join Harish Srinivasan and his friends at a farm near Chennai.

The Weekend Agriculturist

Like thousands of youngsters in the city, Harish has a regular job during weekdays.

But his weekends are anything but regular.

This 29-year-old is the founder of The Weekend Agriculturist, an informal group of enthusiastic youngsters, who offer free labour to small and marginal farmers on weekends.

“My plan is simple: offer free labour to the farmers, who cannot afford to hire help.

“I started a Facebook page outlining my mission and vision for the group. That was about three years ago. Today our group has nearly 5000 volunteers from all walks of life — IT professionals, doctors, teachers, entrepreneurs, social activists and students,” says Harish.

J Satish Kumar, SEO Associate, CoreLead Interactive, Chennai, is part of the core group of volunteers.

“We may have been born and brought up in the city, but agriculture is in our genes,” he points out.

“Go back a few generations and most of us will find that our ancestors were farmers. All of us have a deep connection with the land and we probably just need to be reminded about it.”

The Weekend Agriculturist

Satish was invited to an event organised by The Weekend Agriculturist (TWA) 18 months ago “and since then I have been completely hooked.”

The teams assist with everything from preparing the soil, planting the seed, transplanting, weeding and harvesting.

“Whatever help they require, we provide. In the process, we learn so much. There is nothing like first-hand experience to understand the problems that plague our farmers,” Satish says.

For founder Harish Srinivasan it all started after reading MoondramUlagaPor (Third World War), a novel by Tamil poet and lyricist Vairamuthu.

“Though I have no agricultural background, the plight of our farmers has always moved me. But it was only after reading MoondramUlagaPor that I was actually jolted into doing something.

“The book described in painful detail the untold sufferings of our farmers. I knew that I had to do something.

“Blaming the politicians and debating endlessly about who is responsible, while we go about our lives in the city, content with buying our food from the supermarket, was not going to solve the problem,” says the 29-year-old who is senior consultant at Virtusa India Pvt Ltd in Chennai.

“It is ironic that farmers, who provide our food, have to go hungry,” Harish points out. “Isn’t it a national shame that they believe their only solution is suicide?

“Farmers, who for generations have depended on agriculture for their survival, today encourage their children to find other employment.

The Weekend Agriculturist

“How much longer are we going to wait? No superhero is going to come save them.”

Harish acknowledges that it was not easy to convince farmers that they were serious.

But persistence and sincerity paid off.

“We convinced some of the big, more educated farmers, who took us in and taught us some of the basics. We went back week after week until they realised that we really had their best interests at heart.”

They spend their own money for travel and usually spend the night in open terraces, schools or small hostels.

The core group of volunteers is between the ages of 20-30, but there are older volunteers and some bring their families as well.

T R Sarathy, 45, lives in the small village of Alathur, in Thiruvallur district of Tamil Nadu. He belongs to a family of farmers. Six years ago, he gave up farming and ventured into brick making, which, he says, is much more profitable.

“Until about six years ago, farming was all we knew. For generations our family survived growing seasonal crops, but it was becoming harder every year.

“When a few villagers ventured into brick making, I too gave up farming,” says Sarathy who is a huge support to Harish and his team. He scouts the nearby farms to find out who needs help.

He says most of the farmers have small farms and cannot afford the Rs 250-300 that the labourers demand.

They grow rice, vegetable and also some flowers like roses and kanakambaram (an orange flower that women put on their hair).

Harish lets him know in advance when the group will be coming. He identifies the farmers who need help most.

They groups are of 10-20 and they work for two days from 6:30 in the morning to about 4 in the evening, doing whatever needs to be done.

“I was forced to give up farming, but today I am happy that at least I am helping my brothers survive,” Sarathy says.

The Weekend Agriculturist

Prachi Ghatwal, 25, from Goa, a mobile app developer at Creative Capsule India Pvt Limited was an active part of TWA before she went back to her hometown.

“When I was in Chennai, I used to travel with the other volunteers to the farms. Most of the farms are family owned and can barely afford any extra manpower. They are grateful for any kind of help and it is hugely satisfying seeing your work make some difference to their lives.”

She now helps with registrations and provides some technical support. “We are working on a mobile app that will facilitate better and easy registration of volunteers for the various events planned by TWA,” she says.

The group not only offers free services, they also bring in consultants, who offer expert advice and provide solutions based on the individual needs of each farmer.

The consultants educate the farmer on how to improve the quality and yield of crops. They work on sustainability and increasing growth and profitability.

They are also trying to make them adopt the traditional, healthier practices of farming.

“Our work is not over with just the weekend; we are constantly exploring new avenues to help the farmers,” says Satish.

“For the last 30-40 years, our farmers have relied on chemical fertilisers and pesticides to boost crop production without understanding its long-term effects. Most of the food on our table today is loaded with toxins.

“We are teaching the farmers the benefits of going organic, but it is not an easy task. A few have agreed to go organic on a small patch of their land.”

Volunteers are also taught how to grow their own organic vegetables.

“Vegetables like brinjal, chilly, or tomatoes can be grown very easily. I myself harvest about three or four kilos of brinjal every month in my garden. Growing your own food is a totally exhilarating experience,” Satish claims.

The Weekend Agriculturist

The volunteers are encouraged to buy produce from the farmers.

“These poor farmers sell their produce to middlemen, who buy for as low as Rs 5-6 per kg and sell for Rs 40-50 in the city. We are currently working to get corporates interested in building a direct link between the farmers and consumers, to help farmers get a better rate for their produce,” says Harish.

TWA has been in operation for three years and Harish is happy with the results.

“Today, we are appreciated for our work. Occasionally youngsters from Coonoor, Erode and Bangalore join us. There are plans to encourage such groups in other cities too.”

He says farmers too are encouraged at getting the help. “Our desire to help them is a huge motivation for them. They are happy to know that somebody cares.”

Source….Saraswathi in http://www.rediff.com

Natarajan

” With Rs 20 lakh, he built a Rs 350-cr business”….Meet Md. Gyasuddin….

Md Gyasuddin

‘I found my motivation in the fast emerging mobile market.’

‘Nokia’s biggest mistake lay in its stubbornness to change.’

‘It’s important to understand the pulse of the people.’

“To succeed in life, you need to be a dreamer and need to follow that dream with passion, hard work and dedication,” said Md Gyasuddin,  managing director of Hitech Mobiles.

He observed this simple rule of life and today he is the owner of Rs 350-crore (Rs 3.5-billion) business.

Starting with a capital of Rs 20 lakh (Rs 2 million), it has been a long journey for him.

“At times, it seemed I was being unreasonable and foolish but never gave up,” he said.

After graduation, Gyasuddin started a small mobile import unit in Kolkata in 2002.

But he had a wider vision — that of creating a mobile brand of his own.

After tutoring himself on the intricate details of the trade, Gyasuddin set up his own company — Hitech Mobiles in 2008.

Over the years, the company grew steadily and is now selling almost 2 million mobile handsets a year.

It is ranked 8th among the Indian handset makers.

Recently, the company set up its assembling unit in at Merrill Logistics Park in Sankrail, Howrah.

In a candid conversation with Indrani Roy/Rediff.com, Gyasuddin talked about how he built his company, what plans he has for it, the new assembling unit among other things.

Hitech Mobiles

What led to the idea of launching a new brand?

From an early age, I was fascinated by mobile phones and always wanted to deal in them.

After graduation, there was tremendous pressure on me to start earning. I came from a lower-middle-class family and my father was a government employee.

There was a crunch of cash all the time. But I was unwilling to take up any ordinary job that came my way and wanted to start a business.

I wanted to import mobile handsets. As a student, I had saved some money and with that took a short trip to Hong Kong to understand the nuances of mobile handsets’ business.

On my return, I started an import unit in Kolkata in 2002. I used to import handsets made by Nokia, Samsung etc and would sell them in the local market.

What was your motivation?

I found my motivation in the fast-emerging mobile market.

Though I was only out of college I knew that the mobile market had huge opportunities and it would soon undergo a thorough transformation.

I thought if I ventured into this market now, I could build a secure future.

The road must have been tough for you. What difficulties did you face in setting up this business?

Most difficult part of my journey was accumulating funds for the business. I took loan from the bank and also from friends and relatives for starting the import unit.

With an initial capital of Rs 20 lakh (Rs 2 million), I started building the mobile import unit.

The next hurdle was manpower. It was extremely difficult to get skilled workers to run the import unit. Unable to gather enough expert hands to run the business, I hired some freshers and took the responsibility of training them myself. My import unit started giving me good returns from 2004.

This is when I started dreaming of launching a mobile brand. My dreams bore fruit in 2008. Starting with a single unit in Kolkata, Hitech now has 20 branch offices all over India — it’s a wonderful feeling!

Hitech accessories

There are so many mobile brands, foreign and Indian, in the market. Why do you think people buy Hitech? What is its unique selling proposition?

We have consciously tried to keep prices of our mobile handsets within affordable limits. The price ranges between Rs 2,000 and Rs 8,000. Recently, we launched a mobile handset that costs Rs 599 only. We are sure it will be a major hit among the first-time buyers.

Also, we take pride in our highly professional after-sales service units, numbering 350, spread across India. We believe in our customers’ brand loyalty and ensure that they never get a chance to complain.

Which countries do you export your products to at present?

We mainly export our products to Nepal, Bangladesh and Bhutan at the moment. But we do plan to reach out to other countries soon.

Who is your target group?

Mobiles that we make are meant for younger generation between 18 and 30 years of age. Our mobiles are meant for those who want maximum features at minimum prices. We cater mainly to those who have been initiated on to the world of smart phones.

Hitech is ranked 8th among Indian mobile handset makers. How do you plan to beat your competitors?

As I said before, no other mobile handset maker but us can offer so many features at such affordable prices. Besides, our research and development team is constantly experimenting with new ideas to make our products unique.

At present, 30-40 per cent of our revenue is accrued from the sales of smartphones and the rest from the sales of conventional handsets. I hope it will take us a few more years to reverse the trend.

During a media interaction you had said that you learnt a lot from what happened to Nokia. Could you please elaborate?

I think Nokia’s biggest mistake lay in its stubbornness to change. Nokia never took its competitors seriously and it stuck to its Symbian operating system. But as India moved on to smart phones with the advent of 3G, people opted for Android, which was the cheaper option.

Samsung and Google grabbed this opportunity and soon Nokia found itself getting irrelevant. We saw in Nokia’s case a great business lesson.

Hence, we have vowed to ourselves to keep surveying the market and keep adapting ourselves to the changing needs of time.

Why did you venture into accessories’ production?

Soon after launching Hitech, we discovered that the modern market was crazy about mobile accessories. A new product was hitting the stores almost on a daily basis. We also noticed that the prices of these accessories were too high.

Hence, we thought of manufacturing accessories that will be user-friendly as well as affordable. Over the last few years, Hitech’s accessories have been a major hit. In fact, our accessories’ sales alone have added as much as Rs 150 crore (Rs 1.5 billion) to the revenues.

Tell us about your new assembling unit in Howrah.

The main motto of Hitech is to produce multi-featured mobiles at reasonable prices. The assembling unit will work towards this end. This 24,000-square foot unit set up at a cost of Rs 15-20 crore (Rs 150-200 million) will employ more than 200 people. The unit will house 11 machines, 4 assembly lines, one quality testing line and one packaging line.

We are collaborating with our Chinese partners, Shenzhen Yiheyuan Technology Company Limited, for mobiles and Shenzhen Hi-Tech Electronic Industrial Co. Ltd for accessories.

In tune with Prime Minister Narendra Modi’s ‘Make in India’ theme, we intend to make high quality handsets that will be smart enough to compete with any of the global brands.

It’s often said that West Bengal has a very poor industrial prospects. Even then, why did you choose this state to set up your assembling unit?

I think it’s unfair to be negative about anything without trying out all the possibilities. Since I am born and brought up in this city, I have always felt I should give something back to Kolkata. Besides, starting a business in Kolkata or in any part of Bengal has its advantages. Here labour comes cheap and as there are not many factories, there is less competition.

Hitech does brisk business in mostly non-metro cities. Have you intentionally avoided expanding your business in the metros? If so why?

Business response from non-metros so far has been enormous. In fact, these are the places where we get maximum number of buyers.

However, we do have plans for expanding in the metros. We are waiting for the goods and services tax to be implemented.

For, it will be a lot easier for us to chalk out an expansion plan when we have a unified tax regime.

What are your plans for expansion?

Talks are on to start business in Sri Lanka and some African countries. Our sales and marketing teams are very dynamic and they are constantly exploring opportunities so that our business can grow.

Having tasted such amazing success, what would be your message to budding entrepreneurs?

There are three pillars of success — hard work, honesty and perseverance.

Moreover, it’s important to understand the pulse of the people. One should always be aware of the market demand. If one sees a spark somewhere, one must stoke it.

An opportunity does not always come knocking. One often needs to convert a feeble chance into a huge opportunity.

 

Indrani Roy / Rediff.com in Kolkata  Photographs courtesy: Hitech Mobiles

source….www.rediff.com

NatarajanWith Rs 20 lakh, he built a Rs 350-cr business

Dream turns sour: A swanky airport and just one flight……

Months after take off, Durgapur airport in West Bengal struggles to stay afloat

Close to three months after a star-studded take-off with Tollywood celebrities, India’s first greenfield airport project, the Kaji Nazrul Islam airport in Durgapur is in trouble. Two non-scheduled flight operators — Pinnacle Air and Spirit Airways– have suspended operations and Air India’s lone flight on the Kolkata-Durgapur route is faced with a low demand. Now, it’s left to Bengal Aerotrolplis (BAPL) to go all out to keep the airport afloat.

Pinnacle Air, which was running flights from Kolkata to Cooch Behar four times-a-week, touching down at Durgapur and Bagdogra, along with Air India marked the beginning of commercial operation at Andal airport on May 18 this year. But poor demand has prompted it to suspend operations within months.

Spirit Airways, a non-scheduled flight operator, started three days-a-week services on the Kolkata-Andal-Patna route in mid-June. But it took them only a few weeks to decide that the service was not viable. When asked, regional manager (operations) of Spirit Airlines Gouranga Bhattacharya, did not want to comment on this.

Air India’s six days a week Durgapur-Kolkata flight is also struggling to get passengers with the effect that the airport-surrounding looks nearly-deserted. Apart from a couple of CISF personnel and a handful of Air India staff roaming around, the site is anything but airport-like.

An Air India personnel on duty says, the average occupancy is about 15 to 16 daily. It is continuing the service as BAPL is subsidising the loss in accordance with a deal with Air India for viability gap funding.

“Apart from the flight hours in the evening you will hardly find anyone here. It is difficult for those working there as well, as there is only barren land all around. Hope things will change soon with the city coming up,” said the staff.

BAPL managing direcor Partha Ghosh, promises to stand up to the hope. “Yes, occupancy is about 30 to 35 per cent now. These are very initial days. We are working on campaigns and promotions to make the airport popular and get more flights.”

While initially the fare was fixed at Rs 2,500, Air India is offering promotional offer of Rs 999 (excluding taxes) for one way journey on Durgapur-Kolkata route. The AI flight takes off from Kolkata at 5 pm and lands at Andal airport at 5.45 pm daily. The return flight takes off from Andal at 6.05 pm and reaches Kolkata at 6.50 pm.

Many argue that there are cheaper and convenient ways to travel to Kolkata from Durgapur. Including taxes one will have to pay about Rs 1,300 for a one-way journey now. “A passenger needs to report to the airline counter two hours prior to departure. Then there is a 45-minute flying time. Also, after landing, one has to spend some time collecting baggage and then more than half an hour to drive from Andal to Durgapur. Compare it with a journey by road on a Volvo bus or an express train which takes hardly three hours,” argued Anil Punjabi, chairman, east, Travel Agents Federation of India.

“BAPL needs to work with corporate houses, travel agents there to get the traffic. It has cultivate to its catchment area with more aggression. They will also have to focus on basic passenger amenities like non-avilability of transportation to and from the airport. Subsidising the flier or “seat underwriting” may not sustain for more than a year,” he added.

According to him, BAPL may consider other routes like direct flights to Delhi or even an international flight to Dhaka, which may attract passengers. Here is an interesting perspective why a Durgapur-Delhi flight could attract more passengers. “Of the 10 to 15 passengers travelling daily from Durgapur, most are employees of SAIL, who take connecting flights to Delhi from Kolkata airport,” said an Air India staff. It’s a convenient for many SAIL employees to take the flight because of the through check-in facility.

Partha Ghosh said BAPL is in talks with Air India for the Durgapur- Delhi route, which will be the next offering, without giving any specific dateline. But, there is catch. A 48 seater ATR flight can’t fly the distance of Durgapur to Delhi, it has to be A-319 flight which would have capacity of over 120 seats and to get that many passengers would be really difficult given the current scenario.

“As we talk we are carrying out promotonal events tying up with local clubs, institutions, local chambers of commerce. We are also engaging with all corporates in the the region

All through, BAPl has banked on the Asansol-Durgapur-Dhanbad industrial belt. The Asansol Durgapur Planning Area has a population of about three million. BAPL’s catchment area accounts for facilities across the iron & steel, aluminum, locomotives, cables, specialised optical lenses, coal mining and power generation sectors, along with related ancillary units. Major units in the catchment area employ a large number of staff, of which 15 per cent is management cadre, says a BAPL internal assessment report. “There are 17 engineering colleges, two deemed universities, 18 polytechnics and management institutes within the project’s immediate and extended catchment area,” the report adds.

It is time for them to cultivate what BAPL has believed all these years. More so, as the future of the proposed airport city with an information technology park, hospitals and a residential complex, spread over 1800 acres also hinges on success of the airport to a great extent.

Photograph by Ananta Karmakar, courtesy, Kazi Nazrul Islam International Airport/Facebook

Probal Basak in Kolkata

Source:    and http://www.rediff.com
Natarajan

Meet Alphabet, Google’s New Corporate Boss As Sundar Pichai Takes Over The Search Company…

Google just rocked the world with some light news on a Monday. It has restructured the company and everything will now report up to “Alphabet Inc.” a new corporate name. That includes Google, which will now be CEO’d by Sundar Pichai (one less Twitter CEO candidate).

Its site? https://abc.xyz/. Strangely enough, Google doesn’t own Alphabet.com (yet?).

BONUS: Click this period and the site links to hooli.xyz (a Silicon Valley reference)

The CEO of Alphabet will be Google CEO and co-founder Larry Page. His missive on Google’s blog (headlined G is for Google) explains what the new holding company is:

What is Alphabet? Alphabet is mostly a collection of companies. The largest of which, of course, is Google. This newer Google is a bit slimmed down, with the companies that are pretty far afield of our main Internet products contained in Alphabet instead.

Sergey Brin, co-founder of Google, will serve as Alphabet’s president (which includes the X lab), and Eric Schmidt will be chairman. In fact, he digs the new name:

Page went on to say:

Our company is operating well today, but we think we can make it cleaner and more accountable. So we are creating a new company, called Alphabet. I am really excited to be running Alphabet as CEO with help from my capable partner, Sergey, as President.

I guess we don’t want to have a Google+ or Glass kerfluffle again, where a product drags the mothership through the mud. Page basically confirms this by saying:

…the whole point is that Alphabet companies should have independence and develop their own brands.

If they fail, they die. But they do less damage to the umbrella.

The stock will be changing over from Google to Alphabet, but still trading under GOOGL and GOOG (which were set up after its stock split). The company says this will allow them to focus on Google as a product even more than before, and at the same time, Google will also be able to regain its focus on its own products.

Google’s main business will include search, ads, maps, apps, YouTube and Android and the related technical infrastructure. Nest will report up to Alphabet.

It didn’t seem that Pichai, who heads up all of Google’s most important products, had a chance at becoming Google’s CEO (ahead of Page) anytime soon. Pretty creative way to work around that, I’d say.

It looks like the stock market is reacting favorably to the announcement. Google’s…er Alphabet’s stock is up over 6 percent after hours.

Source…. ,

Two Indians Make it to the FORBES List of Top 20 Billionaires of 2015….

Indians are making their country proud everywhere. While 5 Bollywood actors made it to 35 highest-paid actors list released by Forbes yesterday, 2 Indians have made it to the list of Tech Billionaires of 2015.

Here’s the entire list:

20. Klaus Tschira – Rs. 54,844 Crores

  •     Net worth- $ 8.6 billion
  •     Co-founder of SAP

19. Hiroshi Mikitani – Rs. 55,482 Crores

  •     Net worth – $ 8.7 billion
  •     Chairman & CEO of Japan’s biggest E-retailer, Rakuten

 

18. Eric Schmidt – Rs. 58,026 Crores

  •    Net worth – $ 9.1 billion
  •    Executive chairman Google

 

17. Hasso Plattner – Rs. 58,026 Crores

  •    Net worth – $9.1 billion
  •    Co-founded SAP (Systems, Applications, Products)

 

16. Lei Jun – Rs. 84,179 Crores

  •    Net worth – $13. 2 billion
  •    Founder of Xiaomi

 

15. Shiv Nadar – Rs. 94,372 Crores

  •    Net worth – $14. 8 billion
  •    Co-founder of HCL

shiv-nadar-1

14. Robin Li – Rs. 97,571 Crores

  •    Net worth – $15.3 billion
  •    CEO of China’s largest online search company Baidu

 

13. Ma Huateng a.k.a. Pony Ma – Rs. 102,661 Crores

  • Net worth – $16.1 billion
  • Chinese Internet firm – Tencent

 

12. Paul Allen – Rs. 111,571 Crores

  •    Net worth – $17. 5 billion
  •    Co-founder of Microsoft Corporation

11. Azim Premji – Rs. 121,788 Crores

  • Net worth – $19.1 billion
  • Founder of Wipro

Azim-Premji-1

 

10. Michael Dell – Rs. 122,443 Crores

  • Net worth – $19.2 billion
  • Founder of Dell

 

9. Lauren Powell Jobs – Rs. 124,356 Crores

  • Net worth – $19.5  billion
  • Founder of Emerson Collective

 

8. Steve Ballmer – Rs. 137,126 Crores

  • Net worth – $21.5
  • Owner of Los Angeles Clippers, an American basketball team

7. Jack Ma – Rs. 144,763 Crores

  • Net worth – $22.7 billion
  • Founder of Alibaba Group

 

6. Sergey Brin – Rs. 186,215 Crores

  • Net worth – $29.2 billion
  • Co-founder of Google and runs Google X

 

5. Larry Page – Rs. 189,404 Crores

  • Net worth – $29.7 billion
  • CEO of Google

4. Mark Zuckerberg – Rs. 212,969 Crores

  • Net worth – $33.4 billion
  • Founder & CEO of Facebook

 

3. Jeff Bezos – Rs. 221,896 Crores

  • Net worth – $34. 8 billion
  • CEO of Amazon

 

2. Larry Ellison – Rs. 346,235 Crores

  • Net worth – $54.3 billion
  • Ex-CEO of Oracle Corporation

 

1. Bill Gates – Rs. 459,161 Crores

  • Net worth – $72 billion
  • Founder of Microsoft Corporation he has been on the top of the list for 16 times out of last 21

They are the richest in the tech field in the world. Now please don’t look at your bank balance and cry.

 

Source….www.storypick.com  and  www.forbes.com

Natarajan

 

“Balaji”…The World’s Richest God has got a demat account in HIS name Now…!!!

Balaji, the world’s richest god at Tirupati, has now opened a demat account to enable devotees to donate shares and securities, after finding it a tedious task to get physical share certificates dropped in Hundi transferred on his name.

Considered the first globally for a shrine management, Tirumala Tirupati Devasthanams (TTD) has opened demat account (1601010000384828) with the Stock Holding Corporation of India.

PS Reddy, MD and CEO of Central Depositories Service (CDSL), .. told ET that the innovative move by TTD was primarily aimed at addressing the hassles pertaining to transferring the physical share certificates. “TTD has been receiving physical share certificates as donations by devotees in its open Hundi, which indicates that devotees are interested in donating shares.

TTD viewed that enabling devotees to use the demat account for donations helps both.” Reddy said though TTD is the first shrine management in the country till date to open a demat account ,CDSL would explore similar interest from other temple managements in other parts of the country that were receiving shares as donations.

While acknowledging that the temple has been receiving thousands of share certificates valuing lakhs of rupees, a TTD top official, however, refused to divulge details on the quantum and value of shares received so far.

Source….www.economictimes.indiatimes.com

Natarajan

 

Retail king Yusuff Ali’s amazing success story….

Ranked 737 in the Forbes global billionaire list with personal wealth of $2.4 billion, Yusuffali’s diversification does not stop here.

Yusuff Ali seen with former late President APJ Kalam. Photograph: Courtesy, Yusuff Ali/Facebook

For Yusuffali Musaliam Veettil Abdul Kader, or Yusuff Ali MA as he is better known as, diversification is a natural trait. Born in Nattika in the Thrissur district of Kerala in 1955,

Yusuffali left the country in 1973 when he was 18 to join his uncle MK Abdullah in Abu Dhabi.

The latter ran a manufacturing company there. Yusuffali developed the import and wholesale distribution of the group, and soon ventured into retail.

In the 1990s, he launched a chain of supermarkets called Lulu.

Yusuff Ali is the s the managing director of the $5.8-billion Lulu Group.

Today, he owns over 100 supermarkets and grocery outlets and is the managing director of the $5.8-billion Lulu Group.

His business has acquired a global scale with presence in Malaysia, Indonesia and India.

With hospitality as his next area of interest, the 60-year-old staked a claim on history this week after he entered into a $170-million agreement with London-based property developer Galliard Homes to create a five-star hotel at the site of the original Scotland Yard Police Station in London.

He has set up a separate hospitality arm, Twenty14 Holdings, to focus on acquisition and management of assets around the globe.

The hotel arm is looking to expand its operations in Europe, North America and India, it has been reported. Recently, the company acquired a property at Business Bay in Dubai, which is expected to open in October.

It also jointly with Al Hashar Hotel owns the Sheraton Oman Hotel in Muscat.

“The future growth markets for us in the hospitality sector include Britain, West Asia, India and Southeast Asia,” a Lulu spokesman was quoted in Abu Dhabi’s The National.

“Since we are now firmly established in the retail sector, we want to diversify into hospitality as these two are complementary,” he added.

Ranked 737 in the Forbes global billionaire list with personal wealth of $2.4 billion, Yusuffali’s diversification does not stop here.

His companies, which have operational base in West Asia, Africa, Southeast Asia, India and the UK among others, employ 34,420 people from 37 nationalities.

A Padma Shree recipient, Yusuffali expanded his retail empire to India when he launched Lulu Hypermarket in Kochi in 2013.

He has also invested in food processing units in Delhi, Uttar Pradesh and Mumbai, and is building a mall and a food processing unit in Hyderabad.

Yusuff Ali seen with HE Badr bin Mohammed Al-Otaishan, Governor of Jubail touring the newly opened LULU Hypermarket along with HRH Prince Saud Bin Abdulla bin Abdul Aziz and other dignitaries. Photograph: Courtesy, Yusuff Ali/Facebook

He also has a presence in the Indian banking sector.

In 2013, he acquired a 4.99 per cent stake in the 93-year-old Catholic Syrian Bank in Thrissur and a 4.47 per cent stake in Kochi-based Federal Bank to become the biggest individual shareholder in the two Kerala-based lenders. The billionaire, though, also likes to give money to charity.

A website dedicated to him says: “Yusuffali is very closely involved in many social, charitable and humanitarian activities both in India as well as in West Asia, and plays a vital role in fostering the interests of non-resident Indians and keeping intact the communal harmony among them.”

Raghavendra Kamath

Source:

 

http://www.rediff.com

Natarajan

Things Money Can’t buy…

For everything else you have your credit card!

Money could buy you a vacation, a day to the spa, a good education and a fancy home but what it can’t buy you is a break, relaxation, will to study and a family. While we look out for various ways to earn money and stress out all the time, we are losing out on our health and our energy.

We seek happiness in all avenues possible but one does not have to search oceans and travel through vast lands to be satisfied. Satisfaction comes from within and having knowledge that it always originates from the way we really look at the world.

Stop running after money because money could give you temporary happiness but it won’t be permanent!

Here are 9 things money can’t buy; for everything else you have your credit card!

1. Love

Love that comes from your family, friends, pets and the world cannot be bought. No matter how rich you are or how poor, love cannot be bought; it has to be earned! How do you earn love? By being kind and understanding.

You help people in need and you show your loyalty to the people who are really important to you and that is how you earn respect.

2. Respect

While someone like Steve Jobs earned immense amount of money, he also earned immense amount of respect. You are nothing without respect. It is an established fact that when people respect you, they believe in you and that is why they invest in your ideas and your ideals.

They invest their time in listening to you and following your advice.

If you want to go far in your life, you have to be respected till the day you die.

3. Friends

Turning into a workaholic may get you all the shoes, clothes and cars you like but who would you share your adventures with?

Friends are stepping stones to success and no one likes to be alone all the time. Money cannot buy you true, good friends and you must always remember that!

4. Trust

Trust is just like respect and love. If you’re trusted, you will be given money and not the other way round. Maintain a good reputation, have good habits and be a good, disciplined person in life and trust will follow you.

5. Patience

To earn more money or ever achieve any important goal in your life patience is the number one thing you must remember. Patient people invest in long term goals and long terms ventures ending up earning a lot of money.

Money can’t buy patience but patience can get you money!

6. Luck

Luck is a challenge; one minute it is right there and the next it’s on to help someone else.

Everybody needs just a little bit of luck, even the rich!

If luck is on your side you just need to work hard but if luck is not on your side you definitely cannot buy it with happiness!

7. Wisdom

Knowledge only enhances a human being’s personality, never destroys it. Knowledge is gold and is the best way to gain success however it cannot be bought.

It entirely depends on the person’s power to absorb information and the willingness to apply it to her/his life that brings wisdom.

8. Missed opportunities

A missed opportunity is a goal lost. Always embrace opportunities as they come and never take advantage of them as sometimes opportunities once lost will never return. Not even Bill Gates can buy opportunities. A person can make use of them as they come and sometimes s/he can even create opportunities for others and help him grow but s/he cannot buy opportunities for herself/himself.

9. Time

Time is money! A saying everybody lives by. If you waste time you’re wasting money. Bill Gates earns $250 a second and that is the perfect example of how important time is. Time is limited but money couldn’t be endless. Don’t waste your time doing something that isn’t productive if you want to get rich sooner. Use it for projects that make sense and can help you grow!

Source….Rajiv Raj in http://www.rediff.com

Natarajan

Joke For the Day….A Business Advice …!!!

 

Joke: Solid Business Advice

A boat docked in a tiny seaside village. An businessman tourist complimented the local fisherman on the quality of his fish and asked how long it took him to catch them.
“Not very long,” answered the fisherman.
“But then, why didn’t you stay out longer and catch more?” asked the businessman. The fisherman explained that his small catch was sufficient to meet his needs and those of his family.
The businessman asked, “But what do you do with the rest of your time?”
“I sleep late, fish a little, play with my children, and take a siesta with my wife. In the evenings, I go into the village to see my friends, play the guitar, and sing a few songs… I have a full life.”
The businessman interrupted, “I have an MBA from Harvard, and I can help you! You should start by fishing longer every day. You can then sell the extra fish you catch. With the extra revenue, you can buy a bigger boat.”
“And after that?” asked the fisherman.
businessman
With the extra money the larger boat will bring, you can buy a second one and a third one and so on until you have an entire fleet of trawlers. Instead of selling your fish to a middle man, you can then negotiate directly with the processing plants and maybe even open your own plant. You can then leave this little village and move to the city, Los Angeles, or even New York City! From there you can direct your huge new enterprise.”
“How long would that take?” asked the fisherman.
“Twenty, perhaps twenty-five years,” replied the businessman.
“And after that?”
“Afterwards? Well my Friend, That’s when it gets really interesting,” answered the businessman, laughing. “When your business gets really big, you can start selling stocks and make millions!”
“Millions? Really? And after that?” said the fisherman.
After that you’ll be able to retire, live in a tiny village near the coast, sleep late, play with your children, catch a few fish, take a siesta with your wife and spend your evenings doing what you like and enjoying your friends.”
Source…..www.ba-bamail.com
Natarajan