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			'id' => '2805',
			'article_category_id' => '31',
			'title' => '‘‘New Generation Scorpio Delivers Exceptional Value And Accessible Technology’’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;">Sagar Bhadkamkar is the deputy general manager for exports and sales of Mahindra and Mahindra Ltd. The company recently launched a new product, New Generation Scorpio. Bhadkamkar was in Kathmandu for the launch and<strong>&nbsp;Angila Sharma&nbsp;</strong>and<strong>&nbsp;Rashika Pokharel&nbsp;</strong>of the New Business Age caught up with him and discussed the features of this product and the company&rsquo;s marketing strategy for the Nepali market.<strong>&nbsp;Excerpts:</strong></span></div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is the purpose of your visit?</strong></div>
	<div>
		The basic purpose of my visit here is to launch the New Generation Scorpio in Nepali market.This is the first international launch of the product following its launch in India a month earlier.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is new in the New Generation Scorpio?&nbsp;</strong></div>
	<div>
		New Generation Scorpio, as the name indicates, is a completely new Scorpio in terms of safety, comfort, ride, technology and exterior looks. Some of thesenew features are: new hi-tech 6-inch touch screen infotainment system, micro hybrid technology, smart rain and light sensors, tyre-tronics and voice assist system. It hasa new recalibrated engine that is more fuel-efficient. Earlier version of the Scorpio provided a mileage of 14.05 km per litre, but the new oneguarantees a mileage of 15.15 km per litre.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How has the journey through these two versions of Scorpios been?</strong></div>
	<div>
		Scorpio was a tremendous leap of faith for us when it was launched 12 years ago. It established the foundation for the development of an entirely new generation of vehicles from Mahindra. More importantly, it helped to transform the Mahindra brand, giving it a sophisticated urban edge at a time when we were primarily thought of as a rural player. The New Generation Scorpio will deliver exceptional value and accessible technology to our customers.</div>
	<div>
		&nbsp;</div>
	<div>
		When we unveiled the first Scorpio in June 2002, it was an emotional moment for all of us at Mahindra and a defining moment for the company. Unknown to us at that time, a dream, an icon, and a style statement was born. The Scorpio did wonders for the Mahindra brand in urban India and in markets worldwide. To see the Scorpio become the pride of over 4.5 lakh customers, sell over 50,000 vehicles during each of the last three years in a row, rule Indian roads for over 12 years and transform the India&rsquo;s SUV space, is a remarkable achievement back in our homeland.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you assess the Nepali market for four wheelers?</strong></div>
	<div>
		Nepal is a very competitive market for four wheelers. It is probably one of the most strategic markets for us where we are seeing gradual growth. That is the reason we have always focused on Nepal for our four wheelers market.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is your expectationof the market share with the new product?</strong></div>
	<div>
		New Generation Scorpio is introduced with the right price and comes with additional modern features that our targeted customers will love to have. So, we expect a boom in the sales of this product.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you see Nepal as a market for Mahindra products?</strong></div>
	<div>
		Nepal is a good market for our products. We have been enjoying leadership in tractors, utility vehicles, information technology, financial services and vacation ownership. In addition, we also enjoy a strong presence in commercial vehicles and two wheeler industries.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>Many of your competitors are established names in the Nepali market. Why should one choose your products?&nbsp;</strong></div>
	<div>
		We offer quality products at competitive prices. Prices are positioned in such a manner that different variants of Scorpios meet the need of different segment of our customers. The starting price is 35.75 lakhs and goes up to 51 lakhs.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What are your plans for the Nepali market?</strong></div>
	<div>
		Our plans include strengthening our position in the market. We are the market leaders and we will be focusing on to retain the position.&nbsp;</div>
</div>
<div>
	&nbsp;</div>',
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			'created' => '2014-11-21',
			'modified' => '2014-12-24',
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			'description' => 'Sagar Bhadkamkar is the deputy general manager for exports and sales of Mahindra and Mahindra Ltd. The company recently launched a new product, New Generation Scorpio. Bhadkamkar was in Kathmandu for the launch and Angila Sharma and Rashika Pokharel of the New Business Age caught up with him and discussed the features of this product and the company’s marketing strategy for the Nepali market. Excerpts:',
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	(int) 1 => array(
		'Article' => array(
			'id' => '2789',
			'article_category_id' => '31',
			'title' => '‘‘We Will Definitely Grow In Nepal’’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>J.S. Rathore</strong>&nbsp;is the zonal manager of sales for northern India at Suzuki Motorcycle India Limited. Rathore was recently in Nepal for the launch of Suzuki Let&rsquo;s scooter. He says that the Let&rsquo;s was launched a month ago in India and is performing well in Indian market. Suzuki motorcycles are imported and distributed in Nepal by VG Automobiles and the company is planning to expand its network throughout the country.In an interview with&nbsp;<strong>Gaurav Aryal</strong>&nbsp;of New Business Age, Rathore talks about Nepal as a market for Suzuki two wheelers.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What brings you to Nepal this time?</strong></div>
<div>
	I am here for introducing our new product, &lsquo;Let&rsquo;s 110 scooter, to the Nepali market. This product has good potential here.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the market for two wheelers like Let&rsquo;s in Nepal?</strong></div>
<div>
	Nepal is a good market for two wheelers. With annual sales of around 150 thousands two wheelers, this market sells 12, 500 two wheelers every month. The 110 CC scooters segment has potentials to occupy 23 percent of these sales. We are looking forward to tap this segment of the market, which is a growing market in Nepal. At present, Honda Dio is the highest selling scooter in Nepal and it does not have any major competitor.Let&rsquo;s will compete with it. We believe that we can get a good market share and grow quite well in this market.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is your expected sales and gain in market share?&nbsp;</strong></div>
<div>
	We are expecting to sell four to five thousands vehicles in a year. Once the product is established in the market, we will definitely sell five thousands vehicles by next year. Initially, we will grab the market share and after its success, if Nepali market chooses that type of performance, we will tryto beat the sales of Dio.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see Nepal as a market for Suzuki products?</strong></div>
<div>
	It is a good market. This is basically a scooter market and motorcycles in 150 and 125 CC segment. Currently we are not present much in those segments. We are coming with those products and we will definitely grow in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Are there any particular challenges that you face in this market?</strong></div>
<div>
	The main challenge for us is to compete against established brands such as Dio and Pulsar. These products are established in the market whereas we are new and under pressure to grow. The dealer and distributor are also new. Distributor, dealer network as well as the product has to be established. These are the major challenges for us.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is Suzuki planning especially for the Nepali market?</strong></div>
<div>
	In next two to three months, we will be launching product that will compete with Pulsar and Yamaha. Our plan is to expand and provide our services from every corners of Nepal. At present, we have 28 dealers and we are expanding the dealer network under VG Group. Then, we will expand to small towns through sub-dealers. We have already started working on it because after sales service is as important as primary sales.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Nepal is a budget conscious market and some of your competitors already have a strong market presence. What are the advantages of your products?</strong></div>
<div>
	The market still has further growth potentials. If we see in terms of pricing, we have offered a competitive pricing, less than Dio. And, consumers will get additional features, power and increased mileage with less investment. Compared to competitors we are offering more features and facilities at even better price.</div>',
			'published' => true,
			'created' => '2014-07-30',
			'modified' => '2014-07-30',
			'keywords' => '',
			'description' => 'J.S. Rathore is the zonal manager of sales for northern India at Suzuki Motorcycle India Limited. Rathore was recently in Nepal for the launch of Suzuki Let’s scooter. He says that the Let’s was launched a month ago in India and is performing well in Indian market. Suzuki motorcycles are imported and distributed in Nepal by VG Automobiles and the company is planning to expand its network throughout the country.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2762',
			'article_category_id' => '31',
			'title' => '“Young Mind Is Always  Very Inquisitive Mind”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;">The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do. He was of the view that chance can be achieved with young minds. The same organization has been working in the various parts of the world now with the aim of increasing youth&rsquo;s involvement in businesses. Siromani Dhungana of the New Business Age spoke to its President Moffat Nyirenda during his recent visit to Nepal on issues surrounding youth entrepreneurship among others. Excerpt:&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>RTI emphasizes on youth involvement in business. Why?</strong></span></div>
<div>
	The young generation is the future of the society both in the corporate as well as in the civil society. So, it&rsquo;s very important to emphasis on them. Young mind is always very inquisitive so it can be easily tapped and prompted for entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How important is &lsquo;inquisitive mind&rsquo; in business?</strong></span></div>
<div>
	First of all, the world has been very dynamic and the issue of globalization has emerged as a crucial issue. The world has become really competitive. If you do not have inquisitive mind, you will easily die in the corporate world. You should always check the challenges and find out possible solutions to overcome those challenges. Also, you have to expand your business contacts. And only inquisitive mind can identify what&rsquo;s going on around the world.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>It is said that businessmen always seek favour from political parties. Can business organization run without political inclination?&nbsp;</strong></span></div>
<div>
	Yes. If you have political inclination sometimes you have to compromise your business interest. Your professionalism, your business opportunity can face adverse situation due to direct political affiliation. So, it is extremely important to maintain neutrality in business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The phrase adopt, adapt and improve is a key facet of the RTI. How do you relate this phrase in business organization?</strong></span></div>
<div>
	Yes, adopt, adapt and improve have always been our motto since our establishment in 1927 when young entrepreneur members felt the need for a club where they could come together with similar members and share their business experiences. In business &lsquo;adopt, adapt and improve&rsquo; is very relevant. First, we have to adopt the situation then we have to adapt it and we have to improve our way of doing according to necessity. The world is very dynamic, we need to adopt and also be ready to improve. This phrase is equally important in society too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How to inspire young generation in business sector?</strong></span></div>
<div>
	There are few aspects. First, young generation should realize that they need to do something. World is dynamic and this means that they will have to face the new challenges now and then. This realization leads them to involve in entrepreneurship. Further, they should realize that they have to contribute in the society. And, entrepreneurship is the best way to do so. Further, all concerned stakeholders should always encourage youth generation to be involved in entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is more important: investment (capital) or idea to set up new venture?</strong></span></div>
<div>
	It depends on the how the country is structured. Idea and innovation is a must to start new venture for entering into the business world. At the same time, we cannot set up new business without capital. So the government, in many countries, provides special facilities and loans to innovative minds to let them start new venture. There should a balanced approach between capital and idea.</div>',
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			'created' => '2014-03-24',
			'modified' => '2014-03-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do.',
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			'id' => '2638',
			'article_category_id' => '31',
			'title' => 'In The Long Run, Ethics Pays',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof C Panduranga Bhatta</strong>&nbsp;is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values &nbsp;at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group. He was recently in Kathmandu for a conference on World Forum for Ethics in Business (WFEB). In an interview with New Business Age&rsquo;s&nbsp;<strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business and was particularly limited to financial matters. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility also.So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with things going around them. But, now, business houses cannot only be ethical in their business. They have to be aware about the things happening around them. The business houses should be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do any wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term while starting a business.Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that are established to operate for a long period of time.Such business corporations do not limit themselves to stopping fraud and other corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and they are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	So, I don&rsquo;t agree that business firms, which make profit, cannot be ethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you will be welcomed everywhere. This is because of the reputation of the business house and reputation is built on ethics.If a business house has global ambition and wants comparative advantage, the business house has to build a brand first. Business houses have to take care of ethics firstly. For example: Infosys is a company that is present throughout the world. It is recognized and accepted everywhere because they have taken ethics as their main priority. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto. If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business. If the business house is not eco-friendly, it can affecthuman life and thus the business house is considered of not practicing human values.</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority. As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it will fail. This way business houses can work for their betterment through respecting human values.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking up now because of globalization. People are exposed to the activities of business houses. Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported. This is coming from the globalised context.</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company and the country. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. So, the business houses are concerned with ethical issues because of the international ranking. This has helped in improving the situation of business ethics in South Asia and the rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you think makes an excellent leader?</strong></span></div>
<div>
	There are so many aspects by which a person can become an excellent leader. Firstly, the person has to be sensitive towards the community and the people. Secondly, the person has to be creative and has to have a vision. The means and methods of achieving the vision is what matters the most. Any leader to be successful in the present context should have these qualities. Above all, it is very important that the leader is ethical because people will be watching the behaviour of the leader.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. What you are marketing and how you are marketing is very important. If you are advertising your product by giving false information, then that is a problem. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>There is a school of thinkers who believe that ethics can&rsquo;t be taught. How do you respond to this assertion?</strong></span></div>
<div>
	This is nothing more than a myth. Teaching ethics directly to the students may not go well with the students. So, teaching business ethics should take another form. Rather, sensitizing people towards unethical acts can do no good. Teaching ethics in a direct way will be of little or no use. If ethics is incorporated in all the departments and activities, it can be useful. Awareness has to be created among people regarding ethics.</div>',
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			'created' => '2014-02-20',
			'modified' => '2014-02-21',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Prof C Panduranga Bhatta is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values  at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group',
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			'title' => '“New Engines Of Growth Could Be A Stepping Stone For Nepal”',
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			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof Imon Ghosh</strong>&nbsp;is the Director of the Academy of Human Resource Development (AHRD), India&rsquo;s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop. New Business Age caught up with him on the sidelines of the workshop to talk about his idea of new engines for the economic growth and his other works.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What brought you to Nepal?</strong></span></div>
<div>
	This is my first visit to Nepal. Verisk invited me here to conduct a three-day leadership skill workshop for its management and senior management teams. Since I was here, I told my host to make another use of my visit by conducting a talk programme on my idea of new engines of economic growth. The motive of my Nepal visit is to start a discussion on my idea of &lsquo;new engines of economic growth&rsquo; here in Nepal. I wanted to invite participants to provide me their inputs on it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please briefly highlight the idea of new engines of economic growth? What exactly are the new engines that you have identified?</strong></span></div>
<div>
	I have identified five engines of economic growth. The first one is leveraging the demographic dividend through better education and skills. This also deals with the fiscal impact of ageing population, and links to deficits. Second is innovative teaching methodologies. This requires the overhaul of our education system from a teacher-centric pedagogy to a learner-centric andragogy, resulting in higher quality human capital that can add greater value to &nbsp;the knowledge economy. The third one is the ship design innovation that can reduce the cost of international trade. Likewise, fourth engine is related to research and development that results in the next generation of propulsion system after jet propulsion. &nbsp;This I have been thinking since the early 1980s. The fifth one is about the actionable ideas to reduce poverty and accelerate economic growth. This explores a new model for promoting financial inclusion, solutions to the current economic downturn, financial sector reforms and accelerating economic growth. My presentation here mostly dwelt on this fifth engine.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How did this idea of new engines of the economic growth evolve?</strong></span></div>
<div>
	In 1992, I was doing my Masters in Economics. I came across a news article which said that many rural regional banks were running in losses and the government of India was trying to centralise them and take them to Delhi. My immediate thought was that it was a wrong thing to do; a rural bank should be in the rural area, and 196 such banks are not enough as India has over 600 thousand villages where over 815 million people live. Then I started investigating and looking at the whole when the thought crossed my mind that if we could economically empower 815 million people than we would have a powerful engine of growth. If so many people have the additional spending power, it would lift the economy up. In India, if there is good monsoon, farmers earn more and the stocks (shares price) of Hindustan Liver and other companies go up. Everybody benefits from the prosperity. Nobody benefits from keeping the people poor. It is morally imperative to reach out to the poor and improve their living conditions. As economies around the globe, including those of India and China, decelerate or slip into recession, the need of these new engines of economic growth becomes more urgent.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How can these new engines &nbsp;help accelerate Nepal&rsquo;s economy?&nbsp;</strong></span></div>
<div>
	I am actually here to learn and the purpose of my talk was also to have a conversation. &nbsp;I have studied India and I am interested in Nepal. I cannot prescribe the exact solution to Nepal. So, my intent was to solicit the inputs and feedback into my idea of new engines so that we can co-create it so that the engines could help Nepal&rsquo;s economy in some way, either completely or remotely. This is not a complete solution, but of course a stepping stone for the economic growth.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What kind of response have you been getting on your idea?</strong></span></div>
<div>
	So far, it&rsquo;s very good. My paper on &lsquo;Reducing Poverty and Accelerating Growth&rsquo;, which contains this idea, has been included in the syllabus of India&rsquo;s National University of Juridical Sciences. It was abridged and published on the editorial page of the Times of India, and noted in the records of the Indian parliament. &nbsp;Chief economic Advisor, Minister of Rural Development and other policy makers have appreciated it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>During your presentation, you underlined the need of integration between formal and informal financial sectors for an effective financial system. Could you please explain it?</strong></span></div>
<div>
	In the formal financial sector, interest rates are low, the coverage is not very good, capital adequacy is low, and non-performing assets are created right from the very beginning. There are other problems too. In the informal sector, interest rates may be high. For the economy to grow, both should complement with each other and work in tandem.&nbsp;</div>',
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			'created' => '2014-01-22',
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			'description' => 'Prof Imon Ghosh is the Director of the Academy of Human Resource Development (AHRD), India’s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2399',
			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
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			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
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	(int) 6 => array(
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			'id' => '2398',
			'article_category_id' => '31',
			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu has joined the network on the first of September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as we can so as to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</div>',
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			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flagship carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2397',
			'article_category_id' => '31',
			'title' => '“Nepal Holds Immense Potentials For Us”',
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			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15px;">Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market.&nbsp;<strong>Jun Nakata</strong>, Sales and Marketing Director of the India Yamaha Motor &nbsp;spoke to&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age during his recent business trip to Nepal.&nbsp;<strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the purpose of your visit to Nepal?</strong></span></div>
<div>
	Since Nepal is a very good market for Yamaha, I am here to hold face to face intense discussions on our future business plans, with partners, to explore further market prospects for Yamaha. My meeting with partners here, so far, has dwelt on strategies to expanding our market here amid existing stiff competition.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How is Yamaha&rsquo;s market here?</strong></span></div>
<div>
	Total demand for Yamaha in Nepal is increasing. This year only it increased by 25 per cent. Thus, Nepal is a big market for us and we cannot ignore this country. The scooter segment here is growing tremendously and we see a lot of potential in this segment.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the recent Yamaha products introduced in Nepal?</strong></span></div>
<div>
	We introduced Yamaha Ray scooter here last April. Back in September, we had introduced Ray Z scooter also. These are our two new products launched here in Nepal. Our target customers for these scooters are youngsters.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What challenges is the company facing now in Nepal?</strong></span></div>
<div>
	Currently we are focused on Nepal&rsquo;s scooter market and our main competition in this segment is Honda. In the motorbike segment, we have been competing with Bajaj. Competition is the main challenge we are facing.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to tackle this competition?</strong></span></div>
<div>
	Providing customer satisfaction is our main strategy. &nbsp;Every year we continue investing in innovating our products by improving their performance and design. Apart from that, we are in a constant touch with our customers through our partners and assess their comments and complaints. Awareness is an important factor in marketing. So, we are looking forward to create awareness among customers about the strength and features of Yamaha scooters. Yamaha brand scooters are equally popular in Asian, European and American markets. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What similarities and differences do you find in Nepali and Indian customers in terms of choice, demand and satisfaction?</strong></span></div>
<div>
	Basically Nepalis and Indians are very close in terms of choice, demand and satisfaction. I came from Yamaha India Motors. We take care of the Indian domestic market. Our strategy in India focuses on improving customer satisfaction. It&rsquo;s the same concept and strategy here in Nepal too. We provide good service, excellent showrooms and attractive products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why would youngsters, your targeted customers for two-wheelers, choose Yamaha?&nbsp;</strong></span></div>
<div>
	Yamaha two wheelers are stylish, sporty and innovative. We always provide attractive products to our young customers. &nbsp;Though some customers prefer cheap price, we believe in providing quality, performance and style at reasonable price. We believe that quality counts over price.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any schemes or promotional plan for your products?</strong></span></div>
<div>
	Generally, promotional plans and exhibition are rolled out during special occasion. Just like Yamaha Scooter Exchange Mahamela was organised last October to offer best automotive services to potential visitors and customers. We provided opportunity to customers for exchanging old bikes and scooters with Yamaha Ray Scooter at reasonable prices. It was a good platform for customers to exchange their old two-wheelers and get a new one. We even provided on-the-spot finance services to those in need. We would like to continue organizing these kinds of events in the future also.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Yamaha in India has given special emphasis to its female customers by appointing more female staffs at customer care contact points and introducing female customer care programme. Can we expect similar programme also here in Nepal?</strong></span></div>
<div>
	We have got similar programmes here in Nepal too. We have appointed actress Namrata Shrestha as our brand ambassador. We have made it mandatory for our big dealers to have at least one female representative in workshop to deal with female customers. We have appointed more lady staffs at our showrooms also. &nbsp;We are going to introduce safety driving lessons for the young ladies soon. We are also thinking about launching programmes to provide scooter riding lessons to ladies.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market. Jun Nakata, Sales and Marketing Director of the India Yamaha Motor  spoke to Sagar Ghimire of New Business Age during his recent business trip to Nepal. Excerpts:',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2072',
			'article_category_id' => '31',
			'title' => 'A Recipe For Development Through Rights',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 14px;"><strong>William Ruger</strong>&nbsp;is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University. Professor Ruger has authored a biography, Milton Friedman, and is also co-author of The State of Texas: Government, Politics, and Policy and Freedom in the 50 States and An Index of Personal and Economic Freedom. His scholarly articles have been appeared in International Studies Quarterly, Armed Forces and Society, and State Politics and Policy Quarterly. During his recent visit in Nepal, he spoke to&nbsp;<strong>Editor-in-Chief Madan Lamsal</strong>&nbsp;and&nbsp;<strong>Suraksha Adhikari</strong>&nbsp;of New Business Age.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What brought you to Nepal this time?</span></strong></div>
<div>
	Well, I am here as a guest and also to address a workshop at the King&rsquo;s College. I love interacting with people and the same thing I am doing here in Kathmandu to exchange thought and views on current scenario in this country. So, it&rsquo;s been very enjoyable.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You argue that developing economies need well-functioning institutions that keep peace (both domestically and internationally) and administer justice. Can you elaborate?</span></strong></div>
<div>
	One of the most important things that the social scientists have identified is being consistent with the prosperous economy where a state protests property rights. When people want to invest for better economy, they need to be protected in terms of their property rights. Their profits won&rsquo;t be confiscated and the investment they make won&rsquo;t get affected with high tax issues, which will led them to rough weather &mdash; crushing their efforts by the regulations. It&rsquo;s really important to have a thorough research and to get the institutions right. For example: There is a book called, &ldquo;Why Nations Fail?&rdquo; where the difference between North and South Korea was beautifully portrayed as different sets of institutions. South Korea and United States have more inclusive institutions including property right protection while other places do not. One can see the difference in these two places.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You have emphasized that the governments need to focus on protecting private property rights. What are major implications of private property rights on economy?</span></strong></div>
<div>
	I don&rsquo;t think we should defend property rights simply because they lead to economic prosperity. I think it should be protected because it&rsquo;s the right thing a state should do. People have the right to own their property, to include their integrity, their thoughts and the products of their labour in terms of making or buying. This is the right thing to do with consistence to the prosperous society. So I will not say that the state shouldn&rsquo;t do it only because of its relationship with prosperity. A government is the one that protects people&rsquo;s individual rights to include property right.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Considering the situation, when we are not being able to enjoy the basic fundamental rights, how can we think of including the private property rights in the list?</span></strong></div>
<div>
	I am not saying it&rsquo;s easy for any society including my own to ensure that the government should respect its rights. There are many examples where I think that my own government failed in protecting individual rights. I believe it&rsquo;s same in Nepal too. A right state provides a situation to see whether the government&rsquo;s function in ideal or not. If the government sticks to doing the basic things of protecting property rights, individual rights, allowing individual to execute their projects, having interest in bettering themselves and their family then you can see prosperity across. These are the basic things that the government should do. Unfortunately there are so many governments around the world that try to do so many things for good reasons but sometimes even for self-interested reasons. That&rsquo;s why a democratic society is important so that some pressure can be put on the government by the people. That means the people have to hold the government and governing class feet to the fire. If they engage in corruption this needs to be rooted out.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;"><img alt="William Ruger,Associate Professor in the Department of Political Science at Texas State University" src="/userfiles/images/wr1.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 300px; height: 459px;" />Do you think the government needs to protect the powerless from the powerful who aim to rent-seek contrary to the public good or whose persons and property are threatened or violated by other citizens?</span></strong></div>
<div>
	Yes, indeed. You know a lot of people talk about how there is need to have economic right for the less well-off. Part of the problem for the weaker section of the society is that government is strictly rest-seeking against the renters, putting barriers and regulations on the business activities. It makes it harder to people to actually move up in the society. In creating a situation in which economic growth is difficult for the entire society and that doesn&rsquo;t help anyone but especially hurts people towards the bottom in many ways in terms of quality and poverty. So, what we need is a real pro-growth business policy of the government &mdash; consistent with the rise so that you can see society as a whole become more progressive.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the major constraints of developing countries when it comes to growth?</strong></span></div>
<div>
	The economic growth is a complicated picture. You must have a right institution in terms of the government, you also have to have the culture that is consistent with entrepreneur activities and a peaceful society that is relatively tolerant having strong work ethic which teaches a kind of value consistent with human flourishing. So it is very important for families and institutions in society to help develop those values.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How can we develop the entrepreneurial culture among the people&rsquo;s lives in society like us?</span></strong></div>
<div>
	Entrepreneurship is the thing that should be awarded not hindered. Its&rsquo; really easy to squelch an entrepreneurial skill if you frustrate it constantly especially when you are trying to raise yourself to build a business and so forth. And I think in many ways the informal economy in Nepal shows that there is still a lot of entrepreneurial spirit. It&rsquo;s not just out in the formal economy perhaps it should be a really important for the government to get out of the way of the people engaging in those types of business but to make them easier and to have a kind of feeling that they won&rsquo;t be punished.</div>
<div>
	&nbsp;</div>
<div>
	It is also good for the government if they could secure the property rights of individual in business. There is a role for government to administer justice and it should engage police to protect the property rights, the people and to protect the state from other countries. And it needs tax revenue to do so.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	For making the people aware about the entrepreneurship and its importance &mdash; education will play a pivotal role. These things should be taught to our children in schools and institutions to make them aware about what is necessary to achieve prosperity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You often talk about freedom to price exploration. What&rsquo;s your main proposition to this regard?</span></strong></div>
<div>
	The price mechanism is important for transmitting local information efficiently in the complicated large society. Without the price mechanism it&rsquo;s hard for economy to be efficient. So when government steps into that, it creates a lot of problems. In fact, without the price mechanism, how would we know how to use our resources including our work force. So when government gets in the way of that it creates problems.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How important is the ideology of political forces in development?</span></strong></div>
<div>
	Unfortunately lots of parties have ideas that that the society is flourishing. And that&rsquo;s the king of rent-seeking behavior we see but also that is a kind of desire for power that individuals in the parties have. In some ways you have to find ways in which ambition can be changed on the right direction. The people who are ambitious should be focused on doing positive things. You rather want to be Bill Gates and earn millions of dollars rather than being a simple person or any political entrepreneur who often spend time is creating a resources and goods for himself rather than for others. And a person like Bill Gates is the one who creates a lot of value for everyone. We should honour these people not envy them. Certainly we should not do the things that prevent the person like Bill Gates from doing what they do.</div>
<div>
	&nbsp;</div>
<div>
	It is difficult to change the situation in the country like Nepal but part of this can be initiated from education, free press where people in media can talk about some of the stories of entrepreneurship, talk about where government has hindered this activities. But it is hard. Once you get into a bad cycle it can be difficult. Again there is a very good research in social science to show somebody&rsquo;s problem and how to get out of it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What&rsquo;s your stand about communist ideology for the development of the country?</span></strong></div>
<div>
	Communism is the failed idea. It should be something that any state or any group repatriates. It is amazing that after the fall of Soviet Union that anybody would generate those views particularly because they haven&rsquo;t been consistent with our flourishing especially economically. Justice is quite difficult to receive in these places that adopt a communist ideology. So I am not sure why anybody want communism not to mention the fact that it just doesn&rsquo;t work and it is something that even the people of the progressive forces in my country don&rsquo;t want the system where the means of production are not held in private hands. So it is just amazing that why anybody would want that. But china has broken with a lot of tendencies of economy. They have tried to encourage more market forces. They are not all the way &mdash; they have to be yet &mdash; but part of the reason that they have a large economy take off was when they started liberalizing their economy and especially to open themselves to international trade. That&rsquo;s part of the recipe of success.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Professor Ruger you have authored a biography, Milton Friedman. Why is Milton Friedman an important figure to write about?</span></strong></div>
<div>
	Friedman is one of the best economists of the 21st century. He is the public intellectual. He was the big figure in the USA and the world promoting markets, reforms in other areas that increased freedom. Lots of people don&rsquo;t realise that he was an important figure in moving USA away from conscription to an all-volunteer military force. He believed in government funding of education but didn&rsquo;t believed in government administration of school so that was really important thing for him. He is important not only he was a great economist and a Nobel Prize Winner in economics for his work on monetary policy largely but also someone who passed a fairly consistent freedom agenda in all kinds of area not just in economic ground.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What is your observation on Nepali business schools based on your short surveillance?</span></strong></div>
<div>
	Basically I am a political scientist but one of the best things I found out that there are really bright students who are interested about the ideas we are talking about. It&rsquo;s a long way to come from Texas to Nepal and it is very nice to see the enthusiasm of the students. I wish more people come to Nepal and learn something from the people here because I have learned a lot from this place.</div>',
			'published' => true,
			'created' => '2013-10-29',
			'modified' => '2013-11-10',
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			'description' => 'William Ruger is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University.',
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	(int) 9 => array(
		'Article' => array(
			'id' => '1679',
			'article_category_id' => '31',
			'title' => '‘Our Clients Include Major Multinationals As Well As Small SMEs’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Hayden Davies</strong>&nbsp;is the Director of BM TRADA, a specialist testing, inspection and certification business. BM TRADA was established nearly 80 years ago in the United Kingdom that now has 40 offices in 33 different countries. Originally a civil engineer, Hayden has been with BM TRADA since 1994 and has managed a number of the business streams. In an interview with New Business Age, Hayden shared the importance of certification in industries in Nepal.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Could you tell us the reasons for your visit to Nepal?&nbsp;</strong></div>
<div>
	Firstly, we had to attend the annual general meeting of our company that was decided to be held in Kathmandu. Secondly, we had to meet our staff, Indian partners and clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is BM TRADA all about?&nbsp;</strong></div>
<div>
	BM TRADA provides certification, testing, inspection, training and technical services around the world . We are very honest in the areas we work in. We are specialists in furniture technology and testing, timber technology and have general expertise as well.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Who are the target clients?&nbsp;</strong></div>
<div>
	Our clients range from major multinationals to the very small SMEs. Currently, the Chilime hydropower project, ten colleges, some BFIs (Banks and Financial Institutions), textile industries are some of our clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How does this certification help organizations in Nepal?&nbsp;</strong></div>
<div>
	In general, it possibly helps them to operate more efficiently. Basically, having an ISO 9000 management system means the organization is more efficient and less prone to mistakes. When a mistake occurs, it will be corrected because there is a recognized system. Secondly, it helps to reassure clients of the company&#39;s performance. When a client sees an organization&#39;s management system certified by an international body, they can rest assured of good returns. The certification is also constantly reassessed. We review the system every year to check on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you view the overall qualification of organizations in Nepal?&nbsp;</strong></div>
<div>
	The development of organizations in Nepal has been strong. They have commitment and enthusiasm to quality and that is good. What I say to these clients is -- it is very important not just to maintain the system but adding value continuously, which adds value to your business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are you expanding your market in South Asia? What is the strategy?&nbsp;</strong></div>
<div>
	We are growing our business in South Asia and work in two ways -- the first way is through subsidiaries or in joint venture, which we might own 100 percent. In India, it is a joint venture. These subsidiaries help the company to expand further. For example, BM TRADA India has now expanded to Bangladesh, Sri- Lanka and Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In the second way, we hire local representatives whose every decision made is reviewed in detail in our head office in the UK. All the controls are set within our office in UK. That is how we control and maintain quality.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the future of certification in Nepal?&nbsp;</strong></div>
<div>
	It has lots of prospects. Certification is a big opportunity for companies to prove their credentials in an international stage and display international recognition to the buyers. The company demands to make buyers confident about the products while the buyers demand that the product they are buying is of reasonable quality. I think certification will grow in Nepal because it is a prerequisite for international pride.</div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-08-23',
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			'description' => 'Hayden Davies is the Director of BM TRADA, a specialist testing, inspection and certification business.',
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	(int) 10 => array(
		'Article' => array(
			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-07-19',
			'modified' => '2013-07-19',
			'keywords' => 'new business age visiting business people news & articles, visiting business people news & articles from new business age nepal, visiting business people headlines from nepal,  current and latest visiting business people news from nepal, economic news from nepal, nepali visiting business people econ',
			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
			'sortorder' => '1300',
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	(int) 11 => array(
		'Article' => array(
			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'description' => 'Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees.',
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			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
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			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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		'Article' => array(
			'id' => '1082',
			'article_category_id' => '31',
			'title' => '‘We Believe In Providing Solution Which Is Safe, Comfortable And Sustainable’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Sanjeev Seth is the General Manager and Sales Leader for Trane Commercial Businesses in SAARC Markets that form part of the Climate Solutions sector at Ingersoll Rand. Trane is Ingersoll Rand’s strategic brand and world leader in Heating, Ventilating, Air-Conditioning and Refrigeration (HVACR) industries that serve commercial, institutional, hospitality, industrial and pharma market. Seth is responsible for driving innovation and growth of Trane business by understanding customers’ needs and developing solutions to meet customer expectations in SAARC countries. Siromani Dhungana of New Business Age talked with him during his recent visit to Nepal.</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What is the purpose of your visit?</strong></p>
<p>
	Trane is one of the leading brand in heating ventilation and air conditioning and we are now trying to increase our presence in Nepal market and we appointed MAW Engineering Pvt. Ltd as business partner for the entire Nepal. We see Nepal as a very strategic market, it’s definitely grow substantial for near future. Trane is a brand which caters to HVAC system, service and solutions for both commercial and industrial segment. We see a lot of opportunity for providing air conditioning solution in this market. So we are here to meet customer and establish relationship and engagement with the customer.</p>
<p>
	<strong>What sort of strategies has Trane adopted to target the Nepali market?</strong></p>
<p>
	As we know, energy is becoming more and more expensive and it is important to have solutions which are environmentally efficient and sustainable. We believe in providing solution which are safe, comfortable and sustainable. The products which we are launching here are going to be very energy efficient and use gases which are environmental friendly with latest technology.</p>
<p>
	<strong>With a growing interest of customers in appliances such as AC and refrigeration, there must also be competition in the market. How has Trane made sure that its market share does not get reduced by cheaper competitors?</strong></p>
<p>
	There are a lot of choices available to customers and Trane believes in partnering with customers to find the right choice. We have wide range of products available from small conditioners to huge centrifugal chillers. The product portfolio Trane manufactures, is able to meet diverse needs of the customers. They are highly energy efficient and reliable. And there is a very strong service network of Trane service technicians. We partner with the customer to provide the right kind of solutions.</p>
<p>
	<strong>With new ideas coming in each day for every sector of technology, how do you brainstorm ideas for a new and refined product?</strong></p>
<p>
	It is the regular and continuous process. We continue to innovate new products and technology. In India we have our research and development centres for this.&nbsp;</p>
<p>
	<strong>How do you see market of air conditioner in South Asia and especially in Nepal?</strong></p>
<p>
	The economy in Nepal is definitely grown and there is a need for providing the right kind of solution for customers in Nepal. The customers in Nepal will require more solution from Trane. Trane is very bullish about the Nepal market. Our partner here, MAW, is in the right position to offer the right products and solution to market.</p>
<p>
	<strong>Would you please tell us about the major unique features of the Trane brand?</strong></p>
<p>
	This year Trane has completed its hundred years. Now we are committed as well as geared up for the next century. Our products and services are unique in the sense that they are able to provide energy efficient solutions, are sustainable and some of the major installation in the world use Trane products.&nbsp;</p>
<p>
	We also have building automation systems which can integrate the entire equipment of the building. Overall we have wide portfolio which meets the diverse needs of customers.</p>
<p>
	<strong>What are your major branding strategies?</strong></p>
<p>
	Today the customers are looking for not just the products. It should be backed by proper services as well. The product itself should be reliable and of good quality. Trane is very well established in commercial segments of the markets and is recognized as a very strong and reliable brand. It continue to focus on the same values of providing reliable and high quality products and it will be backed by strong after sale services with our partner here, MAW, and we also hope that our new products and innovations will address the need of the customers.</p>
<p>
	<strong>What is the current market share of your products in Nepali market?</strong></p>
<p>
	We have been working with a lot of corporate house here since a long time and we see here a lot of opportunity and we are bullish about the future.</p>
<p>
	<strong>Where do you want to see Trane brands in Nepali market five years from now?</strong></p>
<p>
	We want to see Trane being recognized as a brand which can provide energy efficient and reliable and high quality products and entire systems and solutions of the costumers’ needs. And it should be a recognized as a brand which can actually help the customers on saving energy also. And Nepal is already struggling due to power outage. So any product or system which can save energy will help address the need of customers here. And our focus is energy efficient products at&nbsp;<span style="font-size: 12px;">reasonable price.</span></p>
<p>
	<span style="font-size: 12px;"><br />
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		'Article' => array(
			'id' => '1081',
			'article_category_id' => '31',
			'title' => '‘We Are Looking For A Long Term Relationship With The Nepali Market’',
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			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Ramesh Palagiri, managing director and CEO of Wirtgen India, was recently in Nepal to officially launch Hamm soil compactors in the Nepali market. Hamm products are manufactured in India, China and Germany using German technology by Wirtgen Group. Siromani Dhungana of New Business Age talked with him on the business prospects of Hamm soil compactors in Nepal.&nbsp;</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What are the products you are currently supplying in Nepal?</strong></p>
<p>
	We are supplying Hamm soil compactors. By the end of the year, we are coming up with a tandem roller. Because most of the roads are on hilly terrain, there is lot of hope for road recycling in Nepal and we have a very good solution for that: technology called cold recycling (very popular worldwide.) By this technology, roads can be rehabilitated.</p>
<p>
	<strong>What prospects do you see for your business in Nepal?</strong></p>
<p>
	In the last few years, the development activities in Nepal have gone down. So there are lots of possibilities for infrastructure to come up. We expect the market to grow in coming years. As of now, the market size is roughly 35-40 machines per year. We are looking for a long term relationship with the Nepali market.&nbsp;</p>
<p>
	<strong>Why to choose your products?</strong></p>
<p>
	We have 100 years of experience. We are leaders in road technologies, both for constructing new roads and for rehabilitating the existing ones. We have premium products in economic range. The consumer gets best value for money with our products. We have patented a three point articulation engine with clear and simple information displayed. So even a operator without much experience can handle it. It’s easy in maintenance and high in productivity.</p>
<p>
	<strong>How do you see the South Asian market?</strong></p>
<p>
	The South Asian market is vital for us. There is almost the same level of opportunity for us with similar competition. The market is growing and that is important too. Our target is to become market leaders.</p>
<p>
	<strong>What is the level of competition you face in Nepal?</strong></p>
<p>
	The level of competition is the same we face in India. There is a throat-cutting level of competition. We are selling premium products. Our market share is 35 percent now, our target is 40-45 percent by the end of next year. We are also focusing in good after sale services and spare parts to get close to the customer.</p>',
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			'description' => 'Ramesh Palagiri, managing director and CEO of Wirtgen India, was recently in Nepal to officially launch Hamm soil compactors in the Nepali market. Hamm products are manufactured in India, China and Germany using German technology by Wirtgen Group.',
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		&nbsp;</div>
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		<span style="font-size: 14px;">Sagar Bhadkamkar is the deputy general manager for exports and sales of Mahindra and Mahindra Ltd. The company recently launched a new product, New Generation Scorpio. Bhadkamkar was in Kathmandu for the launch and<strong>&nbsp;Angila Sharma&nbsp;</strong>and<strong>&nbsp;Rashika Pokharel&nbsp;</strong>of the New Business Age caught up with him and discussed the features of this product and the company&rsquo;s marketing strategy for the Nepali market.<strong>&nbsp;Excerpts:</strong></span></div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is the purpose of your visit?</strong></div>
	<div>
		The basic purpose of my visit here is to launch the New Generation Scorpio in Nepali market.This is the first international launch of the product following its launch in India a month earlier.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is new in the New Generation Scorpio?&nbsp;</strong></div>
	<div>
		New Generation Scorpio, as the name indicates, is a completely new Scorpio in terms of safety, comfort, ride, technology and exterior looks. Some of thesenew features are: new hi-tech 6-inch touch screen infotainment system, micro hybrid technology, smart rain and light sensors, tyre-tronics and voice assist system. It hasa new recalibrated engine that is more fuel-efficient. Earlier version of the Scorpio provided a mileage of 14.05 km per litre, but the new oneguarantees a mileage of 15.15 km per litre.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How has the journey through these two versions of Scorpios been?</strong></div>
	<div>
		Scorpio was a tremendous leap of faith for us when it was launched 12 years ago. It established the foundation for the development of an entirely new generation of vehicles from Mahindra. More importantly, it helped to transform the Mahindra brand, giving it a sophisticated urban edge at a time when we were primarily thought of as a rural player. The New Generation Scorpio will deliver exceptional value and accessible technology to our customers.</div>
	<div>
		&nbsp;</div>
	<div>
		When we unveiled the first Scorpio in June 2002, it was an emotional moment for all of us at Mahindra and a defining moment for the company. Unknown to us at that time, a dream, an icon, and a style statement was born. The Scorpio did wonders for the Mahindra brand in urban India and in markets worldwide. To see the Scorpio become the pride of over 4.5 lakh customers, sell over 50,000 vehicles during each of the last three years in a row, rule Indian roads for over 12 years and transform the India&rsquo;s SUV space, is a remarkable achievement back in our homeland.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you assess the Nepali market for four wheelers?</strong></div>
	<div>
		Nepal is a very competitive market for four wheelers. It is probably one of the most strategic markets for us where we are seeing gradual growth. That is the reason we have always focused on Nepal for our four wheelers market.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is your expectationof the market share with the new product?</strong></div>
	<div>
		New Generation Scorpio is introduced with the right price and comes with additional modern features that our targeted customers will love to have. So, we expect a boom in the sales of this product.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you see Nepal as a market for Mahindra products?</strong></div>
	<div>
		Nepal is a good market for our products. We have been enjoying leadership in tractors, utility vehicles, information technology, financial services and vacation ownership. In addition, we also enjoy a strong presence in commercial vehicles and two wheeler industries.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>Many of your competitors are established names in the Nepali market. Why should one choose your products?&nbsp;</strong></div>
	<div>
		We offer quality products at competitive prices. Prices are positioned in such a manner that different variants of Scorpios meet the need of different segment of our customers. The starting price is 35.75 lakhs and goes up to 51 lakhs.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What are your plans for the Nepali market?</strong></div>
	<div>
		Our plans include strengthening our position in the market. We are the market leaders and we will be focusing on to retain the position.&nbsp;</div>
</div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2014-11-21',
			'modified' => '2014-12-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Sagar Bhadkamkar is the deputy general manager for exports and sales of Mahindra and Mahindra Ltd. The company recently launched a new product, New Generation Scorpio. Bhadkamkar was in Kathmandu for the launch and Angila Sharma and Rashika Pokharel of the New Business Age caught up with him and discussed the features of this product and the company’s marketing strategy for the Nepali market. Excerpts:',
			'sortorder' => '2650',
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	(int) 1 => array(
		'Article' => array(
			'id' => '2789',
			'article_category_id' => '31',
			'title' => '‘‘We Will Definitely Grow In Nepal’’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>J.S. Rathore</strong>&nbsp;is the zonal manager of sales for northern India at Suzuki Motorcycle India Limited. Rathore was recently in Nepal for the launch of Suzuki Let&rsquo;s scooter. He says that the Let&rsquo;s was launched a month ago in India and is performing well in Indian market. Suzuki motorcycles are imported and distributed in Nepal by VG Automobiles and the company is planning to expand its network throughout the country.In an interview with&nbsp;<strong>Gaurav Aryal</strong>&nbsp;of New Business Age, Rathore talks about Nepal as a market for Suzuki two wheelers.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What brings you to Nepal this time?</strong></div>
<div>
	I am here for introducing our new product, &lsquo;Let&rsquo;s 110 scooter, to the Nepali market. This product has good potential here.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the market for two wheelers like Let&rsquo;s in Nepal?</strong></div>
<div>
	Nepal is a good market for two wheelers. With annual sales of around 150 thousands two wheelers, this market sells 12, 500 two wheelers every month. The 110 CC scooters segment has potentials to occupy 23 percent of these sales. We are looking forward to tap this segment of the market, which is a growing market in Nepal. At present, Honda Dio is the highest selling scooter in Nepal and it does not have any major competitor.Let&rsquo;s will compete with it. We believe that we can get a good market share and grow quite well in this market.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is your expected sales and gain in market share?&nbsp;</strong></div>
<div>
	We are expecting to sell four to five thousands vehicles in a year. Once the product is established in the market, we will definitely sell five thousands vehicles by next year. Initially, we will grab the market share and after its success, if Nepali market chooses that type of performance, we will tryto beat the sales of Dio.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see Nepal as a market for Suzuki products?</strong></div>
<div>
	It is a good market. This is basically a scooter market and motorcycles in 150 and 125 CC segment. Currently we are not present much in those segments. We are coming with those products and we will definitely grow in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Are there any particular challenges that you face in this market?</strong></div>
<div>
	The main challenge for us is to compete against established brands such as Dio and Pulsar. These products are established in the market whereas we are new and under pressure to grow. The dealer and distributor are also new. Distributor, dealer network as well as the product has to be established. These are the major challenges for us.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is Suzuki planning especially for the Nepali market?</strong></div>
<div>
	In next two to three months, we will be launching product that will compete with Pulsar and Yamaha. Our plan is to expand and provide our services from every corners of Nepal. At present, we have 28 dealers and we are expanding the dealer network under VG Group. Then, we will expand to small towns through sub-dealers. We have already started working on it because after sales service is as important as primary sales.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Nepal is a budget conscious market and some of your competitors already have a strong market presence. What are the advantages of your products?</strong></div>
<div>
	The market still has further growth potentials. If we see in terms of pricing, we have offered a competitive pricing, less than Dio. And, consumers will get additional features, power and increased mileage with less investment. Compared to competitors we are offering more features and facilities at even better price.</div>',
			'published' => true,
			'created' => '2014-07-30',
			'modified' => '2014-07-30',
			'keywords' => '',
			'description' => 'J.S. Rathore is the zonal manager of sales for northern India at Suzuki Motorcycle India Limited. Rathore was recently in Nepal for the launch of Suzuki Let’s scooter. He says that the Let’s was launched a month ago in India and is performing well in Indian market. Suzuki motorcycles are imported and distributed in Nepal by VG Automobiles and the company is planning to expand its network throughout the country.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2762',
			'article_category_id' => '31',
			'title' => '“Young Mind Is Always  Very Inquisitive Mind”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;">The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do. He was of the view that chance can be achieved with young minds. The same organization has been working in the various parts of the world now with the aim of increasing youth&rsquo;s involvement in businesses. Siromani Dhungana of the New Business Age spoke to its President Moffat Nyirenda during his recent visit to Nepal on issues surrounding youth entrepreneurship among others. Excerpt:&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>RTI emphasizes on youth involvement in business. Why?</strong></span></div>
<div>
	The young generation is the future of the society both in the corporate as well as in the civil society. So, it&rsquo;s very important to emphasis on them. Young mind is always very inquisitive so it can be easily tapped and prompted for entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How important is &lsquo;inquisitive mind&rsquo; in business?</strong></span></div>
<div>
	First of all, the world has been very dynamic and the issue of globalization has emerged as a crucial issue. The world has become really competitive. If you do not have inquisitive mind, you will easily die in the corporate world. You should always check the challenges and find out possible solutions to overcome those challenges. Also, you have to expand your business contacts. And only inquisitive mind can identify what&rsquo;s going on around the world.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>It is said that businessmen always seek favour from political parties. Can business organization run without political inclination?&nbsp;</strong></span></div>
<div>
	Yes. If you have political inclination sometimes you have to compromise your business interest. Your professionalism, your business opportunity can face adverse situation due to direct political affiliation. So, it is extremely important to maintain neutrality in business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The phrase adopt, adapt and improve is a key facet of the RTI. How do you relate this phrase in business organization?</strong></span></div>
<div>
	Yes, adopt, adapt and improve have always been our motto since our establishment in 1927 when young entrepreneur members felt the need for a club where they could come together with similar members and share their business experiences. In business &lsquo;adopt, adapt and improve&rsquo; is very relevant. First, we have to adopt the situation then we have to adapt it and we have to improve our way of doing according to necessity. The world is very dynamic, we need to adopt and also be ready to improve. This phrase is equally important in society too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How to inspire young generation in business sector?</strong></span></div>
<div>
	There are few aspects. First, young generation should realize that they need to do something. World is dynamic and this means that they will have to face the new challenges now and then. This realization leads them to involve in entrepreneurship. Further, they should realize that they have to contribute in the society. And, entrepreneurship is the best way to do so. Further, all concerned stakeholders should always encourage youth generation to be involved in entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is more important: investment (capital) or idea to set up new venture?</strong></span></div>
<div>
	It depends on the how the country is structured. Idea and innovation is a must to start new venture for entering into the business world. At the same time, we cannot set up new business without capital. So the government, in many countries, provides special facilities and loans to innovative minds to let them start new venture. There should a balanced approach between capital and idea.</div>',
			'published' => true,
			'created' => '2014-03-24',
			'modified' => '2014-03-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2638',
			'article_category_id' => '31',
			'title' => 'In The Long Run, Ethics Pays',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof C Panduranga Bhatta</strong>&nbsp;is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values &nbsp;at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group. He was recently in Kathmandu for a conference on World Forum for Ethics in Business (WFEB). In an interview with New Business Age&rsquo;s&nbsp;<strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business and was particularly limited to financial matters. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility also.So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with things going around them. But, now, business houses cannot only be ethical in their business. They have to be aware about the things happening around them. The business houses should be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do any wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term while starting a business.Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that are established to operate for a long period of time.Such business corporations do not limit themselves to stopping fraud and other corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and they are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	So, I don&rsquo;t agree that business firms, which make profit, cannot be ethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you will be welcomed everywhere. This is because of the reputation of the business house and reputation is built on ethics.If a business house has global ambition and wants comparative advantage, the business house has to build a brand first. Business houses have to take care of ethics firstly. For example: Infosys is a company that is present throughout the world. It is recognized and accepted everywhere because they have taken ethics as their main priority. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto. If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business. If the business house is not eco-friendly, it can affecthuman life and thus the business house is considered of not practicing human values.</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority. As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it will fail. This way business houses can work for their betterment through respecting human values.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking up now because of globalization. People are exposed to the activities of business houses. Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported. This is coming from the globalised context.</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company and the country. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. So, the business houses are concerned with ethical issues because of the international ranking. This has helped in improving the situation of business ethics in South Asia and the rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you think makes an excellent leader?</strong></span></div>
<div>
	There are so many aspects by which a person can become an excellent leader. Firstly, the person has to be sensitive towards the community and the people. Secondly, the person has to be creative and has to have a vision. The means and methods of achieving the vision is what matters the most. Any leader to be successful in the present context should have these qualities. Above all, it is very important that the leader is ethical because people will be watching the behaviour of the leader.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. What you are marketing and how you are marketing is very important. If you are advertising your product by giving false information, then that is a problem. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>There is a school of thinkers who believe that ethics can&rsquo;t be taught. How do you respond to this assertion?</strong></span></div>
<div>
	This is nothing more than a myth. Teaching ethics directly to the students may not go well with the students. So, teaching business ethics should take another form. Rather, sensitizing people towards unethical acts can do no good. Teaching ethics in a direct way will be of little or no use. If ethics is incorporated in all the departments and activities, it can be useful. Awareness has to be created among people regarding ethics.</div>',
			'published' => true,
			'created' => '2014-02-20',
			'modified' => '2014-02-21',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Prof C Panduranga Bhatta is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values  at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2490',
			'article_category_id' => '31',
			'title' => '“New Engines Of Growth Could Be A Stepping Stone For Nepal”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof Imon Ghosh</strong>&nbsp;is the Director of the Academy of Human Resource Development (AHRD), India&rsquo;s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop. New Business Age caught up with him on the sidelines of the workshop to talk about his idea of new engines for the economic growth and his other works.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What brought you to Nepal?</strong></span></div>
<div>
	This is my first visit to Nepal. Verisk invited me here to conduct a three-day leadership skill workshop for its management and senior management teams. Since I was here, I told my host to make another use of my visit by conducting a talk programme on my idea of new engines of economic growth. The motive of my Nepal visit is to start a discussion on my idea of &lsquo;new engines of economic growth&rsquo; here in Nepal. I wanted to invite participants to provide me their inputs on it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please briefly highlight the idea of new engines of economic growth? What exactly are the new engines that you have identified?</strong></span></div>
<div>
	I have identified five engines of economic growth. The first one is leveraging the demographic dividend through better education and skills. This also deals with the fiscal impact of ageing population, and links to deficits. Second is innovative teaching methodologies. This requires the overhaul of our education system from a teacher-centric pedagogy to a learner-centric andragogy, resulting in higher quality human capital that can add greater value to &nbsp;the knowledge economy. The third one is the ship design innovation that can reduce the cost of international trade. Likewise, fourth engine is related to research and development that results in the next generation of propulsion system after jet propulsion. &nbsp;This I have been thinking since the early 1980s. The fifth one is about the actionable ideas to reduce poverty and accelerate economic growth. This explores a new model for promoting financial inclusion, solutions to the current economic downturn, financial sector reforms and accelerating economic growth. My presentation here mostly dwelt on this fifth engine.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How did this idea of new engines of the economic growth evolve?</strong></span></div>
<div>
	In 1992, I was doing my Masters in Economics. I came across a news article which said that many rural regional banks were running in losses and the government of India was trying to centralise them and take them to Delhi. My immediate thought was that it was a wrong thing to do; a rural bank should be in the rural area, and 196 such banks are not enough as India has over 600 thousand villages where over 815 million people live. Then I started investigating and looking at the whole when the thought crossed my mind that if we could economically empower 815 million people than we would have a powerful engine of growth. If so many people have the additional spending power, it would lift the economy up. In India, if there is good monsoon, farmers earn more and the stocks (shares price) of Hindustan Liver and other companies go up. Everybody benefits from the prosperity. Nobody benefits from keeping the people poor. It is morally imperative to reach out to the poor and improve their living conditions. As economies around the globe, including those of India and China, decelerate or slip into recession, the need of these new engines of economic growth becomes more urgent.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How can these new engines &nbsp;help accelerate Nepal&rsquo;s economy?&nbsp;</strong></span></div>
<div>
	I am actually here to learn and the purpose of my talk was also to have a conversation. &nbsp;I have studied India and I am interested in Nepal. I cannot prescribe the exact solution to Nepal. So, my intent was to solicit the inputs and feedback into my idea of new engines so that we can co-create it so that the engines could help Nepal&rsquo;s economy in some way, either completely or remotely. This is not a complete solution, but of course a stepping stone for the economic growth.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What kind of response have you been getting on your idea?</strong></span></div>
<div>
	So far, it&rsquo;s very good. My paper on &lsquo;Reducing Poverty and Accelerating Growth&rsquo;, which contains this idea, has been included in the syllabus of India&rsquo;s National University of Juridical Sciences. It was abridged and published on the editorial page of the Times of India, and noted in the records of the Indian parliament. &nbsp;Chief economic Advisor, Minister of Rural Development and other policy makers have appreciated it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>During your presentation, you underlined the need of integration between formal and informal financial sectors for an effective financial system. Could you please explain it?</strong></span></div>
<div>
	In the formal financial sector, interest rates are low, the coverage is not very good, capital adequacy is low, and non-performing assets are created right from the very beginning. There are other problems too. In the informal sector, interest rates may be high. For the economy to grow, both should complement with each other and work in tandem.&nbsp;</div>',
			'published' => true,
			'created' => '2014-01-22',
			'modified' => '2014-01-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Prof Imon Ghosh is the Director of the Academy of Human Resource Development (AHRD), India’s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop.',
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			'id' => '2399',
			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '2398',
			'article_category_id' => '31',
			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu has joined the network on the first of September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as we can so as to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flagship carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2397',
			'article_category_id' => '31',
			'title' => '“Nepal Holds Immense Potentials For Us”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15px;">Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market.&nbsp;<strong>Jun Nakata</strong>, Sales and Marketing Director of the India Yamaha Motor &nbsp;spoke to&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age during his recent business trip to Nepal.&nbsp;<strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the purpose of your visit to Nepal?</strong></span></div>
<div>
	Since Nepal is a very good market for Yamaha, I am here to hold face to face intense discussions on our future business plans, with partners, to explore further market prospects for Yamaha. My meeting with partners here, so far, has dwelt on strategies to expanding our market here amid existing stiff competition.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How is Yamaha&rsquo;s market here?</strong></span></div>
<div>
	Total demand for Yamaha in Nepal is increasing. This year only it increased by 25 per cent. Thus, Nepal is a big market for us and we cannot ignore this country. The scooter segment here is growing tremendously and we see a lot of potential in this segment.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the recent Yamaha products introduced in Nepal?</strong></span></div>
<div>
	We introduced Yamaha Ray scooter here last April. Back in September, we had introduced Ray Z scooter also. These are our two new products launched here in Nepal. Our target customers for these scooters are youngsters.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What challenges is the company facing now in Nepal?</strong></span></div>
<div>
	Currently we are focused on Nepal&rsquo;s scooter market and our main competition in this segment is Honda. In the motorbike segment, we have been competing with Bajaj. Competition is the main challenge we are facing.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to tackle this competition?</strong></span></div>
<div>
	Providing customer satisfaction is our main strategy. &nbsp;Every year we continue investing in innovating our products by improving their performance and design. Apart from that, we are in a constant touch with our customers through our partners and assess their comments and complaints. Awareness is an important factor in marketing. So, we are looking forward to create awareness among customers about the strength and features of Yamaha scooters. Yamaha brand scooters are equally popular in Asian, European and American markets. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What similarities and differences do you find in Nepali and Indian customers in terms of choice, demand and satisfaction?</strong></span></div>
<div>
	Basically Nepalis and Indians are very close in terms of choice, demand and satisfaction. I came from Yamaha India Motors. We take care of the Indian domestic market. Our strategy in India focuses on improving customer satisfaction. It&rsquo;s the same concept and strategy here in Nepal too. We provide good service, excellent showrooms and attractive products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why would youngsters, your targeted customers for two-wheelers, choose Yamaha?&nbsp;</strong></span></div>
<div>
	Yamaha two wheelers are stylish, sporty and innovative. We always provide attractive products to our young customers. &nbsp;Though some customers prefer cheap price, we believe in providing quality, performance and style at reasonable price. We believe that quality counts over price.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any schemes or promotional plan for your products?</strong></span></div>
<div>
	Generally, promotional plans and exhibition are rolled out during special occasion. Just like Yamaha Scooter Exchange Mahamela was organised last October to offer best automotive services to potential visitors and customers. We provided opportunity to customers for exchanging old bikes and scooters with Yamaha Ray Scooter at reasonable prices. It was a good platform for customers to exchange their old two-wheelers and get a new one. We even provided on-the-spot finance services to those in need. We would like to continue organizing these kinds of events in the future also.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Yamaha in India has given special emphasis to its female customers by appointing more female staffs at customer care contact points and introducing female customer care programme. Can we expect similar programme also here in Nepal?</strong></span></div>
<div>
	We have got similar programmes here in Nepal too. We have appointed actress Namrata Shrestha as our brand ambassador. We have made it mandatory for our big dealers to have at least one female representative in workshop to deal with female customers. We have appointed more lady staffs at our showrooms also. &nbsp;We are going to introduce safety driving lessons for the young ladies soon. We are also thinking about launching programmes to provide scooter riding lessons to ladies.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market. Jun Nakata, Sales and Marketing Director of the India Yamaha Motor  spoke to Sagar Ghimire of New Business Age during his recent business trip to Nepal. Excerpts:',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2072',
			'article_category_id' => '31',
			'title' => 'A Recipe For Development Through Rights',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 14px;"><strong>William Ruger</strong>&nbsp;is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University. Professor Ruger has authored a biography, Milton Friedman, and is also co-author of The State of Texas: Government, Politics, and Policy and Freedom in the 50 States and An Index of Personal and Economic Freedom. His scholarly articles have been appeared in International Studies Quarterly, Armed Forces and Society, and State Politics and Policy Quarterly. During his recent visit in Nepal, he spoke to&nbsp;<strong>Editor-in-Chief Madan Lamsal</strong>&nbsp;and&nbsp;<strong>Suraksha Adhikari</strong>&nbsp;of New Business Age.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What brought you to Nepal this time?</span></strong></div>
<div>
	Well, I am here as a guest and also to address a workshop at the King&rsquo;s College. I love interacting with people and the same thing I am doing here in Kathmandu to exchange thought and views on current scenario in this country. So, it&rsquo;s been very enjoyable.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You argue that developing economies need well-functioning institutions that keep peace (both domestically and internationally) and administer justice. Can you elaborate?</span></strong></div>
<div>
	One of the most important things that the social scientists have identified is being consistent with the prosperous economy where a state protests property rights. When people want to invest for better economy, they need to be protected in terms of their property rights. Their profits won&rsquo;t be confiscated and the investment they make won&rsquo;t get affected with high tax issues, which will led them to rough weather &mdash; crushing their efforts by the regulations. It&rsquo;s really important to have a thorough research and to get the institutions right. For example: There is a book called, &ldquo;Why Nations Fail?&rdquo; where the difference between North and South Korea was beautifully portrayed as different sets of institutions. South Korea and United States have more inclusive institutions including property right protection while other places do not. One can see the difference in these two places.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You have emphasized that the governments need to focus on protecting private property rights. What are major implications of private property rights on economy?</span></strong></div>
<div>
	I don&rsquo;t think we should defend property rights simply because they lead to economic prosperity. I think it should be protected because it&rsquo;s the right thing a state should do. People have the right to own their property, to include their integrity, their thoughts and the products of their labour in terms of making or buying. This is the right thing to do with consistence to the prosperous society. So I will not say that the state shouldn&rsquo;t do it only because of its relationship with prosperity. A government is the one that protects people&rsquo;s individual rights to include property right.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Considering the situation, when we are not being able to enjoy the basic fundamental rights, how can we think of including the private property rights in the list?</span></strong></div>
<div>
	I am not saying it&rsquo;s easy for any society including my own to ensure that the government should respect its rights. There are many examples where I think that my own government failed in protecting individual rights. I believe it&rsquo;s same in Nepal too. A right state provides a situation to see whether the government&rsquo;s function in ideal or not. If the government sticks to doing the basic things of protecting property rights, individual rights, allowing individual to execute their projects, having interest in bettering themselves and their family then you can see prosperity across. These are the basic things that the government should do. Unfortunately there are so many governments around the world that try to do so many things for good reasons but sometimes even for self-interested reasons. That&rsquo;s why a democratic society is important so that some pressure can be put on the government by the people. That means the people have to hold the government and governing class feet to the fire. If they engage in corruption this needs to be rooted out.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;"><img alt="William Ruger,Associate Professor in the Department of Political Science at Texas State University" src="/userfiles/images/wr1.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 300px; height: 459px;" />Do you think the government needs to protect the powerless from the powerful who aim to rent-seek contrary to the public good or whose persons and property are threatened or violated by other citizens?</span></strong></div>
<div>
	Yes, indeed. You know a lot of people talk about how there is need to have economic right for the less well-off. Part of the problem for the weaker section of the society is that government is strictly rest-seeking against the renters, putting barriers and regulations on the business activities. It makes it harder to people to actually move up in the society. In creating a situation in which economic growth is difficult for the entire society and that doesn&rsquo;t help anyone but especially hurts people towards the bottom in many ways in terms of quality and poverty. So, what we need is a real pro-growth business policy of the government &mdash; consistent with the rise so that you can see society as a whole become more progressive.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the major constraints of developing countries when it comes to growth?</strong></span></div>
<div>
	The economic growth is a complicated picture. You must have a right institution in terms of the government, you also have to have the culture that is consistent with entrepreneur activities and a peaceful society that is relatively tolerant having strong work ethic which teaches a kind of value consistent with human flourishing. So it is very important for families and institutions in society to help develop those values.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How can we develop the entrepreneurial culture among the people&rsquo;s lives in society like us?</span></strong></div>
<div>
	Entrepreneurship is the thing that should be awarded not hindered. Its&rsquo; really easy to squelch an entrepreneurial skill if you frustrate it constantly especially when you are trying to raise yourself to build a business and so forth. And I think in many ways the informal economy in Nepal shows that there is still a lot of entrepreneurial spirit. It&rsquo;s not just out in the formal economy perhaps it should be a really important for the government to get out of the way of the people engaging in those types of business but to make them easier and to have a kind of feeling that they won&rsquo;t be punished.</div>
<div>
	&nbsp;</div>
<div>
	It is also good for the government if they could secure the property rights of individual in business. There is a role for government to administer justice and it should engage police to protect the property rights, the people and to protect the state from other countries. And it needs tax revenue to do so.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	For making the people aware about the entrepreneurship and its importance &mdash; education will play a pivotal role. These things should be taught to our children in schools and institutions to make them aware about what is necessary to achieve prosperity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You often talk about freedom to price exploration. What&rsquo;s your main proposition to this regard?</span></strong></div>
<div>
	The price mechanism is important for transmitting local information efficiently in the complicated large society. Without the price mechanism it&rsquo;s hard for economy to be efficient. So when government steps into that, it creates a lot of problems. In fact, without the price mechanism, how would we know how to use our resources including our work force. So when government gets in the way of that it creates problems.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How important is the ideology of political forces in development?</span></strong></div>
<div>
	Unfortunately lots of parties have ideas that that the society is flourishing. And that&rsquo;s the king of rent-seeking behavior we see but also that is a kind of desire for power that individuals in the parties have. In some ways you have to find ways in which ambition can be changed on the right direction. The people who are ambitious should be focused on doing positive things. You rather want to be Bill Gates and earn millions of dollars rather than being a simple person or any political entrepreneur who often spend time is creating a resources and goods for himself rather than for others. And a person like Bill Gates is the one who creates a lot of value for everyone. We should honour these people not envy them. Certainly we should not do the things that prevent the person like Bill Gates from doing what they do.</div>
<div>
	&nbsp;</div>
<div>
	It is difficult to change the situation in the country like Nepal but part of this can be initiated from education, free press where people in media can talk about some of the stories of entrepreneurship, talk about where government has hindered this activities. But it is hard. Once you get into a bad cycle it can be difficult. Again there is a very good research in social science to show somebody&rsquo;s problem and how to get out of it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What&rsquo;s your stand about communist ideology for the development of the country?</span></strong></div>
<div>
	Communism is the failed idea. It should be something that any state or any group repatriates. It is amazing that after the fall of Soviet Union that anybody would generate those views particularly because they haven&rsquo;t been consistent with our flourishing especially economically. Justice is quite difficult to receive in these places that adopt a communist ideology. So I am not sure why anybody want communism not to mention the fact that it just doesn&rsquo;t work and it is something that even the people of the progressive forces in my country don&rsquo;t want the system where the means of production are not held in private hands. So it is just amazing that why anybody would want that. But china has broken with a lot of tendencies of economy. They have tried to encourage more market forces. They are not all the way &mdash; they have to be yet &mdash; but part of the reason that they have a large economy take off was when they started liberalizing their economy and especially to open themselves to international trade. That&rsquo;s part of the recipe of success.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Professor Ruger you have authored a biography, Milton Friedman. Why is Milton Friedman an important figure to write about?</span></strong></div>
<div>
	Friedman is one of the best economists of the 21st century. He is the public intellectual. He was the big figure in the USA and the world promoting markets, reforms in other areas that increased freedom. Lots of people don&rsquo;t realise that he was an important figure in moving USA away from conscription to an all-volunteer military force. He believed in government funding of education but didn&rsquo;t believed in government administration of school so that was really important thing for him. He is important not only he was a great economist and a Nobel Prize Winner in economics for his work on monetary policy largely but also someone who passed a fairly consistent freedom agenda in all kinds of area not just in economic ground.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What is your observation on Nepali business schools based on your short surveillance?</span></strong></div>
<div>
	Basically I am a political scientist but one of the best things I found out that there are really bright students who are interested about the ideas we are talking about. It&rsquo;s a long way to come from Texas to Nepal and it is very nice to see the enthusiasm of the students. I wish more people come to Nepal and learn something from the people here because I have learned a lot from this place.</div>',
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			'description' => 'William Ruger is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University.',
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	(int) 9 => array(
		'Article' => array(
			'id' => '1679',
			'article_category_id' => '31',
			'title' => '‘Our Clients Include Major Multinationals As Well As Small SMEs’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Hayden Davies</strong>&nbsp;is the Director of BM TRADA, a specialist testing, inspection and certification business. BM TRADA was established nearly 80 years ago in the United Kingdom that now has 40 offices in 33 different countries. Originally a civil engineer, Hayden has been with BM TRADA since 1994 and has managed a number of the business streams. In an interview with New Business Age, Hayden shared the importance of certification in industries in Nepal.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Could you tell us the reasons for your visit to Nepal?&nbsp;</strong></div>
<div>
	Firstly, we had to attend the annual general meeting of our company that was decided to be held in Kathmandu. Secondly, we had to meet our staff, Indian partners and clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is BM TRADA all about?&nbsp;</strong></div>
<div>
	BM TRADA provides certification, testing, inspection, training and technical services around the world . We are very honest in the areas we work in. We are specialists in furniture technology and testing, timber technology and have general expertise as well.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Who are the target clients?&nbsp;</strong></div>
<div>
	Our clients range from major multinationals to the very small SMEs. Currently, the Chilime hydropower project, ten colleges, some BFIs (Banks and Financial Institutions), textile industries are some of our clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How does this certification help organizations in Nepal?&nbsp;</strong></div>
<div>
	In general, it possibly helps them to operate more efficiently. Basically, having an ISO 9000 management system means the organization is more efficient and less prone to mistakes. When a mistake occurs, it will be corrected because there is a recognized system. Secondly, it helps to reassure clients of the company&#39;s performance. When a client sees an organization&#39;s management system certified by an international body, they can rest assured of good returns. The certification is also constantly reassessed. We review the system every year to check on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you view the overall qualification of organizations in Nepal?&nbsp;</strong></div>
<div>
	The development of organizations in Nepal has been strong. They have commitment and enthusiasm to quality and that is good. What I say to these clients is -- it is very important not just to maintain the system but adding value continuously, which adds value to your business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are you expanding your market in South Asia? What is the strategy?&nbsp;</strong></div>
<div>
	We are growing our business in South Asia and work in two ways -- the first way is through subsidiaries or in joint venture, which we might own 100 percent. In India, it is a joint venture. These subsidiaries help the company to expand further. For example, BM TRADA India has now expanded to Bangladesh, Sri- Lanka and Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In the second way, we hire local representatives whose every decision made is reviewed in detail in our head office in the UK. All the controls are set within our office in UK. That is how we control and maintain quality.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the future of certification in Nepal?&nbsp;</strong></div>
<div>
	It has lots of prospects. Certification is a big opportunity for companies to prove their credentials in an international stage and display international recognition to the buyers. The company demands to make buyers confident about the products while the buyers demand that the product they are buying is of reasonable quality. I think certification will grow in Nepal because it is a prerequisite for international pride.</div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-08-23',
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			'description' => 'Hayden Davies is the Director of BM TRADA, a specialist testing, inspection and certification business.',
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	(int) 10 => array(
		'Article' => array(
			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-07-19',
			'modified' => '2013-07-19',
			'keywords' => 'new business age visiting business people news & articles, visiting business people news & articles from new business age nepal, visiting business people headlines from nepal,  current and latest visiting business people news from nepal, economic news from nepal, nepali visiting business people econ',
			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
			'sortorder' => '1300',
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	(int) 11 => array(
		'Article' => array(
			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'description' => 'Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees.',
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			'id' => '1436',
			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
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			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
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			'created' => '2013-07-19',
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			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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		'Article' => array(
			'id' => '1082',
			'article_category_id' => '31',
			'title' => '‘We Believe In Providing Solution Which Is Safe, Comfortable And Sustainable’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Sanjeev Seth is the General Manager and Sales Leader for Trane Commercial Businesses in SAARC Markets that form part of the Climate Solutions sector at Ingersoll Rand. Trane is Ingersoll Rand’s strategic brand and world leader in Heating, Ventilating, Air-Conditioning and Refrigeration (HVACR) industries that serve commercial, institutional, hospitality, industrial and pharma market. Seth is responsible for driving innovation and growth of Trane business by understanding customers’ needs and developing solutions to meet customer expectations in SAARC countries. Siromani Dhungana of New Business Age talked with him during his recent visit to Nepal.</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What is the purpose of your visit?</strong></p>
<p>
	Trane is one of the leading brand in heating ventilation and air conditioning and we are now trying to increase our presence in Nepal market and we appointed MAW Engineering Pvt. Ltd as business partner for the entire Nepal. We see Nepal as a very strategic market, it’s definitely grow substantial for near future. Trane is a brand which caters to HVAC system, service and solutions for both commercial and industrial segment. We see a lot of opportunity for providing air conditioning solution in this market. So we are here to meet customer and establish relationship and engagement with the customer.</p>
<p>
	<strong>What sort of strategies has Trane adopted to target the Nepali market?</strong></p>
<p>
	As we know, energy is becoming more and more expensive and it is important to have solutions which are environmentally efficient and sustainable. We believe in providing solution which are safe, comfortable and sustainable. The products which we are launching here are going to be very energy efficient and use gases which are environmental friendly with latest technology.</p>
<p>
	<strong>With a growing interest of customers in appliances such as AC and refrigeration, there must also be competition in the market. How has Trane made sure that its market share does not get reduced by cheaper competitors?</strong></p>
<p>
	There are a lot of choices available to customers and Trane believes in partnering with customers to find the right choice. We have wide range of products available from small conditioners to huge centrifugal chillers. The product portfolio Trane manufactures, is able to meet diverse needs of the customers. They are highly energy efficient and reliable. And there is a very strong service network of Trane service technicians. We partner with the customer to provide the right kind of solutions.</p>
<p>
	<strong>With new ideas coming in each day for every sector of technology, how do you brainstorm ideas for a new and refined product?</strong></p>
<p>
	It is the regular and continuous process. We continue to innovate new products and technology. In India we have our research and development centres for this.&nbsp;</p>
<p>
	<strong>How do you see market of air conditioner in South Asia and especially in Nepal?</strong></p>
<p>
	The economy in Nepal is definitely grown and there is a need for providing the right kind of solution for customers in Nepal. The customers in Nepal will require more solution from Trane. Trane is very bullish about the Nepal market. Our partner here, MAW, is in the right position to offer the right products and solution to market.</p>
<p>
	<strong>Would you please tell us about the major unique features of the Trane brand?</strong></p>
<p>
	This year Trane has completed its hundred years. Now we are committed as well as geared up for the next century. Our products and services are unique in the sense that they are able to provide energy efficient solutions, are sustainable and some of the major installation in the world use Trane products.&nbsp;</p>
<p>
	We also have building automation systems which can integrate the entire equipment of the building. Overall we have wide portfolio which meets the diverse needs of customers.</p>
<p>
	<strong>What are your major branding strategies?</strong></p>
<p>
	Today the customers are looking for not just the products. It should be backed by proper services as well. The product itself should be reliable and of good quality. Trane is very well established in commercial segments of the markets and is recognized as a very strong and reliable brand. It continue to focus on the same values of providing reliable and high quality products and it will be backed by strong after sale services with our partner here, MAW, and we also hope that our new products and innovations will address the need of the customers.</p>
<p>
	<strong>What is the current market share of your products in Nepali market?</strong></p>
<p>
	We have been working with a lot of corporate house here since a long time and we see here a lot of opportunity and we are bullish about the future.</p>
<p>
	<strong>Where do you want to see Trane brands in Nepali market five years from now?</strong></p>
<p>
	We want to see Trane being recognized as a brand which can provide energy efficient and reliable and high quality products and entire systems and solutions of the costumers’ needs. And it should be a recognized as a brand which can actually help the customers on saving energy also. And Nepal is already struggling due to power outage. So any product or system which can save energy will help address the need of customers here. And our focus is energy efficient products at&nbsp;<span style="font-size: 12px;">reasonable price.</span></p>
<p>
	<span style="font-size: 12px;"><br />
	</span></p>',
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	(int) 14 => array(
		'Article' => array(
			'id' => '1081',
			'article_category_id' => '31',
			'title' => '‘We Are Looking For A Long Term Relationship With The Nepali Market’',
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			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Ramesh Palagiri, managing director and CEO of Wirtgen India, was recently in Nepal to officially launch Hamm soil compactors in the Nepali market. Hamm products are manufactured in India, China and Germany using German technology by Wirtgen Group. Siromani Dhungana of New Business Age talked with him on the business prospects of Hamm soil compactors in Nepal.&nbsp;</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What are the products you are currently supplying in Nepal?</strong></p>
<p>
	We are supplying Hamm soil compactors. By the end of the year, we are coming up with a tandem roller. Because most of the roads are on hilly terrain, there is lot of hope for road recycling in Nepal and we have a very good solution for that: technology called cold recycling (very popular worldwide.) By this technology, roads can be rehabilitated.</p>
<p>
	<strong>What prospects do you see for your business in Nepal?</strong></p>
<p>
	In the last few years, the development activities in Nepal have gone down. So there are lots of possibilities for infrastructure to come up. We expect the market to grow in coming years. As of now, the market size is roughly 35-40 machines per year. We are looking for a long term relationship with the Nepali market.&nbsp;</p>
<p>
	<strong>Why to choose your products?</strong></p>
<p>
	We have 100 years of experience. We are leaders in road technologies, both for constructing new roads and for rehabilitating the existing ones. We have premium products in economic range. The consumer gets best value for money with our products. We have patented a three point articulation engine with clear and simple information displayed. So even a operator without much experience can handle it. It’s easy in maintenance and high in productivity.</p>
<p>
	<strong>How do you see the South Asian market?</strong></p>
<p>
	The South Asian market is vital for us. There is almost the same level of opportunity for us with similar competition. The market is growing and that is important too. Our target is to become market leaders.</p>
<p>
	<strong>What is the level of competition you face in Nepal?</strong></p>
<p>
	The level of competition is the same we face in India. There is a throat-cutting level of competition. We are selling premium products. Our market share is 35 percent now, our target is 40-45 percent by the end of next year. We are also focusing in good after sale services and spare parts to get close to the customer.</p>',
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		'Article' => array(
			'id' => '2805',
			'article_category_id' => '31',
			'title' => '‘‘New Generation Scorpio Delivers Exceptional Value And Accessible Technology’’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;">Sagar Bhadkamkar is the deputy general manager for exports and sales of Mahindra and Mahindra Ltd. The company recently launched a new product, New Generation Scorpio. Bhadkamkar was in Kathmandu for the launch and<strong>&nbsp;Angila Sharma&nbsp;</strong>and<strong>&nbsp;Rashika Pokharel&nbsp;</strong>of the New Business Age caught up with him and discussed the features of this product and the company&rsquo;s marketing strategy for the Nepali market.<strong>&nbsp;Excerpts:</strong></span></div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is the purpose of your visit?</strong></div>
	<div>
		The basic purpose of my visit here is to launch the New Generation Scorpio in Nepali market.This is the first international launch of the product following its launch in India a month earlier.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is new in the New Generation Scorpio?&nbsp;</strong></div>
	<div>
		New Generation Scorpio, as the name indicates, is a completely new Scorpio in terms of safety, comfort, ride, technology and exterior looks. Some of thesenew features are: new hi-tech 6-inch touch screen infotainment system, micro hybrid technology, smart rain and light sensors, tyre-tronics and voice assist system. It hasa new recalibrated engine that is more fuel-efficient. Earlier version of the Scorpio provided a mileage of 14.05 km per litre, but the new oneguarantees a mileage of 15.15 km per litre.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How has the journey through these two versions of Scorpios been?</strong></div>
	<div>
		Scorpio was a tremendous leap of faith for us when it was launched 12 years ago. It established the foundation for the development of an entirely new generation of vehicles from Mahindra. More importantly, it helped to transform the Mahindra brand, giving it a sophisticated urban edge at a time when we were primarily thought of as a rural player. The New Generation Scorpio will deliver exceptional value and accessible technology to our customers.</div>
	<div>
		&nbsp;</div>
	<div>
		When we unveiled the first Scorpio in June 2002, it was an emotional moment for all of us at Mahindra and a defining moment for the company. Unknown to us at that time, a dream, an icon, and a style statement was born. The Scorpio did wonders for the Mahindra brand in urban India and in markets worldwide. To see the Scorpio become the pride of over 4.5 lakh customers, sell over 50,000 vehicles during each of the last three years in a row, rule Indian roads for over 12 years and transform the India&rsquo;s SUV space, is a remarkable achievement back in our homeland.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you assess the Nepali market for four wheelers?</strong></div>
	<div>
		Nepal is a very competitive market for four wheelers. It is probably one of the most strategic markets for us where we are seeing gradual growth. That is the reason we have always focused on Nepal for our four wheelers market.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is your expectationof the market share with the new product?</strong></div>
	<div>
		New Generation Scorpio is introduced with the right price and comes with additional modern features that our targeted customers will love to have. So, we expect a boom in the sales of this product.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you see Nepal as a market for Mahindra products?</strong></div>
	<div>
		Nepal is a good market for our products. We have been enjoying leadership in tractors, utility vehicles, information technology, financial services and vacation ownership. In addition, we also enjoy a strong presence in commercial vehicles and two wheeler industries.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>Many of your competitors are established names in the Nepali market. Why should one choose your products?&nbsp;</strong></div>
	<div>
		We offer quality products at competitive prices. Prices are positioned in such a manner that different variants of Scorpios meet the need of different segment of our customers. The starting price is 35.75 lakhs and goes up to 51 lakhs.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What are your plans for the Nepali market?</strong></div>
	<div>
		Our plans include strengthening our position in the market. We are the market leaders and we will be focusing on to retain the position.&nbsp;</div>
</div>
<div>
	&nbsp;</div>',
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			'created' => '2014-11-21',
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			'title' => '‘‘We Will Definitely Grow In Nepal’’',
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	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>J.S. Rathore</strong>&nbsp;is the zonal manager of sales for northern India at Suzuki Motorcycle India Limited. Rathore was recently in Nepal for the launch of Suzuki Let&rsquo;s scooter. He says that the Let&rsquo;s was launched a month ago in India and is performing well in Indian market. Suzuki motorcycles are imported and distributed in Nepal by VG Automobiles and the company is planning to expand its network throughout the country.In an interview with&nbsp;<strong>Gaurav Aryal</strong>&nbsp;of New Business Age, Rathore talks about Nepal as a market for Suzuki two wheelers.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What brings you to Nepal this time?</strong></div>
<div>
	I am here for introducing our new product, &lsquo;Let&rsquo;s 110 scooter, to the Nepali market. This product has good potential here.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the market for two wheelers like Let&rsquo;s in Nepal?</strong></div>
<div>
	Nepal is a good market for two wheelers. With annual sales of around 150 thousands two wheelers, this market sells 12, 500 two wheelers every month. The 110 CC scooters segment has potentials to occupy 23 percent of these sales. We are looking forward to tap this segment of the market, which is a growing market in Nepal. At present, Honda Dio is the highest selling scooter in Nepal and it does not have any major competitor.Let&rsquo;s will compete with it. We believe that we can get a good market share and grow quite well in this market.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is your expected sales and gain in market share?&nbsp;</strong></div>
<div>
	We are expecting to sell four to five thousands vehicles in a year. Once the product is established in the market, we will definitely sell five thousands vehicles by next year. Initially, we will grab the market share and after its success, if Nepali market chooses that type of performance, we will tryto beat the sales of Dio.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see Nepal as a market for Suzuki products?</strong></div>
<div>
	It is a good market. This is basically a scooter market and motorcycles in 150 and 125 CC segment. Currently we are not present much in those segments. We are coming with those products and we will definitely grow in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Are there any particular challenges that you face in this market?</strong></div>
<div>
	The main challenge for us is to compete against established brands such as Dio and Pulsar. These products are established in the market whereas we are new and under pressure to grow. The dealer and distributor are also new. Distributor, dealer network as well as the product has to be established. These are the major challenges for us.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is Suzuki planning especially for the Nepali market?</strong></div>
<div>
	In next two to three months, we will be launching product that will compete with Pulsar and Yamaha. Our plan is to expand and provide our services from every corners of Nepal. At present, we have 28 dealers and we are expanding the dealer network under VG Group. Then, we will expand to small towns through sub-dealers. We have already started working on it because after sales service is as important as primary sales.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Nepal is a budget conscious market and some of your competitors already have a strong market presence. What are the advantages of your products?</strong></div>
<div>
	The market still has further growth potentials. If we see in terms of pricing, we have offered a competitive pricing, less than Dio. And, consumers will get additional features, power and increased mileage with less investment. Compared to competitors we are offering more features and facilities at even better price.</div>',
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			'id' => '2762',
			'article_category_id' => '31',
			'title' => '“Young Mind Is Always  Very Inquisitive Mind”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;">The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do. He was of the view that chance can be achieved with young minds. The same organization has been working in the various parts of the world now with the aim of increasing youth&rsquo;s involvement in businesses. Siromani Dhungana of the New Business Age spoke to its President Moffat Nyirenda during his recent visit to Nepal on issues surrounding youth entrepreneurship among others. Excerpt:&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>RTI emphasizes on youth involvement in business. Why?</strong></span></div>
<div>
	The young generation is the future of the society both in the corporate as well as in the civil society. So, it&rsquo;s very important to emphasis on them. Young mind is always very inquisitive so it can be easily tapped and prompted for entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How important is &lsquo;inquisitive mind&rsquo; in business?</strong></span></div>
<div>
	First of all, the world has been very dynamic and the issue of globalization has emerged as a crucial issue. The world has become really competitive. If you do not have inquisitive mind, you will easily die in the corporate world. You should always check the challenges and find out possible solutions to overcome those challenges. Also, you have to expand your business contacts. And only inquisitive mind can identify what&rsquo;s going on around the world.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>It is said that businessmen always seek favour from political parties. Can business organization run without political inclination?&nbsp;</strong></span></div>
<div>
	Yes. If you have political inclination sometimes you have to compromise your business interest. Your professionalism, your business opportunity can face adverse situation due to direct political affiliation. So, it is extremely important to maintain neutrality in business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The phrase adopt, adapt and improve is a key facet of the RTI. How do you relate this phrase in business organization?</strong></span></div>
<div>
	Yes, adopt, adapt and improve have always been our motto since our establishment in 1927 when young entrepreneur members felt the need for a club where they could come together with similar members and share their business experiences. In business &lsquo;adopt, adapt and improve&rsquo; is very relevant. First, we have to adopt the situation then we have to adapt it and we have to improve our way of doing according to necessity. The world is very dynamic, we need to adopt and also be ready to improve. This phrase is equally important in society too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How to inspire young generation in business sector?</strong></span></div>
<div>
	There are few aspects. First, young generation should realize that they need to do something. World is dynamic and this means that they will have to face the new challenges now and then. This realization leads them to involve in entrepreneurship. Further, they should realize that they have to contribute in the society. And, entrepreneurship is the best way to do so. Further, all concerned stakeholders should always encourage youth generation to be involved in entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is more important: investment (capital) or idea to set up new venture?</strong></span></div>
<div>
	It depends on the how the country is structured. Idea and innovation is a must to start new venture for entering into the business world. At the same time, we cannot set up new business without capital. So the government, in many countries, provides special facilities and loans to innovative minds to let them start new venture. There should a balanced approach between capital and idea.</div>',
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			'created' => '2014-03-24',
			'modified' => '2014-03-24',
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			'description' => 'The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2638',
			'article_category_id' => '31',
			'title' => 'In The Long Run, Ethics Pays',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof C Panduranga Bhatta</strong>&nbsp;is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values &nbsp;at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group. He was recently in Kathmandu for a conference on World Forum for Ethics in Business (WFEB). In an interview with New Business Age&rsquo;s&nbsp;<strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business and was particularly limited to financial matters. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility also.So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with things going around them. But, now, business houses cannot only be ethical in their business. They have to be aware about the things happening around them. The business houses should be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do any wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term while starting a business.Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that are established to operate for a long period of time.Such business corporations do not limit themselves to stopping fraud and other corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and they are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	So, I don&rsquo;t agree that business firms, which make profit, cannot be ethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you will be welcomed everywhere. This is because of the reputation of the business house and reputation is built on ethics.If a business house has global ambition and wants comparative advantage, the business house has to build a brand first. Business houses have to take care of ethics firstly. For example: Infosys is a company that is present throughout the world. It is recognized and accepted everywhere because they have taken ethics as their main priority. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto. If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business. If the business house is not eco-friendly, it can affecthuman life and thus the business house is considered of not practicing human values.</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority. As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it will fail. This way business houses can work for their betterment through respecting human values.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking up now because of globalization. People are exposed to the activities of business houses. Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported. This is coming from the globalised context.</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company and the country. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. So, the business houses are concerned with ethical issues because of the international ranking. This has helped in improving the situation of business ethics in South Asia and the rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you think makes an excellent leader?</strong></span></div>
<div>
	There are so many aspects by which a person can become an excellent leader. Firstly, the person has to be sensitive towards the community and the people. Secondly, the person has to be creative and has to have a vision. The means and methods of achieving the vision is what matters the most. Any leader to be successful in the present context should have these qualities. Above all, it is very important that the leader is ethical because people will be watching the behaviour of the leader.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. What you are marketing and how you are marketing is very important. If you are advertising your product by giving false information, then that is a problem. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>There is a school of thinkers who believe that ethics can&rsquo;t be taught. How do you respond to this assertion?</strong></span></div>
<div>
	This is nothing more than a myth. Teaching ethics directly to the students may not go well with the students. So, teaching business ethics should take another form. Rather, sensitizing people towards unethical acts can do no good. Teaching ethics in a direct way will be of little or no use. If ethics is incorporated in all the departments and activities, it can be useful. Awareness has to be created among people regarding ethics.</div>',
			'published' => true,
			'created' => '2014-02-20',
			'modified' => '2014-02-21',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Prof C Panduranga Bhatta is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values  at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2490',
			'article_category_id' => '31',
			'title' => '“New Engines Of Growth Could Be A Stepping Stone For Nepal”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof Imon Ghosh</strong>&nbsp;is the Director of the Academy of Human Resource Development (AHRD), India&rsquo;s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop. New Business Age caught up with him on the sidelines of the workshop to talk about his idea of new engines for the economic growth and his other works.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What brought you to Nepal?</strong></span></div>
<div>
	This is my first visit to Nepal. Verisk invited me here to conduct a three-day leadership skill workshop for its management and senior management teams. Since I was here, I told my host to make another use of my visit by conducting a talk programme on my idea of new engines of economic growth. The motive of my Nepal visit is to start a discussion on my idea of &lsquo;new engines of economic growth&rsquo; here in Nepal. I wanted to invite participants to provide me their inputs on it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please briefly highlight the idea of new engines of economic growth? What exactly are the new engines that you have identified?</strong></span></div>
<div>
	I have identified five engines of economic growth. The first one is leveraging the demographic dividend through better education and skills. This also deals with the fiscal impact of ageing population, and links to deficits. Second is innovative teaching methodologies. This requires the overhaul of our education system from a teacher-centric pedagogy to a learner-centric andragogy, resulting in higher quality human capital that can add greater value to &nbsp;the knowledge economy. The third one is the ship design innovation that can reduce the cost of international trade. Likewise, fourth engine is related to research and development that results in the next generation of propulsion system after jet propulsion. &nbsp;This I have been thinking since the early 1980s. The fifth one is about the actionable ideas to reduce poverty and accelerate economic growth. This explores a new model for promoting financial inclusion, solutions to the current economic downturn, financial sector reforms and accelerating economic growth. My presentation here mostly dwelt on this fifth engine.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How did this idea of new engines of the economic growth evolve?</strong></span></div>
<div>
	In 1992, I was doing my Masters in Economics. I came across a news article which said that many rural regional banks were running in losses and the government of India was trying to centralise them and take them to Delhi. My immediate thought was that it was a wrong thing to do; a rural bank should be in the rural area, and 196 such banks are not enough as India has over 600 thousand villages where over 815 million people live. Then I started investigating and looking at the whole when the thought crossed my mind that if we could economically empower 815 million people than we would have a powerful engine of growth. If so many people have the additional spending power, it would lift the economy up. In India, if there is good monsoon, farmers earn more and the stocks (shares price) of Hindustan Liver and other companies go up. Everybody benefits from the prosperity. Nobody benefits from keeping the people poor. It is morally imperative to reach out to the poor and improve their living conditions. As economies around the globe, including those of India and China, decelerate or slip into recession, the need of these new engines of economic growth becomes more urgent.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How can these new engines &nbsp;help accelerate Nepal&rsquo;s economy?&nbsp;</strong></span></div>
<div>
	I am actually here to learn and the purpose of my talk was also to have a conversation. &nbsp;I have studied India and I am interested in Nepal. I cannot prescribe the exact solution to Nepal. So, my intent was to solicit the inputs and feedback into my idea of new engines so that we can co-create it so that the engines could help Nepal&rsquo;s economy in some way, either completely or remotely. This is not a complete solution, but of course a stepping stone for the economic growth.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What kind of response have you been getting on your idea?</strong></span></div>
<div>
	So far, it&rsquo;s very good. My paper on &lsquo;Reducing Poverty and Accelerating Growth&rsquo;, which contains this idea, has been included in the syllabus of India&rsquo;s National University of Juridical Sciences. It was abridged and published on the editorial page of the Times of India, and noted in the records of the Indian parliament. &nbsp;Chief economic Advisor, Minister of Rural Development and other policy makers have appreciated it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>During your presentation, you underlined the need of integration between formal and informal financial sectors for an effective financial system. Could you please explain it?</strong></span></div>
<div>
	In the formal financial sector, interest rates are low, the coverage is not very good, capital adequacy is low, and non-performing assets are created right from the very beginning. There are other problems too. In the informal sector, interest rates may be high. For the economy to grow, both should complement with each other and work in tandem.&nbsp;</div>',
			'published' => true,
			'created' => '2014-01-22',
			'modified' => '2014-01-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Prof Imon Ghosh is the Director of the Academy of Human Resource Development (AHRD), India’s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2399',
			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
			'sortorder' => '2241',
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	(int) 6 => array(
		'Article' => array(
			'id' => '2398',
			'article_category_id' => '31',
			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu has joined the network on the first of September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as we can so as to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flagship carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2397',
			'article_category_id' => '31',
			'title' => '“Nepal Holds Immense Potentials For Us”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15px;">Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market.&nbsp;<strong>Jun Nakata</strong>, Sales and Marketing Director of the India Yamaha Motor &nbsp;spoke to&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age during his recent business trip to Nepal.&nbsp;<strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the purpose of your visit to Nepal?</strong></span></div>
<div>
	Since Nepal is a very good market for Yamaha, I am here to hold face to face intense discussions on our future business plans, with partners, to explore further market prospects for Yamaha. My meeting with partners here, so far, has dwelt on strategies to expanding our market here amid existing stiff competition.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How is Yamaha&rsquo;s market here?</strong></span></div>
<div>
	Total demand for Yamaha in Nepal is increasing. This year only it increased by 25 per cent. Thus, Nepal is a big market for us and we cannot ignore this country. The scooter segment here is growing tremendously and we see a lot of potential in this segment.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the recent Yamaha products introduced in Nepal?</strong></span></div>
<div>
	We introduced Yamaha Ray scooter here last April. Back in September, we had introduced Ray Z scooter also. These are our two new products launched here in Nepal. Our target customers for these scooters are youngsters.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What challenges is the company facing now in Nepal?</strong></span></div>
<div>
	Currently we are focused on Nepal&rsquo;s scooter market and our main competition in this segment is Honda. In the motorbike segment, we have been competing with Bajaj. Competition is the main challenge we are facing.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to tackle this competition?</strong></span></div>
<div>
	Providing customer satisfaction is our main strategy. &nbsp;Every year we continue investing in innovating our products by improving their performance and design. Apart from that, we are in a constant touch with our customers through our partners and assess their comments and complaints. Awareness is an important factor in marketing. So, we are looking forward to create awareness among customers about the strength and features of Yamaha scooters. Yamaha brand scooters are equally popular in Asian, European and American markets. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What similarities and differences do you find in Nepali and Indian customers in terms of choice, demand and satisfaction?</strong></span></div>
<div>
	Basically Nepalis and Indians are very close in terms of choice, demand and satisfaction. I came from Yamaha India Motors. We take care of the Indian domestic market. Our strategy in India focuses on improving customer satisfaction. It&rsquo;s the same concept and strategy here in Nepal too. We provide good service, excellent showrooms and attractive products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why would youngsters, your targeted customers for two-wheelers, choose Yamaha?&nbsp;</strong></span></div>
<div>
	Yamaha two wheelers are stylish, sporty and innovative. We always provide attractive products to our young customers. &nbsp;Though some customers prefer cheap price, we believe in providing quality, performance and style at reasonable price. We believe that quality counts over price.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any schemes or promotional plan for your products?</strong></span></div>
<div>
	Generally, promotional plans and exhibition are rolled out during special occasion. Just like Yamaha Scooter Exchange Mahamela was organised last October to offer best automotive services to potential visitors and customers. We provided opportunity to customers for exchanging old bikes and scooters with Yamaha Ray Scooter at reasonable prices. It was a good platform for customers to exchange their old two-wheelers and get a new one. We even provided on-the-spot finance services to those in need. We would like to continue organizing these kinds of events in the future also.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Yamaha in India has given special emphasis to its female customers by appointing more female staffs at customer care contact points and introducing female customer care programme. Can we expect similar programme also here in Nepal?</strong></span></div>
<div>
	We have got similar programmes here in Nepal too. We have appointed actress Namrata Shrestha as our brand ambassador. We have made it mandatory for our big dealers to have at least one female representative in workshop to deal with female customers. We have appointed more lady staffs at our showrooms also. &nbsp;We are going to introduce safety driving lessons for the young ladies soon. We are also thinking about launching programmes to provide scooter riding lessons to ladies.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market. Jun Nakata, Sales and Marketing Director of the India Yamaha Motor  spoke to Sagar Ghimire of New Business Age during his recent business trip to Nepal. Excerpts:',
			'sortorder' => '2239',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2072',
			'article_category_id' => '31',
			'title' => 'A Recipe For Development Through Rights',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 14px;"><strong>William Ruger</strong>&nbsp;is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University. Professor Ruger has authored a biography, Milton Friedman, and is also co-author of The State of Texas: Government, Politics, and Policy and Freedom in the 50 States and An Index of Personal and Economic Freedom. His scholarly articles have been appeared in International Studies Quarterly, Armed Forces and Society, and State Politics and Policy Quarterly. During his recent visit in Nepal, he spoke to&nbsp;<strong>Editor-in-Chief Madan Lamsal</strong>&nbsp;and&nbsp;<strong>Suraksha Adhikari</strong>&nbsp;of New Business Age.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What brought you to Nepal this time?</span></strong></div>
<div>
	Well, I am here as a guest and also to address a workshop at the King&rsquo;s College. I love interacting with people and the same thing I am doing here in Kathmandu to exchange thought and views on current scenario in this country. So, it&rsquo;s been very enjoyable.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You argue that developing economies need well-functioning institutions that keep peace (both domestically and internationally) and administer justice. Can you elaborate?</span></strong></div>
<div>
	One of the most important things that the social scientists have identified is being consistent with the prosperous economy where a state protests property rights. When people want to invest for better economy, they need to be protected in terms of their property rights. Their profits won&rsquo;t be confiscated and the investment they make won&rsquo;t get affected with high tax issues, which will led them to rough weather &mdash; crushing their efforts by the regulations. It&rsquo;s really important to have a thorough research and to get the institutions right. For example: There is a book called, &ldquo;Why Nations Fail?&rdquo; where the difference between North and South Korea was beautifully portrayed as different sets of institutions. South Korea and United States have more inclusive institutions including property right protection while other places do not. One can see the difference in these two places.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You have emphasized that the governments need to focus on protecting private property rights. What are major implications of private property rights on economy?</span></strong></div>
<div>
	I don&rsquo;t think we should defend property rights simply because they lead to economic prosperity. I think it should be protected because it&rsquo;s the right thing a state should do. People have the right to own their property, to include their integrity, their thoughts and the products of their labour in terms of making or buying. This is the right thing to do with consistence to the prosperous society. So I will not say that the state shouldn&rsquo;t do it only because of its relationship with prosperity. A government is the one that protects people&rsquo;s individual rights to include property right.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Considering the situation, when we are not being able to enjoy the basic fundamental rights, how can we think of including the private property rights in the list?</span></strong></div>
<div>
	I am not saying it&rsquo;s easy for any society including my own to ensure that the government should respect its rights. There are many examples where I think that my own government failed in protecting individual rights. I believe it&rsquo;s same in Nepal too. A right state provides a situation to see whether the government&rsquo;s function in ideal or not. If the government sticks to doing the basic things of protecting property rights, individual rights, allowing individual to execute their projects, having interest in bettering themselves and their family then you can see prosperity across. These are the basic things that the government should do. Unfortunately there are so many governments around the world that try to do so many things for good reasons but sometimes even for self-interested reasons. That&rsquo;s why a democratic society is important so that some pressure can be put on the government by the people. That means the people have to hold the government and governing class feet to the fire. If they engage in corruption this needs to be rooted out.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;"><img alt="William Ruger,Associate Professor in the Department of Political Science at Texas State University" src="/userfiles/images/wr1.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 300px; height: 459px;" />Do you think the government needs to protect the powerless from the powerful who aim to rent-seek contrary to the public good or whose persons and property are threatened or violated by other citizens?</span></strong></div>
<div>
	Yes, indeed. You know a lot of people talk about how there is need to have economic right for the less well-off. Part of the problem for the weaker section of the society is that government is strictly rest-seeking against the renters, putting barriers and regulations on the business activities. It makes it harder to people to actually move up in the society. In creating a situation in which economic growth is difficult for the entire society and that doesn&rsquo;t help anyone but especially hurts people towards the bottom in many ways in terms of quality and poverty. So, what we need is a real pro-growth business policy of the government &mdash; consistent with the rise so that you can see society as a whole become more progressive.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the major constraints of developing countries when it comes to growth?</strong></span></div>
<div>
	The economic growth is a complicated picture. You must have a right institution in terms of the government, you also have to have the culture that is consistent with entrepreneur activities and a peaceful society that is relatively tolerant having strong work ethic which teaches a kind of value consistent with human flourishing. So it is very important for families and institutions in society to help develop those values.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How can we develop the entrepreneurial culture among the people&rsquo;s lives in society like us?</span></strong></div>
<div>
	Entrepreneurship is the thing that should be awarded not hindered. Its&rsquo; really easy to squelch an entrepreneurial skill if you frustrate it constantly especially when you are trying to raise yourself to build a business and so forth. And I think in many ways the informal economy in Nepal shows that there is still a lot of entrepreneurial spirit. It&rsquo;s not just out in the formal economy perhaps it should be a really important for the government to get out of the way of the people engaging in those types of business but to make them easier and to have a kind of feeling that they won&rsquo;t be punished.</div>
<div>
	&nbsp;</div>
<div>
	It is also good for the government if they could secure the property rights of individual in business. There is a role for government to administer justice and it should engage police to protect the property rights, the people and to protect the state from other countries. And it needs tax revenue to do so.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	For making the people aware about the entrepreneurship and its importance &mdash; education will play a pivotal role. These things should be taught to our children in schools and institutions to make them aware about what is necessary to achieve prosperity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You often talk about freedom to price exploration. What&rsquo;s your main proposition to this regard?</span></strong></div>
<div>
	The price mechanism is important for transmitting local information efficiently in the complicated large society. Without the price mechanism it&rsquo;s hard for economy to be efficient. So when government steps into that, it creates a lot of problems. In fact, without the price mechanism, how would we know how to use our resources including our work force. So when government gets in the way of that it creates problems.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How important is the ideology of political forces in development?</span></strong></div>
<div>
	Unfortunately lots of parties have ideas that that the society is flourishing. And that&rsquo;s the king of rent-seeking behavior we see but also that is a kind of desire for power that individuals in the parties have. In some ways you have to find ways in which ambition can be changed on the right direction. The people who are ambitious should be focused on doing positive things. You rather want to be Bill Gates and earn millions of dollars rather than being a simple person or any political entrepreneur who often spend time is creating a resources and goods for himself rather than for others. And a person like Bill Gates is the one who creates a lot of value for everyone. We should honour these people not envy them. Certainly we should not do the things that prevent the person like Bill Gates from doing what they do.</div>
<div>
	&nbsp;</div>
<div>
	It is difficult to change the situation in the country like Nepal but part of this can be initiated from education, free press where people in media can talk about some of the stories of entrepreneurship, talk about where government has hindered this activities. But it is hard. Once you get into a bad cycle it can be difficult. Again there is a very good research in social science to show somebody&rsquo;s problem and how to get out of it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What&rsquo;s your stand about communist ideology for the development of the country?</span></strong></div>
<div>
	Communism is the failed idea. It should be something that any state or any group repatriates. It is amazing that after the fall of Soviet Union that anybody would generate those views particularly because they haven&rsquo;t been consistent with our flourishing especially economically. Justice is quite difficult to receive in these places that adopt a communist ideology. So I am not sure why anybody want communism not to mention the fact that it just doesn&rsquo;t work and it is something that even the people of the progressive forces in my country don&rsquo;t want the system where the means of production are not held in private hands. So it is just amazing that why anybody would want that. But china has broken with a lot of tendencies of economy. They have tried to encourage more market forces. They are not all the way &mdash; they have to be yet &mdash; but part of the reason that they have a large economy take off was when they started liberalizing their economy and especially to open themselves to international trade. That&rsquo;s part of the recipe of success.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Professor Ruger you have authored a biography, Milton Friedman. Why is Milton Friedman an important figure to write about?</span></strong></div>
<div>
	Friedman is one of the best economists of the 21st century. He is the public intellectual. He was the big figure in the USA and the world promoting markets, reforms in other areas that increased freedom. Lots of people don&rsquo;t realise that he was an important figure in moving USA away from conscription to an all-volunteer military force. He believed in government funding of education but didn&rsquo;t believed in government administration of school so that was really important thing for him. He is important not only he was a great economist and a Nobel Prize Winner in economics for his work on monetary policy largely but also someone who passed a fairly consistent freedom agenda in all kinds of area not just in economic ground.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What is your observation on Nepali business schools based on your short surveillance?</span></strong></div>
<div>
	Basically I am a political scientist but one of the best things I found out that there are really bright students who are interested about the ideas we are talking about. It&rsquo;s a long way to come from Texas to Nepal and it is very nice to see the enthusiasm of the students. I wish more people come to Nepal and learn something from the people here because I have learned a lot from this place.</div>',
			'published' => true,
			'created' => '2013-10-29',
			'modified' => '2013-11-10',
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			'description' => 'William Ruger is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University.',
			'sortorder' => '1937',
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	(int) 9 => array(
		'Article' => array(
			'id' => '1679',
			'article_category_id' => '31',
			'title' => '‘Our Clients Include Major Multinationals As Well As Small SMEs’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Hayden Davies</strong>&nbsp;is the Director of BM TRADA, a specialist testing, inspection and certification business. BM TRADA was established nearly 80 years ago in the United Kingdom that now has 40 offices in 33 different countries. Originally a civil engineer, Hayden has been with BM TRADA since 1994 and has managed a number of the business streams. In an interview with New Business Age, Hayden shared the importance of certification in industries in Nepal.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Could you tell us the reasons for your visit to Nepal?&nbsp;</strong></div>
<div>
	Firstly, we had to attend the annual general meeting of our company that was decided to be held in Kathmandu. Secondly, we had to meet our staff, Indian partners and clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is BM TRADA all about?&nbsp;</strong></div>
<div>
	BM TRADA provides certification, testing, inspection, training and technical services around the world . We are very honest in the areas we work in. We are specialists in furniture technology and testing, timber technology and have general expertise as well.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Who are the target clients?&nbsp;</strong></div>
<div>
	Our clients range from major multinationals to the very small SMEs. Currently, the Chilime hydropower project, ten colleges, some BFIs (Banks and Financial Institutions), textile industries are some of our clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How does this certification help organizations in Nepal?&nbsp;</strong></div>
<div>
	In general, it possibly helps them to operate more efficiently. Basically, having an ISO 9000 management system means the organization is more efficient and less prone to mistakes. When a mistake occurs, it will be corrected because there is a recognized system. Secondly, it helps to reassure clients of the company&#39;s performance. When a client sees an organization&#39;s management system certified by an international body, they can rest assured of good returns. The certification is also constantly reassessed. We review the system every year to check on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you view the overall qualification of organizations in Nepal?&nbsp;</strong></div>
<div>
	The development of organizations in Nepal has been strong. They have commitment and enthusiasm to quality and that is good. What I say to these clients is -- it is very important not just to maintain the system but adding value continuously, which adds value to your business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are you expanding your market in South Asia? What is the strategy?&nbsp;</strong></div>
<div>
	We are growing our business in South Asia and work in two ways -- the first way is through subsidiaries or in joint venture, which we might own 100 percent. In India, it is a joint venture. These subsidiaries help the company to expand further. For example, BM TRADA India has now expanded to Bangladesh, Sri- Lanka and Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In the second way, we hire local representatives whose every decision made is reviewed in detail in our head office in the UK. All the controls are set within our office in UK. That is how we control and maintain quality.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the future of certification in Nepal?&nbsp;</strong></div>
<div>
	It has lots of prospects. Certification is a big opportunity for companies to prove their credentials in an international stage and display international recognition to the buyers. The company demands to make buyers confident about the products while the buyers demand that the product they are buying is of reasonable quality. I think certification will grow in Nepal because it is a prerequisite for international pride.</div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-08-23',
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			'description' => 'Hayden Davies is the Director of BM TRADA, a specialist testing, inspection and certification business.',
			'sortorder' => '1540',
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	(int) 10 => array(
		'Article' => array(
			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
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			'created' => '2013-07-19',
			'modified' => '2013-07-19',
			'keywords' => 'new business age visiting business people news & articles, visiting business people news & articles from new business age nepal, visiting business people headlines from nepal,  current and latest visiting business people news from nepal, economic news from nepal, nepali visiting business people econ',
			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
			'sortorder' => '1300',
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	(int) 11 => array(
		'Article' => array(
			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'description' => 'Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '1436',
			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-07-19',
			'modified' => '2013-07-19',
			'keywords' => 'new business age visiting business people news & articles, visiting business people news & articles from new business age nepal, visiting business people headlines from nepal,  current and latest visiting business people news from nepal, economic news from nepal, nepali visiting business people econ',
			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1082',
			'article_category_id' => '31',
			'title' => '‘We Believe In Providing Solution Which Is Safe, Comfortable And Sustainable’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Sanjeev Seth is the General Manager and Sales Leader for Trane Commercial Businesses in SAARC Markets that form part of the Climate Solutions sector at Ingersoll Rand. Trane is Ingersoll Rand’s strategic brand and world leader in Heating, Ventilating, Air-Conditioning and Refrigeration (HVACR) industries that serve commercial, institutional, hospitality, industrial and pharma market. Seth is responsible for driving innovation and growth of Trane business by understanding customers’ needs and developing solutions to meet customer expectations in SAARC countries. Siromani Dhungana of New Business Age talked with him during his recent visit to Nepal.</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What is the purpose of your visit?</strong></p>
<p>
	Trane is one of the leading brand in heating ventilation and air conditioning and we are now trying to increase our presence in Nepal market and we appointed MAW Engineering Pvt. Ltd as business partner for the entire Nepal. We see Nepal as a very strategic market, it’s definitely grow substantial for near future. Trane is a brand which caters to HVAC system, service and solutions for both commercial and industrial segment. We see a lot of opportunity for providing air conditioning solution in this market. So we are here to meet customer and establish relationship and engagement with the customer.</p>
<p>
	<strong>What sort of strategies has Trane adopted to target the Nepali market?</strong></p>
<p>
	As we know, energy is becoming more and more expensive and it is important to have solutions which are environmentally efficient and sustainable. We believe in providing solution which are safe, comfortable and sustainable. The products which we are launching here are going to be very energy efficient and use gases which are environmental friendly with latest technology.</p>
<p>
	<strong>With a growing interest of customers in appliances such as AC and refrigeration, there must also be competition in the market. How has Trane made sure that its market share does not get reduced by cheaper competitors?</strong></p>
<p>
	There are a lot of choices available to customers and Trane believes in partnering with customers to find the right choice. We have wide range of products available from small conditioners to huge centrifugal chillers. The product portfolio Trane manufactures, is able to meet diverse needs of the customers. They are highly energy efficient and reliable. And there is a very strong service network of Trane service technicians. We partner with the customer to provide the right kind of solutions.</p>
<p>
	<strong>With new ideas coming in each day for every sector of technology, how do you brainstorm ideas for a new and refined product?</strong></p>
<p>
	It is the regular and continuous process. We continue to innovate new products and technology. In India we have our research and development centres for this.&nbsp;</p>
<p>
	<strong>How do you see market of air conditioner in South Asia and especially in Nepal?</strong></p>
<p>
	The economy in Nepal is definitely grown and there is a need for providing the right kind of solution for customers in Nepal. The customers in Nepal will require more solution from Trane. Trane is very bullish about the Nepal market. Our partner here, MAW, is in the right position to offer the right products and solution to market.</p>
<p>
	<strong>Would you please tell us about the major unique features of the Trane brand?</strong></p>
<p>
	This year Trane has completed its hundred years. Now we are committed as well as geared up for the next century. Our products and services are unique in the sense that they are able to provide energy efficient solutions, are sustainable and some of the major installation in the world use Trane products.&nbsp;</p>
<p>
	We also have building automation systems which can integrate the entire equipment of the building. Overall we have wide portfolio which meets the diverse needs of customers.</p>
<p>
	<strong>What are your major branding strategies?</strong></p>
<p>
	Today the customers are looking for not just the products. It should be backed by proper services as well. The product itself should be reliable and of good quality. Trane is very well established in commercial segments of the markets and is recognized as a very strong and reliable brand. It continue to focus on the same values of providing reliable and high quality products and it will be backed by strong after sale services with our partner here, MAW, and we also hope that our new products and innovations will address the need of the customers.</p>
<p>
	<strong>What is the current market share of your products in Nepali market?</strong></p>
<p>
	We have been working with a lot of corporate house here since a long time and we see here a lot of opportunity and we are bullish about the future.</p>
<p>
	<strong>Where do you want to see Trane brands in Nepali market five years from now?</strong></p>
<p>
	We want to see Trane being recognized as a brand which can provide energy efficient and reliable and high quality products and entire systems and solutions of the costumers’ needs. And it should be a recognized as a brand which can actually help the customers on saving energy also. And Nepal is already struggling due to power outage. So any product or system which can save energy will help address the need of customers here. And our focus is energy efficient products at&nbsp;<span style="font-size: 12px;">reasonable price.</span></p>
<p>
	<span style="font-size: 12px;"><br />
	</span></p>',
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			'description' => 'Sanjeev Seth is the General Manager and Sales Leader for Trane Commercial Businesses in SAARC Markets that form part of the Climate Solutions sector at Ingersoll Rand.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '1081',
			'article_category_id' => '31',
			'title' => '‘We Are Looking For A Long Term Relationship With The Nepali Market’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Ramesh Palagiri, managing director and CEO of Wirtgen India, was recently in Nepal to officially launch Hamm soil compactors in the Nepali market. Hamm products are manufactured in India, China and Germany using German technology by Wirtgen Group. Siromani Dhungana of New Business Age talked with him on the business prospects of Hamm soil compactors in Nepal.&nbsp;</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What are the products you are currently supplying in Nepal?</strong></p>
<p>
	We are supplying Hamm soil compactors. By the end of the year, we are coming up with a tandem roller. Because most of the roads are on hilly terrain, there is lot of hope for road recycling in Nepal and we have a very good solution for that: technology called cold recycling (very popular worldwide.) By this technology, roads can be rehabilitated.</p>
<p>
	<strong>What prospects do you see for your business in Nepal?</strong></p>
<p>
	In the last few years, the development activities in Nepal have gone down. So there are lots of possibilities for infrastructure to come up. We expect the market to grow in coming years. As of now, the market size is roughly 35-40 machines per year. We are looking for a long term relationship with the Nepali market.&nbsp;</p>
<p>
	<strong>Why to choose your products?</strong></p>
<p>
	We have 100 years of experience. We are leaders in road technologies, both for constructing new roads and for rehabilitating the existing ones. We have premium products in economic range. The consumer gets best value for money with our products. We have patented a three point articulation engine with clear and simple information displayed. So even a operator without much experience can handle it. It’s easy in maintenance and high in productivity.</p>
<p>
	<strong>How do you see the South Asian market?</strong></p>
<p>
	The South Asian market is vital for us. There is almost the same level of opportunity for us with similar competition. The market is growing and that is important too. Our target is to become market leaders.</p>
<p>
	<strong>What is the level of competition you face in Nepal?</strong></p>
<p>
	The level of competition is the same we face in India. There is a throat-cutting level of competition. We are selling premium products. Our market share is 35 percent now, our target is 40-45 percent by the end of next year. We are also focusing in good after sale services and spare parts to get close to the customer.</p>',
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			'description' => 'Ramesh Palagiri, managing director and CEO of Wirtgen India, was recently in Nepal to officially launch Hamm soil compactors in the Nepali market. Hamm products are manufactured in India, China and Germany using German technology by Wirtgen Group.',
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		'Article' => array(
			'id' => '2805',
			'article_category_id' => '31',
			'title' => '‘‘New Generation Scorpio Delivers Exceptional Value And Accessible Technology’’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;">Sagar Bhadkamkar is the deputy general manager for exports and sales of Mahindra and Mahindra Ltd. The company recently launched a new product, New Generation Scorpio. Bhadkamkar was in Kathmandu for the launch and<strong>&nbsp;Angila Sharma&nbsp;</strong>and<strong>&nbsp;Rashika Pokharel&nbsp;</strong>of the New Business Age caught up with him and discussed the features of this product and the company&rsquo;s marketing strategy for the Nepali market.<strong>&nbsp;Excerpts:</strong></span></div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is the purpose of your visit?</strong></div>
	<div>
		The basic purpose of my visit here is to launch the New Generation Scorpio in Nepali market.This is the first international launch of the product following its launch in India a month earlier.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is new in the New Generation Scorpio?&nbsp;</strong></div>
	<div>
		New Generation Scorpio, as the name indicates, is a completely new Scorpio in terms of safety, comfort, ride, technology and exterior looks. Some of thesenew features are: new hi-tech 6-inch touch screen infotainment system, micro hybrid technology, smart rain and light sensors, tyre-tronics and voice assist system. It hasa new recalibrated engine that is more fuel-efficient. Earlier version of the Scorpio provided a mileage of 14.05 km per litre, but the new oneguarantees a mileage of 15.15 km per litre.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How has the journey through these two versions of Scorpios been?</strong></div>
	<div>
		Scorpio was a tremendous leap of faith for us when it was launched 12 years ago. It established the foundation for the development of an entirely new generation of vehicles from Mahindra. More importantly, it helped to transform the Mahindra brand, giving it a sophisticated urban edge at a time when we were primarily thought of as a rural player. The New Generation Scorpio will deliver exceptional value and accessible technology to our customers.</div>
	<div>
		&nbsp;</div>
	<div>
		When we unveiled the first Scorpio in June 2002, it was an emotional moment for all of us at Mahindra and a defining moment for the company. Unknown to us at that time, a dream, an icon, and a style statement was born. The Scorpio did wonders for the Mahindra brand in urban India and in markets worldwide. To see the Scorpio become the pride of over 4.5 lakh customers, sell over 50,000 vehicles during each of the last three years in a row, rule Indian roads for over 12 years and transform the India&rsquo;s SUV space, is a remarkable achievement back in our homeland.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you assess the Nepali market for four wheelers?</strong></div>
	<div>
		Nepal is a very competitive market for four wheelers. It is probably one of the most strategic markets for us where we are seeing gradual growth. That is the reason we have always focused on Nepal for our four wheelers market.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What is your expectationof the market share with the new product?</strong></div>
	<div>
		New Generation Scorpio is introduced with the right price and comes with additional modern features that our targeted customers will love to have. So, we expect a boom in the sales of this product.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>How do you see Nepal as a market for Mahindra products?</strong></div>
	<div>
		Nepal is a good market for our products. We have been enjoying leadership in tractors, utility vehicles, information technology, financial services and vacation ownership. In addition, we also enjoy a strong presence in commercial vehicles and two wheeler industries.</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>Many of your competitors are established names in the Nepali market. Why should one choose your products?&nbsp;</strong></div>
	<div>
		We offer quality products at competitive prices. Prices are positioned in such a manner that different variants of Scorpios meet the need of different segment of our customers. The starting price is 35.75 lakhs and goes up to 51 lakhs.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong>What are your plans for the Nepali market?</strong></div>
	<div>
		Our plans include strengthening our position in the market. We are the market leaders and we will be focusing on to retain the position.&nbsp;</div>
</div>
<div>
	&nbsp;</div>',
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			'created' => '2014-11-21',
			'modified' => '2014-12-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Sagar Bhadkamkar is the deputy general manager for exports and sales of Mahindra and Mahindra Ltd. The company recently launched a new product, New Generation Scorpio. Bhadkamkar was in Kathmandu for the launch and Angila Sharma and Rashika Pokharel of the New Business Age caught up with him and discussed the features of this product and the company’s marketing strategy for the Nepali market. Excerpts:',
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	(int) 1 => array(
		'Article' => array(
			'id' => '2789',
			'article_category_id' => '31',
			'title' => '‘‘We Will Definitely Grow In Nepal’’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>J.S. Rathore</strong>&nbsp;is the zonal manager of sales for northern India at Suzuki Motorcycle India Limited. Rathore was recently in Nepal for the launch of Suzuki Let&rsquo;s scooter. He says that the Let&rsquo;s was launched a month ago in India and is performing well in Indian market. Suzuki motorcycles are imported and distributed in Nepal by VG Automobiles and the company is planning to expand its network throughout the country.In an interview with&nbsp;<strong>Gaurav Aryal</strong>&nbsp;of New Business Age, Rathore talks about Nepal as a market for Suzuki two wheelers.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What brings you to Nepal this time?</strong></div>
<div>
	I am here for introducing our new product, &lsquo;Let&rsquo;s 110 scooter, to the Nepali market. This product has good potential here.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the market for two wheelers like Let&rsquo;s in Nepal?</strong></div>
<div>
	Nepal is a good market for two wheelers. With annual sales of around 150 thousands two wheelers, this market sells 12, 500 two wheelers every month. The 110 CC scooters segment has potentials to occupy 23 percent of these sales. We are looking forward to tap this segment of the market, which is a growing market in Nepal. At present, Honda Dio is the highest selling scooter in Nepal and it does not have any major competitor.Let&rsquo;s will compete with it. We believe that we can get a good market share and grow quite well in this market.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is your expected sales and gain in market share?&nbsp;</strong></div>
<div>
	We are expecting to sell four to five thousands vehicles in a year. Once the product is established in the market, we will definitely sell five thousands vehicles by next year. Initially, we will grab the market share and after its success, if Nepali market chooses that type of performance, we will tryto beat the sales of Dio.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see Nepal as a market for Suzuki products?</strong></div>
<div>
	It is a good market. This is basically a scooter market and motorcycles in 150 and 125 CC segment. Currently we are not present much in those segments. We are coming with those products and we will definitely grow in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Are there any particular challenges that you face in this market?</strong></div>
<div>
	The main challenge for us is to compete against established brands such as Dio and Pulsar. These products are established in the market whereas we are new and under pressure to grow. The dealer and distributor are also new. Distributor, dealer network as well as the product has to be established. These are the major challenges for us.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is Suzuki planning especially for the Nepali market?</strong></div>
<div>
	In next two to three months, we will be launching product that will compete with Pulsar and Yamaha. Our plan is to expand and provide our services from every corners of Nepal. At present, we have 28 dealers and we are expanding the dealer network under VG Group. Then, we will expand to small towns through sub-dealers. We have already started working on it because after sales service is as important as primary sales.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Nepal is a budget conscious market and some of your competitors already have a strong market presence. What are the advantages of your products?</strong></div>
<div>
	The market still has further growth potentials. If we see in terms of pricing, we have offered a competitive pricing, less than Dio. And, consumers will get additional features, power and increased mileage with less investment. Compared to competitors we are offering more features and facilities at even better price.</div>',
			'published' => true,
			'created' => '2014-07-30',
			'modified' => '2014-07-30',
			'keywords' => '',
			'description' => 'J.S. Rathore is the zonal manager of sales for northern India at Suzuki Motorcycle India Limited. Rathore was recently in Nepal for the launch of Suzuki Let’s scooter. He says that the Let’s was launched a month ago in India and is performing well in Indian market. Suzuki motorcycles are imported and distributed in Nepal by VG Automobiles and the company is planning to expand its network throughout the country.',
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		'Article' => array(
			'id' => '2762',
			'article_category_id' => '31',
			'title' => '“Young Mind Is Always  Very Inquisitive Mind”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;">The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do. He was of the view that chance can be achieved with young minds. The same organization has been working in the various parts of the world now with the aim of increasing youth&rsquo;s involvement in businesses. Siromani Dhungana of the New Business Age spoke to its President Moffat Nyirenda during his recent visit to Nepal on issues surrounding youth entrepreneurship among others. Excerpt:&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>RTI emphasizes on youth involvement in business. Why?</strong></span></div>
<div>
	The young generation is the future of the society both in the corporate as well as in the civil society. So, it&rsquo;s very important to emphasis on them. Young mind is always very inquisitive so it can be easily tapped and prompted for entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How important is &lsquo;inquisitive mind&rsquo; in business?</strong></span></div>
<div>
	First of all, the world has been very dynamic and the issue of globalization has emerged as a crucial issue. The world has become really competitive. If you do not have inquisitive mind, you will easily die in the corporate world. You should always check the challenges and find out possible solutions to overcome those challenges. Also, you have to expand your business contacts. And only inquisitive mind can identify what&rsquo;s going on around the world.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>It is said that businessmen always seek favour from political parties. Can business organization run without political inclination?&nbsp;</strong></span></div>
<div>
	Yes. If you have political inclination sometimes you have to compromise your business interest. Your professionalism, your business opportunity can face adverse situation due to direct political affiliation. So, it is extremely important to maintain neutrality in business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The phrase adopt, adapt and improve is a key facet of the RTI. How do you relate this phrase in business organization?</strong></span></div>
<div>
	Yes, adopt, adapt and improve have always been our motto since our establishment in 1927 when young entrepreneur members felt the need for a club where they could come together with similar members and share their business experiences. In business &lsquo;adopt, adapt and improve&rsquo; is very relevant. First, we have to adopt the situation then we have to adapt it and we have to improve our way of doing according to necessity. The world is very dynamic, we need to adopt and also be ready to improve. This phrase is equally important in society too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How to inspire young generation in business sector?</strong></span></div>
<div>
	There are few aspects. First, young generation should realize that they need to do something. World is dynamic and this means that they will have to face the new challenges now and then. This realization leads them to involve in entrepreneurship. Further, they should realize that they have to contribute in the society. And, entrepreneurship is the best way to do so. Further, all concerned stakeholders should always encourage youth generation to be involved in entrepreneurship.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is more important: investment (capital) or idea to set up new venture?</strong></span></div>
<div>
	It depends on the how the country is structured. Idea and innovation is a must to start new venture for entering into the business world. At the same time, we cannot set up new business without capital. So the government, in many countries, provides special facilities and loans to innovative minds to let them start new venture. There should a balanced approach between capital and idea.</div>',
			'published' => true,
			'created' => '2014-03-24',
			'modified' => '2014-03-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'The first Round Table was formed in Norwich, England in 1927. It was a club where the young business men of the town gathered on a regular basis. Louis Marchesi, founder of the Round Table International used to mention three things: there are things we must do, there are things we can do and there are things we should do.',
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			'id' => '2638',
			'article_category_id' => '31',
			'title' => 'In The Long Run, Ethics Pays',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof C Panduranga Bhatta</strong>&nbsp;is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values &nbsp;at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group. He was recently in Kathmandu for a conference on World Forum for Ethics in Business (WFEB). In an interview with New Business Age&rsquo;s&nbsp;<strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business and was particularly limited to financial matters. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility also.So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with things going around them. But, now, business houses cannot only be ethical in their business. They have to be aware about the things happening around them. The business houses should be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do any wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term while starting a business.Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that are established to operate for a long period of time.Such business corporations do not limit themselves to stopping fraud and other corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and they are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	So, I don&rsquo;t agree that business firms, which make profit, cannot be ethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you will be welcomed everywhere. This is because of the reputation of the business house and reputation is built on ethics.If a business house has global ambition and wants comparative advantage, the business house has to build a brand first. Business houses have to take care of ethics firstly. For example: Infosys is a company that is present throughout the world. It is recognized and accepted everywhere because they have taken ethics as their main priority. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto. If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business. If the business house is not eco-friendly, it can affecthuman life and thus the business house is considered of not practicing human values.</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority. As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it will fail. This way business houses can work for their betterment through respecting human values.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking up now because of globalization. People are exposed to the activities of business houses. Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported. This is coming from the globalised context.</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company and the country. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. So, the business houses are concerned with ethical issues because of the international ranking. This has helped in improving the situation of business ethics in South Asia and the rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you think makes an excellent leader?</strong></span></div>
<div>
	There are so many aspects by which a person can become an excellent leader. Firstly, the person has to be sensitive towards the community and the people. Secondly, the person has to be creative and has to have a vision. The means and methods of achieving the vision is what matters the most. Any leader to be successful in the present context should have these qualities. Above all, it is very important that the leader is ethical because people will be watching the behaviour of the leader.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. What you are marketing and how you are marketing is very important. If you are advertising your product by giving false information, then that is a problem. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>There is a school of thinkers who believe that ethics can&rsquo;t be taught. How do you respond to this assertion?</strong></span></div>
<div>
	This is nothing more than a myth. Teaching ethics directly to the students may not go well with the students. So, teaching business ethics should take another form. Rather, sensitizing people towards unethical acts can do no good. Teaching ethics in a direct way will be of little or no use. If ethics is incorporated in all the departments and activities, it can be useful. Awareness has to be created among people regarding ethics.</div>',
			'published' => true,
			'created' => '2014-02-20',
			'modified' => '2014-02-21',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Prof C Panduranga Bhatta is a Professor of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values  at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999 and is the founder coordinator of Business Ethics and Communication Group',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2490',
			'article_category_id' => '31',
			'title' => '“New Engines Of Growth Could Be A Stepping Stone For Nepal”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Prof Imon Ghosh</strong>&nbsp;is the Director of the Academy of Human Resource Development (AHRD), India&rsquo;s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop. New Business Age caught up with him on the sidelines of the workshop to talk about his idea of new engines for the economic growth and his other works.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What brought you to Nepal?</strong></span></div>
<div>
	This is my first visit to Nepal. Verisk invited me here to conduct a three-day leadership skill workshop for its management and senior management teams. Since I was here, I told my host to make another use of my visit by conducting a talk programme on my idea of new engines of economic growth. The motive of my Nepal visit is to start a discussion on my idea of &lsquo;new engines of economic growth&rsquo; here in Nepal. I wanted to invite participants to provide me their inputs on it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please briefly highlight the idea of new engines of economic growth? What exactly are the new engines that you have identified?</strong></span></div>
<div>
	I have identified five engines of economic growth. The first one is leveraging the demographic dividend through better education and skills. This also deals with the fiscal impact of ageing population, and links to deficits. Second is innovative teaching methodologies. This requires the overhaul of our education system from a teacher-centric pedagogy to a learner-centric andragogy, resulting in higher quality human capital that can add greater value to &nbsp;the knowledge economy. The third one is the ship design innovation that can reduce the cost of international trade. Likewise, fourth engine is related to research and development that results in the next generation of propulsion system after jet propulsion. &nbsp;This I have been thinking since the early 1980s. The fifth one is about the actionable ideas to reduce poverty and accelerate economic growth. This explores a new model for promoting financial inclusion, solutions to the current economic downturn, financial sector reforms and accelerating economic growth. My presentation here mostly dwelt on this fifth engine.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How did this idea of new engines of the economic growth evolve?</strong></span></div>
<div>
	In 1992, I was doing my Masters in Economics. I came across a news article which said that many rural regional banks were running in losses and the government of India was trying to centralise them and take them to Delhi. My immediate thought was that it was a wrong thing to do; a rural bank should be in the rural area, and 196 such banks are not enough as India has over 600 thousand villages where over 815 million people live. Then I started investigating and looking at the whole when the thought crossed my mind that if we could economically empower 815 million people than we would have a powerful engine of growth. If so many people have the additional spending power, it would lift the economy up. In India, if there is good monsoon, farmers earn more and the stocks (shares price) of Hindustan Liver and other companies go up. Everybody benefits from the prosperity. Nobody benefits from keeping the people poor. It is morally imperative to reach out to the poor and improve their living conditions. As economies around the globe, including those of India and China, decelerate or slip into recession, the need of these new engines of economic growth becomes more urgent.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How can these new engines &nbsp;help accelerate Nepal&rsquo;s economy?&nbsp;</strong></span></div>
<div>
	I am actually here to learn and the purpose of my talk was also to have a conversation. &nbsp;I have studied India and I am interested in Nepal. I cannot prescribe the exact solution to Nepal. So, my intent was to solicit the inputs and feedback into my idea of new engines so that we can co-create it so that the engines could help Nepal&rsquo;s economy in some way, either completely or remotely. This is not a complete solution, but of course a stepping stone for the economic growth.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What kind of response have you been getting on your idea?</strong></span></div>
<div>
	So far, it&rsquo;s very good. My paper on &lsquo;Reducing Poverty and Accelerating Growth&rsquo;, which contains this idea, has been included in the syllabus of India&rsquo;s National University of Juridical Sciences. It was abridged and published on the editorial page of the Times of India, and noted in the records of the Indian parliament. &nbsp;Chief economic Advisor, Minister of Rural Development and other policy makers have appreciated it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>During your presentation, you underlined the need of integration between formal and informal financial sectors for an effective financial system. Could you please explain it?</strong></span></div>
<div>
	In the formal financial sector, interest rates are low, the coverage is not very good, capital adequacy is low, and non-performing assets are created right from the very beginning. There are other problems too. In the informal sector, interest rates may be high. For the economy to grow, both should complement with each other and work in tandem.&nbsp;</div>',
			'published' => true,
			'created' => '2014-01-22',
			'modified' => '2014-01-24',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Prof Imon Ghosh is the Director of the Academy of Human Resource Development (AHRD), India’s premier institution specialising in human resources development. Prof Ghosh has a postgraduate degree in Economics with over 28 years of experience in industry and academia. He has identified five prospective new engines of economic growth, which, he claims, can reduce poverty across the developing countries as well as empower the disadvantaged/excluded groups in the developed countries. Recently, he was in Nepal to conduct a leadership workshop.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2399',
			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '2398',
			'article_category_id' => '31',
			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu has joined the network on the first of September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as we can so as to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flagship carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2397',
			'article_category_id' => '31',
			'title' => '“Nepal Holds Immense Potentials For Us”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15px;">Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market.&nbsp;<strong>Jun Nakata</strong>, Sales and Marketing Director of the India Yamaha Motor &nbsp;spoke to&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age during his recent business trip to Nepal.&nbsp;<strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the purpose of your visit to Nepal?</strong></span></div>
<div>
	Since Nepal is a very good market for Yamaha, I am here to hold face to face intense discussions on our future business plans, with partners, to explore further market prospects for Yamaha. My meeting with partners here, so far, has dwelt on strategies to expanding our market here amid existing stiff competition.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How is Yamaha&rsquo;s market here?</strong></span></div>
<div>
	Total demand for Yamaha in Nepal is increasing. This year only it increased by 25 per cent. Thus, Nepal is a big market for us and we cannot ignore this country. The scooter segment here is growing tremendously and we see a lot of potential in this segment.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the recent Yamaha products introduced in Nepal?</strong></span></div>
<div>
	We introduced Yamaha Ray scooter here last April. Back in September, we had introduced Ray Z scooter also. These are our two new products launched here in Nepal. Our target customers for these scooters are youngsters.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What challenges is the company facing now in Nepal?</strong></span></div>
<div>
	Currently we are focused on Nepal&rsquo;s scooter market and our main competition in this segment is Honda. In the motorbike segment, we have been competing with Bajaj. Competition is the main challenge we are facing.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are your strategies to tackle this competition?</strong></span></div>
<div>
	Providing customer satisfaction is our main strategy. &nbsp;Every year we continue investing in innovating our products by improving their performance and design. Apart from that, we are in a constant touch with our customers through our partners and assess their comments and complaints. Awareness is an important factor in marketing. So, we are looking forward to create awareness among customers about the strength and features of Yamaha scooters. Yamaha brand scooters are equally popular in Asian, European and American markets. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What similarities and differences do you find in Nepali and Indian customers in terms of choice, demand and satisfaction?</strong></span></div>
<div>
	Basically Nepalis and Indians are very close in terms of choice, demand and satisfaction. I came from Yamaha India Motors. We take care of the Indian domestic market. Our strategy in India focuses on improving customer satisfaction. It&rsquo;s the same concept and strategy here in Nepal too. We provide good service, excellent showrooms and attractive products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why would youngsters, your targeted customers for two-wheelers, choose Yamaha?&nbsp;</strong></span></div>
<div>
	Yamaha two wheelers are stylish, sporty and innovative. We always provide attractive products to our young customers. &nbsp;Though some customers prefer cheap price, we believe in providing quality, performance and style at reasonable price. We believe that quality counts over price.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any schemes or promotional plan for your products?</strong></span></div>
<div>
	Generally, promotional plans and exhibition are rolled out during special occasion. Just like Yamaha Scooter Exchange Mahamela was organised last October to offer best automotive services to potential visitors and customers. We provided opportunity to customers for exchanging old bikes and scooters with Yamaha Ray Scooter at reasonable prices. It was a good platform for customers to exchange their old two-wheelers and get a new one. We even provided on-the-spot finance services to those in need. We would like to continue organizing these kinds of events in the future also.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Yamaha in India has given special emphasis to its female customers by appointing more female staffs at customer care contact points and introducing female customer care programme. Can we expect similar programme also here in Nepal?</strong></span></div>
<div>
	We have got similar programmes here in Nepal too. We have appointed actress Namrata Shrestha as our brand ambassador. We have made it mandatory for our big dealers to have at least one female representative in workshop to deal with female customers. We have appointed more lady staffs at our showrooms also. &nbsp;We are going to introduce safety driving lessons for the young ladies soon. We are also thinking about launching programmes to provide scooter riding lessons to ladies.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Yamaha two-wheelers are popular among Nepali bike riders. The company recently launched two of its products, Ray Z and Yamaha Ray scooters, in international market including Nepal. Popularity of its products has been increasing and the company considers Nepal as an important market. Jun Nakata, Sales and Marketing Director of the India Yamaha Motor  spoke to Sagar Ghimire of New Business Age during his recent business trip to Nepal. Excerpts:',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2072',
			'article_category_id' => '31',
			'title' => 'A Recipe For Development Through Rights',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 14px;"><strong>William Ruger</strong>&nbsp;is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University. Professor Ruger has authored a biography, Milton Friedman, and is also co-author of The State of Texas: Government, Politics, and Policy and Freedom in the 50 States and An Index of Personal and Economic Freedom. His scholarly articles have been appeared in International Studies Quarterly, Armed Forces and Society, and State Politics and Policy Quarterly. During his recent visit in Nepal, he spoke to&nbsp;<strong>Editor-in-Chief Madan Lamsal</strong>&nbsp;and&nbsp;<strong>Suraksha Adhikari</strong>&nbsp;of New Business Age.<strong>&nbsp;Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What brought you to Nepal this time?</span></strong></div>
<div>
	Well, I am here as a guest and also to address a workshop at the King&rsquo;s College. I love interacting with people and the same thing I am doing here in Kathmandu to exchange thought and views on current scenario in this country. So, it&rsquo;s been very enjoyable.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You argue that developing economies need well-functioning institutions that keep peace (both domestically and internationally) and administer justice. Can you elaborate?</span></strong></div>
<div>
	One of the most important things that the social scientists have identified is being consistent with the prosperous economy where a state protests property rights. When people want to invest for better economy, they need to be protected in terms of their property rights. Their profits won&rsquo;t be confiscated and the investment they make won&rsquo;t get affected with high tax issues, which will led them to rough weather &mdash; crushing their efforts by the regulations. It&rsquo;s really important to have a thorough research and to get the institutions right. For example: There is a book called, &ldquo;Why Nations Fail?&rdquo; where the difference between North and South Korea was beautifully portrayed as different sets of institutions. South Korea and United States have more inclusive institutions including property right protection while other places do not. One can see the difference in these two places.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You have emphasized that the governments need to focus on protecting private property rights. What are major implications of private property rights on economy?</span></strong></div>
<div>
	I don&rsquo;t think we should defend property rights simply because they lead to economic prosperity. I think it should be protected because it&rsquo;s the right thing a state should do. People have the right to own their property, to include their integrity, their thoughts and the products of their labour in terms of making or buying. This is the right thing to do with consistence to the prosperous society. So I will not say that the state shouldn&rsquo;t do it only because of its relationship with prosperity. A government is the one that protects people&rsquo;s individual rights to include property right.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Considering the situation, when we are not being able to enjoy the basic fundamental rights, how can we think of including the private property rights in the list?</span></strong></div>
<div>
	I am not saying it&rsquo;s easy for any society including my own to ensure that the government should respect its rights. There are many examples where I think that my own government failed in protecting individual rights. I believe it&rsquo;s same in Nepal too. A right state provides a situation to see whether the government&rsquo;s function in ideal or not. If the government sticks to doing the basic things of protecting property rights, individual rights, allowing individual to execute their projects, having interest in bettering themselves and their family then you can see prosperity across. These are the basic things that the government should do. Unfortunately there are so many governments around the world that try to do so many things for good reasons but sometimes even for self-interested reasons. That&rsquo;s why a democratic society is important so that some pressure can be put on the government by the people. That means the people have to hold the government and governing class feet to the fire. If they engage in corruption this needs to be rooted out.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;"><img alt="William Ruger,Associate Professor in the Department of Political Science at Texas State University" src="/userfiles/images/wr1.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 300px; height: 459px;" />Do you think the government needs to protect the powerless from the powerful who aim to rent-seek contrary to the public good or whose persons and property are threatened or violated by other citizens?</span></strong></div>
<div>
	Yes, indeed. You know a lot of people talk about how there is need to have economic right for the less well-off. Part of the problem for the weaker section of the society is that government is strictly rest-seeking against the renters, putting barriers and regulations on the business activities. It makes it harder to people to actually move up in the society. In creating a situation in which economic growth is difficult for the entire society and that doesn&rsquo;t help anyone but especially hurts people towards the bottom in many ways in terms of quality and poverty. So, what we need is a real pro-growth business policy of the government &mdash; consistent with the rise so that you can see society as a whole become more progressive.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What are the major constraints of developing countries when it comes to growth?</strong></span></div>
<div>
	The economic growth is a complicated picture. You must have a right institution in terms of the government, you also have to have the culture that is consistent with entrepreneur activities and a peaceful society that is relatively tolerant having strong work ethic which teaches a kind of value consistent with human flourishing. So it is very important for families and institutions in society to help develop those values.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How can we develop the entrepreneurial culture among the people&rsquo;s lives in society like us?</span></strong></div>
<div>
	Entrepreneurship is the thing that should be awarded not hindered. Its&rsquo; really easy to squelch an entrepreneurial skill if you frustrate it constantly especially when you are trying to raise yourself to build a business and so forth. And I think in many ways the informal economy in Nepal shows that there is still a lot of entrepreneurial spirit. It&rsquo;s not just out in the formal economy perhaps it should be a really important for the government to get out of the way of the people engaging in those types of business but to make them easier and to have a kind of feeling that they won&rsquo;t be punished.</div>
<div>
	&nbsp;</div>
<div>
	It is also good for the government if they could secure the property rights of individual in business. There is a role for government to administer justice and it should engage police to protect the property rights, the people and to protect the state from other countries. And it needs tax revenue to do so.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	For making the people aware about the entrepreneurship and its importance &mdash; education will play a pivotal role. These things should be taught to our children in schools and institutions to make them aware about what is necessary to achieve prosperity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">You often talk about freedom to price exploration. What&rsquo;s your main proposition to this regard?</span></strong></div>
<div>
	The price mechanism is important for transmitting local information efficiently in the complicated large society. Without the price mechanism it&rsquo;s hard for economy to be efficient. So when government steps into that, it creates a lot of problems. In fact, without the price mechanism, how would we know how to use our resources including our work force. So when government gets in the way of that it creates problems.</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">How important is the ideology of political forces in development?</span></strong></div>
<div>
	Unfortunately lots of parties have ideas that that the society is flourishing. And that&rsquo;s the king of rent-seeking behavior we see but also that is a kind of desire for power that individuals in the parties have. In some ways you have to find ways in which ambition can be changed on the right direction. The people who are ambitious should be focused on doing positive things. You rather want to be Bill Gates and earn millions of dollars rather than being a simple person or any political entrepreneur who often spend time is creating a resources and goods for himself rather than for others. And a person like Bill Gates is the one who creates a lot of value for everyone. We should honour these people not envy them. Certainly we should not do the things that prevent the person like Bill Gates from doing what they do.</div>
<div>
	&nbsp;</div>
<div>
	It is difficult to change the situation in the country like Nepal but part of this can be initiated from education, free press where people in media can talk about some of the stories of entrepreneurship, talk about where government has hindered this activities. But it is hard. Once you get into a bad cycle it can be difficult. Again there is a very good research in social science to show somebody&rsquo;s problem and how to get out of it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What&rsquo;s your stand about communist ideology for the development of the country?</span></strong></div>
<div>
	Communism is the failed idea. It should be something that any state or any group repatriates. It is amazing that after the fall of Soviet Union that anybody would generate those views particularly because they haven&rsquo;t been consistent with our flourishing especially economically. Justice is quite difficult to receive in these places that adopt a communist ideology. So I am not sure why anybody want communism not to mention the fact that it just doesn&rsquo;t work and it is something that even the people of the progressive forces in my country don&rsquo;t want the system where the means of production are not held in private hands. So it is just amazing that why anybody would want that. But china has broken with a lot of tendencies of economy. They have tried to encourage more market forces. They are not all the way &mdash; they have to be yet &mdash; but part of the reason that they have a large economy take off was when they started liberalizing their economy and especially to open themselves to international trade. That&rsquo;s part of the recipe of success.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Professor Ruger you have authored a biography, Milton Friedman. Why is Milton Friedman an important figure to write about?</span></strong></div>
<div>
	Friedman is one of the best economists of the 21st century. He is the public intellectual. He was the big figure in the USA and the world promoting markets, reforms in other areas that increased freedom. Lots of people don&rsquo;t realise that he was an important figure in moving USA away from conscription to an all-volunteer military force. He believed in government funding of education but didn&rsquo;t believed in government administration of school so that was really important thing for him. He is important not only he was a great economist and a Nobel Prize Winner in economics for his work on monetary policy largely but also someone who passed a fairly consistent freedom agenda in all kinds of area not just in economic ground.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">What is your observation on Nepali business schools based on your short surveillance?</span></strong></div>
<div>
	Basically I am a political scientist but one of the best things I found out that there are really bright students who are interested about the ideas we are talking about. It&rsquo;s a long way to come from Texas to Nepal and it is very nice to see the enthusiasm of the students. I wish more people come to Nepal and learn something from the people here because I have learned a lot from this place.</div>',
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			'description' => 'William Ruger is an Associate Professor in the Department of Political Science at Texas State University and an adjunct assistant professor at the LBJ School of Public Affairs at the University of Texas-Austin. He earned his PhD in Politics from Brandeis University.',
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	(int) 9 => array(
		'Article' => array(
			'id' => '1679',
			'article_category_id' => '31',
			'title' => '‘Our Clients Include Major Multinationals As Well As Small SMEs’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Hayden Davies</strong>&nbsp;is the Director of BM TRADA, a specialist testing, inspection and certification business. BM TRADA was established nearly 80 years ago in the United Kingdom that now has 40 offices in 33 different countries. Originally a civil engineer, Hayden has been with BM TRADA since 1994 and has managed a number of the business streams. In an interview with New Business Age, Hayden shared the importance of certification in industries in Nepal.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Could you tell us the reasons for your visit to Nepal?&nbsp;</strong></div>
<div>
	Firstly, we had to attend the annual general meeting of our company that was decided to be held in Kathmandu. Secondly, we had to meet our staff, Indian partners and clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is BM TRADA all about?&nbsp;</strong></div>
<div>
	BM TRADA provides certification, testing, inspection, training and technical services around the world . We are very honest in the areas we work in. We are specialists in furniture technology and testing, timber technology and have general expertise as well.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Who are the target clients?&nbsp;</strong></div>
<div>
	Our clients range from major multinationals to the very small SMEs. Currently, the Chilime hydropower project, ten colleges, some BFIs (Banks and Financial Institutions), textile industries are some of our clients in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How does this certification help organizations in Nepal?&nbsp;</strong></div>
<div>
	In general, it possibly helps them to operate more efficiently. Basically, having an ISO 9000 management system means the organization is more efficient and less prone to mistakes. When a mistake occurs, it will be corrected because there is a recognized system. Secondly, it helps to reassure clients of the company&#39;s performance. When a client sees an organization&#39;s management system certified by an international body, they can rest assured of good returns. The certification is also constantly reassessed. We review the system every year to check on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you view the overall qualification of organizations in Nepal?&nbsp;</strong></div>
<div>
	The development of organizations in Nepal has been strong. They have commitment and enthusiasm to quality and that is good. What I say to these clients is -- it is very important not just to maintain the system but adding value continuously, which adds value to your business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are you expanding your market in South Asia? What is the strategy?&nbsp;</strong></div>
<div>
	We are growing our business in South Asia and work in two ways -- the first way is through subsidiaries or in joint venture, which we might own 100 percent. In India, it is a joint venture. These subsidiaries help the company to expand further. For example, BM TRADA India has now expanded to Bangladesh, Sri- Lanka and Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In the second way, we hire local representatives whose every decision made is reviewed in detail in our head office in the UK. All the controls are set within our office in UK. That is how we control and maintain quality.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>How do you see the future of certification in Nepal?&nbsp;</strong></div>
<div>
	It has lots of prospects. Certification is a big opportunity for companies to prove their credentials in an international stage and display international recognition to the buyers. The company demands to make buyers confident about the products while the buyers demand that the product they are buying is of reasonable quality. I think certification will grow in Nepal because it is a prerequisite for international pride.</div>
<div>
	&nbsp;</div>',
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			'description' => 'Hayden Davies is the Director of BM TRADA, a specialist testing, inspection and certification business.',
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	(int) 10 => array(
		'Article' => array(
			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
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			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
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		'Article' => array(
			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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		'Article' => array(
			'id' => '1436',
			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
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			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1082',
			'article_category_id' => '31',
			'title' => '‘We Believe In Providing Solution Which Is Safe, Comfortable And Sustainable’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Sanjeev Seth is the General Manager and Sales Leader for Trane Commercial Businesses in SAARC Markets that form part of the Climate Solutions sector at Ingersoll Rand. Trane is Ingersoll Rand’s strategic brand and world leader in Heating, Ventilating, Air-Conditioning and Refrigeration (HVACR) industries that serve commercial, institutional, hospitality, industrial and pharma market. Seth is responsible for driving innovation and growth of Trane business by understanding customers’ needs and developing solutions to meet customer expectations in SAARC countries. Siromani Dhungana of New Business Age talked with him during his recent visit to Nepal.</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What is the purpose of your visit?</strong></p>
<p>
	Trane is one of the leading brand in heating ventilation and air conditioning and we are now trying to increase our presence in Nepal market and we appointed MAW Engineering Pvt. Ltd as business partner for the entire Nepal. We see Nepal as a very strategic market, it’s definitely grow substantial for near future. Trane is a brand which caters to HVAC system, service and solutions for both commercial and industrial segment. We see a lot of opportunity for providing air conditioning solution in this market. So we are here to meet customer and establish relationship and engagement with the customer.</p>
<p>
	<strong>What sort of strategies has Trane adopted to target the Nepali market?</strong></p>
<p>
	As we know, energy is becoming more and more expensive and it is important to have solutions which are environmentally efficient and sustainable. We believe in providing solution which are safe, comfortable and sustainable. The products which we are launching here are going to be very energy efficient and use gases which are environmental friendly with latest technology.</p>
<p>
	<strong>With a growing interest of customers in appliances such as AC and refrigeration, there must also be competition in the market. How has Trane made sure that its market share does not get reduced by cheaper competitors?</strong></p>
<p>
	There are a lot of choices available to customers and Trane believes in partnering with customers to find the right choice. We have wide range of products available from small conditioners to huge centrifugal chillers. The product portfolio Trane manufactures, is able to meet diverse needs of the customers. They are highly energy efficient and reliable. And there is a very strong service network of Trane service technicians. We partner with the customer to provide the right kind of solutions.</p>
<p>
	<strong>With new ideas coming in each day for every sector of technology, how do you brainstorm ideas for a new and refined product?</strong></p>
<p>
	It is the regular and continuous process. We continue to innovate new products and technology. In India we have our research and development centres for this.&nbsp;</p>
<p>
	<strong>How do you see market of air conditioner in South Asia and especially in Nepal?</strong></p>
<p>
	The economy in Nepal is definitely grown and there is a need for providing the right kind of solution for customers in Nepal. The customers in Nepal will require more solution from Trane. Trane is very bullish about the Nepal market. Our partner here, MAW, is in the right position to offer the right products and solution to market.</p>
<p>
	<strong>Would you please tell us about the major unique features of the Trane brand?</strong></p>
<p>
	This year Trane has completed its hundred years. Now we are committed as well as geared up for the next century. Our products and services are unique in the sense that they are able to provide energy efficient solutions, are sustainable and some of the major installation in the world use Trane products.&nbsp;</p>
<p>
	We also have building automation systems which can integrate the entire equipment of the building. Overall we have wide portfolio which meets the diverse needs of customers.</p>
<p>
	<strong>What are your major branding strategies?</strong></p>
<p>
	Today the customers are looking for not just the products. It should be backed by proper services as well. The product itself should be reliable and of good quality. Trane is very well established in commercial segments of the markets and is recognized as a very strong and reliable brand. It continue to focus on the same values of providing reliable and high quality products and it will be backed by strong after sale services with our partner here, MAW, and we also hope that our new products and innovations will address the need of the customers.</p>
<p>
	<strong>What is the current market share of your products in Nepali market?</strong></p>
<p>
	We have been working with a lot of corporate house here since a long time and we see here a lot of opportunity and we are bullish about the future.</p>
<p>
	<strong>Where do you want to see Trane brands in Nepali market five years from now?</strong></p>
<p>
	We want to see Trane being recognized as a brand which can provide energy efficient and reliable and high quality products and entire systems and solutions of the costumers’ needs. And it should be a recognized as a brand which can actually help the customers on saving energy also. And Nepal is already struggling due to power outage. So any product or system which can save energy will help address the need of customers here. And our focus is energy efficient products at&nbsp;<span style="font-size: 12px;">reasonable price.</span></p>
<p>
	<span style="font-size: 12px;"><br />
	</span></p>',
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			'description' => 'Sanjeev Seth is the General Manager and Sales Leader for Trane Commercial Businesses in SAARC Markets that form part of the Climate Solutions sector at Ingersoll Rand.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '1081',
			'article_category_id' => '31',
			'title' => '‘We Are Looking For A Long Term Relationship With The Nepali Market’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	Ramesh Palagiri, managing director and CEO of Wirtgen India, was recently in Nepal to officially launch Hamm soil compactors in the Nepali market. Hamm products are manufactured in India, China and Germany using German technology by Wirtgen Group. Siromani Dhungana of New Business Age talked with him on the business prospects of Hamm soil compactors in Nepal.&nbsp;</p>
<p>
	<strong>Excerpts:</strong></p>
<p>
	<strong>What are the products you are currently supplying in Nepal?</strong></p>
<p>
	We are supplying Hamm soil compactors. By the end of the year, we are coming up with a tandem roller. Because most of the roads are on hilly terrain, there is lot of hope for road recycling in Nepal and we have a very good solution for that: technology called cold recycling (very popular worldwide.) By this technology, roads can be rehabilitated.</p>
<p>
	<strong>What prospects do you see for your business in Nepal?</strong></p>
<p>
	In the last few years, the development activities in Nepal have gone down. So there are lots of possibilities for infrastructure to come up. We expect the market to grow in coming years. As of now, the market size is roughly 35-40 machines per year. We are looking for a long term relationship with the Nepali market.&nbsp;</p>
<p>
	<strong>Why to choose your products?</strong></p>
<p>
	We have 100 years of experience. We are leaders in road technologies, both for constructing new roads and for rehabilitating the existing ones. We have premium products in economic range. The consumer gets best value for money with our products. We have patented a three point articulation engine with clear and simple information displayed. So even a operator without much experience can handle it. It’s easy in maintenance and high in productivity.</p>
<p>
	<strong>How do you see the South Asian market?</strong></p>
<p>
	The South Asian market is vital for us. There is almost the same level of opportunity for us with similar competition. The market is growing and that is important too. Our target is to become market leaders.</p>
<p>
	<strong>What is the level of competition you face in Nepal?</strong></p>
<p>
	The level of competition is the same we face in India. There is a throat-cutting level of competition. We are selling premium products. Our market share is 35 percent now, our target is 40-45 percent by the end of next year. We are also focusing in good after sale services and spare parts to get close to the customer.</p>',
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			'description' => 'Ramesh Palagiri, managing director and CEO of Wirtgen India, was recently in Nepal to officially launch Hamm soil compactors in the Nepali market. Hamm products are manufactured in India, China and Germany using German technology by Wirtgen Group.',
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Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117