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			'title' => 'Chachan Group: Trader To Manufacturer',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal and Om Prakash Khanal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/cf1%20(Copy)(5).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Satish Chachan</strong></div>
					<div>
						Director, Chachan Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Chachan Group evolved into a manufacturing and trading house when it changed its course into manufacturing from the family owned trading business. This move not only made the group grow leaps and bounds but also established itself as a leading industrial and trading house. The group in its initial days traded various commodities such as leather and leather products, cement, vegetable ghee, food grains, lentils, oil seeds, spices, consumer goods, fertilizer, pulses, edible oils and animal feeds. Today, the group not only trades these commodities but also produces them.</div>
<div>
	&nbsp;</div>
<div>
	The group&rsquo;s expansion was not merely driven by the market force. There were visions and entrepreneurial skills of earlier generation of businessmen, Mahabir Prasad Chachan and Shree Maliram Chachan, who steered the business towards what it is today. When the group passed onto the new generation of businessmen, Babu Lal Chachan and Parmeshwar Lal Chachan who are Chairman and Vice-Chairman respectively, the group had reached to a position from where it would never have to look back.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Growing Larger</strong></span></div>
<div>
	Satish Chachan, Director of Chachan Group says that the group is continuously following the tradition established by its founders towards further growth of the company. He proudly says, &ldquo;Compared to the group&rsquo;s initial days, the company has achieved a remarkable success in cement manufacturing besides continuing its decades old cement selling business.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Within the last decade, the group has established three cement grinding plants each having a production capacity of 350 metric tonnes (MT) of cement per day in Birgunj. Similarly, the group has begun the construction of fourth cement grinding plant in Nepalgunj with the same capacity as that of a single unit in Birgunj.</div>
<div>
	&nbsp;</div>
<div>
	Chachan says that the group had established a poly-plastic bag industry two years back in Birgunj. This factory has enabled the group&rsquo;s cement plants to use its own cement packing bags. &ldquo;This polyplastic bag industry has also earned a big business faith in the major sectors of the country. This clearly indicates the satisfactory present and past situation of the company and its growing capability to contribute a large amount of revenue to the nation.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Gaining Strength</strong></span></div>
<div>
	The group has shown remarkable progress in goods manufacturing that it has decided to specialise on. At present, it is producing cement, vegetable oil, leather goods, poly-plastic goods and various food products through its food processing units. Likewise, the group is also involved in trading through its three companies who have direct presence in over 19 different cities across the country.</div>
<div>
	&nbsp;</div>
<div>
	Chachan Group is today considered one of the leading business houses of Nepal based in Birgunj for producing variety of commodities with a wide reach across the country. Chachan claims that the products range that the company trades in and its wide network are suggestive of their market and the robust financial strength of the group.</div>
<div>
	&nbsp;</div>
<div>
	He shares that the annual turnover of the group exceeds Rs 4 billion. He also adds that the staggering 70 per cent of the total turnover is generated by the cement wing of the group. While sharing the strength of the group, Chachan boasts that his business has been employing 1500 people directly along with a huge number of indirect employments in transportation and handling of the raw materials and finished products. He also adds that 300 employees are working in the cement wing alone. The group&rsquo;s beneficiaries such as construction companies, commercial enterprises, transporters, traders, farmers and consumers are spread over major parts of Tarai and hilly regions of the country.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Changing the Course</strong></span></div>
<div>
	For decades, the group had been trading various commodities. Chachan says, &ldquo;This trade grew bigger and flourished gradually, which ultimately evolved into the establishment and identification of the Chachan Group. This can be regarded as the first and fundamental turning point of the company.&rdquo; Gradually the trading business expanded; meanwhile, various new manufacturing units were established.</div>
<div>
	&nbsp;</div>
<div>
	Around one and a half decade ago, the group decided to establish cement manufacturing units realising the growing demand of construction materials and cement in particular. This demand was identified when the state owned cement plants such as Hetauda Cement, Udaypur Cement and other private cement producers were unable to meet the major percentage of cement demands. This inspired the group to establish Narayani Cement Udyog Pvt Ltd in Birgunj. This company today has production capacity of 1050 tonnes per day.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Roadmap Ahead</strong></span></div>
<div>
	Chachan believes that the group has kept its promise of offering best quality products and services at a reasonable cost and claims that it would open up new avenues for the group to expand its manufacturing and trading businesses in the days ahead. &ldquo;Our past experience gives us confidence that we have further opportunities and scope for expansion. We want to establish our own clinker producing units so that we can stand as one of the leading cement and clinker manufacturer of Nepal,&rdquo; envisions Chachan.</div>
<div>
	&nbsp;</div>
<div>
	He reveals that the group has a clinker producing plant in the pipeline. He elaborated that this new plant will have a production capacity of 700 to 750 tonnes per day. Likewise, once the Nepalgunj based cement plant comes into operation, the group is planning to add another cement grinding plant there with production capacity and design similar to the existing one. Similarly, Chachan reveals that the group is planning to acquire a limestone quarry in a hilly area of Makawanpur district, few kilometres away from Hetauda. &ldquo;Besides this, we have been thinking to buy some additional land to establish the clinker producing plant. Though we are already in touch with some of the renowned Indian companies for establishing the clinker plant, we think this will materialise only after three to five years from now,&rdquo; he added. Similarly, Chachan is ready to expand other plants depending on the market demand and financial status.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Positioning</strong></span></div>
<div>
	Products of Chachan Group has a wide market coverage including major cities and towns such as Birgunj, Hetauda, Kalaiya, Narayanghat, Kathmandu, Bhaktapur, Banepa, Batar, Pokhara, &nbsp;Bhairahawa, Krishna Nagar, Dang, Nepalgunj, Dhangadhi, Nijgarh, Gaur, Lahan, Janakpur, Jhapa, Morang, Ilam and other places in hilly and Tarai region. According to the group, major market for cement is in all the belts extending from Birgunj to Jhapa and in Hetauda, Narayangarh and major cities and towns of Bagmati zone.</div>
<div>
	&nbsp;</div>
<div>
	According to Satish Chachan, Director of the group, product placement is done through various dealers and transporters. Group&rsquo;s contact or branch offices and dealers are channels for distribution. Major product range includes daily commodities, construction materials, leather goods, fertilizers among others.</div>
<div>
	&nbsp;</div>
<div>
	All the factories of the group are being operated in full capacity to meet the market demand. &nbsp;Products are sold under different brand names such as Trishakti and Bajrashakti in the cement segment while other commodities also have their own niche brand value recognised in their market targets.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>CSR Commitments</strong></span></div>
<div>
	As part of its Corporate Social Responsibility (CSR), the group has given prime importance to environmental protection and freeing its locality from pollutants. The group is also strengthening and accelerating its sustainable environmental efforts through the reduction of environmental impacts and the conservation of the biodiversity. &ldquo;We have been aiming to provide satisfaction and gratification to as many stakeholders as possible. To this aspect, we believe and act ethically and relentlessly to seek improvement in the quality, safety, information security and reliability of our products and services,&rdquo; explains Chachan.</div>
<div>
	&nbsp;</div>
<div>
	Satish Chachan, Director of the group says, &ldquo;We respect our customer and their culture and the community they belong to while we deal with them in the course of our business activities. We also engage in dialogues with various stakeholders in society and incorporate their feedback to enhance our CSR activities so that we can contribute our best to improve our surroundings, quality and the effectiveness of our activities.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company has dedicated itself in creating a safe and comfortable work environment for all its employees so that they can realise their full potential and have a fulfilling career, as a responsible corporate culture.</div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<div>
						<div>
							<div>
								<div>
									<span style="font-size:16px;"><strong>Sister Companies of Chachan Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Jaya Bageshwari Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Oil Refinery Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Leather Manufacturing Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Modern Pulses Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Adhunik Dal Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Agro Processing Unit</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Oil Industry</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Tel Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Polyplastic Pvt Ltd</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>Independent Trading Concerns under the Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Chachan Implex</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Devki International</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Manoj International Traders</div>
								<div>
									&nbsp;</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>SWOT Analysis</strong></span></div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Strengths</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Customers</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Staff</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Good quality products and services</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Reasonable price</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Harmonic relationship with employees, customers and local surroundings</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Disciplined working attitude</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Timely revenue payments to the government</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Weaknesses</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Inability to give hundred percent employment to the local residents</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Cannot fulfilall the donation demands from local parties and their leaders</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Opportunities</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Prospects for growth of construction material businesses</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Growing domestic market and purchasing capacity of people</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Rapidly emerging technological innovations</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Threats</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of smooth business environment</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Frequent bandhs and strikes</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of environment to work peacefully and uninterruptedly where the group is based</div>
							</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'description' => 'Chachan Group has evolved into a industrial house though it began its commercial journey as a trader.',
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			'title' => 'Lomus : Looking Beyond Borders',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	If the Nepali government allows Nepali ventures to invest in foreign land, Lomus Pharmaceuticals and the group of companies would be one of the top industrial houses to rejoice. Prabal Jung Pandey, Executive Director of the group says that he would be happy when his group would go beyond borders. He wishes to take Lomus Pharmaceuticals Pvt Ltd, the group&rsquo;s flagship company and one of the leading pharmaceutical companies of Nepal, beyond borders.</div>
<div>
	&nbsp;</div>
<div>
	As a move towards this goal, the company is determined to increase the volume of its pharmaceutical products export to existing markets along with exploring new territories. According to Pandey, the company is exporting its products to four countries in Africa. &ldquo;We will be exporting to Commonwealth of Independent States (CIS) countries soon. Necessary registration procedures have been completed and we are looking forward to exporting in large quantities,&rdquo; he shared.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Pandey thinks that once the company starts mass export of products, of the current production plants capacities would not be enough. He opines that establishing plants in other countries would be helpful to supply products to meet the demand. However, existing laws restrict Nepali companies from investing in foreign land. &ldquo;The government should now think that the capable industries in Nepal should be allowed to invest in other countries. If someone is capable of investing abroad, and if s/he is working here successfully and if the profits come back to the country, there is no harm in allowing someone to invest abroad,&rdquo; Pandey said arguing against the government&rsquo;s restriction that is hindering the company&rsquo;s expansion plan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	He says that Lomus Pharmaceuticals has reached almost a saturation point in the Nepali market and with very little room for expansion. He further claims that the company leads Nepal&rsquo;s pharmaceutical market with four per cent of the market share.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Prabal Jung Pandey, Executive Director, Lomus Group" src="/userfiles/images/cf1%20(Copy)(3).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Prabal Jung Pandey</strong></div>
					<div>
						Executive Director</div>
					<div>
						Lomus Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size: 14px;"><strong>Group&rsquo;s Inception</strong></span></div>
<div>
	Lomus Pharmaceuticals is the first manufacturing venture of the group, started by Pradeep Jung Pandey, Vice President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and father of Prabal Jung Pandey. Pandey gives credit to his father for establishing the company and taking it to the pinnacle.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company was established with its first factory at Gongabu in Kathmandu, 25 years ago. In its initial days, it used to produce around 40 pharmaceutical products. And, the group kept on taking gradual and careful steps for its expansion and growth. With a special focus on expanding the market, it kept on increasing the production capacity. A decade ago, a big move was made to establish a 15000 square feet production plant at Gothatar, one of the largest pharmaceuticals production units of the country.</div>
<div>
	&nbsp;</div>
<div>
	Pandeys always have had the belief that one should not be investing in a new venture unless the existing one is sustainable. &ldquo;We do not believe in jumping into many ventures at once. We try to stabilise the existing one and keep it expanding so that it is self sustaining,&rdquo; Pandey added.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The Expansion&nbsp;</strong></span></div>
<div>
	The Pandey family came with its second venture 11 years ago - Cosmos Cement Industries Pvt Ltd. The company could not pick up immediately because of the ongoing armed conflict and the Madhesh movement that followed, recalls Pandey. The company was virtually in a status quo for almost five years after its establishment. The company is currently producing cement by grinding clinkers. However, it has plans to come up with its own clinker producing unit by utilising local raw material &ndash; limestone.</div>
<div>
	&nbsp;</div>
<div>
	Pandey reveals that as prerequisite of setting up a clinker production unit, two limestone mines are being excavated in Udaypur district. A feasibility study for setting up the plant has been completed and the essential land for it has been acquired after carrying out IEE and EIA. Likewise, another clinker producing unit is under construction in Janakpur. Initially this plant will be producing 700 tonnes of clinkers daily. Pandey says that once the unit completes its trial phase, its capacity will be increased gradually and is expected to reach 1200 tonnes per day within a year. He says that the plant will be catering to the high demand of cement in the eastern part of the country. Targeting this market, around nine months back, a cement factory with a production capacity of 400 tonnes per day was installed in Biratnagar. Similarly, one factory is under operation in Janakpur. The current expansion is being made with a total investment of Rs 1.5 billion.</div>
<div>
	&nbsp;</div>
<div>
	When the second generation businessmen in the Pandey family joined the business, set-up by their father, they took the business to new and varied sectors so that the three brothers can look after one of the sectors each. Now the group is involved in banking and financial sector, mining, cement production and pharmaceuticals.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that the group is willing to take pharmaceuticals and cement production companies to the next level in the near future. He reveals that the group is also planning to come with Ayurvedic medicines soon. These medicines will be branded uniquely and will be sold in the global market. Currently the group is employing 300 people in its group of companies other than financial institutions.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Branding Consolidation&nbsp;</strong></span></div>
<div>
	The parent company of the group, Lomus Pharmaceuticals has become a well known brand name in the pharmaceutical industry. Pandey says that the recognition the company has got is because of the quality that the company has promised and delivered in its range of products. He says that the company does not compromise on quality and believes that products should be easily available at affordable price.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, Tej Cement is a popular brand in the eastern Nepal. Popularity of this brand has encouraged the company to expand its production unit and add new factories. However the group has not yet given serious thoughts of branding the entire group under a consolidated name. Pandey hints the possibility of it in the future but not anytime soon.</div>
<div>
	&nbsp;</div>
<div>
	Pandey shares that all of the companies under the group are growing annually at a healthy rate of 20 per cent in average. The group registers an annual turnover of Rs 3 billion per year. He is quite &nbsp;satisfied with this progress but sees room for improvement. He adds, &ldquo;I will be the happiest entrepreneur if we can make our name popular worldwide. I dream of making Lomus an international company and a brand name recognised everywhere.&rdquo;</div>
<div>
	<hr />
</div>
<div style="text-align: center;">
	<span style="font-size: 16px;"><strong>Core Sectors of the Group</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Pharmaceuticals</strong></span></div>
<div>
	Pharmaceutical is one of the core areas of the group and the parent business for it. Lomus Pharmaceuticals Pvt Ltd is one of the market leaders in Nepal&rsquo;s pharmaceuticals market. This company produces 400 products. However, its factory is operating for just 12 hours a day due to power supply problem. Apart from supplying its products to the general medicine market, the company also supplies to government.</div>
<div>
	&nbsp;</div>
<div>
	Cement and Mining Industry Cement production is one of the strong sectors of the group. The group has allocated two mining companies for its cement industries. Cosmos Quarries Pvt Ltd and Udaypur Mineral Tech are taking up the responsibility of limestone mining. However, the group is open for exploring new area for mining. Pandey sees potentials in copper and iron mining but transportation and electricity are the pre-requisites which he expects that the government should ensure.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Financial Sector</strong></span></div>
<div>
	The group has presence in the banking and financial sector with three companies as one of the promoter shareholders. International Leasing and Finance Company Limited had a plan for upgrading to a commercial bank but could not do so in the lack of legal provision to do so. However, it has now plans to go for merger.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that merger talks are going with few financial institutions and he expects that these talks will conclude within the next five months. Apart from it, the group is involved with Citizens Bank International and Shikhar Insurance Company Limited. Similarly, the group has a presence in merchant banking sector through its Lomus Investment Co Pvt Ltd.</div>',
			'published' => true,
			'created' => '2014-01-24',
			'modified' => '2014-01-26',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Lomus Pharmaceuticals and the group of companies take every step carefully while investing in a new sector. The group, if allowed by the law, looks forward to invest abroad.',
			'sortorder' => '2341',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2313',
			'article_category_id' => '39',
			'title' => 'Saurabh Group Leading Strong',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bishnu Prasad Neupane Chairman, Saurabh Group" src="/userfiles/images/CF1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Bishnu Prasad Neupane</strong></div>
					<div>
						Chairman, Saurabh Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.</div>
<div>
	&nbsp;</div>
<div>
	This factory has been established with an authorised capital of Rs 4000 million. It is one of the largest cement factories of Nepal that produce their own clinker. The factory has 45 per cent shareholding of a Hong Kong based company, Krishna Holdings Limited. &nbsp;The factory is spread over 30 bighas of land and the mine is spread over an area of 20 square kilometres for extracting limestone.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that this factory uses the latest technology that is not only efficient but also energy saving. He adds the technology installed in the factory is different than those used in Nepal and consumes 50 per cent less energy. All machineries for this project are imported from Denmark and manufactured by FLSmidth Private Limited.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Drive</strong></span></div>
<div>
	The group has always been prioritising the expansion of its factories. Last year, the group had a major expansion on its laminated sacks factory, Jagdamba Synthetics Pvt Ltd. New technology was installed and all upgraded machineries were imported from Austria. The factory has an installed production capacity of 1.5 million metres of fabrics per day. Neupane claims that it is the largest woven sacks factory in South East Asia. He adds, &ldquo;We are proud to say that we are the largest producer and exporter of woven sacks in Nepal.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Jagdamba Synthetics was established around 13 years ago and the latest addition is the new process of producing laminated bags. Neupane claims that this company has the capacity to produce the thinnest fibres in the entire South Asian region with quality consistency. He says that quality consistency has helped the company export 90 per cent of its production to India.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group has plans to convert its 15 storey building in Bhaktapur into a hotel as a part of its plan to move into the tourism industry. This three-star hotel will come into operation in a few years tying up with an international chain. Neupane says that it will be a unique hotel that utilises green technology.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Manufacturing Focus<span class="Apple-tab-span" style="white-space: pre;"> </span></strong></span></div>
<div>
	The group in its initial days was involved in trading business. &nbsp;When Neupane separated from his family business and started his own, he had little experience in the manufacturing sector. He partnered with Shanker Lal Agrawal who was also in the trading business then. It was around 1996 when he and his partner Agrawal thought about entering into the manufacturing industry. Agrawal had the experience of running Jagdamba Steel and Neupane, who is also an engineer, had thoughts of establishing a cement factory.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In 2001, the group started the construction of a woven sacks factory that produces bags for cement packaging. Construction was completed in 2003 and production began in the same year. Similarly, the group moved into spinning and tea gardening and processing. It was followed by the establishment of Jagdamba Roto Packaging factory. Likewise, the group also moved into pashmina, steels and other construction material production. Sarbottam Cement would be the latest addition to the construction material production business of the group.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I always had a desire to go for production based industries especially on construction material rather than the service industry,&rdquo; Neupane says. He was often suggested to venture into more profitable sectors such as real estate and gold trading but they never lured him. Though the group is still involved in trading, it is the manufacturing sector that gives Neupane an immense pleasure. He says that the manufacturing sector creates employment for a good number of people and benefits society with both backward and forward linkages. The Saurabh group has been employing 2600 people at the moment in all of its companies.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Turning Point</strong></span></div>
<div>
	When democracy was restored in the country in 1990, it was a new beginning for the Saurabh Group as well. The group&rsquo;s major industries were established in the 1990s. The liberal policies of the government encouraged industrialists like Neupane to establish new companies. The easier licensing policies and laws were a sort of relief for them. In the mid-1990s to early 2000s, the group came up with its major companies. This was the same period when the armed insurgency was escalating and businessmen were realizing that the situation is unfavourable for making investments.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Neupane says his companies were least affected by the armed conflict being located in urban areas of the Tarai region. However, when the conflict ended and the country was moving towards conflict resolution, the political events of 2005-2006 took its toll on companies in the Tarai by disrupting the operation of factories. Neupane says that bandhs and strikes are a part of life and industrialists must be immune to such incidents.</div>
<div>
	&nbsp;</div>
<div>
	The cement factory was one of the major establishments of the group in the early 1990s. The group&rsquo;s course changed when Neupane thought of establishing his own cement bags factory while the general trend was to import bags from abroad as local production was insufficient. This very move led the group to be the largest producer of woven sacks in the South East Asian region at present.</div>
<div>
	&nbsp;</div>
<div>
	Neupane considers the group&rsquo;s move to establish a cement factory that totally depends on local raw materials as another turning point. The group came up with the idea of producing cement by manufacturing clinker using local limestone when a majority of industries were importing clinker. This gave the company the benefit to get a strong foothold in the market as one of the producers of cement in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Saurabh Group of Companies" src="/userfiles/images/CF2%20(Copy)(1).jpg" style="width: 550px; height: 184px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Coverage</strong></span></div>
<div>
	According to Neupane, 90 per cent of the total production of Jagdamba Spinning Mills is exported to India while the remaining 10 per cent is supplied to local textile manufacturers. Similarly, products of Jagdamba Roto Packaging are supplied to confectioneries, biscuits and noodles producer for packaging and wrappers.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that the largest market of cement is Kathmandu Valley and its periphery where 40 per cent of the group&rsquo;s production is consumed. Out of around 1 billion sacks of cement produced by the group, 40 million sacks are consumed in Kathmandu Valley alone, says Neupane. He expects the groups&rsquo; market share on cement to increase to 20 per cent once Sarbottam Cement&rsquo;s production enters the market.</div>
<div>
	&nbsp;</div>
<div>
	When offering products to the market, the group abides by three fundamentals: quantity, quality and consistency. Neupane says that producing larger quantities helps to achieve economies of scale and also gives an edge to competition. Similarly, quality is the prime focus of the group and he says that any complaints on quality are taken seriously.</div>
<div>
	<div>
		&nbsp;</div>
	<div>
		<table border="0" cellpadding="10" width="99%">
			<tbody>
				<tr>
					<td bgcolor="#E5E4E2">
						<div>
							<span style="font-size: 14px;"><strong>History of Saurabh Group</strong></span></div>
						<div>
							The Saurabh Group&rsquo;s journey began from Myanmar. Till the 1960&rsquo;s, Bishnu Prasad Neupane&rsquo;s father, Lila Ram Neupane, was doing retail business alongside running a butter processing factory in Lashio town in the Shan state of Myanmar. After Buddhism was made the state religion in the 1960s, people of Nepali and Indian origin were forced to leave the country. Lila Ram Neupane made a decision to leave Myanmar and resettle in Nepal and started his own business with a wholesale store of textiles in Bhairahawa. During that time, textiles were brought from Kathmandu and distributed there. Later, he also took dealership of the National Trading and Salt Trading Limited.</div>
						<div>
							&nbsp;</div>
						<div>
							It was in 1964 when the business took shape of a group and was further diversified. Bishnu Prasad Neupane took up responsibility in 1986 and started the Jagadamba Cement Industries, his first manufacturing venture, in the early 1990s.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							Saurabh Photo International, the authorized distributor of Konka products, was in the agency trading business since 1990 and has a strong presence in the market. Currently, the group is mainly involved in the production of cement, steel, tea, spun yarn, PP Woven fabrics, calcium carbonates and other such products. The group&rsquo;s trading activities continue with imports of Konka products, Citizen watch components and other Chinese products. There are 14 companies under the group and some companies are operating under a joint venture with Shanker Group, another business house of Nepal. Today, the Saurabh Group registers an annual turnover of Rs 5 billion, Rs 4 billion, and Rs 2 billion from its cement, spinning and synthetic production, respectively.</div>
						<div>
							&nbsp;</div>
						<div>
							<span style="font-size: 14px;"><strong>CSR</strong></span></div>
						<div>
							The Saurabh group and the Neupane family have a good reputation in Rupandehi district not only for business but also for their contribution to society. The business house has contributed over Rs 100 million for social work in the area. Along with institutional corporate social responsibility (CSR) activities, the Neupane family has been carrying out philanthropic activities on a personal scale. A separate trust has been established and run by the family. This trust was established by Neupane&rsquo;s father and every year, at least Rs 2.5 million is donated by the family for social work. According to Neupane, donations amounted to Rs 2.7 million last year. He modestly says, &ldquo;This is not our CSR activity and is not for any commercial benefit. Within our family, there are three business groups and all of them contribute to the trust to make it an independent social entity.&rdquo; Neupane says that the group does not take any credit for the trust&rsquo;s activities.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							The trust supports government hospitals, schools and government organisations. Neupane says that most schools in Rupandehi and Nawalparasi districts have received support from the trust. Similarly, Jagdamba Cement has recently initiated ambulance services. It also carries out social training programmes for various activities such as cancer relief activity. Likewise, the group also awards people and their social and non-profit organisations that have made good contributions to society. The company has been providing cement to construct buildings of such organisations at cost price.</div>
					</td>
				</tr>
			</tbody>
		</table>
	</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-12-22',
			'modified' => '2013-12-23',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2182',
			'article_category_id' => '39',
			'title' => 'KGH Group: Hospitality Growing Bigger',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Rajan Sakya, CEO, KGH Group" src="/userfiles/images/KGH2%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Rajan Sakya</strong></div>
					<div>
						CEO, KGH Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	T<span style="font-size: 12px;">he KGH Group has recently revamped rooms and interiors of its signature hotels, Park Village Hotel and Resorts and Kathmandu Guest House. According to Rajan Sakya, CEO of KGH Group, 60 rooms of five star facility were added on each hotel in the year 2012. Sakya says that rooms were upgraded in accordance with the demand of clients and growing competition to offer quality service.</span></div>
<div>
	&nbsp;</div>
<div>
	Renovation work is also ongoing at Aqua Buzz Unlimited, a hotel located in Koshi. Sakya admits that the hotel is not doing impressive business at the moment but he is optimistic that Koshi will emerge as a tourism hub when the Banepa-Bardibas highway gets completed in the next two years. He says that the highway will shorten the distance between Koshi and Kathmandu and will increase tourist flow to the area.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Plans&nbsp;</strong></span></div>
<div>
	The KGH Group plans to add new properties to business in the years to come to their current line-up of eight hotels and three travel agencies. According to Sakya, the group is planning to establish two new hotels within the next two years. He says one will be in Kathmandu while the other will be in Koshi.</div>
<div>
	&nbsp;</div>
<div>
	Karna Sakya, Founding President of the group wishes to see the business he established to be passed on to the future generation. Rajan Sakya, his youngest son also expresses commitment to continue the business and says, &ldquo;Tourism is the industry where we have expertise and long-time experience. The next generation will also be involved in the same field as we do not have any plans to venture into any other sector.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	When making plans for the future, young Sakya says that the overall business climate of Nepal makes it difficult to make long term plans. So, he says the group has been only making plans for the short term. Sakya reveals that the group plans to streamline and standardise the quality of its services offered throughout the properties of the group as well as its management style. For this purpose, he says, the group is adopting a corporate model of running business that will centrally control all sister concerns it owns.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Clientele and Occupancy&nbsp;</strong></span></div>
<div>
	The morale of tourism entrepreneurs is getting a boost with the rise in tourist flow after the insurgency. Sakya is also content with the number of clients his chain of hotels has been able to attract. He says that the occupancy level has been satisfactory throughout the year.</div>
<div>
	&nbsp;</div>
<div>
	According to Sakya, Park Village Resort is primarily targeting conferences and seminars, and so 60 per cent of its clients are Nepalis while the rest are foreigners. Similarly, guests at the Kathmandu Guest House are mostly adventure tourists and it is an all-season hotel with 100 per cent foreign clients. Likewise, 80 per cent of clients at the group&rsquo;s hotels in Pokhara, Chitwan and Lumbini comprise of foreigners.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Management strategy&nbsp;</strong></span></div>
<div>
	The KGH Group has been operating under the family business model since Karna Sakya ventured into the tourism and hospitality sector almost 48 years ago. &ldquo;We are not running our business similar to a professionally managed five star hotel. Though we have professional hotel managers to look after a particular hotel, we have shouldered the responsibility of running the business and we are happy with this style because we believe we have the expertise and experience of several decades,&rdquo; explains Rajan Sakya.</div>
<div>
	&nbsp;</div>
<div>
	The Sakyas, however, are planning to corporatise the group in the next one to two years. The group plans to set up a corporate head office in Kathmandu with a team headed by a General Manager. Sakya says that the corporate office will centrally control the accounts, internal audits and central purchasing. &ldquo;This model is being adopted to standardise the quality of services and products used across all the properties under the group,&rdquo; he says.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management</strong></span></div>
<div>
	The KGH Group has not only created employment for 650 to 700 people but also has been meeting a social responsibility in hiring employees. Sakya says that the group hires women under the shelter of Maiti Nepal, a non profit organisation dedicated to help victims of sex trafficking.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As women from the organisation find it challenging to reintegrate into society after being rescued from brothels, the KGH group has tied up with Anuradha Koirala (Founder and Director of Maiti Nepal and also a winner of CNN Heroes of 2010) to provide them with job opportunities in all of its properties, says Sakya.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group prioritises hiring employees from underprivileged groups and communities. Sakya says that the group gives preference to those who have returned after working abroad. He gives an example of a recent recruitment of 10 employees who had returned from the US and the UK. He also reveals that the employee turnover at the group is quite low and some of the employees have been with the company for even decades.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We have maintained a very good relationship with employees and so, we do not have problems with the human resource management,&rdquo; he states about the company&rsquo;s relationship with its employees.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="KGH GROUP" src="/userfiles/images/kgh1%20(Copy).jpg" style="width: 550px; height: 99px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div style="text-align: center;">
					<span style="font-size: 16px;"><strong>The KGH Journey</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					The journey of the KGH Group began when Karna Sakya, Founding President of the group established Kathmandu Guest House in Thamel, 48 years ago. Sakya recalls that Thamel was nothing more than a paddy field then. Thamel, the tourist hub of today grew around the hotel which started with 13 rooms.</div>
				<div>
					&nbsp;</div>
				<div>
					Sakya, a government employee then, used to work at the department of forestry and was not satisfied with the working environment. Brought up in an affluent family, he never felt that he had to take up a job to make his living. A traveller himself, he says that one must be able to comprehend what tourists want in order to run a tourism business and adds: &ldquo;Tourism is a business of dreams and only a dreamer can delve deep into this sector.&rdquo;</div>
				<div>
					&nbsp;</div>
				<div>
					His expertise as a forester and environmentalist is reflected in the hotels of the group. He has always prioritised the harmony between buildings, nature and the culture of the locality where the hotel is built and it can be witnessed in any of the sister hotels of the group. Sakya says he never developed a property on a leased or government land and all land where hotels are built is owned by the group.</div>
				<div>
					&nbsp;</div>
				<div>
					When the country was at the peak of insurgency, the group never took a break. Rather it expanded into new projects and purchased land that helped it achieve success that it had never seen earlier. Today, the group has eight hotels and three travel agencies and is about to mark its golden jubilee in two years&rsquo; time.</div>
			</td>
		</tr>
	</tbody>
</table>',
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			'created' => '2013-11-29',
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			'description' => 'KGH Group of Hotels, one of the largest and oldest chain hotels of Nepal, has plans to grow even bigger.',
			'sortorder' => '2028',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2062',
			'article_category_id' => '39',
			'title' => 'The Story Of The "Best Managed Company"',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: right; margin: 0px 0px 10px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Vijay Shrestha" src="/userfiles/images/vs%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Vijay Shrestha</strong></div>
					<div>
						Group Executive Director</div>
					<div>
						Yeti Airlines</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Yeti Airlines was awarded the &lsquo;Best Managed Company of the Year 2013&rsquo; by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.</div>
<div>
	&nbsp;</div>
<div>
	Vijay Shrestha, Group Executive Director of Yeti Airlines, says the company is the market leader in rural destinations and mountain flights. The company has stood strong as a partner in transportation of local and foreign passengers, goods and transfer of tools, and equipment for development work in remote corners of Nepal. Along with this, the company has a strong foothold in services targeted at city airports.</div>
<div>
	&nbsp;</div>
<div>
	Shrestha believes that the current range of products and services offered to all three ecological regions would help the company grow. &ldquo;Both organisational and individual passengers, travel agents and development organisations will eventually come to us as we have services offered to both rural as well as the urban destinations in the hills and plains. These services and clients are critical for our growth,&rdquo; he explains. The unique blend of services the company provides, the commitment of stakeholders and a strong management has put the company ahead of its competitors.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Unique Management Practices</strong></span></div>
<div>
	Shrestha is of the opinion that competition in the airlines industry lies in value offerings rather than product and service offerings. The company has its own unique management practice along with the largest nationwide network of domestic flights that gives it an edge above others. Shrestha explains that clients who have to go to Humla, Pokhara, Darjeeling, Sikkim, Lukla, Lucknow or any other destination, can count on Yeti Airlines as it has flights to these places or to a nearest place.</div>
<div>
	&nbsp;</div>
<div>
	The company has also made flight safety a top priority. &ldquo;Compared to other airlines, we have invested heavily in flight safety and flight management system. We are in a leading position when it comes to safety management,&rdquo; Shrestha says. He further says that the company has put a lot of resources in technologies such as ticket booking systems and management information systems.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company has made on-time flight its unique selling point. Shrestha says that this initiative has helped the company add value to its services and brand recognition. &ldquo;We have always prioritised timely flights. We prefer flying few minutes earlier than being late. This is one of the most crucial values we are offering to guarantee convenience to our clients,&rdquo; he says.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>A Synergy of Two Brands</strong></span></div>
<div>
	The company claims that the market coverage by both Yeti and Tara Air is probably the widest among domestic players. According to Shrestha, the company has around 35 per cent market share in city airports and around 65 per cent in rural destinations though the market share keeps fluctuating depending on various market situations.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Tara and Yeti have been complementing services and coverage with a fleet size of 14 aircrafts. Shrestha says that the customer base and nature of services has determined the creation of two different brands rather than a single brand operating in both rural and urban destinations. Tara has been operating in rural destinations in hilly and mountainous regions since 2009 with a fleet of six STOL aircrafts.</div>
<div>
	&nbsp;</div>
<div>
	The weather condition and quality of airports play a crucial role when it comes to making flight decisions in hill airports but airlines can make decisions easier in city airports. Similarly, the nature of passengers and clients is different in the areas where Tara operates. Shrestha adds that the variety in types and needs of customers, services and markets have led to the operation of two airlines under different brands.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Group Management</strong></span></div>
<div>
	The Yeti Group is a large business conglomerate working in the tourism and aviation industry with one and a half dozen companies. The group also owns KK Super Mart Nepal, a chain of convenience stores. The management of each of these companies is highly decentralised and each company functions independently. Hotels, resorts, lodges, trekking and travel companies and airlines operate on their own though strategic unity is maintained among them. &ldquo;Operation of these businesses is largely decentralised and where possible, we try to synergise the marketing,&rdquo; says Shrestha. The group has also been promoting its travel companies locally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group also decentralises its human resource management. Its aviation companies employ 800 personnel while the entire group employs a total of 1500 people. According to Shrestha, the company has been able to maintain a high rate of staff retention with its policy of prioritising employee welfare, motivation and creating a professional and friendly working environment. While the aviation industry ails from a lack of skilled technical workforce, the Yeti group is known to not face any shortage in technical human resource.</div>
<div>
	&nbsp;</div>
<div>
	Though the group&rsquo;s companies are performing well in their respective sectors, the group has not pursued organised branding. Instead, each company and subsidiary has its own brand recognition and is not marketed as a subsidiary of the group. &nbsp;Shrestha hints that organised branding is in the pipeline.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Yeti Airlines Hangar" src="/userfiles/images/cf1%20(Copy)(1).jpg" style="width: 550px; height: 347px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Future Moves</strong></span></div>
<div>
	The group is planning to come up with new resorts and lodges in Chitwan and Yeti Airlines plans to consolidate value offerings to its customers. The company is dedicated to take its services to new heights by consolidating services in the urban sector. &ldquo;Our aim is to develop the tourism and aviation industry for the development of the country. Mountain transport and mountain tourism cannot be imagined in the absence of Tara Air and Yeti Airlines. When the services offered are beneficial to the country and people at large, the company will always prioritise on them and strive to make them better.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The company has not decided against reviving flights from its former international carrier - Yeti International. The international carrier was closed down after its joint venture partner Air Arabia withdrew support. Shrestha says that as the company is dedicated to move ahead in the aviation business, there is a possibility of its revival, though there are not fresh tie-ups being made at the moment.</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;">CSR</strong></div>
<div>
	The airline has been involved in corporate social responsibilities (CSR) since the establishment of the company. The company has been involved in health, social empowerment and education sectors through financial contributions and direct involvement in social works.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a part of CSR, Yeti Airlines donates Rs 4 per flight ticket to four social organisations namely United Mission to Nepal, Save the Children, Habitat for Humanity and Care Nepal. The company has also provided financial support to various social organisations such as Tewa, OCCED, Maiti Nepal, Nepal Leprosy Relief, Nepal Glaucoma Eye Clinic (Tilganga), Sewa Kendra Leprosy, Helpless Children Welfare Mission, Spinal Injury Rehabilitation Centre, Women for Human Rights, CWIN Nepal and the Centre for Victims of Torture (CVICT).&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The airline has also launched the &lsquo;Green Far West Project&rsquo; Kailali, Doti, Rajpur and Kanchapur districts for plantation of appropriate tree saplings in chosen community forests.</div>
<div>
	&nbsp;</div>
<div>
	Recently, the company took 18 orphans of Bal Mandir to a mountain flight on the occasion of National Children&rsquo;s Day and the airlines&rsquo; 15th anniversary.</div>',
			'published' => true,
			'created' => '2013-10-29',
			'modified' => '2013-10-29',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Yeti Airlines was awarded the ‘Best Managed Company of the Year 2013’ by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '1969',
			'article_category_id' => '39',
			'title' => 'DJPL: Prioritising Import Substitution',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution. As a part of this strategy, the company established Nirog, a primary care division of the company in the last week of June, 2013.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The division produces drugs for muscular inflammation, pain and emergency management, one of the segments where medicines are heavily imported from abroad. Hari Bhakta Sharma, Executive Director of DJPL said that the Nirog division&rsquo;s primary objective is to supply high quality drugs to Nepalis while the company exploits its capacity to explore opportunities in the international markets.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: left; margin: 0px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Hari Bhakta Sharma, Executive Director Deurali Janta Pharmaceuticals Pvt Ltd" src="/userfiles/images/cf1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Hari Bhakta Sharma</strong></div>
					<div>
						Executive Director</div>
					<div>
						Deurali Janta Pharmaceuticals</div>
					<div>
						Pvt Ltd</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	According to Sharma, this new division was established as a part of the company&rsquo;s objective to produce medicines that help promote healthier living and prevent people from catching diseases. The company is dedicated to stabilise this newly established division before coming up with a new venture. DJPL has been launching a new division in every two to three years. Sharma said, &ldquo;Pharmaceutical industry is all about a dynamic life science that is changing so fast that today&rsquo;s technology becomes obsolete next day. To boost business competitiveness and mitigate product lifecycle, we need to do something new.&rdquo; At the same time, companies like DJPL are realising the responsibility to substitute huge imports of drugs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Export Dilemma&nbsp;</strong></span></div>
<div>
	The export of drugs is being talked for a couple of years, but it is yet to be realised. &ldquo;There are markets where we cannot compete. Also, at times the cost of production and cost of quality compliance is greater than the rate of return. In such markets, we drop the idea of export,&rdquo; he said, adding, &ldquo;In those markets where we want to compete, there are so much of regulatory barriers, and it is painfully time taking to meet all the requirements.&rdquo; He said that DJPL and some other pharmaceutical companies are in a process of meeting all the requirements. According to Sharma, unlike n any other commodity, every pharma product and every production unit must be registered in the target country before starting exports there because drugs are considered highly sensitive as it is directly related to the human health. Moreover, Sharma said that the Nepali companies are becoming extra cautious before making any export commitments because of the unfavourable environment in Nepal to run manufacturing bases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;"><img alt="Production Capacity" src="/userfiles/images/cf4%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 593px;" /></strong><span style="font-size: 14px;"><strong>Product Diversification&nbsp;</strong></span></div>
<div>
	The company is focused on manufacturing drugs related with infections, cardiology, women&rsquo;s health, and infectious diseases. The DJPL has been adding new plants and divisions every two to three years to come up with a new range of products. According to Sharma, the company has always been in a drive to product development. Apart from having a strong foothold in the domestic market, the company is searching for favourable overseas markets. Therefore, every move of the company is targeted towards product development, capacity building and boosting competitiveness.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma revealed that the company is planning to work also on the natural products. The DJPL is planning to establish a new plant in Chitwan and has hired a consultant for technical and physical infrastructure development required for starting the operation. But he also hinted that it would almost take a decade before this unit starts its production. &ldquo;We have talked a lot about Nepal&rsquo;s richness on herbs and medicinal plants. The government is seen ineffective in materialising Nepal&rsquo;s richness on natural products. So, it is us, the private sector who must be doing something there,&rdquo; he explained. Sharma further added that the company is working on it and DJPL is always committed to quality assurance as it is related with medicines and human health.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company had come up with Aarogyam, a derma care division on August 2011. This division manufactures products especially for skin, eye and dental diseases. The company had set up this manufacturing unit on the occasion of DJPL&rsquo;s 20th anniversary with an investment of Rs 50 million. This unit produces antifungal, antibacterial and anti-inflammatory products for treatment of skin diseases among others. Clomigen, Solbet, Conaz and Flutipro are some of the ointments manufactured by Aarogyam.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Presence&nbsp;</strong></span></div>
<div>
	Having over two decades of presence in the Nepali market, DJPL has established itself as a leading pharmaceutical company. The company claims that it has achieved this position because of its belief and commitment to quality products with affordability, use of cutting edge technology and a promise to offer better service to customers. DJPL has become a part of healing with its range of 220 products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL holds five per cent share of the total size of pharmaceutical market of Nepal. There are 45 Nepali companies and 258 foreign companies present in the Nepali market. Similarly, the size of the Nepali pharmaceutical market is estimated to be of Rs 16.7 billion. Likewise the pharmaceutical industry of Nepal has created a direct employment for 9,650 people, according to Quantification Study 2011 on Pharmaceutical Markets.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company is using 60 per cent of its installed production capacity. DJPL has plans to utilise rest of the capacities to produce life saving medicines related to ailments of the heart, kidney, nerve and psychological complexities. The company says that it is conducting studies to understand the market feasibility so that it can utilise its 40 per cent production capacity that is not in use at the moment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Quality Assurance" src="/userfiles/images/cf2%20(Copy)(1).jpg" style="width: 500px; height: 306px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Quality Assurance&nbsp;</strong></span></div>
<div>
	DJPL has a total investment of Rs 870 million. According to Sharma, the company aims to produce best quality medicines at affordable cost. The use of ultra modern technology is also part of the company&rsquo;s goals and also a contribution to Nepal&rsquo;s industrial and economic development. &ldquo;Quality assurance is the topmost priority of DJPL. Our Quality Assurance Department works independently with the support from Quality Control Department that has sophisticated technology along with highly qualified and trained personnel,&rdquo; Sharma said. It also operates a full-fledged microbiological testing facility, which is in line with international standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL is one of the pharmaceutical companies that invest heavily in research and development. The company has its own state of the art Research and Development Centre. The centre was inaugurated on January 2011. &ldquo;We aim to develop new products matching the fast paced development of the 21st century alongside periodic updates to the formulas of all the drugs that we currently produce matching trends worldwide,&rdquo; Sharma explained.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management&nbsp;</strong></span></div>
<div>
	The company has always prioritised its staff members. DJPL has adhered to its policy to enhance employee&rsquo;s skills and capacity building. According to Sharma, that attempt will provide socio economic benefits to employees. Currently there are 350 employees. Executive Director Sharma said, &ldquo;DJPL comprises of young, energetic and dedicated professionals who have the expertise, knowledge and perception to bring about latest technologies in pharmaceuticals manufacturing.&rdquo; He also added that the company is constantly exercising critical thinking to maintain professional competence for excelling the quality of its products. The company is devoted to enhance the work skills and knowledge of staff members through trainings, experience and exposure within and outside Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="DJPL NEPAL" src="/userfiles/images/cf3%20(Copy).jpg" style="width: 500px; height: 138px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Major Milestones&nbsp;</strong></span></div>
<div>
	DJPL, a WHO-GMP, ISO 9001 and ISO 14001 certified company began its production from January 30, 1991 though it was established on June 23, 1988. The growth and expansion of the company has never slowed down. In 1995, company began technical collaboration with Renata Limited, a company from Bangladesh, another remarkable move for the company that helped it surge. Similarly, on August 2005, a new division Suswasthya, a systematic care division was brought into being.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The never ending journey of success continued for DJPL. The company claims, it is the first Nepali company to be certified with ISO 9001 and ISO 14001. Company received this coveted recognition in 2003. A year later the company was awarded with WHO-GMP certification.&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-09',
			'modified' => '2013-10-17',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '1674',
			'article_category_id' => '39',
			'title' => 'NIC Asia: The Synergy Effect',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Nepal Industrial and Commercial (NIC) Bank and Bank of Asia Nepal (BoAN), two commercial banks, for the first time in the Nepali banking history merged into NIC Asia Bank Limited. The bank started its operation from June 30. The union has made NIC Asia, one of the top five banks of the country in terms of capital size and branch network.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The newly merged bank has Rs 2.31 billion as paid-up capital. Before the merger, NIC and BoAN had Rs 1.31 billion and Rs 2 billion paid-up capitals, respectively. Prabin Basnet, Chief Finance Officer at NIC Asia Bank claimed that the bank now has a reserve surplus of Rs 5 billion, one of the highest in the Nepali banking sphere. The bank&rsquo;s deposit size of Rs 40 billion and credit of Rs 32 billion makes it the fifth largest commercial bank of the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the bank has a customer base of around 275,000, also one of the highest numbers of customers being served by a Nepali bank. Basnet revealed that the bank plans to double the number within a short time. Likewise, the number of branches to cater to this number of customers is 53, spread over various parts of the country. During the merger, 13 branches of both banks operating in close proximity were consolidated and a new corporate office was set up at the Trade Tower in Thapathali. Basnet said that 13 branches to make up the consolidation will be established in new places within a year, making the bank with a network of 66 branches. He further said that the bank will add 10 new branches within three years. He said that this network expansion would help increase the financial accessibility of people in rural areas.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Basnet said, &ldquo;Everybody (regulator, employees, customers and peer banks) had their eyes on us as two A-class financial institutions were merging for the first time in Nepal. So, it was challenging for us to make it successful and set an example.&rdquo; Within a few weeks of joint operations, Basnet felt that it was a successful endeavour.</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Prabin Basnet ,Chief Finance Officer, NIC Asia Bank" src="/userfiles/images/Prabin%20Basnet.jpg" style="width: 175px; height: 208px;" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<div>
					<strong>Prabin Basnet</strong></div>
				<div>
					<em>Chief Finance Officer</em></div>
				<div>
					<em>NIC Asia Bank</em></div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<strong><span style="font-size: 14px;">Beating the Challenge&nbsp;</span></strong></div>
<div>
	One of the major challenges the bank had to address was streamlining the database of two banks that were operating in two different core banking systems. According to Basnet, NIC was functioning on Pumori software platform while BoAN was operating on Pinnacle software. &ldquo;It was a herculean task to streamline a huge amount of data of both banks into the Pinnacle platform while maintaining integrity. Similarly, re-training the team to make it comfortable with the new platform was another great task during the merger process,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to Basnet, a year passed on while completing the technical tasks of merging. &ldquo;Both banks were functioning in different environments and working culture but were sound A-class commercial banks. Handling regular tasks along with special works of the merger was exciting, fun and challenging at the same time,&rdquo; he explained. Basnet said that the hard work of the entire team has paid back. He said that a joint merger integration steering committee was formed under which 16 task forces were created to work out problems and challenges. Similarly, more than 50 staff persons were involved in completing special tasks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The due diligence process was completed through a competitive bidding. &ldquo;The request for proposal we prepared was the most comprehensive due diligence request for proposal. This has set a landmark for due diligence,&rdquo; he said adding that a yearlong homework has helped in meeting the target of merger &ndash; creating a synergy effect. He also said that the effects will be visible right from the first quarter of the new financial year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Marrying the HR&nbsp;</span></strong></div>
<div>
	Managing the human resource to keep everybody happy and create a win-win situation for employees of two merging companies is said to be one of the biggest challenges. According to Basnet, this task has been completed swiftly by NIC Asia.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The two banks had almost 650 employees and they were assured that nobody will have to lose their jobs. Rather, the merger brought about new career development avenues and opportunities. &ldquo;Since the signing of the memorandum of understanding between the two companies for merger, it was clear that employees will not be laid off and the remuneration package they were receiving will not be reduced,&rdquo; Basnet said, &ldquo;As the employees had expectations to work for a better and stronger company, they provided moral support during the entire process.&rdquo; Both the banks soon after the merger decision had started activities to develop bonding between employees with diverse skills working in different work environment and culture.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="NIC ASIA BANK" src="/userfiles/images/NICASIA1.jpg" style="width: 500px; height: 210px;" /></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Customers in Transition&nbsp;</span></strong></div>
<div>
	Customers too expected that they would be availed of better services from a new, bigger and better bank, said Basnet. &ldquo;Customers were confident and never questioned the security of their deposits during the transition. They have even encouraged us with a promise to increase the deposit,&rdquo; he added and also committed to provide even better products and services, higher than customer expectations, in the days to come.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Changes in account numbers, cheque books and other structural changes due to the merger was well communicated through media, websites, personalised letters, and customer care centres. Similarly, the interest rates on deposits and credits were streamlined few weeks before the merger took place.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Rebranding&nbsp;</span></strong></div>
<div>
	Basnet said that rebranding and brand building is a challenging task as both banks had a legacy of their own that cannot be easily forgotten. &ldquo;Creating an image of strong and capable banking is challenging. We started the rebranding campaign after a long exercise,&rdquo; he said. The red colour used in the logo of the bank tries to communicate that NIC Asia is attempting to establish itself as an aggressive player in the banking sphere. Basnet said that the new logo also symbolises five principles of the Panchsheel, which are also the internal strategies of the bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a new and rebranded company, NIC Asia plans to move ahead aggressively as a key player in the banking sector. Basnet said that the bank does not need to revamp its products as the range of products and services provided by both the banks were quite innovative ones. However, he hinted that the bank will focus on technology-based products and branchless banking services.</div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-08-22',
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			'description' => 'NIC Asia Bank Limited created a milestone in the Nepali banking sphere through a successful merger of two commercial banks for the first time in Nepali banking history.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1443',
			'article_category_id' => '39',
			'title' => 'A Liquor Trader',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-07-19',
			'modified' => '2013-07-19',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Global Trading Concern has been importing liquor for more than one and a half decades. Of late, the company, with premium liquor brands and products in its portfolio, is in a market expansion drive.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '1066',
			'article_category_id' => '39',
			'title' => 'BRAINDIGIT: The Center For Technology Innovation',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The latest ICT Electronic Branding Expo held at Brikutimandap Exhibition hall held 87 stalls of 70 companies in 17 much decorated pavilions. Companies took part under a single roof introducing their products to get the valuable customer. A showcase namely ‘ramailomela.com was built online to preview the products available on the exhibition. The visitors needed not to hustle in the crowd; saving time and also receiving details on the major brands and vendors as showcased on the exhibition. The online service was from Braindigit which claims to be the powerhouse of creativity and innovation. The workforce from the company came up with this innovative marketing platform. The customer gets lots of product options and price ranges to choose from, of a win-win situation, for the vendor and for the customer.&nbsp;</p>
<p>
	<img alt="Nischal Man Pradhan, CEO, Braindigit" height="272" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_ceo_nischal.jpg" style="float:right; margn:0 0 0 10px;" width="201" />Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal. Saying about the immense evolution; Nischal Man Pradhan, CEO of the organization says, “We felt that our knowledge was limited. We said to ourselves; let’s do something big, something better. Then we started working on software building. There was a demand of customized software in the international market and we had to work hard to get hold of the opportunity.”&nbsp;</p>
<p>
	Braindigit presents itself as an expert primarily focused on providing IT solutions like Web Application Development, Joomla Extensions and Component Development. According to the company, there is a team of highly trained and expert programmers who can efficiently use web technological advancements such as Joomla, .Net, PHP, Java, Ajax, Magento, Android apps and many such components that challenge the capabilities of the work group. The primary Braindigit mission is to provide a qualitative product that combines performance with value pricing, while establishing a successful relationship with the customer.</p>
<p>
	<span style="font-size: 12px;">“Here we are all goal oriented personals. First we generate a project plan directed towards the needs of our clients. Then we define the roles in our departments. The time extension is designed, and then we follow the projected plan and make sure that the goal is met,” says company executive. The workforce of the company consists of more than 50 staff members, assigned to various departments from programming, development, quality control and marketing. Each department is dedicated towards their assigned role whereby creating an environment that results to be work friendly and mostly goal oriented.” &nbsp;</span></p>
<p>
	<img alt="Braindigit Products" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_products.jpg" style="margin: 0px 10px 0px 0px;" width="590" /></p>
<p>
	“We had to overcome many challenges to be able to reach this position. The greater challenge for us is to create an efficient workforce. We train our people to be the best. Regardless of the fact that there is immense competition in the market to hold the best people, we believe motivating employees towards common goal and providing them expansion opportunities. When we recruit, we look for passion in the employee,” says Nischal Man Pradhan.</p>
<p>
	The company is closely working with the government to reduce some issues regarding the development in IT sector. Pradhan adds, “IT companies seek more coordinated support in terms of strengthening data security, information leakage management, visa improvement and certain fiscal incentives. This can attract large investments in the country”. He mentions the power crisis as one impediment and adds, “We have reached this height coping with the problems, and if they are met we know we can do even better. This not only helps to improve the economy of the country but also helps in the development in the emerging IT sector in Nepal.”</p>
<p>
	<strong>SageFrame</strong></p>
<p>
	<span style="font-size: 12px;">One of the major accomplishments for the company brings up the name SageFrame. SageFrame is an open source web development framework developed on the top of ASP.NET 3.5. The best features as incorporated by the product are its easy user interface, site optimization and the page management system. It contains necessary tools needed to develop custom modules, applications templates and multipurpose websites.</span></p>
<p>
	After the success of SageFrame 1.0, SageFrame 2.0 was developed and introduced with more appealing features such as plug and play module, drag-drop widget and easy customization. The plug-n-play module concept offers enhanced dynamism to website, and holds provision for addition of new features. The drag and drop widget feature, and a highly configurable control panel, SageFrame provides more flexibility and ease to the website owners and developers.</p>
<p>
	SageFrame was nominated for 2012 Critic’s Choice Best Budget CMS Awards and the runner-up title in People’s Choice Award for the Best Budget CMS (Content Management System). The framework CMS Critic, an industry popular name for CMS reviews, hosts the awards for best CMS platforms around the world. The awards are given in different categories one being the Best Budget CMS where SageFrame proudly claimed a place. “The success of this product made the company realize the true potential of the developers in Nepal. SageFrame had a good start in the market. It has been downloaded by more than thirty thousand clients and the response is very positive”, says Pradhan. The website of Ncell Pvt. Ltd, was developed using this platform. Ncell is the first private mobile operator in the country with an extensive coverage throughout the nation and providing telecommunication services to millions&nbsp;<span style="font-size: 12px;">of people.</span></p>
<p>
	<strong><img alt="Sageframe, Braindigit" height="109" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_sageframe.jpg" width="535" /></strong></p>
<hr />
<p>
	<strong><span style="font-size: 12px;">Core extraction of the Braindigit business model:</span></strong></p>
<ul>
	<li>
		The company is built upon the principle of fair dealing and ethical conduct of the employees.</li>
	<li>
		Highest standards of conduct and personal integrity should be maintained.</li>
	<li>
		Braindigit is dependent upon the client’s trust and continuously works on improving the quality of the products and support.</li>
	<li>
		Staff members have their responsibility towards clients benefit and should act the way that merited company’s outlook.</li>
	<li>
		Good judgment is encouraged to avoid business crisis. In a crisis situation, the matter is discussed with the immediate head of the department and, if necessary, with the directors, for advice and consultation.</li>
	<li>
		Compliance with the policy of business ethics and conduct is the responsibility of every employee &amp; associated members.&nbsp;</li>
	<li>
		Disregarding or failing to comply with the standard of business ethics and conduct could lead to disciplinary action, up to and including the possibility of possible termination of employment.</li>
</ul>
<p>
	<span style="font-size:10px;">Source: Braindigit</span></p>',
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			'created' => '2013-06-07',
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			'keywords' => 'Braindigit, The center for technology innovation, Corporate Focus, June 3003, New Business Age',
			'description' => 'Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal.',
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	(int) 9 => array(
		'Article' => array(
			'id' => '1065',
			'article_category_id' => '39',
			'title' => 'Sunrise Bank: Eyeing To Secure Top Ten Positions Among Nepali Banks',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer. According to a bank source, at present Sunrise Bank occupies the 12th position on Capital, 16th on deposits, 18th on total assets, 19th on total loans and 18th on net profit.</p>
<p>
	<strong><img alt="Surendra Man Pradhan, Chief Executive Officer, Sunrise Bank" height="306" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_surendra_man_ceo.jpg" style="float:right; margin:0 0 10px 10px;" width="201" />Background</strong></p>
<p>
	Sunrise Bank Limited officially started its operations in October 12, 2007 as the 22nd Commercial Bank of Nepal. The bank having the paid-up capital of Rs 2.015 Billion issued the Initial Public Offering (IPO) of Rs 375 million. &nbsp;Headquartered in Gairidhara Kathmandu, at present, the Bank has the networks of 49 Branches and 57 ATM outlets. The bank has 215,000 deposits customers. Its 56 promoters own 70 per cent of share capital and the remaining 30 per cent is with the general public.&nbsp;</p>
<p>
	<strong>Products and Schemes</strong></p>
<p>
	Sunrise Bank has been offering various products catering to all segments of consumers. The Bank has recently &nbsp; re-launched short term scheme: Sunrise Bishesh Muddati, which is provided only to individual customers. The interest rate of 7.50 per cent is provided to the fixed deposit of one year whereas 7.25 per cent of interest rate is provided to the deposit of 6 months. “The Bank aims to solicit the maximum deposit with the products that we have been offering,” says CEO Pradhan.</p>
<p>
	<strong>Different deposit products offered&nbsp;<span style="font-size: 12px;">by the bank:&nbsp;</span></strong></p>
<ul>
	<li>
		<strong>Sunrise Normal Savings</strong></li>
	<li>
		<strong>Sunrise Super Savings</strong></li>
	<li>
		<strong>Sunrise Exclusive Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Bal Bachat Kosh</strong></li>
	<li>
		<strong>Sunrise Pink Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Fat Savings</strong></li>
	<li>
		<strong>Sunrise Disable Account</strong></li>
	<li>
		<strong>Sunrise Share Lagani Khata</strong></li>
	<li>
		<strong>Sunrise Share Dhani Khata</strong></li>
	<li>
		<strong>Suryodaya Remit Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Lakhapati Bachat</strong></li>
	<li>
		<strong>Fixed Deposits&nbsp;</strong></li>
</ul>
<p>
	<strong>Coverage</strong></p>
<p>
	Sunrise Bank has been providing its services through 49 branches and 57 outlets with ATM services with presence all over the country from Ilam to Dadeldhura. “This enables customers to withdraw the fund by using Visa Domestic and International Debit Card from the nearest ATM outlet,” says CEO Pradhan.&nbsp;</p>
<p>
	<strong style="font-size: 12px;">Range of products&nbsp;</strong></p>
<p>
	“We have offered customized services to our customers,” states Pradhan. “Due to diversified products, anyone can enjoy our banking facilities as per their choices.” Besides normal deposits, the Bank offers Current Deposit and also Call Account.</p>
<p>
	Internet Banking is to ‘deliver prompt banking service’ from anywhere and at anytime.&nbsp;</p>
<p>
	The Bank has also initiated Mobile Banking Services whereby the customer can conduct banking transaction through their cell phones.</p>
<p>
	“We have remittance business through Suryodaya Remit from 12 countries and international correspondents and have more than 800 payout agents including our 49 branches,” claims CEO Pradhan. The Bank provides both incoming and outgoing remittance services by means of Demand Drafts, Swift Transfers, Telex Transfers, Fax Transfers, and Mail Transfers. &nbsp;</p>
<p>
	Safe Deposit Locker: To safeguard the valuable goods and items, the Bank provides the facility of Sunrise Safe Deposit Locker. CEO Pradhan said, “The customers have multiple choices for the various sizes of locker with reasonable costs”.&nbsp;</p>
<p>
	The Bank also provides services for foreign currency exchange as well. Other services that Sunrise Bank offers are import and export LC, bank guarantee, cash against document, document against cash and Telegraph Transfer.</p>
<p>
	<strong style="font-size: 12px;">CSR Activities</strong></p>
<p>
	<strong><img alt="Sunrise Bank Limited, Major Financial Indicators" height="1200" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_major_financial_indicators.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="298" /></strong></p>
<p>
	<span style="font-size: 12px;">Since the early days of incorporation, Sunrise Bank has been contributing to the society in various ways as a part of its Corporate Social Responsibility (CSR). They mainly include Blood Donation, goods contribution to Bal Mandir every year and computers distribution to a community based School. “Besides that the Bank provides financial contribution time and again for noble cause like flood victims, health camps, education, sports and organizations working for deprived sectors, says CEO Pradhan.</span></p>
<p>
	 </p>
<p>
	<u><strong>Loan Products of Sunrise Bank:</strong><span class="Apple-tab-span" style="white-space:pre"> </span></u></p>
<p>
	<strong>Sunrise Ghar Karja:</strong> For individuals to construct or purchase homes. The loan can be both for short and long term.&nbsp;</p>
<p>
	<strong>Sunrise Sajilo Karja: </strong>Flexible loan for social, personal or business purposes.&nbsp;</p>
<p>
	<strong>Sunrise Gold Loan:</strong> Against the mortgage of gold.&nbsp;</p>
<p>
	<strong>Sunrise Krishi Karja:</strong> For agricultural sector.&nbsp;</p>
<p>
	<strong>Term Loan: </strong>For acquiring fixed assets for a business.&nbsp;</p>
<p>
	<strong>Demand Loan:</strong> For building up the stock and receivables to a desired level.</p>
<p>
	<strong>Sunrise SME Loan:</strong> For small and medium businesses to meet the working capital as well as fixed assets financing.&nbsp;</p>
<p>
	<strong>Overdraft Loan:</strong> To finance the daily working capital requirement and to support the stock build up of the customer.&nbsp;</p>
<p>
	<strong>Hire Purchase:</strong> To finance the purchase of vehicles used for both consumer and commercial purposes.</p>
<p>
	<strong>Import Loan:</strong> To finance domestic and international trade transactions through letter of credit. Financed in the form of trust receipt up to a certain percentage of the total L/C amount.&nbsp;</p>
<p>
	<strong>Short term pledge loan:</strong> Offered against the stock after verification of the same. The stock, however, is kept under lock and key of the Bank and the loan disbursed and settled in pro rata basis with the stock pledged and sold.&nbsp;</p>
<p>
	<strong>Export Finance:</strong> To finance various export requirements such as pre-shipment loan and post-shipment loan, documents negotiation/documentary bill purchase etc.&nbsp;</p>
<p>
	<span style="font-size: 12px;">The Bank also provides various other loans like Deprived Sector Loans, Loan against Bank Guarantee, Loan against Government Bonds, Margin Lending, and Loan against Fixed Deposits of other Banks and Consortium Loans.&nbsp;</span></p>
<p>
	<span style="font-size: 12px;">Under Service products the Bank has Suryodaya Remit, Visa Debit Card, Internet Banking, Mobile Banking, Safe Deposit Locker and Trade Finance.</span></p>
<p>
	 </p>
<p>
	<u><strong>Deposit Products of Sunrise Bank:</strong></u></p>
<p>
	<span style="font-size: 12px;"><strong>Sunrise Normal Savings:</strong> For those customers who have the daily saving habit.&nbsp;</span></p>
<p>
	<strong>Sunrise Bal Bachat Kosh:</strong> For children below the age of 16, operated under their parents’ guidance.&nbsp;</p>
<p>
	Sunrise Pink Bachat Khata: For women.&nbsp;</p>
<p>
	<strong>Sunrise Fat Savings:</strong> Highest interest rate compared to other schemes.</p>
<p>
	<strong>Sunrise Disabled Account:</strong> This account focus in serving differently able customers.</p>
<p>
	<strong>Sunrise SME Account: </strong>An interest bearing account targeted to proprietorship firms, partnership firms and private limited companies.&nbsp;</p>
<p>
	<strong>Sunrise Share Lagani Khata: </strong>Targeted to the general public seeking to invest in shares of Sunrise Bank Limited or any other banks licensed by Nepal Rastra Bank.&nbsp;</p>
<p>
	<strong>Sunrise Share Dhani Khata: </strong>For those who have been allotted Sunrise bank shares in the Initial Public Offering. Available also for those shareholders who purchase shares from secondary market and become shareholder of the bank.&nbsp;</p>
<p>
	<strong>Fixed Deposit:</strong> Offers high interest rates in quarterly, semi-annual and annual basis as per the choice of the customers.&nbsp;</p>
<hr />
<p>
	 </p>
<p>
	<strong><span style="color:#f00;">SWOT</span> Analysis</strong></p>
<p>
	<strong>Strengths</strong></p>
<ul>
	<li>
		Founded by reputed entrepreneurs&nbsp;</li>
	<li>
		Best Human Resource personnel.</li>
	<li>
		49 Branches and 57 ATMs and 365 days of banking services.</li>
</ul>
<p>
	<strong>Weaknesses</strong></p>
<ul>
	<li>
		Less focused on productive sector like agriculture, hydropower, etc.</li>
</ul>
<p>
	<strong>Opportunities</strong></p>
<ul>
	<li>
		Investment in Hydro power and agriculture. &nbsp;</li>
	<li>
		Growing Banking market.&nbsp;</li>
	<li>
		Increasing level of awareness.</li>
	<li>
		The Bank can capture a greater loan portfolio of the country because of SME Loan.&nbsp;</li>
</ul>
<p>
	<strong>Threats</strong></p>
<ul>
	<li>
		Cooperatives, finance companies and development banks that are providing more interest on deposits.&nbsp;</li>
	<li>
		The frequently changing policy of the central bank.</li>
	<li>
		Unstable political situation&nbsp;</li>
	<li>
		Huge investment in Real Estate Sectors and lack of investment in secured sectors.</li>
</ul>',
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			'created' => '2013-06-07',
			'modified' => '2013-07-15',
			'keywords' => 'Sunrise bank Limited, Corporate Focus, New Business Age',
			'description' => 'Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer.',
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	(int) 10 => array(
		'Article' => array(
			'id' => '939',
			'article_category_id' => '39',
			'title' => 'NLIC: Becoming Online-friendly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<strong>By Sudharson Thapaliya</strong></p>
<p style="text-align: justify;">
	As the numbers of internet users is rising day by day, Nepal Life Insurance Company (NLIC) is planning to go for online friendly operating systems. According to the company officials, the process has been initiated long ago and will be completed very soon. The company claims that ‘Any customer can calculate the payable premium amount through premium calculator present in the website’. Besides this, the company also has full fledged online service through the website and technologically advanced system of inter-connectivity between the head office and all branches spread all over Nepal.&nbsp;</p>
<p style="text-align: justify;">
	“We have to take advantage of technology in every business and insurance is no exception,” said Vivek Jha, Chief Executive Officer of the NLIC. “This is why we have decided to go for website.” He added that this would be helpful for awareness of general public towards insurance.</p>
<p style="text-align: justify;">
	“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it,” said CEO Jha. He added that as per the present scenario of life insurance sector in the country working towards awareness enhancement to general public is the key factor for success and a basic challenge.&nbsp;</p>
<p style="text-align: justify;">
	The company is also in the process of launching a new website which shall be customer friendly with special features like checking one’s policy status online. NLIC has also been creating awareness through social media like facebook, twitter and you tube</p>
<p style="text-align: justify;">
	<strong>Company Background</strong></p>
<p style="text-align: justify;">
	Established under Company Act 2053 and Insurance Act 2049 as a public limited company on 2001, NLIC is the first Nepali owned life insurance Company that provides only life insurance services. Before the incorporation of the company, there were only companies that either both life and non life insurance or had foreign investors. Incorporated by Nepali promoters, the company’s shares are owned 80 percent by major promoters and rest is owned by general punlic. The company has reinsurance treaty with ‘Hannover Re Life Reinsurance Company’, Germany for conventional policies and ‘SCOR Global Life’, France for Term Assurance Foreign Expatriate policies.</p>
<p style="text-align: justify;">
	Nepal Life City Center is the major investment by NLIC. City Center is claimed by the company to be the first proper mall in Nepal. The company has an authorized capital of 100 Crore, issued capital of Rs. 50 Crore and paid up capital of Rs. 37.50 Crore to till date. Presently Nepal Life provides a bonus rate of NPR. 60-80 per thousand sum assured per annum, which the company claims the highest among life insurance companies in Nepal.</p>
<p style="text-align: justify;">
	Also it has presently proposed a dividend of 126.32% to its shareholders of which as 56.32% is cash dividend and 70% bonus shares. “This has given a tremendous boost to its share price in the stock market and increased the investors’ confidence towards the company,” CEO Jha claimed.</p>
<p style="text-align: justify;">
	<strong>Turning Point&nbsp;</strong></p>
<p style="text-align: justify;">
	 </p>
<p>
	<strong><img alt="NLIC" height="260" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_table1.jpg" style="float: left; margin: 0px 5px 0px 0px; text-align: justify;" width="300" /></strong></p>
<p style="text-align: justify;">
	The company believes last year was the major turning point for it, when it rebranded. “New logo and caption provides a better corporate image to the consumers, it was a major turning point for us”, said CEO Jha. “This gave a very vital and positive impact on gaining the confidence of the existing as well as new consumers for us”. The company had started rebranding campaigns with the slogan of “Naya Josh, Naya Soch, Naya Umang, Rato Tika, 10 on 10, Nepali haru ko pahilo rojai Nepal Life” last year.</p>
<p style="text-align: justify;">
	“It was necessary for a wider awareness about the company as well as for life insurance as a whole,” shared Jha. “The campaign was able to provide a better corporate image among the existing and new consumers and gain their confidence. Furthermore, we came up with the caption ‘Kinaki Jeewan Amulya Chha (Because Life is Precious)’ projecting a broader and positive aspect of life.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Connecting People via Own Branches</strong></p>
<p style="text-align: justify;">
	The company has more than 100 establishments all over the country. It has 20 branches in the major cities of the country to provide services to its customers. The branches are in Kathmandu, Biratnagar, Birgunj, Butwal, Pokhara, Banepa, Narayanghat, Nepalgunj, Birtamod, Lahan, Janakpur, Mahendranagar, Ghorahi, Surkhet, Hetauda, Phidim, Urlabari, Dhangadi, Nuwakot, and Lalitpur.</p>
<p style="text-align: justify;">
	Besides these branches, the company has opened many sales centers. They are spread in Manthali, Barhabishe, Charikot, Bhaktapur, Choutara, Salleri, Damak, Letang, Khandabari, Bhojpur, Chandranigapur, Gaur, Ilam, Bhadrapur, Palpa, Gulmi, Arghakhanchi, Pyuthan, Humla, Rolpa, Mugu, Bajura, Bhairahawa, Taulihawa, Sunwal, Tulsipur ghorahi, Salyan, Rukum, Chourjahari, Bhaluwang, Manahari, Sindhuli, Malangwa, Jaleshwor, Gorkha, Dhading, Bouddha, Katari, Rajbiraj, Siraha, Dadeldhura, Baitadi, Belauli, Dipayal, Lamjung, Kawasoti, Madi, Guleriya, Jumla, Bardiya, Kamdi, Jajarkot, Baglung, Damauli, Waling, Dailekh, Salli, Taplejung,Yashok,Tharpu,Tikapur, Rangeli and Kirtipur.</p>
<p style="text-align: justify;">
	<img alt="Bonus Rate Growth of NLIC" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_bonus_rate_growth.jpg" /></p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	“Human Resources is our main asset,” CEO Jha shared “because, they are in direct touch with grass-root consumers.” “Leadership must emerge from people themselves,” he added. “We provide suitable environment to grow leadership in employees.” According to him, the company has participatory style of management for important decisions regarding organizational policies, new product development etc. “We follow CRM 2 where every organizational employee is responsible for developing customer relationship and providing them the best service,” he added. At present the company has around 250 staffs and more than 18000 active insurance agents.&nbsp;</p>
<p style="text-align: justify;">
	<strong><img alt="Investment Portfolio, NLIC" height="241" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_investment_portfolio.jpg" width="582" /></strong></p>
<p style="text-align: justify;">
	<strong>Lo</strong><strong>oking for Bright Future</strong></p>
<p style="text-align: justify;">
	Life Insurance in Nepal is a growing industry. There are 25 insurance companies, 16 non-life and nine life insurance companies. One Rastriya Beema Sansthan has been allowed to provide both life and non-life services. Though insurance was initiated in 1948 in Nepal, mainly due to lack of awareness, it is estimated that only around five percent are insured all over the country. CEO Jha opined that the number of insured people is even lower than five percent as some of the people are insured multiple times while some are under-insured than what they can afford. At present, it is estimated that contribution in Gross Domestic Product from insurance sector is less than two percent in Nepal.</p>
<p style="text-align: justify;">
	“If we are able to spread awareness about the significance of insurance among the peoples, then insurance business has huge potential in Nepal,” he said. “To uplift insurance business, insurance companies, regulatory body and government have to join hands”.Foreign company’s presence through their agents in Nepal and attracting Nepali customers to do insurance out of their nation, which is legally not allowed, is again a major challenge. He said, “Large numbers of people are insuring themselves with foreign companies in the trust of only the agent they do not know what will happen during the time of claim settlement and also unaware about the illegality of such practice.”&nbsp;</p>
<p style="text-align: justify;">
	He believes that if our insurance sector can convince the people then large sum of money could be utilized for the growth of Nepali economy. He concludes, “Also at present the returns provided by Nepal Life is greater than some of the leading companies in neighbouring countries”. “Presently even in such dire situation the investment by insurance sector is around 60 billion. So if Nepal can prioritize this sector, this figure can multiply manifold.”</p>
<p style="text-align: justify;">
	<strong>Products and Marketing</strong></p>
<p style="text-align: justify;">
	NLIC has launched various types of life insurance policies. These includes Surakshit Jeevan Beema Yojana, Keta-Keti-Jeevan Beema (Shiksha and Vivah), Jeevan Laxmi- Triple Benefit with Bonus, Jeevan Sahara, Jeevan Sarathi, New Term Life Insurance, Saral Jeevan and &nbsp;Jeevan Jyoti.&nbsp;</p>
<p style="text-align: justify;">
	Company believes in fair marketing of products. Generally, marketing people sell the policies by manipulating people. CEO Jha termed ‘mis-selling’ to these practice. “We believe in fair marketing strategy”, he added. “We believe in our products rather than pin pointing the loopholes of others; we trained our grass root agents to follow fair marketing practices”.</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	In the journey of 12 years, NLIC has tried to do Corporate Service Responsibility (CSR) in different ways for instance, NLIC sponsored differently abled poet Biyog Sapkota’s ‘poem collection launch programe’. Besides this, the company has contributed for the renovation of the pond at historically significant landmark, Kamladi Ganesh Mandir. “We are planning to do some CSR activities differently, yet the concept is not finalized yet,” CEO Jha said. “In near future we will come with new and innovative style of CSR activities”.&nbsp;</p>
<p style="text-align: justify;">
	<img alt="Corporate Focus, NLIC" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_premium_income.jpg" width="580" /></p>',
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			'created' => '2013-04-17',
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			'description' => '“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it” - Vivek Jha',
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	(int) 11 => array(
		'Article' => array(
			'id' => '889',
			'article_category_id' => '39',
			'title' => 'Agriculture Focus: Ranjan Enterprises',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Ranjan Enterprises" height="48" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_logo.jpg" style="text-align: justify;" width="227" /></p>
<p style="text-align: justify;">
	Ranjan Enterprises Pvt Ltd (REPL) under the banner of LPRANJAN GROUP is a business enterprise, established in 2001 to carry out business in the field of agriculture sector. Chairman of the group is Laxmanjee Prasad. It has two sister bodies Ranjan Enterprises Pvt. Ltd and Ranjan Trade Concern.</p>
<p style="text-align: justify;">
	REPL carries out business in the field of agriculture sector dealing in products under agrochemicals (organic and inorganic), organic fertilizers, seeds, public health insecticides, fertilizers (micronutrient &amp; chemicals), etc. REPL caters business by appointing dealers &amp; supplying to corporate houses engaged in agriculture business and own consumption.</p>
<div style="float:right;margin:0 0 5px 10px;">
	<p style="text-align: justify;">
		<img alt="Shashi Ranjan, Ranjan Enterprises" height="178" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_shashi.jpg" width="150" /></p>
	<address>
		<strong>Shashi Ranjan</strong></address>
	<address>
		<strong>Director</strong></address>
	<address>
		<strong>Ranjan Enterprises Pvt Ltd</strong></address>
</div>
<p style="text-align: justify;">
	Sharing the purpose of establishment of the company, Shashi Ranjan Director of REPL said, “Our initial aim was to cater the remote regions of Nepal by setting up an integrated platform to provide the best quality and most reliable products throughout the country for the welfare of the farmers, plant growers and local consumers”.&nbsp;</p>
<p style="text-align: justify;">
	REPL plans to move into imports of fertilizers like Urea, DAP and MOP. Agriculture equipment like cultivator, harrow, tractors and mini tillers &nbsp;are the next areas where the company is planning to enter in the future. The company also plans to venture into agriculture farm by purchasing land and cultivating and growing vegetables and fruits and breeding livestock as well.&nbsp;</p>
<p style="text-align: justify;">
	REPL have recently launched fertilizers like Copper Sulphate, Ammonium Sulphate and Organic fertilizer named JAIVIK. REPL along with its sister concern has ventured into Agriculture Sprayers and Agriculture Shade Nets of different size and capacity.&nbsp;</p>
<p style="text-align: justify;">
	Director Ranjan shared that there is no turning points yet for them but because of trust and goodwill, they are able to win the hearts of consumers and also the corporate sector who have been doing business with them. With the trust, we have ventured into different fields of agriculture activities, says Ranjan.&nbsp;</p>
<p style="text-align: justify;">
	Ranjan Trade Concern (RTC) has been established to handle local business and related imports in FMCG and agriculture sector. Currently, the company plans to focus steps in taking further steps in trading business emphasising with imports, distributorships and general purchases of FMCG goods, industrial goodsn and agriculture products from around the world for trading, exclusively in the country. RTC also plans to move into import of chemicals, and petrochemicals.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Major Products</strong></p>
<p style="text-align: justify;">
	REPL have launched mass range agriculture. Insecticides, Fungicides, Rodenticides, Organic insecticides, organic fungicides, organic fertilizers, chemical fertilizers, Public Health Insecticides, Knapsack Sprayers, Garden Sprayers and spare parts, Agriculture shade nets and seeds are some examples.</p>
<p style="text-align: justify;">
	<strong>Human resource management&nbsp;</strong></p>
<p style="text-align: justify;">
	REPL has small human resource team. “Being a small business enterprise our team is small,” said director Ranjan. “But our team is well experienced to handle problems of farmers, especially in their fields such as pests’ management.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Corporate Social Responsibility (CSR)</strong></p>
<p style="text-align: justify;">
	While accepting that his organization is well aware of corporate social responsibility, director Ranjan said, “At present we have not moved directly into CSR projects but have plans to do so in near future”.</p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: rgb(255, 0, 0);">SWOT Analysis</span></span></strong></p>
<p style="text-align: justify;">
	<b>Strength:</b></p>
<p>
	Farmers and other consumers Satisfaction &amp; trust&nbsp;</p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Weakness:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Still unable to tap new markets within the country due to lack of awareness and lack of new partners.&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Opportunity:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Huge market for agriculture related product, rising awareness&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Threats:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Unhealthy competition within the sector</span></span></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><span style="color: rgb(255, 0, 0);"><br />
	</span></span></p>
<p style="text-align: justify;">
	<img alt="Ranjan Enterprises" height="129" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_products.jpg" width="580" /></p>',
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			'created' => '2013-03-24',
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			'description' => 'Ranjan Enterprises Pvt Ltd (REPL) under the banner of LPRANJAN GROUP is a business enterprise, established in 2001 to carry out business in the field of agriculture sector.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '865',
			'article_category_id' => '39',
			'title' => 'NICL : Three Decades Of Insurance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="National Insurance Company Limited (NICL)" height="60" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013.jpg" style="text-align: justify;" width="210" /></p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) is a Government of India Undertaking and is operating in Nepal since 1973. NICL completed 106 years on 6th December 2012 and is into the 107th year of operation. Prior to nationalisation in India in 1972, it was operating as a private company. In 1972, at the time of nationalisation of Non Life Insurance Sector in India, there were 106 companies operating in India and later on, 22 Foreign and 11 Indian private companies were merged to form National Insurance Company Limited.</p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) had hardly any competitions at the time of establishment, three decades back in Nepal. Now the company is facing a cut throat competition from 17 non life insurance companies in the Nepali market.&nbsp;</p>
<p style="text-align: justify;">
	The stiff competition does not deter the company from having its strong foothold in the market. NICL believes and enjoys working on a competitive environment. “We welcome competition in the insurance field. We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services,” said Dr Pronab Sen, Chief Executive Officer (CEO) of the company’s Nepal operations. However, the competition is mostly in the service front since most of the portfolios are tariff products and the rates are fixed by the regulators, so the competition is almost none on the premium rate front.</p>
<p style="text-align: justify;">
	<strong>Market Potentials</strong></p>
<p style="text-align: justify;">
	Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market. Sen said that the penetration level is just 0.55 per cent. Therefore, the company sees huge untapped market potentials available.&nbsp;</p>
<p style="text-align: justify;">
	“I strongly feel that the non life insurance business can be increased many folds in Nepal as the awareness level is very low and we need to create insurance awareness among masses,” said Sen. Even though the Nepali insurance market has seen many players for the last three decades, still the awareness level lies low. The insurance market has not developed much during this time span. Sen feels that there is a need to recruit agents, who can propagate the message of insurance among the masses and make people understand the need of insurance. He believes that this could be the means to create indirect employment.</p>
<p style="text-align: justify;">
	Amid the competitive environment, the NICL has come up by leaps and bounds. Dr Sen said, “We have grown many folds in terms of business, manpower and networking.”</p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><img align="right" alt="Pronab Sen, National Insurance Company Limited" height="184" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_pronab.jpg" style="margin:0 0 0 10px;" width="150" /><br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong>‘We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services.’</strong></span></p>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<address>
	Dr Pronab Sen</address>
<address>
	CEO, Nepal Operations</address>
<address>
	National Insurance Company Ltd</address>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<p style="text-align: justify;">
	<strong>Market Presence</strong></p>
<p style="text-align: justify;">
	Currently the NICL has six branch offices - three in Kathmandu and one each in Birganj, Biratnagar and Nepalganj. &nbsp;Sen said that the company has Beema &nbsp;Sewa &nbsp;Kendras &nbsp;in Hetauda and Janakpur. “Apart from this, we also have representatives based in Dhangadi, Dharan, Narayangarh, Simara and Birtamod with the controlling office in Kathmandu,” he explained.&nbsp;</p>
<p style="text-align: justify;">
	NICL has planned to expand its network to cities like Pokhara and Bhairahawa and upgrade the Beema Sewa Kendras to Sub Branch. Sen said that with a service oriented motive the NICL has some ambitious plans on a customer centric ground. Similarly the company is planning to organise insurance awareness programmes for the clients along with publicity and brand image.</p>
<p style="text-align: justify;">
	<strong>Products and Services</strong></p>
<p style="text-align: justify;">
	Being a non life insurance company, NICL offers wide range of products ranging from Motor, Fire, Personal Line policies like Sweet Home, Personal Accident, Health Insurance, Liability, and Aviation among others. According to Sen, the company has cattle and livestock and crop policy in its pipeline as the Insurance Board has already issued directives for the same.&nbsp;</p>
<p style="text-align: justify;">
	To ensure prompt services, the NLIC has centralised its claims processing and started a Centralized Claims Processing Hub in Kathmandu, with the sole idea of reducing the Turn Around Time (TAT) in claim processing, according to Sen. “On experimental basis, we have also started paying claims through Electronic Clearing Service (ECS) and in the initial stage, we are restricting it to the corporate clients and based on the results, we will initiate this system for all claims,” he revealed. Employee’s salary, surveyors payment and agency commission payment is being done through ECS as an experiment.</p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	The company has 76 employees as of now. &nbsp;The company believes that its employees are its most valuable assets. NICL gives value to the team work and the spirit of working in unity. Sen shared, “We are continuously trying to upgrade the soft skills of our team members with the motto “Grow Profitably” i.e. ensure top line as well as bottom line growth and feel proud to be an NICian.”</p>
<p style="text-align: justify;">
	He said that the company is continuously involved in developing the soft skills of its employees so that they can perform better and make the team more sensitive to customer’s needs and deliver results in time.&nbsp;</p>
<p style="text-align: justify;">
	Though having its parent company in India, NICL has just two expats from India and rest of its manpower is from Nepal itself. “Our recruitments are restricted to Nepali citizens only,” said Sen.</p>
<p style="text-align: justify;">
	However, one of the biggest challenges the company is facing at the moment is getting skilled manpower in insurance domain. To resolve this issue the NICL organises in-house training to its people.</p>
<p style="text-align: justify;">
	<strong><img align="left" alt="National Insurance Company Limited" height="314" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_financial_highlights.jpg" style="margin:0 10px 0 0;" width="282" />Management Mantra</strong></p>
<p style="text-align: justify;">
	The NICL believes in maintaining the transparency and good corporate governance to its best. Sen explained, “Our management’s commitment is to maintain transparent working and remain committed to compliance of tariff and guidelines of the regulator and law of land.” The company has been able to maintain a cordial relationship with the regulator – Insurance Board of Nepal - in its operation history and strictly abide by all the rules and regulations issued by the regulator.&nbsp;</p>
<p style="text-align: justify;">
	Managing claims is probably one of the challenging jobs at an insurance company. To handle the sensitive issue, the company is concentrating on improving claims services and reducing TAT for claims settlement. Sen believes, being a part of the service sector, the overall business depends on the quality of the services offered. “Now we have a process in place, to depute surveyors immediately on receipt of the claim irrespective of the fact whether it is a holiday or a working day,” he said, “To complete the formalities to enable us to settle client’s claims at the earliest possible.”</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	Beginning from the 107th Foundation day on 6th December 2012, the NICL has initiated the CSR activities in Nepal. As a part of the CSR activities, the company distributed 107 blankets and rechargeable torches to poor elderly people and orphan children. NICL also organised a health check up camp and blood donation camp on 6th January 2013, which was attended by the NICL employees, clients and surveyors apart from general public. The company plans to plant 107 saplings shortly along with numerous other CSR plans in the pipeline.</p>
<p style="text-align: justify;">
	Similarly, the company is also the Gold Sponsor of Walkathon organised by Standard Chartered Bank every year for helping restoration of eyesight of visually impaired and to help the HIV infected persons in Nepal.</p>
<div>
	<img alt="National Insurance Company Limited" height="563" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_swot.jpg" width="277" /></div>
<p>
	 </p>',
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			'created' => '2013-03-15',
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			'description' => 'Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '808',
			'article_category_id' => '39',
			'title' => 'Small Is Mega For Mega Bank',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Big things come in small packages for Mega Bank Nepal Limited. When the bank was established around two years back, its vision to be a bank for every Nepali grabbed the attention. Driven by the slogan ‘Halo to Hydro’ (Plough to Power), the bank started its journey as a commercial bank with 1219 promoters from 63 of the country’s 75 districts.&nbsp;</p>
<p style="text-align: justify;">
	Financial inclusion is one of the major objectives and vision of the bank which strives to become a truly people’s bank. This objective also provides the bank with a route to profitability. It is such simple and small visions and objectives which make the guiding policy of Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="" height="188" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anilShah.jpg" style="text-align: start; margin: 20px 10px 10px 0px;" width="149" /></p>
<div>
	 </div>
<div>
	<h3>
		<strong>‘We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well’</strong></h3>
	<p>
		<strong><span style="font-size: 14px;"><br />
		</span></strong></p>
	<address>
		<strong>Anil Shah</strong></address>
	<address>
		<strong>Chief Executive Officer&nbsp;</strong></address>
	<address>
		<strong>Mega Bank Nepal Limited &nbsp;</strong></address>
</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>

<div>
	<img align="left" alt="" height="203" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_counter.jpg" style="text-align: justify; margin: 15px 10px 10px 0px;" width="350" /></div>
<p style="text-align: justify;">
	According to Anil Shah, Chief Executive Officer of Mega Bank, the Small and medium enterprises (SMEs) segment is a priority for the bank. &nbsp;“The SME segment is one of the good opportunities for the bank. It is in fact the best investment sector for any bank. Mega Bank has continuously tried to reach out to small enterprises and individual clients,” he says. Similarly, micro credit and rural lending, too, are at the top of the bank’s priority list. &nbsp;“We want to invest 40 per cent out of our total lending of Rs 13 billion in the SMEs,” Shah adds.&nbsp;</p>
<p style="text-align: justify;">
	Shah believes that SMEs are the backbone of Nepal’s economy as almost every village and every street of every town has small shops. He thinks that these shops need to be supported by the banking system. According to him, Mega Bank dreams to create numerous Bhatbhatenis – an epitome of SME success - across the country. That’s why the bank has focused on SMEs right from its commencement. &nbsp;“We have a branch which has lent micro credits to around 20 thousand sugarcane farmers. They need fertilizers. So, our corporate customers import fertilizers and sell it to these farmers. &nbsp;The farmers are able to pay them by taking micro loans. So, we have a value chain with SMEs in the middle,” Shah explains.</p>
<p style="text-align: justify;">
	Although it is mandatory for a commercial bank to issue initial public offerings (IPO), Mega Bank perceives this provision as a means to be more financially inclusive. Shah opines that it is always better when wealth is distributed among people rather than being concentrated among a handful of corporate promoters or big joint ventures outside the country. “Our vision is to issue IPO to as many Nepalis as possible and make them our shareholders. That is part of our aim to spread wealth,” he shares.&nbsp;</p>
<p style="text-align: justify;">
	The bank is planning to issue its IPO worth Rs 700 million in the third quarter of the current fiscal year. This will increase the bank’s paid-up capital to Rs 2.3 billion from Rs 1.63 billion at present. Around 70 per cent of the bank’s stakes are owned by the promoters while the remaining 30 per cent with the general public. Interestingly, Mega Bank’s promoters, too, are the general public, unlike in any other commercial bank where the ownership remains with a handful of corporate houses or joint ventures. According to Shah, the bank has 1291 promoters from 63 districts and they have invested from Rs 1 million to Rs 10 million in Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	“The wealth that the bank creates goes to Nepali families spread across the country,” says Shah. That was something that inspired Shah to be a part of the bank since its initial days. He believes that Nepal should have a banking model that is original – not copied from north, south, east or west. “It has to be intrinsically Nepali. Let the world copy it,” he says, adding that the ‘Mega Model’ is essentially a start towards that journey.&nbsp;</p>
<p style="text-align: justify;">
	The Mega Model is a different attempt of the bank to serve the entire economic pyramid. This pyramid, according to Shah, has corporate and high class banking clients on the top and SMEs in the middle and general customers – rural farmers, SME owners and other micro credit seekers - at the base. The bank has a separate unit named ‘Mega Micro’ that reaches out to the villages to serve the ‘Halo’ level. He says, “This is neither a Bangladeshi model nor a private bank model. When we make this successful, this is the model &nbsp;which is going to be followed regionally as well as globally.”</p>
<p>
	<img align="right" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_interior.jpg" style="margin: 0px 0px 0px 10px;" width="350" /></p>
<p style="text-align: justify;">
	Within the first two years its commencement, the bank has earned over 87,000 customers who have deposited more than Rs 11 billion there. The bank’s total investment is around Rs 10.5 billion. Shah is quite content with the bank’s achievements in its initial two years.“In these two years, Mega Bank has reached where we wanted it to. However, the foundation is still being laid and there is a long way to go,” he says, adding that it would take three to five more years before the bank has a well-built foundation. “In 100 to 150 years from now, people will be happy to be a part of this bank. Banking is not a short-term industry. The decisions that I as a CEO or the board takes now must add long-term values to the bank. Decisions should be taken with the &nbsp;at least the next 10 or 20 years in mind,” he explains.</p>
<p style="text-align: justify;">
	One of the greatest achievements of the bank in its first two years is the creation of a well known brand name. Shah who has &nbsp;helped &nbsp;create larger-than-life brand images in the past has proved his mettle at &nbsp;Mega Bank as well. “People should be forthcoming to say that they want to be part of this bank either - be it as a customer, staff or a shareholder,” says he, “An excellent brand image can do that and that is our destination. Everything we have done in the first two years is a step towards that destination.”&nbsp;</p>
<p style="text-align: justify;">
	Shah gives credit to the management team which the bank calls the ‘Mega Team’ and the promoters’ vision for everything the bank has achieved till date. He says that the bank has got the team that believes in the ‘Mega Model’. “I don’t claim that we have the best banking team in the country, but for our vision, there isn’t a better team,” boasts Shah. The Mega Team has 429 employees. The bank’s working environment is guided by the philosophy of ‘professionalism with a personal touch’. He believes that the working environment has to be comfortable and friendly along with the &nbsp;respect for organisational hierarchy. “Our work culture is finally translated into the customer services. We offer the best professional service with a personal touch,” claims Shah.</p>
<p style="text-align: justify;">
	The bank’s management mantra is people, people and people. “It is all about leading people and finding out their strengths. Know what their strengths are and give them roles accordingly,” says Shah. He adds that the bank always gives priority to qualified people. Another management mantra is time management. The bank keeps its employees always prepared to accept any challenge or changes that may come out of the blue.</p>
<p style="text-align: justify;">
	Any organisation is constantly surrounded by numerous seen and unseen challenges and forces. Shah states, “Mega Bank and Mega Team do not use the current political environment as an excuse.” That is one of the reasons why the bank brought in the concept of branchless banking in a country like Nepal where it’s not possible for any bank to have a branch &nbsp;in every village. However Mega Bank wants to have its services available in every village through branchless banking. He explains, “A person working in Doha can send money to his/her family in Dolpa with just a cost of around Rs 300 in less than three minutes. Why can’t a bank situated in Kathmandu provide its financial services to the people in remote Nepal?”&nbsp;</p>
<p style="text-align: justify;">
	The bank began its branchless services last year and is now planning to expand them to across the country this year. As of now, the bank has 28 branches and offers branchless banking from 16 points and is planning to add 30 more such pints this year. “We want to have hundreds of digital branches in the future because having physical presence in the urban areas alone won’t help the vision of Halo to Hydro.”</p>
<p style="text-align: justify;">
	Rural banking is one of the top agenda of Mega Bank. At a time when a majority of commercial banks are based in the urban areas, Mega envisioned being a partner in rural banking. “We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well. Once we do that, other financial institutions will follow us and together we will build a six-lane highway,” says Shah.&nbsp;</p>
<p style="text-align: justify;">
	<strong><strong><span style="font-size:14px;">SWOT Analysis</span></strong></strong></p>
<p style="text-align: justify;">
	<strong><strong>Strengths:&nbsp;</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>1291 Promoters</strong></li>
	<li style="text-align: justify;">
		<strong>Staff&nbsp;</strong></li>
	<li style="text-align: justify;">
		<strong>The vision of Halo to Hydro&nbsp;</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Weakness:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Young team that is relatively new to banking</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Opportunities:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Rural areas</strong></li>
	<li style="text-align: justify;">
		<strong>SMEs</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Threats:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>External environment</strong></li>
	<li style="text-align: justify;">
		<strong>Political environment</strong></li>
</ul>',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
	<img alt="corporate focus" border="1" height="274" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corpoatefocus.jpg" vspace="10" width="400" /><br />
	</span></span></span></p>
<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
<p class="MsoNormal">
	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
	</strong></p>
<p class="MsoNormal">
	<strong><br />
	</strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
	</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
	</span></span></span></p>
<p>
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
<p class="Pa9" style="text-align: justify;">
	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
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			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal and Om Prakash Khanal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/cf1%20(Copy)(5).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
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					<div>
						<strong>Satish Chachan</strong></div>
					<div>
						Director, Chachan Group</div>
				</div>
			</td>
		</tr>
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<div>
	Chachan Group evolved into a manufacturing and trading house when it changed its course into manufacturing from the family owned trading business. This move not only made the group grow leaps and bounds but also established itself as a leading industrial and trading house. The group in its initial days traded various commodities such as leather and leather products, cement, vegetable ghee, food grains, lentils, oil seeds, spices, consumer goods, fertilizer, pulses, edible oils and animal feeds. Today, the group not only trades these commodities but also produces them.</div>
<div>
	&nbsp;</div>
<div>
	The group&rsquo;s expansion was not merely driven by the market force. There were visions and entrepreneurial skills of earlier generation of businessmen, Mahabir Prasad Chachan and Shree Maliram Chachan, who steered the business towards what it is today. When the group passed onto the new generation of businessmen, Babu Lal Chachan and Parmeshwar Lal Chachan who are Chairman and Vice-Chairman respectively, the group had reached to a position from where it would never have to look back.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Growing Larger</strong></span></div>
<div>
	Satish Chachan, Director of Chachan Group says that the group is continuously following the tradition established by its founders towards further growth of the company. He proudly says, &ldquo;Compared to the group&rsquo;s initial days, the company has achieved a remarkable success in cement manufacturing besides continuing its decades old cement selling business.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Within the last decade, the group has established three cement grinding plants each having a production capacity of 350 metric tonnes (MT) of cement per day in Birgunj. Similarly, the group has begun the construction of fourth cement grinding plant in Nepalgunj with the same capacity as that of a single unit in Birgunj.</div>
<div>
	&nbsp;</div>
<div>
	Chachan says that the group had established a poly-plastic bag industry two years back in Birgunj. This factory has enabled the group&rsquo;s cement plants to use its own cement packing bags. &ldquo;This polyplastic bag industry has also earned a big business faith in the major sectors of the country. This clearly indicates the satisfactory present and past situation of the company and its growing capability to contribute a large amount of revenue to the nation.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Gaining Strength</strong></span></div>
<div>
	The group has shown remarkable progress in goods manufacturing that it has decided to specialise on. At present, it is producing cement, vegetable oil, leather goods, poly-plastic goods and various food products through its food processing units. Likewise, the group is also involved in trading through its three companies who have direct presence in over 19 different cities across the country.</div>
<div>
	&nbsp;</div>
<div>
	Chachan Group is today considered one of the leading business houses of Nepal based in Birgunj for producing variety of commodities with a wide reach across the country. Chachan claims that the products range that the company trades in and its wide network are suggestive of their market and the robust financial strength of the group.</div>
<div>
	&nbsp;</div>
<div>
	He shares that the annual turnover of the group exceeds Rs 4 billion. He also adds that the staggering 70 per cent of the total turnover is generated by the cement wing of the group. While sharing the strength of the group, Chachan boasts that his business has been employing 1500 people directly along with a huge number of indirect employments in transportation and handling of the raw materials and finished products. He also adds that 300 employees are working in the cement wing alone. The group&rsquo;s beneficiaries such as construction companies, commercial enterprises, transporters, traders, farmers and consumers are spread over major parts of Tarai and hilly regions of the country.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Changing the Course</strong></span></div>
<div>
	For decades, the group had been trading various commodities. Chachan says, &ldquo;This trade grew bigger and flourished gradually, which ultimately evolved into the establishment and identification of the Chachan Group. This can be regarded as the first and fundamental turning point of the company.&rdquo; Gradually the trading business expanded; meanwhile, various new manufacturing units were established.</div>
<div>
	&nbsp;</div>
<div>
	Around one and a half decade ago, the group decided to establish cement manufacturing units realising the growing demand of construction materials and cement in particular. This demand was identified when the state owned cement plants such as Hetauda Cement, Udaypur Cement and other private cement producers were unable to meet the major percentage of cement demands. This inspired the group to establish Narayani Cement Udyog Pvt Ltd in Birgunj. This company today has production capacity of 1050 tonnes per day.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Roadmap Ahead</strong></span></div>
<div>
	Chachan believes that the group has kept its promise of offering best quality products and services at a reasonable cost and claims that it would open up new avenues for the group to expand its manufacturing and trading businesses in the days ahead. &ldquo;Our past experience gives us confidence that we have further opportunities and scope for expansion. We want to establish our own clinker producing units so that we can stand as one of the leading cement and clinker manufacturer of Nepal,&rdquo; envisions Chachan.</div>
<div>
	&nbsp;</div>
<div>
	He reveals that the group has a clinker producing plant in the pipeline. He elaborated that this new plant will have a production capacity of 700 to 750 tonnes per day. Likewise, once the Nepalgunj based cement plant comes into operation, the group is planning to add another cement grinding plant there with production capacity and design similar to the existing one. Similarly, Chachan reveals that the group is planning to acquire a limestone quarry in a hilly area of Makawanpur district, few kilometres away from Hetauda. &ldquo;Besides this, we have been thinking to buy some additional land to establish the clinker producing plant. Though we are already in touch with some of the renowned Indian companies for establishing the clinker plant, we think this will materialise only after three to five years from now,&rdquo; he added. Similarly, Chachan is ready to expand other plants depending on the market demand and financial status.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Positioning</strong></span></div>
<div>
	Products of Chachan Group has a wide market coverage including major cities and towns such as Birgunj, Hetauda, Kalaiya, Narayanghat, Kathmandu, Bhaktapur, Banepa, Batar, Pokhara, &nbsp;Bhairahawa, Krishna Nagar, Dang, Nepalgunj, Dhangadhi, Nijgarh, Gaur, Lahan, Janakpur, Jhapa, Morang, Ilam and other places in hilly and Tarai region. According to the group, major market for cement is in all the belts extending from Birgunj to Jhapa and in Hetauda, Narayangarh and major cities and towns of Bagmati zone.</div>
<div>
	&nbsp;</div>
<div>
	According to Satish Chachan, Director of the group, product placement is done through various dealers and transporters. Group&rsquo;s contact or branch offices and dealers are channels for distribution. Major product range includes daily commodities, construction materials, leather goods, fertilizers among others.</div>
<div>
	&nbsp;</div>
<div>
	All the factories of the group are being operated in full capacity to meet the market demand. &nbsp;Products are sold under different brand names such as Trishakti and Bajrashakti in the cement segment while other commodities also have their own niche brand value recognised in their market targets.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>CSR Commitments</strong></span></div>
<div>
	As part of its Corporate Social Responsibility (CSR), the group has given prime importance to environmental protection and freeing its locality from pollutants. The group is also strengthening and accelerating its sustainable environmental efforts through the reduction of environmental impacts and the conservation of the biodiversity. &ldquo;We have been aiming to provide satisfaction and gratification to as many stakeholders as possible. To this aspect, we believe and act ethically and relentlessly to seek improvement in the quality, safety, information security and reliability of our products and services,&rdquo; explains Chachan.</div>
<div>
	&nbsp;</div>
<div>
	Satish Chachan, Director of the group says, &ldquo;We respect our customer and their culture and the community they belong to while we deal with them in the course of our business activities. We also engage in dialogues with various stakeholders in society and incorporate their feedback to enhance our CSR activities so that we can contribute our best to improve our surroundings, quality and the effectiveness of our activities.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company has dedicated itself in creating a safe and comfortable work environment for all its employees so that they can realise their full potential and have a fulfilling career, as a responsible corporate culture.</div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<div>
						<div>
							<div>
								<div>
									<span style="font-size:16px;"><strong>Sister Companies of Chachan Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Jaya Bageshwari Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Oil Refinery Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Leather Manufacturing Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Modern Pulses Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Adhunik Dal Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Agro Processing Unit</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Oil Industry</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Tel Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Polyplastic Pvt Ltd</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>Independent Trading Concerns under the Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Chachan Implex</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Devki International</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Manoj International Traders</div>
								<div>
									&nbsp;</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>SWOT Analysis</strong></span></div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Strengths</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Customers</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Staff</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Good quality products and services</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Reasonable price</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Harmonic relationship with employees, customers and local surroundings</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Disciplined working attitude</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Timely revenue payments to the government</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Weaknesses</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Inability to give hundred percent employment to the local residents</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Cannot fulfilall the donation demands from local parties and their leaders</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Opportunities</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Prospects for growth of construction material businesses</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Growing domestic market and purchasing capacity of people</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Rapidly emerging technological innovations</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Threats</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of smooth business environment</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Frequent bandhs and strikes</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of environment to work peacefully and uninterruptedly where the group is based</div>
							</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-03-12',
			'modified' => '2014-03-24',
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			'description' => 'Chachan Group has evolved into a industrial house though it began its commercial journey as a trader.',
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	(int) 1 => array(
		'Article' => array(
			'id' => '2497',
			'article_category_id' => '39',
			'title' => 'Lomus : Looking Beyond Borders',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	If the Nepali government allows Nepali ventures to invest in foreign land, Lomus Pharmaceuticals and the group of companies would be one of the top industrial houses to rejoice. Prabal Jung Pandey, Executive Director of the group says that he would be happy when his group would go beyond borders. He wishes to take Lomus Pharmaceuticals Pvt Ltd, the group&rsquo;s flagship company and one of the leading pharmaceutical companies of Nepal, beyond borders.</div>
<div>
	&nbsp;</div>
<div>
	As a move towards this goal, the company is determined to increase the volume of its pharmaceutical products export to existing markets along with exploring new territories. According to Pandey, the company is exporting its products to four countries in Africa. &ldquo;We will be exporting to Commonwealth of Independent States (CIS) countries soon. Necessary registration procedures have been completed and we are looking forward to exporting in large quantities,&rdquo; he shared.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Pandey thinks that once the company starts mass export of products, of the current production plants capacities would not be enough. He opines that establishing plants in other countries would be helpful to supply products to meet the demand. However, existing laws restrict Nepali companies from investing in foreign land. &ldquo;The government should now think that the capable industries in Nepal should be allowed to invest in other countries. If someone is capable of investing abroad, and if s/he is working here successfully and if the profits come back to the country, there is no harm in allowing someone to invest abroad,&rdquo; Pandey said arguing against the government&rsquo;s restriction that is hindering the company&rsquo;s expansion plan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	He says that Lomus Pharmaceuticals has reached almost a saturation point in the Nepali market and with very little room for expansion. He further claims that the company leads Nepal&rsquo;s pharmaceutical market with four per cent of the market share.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Prabal Jung Pandey, Executive Director, Lomus Group" src="/userfiles/images/cf1%20(Copy)(3).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Prabal Jung Pandey</strong></div>
					<div>
						Executive Director</div>
					<div>
						Lomus Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size: 14px;"><strong>Group&rsquo;s Inception</strong></span></div>
<div>
	Lomus Pharmaceuticals is the first manufacturing venture of the group, started by Pradeep Jung Pandey, Vice President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and father of Prabal Jung Pandey. Pandey gives credit to his father for establishing the company and taking it to the pinnacle.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company was established with its first factory at Gongabu in Kathmandu, 25 years ago. In its initial days, it used to produce around 40 pharmaceutical products. And, the group kept on taking gradual and careful steps for its expansion and growth. With a special focus on expanding the market, it kept on increasing the production capacity. A decade ago, a big move was made to establish a 15000 square feet production plant at Gothatar, one of the largest pharmaceuticals production units of the country.</div>
<div>
	&nbsp;</div>
<div>
	Pandeys always have had the belief that one should not be investing in a new venture unless the existing one is sustainable. &ldquo;We do not believe in jumping into many ventures at once. We try to stabilise the existing one and keep it expanding so that it is self sustaining,&rdquo; Pandey added.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The Expansion&nbsp;</strong></span></div>
<div>
	The Pandey family came with its second venture 11 years ago - Cosmos Cement Industries Pvt Ltd. The company could not pick up immediately because of the ongoing armed conflict and the Madhesh movement that followed, recalls Pandey. The company was virtually in a status quo for almost five years after its establishment. The company is currently producing cement by grinding clinkers. However, it has plans to come up with its own clinker producing unit by utilising local raw material &ndash; limestone.</div>
<div>
	&nbsp;</div>
<div>
	Pandey reveals that as prerequisite of setting up a clinker production unit, two limestone mines are being excavated in Udaypur district. A feasibility study for setting up the plant has been completed and the essential land for it has been acquired after carrying out IEE and EIA. Likewise, another clinker producing unit is under construction in Janakpur. Initially this plant will be producing 700 tonnes of clinkers daily. Pandey says that once the unit completes its trial phase, its capacity will be increased gradually and is expected to reach 1200 tonnes per day within a year. He says that the plant will be catering to the high demand of cement in the eastern part of the country. Targeting this market, around nine months back, a cement factory with a production capacity of 400 tonnes per day was installed in Biratnagar. Similarly, one factory is under operation in Janakpur. The current expansion is being made with a total investment of Rs 1.5 billion.</div>
<div>
	&nbsp;</div>
<div>
	When the second generation businessmen in the Pandey family joined the business, set-up by their father, they took the business to new and varied sectors so that the three brothers can look after one of the sectors each. Now the group is involved in banking and financial sector, mining, cement production and pharmaceuticals.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that the group is willing to take pharmaceuticals and cement production companies to the next level in the near future. He reveals that the group is also planning to come with Ayurvedic medicines soon. These medicines will be branded uniquely and will be sold in the global market. Currently the group is employing 300 people in its group of companies other than financial institutions.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Branding Consolidation&nbsp;</strong></span></div>
<div>
	The parent company of the group, Lomus Pharmaceuticals has become a well known brand name in the pharmaceutical industry. Pandey says that the recognition the company has got is because of the quality that the company has promised and delivered in its range of products. He says that the company does not compromise on quality and believes that products should be easily available at affordable price.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, Tej Cement is a popular brand in the eastern Nepal. Popularity of this brand has encouraged the company to expand its production unit and add new factories. However the group has not yet given serious thoughts of branding the entire group under a consolidated name. Pandey hints the possibility of it in the future but not anytime soon.</div>
<div>
	&nbsp;</div>
<div>
	Pandey shares that all of the companies under the group are growing annually at a healthy rate of 20 per cent in average. The group registers an annual turnover of Rs 3 billion per year. He is quite &nbsp;satisfied with this progress but sees room for improvement. He adds, &ldquo;I will be the happiest entrepreneur if we can make our name popular worldwide. I dream of making Lomus an international company and a brand name recognised everywhere.&rdquo;</div>
<div>
	<hr />
</div>
<div style="text-align: center;">
	<span style="font-size: 16px;"><strong>Core Sectors of the Group</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Pharmaceuticals</strong></span></div>
<div>
	Pharmaceutical is one of the core areas of the group and the parent business for it. Lomus Pharmaceuticals Pvt Ltd is one of the market leaders in Nepal&rsquo;s pharmaceuticals market. This company produces 400 products. However, its factory is operating for just 12 hours a day due to power supply problem. Apart from supplying its products to the general medicine market, the company also supplies to government.</div>
<div>
	&nbsp;</div>
<div>
	Cement and Mining Industry Cement production is one of the strong sectors of the group. The group has allocated two mining companies for its cement industries. Cosmos Quarries Pvt Ltd and Udaypur Mineral Tech are taking up the responsibility of limestone mining. However, the group is open for exploring new area for mining. Pandey sees potentials in copper and iron mining but transportation and electricity are the pre-requisites which he expects that the government should ensure.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Financial Sector</strong></span></div>
<div>
	The group has presence in the banking and financial sector with three companies as one of the promoter shareholders. International Leasing and Finance Company Limited had a plan for upgrading to a commercial bank but could not do so in the lack of legal provision to do so. However, it has now plans to go for merger.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that merger talks are going with few financial institutions and he expects that these talks will conclude within the next five months. Apart from it, the group is involved with Citizens Bank International and Shikhar Insurance Company Limited. Similarly, the group has a presence in merchant banking sector through its Lomus Investment Co Pvt Ltd.</div>',
			'published' => true,
			'created' => '2014-01-24',
			'modified' => '2014-01-26',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Lomus Pharmaceuticals and the group of companies take every step carefully while investing in a new sector. The group, if allowed by the law, looks forward to invest abroad.',
			'sortorder' => '2341',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2313',
			'article_category_id' => '39',
			'title' => 'Saurabh Group Leading Strong',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bishnu Prasad Neupane Chairman, Saurabh Group" src="/userfiles/images/CF1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Bishnu Prasad Neupane</strong></div>
					<div>
						Chairman, Saurabh Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.</div>
<div>
	&nbsp;</div>
<div>
	This factory has been established with an authorised capital of Rs 4000 million. It is one of the largest cement factories of Nepal that produce their own clinker. The factory has 45 per cent shareholding of a Hong Kong based company, Krishna Holdings Limited. &nbsp;The factory is spread over 30 bighas of land and the mine is spread over an area of 20 square kilometres for extracting limestone.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that this factory uses the latest technology that is not only efficient but also energy saving. He adds the technology installed in the factory is different than those used in Nepal and consumes 50 per cent less energy. All machineries for this project are imported from Denmark and manufactured by FLSmidth Private Limited.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Drive</strong></span></div>
<div>
	The group has always been prioritising the expansion of its factories. Last year, the group had a major expansion on its laminated sacks factory, Jagdamba Synthetics Pvt Ltd. New technology was installed and all upgraded machineries were imported from Austria. The factory has an installed production capacity of 1.5 million metres of fabrics per day. Neupane claims that it is the largest woven sacks factory in South East Asia. He adds, &ldquo;We are proud to say that we are the largest producer and exporter of woven sacks in Nepal.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Jagdamba Synthetics was established around 13 years ago and the latest addition is the new process of producing laminated bags. Neupane claims that this company has the capacity to produce the thinnest fibres in the entire South Asian region with quality consistency. He says that quality consistency has helped the company export 90 per cent of its production to India.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group has plans to convert its 15 storey building in Bhaktapur into a hotel as a part of its plan to move into the tourism industry. This three-star hotel will come into operation in a few years tying up with an international chain. Neupane says that it will be a unique hotel that utilises green technology.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Manufacturing Focus<span class="Apple-tab-span" style="white-space: pre;"> </span></strong></span></div>
<div>
	The group in its initial days was involved in trading business. &nbsp;When Neupane separated from his family business and started his own, he had little experience in the manufacturing sector. He partnered with Shanker Lal Agrawal who was also in the trading business then. It was around 1996 when he and his partner Agrawal thought about entering into the manufacturing industry. Agrawal had the experience of running Jagdamba Steel and Neupane, who is also an engineer, had thoughts of establishing a cement factory.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In 2001, the group started the construction of a woven sacks factory that produces bags for cement packaging. Construction was completed in 2003 and production began in the same year. Similarly, the group moved into spinning and tea gardening and processing. It was followed by the establishment of Jagdamba Roto Packaging factory. Likewise, the group also moved into pashmina, steels and other construction material production. Sarbottam Cement would be the latest addition to the construction material production business of the group.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I always had a desire to go for production based industries especially on construction material rather than the service industry,&rdquo; Neupane says. He was often suggested to venture into more profitable sectors such as real estate and gold trading but they never lured him. Though the group is still involved in trading, it is the manufacturing sector that gives Neupane an immense pleasure. He says that the manufacturing sector creates employment for a good number of people and benefits society with both backward and forward linkages. The Saurabh group has been employing 2600 people at the moment in all of its companies.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Turning Point</strong></span></div>
<div>
	When democracy was restored in the country in 1990, it was a new beginning for the Saurabh Group as well. The group&rsquo;s major industries were established in the 1990s. The liberal policies of the government encouraged industrialists like Neupane to establish new companies. The easier licensing policies and laws were a sort of relief for them. In the mid-1990s to early 2000s, the group came up with its major companies. This was the same period when the armed insurgency was escalating and businessmen were realizing that the situation is unfavourable for making investments.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Neupane says his companies were least affected by the armed conflict being located in urban areas of the Tarai region. However, when the conflict ended and the country was moving towards conflict resolution, the political events of 2005-2006 took its toll on companies in the Tarai by disrupting the operation of factories. Neupane says that bandhs and strikes are a part of life and industrialists must be immune to such incidents.</div>
<div>
	&nbsp;</div>
<div>
	The cement factory was one of the major establishments of the group in the early 1990s. The group&rsquo;s course changed when Neupane thought of establishing his own cement bags factory while the general trend was to import bags from abroad as local production was insufficient. This very move led the group to be the largest producer of woven sacks in the South East Asian region at present.</div>
<div>
	&nbsp;</div>
<div>
	Neupane considers the group&rsquo;s move to establish a cement factory that totally depends on local raw materials as another turning point. The group came up with the idea of producing cement by manufacturing clinker using local limestone when a majority of industries were importing clinker. This gave the company the benefit to get a strong foothold in the market as one of the producers of cement in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Saurabh Group of Companies" src="/userfiles/images/CF2%20(Copy)(1).jpg" style="width: 550px; height: 184px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Coverage</strong></span></div>
<div>
	According to Neupane, 90 per cent of the total production of Jagdamba Spinning Mills is exported to India while the remaining 10 per cent is supplied to local textile manufacturers. Similarly, products of Jagdamba Roto Packaging are supplied to confectioneries, biscuits and noodles producer for packaging and wrappers.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that the largest market of cement is Kathmandu Valley and its periphery where 40 per cent of the group&rsquo;s production is consumed. Out of around 1 billion sacks of cement produced by the group, 40 million sacks are consumed in Kathmandu Valley alone, says Neupane. He expects the groups&rsquo; market share on cement to increase to 20 per cent once Sarbottam Cement&rsquo;s production enters the market.</div>
<div>
	&nbsp;</div>
<div>
	When offering products to the market, the group abides by three fundamentals: quantity, quality and consistency. Neupane says that producing larger quantities helps to achieve economies of scale and also gives an edge to competition. Similarly, quality is the prime focus of the group and he says that any complaints on quality are taken seriously.</div>
<div>
	<div>
		&nbsp;</div>
	<div>
		<table border="0" cellpadding="10" width="99%">
			<tbody>
				<tr>
					<td bgcolor="#E5E4E2">
						<div>
							<span style="font-size: 14px;"><strong>History of Saurabh Group</strong></span></div>
						<div>
							The Saurabh Group&rsquo;s journey began from Myanmar. Till the 1960&rsquo;s, Bishnu Prasad Neupane&rsquo;s father, Lila Ram Neupane, was doing retail business alongside running a butter processing factory in Lashio town in the Shan state of Myanmar. After Buddhism was made the state religion in the 1960s, people of Nepali and Indian origin were forced to leave the country. Lila Ram Neupane made a decision to leave Myanmar and resettle in Nepal and started his own business with a wholesale store of textiles in Bhairahawa. During that time, textiles were brought from Kathmandu and distributed there. Later, he also took dealership of the National Trading and Salt Trading Limited.</div>
						<div>
							&nbsp;</div>
						<div>
							It was in 1964 when the business took shape of a group and was further diversified. Bishnu Prasad Neupane took up responsibility in 1986 and started the Jagadamba Cement Industries, his first manufacturing venture, in the early 1990s.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							Saurabh Photo International, the authorized distributor of Konka products, was in the agency trading business since 1990 and has a strong presence in the market. Currently, the group is mainly involved in the production of cement, steel, tea, spun yarn, PP Woven fabrics, calcium carbonates and other such products. The group&rsquo;s trading activities continue with imports of Konka products, Citizen watch components and other Chinese products. There are 14 companies under the group and some companies are operating under a joint venture with Shanker Group, another business house of Nepal. Today, the Saurabh Group registers an annual turnover of Rs 5 billion, Rs 4 billion, and Rs 2 billion from its cement, spinning and synthetic production, respectively.</div>
						<div>
							&nbsp;</div>
						<div>
							<span style="font-size: 14px;"><strong>CSR</strong></span></div>
						<div>
							The Saurabh group and the Neupane family have a good reputation in Rupandehi district not only for business but also for their contribution to society. The business house has contributed over Rs 100 million for social work in the area. Along with institutional corporate social responsibility (CSR) activities, the Neupane family has been carrying out philanthropic activities on a personal scale. A separate trust has been established and run by the family. This trust was established by Neupane&rsquo;s father and every year, at least Rs 2.5 million is donated by the family for social work. According to Neupane, donations amounted to Rs 2.7 million last year. He modestly says, &ldquo;This is not our CSR activity and is not for any commercial benefit. Within our family, there are three business groups and all of them contribute to the trust to make it an independent social entity.&rdquo; Neupane says that the group does not take any credit for the trust&rsquo;s activities.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							The trust supports government hospitals, schools and government organisations. Neupane says that most schools in Rupandehi and Nawalparasi districts have received support from the trust. Similarly, Jagdamba Cement has recently initiated ambulance services. It also carries out social training programmes for various activities such as cancer relief activity. Likewise, the group also awards people and their social and non-profit organisations that have made good contributions to society. The company has been providing cement to construct buildings of such organisations at cost price.</div>
					</td>
				</tr>
			</tbody>
		</table>
	</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-12-22',
			'modified' => '2013-12-23',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2182',
			'article_category_id' => '39',
			'title' => 'KGH Group: Hospitality Growing Bigger',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Rajan Sakya, CEO, KGH Group" src="/userfiles/images/KGH2%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Rajan Sakya</strong></div>
					<div>
						CEO, KGH Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	T<span style="font-size: 12px;">he KGH Group has recently revamped rooms and interiors of its signature hotels, Park Village Hotel and Resorts and Kathmandu Guest House. According to Rajan Sakya, CEO of KGH Group, 60 rooms of five star facility were added on each hotel in the year 2012. Sakya says that rooms were upgraded in accordance with the demand of clients and growing competition to offer quality service.</span></div>
<div>
	&nbsp;</div>
<div>
	Renovation work is also ongoing at Aqua Buzz Unlimited, a hotel located in Koshi. Sakya admits that the hotel is not doing impressive business at the moment but he is optimistic that Koshi will emerge as a tourism hub when the Banepa-Bardibas highway gets completed in the next two years. He says that the highway will shorten the distance between Koshi and Kathmandu and will increase tourist flow to the area.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Plans&nbsp;</strong></span></div>
<div>
	The KGH Group plans to add new properties to business in the years to come to their current line-up of eight hotels and three travel agencies. According to Sakya, the group is planning to establish two new hotels within the next two years. He says one will be in Kathmandu while the other will be in Koshi.</div>
<div>
	&nbsp;</div>
<div>
	Karna Sakya, Founding President of the group wishes to see the business he established to be passed on to the future generation. Rajan Sakya, his youngest son also expresses commitment to continue the business and says, &ldquo;Tourism is the industry where we have expertise and long-time experience. The next generation will also be involved in the same field as we do not have any plans to venture into any other sector.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	When making plans for the future, young Sakya says that the overall business climate of Nepal makes it difficult to make long term plans. So, he says the group has been only making plans for the short term. Sakya reveals that the group plans to streamline and standardise the quality of its services offered throughout the properties of the group as well as its management style. For this purpose, he says, the group is adopting a corporate model of running business that will centrally control all sister concerns it owns.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Clientele and Occupancy&nbsp;</strong></span></div>
<div>
	The morale of tourism entrepreneurs is getting a boost with the rise in tourist flow after the insurgency. Sakya is also content with the number of clients his chain of hotels has been able to attract. He says that the occupancy level has been satisfactory throughout the year.</div>
<div>
	&nbsp;</div>
<div>
	According to Sakya, Park Village Resort is primarily targeting conferences and seminars, and so 60 per cent of its clients are Nepalis while the rest are foreigners. Similarly, guests at the Kathmandu Guest House are mostly adventure tourists and it is an all-season hotel with 100 per cent foreign clients. Likewise, 80 per cent of clients at the group&rsquo;s hotels in Pokhara, Chitwan and Lumbini comprise of foreigners.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Management strategy&nbsp;</strong></span></div>
<div>
	The KGH Group has been operating under the family business model since Karna Sakya ventured into the tourism and hospitality sector almost 48 years ago. &ldquo;We are not running our business similar to a professionally managed five star hotel. Though we have professional hotel managers to look after a particular hotel, we have shouldered the responsibility of running the business and we are happy with this style because we believe we have the expertise and experience of several decades,&rdquo; explains Rajan Sakya.</div>
<div>
	&nbsp;</div>
<div>
	The Sakyas, however, are planning to corporatise the group in the next one to two years. The group plans to set up a corporate head office in Kathmandu with a team headed by a General Manager. Sakya says that the corporate office will centrally control the accounts, internal audits and central purchasing. &ldquo;This model is being adopted to standardise the quality of services and products used across all the properties under the group,&rdquo; he says.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management</strong></span></div>
<div>
	The KGH Group has not only created employment for 650 to 700 people but also has been meeting a social responsibility in hiring employees. Sakya says that the group hires women under the shelter of Maiti Nepal, a non profit organisation dedicated to help victims of sex trafficking.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As women from the organisation find it challenging to reintegrate into society after being rescued from brothels, the KGH group has tied up with Anuradha Koirala (Founder and Director of Maiti Nepal and also a winner of CNN Heroes of 2010) to provide them with job opportunities in all of its properties, says Sakya.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group prioritises hiring employees from underprivileged groups and communities. Sakya says that the group gives preference to those who have returned after working abroad. He gives an example of a recent recruitment of 10 employees who had returned from the US and the UK. He also reveals that the employee turnover at the group is quite low and some of the employees have been with the company for even decades.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We have maintained a very good relationship with employees and so, we do not have problems with the human resource management,&rdquo; he states about the company&rsquo;s relationship with its employees.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="KGH GROUP" src="/userfiles/images/kgh1%20(Copy).jpg" style="width: 550px; height: 99px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div style="text-align: center;">
					<span style="font-size: 16px;"><strong>The KGH Journey</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					The journey of the KGH Group began when Karna Sakya, Founding President of the group established Kathmandu Guest House in Thamel, 48 years ago. Sakya recalls that Thamel was nothing more than a paddy field then. Thamel, the tourist hub of today grew around the hotel which started with 13 rooms.</div>
				<div>
					&nbsp;</div>
				<div>
					Sakya, a government employee then, used to work at the department of forestry and was not satisfied with the working environment. Brought up in an affluent family, he never felt that he had to take up a job to make his living. A traveller himself, he says that one must be able to comprehend what tourists want in order to run a tourism business and adds: &ldquo;Tourism is a business of dreams and only a dreamer can delve deep into this sector.&rdquo;</div>
				<div>
					&nbsp;</div>
				<div>
					His expertise as a forester and environmentalist is reflected in the hotels of the group. He has always prioritised the harmony between buildings, nature and the culture of the locality where the hotel is built and it can be witnessed in any of the sister hotels of the group. Sakya says he never developed a property on a leased or government land and all land where hotels are built is owned by the group.</div>
				<div>
					&nbsp;</div>
				<div>
					When the country was at the peak of insurgency, the group never took a break. Rather it expanded into new projects and purchased land that helped it achieve success that it had never seen earlier. Today, the group has eight hotels and three travel agencies and is about to mark its golden jubilee in two years&rsquo; time.</div>
			</td>
		</tr>
	</tbody>
</table>',
			'published' => true,
			'created' => '2013-11-29',
			'modified' => '2013-12-01',
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			'description' => 'KGH Group of Hotels, one of the largest and oldest chain hotels of Nepal, has plans to grow even bigger.',
			'sortorder' => '2028',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2062',
			'article_category_id' => '39',
			'title' => 'The Story Of The "Best Managed Company"',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: right; margin: 0px 0px 10px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Vijay Shrestha" src="/userfiles/images/vs%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Vijay Shrestha</strong></div>
					<div>
						Group Executive Director</div>
					<div>
						Yeti Airlines</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Yeti Airlines was awarded the &lsquo;Best Managed Company of the Year 2013&rsquo; by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.</div>
<div>
	&nbsp;</div>
<div>
	Vijay Shrestha, Group Executive Director of Yeti Airlines, says the company is the market leader in rural destinations and mountain flights. The company has stood strong as a partner in transportation of local and foreign passengers, goods and transfer of tools, and equipment for development work in remote corners of Nepal. Along with this, the company has a strong foothold in services targeted at city airports.</div>
<div>
	&nbsp;</div>
<div>
	Shrestha believes that the current range of products and services offered to all three ecological regions would help the company grow. &ldquo;Both organisational and individual passengers, travel agents and development organisations will eventually come to us as we have services offered to both rural as well as the urban destinations in the hills and plains. These services and clients are critical for our growth,&rdquo; he explains. The unique blend of services the company provides, the commitment of stakeholders and a strong management has put the company ahead of its competitors.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Unique Management Practices</strong></span></div>
<div>
	Shrestha is of the opinion that competition in the airlines industry lies in value offerings rather than product and service offerings. The company has its own unique management practice along with the largest nationwide network of domestic flights that gives it an edge above others. Shrestha explains that clients who have to go to Humla, Pokhara, Darjeeling, Sikkim, Lukla, Lucknow or any other destination, can count on Yeti Airlines as it has flights to these places or to a nearest place.</div>
<div>
	&nbsp;</div>
<div>
	The company has also made flight safety a top priority. &ldquo;Compared to other airlines, we have invested heavily in flight safety and flight management system. We are in a leading position when it comes to safety management,&rdquo; Shrestha says. He further says that the company has put a lot of resources in technologies such as ticket booking systems and management information systems.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company has made on-time flight its unique selling point. Shrestha says that this initiative has helped the company add value to its services and brand recognition. &ldquo;We have always prioritised timely flights. We prefer flying few minutes earlier than being late. This is one of the most crucial values we are offering to guarantee convenience to our clients,&rdquo; he says.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>A Synergy of Two Brands</strong></span></div>
<div>
	The company claims that the market coverage by both Yeti and Tara Air is probably the widest among domestic players. According to Shrestha, the company has around 35 per cent market share in city airports and around 65 per cent in rural destinations though the market share keeps fluctuating depending on various market situations.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Tara and Yeti have been complementing services and coverage with a fleet size of 14 aircrafts. Shrestha says that the customer base and nature of services has determined the creation of two different brands rather than a single brand operating in both rural and urban destinations. Tara has been operating in rural destinations in hilly and mountainous regions since 2009 with a fleet of six STOL aircrafts.</div>
<div>
	&nbsp;</div>
<div>
	The weather condition and quality of airports play a crucial role when it comes to making flight decisions in hill airports but airlines can make decisions easier in city airports. Similarly, the nature of passengers and clients is different in the areas where Tara operates. Shrestha adds that the variety in types and needs of customers, services and markets have led to the operation of two airlines under different brands.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Group Management</strong></span></div>
<div>
	The Yeti Group is a large business conglomerate working in the tourism and aviation industry with one and a half dozen companies. The group also owns KK Super Mart Nepal, a chain of convenience stores. The management of each of these companies is highly decentralised and each company functions independently. Hotels, resorts, lodges, trekking and travel companies and airlines operate on their own though strategic unity is maintained among them. &ldquo;Operation of these businesses is largely decentralised and where possible, we try to synergise the marketing,&rdquo; says Shrestha. The group has also been promoting its travel companies locally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group also decentralises its human resource management. Its aviation companies employ 800 personnel while the entire group employs a total of 1500 people. According to Shrestha, the company has been able to maintain a high rate of staff retention with its policy of prioritising employee welfare, motivation and creating a professional and friendly working environment. While the aviation industry ails from a lack of skilled technical workforce, the Yeti group is known to not face any shortage in technical human resource.</div>
<div>
	&nbsp;</div>
<div>
	Though the group&rsquo;s companies are performing well in their respective sectors, the group has not pursued organised branding. Instead, each company and subsidiary has its own brand recognition and is not marketed as a subsidiary of the group. &nbsp;Shrestha hints that organised branding is in the pipeline.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Yeti Airlines Hangar" src="/userfiles/images/cf1%20(Copy)(1).jpg" style="width: 550px; height: 347px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Future Moves</strong></span></div>
<div>
	The group is planning to come up with new resorts and lodges in Chitwan and Yeti Airlines plans to consolidate value offerings to its customers. The company is dedicated to take its services to new heights by consolidating services in the urban sector. &ldquo;Our aim is to develop the tourism and aviation industry for the development of the country. Mountain transport and mountain tourism cannot be imagined in the absence of Tara Air and Yeti Airlines. When the services offered are beneficial to the country and people at large, the company will always prioritise on them and strive to make them better.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The company has not decided against reviving flights from its former international carrier - Yeti International. The international carrier was closed down after its joint venture partner Air Arabia withdrew support. Shrestha says that as the company is dedicated to move ahead in the aviation business, there is a possibility of its revival, though there are not fresh tie-ups being made at the moment.</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;">CSR</strong></div>
<div>
	The airline has been involved in corporate social responsibilities (CSR) since the establishment of the company. The company has been involved in health, social empowerment and education sectors through financial contributions and direct involvement in social works.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a part of CSR, Yeti Airlines donates Rs 4 per flight ticket to four social organisations namely United Mission to Nepal, Save the Children, Habitat for Humanity and Care Nepal. The company has also provided financial support to various social organisations such as Tewa, OCCED, Maiti Nepal, Nepal Leprosy Relief, Nepal Glaucoma Eye Clinic (Tilganga), Sewa Kendra Leprosy, Helpless Children Welfare Mission, Spinal Injury Rehabilitation Centre, Women for Human Rights, CWIN Nepal and the Centre for Victims of Torture (CVICT).&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The airline has also launched the &lsquo;Green Far West Project&rsquo; Kailali, Doti, Rajpur and Kanchapur districts for plantation of appropriate tree saplings in chosen community forests.</div>
<div>
	&nbsp;</div>
<div>
	Recently, the company took 18 orphans of Bal Mandir to a mountain flight on the occasion of National Children&rsquo;s Day and the airlines&rsquo; 15th anniversary.</div>',
			'published' => true,
			'created' => '2013-10-29',
			'modified' => '2013-10-29',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Yeti Airlines was awarded the ‘Best Managed Company of the Year 2013’ by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '1969',
			'article_category_id' => '39',
			'title' => 'DJPL: Prioritising Import Substitution',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution. As a part of this strategy, the company established Nirog, a primary care division of the company in the last week of June, 2013.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The division produces drugs for muscular inflammation, pain and emergency management, one of the segments where medicines are heavily imported from abroad. Hari Bhakta Sharma, Executive Director of DJPL said that the Nirog division&rsquo;s primary objective is to supply high quality drugs to Nepalis while the company exploits its capacity to explore opportunities in the international markets.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: left; margin: 0px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Hari Bhakta Sharma, Executive Director Deurali Janta Pharmaceuticals Pvt Ltd" src="/userfiles/images/cf1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Hari Bhakta Sharma</strong></div>
					<div>
						Executive Director</div>
					<div>
						Deurali Janta Pharmaceuticals</div>
					<div>
						Pvt Ltd</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	According to Sharma, this new division was established as a part of the company&rsquo;s objective to produce medicines that help promote healthier living and prevent people from catching diseases. The company is dedicated to stabilise this newly established division before coming up with a new venture. DJPL has been launching a new division in every two to three years. Sharma said, &ldquo;Pharmaceutical industry is all about a dynamic life science that is changing so fast that today&rsquo;s technology becomes obsolete next day. To boost business competitiveness and mitigate product lifecycle, we need to do something new.&rdquo; At the same time, companies like DJPL are realising the responsibility to substitute huge imports of drugs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Export Dilemma&nbsp;</strong></span></div>
<div>
	The export of drugs is being talked for a couple of years, but it is yet to be realised. &ldquo;There are markets where we cannot compete. Also, at times the cost of production and cost of quality compliance is greater than the rate of return. In such markets, we drop the idea of export,&rdquo; he said, adding, &ldquo;In those markets where we want to compete, there are so much of regulatory barriers, and it is painfully time taking to meet all the requirements.&rdquo; He said that DJPL and some other pharmaceutical companies are in a process of meeting all the requirements. According to Sharma, unlike n any other commodity, every pharma product and every production unit must be registered in the target country before starting exports there because drugs are considered highly sensitive as it is directly related to the human health. Moreover, Sharma said that the Nepali companies are becoming extra cautious before making any export commitments because of the unfavourable environment in Nepal to run manufacturing bases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;"><img alt="Production Capacity" src="/userfiles/images/cf4%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 593px;" /></strong><span style="font-size: 14px;"><strong>Product Diversification&nbsp;</strong></span></div>
<div>
	The company is focused on manufacturing drugs related with infections, cardiology, women&rsquo;s health, and infectious diseases. The DJPL has been adding new plants and divisions every two to three years to come up with a new range of products. According to Sharma, the company has always been in a drive to product development. Apart from having a strong foothold in the domestic market, the company is searching for favourable overseas markets. Therefore, every move of the company is targeted towards product development, capacity building and boosting competitiveness.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma revealed that the company is planning to work also on the natural products. The DJPL is planning to establish a new plant in Chitwan and has hired a consultant for technical and physical infrastructure development required for starting the operation. But he also hinted that it would almost take a decade before this unit starts its production. &ldquo;We have talked a lot about Nepal&rsquo;s richness on herbs and medicinal plants. The government is seen ineffective in materialising Nepal&rsquo;s richness on natural products. So, it is us, the private sector who must be doing something there,&rdquo; he explained. Sharma further added that the company is working on it and DJPL is always committed to quality assurance as it is related with medicines and human health.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company had come up with Aarogyam, a derma care division on August 2011. This division manufactures products especially for skin, eye and dental diseases. The company had set up this manufacturing unit on the occasion of DJPL&rsquo;s 20th anniversary with an investment of Rs 50 million. This unit produces antifungal, antibacterial and anti-inflammatory products for treatment of skin diseases among others. Clomigen, Solbet, Conaz and Flutipro are some of the ointments manufactured by Aarogyam.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Presence&nbsp;</strong></span></div>
<div>
	Having over two decades of presence in the Nepali market, DJPL has established itself as a leading pharmaceutical company. The company claims that it has achieved this position because of its belief and commitment to quality products with affordability, use of cutting edge technology and a promise to offer better service to customers. DJPL has become a part of healing with its range of 220 products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL holds five per cent share of the total size of pharmaceutical market of Nepal. There are 45 Nepali companies and 258 foreign companies present in the Nepali market. Similarly, the size of the Nepali pharmaceutical market is estimated to be of Rs 16.7 billion. Likewise the pharmaceutical industry of Nepal has created a direct employment for 9,650 people, according to Quantification Study 2011 on Pharmaceutical Markets.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company is using 60 per cent of its installed production capacity. DJPL has plans to utilise rest of the capacities to produce life saving medicines related to ailments of the heart, kidney, nerve and psychological complexities. The company says that it is conducting studies to understand the market feasibility so that it can utilise its 40 per cent production capacity that is not in use at the moment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Quality Assurance" src="/userfiles/images/cf2%20(Copy)(1).jpg" style="width: 500px; height: 306px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Quality Assurance&nbsp;</strong></span></div>
<div>
	DJPL has a total investment of Rs 870 million. According to Sharma, the company aims to produce best quality medicines at affordable cost. The use of ultra modern technology is also part of the company&rsquo;s goals and also a contribution to Nepal&rsquo;s industrial and economic development. &ldquo;Quality assurance is the topmost priority of DJPL. Our Quality Assurance Department works independently with the support from Quality Control Department that has sophisticated technology along with highly qualified and trained personnel,&rdquo; Sharma said. It also operates a full-fledged microbiological testing facility, which is in line with international standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL is one of the pharmaceutical companies that invest heavily in research and development. The company has its own state of the art Research and Development Centre. The centre was inaugurated on January 2011. &ldquo;We aim to develop new products matching the fast paced development of the 21st century alongside periodic updates to the formulas of all the drugs that we currently produce matching trends worldwide,&rdquo; Sharma explained.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management&nbsp;</strong></span></div>
<div>
	The company has always prioritised its staff members. DJPL has adhered to its policy to enhance employee&rsquo;s skills and capacity building. According to Sharma, that attempt will provide socio economic benefits to employees. Currently there are 350 employees. Executive Director Sharma said, &ldquo;DJPL comprises of young, energetic and dedicated professionals who have the expertise, knowledge and perception to bring about latest technologies in pharmaceuticals manufacturing.&rdquo; He also added that the company is constantly exercising critical thinking to maintain professional competence for excelling the quality of its products. The company is devoted to enhance the work skills and knowledge of staff members through trainings, experience and exposure within and outside Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="DJPL NEPAL" src="/userfiles/images/cf3%20(Copy).jpg" style="width: 500px; height: 138px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Major Milestones&nbsp;</strong></span></div>
<div>
	DJPL, a WHO-GMP, ISO 9001 and ISO 14001 certified company began its production from January 30, 1991 though it was established on June 23, 1988. The growth and expansion of the company has never slowed down. In 1995, company began technical collaboration with Renata Limited, a company from Bangladesh, another remarkable move for the company that helped it surge. Similarly, on August 2005, a new division Suswasthya, a systematic care division was brought into being.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The never ending journey of success continued for DJPL. The company claims, it is the first Nepali company to be certified with ISO 9001 and ISO 14001. Company received this coveted recognition in 2003. A year later the company was awarded with WHO-GMP certification.&nbsp;</div>',
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			'created' => '2013-10-09',
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			'description' => 'Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '1674',
			'article_category_id' => '39',
			'title' => 'NIC Asia: The Synergy Effect',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Nepal Industrial and Commercial (NIC) Bank and Bank of Asia Nepal (BoAN), two commercial banks, for the first time in the Nepali banking history merged into NIC Asia Bank Limited. The bank started its operation from June 30. The union has made NIC Asia, one of the top five banks of the country in terms of capital size and branch network.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The newly merged bank has Rs 2.31 billion as paid-up capital. Before the merger, NIC and BoAN had Rs 1.31 billion and Rs 2 billion paid-up capitals, respectively. Prabin Basnet, Chief Finance Officer at NIC Asia Bank claimed that the bank now has a reserve surplus of Rs 5 billion, one of the highest in the Nepali banking sphere. The bank&rsquo;s deposit size of Rs 40 billion and credit of Rs 32 billion makes it the fifth largest commercial bank of the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the bank has a customer base of around 275,000, also one of the highest numbers of customers being served by a Nepali bank. Basnet revealed that the bank plans to double the number within a short time. Likewise, the number of branches to cater to this number of customers is 53, spread over various parts of the country. During the merger, 13 branches of both banks operating in close proximity were consolidated and a new corporate office was set up at the Trade Tower in Thapathali. Basnet said that 13 branches to make up the consolidation will be established in new places within a year, making the bank with a network of 66 branches. He further said that the bank will add 10 new branches within three years. He said that this network expansion would help increase the financial accessibility of people in rural areas.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Basnet said, &ldquo;Everybody (regulator, employees, customers and peer banks) had their eyes on us as two A-class financial institutions were merging for the first time in Nepal. So, it was challenging for us to make it successful and set an example.&rdquo; Within a few weeks of joint operations, Basnet felt that it was a successful endeavour.</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Prabin Basnet ,Chief Finance Officer, NIC Asia Bank" src="/userfiles/images/Prabin%20Basnet.jpg" style="width: 175px; height: 208px;" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<div>
					<strong>Prabin Basnet</strong></div>
				<div>
					<em>Chief Finance Officer</em></div>
				<div>
					<em>NIC Asia Bank</em></div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<strong><span style="font-size: 14px;">Beating the Challenge&nbsp;</span></strong></div>
<div>
	One of the major challenges the bank had to address was streamlining the database of two banks that were operating in two different core banking systems. According to Basnet, NIC was functioning on Pumori software platform while BoAN was operating on Pinnacle software. &ldquo;It was a herculean task to streamline a huge amount of data of both banks into the Pinnacle platform while maintaining integrity. Similarly, re-training the team to make it comfortable with the new platform was another great task during the merger process,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to Basnet, a year passed on while completing the technical tasks of merging. &ldquo;Both banks were functioning in different environments and working culture but were sound A-class commercial banks. Handling regular tasks along with special works of the merger was exciting, fun and challenging at the same time,&rdquo; he explained. Basnet said that the hard work of the entire team has paid back. He said that a joint merger integration steering committee was formed under which 16 task forces were created to work out problems and challenges. Similarly, more than 50 staff persons were involved in completing special tasks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The due diligence process was completed through a competitive bidding. &ldquo;The request for proposal we prepared was the most comprehensive due diligence request for proposal. This has set a landmark for due diligence,&rdquo; he said adding that a yearlong homework has helped in meeting the target of merger &ndash; creating a synergy effect. He also said that the effects will be visible right from the first quarter of the new financial year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Marrying the HR&nbsp;</span></strong></div>
<div>
	Managing the human resource to keep everybody happy and create a win-win situation for employees of two merging companies is said to be one of the biggest challenges. According to Basnet, this task has been completed swiftly by NIC Asia.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The two banks had almost 650 employees and they were assured that nobody will have to lose their jobs. Rather, the merger brought about new career development avenues and opportunities. &ldquo;Since the signing of the memorandum of understanding between the two companies for merger, it was clear that employees will not be laid off and the remuneration package they were receiving will not be reduced,&rdquo; Basnet said, &ldquo;As the employees had expectations to work for a better and stronger company, they provided moral support during the entire process.&rdquo; Both the banks soon after the merger decision had started activities to develop bonding between employees with diverse skills working in different work environment and culture.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="NIC ASIA BANK" src="/userfiles/images/NICASIA1.jpg" style="width: 500px; height: 210px;" /></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Customers in Transition&nbsp;</span></strong></div>
<div>
	Customers too expected that they would be availed of better services from a new, bigger and better bank, said Basnet. &ldquo;Customers were confident and never questioned the security of their deposits during the transition. They have even encouraged us with a promise to increase the deposit,&rdquo; he added and also committed to provide even better products and services, higher than customer expectations, in the days to come.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Changes in account numbers, cheque books and other structural changes due to the merger was well communicated through media, websites, personalised letters, and customer care centres. Similarly, the interest rates on deposits and credits were streamlined few weeks before the merger took place.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Rebranding&nbsp;</span></strong></div>
<div>
	Basnet said that rebranding and brand building is a challenging task as both banks had a legacy of their own that cannot be easily forgotten. &ldquo;Creating an image of strong and capable banking is challenging. We started the rebranding campaign after a long exercise,&rdquo; he said. The red colour used in the logo of the bank tries to communicate that NIC Asia is attempting to establish itself as an aggressive player in the banking sphere. Basnet said that the new logo also symbolises five principles of the Panchsheel, which are also the internal strategies of the bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a new and rebranded company, NIC Asia plans to move ahead aggressively as a key player in the banking sector. Basnet said that the bank does not need to revamp its products as the range of products and services provided by both the banks were quite innovative ones. However, he hinted that the bank will focus on technology-based products and branchless banking services.</div>
<div>
	&nbsp;</div>',
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			'created' => '2013-08-22',
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			'description' => 'NIC Asia Bank Limited created a milestone in the Nepali banking sphere through a successful merger of two commercial banks for the first time in Nepali banking history.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1443',
			'article_category_id' => '39',
			'title' => 'A Liquor Trader',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
<div>
	&nbsp;</div>',
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			'created' => '2013-07-19',
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			'description' => 'Global Trading Concern has been importing liquor for more than one and a half decades. Of late, the company, with premium liquor brands and products in its portfolio, is in a market expansion drive.',
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		'Article' => array(
			'id' => '1066',
			'article_category_id' => '39',
			'title' => 'BRAINDIGIT: The Center For Technology Innovation',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The latest ICT Electronic Branding Expo held at Brikutimandap Exhibition hall held 87 stalls of 70 companies in 17 much decorated pavilions. Companies took part under a single roof introducing their products to get the valuable customer. A showcase namely ‘ramailomela.com was built online to preview the products available on the exhibition. The visitors needed not to hustle in the crowd; saving time and also receiving details on the major brands and vendors as showcased on the exhibition. The online service was from Braindigit which claims to be the powerhouse of creativity and innovation. The workforce from the company came up with this innovative marketing platform. The customer gets lots of product options and price ranges to choose from, of a win-win situation, for the vendor and for the customer.&nbsp;</p>
<p>
	<img alt="Nischal Man Pradhan, CEO, Braindigit" height="272" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_ceo_nischal.jpg" style="float:right; margn:0 0 0 10px;" width="201" />Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal. Saying about the immense evolution; Nischal Man Pradhan, CEO of the organization says, “We felt that our knowledge was limited. We said to ourselves; let’s do something big, something better. Then we started working on software building. There was a demand of customized software in the international market and we had to work hard to get hold of the opportunity.”&nbsp;</p>
<p>
	Braindigit presents itself as an expert primarily focused on providing IT solutions like Web Application Development, Joomla Extensions and Component Development. According to the company, there is a team of highly trained and expert programmers who can efficiently use web technological advancements such as Joomla, .Net, PHP, Java, Ajax, Magento, Android apps and many such components that challenge the capabilities of the work group. The primary Braindigit mission is to provide a qualitative product that combines performance with value pricing, while establishing a successful relationship with the customer.</p>
<p>
	<span style="font-size: 12px;">“Here we are all goal oriented personals. First we generate a project plan directed towards the needs of our clients. Then we define the roles in our departments. The time extension is designed, and then we follow the projected plan and make sure that the goal is met,” says company executive. The workforce of the company consists of more than 50 staff members, assigned to various departments from programming, development, quality control and marketing. Each department is dedicated towards their assigned role whereby creating an environment that results to be work friendly and mostly goal oriented.” &nbsp;</span></p>
<p>
	<img alt="Braindigit Products" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_products.jpg" style="margin: 0px 10px 0px 0px;" width="590" /></p>
<p>
	“We had to overcome many challenges to be able to reach this position. The greater challenge for us is to create an efficient workforce. We train our people to be the best. Regardless of the fact that there is immense competition in the market to hold the best people, we believe motivating employees towards common goal and providing them expansion opportunities. When we recruit, we look for passion in the employee,” says Nischal Man Pradhan.</p>
<p>
	The company is closely working with the government to reduce some issues regarding the development in IT sector. Pradhan adds, “IT companies seek more coordinated support in terms of strengthening data security, information leakage management, visa improvement and certain fiscal incentives. This can attract large investments in the country”. He mentions the power crisis as one impediment and adds, “We have reached this height coping with the problems, and if they are met we know we can do even better. This not only helps to improve the economy of the country but also helps in the development in the emerging IT sector in Nepal.”</p>
<p>
	<strong>SageFrame</strong></p>
<p>
	<span style="font-size: 12px;">One of the major accomplishments for the company brings up the name SageFrame. SageFrame is an open source web development framework developed on the top of ASP.NET 3.5. The best features as incorporated by the product are its easy user interface, site optimization and the page management system. It contains necessary tools needed to develop custom modules, applications templates and multipurpose websites.</span></p>
<p>
	After the success of SageFrame 1.0, SageFrame 2.0 was developed and introduced with more appealing features such as plug and play module, drag-drop widget and easy customization. The plug-n-play module concept offers enhanced dynamism to website, and holds provision for addition of new features. The drag and drop widget feature, and a highly configurable control panel, SageFrame provides more flexibility and ease to the website owners and developers.</p>
<p>
	SageFrame was nominated for 2012 Critic’s Choice Best Budget CMS Awards and the runner-up title in People’s Choice Award for the Best Budget CMS (Content Management System). The framework CMS Critic, an industry popular name for CMS reviews, hosts the awards for best CMS platforms around the world. The awards are given in different categories one being the Best Budget CMS where SageFrame proudly claimed a place. “The success of this product made the company realize the true potential of the developers in Nepal. SageFrame had a good start in the market. It has been downloaded by more than thirty thousand clients and the response is very positive”, says Pradhan. The website of Ncell Pvt. Ltd, was developed using this platform. Ncell is the first private mobile operator in the country with an extensive coverage throughout the nation and providing telecommunication services to millions&nbsp;<span style="font-size: 12px;">of people.</span></p>
<p>
	<strong><img alt="Sageframe, Braindigit" height="109" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_sageframe.jpg" width="535" /></strong></p>
<hr />
<p>
	<strong><span style="font-size: 12px;">Core extraction of the Braindigit business model:</span></strong></p>
<ul>
	<li>
		The company is built upon the principle of fair dealing and ethical conduct of the employees.</li>
	<li>
		Highest standards of conduct and personal integrity should be maintained.</li>
	<li>
		Braindigit is dependent upon the client’s trust and continuously works on improving the quality of the products and support.</li>
	<li>
		Staff members have their responsibility towards clients benefit and should act the way that merited company’s outlook.</li>
	<li>
		Good judgment is encouraged to avoid business crisis. In a crisis situation, the matter is discussed with the immediate head of the department and, if necessary, with the directors, for advice and consultation.</li>
	<li>
		Compliance with the policy of business ethics and conduct is the responsibility of every employee &amp; associated members.&nbsp;</li>
	<li>
		Disregarding or failing to comply with the standard of business ethics and conduct could lead to disciplinary action, up to and including the possibility of possible termination of employment.</li>
</ul>
<p>
	<span style="font-size:10px;">Source: Braindigit</span></p>',
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			'keywords' => 'Braindigit, The center for technology innovation, Corporate Focus, June 3003, New Business Age',
			'description' => 'Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal.',
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	(int) 9 => array(
		'Article' => array(
			'id' => '1065',
			'article_category_id' => '39',
			'title' => 'Sunrise Bank: Eyeing To Secure Top Ten Positions Among Nepali Banks',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer. According to a bank source, at present Sunrise Bank occupies the 12th position on Capital, 16th on deposits, 18th on total assets, 19th on total loans and 18th on net profit.</p>
<p>
	<strong><img alt="Surendra Man Pradhan, Chief Executive Officer, Sunrise Bank" height="306" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_surendra_man_ceo.jpg" style="float:right; margin:0 0 10px 10px;" width="201" />Background</strong></p>
<p>
	Sunrise Bank Limited officially started its operations in October 12, 2007 as the 22nd Commercial Bank of Nepal. The bank having the paid-up capital of Rs 2.015 Billion issued the Initial Public Offering (IPO) of Rs 375 million. &nbsp;Headquartered in Gairidhara Kathmandu, at present, the Bank has the networks of 49 Branches and 57 ATM outlets. The bank has 215,000 deposits customers. Its 56 promoters own 70 per cent of share capital and the remaining 30 per cent is with the general public.&nbsp;</p>
<p>
	<strong>Products and Schemes</strong></p>
<p>
	Sunrise Bank has been offering various products catering to all segments of consumers. The Bank has recently &nbsp; re-launched short term scheme: Sunrise Bishesh Muddati, which is provided only to individual customers. The interest rate of 7.50 per cent is provided to the fixed deposit of one year whereas 7.25 per cent of interest rate is provided to the deposit of 6 months. “The Bank aims to solicit the maximum deposit with the products that we have been offering,” says CEO Pradhan.</p>
<p>
	<strong>Different deposit products offered&nbsp;<span style="font-size: 12px;">by the bank:&nbsp;</span></strong></p>
<ul>
	<li>
		<strong>Sunrise Normal Savings</strong></li>
	<li>
		<strong>Sunrise Super Savings</strong></li>
	<li>
		<strong>Sunrise Exclusive Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Bal Bachat Kosh</strong></li>
	<li>
		<strong>Sunrise Pink Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Fat Savings</strong></li>
	<li>
		<strong>Sunrise Disable Account</strong></li>
	<li>
		<strong>Sunrise Share Lagani Khata</strong></li>
	<li>
		<strong>Sunrise Share Dhani Khata</strong></li>
	<li>
		<strong>Suryodaya Remit Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Lakhapati Bachat</strong></li>
	<li>
		<strong>Fixed Deposits&nbsp;</strong></li>
</ul>
<p>
	<strong>Coverage</strong></p>
<p>
	Sunrise Bank has been providing its services through 49 branches and 57 outlets with ATM services with presence all over the country from Ilam to Dadeldhura. “This enables customers to withdraw the fund by using Visa Domestic and International Debit Card from the nearest ATM outlet,” says CEO Pradhan.&nbsp;</p>
<p>
	<strong style="font-size: 12px;">Range of products&nbsp;</strong></p>
<p>
	“We have offered customized services to our customers,” states Pradhan. “Due to diversified products, anyone can enjoy our banking facilities as per their choices.” Besides normal deposits, the Bank offers Current Deposit and also Call Account.</p>
<p>
	Internet Banking is to ‘deliver prompt banking service’ from anywhere and at anytime.&nbsp;</p>
<p>
	The Bank has also initiated Mobile Banking Services whereby the customer can conduct banking transaction through their cell phones.</p>
<p>
	“We have remittance business through Suryodaya Remit from 12 countries and international correspondents and have more than 800 payout agents including our 49 branches,” claims CEO Pradhan. The Bank provides both incoming and outgoing remittance services by means of Demand Drafts, Swift Transfers, Telex Transfers, Fax Transfers, and Mail Transfers. &nbsp;</p>
<p>
	Safe Deposit Locker: To safeguard the valuable goods and items, the Bank provides the facility of Sunrise Safe Deposit Locker. CEO Pradhan said, “The customers have multiple choices for the various sizes of locker with reasonable costs”.&nbsp;</p>
<p>
	The Bank also provides services for foreign currency exchange as well. Other services that Sunrise Bank offers are import and export LC, bank guarantee, cash against document, document against cash and Telegraph Transfer.</p>
<p>
	<strong style="font-size: 12px;">CSR Activities</strong></p>
<p>
	<strong><img alt="Sunrise Bank Limited, Major Financial Indicators" height="1200" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_major_financial_indicators.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="298" /></strong></p>
<p>
	<span style="font-size: 12px;">Since the early days of incorporation, Sunrise Bank has been contributing to the society in various ways as a part of its Corporate Social Responsibility (CSR). They mainly include Blood Donation, goods contribution to Bal Mandir every year and computers distribution to a community based School. “Besides that the Bank provides financial contribution time and again for noble cause like flood victims, health camps, education, sports and organizations working for deprived sectors, says CEO Pradhan.</span></p>
<p>
	 </p>
<p>
	<u><strong>Loan Products of Sunrise Bank:</strong><span class="Apple-tab-span" style="white-space:pre"> </span></u></p>
<p>
	<strong>Sunrise Ghar Karja:</strong> For individuals to construct or purchase homes. The loan can be both for short and long term.&nbsp;</p>
<p>
	<strong>Sunrise Sajilo Karja: </strong>Flexible loan for social, personal or business purposes.&nbsp;</p>
<p>
	<strong>Sunrise Gold Loan:</strong> Against the mortgage of gold.&nbsp;</p>
<p>
	<strong>Sunrise Krishi Karja:</strong> For agricultural sector.&nbsp;</p>
<p>
	<strong>Term Loan: </strong>For acquiring fixed assets for a business.&nbsp;</p>
<p>
	<strong>Demand Loan:</strong> For building up the stock and receivables to a desired level.</p>
<p>
	<strong>Sunrise SME Loan:</strong> For small and medium businesses to meet the working capital as well as fixed assets financing.&nbsp;</p>
<p>
	<strong>Overdraft Loan:</strong> To finance the daily working capital requirement and to support the stock build up of the customer.&nbsp;</p>
<p>
	<strong>Hire Purchase:</strong> To finance the purchase of vehicles used for both consumer and commercial purposes.</p>
<p>
	<strong>Import Loan:</strong> To finance domestic and international trade transactions through letter of credit. Financed in the form of trust receipt up to a certain percentage of the total L/C amount.&nbsp;</p>
<p>
	<strong>Short term pledge loan:</strong> Offered against the stock after verification of the same. The stock, however, is kept under lock and key of the Bank and the loan disbursed and settled in pro rata basis with the stock pledged and sold.&nbsp;</p>
<p>
	<strong>Export Finance:</strong> To finance various export requirements such as pre-shipment loan and post-shipment loan, documents negotiation/documentary bill purchase etc.&nbsp;</p>
<p>
	<span style="font-size: 12px;">The Bank also provides various other loans like Deprived Sector Loans, Loan against Bank Guarantee, Loan against Government Bonds, Margin Lending, and Loan against Fixed Deposits of other Banks and Consortium Loans.&nbsp;</span></p>
<p>
	<span style="font-size: 12px;">Under Service products the Bank has Suryodaya Remit, Visa Debit Card, Internet Banking, Mobile Banking, Safe Deposit Locker and Trade Finance.</span></p>
<p>
	 </p>
<p>
	<u><strong>Deposit Products of Sunrise Bank:</strong></u></p>
<p>
	<span style="font-size: 12px;"><strong>Sunrise Normal Savings:</strong> For those customers who have the daily saving habit.&nbsp;</span></p>
<p>
	<strong>Sunrise Bal Bachat Kosh:</strong> For children below the age of 16, operated under their parents’ guidance.&nbsp;</p>
<p>
	Sunrise Pink Bachat Khata: For women.&nbsp;</p>
<p>
	<strong>Sunrise Fat Savings:</strong> Highest interest rate compared to other schemes.</p>
<p>
	<strong>Sunrise Disabled Account:</strong> This account focus in serving differently able customers.</p>
<p>
	<strong>Sunrise SME Account: </strong>An interest bearing account targeted to proprietorship firms, partnership firms and private limited companies.&nbsp;</p>
<p>
	<strong>Sunrise Share Lagani Khata: </strong>Targeted to the general public seeking to invest in shares of Sunrise Bank Limited or any other banks licensed by Nepal Rastra Bank.&nbsp;</p>
<p>
	<strong>Sunrise Share Dhani Khata: </strong>For those who have been allotted Sunrise bank shares in the Initial Public Offering. Available also for those shareholders who purchase shares from secondary market and become shareholder of the bank.&nbsp;</p>
<p>
	<strong>Fixed Deposit:</strong> Offers high interest rates in quarterly, semi-annual and annual basis as per the choice of the customers.&nbsp;</p>
<hr />
<p>
	 </p>
<p>
	<strong><span style="color:#f00;">SWOT</span> Analysis</strong></p>
<p>
	<strong>Strengths</strong></p>
<ul>
	<li>
		Founded by reputed entrepreneurs&nbsp;</li>
	<li>
		Best Human Resource personnel.</li>
	<li>
		49 Branches and 57 ATMs and 365 days of banking services.</li>
</ul>
<p>
	<strong>Weaknesses</strong></p>
<ul>
	<li>
		Less focused on productive sector like agriculture, hydropower, etc.</li>
</ul>
<p>
	<strong>Opportunities</strong></p>
<ul>
	<li>
		Investment in Hydro power and agriculture. &nbsp;</li>
	<li>
		Growing Banking market.&nbsp;</li>
	<li>
		Increasing level of awareness.</li>
	<li>
		The Bank can capture a greater loan portfolio of the country because of SME Loan.&nbsp;</li>
</ul>
<p>
	<strong>Threats</strong></p>
<ul>
	<li>
		Cooperatives, finance companies and development banks that are providing more interest on deposits.&nbsp;</li>
	<li>
		The frequently changing policy of the central bank.</li>
	<li>
		Unstable political situation&nbsp;</li>
	<li>
		Huge investment in Real Estate Sectors and lack of investment in secured sectors.</li>
</ul>',
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			'keywords' => 'Sunrise bank Limited, Corporate Focus, New Business Age',
			'description' => 'Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer.',
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	(int) 10 => array(
		'Article' => array(
			'id' => '939',
			'article_category_id' => '39',
			'title' => 'NLIC: Becoming Online-friendly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<strong>By Sudharson Thapaliya</strong></p>
<p style="text-align: justify;">
	As the numbers of internet users is rising day by day, Nepal Life Insurance Company (NLIC) is planning to go for online friendly operating systems. According to the company officials, the process has been initiated long ago and will be completed very soon. The company claims that ‘Any customer can calculate the payable premium amount through premium calculator present in the website’. Besides this, the company also has full fledged online service through the website and technologically advanced system of inter-connectivity between the head office and all branches spread all over Nepal.&nbsp;</p>
<p style="text-align: justify;">
	“We have to take advantage of technology in every business and insurance is no exception,” said Vivek Jha, Chief Executive Officer of the NLIC. “This is why we have decided to go for website.” He added that this would be helpful for awareness of general public towards insurance.</p>
<p style="text-align: justify;">
	“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it,” said CEO Jha. He added that as per the present scenario of life insurance sector in the country working towards awareness enhancement to general public is the key factor for success and a basic challenge.&nbsp;</p>
<p style="text-align: justify;">
	The company is also in the process of launching a new website which shall be customer friendly with special features like checking one’s policy status online. NLIC has also been creating awareness through social media like facebook, twitter and you tube</p>
<p style="text-align: justify;">
	<strong>Company Background</strong></p>
<p style="text-align: justify;">
	Established under Company Act 2053 and Insurance Act 2049 as a public limited company on 2001, NLIC is the first Nepali owned life insurance Company that provides only life insurance services. Before the incorporation of the company, there were only companies that either both life and non life insurance or had foreign investors. Incorporated by Nepali promoters, the company’s shares are owned 80 percent by major promoters and rest is owned by general punlic. The company has reinsurance treaty with ‘Hannover Re Life Reinsurance Company’, Germany for conventional policies and ‘SCOR Global Life’, France for Term Assurance Foreign Expatriate policies.</p>
<p style="text-align: justify;">
	Nepal Life City Center is the major investment by NLIC. City Center is claimed by the company to be the first proper mall in Nepal. The company has an authorized capital of 100 Crore, issued capital of Rs. 50 Crore and paid up capital of Rs. 37.50 Crore to till date. Presently Nepal Life provides a bonus rate of NPR. 60-80 per thousand sum assured per annum, which the company claims the highest among life insurance companies in Nepal.</p>
<p style="text-align: justify;">
	Also it has presently proposed a dividend of 126.32% to its shareholders of which as 56.32% is cash dividend and 70% bonus shares. “This has given a tremendous boost to its share price in the stock market and increased the investors’ confidence towards the company,” CEO Jha claimed.</p>
<p style="text-align: justify;">
	<strong>Turning Point&nbsp;</strong></p>
<p style="text-align: justify;">
	 </p>
<p>
	<strong><img alt="NLIC" height="260" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_table1.jpg" style="float: left; margin: 0px 5px 0px 0px; text-align: justify;" width="300" /></strong></p>
<p style="text-align: justify;">
	The company believes last year was the major turning point for it, when it rebranded. “New logo and caption provides a better corporate image to the consumers, it was a major turning point for us”, said CEO Jha. “This gave a very vital and positive impact on gaining the confidence of the existing as well as new consumers for us”. The company had started rebranding campaigns with the slogan of “Naya Josh, Naya Soch, Naya Umang, Rato Tika, 10 on 10, Nepali haru ko pahilo rojai Nepal Life” last year.</p>
<p style="text-align: justify;">
	“It was necessary for a wider awareness about the company as well as for life insurance as a whole,” shared Jha. “The campaign was able to provide a better corporate image among the existing and new consumers and gain their confidence. Furthermore, we came up with the caption ‘Kinaki Jeewan Amulya Chha (Because Life is Precious)’ projecting a broader and positive aspect of life.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Connecting People via Own Branches</strong></p>
<p style="text-align: justify;">
	The company has more than 100 establishments all over the country. It has 20 branches in the major cities of the country to provide services to its customers. The branches are in Kathmandu, Biratnagar, Birgunj, Butwal, Pokhara, Banepa, Narayanghat, Nepalgunj, Birtamod, Lahan, Janakpur, Mahendranagar, Ghorahi, Surkhet, Hetauda, Phidim, Urlabari, Dhangadi, Nuwakot, and Lalitpur.</p>
<p style="text-align: justify;">
	Besides these branches, the company has opened many sales centers. They are spread in Manthali, Barhabishe, Charikot, Bhaktapur, Choutara, Salleri, Damak, Letang, Khandabari, Bhojpur, Chandranigapur, Gaur, Ilam, Bhadrapur, Palpa, Gulmi, Arghakhanchi, Pyuthan, Humla, Rolpa, Mugu, Bajura, Bhairahawa, Taulihawa, Sunwal, Tulsipur ghorahi, Salyan, Rukum, Chourjahari, Bhaluwang, Manahari, Sindhuli, Malangwa, Jaleshwor, Gorkha, Dhading, Bouddha, Katari, Rajbiraj, Siraha, Dadeldhura, Baitadi, Belauli, Dipayal, Lamjung, Kawasoti, Madi, Guleriya, Jumla, Bardiya, Kamdi, Jajarkot, Baglung, Damauli, Waling, Dailekh, Salli, Taplejung,Yashok,Tharpu,Tikapur, Rangeli and Kirtipur.</p>
<p style="text-align: justify;">
	<img alt="Bonus Rate Growth of NLIC" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_bonus_rate_growth.jpg" /></p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	“Human Resources is our main asset,” CEO Jha shared “because, they are in direct touch with grass-root consumers.” “Leadership must emerge from people themselves,” he added. “We provide suitable environment to grow leadership in employees.” According to him, the company has participatory style of management for important decisions regarding organizational policies, new product development etc. “We follow CRM 2 where every organizational employee is responsible for developing customer relationship and providing them the best service,” he added. At present the company has around 250 staffs and more than 18000 active insurance agents.&nbsp;</p>
<p style="text-align: justify;">
	<strong><img alt="Investment Portfolio, NLIC" height="241" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_investment_portfolio.jpg" width="582" /></strong></p>
<p style="text-align: justify;">
	<strong>Lo</strong><strong>oking for Bright Future</strong></p>
<p style="text-align: justify;">
	Life Insurance in Nepal is a growing industry. There are 25 insurance companies, 16 non-life and nine life insurance companies. One Rastriya Beema Sansthan has been allowed to provide both life and non-life services. Though insurance was initiated in 1948 in Nepal, mainly due to lack of awareness, it is estimated that only around five percent are insured all over the country. CEO Jha opined that the number of insured people is even lower than five percent as some of the people are insured multiple times while some are under-insured than what they can afford. At present, it is estimated that contribution in Gross Domestic Product from insurance sector is less than two percent in Nepal.</p>
<p style="text-align: justify;">
	“If we are able to spread awareness about the significance of insurance among the peoples, then insurance business has huge potential in Nepal,” he said. “To uplift insurance business, insurance companies, regulatory body and government have to join hands”.Foreign company’s presence through their agents in Nepal and attracting Nepali customers to do insurance out of their nation, which is legally not allowed, is again a major challenge. He said, “Large numbers of people are insuring themselves with foreign companies in the trust of only the agent they do not know what will happen during the time of claim settlement and also unaware about the illegality of such practice.”&nbsp;</p>
<p style="text-align: justify;">
	He believes that if our insurance sector can convince the people then large sum of money could be utilized for the growth of Nepali economy. He concludes, “Also at present the returns provided by Nepal Life is greater than some of the leading companies in neighbouring countries”. “Presently even in such dire situation the investment by insurance sector is around 60 billion. So if Nepal can prioritize this sector, this figure can multiply manifold.”</p>
<p style="text-align: justify;">
	<strong>Products and Marketing</strong></p>
<p style="text-align: justify;">
	NLIC has launched various types of life insurance policies. These includes Surakshit Jeevan Beema Yojana, Keta-Keti-Jeevan Beema (Shiksha and Vivah), Jeevan Laxmi- Triple Benefit with Bonus, Jeevan Sahara, Jeevan Sarathi, New Term Life Insurance, Saral Jeevan and &nbsp;Jeevan Jyoti.&nbsp;</p>
<p style="text-align: justify;">
	Company believes in fair marketing of products. Generally, marketing people sell the policies by manipulating people. CEO Jha termed ‘mis-selling’ to these practice. “We believe in fair marketing strategy”, he added. “We believe in our products rather than pin pointing the loopholes of others; we trained our grass root agents to follow fair marketing practices”.</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	In the journey of 12 years, NLIC has tried to do Corporate Service Responsibility (CSR) in different ways for instance, NLIC sponsored differently abled poet Biyog Sapkota’s ‘poem collection launch programe’. Besides this, the company has contributed for the renovation of the pond at historically significant landmark, Kamladi Ganesh Mandir. “We are planning to do some CSR activities differently, yet the concept is not finalized yet,” CEO Jha said. “In near future we will come with new and innovative style of CSR activities”.&nbsp;</p>
<p style="text-align: justify;">
	<img alt="Corporate Focus, NLIC" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_premium_income.jpg" width="580" /></p>',
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			'created' => '2013-04-17',
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			'description' => '“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it” - Vivek Jha',
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		'Article' => array(
			'id' => '889',
			'article_category_id' => '39',
			'title' => 'Agriculture Focus: Ranjan Enterprises',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Ranjan Enterprises" height="48" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_logo.jpg" style="text-align: justify;" width="227" /></p>
<p style="text-align: justify;">
	Ranjan Enterprises Pvt Ltd (REPL) under the banner of LPRANJAN GROUP is a business enterprise, established in 2001 to carry out business in the field of agriculture sector. Chairman of the group is Laxmanjee Prasad. It has two sister bodies Ranjan Enterprises Pvt. Ltd and Ranjan Trade Concern.</p>
<p style="text-align: justify;">
	REPL carries out business in the field of agriculture sector dealing in products under agrochemicals (organic and inorganic), organic fertilizers, seeds, public health insecticides, fertilizers (micronutrient &amp; chemicals), etc. REPL caters business by appointing dealers &amp; supplying to corporate houses engaged in agriculture business and own consumption.</p>
<div style="float:right;margin:0 0 5px 10px;">
	<p style="text-align: justify;">
		<img alt="Shashi Ranjan, Ranjan Enterprises" height="178" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_shashi.jpg" width="150" /></p>
	<address>
		<strong>Shashi Ranjan</strong></address>
	<address>
		<strong>Director</strong></address>
	<address>
		<strong>Ranjan Enterprises Pvt Ltd</strong></address>
</div>
<p style="text-align: justify;">
	Sharing the purpose of establishment of the company, Shashi Ranjan Director of REPL said, “Our initial aim was to cater the remote regions of Nepal by setting up an integrated platform to provide the best quality and most reliable products throughout the country for the welfare of the farmers, plant growers and local consumers”.&nbsp;</p>
<p style="text-align: justify;">
	REPL plans to move into imports of fertilizers like Urea, DAP and MOP. Agriculture equipment like cultivator, harrow, tractors and mini tillers &nbsp;are the next areas where the company is planning to enter in the future. The company also plans to venture into agriculture farm by purchasing land and cultivating and growing vegetables and fruits and breeding livestock as well.&nbsp;</p>
<p style="text-align: justify;">
	REPL have recently launched fertilizers like Copper Sulphate, Ammonium Sulphate and Organic fertilizer named JAIVIK. REPL along with its sister concern has ventured into Agriculture Sprayers and Agriculture Shade Nets of different size and capacity.&nbsp;</p>
<p style="text-align: justify;">
	Director Ranjan shared that there is no turning points yet for them but because of trust and goodwill, they are able to win the hearts of consumers and also the corporate sector who have been doing business with them. With the trust, we have ventured into different fields of agriculture activities, says Ranjan.&nbsp;</p>
<p style="text-align: justify;">
	Ranjan Trade Concern (RTC) has been established to handle local business and related imports in FMCG and agriculture sector. Currently, the company plans to focus steps in taking further steps in trading business emphasising with imports, distributorships and general purchases of FMCG goods, industrial goodsn and agriculture products from around the world for trading, exclusively in the country. RTC also plans to move into import of chemicals, and petrochemicals.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Major Products</strong></p>
<p style="text-align: justify;">
	REPL have launched mass range agriculture. Insecticides, Fungicides, Rodenticides, Organic insecticides, organic fungicides, organic fertilizers, chemical fertilizers, Public Health Insecticides, Knapsack Sprayers, Garden Sprayers and spare parts, Agriculture shade nets and seeds are some examples.</p>
<p style="text-align: justify;">
	<strong>Human resource management&nbsp;</strong></p>
<p style="text-align: justify;">
	REPL has small human resource team. “Being a small business enterprise our team is small,” said director Ranjan. “But our team is well experienced to handle problems of farmers, especially in their fields such as pests’ management.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Corporate Social Responsibility (CSR)</strong></p>
<p style="text-align: justify;">
	While accepting that his organization is well aware of corporate social responsibility, director Ranjan said, “At present we have not moved directly into CSR projects but have plans to do so in near future”.</p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: rgb(255, 0, 0);">SWOT Analysis</span></span></strong></p>
<p style="text-align: justify;">
	<b>Strength:</b></p>
<p>
	Farmers and other consumers Satisfaction &amp; trust&nbsp;</p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Weakness:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Still unable to tap new markets within the country due to lack of awareness and lack of new partners.&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Opportunity:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Huge market for agriculture related product, rising awareness&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Threats:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Unhealthy competition within the sector</span></span></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><span style="color: rgb(255, 0, 0);"><br />
	</span></span></p>
<p style="text-align: justify;">
	<img alt="Ranjan Enterprises" height="129" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_products.jpg" width="580" /></p>',
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			'description' => 'Ranjan Enterprises Pvt Ltd (REPL) under the banner of LPRANJAN GROUP is a business enterprise, established in 2001 to carry out business in the field of agriculture sector.',
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		'Article' => array(
			'id' => '865',
			'article_category_id' => '39',
			'title' => 'NICL : Three Decades Of Insurance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="National Insurance Company Limited (NICL)" height="60" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013.jpg" style="text-align: justify;" width="210" /></p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) is a Government of India Undertaking and is operating in Nepal since 1973. NICL completed 106 years on 6th December 2012 and is into the 107th year of operation. Prior to nationalisation in India in 1972, it was operating as a private company. In 1972, at the time of nationalisation of Non Life Insurance Sector in India, there were 106 companies operating in India and later on, 22 Foreign and 11 Indian private companies were merged to form National Insurance Company Limited.</p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) had hardly any competitions at the time of establishment, three decades back in Nepal. Now the company is facing a cut throat competition from 17 non life insurance companies in the Nepali market.&nbsp;</p>
<p style="text-align: justify;">
	The stiff competition does not deter the company from having its strong foothold in the market. NICL believes and enjoys working on a competitive environment. “We welcome competition in the insurance field. We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services,” said Dr Pronab Sen, Chief Executive Officer (CEO) of the company’s Nepal operations. However, the competition is mostly in the service front since most of the portfolios are tariff products and the rates are fixed by the regulators, so the competition is almost none on the premium rate front.</p>
<p style="text-align: justify;">
	<strong>Market Potentials</strong></p>
<p style="text-align: justify;">
	Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market. Sen said that the penetration level is just 0.55 per cent. Therefore, the company sees huge untapped market potentials available.&nbsp;</p>
<p style="text-align: justify;">
	“I strongly feel that the non life insurance business can be increased many folds in Nepal as the awareness level is very low and we need to create insurance awareness among masses,” said Sen. Even though the Nepali insurance market has seen many players for the last three decades, still the awareness level lies low. The insurance market has not developed much during this time span. Sen feels that there is a need to recruit agents, who can propagate the message of insurance among the masses and make people understand the need of insurance. He believes that this could be the means to create indirect employment.</p>
<p style="text-align: justify;">
	Amid the competitive environment, the NICL has come up by leaps and bounds. Dr Sen said, “We have grown many folds in terms of business, manpower and networking.”</p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><img align="right" alt="Pronab Sen, National Insurance Company Limited" height="184" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_pronab.jpg" style="margin:0 0 0 10px;" width="150" /><br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong>‘We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services.’</strong></span></p>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<address>
	Dr Pronab Sen</address>
<address>
	CEO, Nepal Operations</address>
<address>
	National Insurance Company Ltd</address>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<p style="text-align: justify;">
	<strong>Market Presence</strong></p>
<p style="text-align: justify;">
	Currently the NICL has six branch offices - three in Kathmandu and one each in Birganj, Biratnagar and Nepalganj. &nbsp;Sen said that the company has Beema &nbsp;Sewa &nbsp;Kendras &nbsp;in Hetauda and Janakpur. “Apart from this, we also have representatives based in Dhangadi, Dharan, Narayangarh, Simara and Birtamod with the controlling office in Kathmandu,” he explained.&nbsp;</p>
<p style="text-align: justify;">
	NICL has planned to expand its network to cities like Pokhara and Bhairahawa and upgrade the Beema Sewa Kendras to Sub Branch. Sen said that with a service oriented motive the NICL has some ambitious plans on a customer centric ground. Similarly the company is planning to organise insurance awareness programmes for the clients along with publicity and brand image.</p>
<p style="text-align: justify;">
	<strong>Products and Services</strong></p>
<p style="text-align: justify;">
	Being a non life insurance company, NICL offers wide range of products ranging from Motor, Fire, Personal Line policies like Sweet Home, Personal Accident, Health Insurance, Liability, and Aviation among others. According to Sen, the company has cattle and livestock and crop policy in its pipeline as the Insurance Board has already issued directives for the same.&nbsp;</p>
<p style="text-align: justify;">
	To ensure prompt services, the NLIC has centralised its claims processing and started a Centralized Claims Processing Hub in Kathmandu, with the sole idea of reducing the Turn Around Time (TAT) in claim processing, according to Sen. “On experimental basis, we have also started paying claims through Electronic Clearing Service (ECS) and in the initial stage, we are restricting it to the corporate clients and based on the results, we will initiate this system for all claims,” he revealed. Employee’s salary, surveyors payment and agency commission payment is being done through ECS as an experiment.</p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	The company has 76 employees as of now. &nbsp;The company believes that its employees are its most valuable assets. NICL gives value to the team work and the spirit of working in unity. Sen shared, “We are continuously trying to upgrade the soft skills of our team members with the motto “Grow Profitably” i.e. ensure top line as well as bottom line growth and feel proud to be an NICian.”</p>
<p style="text-align: justify;">
	He said that the company is continuously involved in developing the soft skills of its employees so that they can perform better and make the team more sensitive to customer’s needs and deliver results in time.&nbsp;</p>
<p style="text-align: justify;">
	Though having its parent company in India, NICL has just two expats from India and rest of its manpower is from Nepal itself. “Our recruitments are restricted to Nepali citizens only,” said Sen.</p>
<p style="text-align: justify;">
	However, one of the biggest challenges the company is facing at the moment is getting skilled manpower in insurance domain. To resolve this issue the NICL organises in-house training to its people.</p>
<p style="text-align: justify;">
	<strong><img align="left" alt="National Insurance Company Limited" height="314" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_financial_highlights.jpg" style="margin:0 10px 0 0;" width="282" />Management Mantra</strong></p>
<p style="text-align: justify;">
	The NICL believes in maintaining the transparency and good corporate governance to its best. Sen explained, “Our management’s commitment is to maintain transparent working and remain committed to compliance of tariff and guidelines of the regulator and law of land.” The company has been able to maintain a cordial relationship with the regulator – Insurance Board of Nepal - in its operation history and strictly abide by all the rules and regulations issued by the regulator.&nbsp;</p>
<p style="text-align: justify;">
	Managing claims is probably one of the challenging jobs at an insurance company. To handle the sensitive issue, the company is concentrating on improving claims services and reducing TAT for claims settlement. Sen believes, being a part of the service sector, the overall business depends on the quality of the services offered. “Now we have a process in place, to depute surveyors immediately on receipt of the claim irrespective of the fact whether it is a holiday or a working day,” he said, “To complete the formalities to enable us to settle client’s claims at the earliest possible.”</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	Beginning from the 107th Foundation day on 6th December 2012, the NICL has initiated the CSR activities in Nepal. As a part of the CSR activities, the company distributed 107 blankets and rechargeable torches to poor elderly people and orphan children. NICL also organised a health check up camp and blood donation camp on 6th January 2013, which was attended by the NICL employees, clients and surveyors apart from general public. The company plans to plant 107 saplings shortly along with numerous other CSR plans in the pipeline.</p>
<p style="text-align: justify;">
	Similarly, the company is also the Gold Sponsor of Walkathon organised by Standard Chartered Bank every year for helping restoration of eyesight of visually impaired and to help the HIV infected persons in Nepal.</p>
<div>
	<img alt="National Insurance Company Limited" height="563" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_swot.jpg" width="277" /></div>
<p>
	 </p>',
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			'description' => 'Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '808',
			'article_category_id' => '39',
			'title' => 'Small Is Mega For Mega Bank',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Big things come in small packages for Mega Bank Nepal Limited. When the bank was established around two years back, its vision to be a bank for every Nepali grabbed the attention. Driven by the slogan ‘Halo to Hydro’ (Plough to Power), the bank started its journey as a commercial bank with 1219 promoters from 63 of the country’s 75 districts.&nbsp;</p>
<p style="text-align: justify;">
	Financial inclusion is one of the major objectives and vision of the bank which strives to become a truly people’s bank. This objective also provides the bank with a route to profitability. It is such simple and small visions and objectives which make the guiding policy of Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="" height="188" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anilShah.jpg" style="text-align: start; margin: 20px 10px 10px 0px;" width="149" /></p>
<div>
	 </div>
<div>
	<h3>
		<strong>‘We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well’</strong></h3>
	<p>
		<strong><span style="font-size: 14px;"><br />
		</span></strong></p>
	<address>
		<strong>Anil Shah</strong></address>
	<address>
		<strong>Chief Executive Officer&nbsp;</strong></address>
	<address>
		<strong>Mega Bank Nepal Limited &nbsp;</strong></address>
</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>

<div>
	<img align="left" alt="" height="203" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_counter.jpg" style="text-align: justify; margin: 15px 10px 10px 0px;" width="350" /></div>
<p style="text-align: justify;">
	According to Anil Shah, Chief Executive Officer of Mega Bank, the Small and medium enterprises (SMEs) segment is a priority for the bank. &nbsp;“The SME segment is one of the good opportunities for the bank. It is in fact the best investment sector for any bank. Mega Bank has continuously tried to reach out to small enterprises and individual clients,” he says. Similarly, micro credit and rural lending, too, are at the top of the bank’s priority list. &nbsp;“We want to invest 40 per cent out of our total lending of Rs 13 billion in the SMEs,” Shah adds.&nbsp;</p>
<p style="text-align: justify;">
	Shah believes that SMEs are the backbone of Nepal’s economy as almost every village and every street of every town has small shops. He thinks that these shops need to be supported by the banking system. According to him, Mega Bank dreams to create numerous Bhatbhatenis – an epitome of SME success - across the country. That’s why the bank has focused on SMEs right from its commencement. &nbsp;“We have a branch which has lent micro credits to around 20 thousand sugarcane farmers. They need fertilizers. So, our corporate customers import fertilizers and sell it to these farmers. &nbsp;The farmers are able to pay them by taking micro loans. So, we have a value chain with SMEs in the middle,” Shah explains.</p>
<p style="text-align: justify;">
	Although it is mandatory for a commercial bank to issue initial public offerings (IPO), Mega Bank perceives this provision as a means to be more financially inclusive. Shah opines that it is always better when wealth is distributed among people rather than being concentrated among a handful of corporate promoters or big joint ventures outside the country. “Our vision is to issue IPO to as many Nepalis as possible and make them our shareholders. That is part of our aim to spread wealth,” he shares.&nbsp;</p>
<p style="text-align: justify;">
	The bank is planning to issue its IPO worth Rs 700 million in the third quarter of the current fiscal year. This will increase the bank’s paid-up capital to Rs 2.3 billion from Rs 1.63 billion at present. Around 70 per cent of the bank’s stakes are owned by the promoters while the remaining 30 per cent with the general public. Interestingly, Mega Bank’s promoters, too, are the general public, unlike in any other commercial bank where the ownership remains with a handful of corporate houses or joint ventures. According to Shah, the bank has 1291 promoters from 63 districts and they have invested from Rs 1 million to Rs 10 million in Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	“The wealth that the bank creates goes to Nepali families spread across the country,” says Shah. That was something that inspired Shah to be a part of the bank since its initial days. He believes that Nepal should have a banking model that is original – not copied from north, south, east or west. “It has to be intrinsically Nepali. Let the world copy it,” he says, adding that the ‘Mega Model’ is essentially a start towards that journey.&nbsp;</p>
<p style="text-align: justify;">
	The Mega Model is a different attempt of the bank to serve the entire economic pyramid. This pyramid, according to Shah, has corporate and high class banking clients on the top and SMEs in the middle and general customers – rural farmers, SME owners and other micro credit seekers - at the base. The bank has a separate unit named ‘Mega Micro’ that reaches out to the villages to serve the ‘Halo’ level. He says, “This is neither a Bangladeshi model nor a private bank model. When we make this successful, this is the model &nbsp;which is going to be followed regionally as well as globally.”</p>
<p>
	<img align="right" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_interior.jpg" style="margin: 0px 0px 0px 10px;" width="350" /></p>
<p style="text-align: justify;">
	Within the first two years its commencement, the bank has earned over 87,000 customers who have deposited more than Rs 11 billion there. The bank’s total investment is around Rs 10.5 billion. Shah is quite content with the bank’s achievements in its initial two years.“In these two years, Mega Bank has reached where we wanted it to. However, the foundation is still being laid and there is a long way to go,” he says, adding that it would take three to five more years before the bank has a well-built foundation. “In 100 to 150 years from now, people will be happy to be a part of this bank. Banking is not a short-term industry. The decisions that I as a CEO or the board takes now must add long-term values to the bank. Decisions should be taken with the &nbsp;at least the next 10 or 20 years in mind,” he explains.</p>
<p style="text-align: justify;">
	One of the greatest achievements of the bank in its first two years is the creation of a well known brand name. Shah who has &nbsp;helped &nbsp;create larger-than-life brand images in the past has proved his mettle at &nbsp;Mega Bank as well. “People should be forthcoming to say that they want to be part of this bank either - be it as a customer, staff or a shareholder,” says he, “An excellent brand image can do that and that is our destination. Everything we have done in the first two years is a step towards that destination.”&nbsp;</p>
<p style="text-align: justify;">
	Shah gives credit to the management team which the bank calls the ‘Mega Team’ and the promoters’ vision for everything the bank has achieved till date. He says that the bank has got the team that believes in the ‘Mega Model’. “I don’t claim that we have the best banking team in the country, but for our vision, there isn’t a better team,” boasts Shah. The Mega Team has 429 employees. The bank’s working environment is guided by the philosophy of ‘professionalism with a personal touch’. He believes that the working environment has to be comfortable and friendly along with the &nbsp;respect for organisational hierarchy. “Our work culture is finally translated into the customer services. We offer the best professional service with a personal touch,” claims Shah.</p>
<p style="text-align: justify;">
	The bank’s management mantra is people, people and people. “It is all about leading people and finding out their strengths. Know what their strengths are and give them roles accordingly,” says Shah. He adds that the bank always gives priority to qualified people. Another management mantra is time management. The bank keeps its employees always prepared to accept any challenge or changes that may come out of the blue.</p>
<p style="text-align: justify;">
	Any organisation is constantly surrounded by numerous seen and unseen challenges and forces. Shah states, “Mega Bank and Mega Team do not use the current political environment as an excuse.” That is one of the reasons why the bank brought in the concept of branchless banking in a country like Nepal where it’s not possible for any bank to have a branch &nbsp;in every village. However Mega Bank wants to have its services available in every village through branchless banking. He explains, “A person working in Doha can send money to his/her family in Dolpa with just a cost of around Rs 300 in less than three minutes. Why can’t a bank situated in Kathmandu provide its financial services to the people in remote Nepal?”&nbsp;</p>
<p style="text-align: justify;">
	The bank began its branchless services last year and is now planning to expand them to across the country this year. As of now, the bank has 28 branches and offers branchless banking from 16 points and is planning to add 30 more such pints this year. “We want to have hundreds of digital branches in the future because having physical presence in the urban areas alone won’t help the vision of Halo to Hydro.”</p>
<p style="text-align: justify;">
	Rural banking is one of the top agenda of Mega Bank. At a time when a majority of commercial banks are based in the urban areas, Mega envisioned being a partner in rural banking. “We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well. Once we do that, other financial institutions will follow us and together we will build a six-lane highway,” says Shah.&nbsp;</p>
<p style="text-align: justify;">
	<strong><strong><span style="font-size:14px;">SWOT Analysis</span></strong></strong></p>
<p style="text-align: justify;">
	<strong><strong>Strengths:&nbsp;</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>1291 Promoters</strong></li>
	<li style="text-align: justify;">
		<strong>Staff&nbsp;</strong></li>
	<li style="text-align: justify;">
		<strong>The vision of Halo to Hydro&nbsp;</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Weakness:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Young team that is relatively new to banking</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Opportunities:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Rural areas</strong></li>
	<li style="text-align: justify;">
		<strong>SMEs</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Threats:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>External environment</strong></li>
	<li style="text-align: justify;">
		<strong>Political environment</strong></li>
</ul>',
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			'title' => 'Corporate Focus January 2013',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
	<img alt="corporate focus" border="1" height="274" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corpoatefocus.jpg" vspace="10" width="400" /><br />
	</span></span></span></p>
<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
<p class="MsoNormal">
	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
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	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
<p class="Pa9" style="text-align: justify;">
	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
</ul>',
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			'title' => 'Chachan Group: Trader To Manufacturer',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal and Om Prakash Khanal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/cf1%20(Copy)(5).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Satish Chachan</strong></div>
					<div>
						Director, Chachan Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Chachan Group evolved into a manufacturing and trading house when it changed its course into manufacturing from the family owned trading business. This move not only made the group grow leaps and bounds but also established itself as a leading industrial and trading house. The group in its initial days traded various commodities such as leather and leather products, cement, vegetable ghee, food grains, lentils, oil seeds, spices, consumer goods, fertilizer, pulses, edible oils and animal feeds. Today, the group not only trades these commodities but also produces them.</div>
<div>
	&nbsp;</div>
<div>
	The group&rsquo;s expansion was not merely driven by the market force. There were visions and entrepreneurial skills of earlier generation of businessmen, Mahabir Prasad Chachan and Shree Maliram Chachan, who steered the business towards what it is today. When the group passed onto the new generation of businessmen, Babu Lal Chachan and Parmeshwar Lal Chachan who are Chairman and Vice-Chairman respectively, the group had reached to a position from where it would never have to look back.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Growing Larger</strong></span></div>
<div>
	Satish Chachan, Director of Chachan Group says that the group is continuously following the tradition established by its founders towards further growth of the company. He proudly says, &ldquo;Compared to the group&rsquo;s initial days, the company has achieved a remarkable success in cement manufacturing besides continuing its decades old cement selling business.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Within the last decade, the group has established three cement grinding plants each having a production capacity of 350 metric tonnes (MT) of cement per day in Birgunj. Similarly, the group has begun the construction of fourth cement grinding plant in Nepalgunj with the same capacity as that of a single unit in Birgunj.</div>
<div>
	&nbsp;</div>
<div>
	Chachan says that the group had established a poly-plastic bag industry two years back in Birgunj. This factory has enabled the group&rsquo;s cement plants to use its own cement packing bags. &ldquo;This polyplastic bag industry has also earned a big business faith in the major sectors of the country. This clearly indicates the satisfactory present and past situation of the company and its growing capability to contribute a large amount of revenue to the nation.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Gaining Strength</strong></span></div>
<div>
	The group has shown remarkable progress in goods manufacturing that it has decided to specialise on. At present, it is producing cement, vegetable oil, leather goods, poly-plastic goods and various food products through its food processing units. Likewise, the group is also involved in trading through its three companies who have direct presence in over 19 different cities across the country.</div>
<div>
	&nbsp;</div>
<div>
	Chachan Group is today considered one of the leading business houses of Nepal based in Birgunj for producing variety of commodities with a wide reach across the country. Chachan claims that the products range that the company trades in and its wide network are suggestive of their market and the robust financial strength of the group.</div>
<div>
	&nbsp;</div>
<div>
	He shares that the annual turnover of the group exceeds Rs 4 billion. He also adds that the staggering 70 per cent of the total turnover is generated by the cement wing of the group. While sharing the strength of the group, Chachan boasts that his business has been employing 1500 people directly along with a huge number of indirect employments in transportation and handling of the raw materials and finished products. He also adds that 300 employees are working in the cement wing alone. The group&rsquo;s beneficiaries such as construction companies, commercial enterprises, transporters, traders, farmers and consumers are spread over major parts of Tarai and hilly regions of the country.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Changing the Course</strong></span></div>
<div>
	For decades, the group had been trading various commodities. Chachan says, &ldquo;This trade grew bigger and flourished gradually, which ultimately evolved into the establishment and identification of the Chachan Group. This can be regarded as the first and fundamental turning point of the company.&rdquo; Gradually the trading business expanded; meanwhile, various new manufacturing units were established.</div>
<div>
	&nbsp;</div>
<div>
	Around one and a half decade ago, the group decided to establish cement manufacturing units realising the growing demand of construction materials and cement in particular. This demand was identified when the state owned cement plants such as Hetauda Cement, Udaypur Cement and other private cement producers were unable to meet the major percentage of cement demands. This inspired the group to establish Narayani Cement Udyog Pvt Ltd in Birgunj. This company today has production capacity of 1050 tonnes per day.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Roadmap Ahead</strong></span></div>
<div>
	Chachan believes that the group has kept its promise of offering best quality products and services at a reasonable cost and claims that it would open up new avenues for the group to expand its manufacturing and trading businesses in the days ahead. &ldquo;Our past experience gives us confidence that we have further opportunities and scope for expansion. We want to establish our own clinker producing units so that we can stand as one of the leading cement and clinker manufacturer of Nepal,&rdquo; envisions Chachan.</div>
<div>
	&nbsp;</div>
<div>
	He reveals that the group has a clinker producing plant in the pipeline. He elaborated that this new plant will have a production capacity of 700 to 750 tonnes per day. Likewise, once the Nepalgunj based cement plant comes into operation, the group is planning to add another cement grinding plant there with production capacity and design similar to the existing one. Similarly, Chachan reveals that the group is planning to acquire a limestone quarry in a hilly area of Makawanpur district, few kilometres away from Hetauda. &ldquo;Besides this, we have been thinking to buy some additional land to establish the clinker producing plant. Though we are already in touch with some of the renowned Indian companies for establishing the clinker plant, we think this will materialise only after three to five years from now,&rdquo; he added. Similarly, Chachan is ready to expand other plants depending on the market demand and financial status.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Positioning</strong></span></div>
<div>
	Products of Chachan Group has a wide market coverage including major cities and towns such as Birgunj, Hetauda, Kalaiya, Narayanghat, Kathmandu, Bhaktapur, Banepa, Batar, Pokhara, &nbsp;Bhairahawa, Krishna Nagar, Dang, Nepalgunj, Dhangadhi, Nijgarh, Gaur, Lahan, Janakpur, Jhapa, Morang, Ilam and other places in hilly and Tarai region. According to the group, major market for cement is in all the belts extending from Birgunj to Jhapa and in Hetauda, Narayangarh and major cities and towns of Bagmati zone.</div>
<div>
	&nbsp;</div>
<div>
	According to Satish Chachan, Director of the group, product placement is done through various dealers and transporters. Group&rsquo;s contact or branch offices and dealers are channels for distribution. Major product range includes daily commodities, construction materials, leather goods, fertilizers among others.</div>
<div>
	&nbsp;</div>
<div>
	All the factories of the group are being operated in full capacity to meet the market demand. &nbsp;Products are sold under different brand names such as Trishakti and Bajrashakti in the cement segment while other commodities also have their own niche brand value recognised in their market targets.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>CSR Commitments</strong></span></div>
<div>
	As part of its Corporate Social Responsibility (CSR), the group has given prime importance to environmental protection and freeing its locality from pollutants. The group is also strengthening and accelerating its sustainable environmental efforts through the reduction of environmental impacts and the conservation of the biodiversity. &ldquo;We have been aiming to provide satisfaction and gratification to as many stakeholders as possible. To this aspect, we believe and act ethically and relentlessly to seek improvement in the quality, safety, information security and reliability of our products and services,&rdquo; explains Chachan.</div>
<div>
	&nbsp;</div>
<div>
	Satish Chachan, Director of the group says, &ldquo;We respect our customer and their culture and the community they belong to while we deal with them in the course of our business activities. We also engage in dialogues with various stakeholders in society and incorporate their feedback to enhance our CSR activities so that we can contribute our best to improve our surroundings, quality and the effectiveness of our activities.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company has dedicated itself in creating a safe and comfortable work environment for all its employees so that they can realise their full potential and have a fulfilling career, as a responsible corporate culture.</div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<div>
						<div>
							<div>
								<div>
									<span style="font-size:16px;"><strong>Sister Companies of Chachan Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Jaya Bageshwari Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Oil Refinery Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Leather Manufacturing Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Modern Pulses Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Adhunik Dal Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Agro Processing Unit</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Oil Industry</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Tel Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Polyplastic Pvt Ltd</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>Independent Trading Concerns under the Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Chachan Implex</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Devki International</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Manoj International Traders</div>
								<div>
									&nbsp;</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>SWOT Analysis</strong></span></div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Strengths</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Customers</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Staff</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Good quality products and services</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Reasonable price</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Harmonic relationship with employees, customers and local surroundings</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Disciplined working attitude</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Timely revenue payments to the government</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Weaknesses</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Inability to give hundred percent employment to the local residents</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Cannot fulfilall the donation demands from local parties and their leaders</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Opportunities</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Prospects for growth of construction material businesses</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Growing domestic market and purchasing capacity of people</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Rapidly emerging technological innovations</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Threats</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of smooth business environment</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Frequent bandhs and strikes</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of environment to work peacefully and uninterruptedly where the group is based</div>
							</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'created' => '2014-03-12',
			'modified' => '2014-03-24',
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			'title' => 'Lomus : Looking Beyond Borders',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	If the Nepali government allows Nepali ventures to invest in foreign land, Lomus Pharmaceuticals and the group of companies would be one of the top industrial houses to rejoice. Prabal Jung Pandey, Executive Director of the group says that he would be happy when his group would go beyond borders. He wishes to take Lomus Pharmaceuticals Pvt Ltd, the group&rsquo;s flagship company and one of the leading pharmaceutical companies of Nepal, beyond borders.</div>
<div>
	&nbsp;</div>
<div>
	As a move towards this goal, the company is determined to increase the volume of its pharmaceutical products export to existing markets along with exploring new territories. According to Pandey, the company is exporting its products to four countries in Africa. &ldquo;We will be exporting to Commonwealth of Independent States (CIS) countries soon. Necessary registration procedures have been completed and we are looking forward to exporting in large quantities,&rdquo; he shared.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Pandey thinks that once the company starts mass export of products, of the current production plants capacities would not be enough. He opines that establishing plants in other countries would be helpful to supply products to meet the demand. However, existing laws restrict Nepali companies from investing in foreign land. &ldquo;The government should now think that the capable industries in Nepal should be allowed to invest in other countries. If someone is capable of investing abroad, and if s/he is working here successfully and if the profits come back to the country, there is no harm in allowing someone to invest abroad,&rdquo; Pandey said arguing against the government&rsquo;s restriction that is hindering the company&rsquo;s expansion plan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	He says that Lomus Pharmaceuticals has reached almost a saturation point in the Nepali market and with very little room for expansion. He further claims that the company leads Nepal&rsquo;s pharmaceutical market with four per cent of the market share.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Prabal Jung Pandey, Executive Director, Lomus Group" src="/userfiles/images/cf1%20(Copy)(3).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Prabal Jung Pandey</strong></div>
					<div>
						Executive Director</div>
					<div>
						Lomus Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size: 14px;"><strong>Group&rsquo;s Inception</strong></span></div>
<div>
	Lomus Pharmaceuticals is the first manufacturing venture of the group, started by Pradeep Jung Pandey, Vice President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and father of Prabal Jung Pandey. Pandey gives credit to his father for establishing the company and taking it to the pinnacle.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company was established with its first factory at Gongabu in Kathmandu, 25 years ago. In its initial days, it used to produce around 40 pharmaceutical products. And, the group kept on taking gradual and careful steps for its expansion and growth. With a special focus on expanding the market, it kept on increasing the production capacity. A decade ago, a big move was made to establish a 15000 square feet production plant at Gothatar, one of the largest pharmaceuticals production units of the country.</div>
<div>
	&nbsp;</div>
<div>
	Pandeys always have had the belief that one should not be investing in a new venture unless the existing one is sustainable. &ldquo;We do not believe in jumping into many ventures at once. We try to stabilise the existing one and keep it expanding so that it is self sustaining,&rdquo; Pandey added.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The Expansion&nbsp;</strong></span></div>
<div>
	The Pandey family came with its second venture 11 years ago - Cosmos Cement Industries Pvt Ltd. The company could not pick up immediately because of the ongoing armed conflict and the Madhesh movement that followed, recalls Pandey. The company was virtually in a status quo for almost five years after its establishment. The company is currently producing cement by grinding clinkers. However, it has plans to come up with its own clinker producing unit by utilising local raw material &ndash; limestone.</div>
<div>
	&nbsp;</div>
<div>
	Pandey reveals that as prerequisite of setting up a clinker production unit, two limestone mines are being excavated in Udaypur district. A feasibility study for setting up the plant has been completed and the essential land for it has been acquired after carrying out IEE and EIA. Likewise, another clinker producing unit is under construction in Janakpur. Initially this plant will be producing 700 tonnes of clinkers daily. Pandey says that once the unit completes its trial phase, its capacity will be increased gradually and is expected to reach 1200 tonnes per day within a year. He says that the plant will be catering to the high demand of cement in the eastern part of the country. Targeting this market, around nine months back, a cement factory with a production capacity of 400 tonnes per day was installed in Biratnagar. Similarly, one factory is under operation in Janakpur. The current expansion is being made with a total investment of Rs 1.5 billion.</div>
<div>
	&nbsp;</div>
<div>
	When the second generation businessmen in the Pandey family joined the business, set-up by their father, they took the business to new and varied sectors so that the three brothers can look after one of the sectors each. Now the group is involved in banking and financial sector, mining, cement production and pharmaceuticals.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that the group is willing to take pharmaceuticals and cement production companies to the next level in the near future. He reveals that the group is also planning to come with Ayurvedic medicines soon. These medicines will be branded uniquely and will be sold in the global market. Currently the group is employing 300 people in its group of companies other than financial institutions.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Branding Consolidation&nbsp;</strong></span></div>
<div>
	The parent company of the group, Lomus Pharmaceuticals has become a well known brand name in the pharmaceutical industry. Pandey says that the recognition the company has got is because of the quality that the company has promised and delivered in its range of products. He says that the company does not compromise on quality and believes that products should be easily available at affordable price.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, Tej Cement is a popular brand in the eastern Nepal. Popularity of this brand has encouraged the company to expand its production unit and add new factories. However the group has not yet given serious thoughts of branding the entire group under a consolidated name. Pandey hints the possibility of it in the future but not anytime soon.</div>
<div>
	&nbsp;</div>
<div>
	Pandey shares that all of the companies under the group are growing annually at a healthy rate of 20 per cent in average. The group registers an annual turnover of Rs 3 billion per year. He is quite &nbsp;satisfied with this progress but sees room for improvement. He adds, &ldquo;I will be the happiest entrepreneur if we can make our name popular worldwide. I dream of making Lomus an international company and a brand name recognised everywhere.&rdquo;</div>
<div>
	<hr />
</div>
<div style="text-align: center;">
	<span style="font-size: 16px;"><strong>Core Sectors of the Group</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Pharmaceuticals</strong></span></div>
<div>
	Pharmaceutical is one of the core areas of the group and the parent business for it. Lomus Pharmaceuticals Pvt Ltd is one of the market leaders in Nepal&rsquo;s pharmaceuticals market. This company produces 400 products. However, its factory is operating for just 12 hours a day due to power supply problem. Apart from supplying its products to the general medicine market, the company also supplies to government.</div>
<div>
	&nbsp;</div>
<div>
	Cement and Mining Industry Cement production is one of the strong sectors of the group. The group has allocated two mining companies for its cement industries. Cosmos Quarries Pvt Ltd and Udaypur Mineral Tech are taking up the responsibility of limestone mining. However, the group is open for exploring new area for mining. Pandey sees potentials in copper and iron mining but transportation and electricity are the pre-requisites which he expects that the government should ensure.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Financial Sector</strong></span></div>
<div>
	The group has presence in the banking and financial sector with three companies as one of the promoter shareholders. International Leasing and Finance Company Limited had a plan for upgrading to a commercial bank but could not do so in the lack of legal provision to do so. However, it has now plans to go for merger.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that merger talks are going with few financial institutions and he expects that these talks will conclude within the next five months. Apart from it, the group is involved with Citizens Bank International and Shikhar Insurance Company Limited. Similarly, the group has a presence in merchant banking sector through its Lomus Investment Co Pvt Ltd.</div>',
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			'description' => 'Lomus Pharmaceuticals and the group of companies take every step carefully while investing in a new sector. The group, if allowed by the law, looks forward to invest abroad.',
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			'id' => '2313',
			'article_category_id' => '39',
			'title' => 'Saurabh Group Leading Strong',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bishnu Prasad Neupane Chairman, Saurabh Group" src="/userfiles/images/CF1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Bishnu Prasad Neupane</strong></div>
					<div>
						Chairman, Saurabh Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.</div>
<div>
	&nbsp;</div>
<div>
	This factory has been established with an authorised capital of Rs 4000 million. It is one of the largest cement factories of Nepal that produce their own clinker. The factory has 45 per cent shareholding of a Hong Kong based company, Krishna Holdings Limited. &nbsp;The factory is spread over 30 bighas of land and the mine is spread over an area of 20 square kilometres for extracting limestone.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that this factory uses the latest technology that is not only efficient but also energy saving. He adds the technology installed in the factory is different than those used in Nepal and consumes 50 per cent less energy. All machineries for this project are imported from Denmark and manufactured by FLSmidth Private Limited.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Drive</strong></span></div>
<div>
	The group has always been prioritising the expansion of its factories. Last year, the group had a major expansion on its laminated sacks factory, Jagdamba Synthetics Pvt Ltd. New technology was installed and all upgraded machineries were imported from Austria. The factory has an installed production capacity of 1.5 million metres of fabrics per day. Neupane claims that it is the largest woven sacks factory in South East Asia. He adds, &ldquo;We are proud to say that we are the largest producer and exporter of woven sacks in Nepal.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Jagdamba Synthetics was established around 13 years ago and the latest addition is the new process of producing laminated bags. Neupane claims that this company has the capacity to produce the thinnest fibres in the entire South Asian region with quality consistency. He says that quality consistency has helped the company export 90 per cent of its production to India.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group has plans to convert its 15 storey building in Bhaktapur into a hotel as a part of its plan to move into the tourism industry. This three-star hotel will come into operation in a few years tying up with an international chain. Neupane says that it will be a unique hotel that utilises green technology.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Manufacturing Focus<span class="Apple-tab-span" style="white-space: pre;"> </span></strong></span></div>
<div>
	The group in its initial days was involved in trading business. &nbsp;When Neupane separated from his family business and started his own, he had little experience in the manufacturing sector. He partnered with Shanker Lal Agrawal who was also in the trading business then. It was around 1996 when he and his partner Agrawal thought about entering into the manufacturing industry. Agrawal had the experience of running Jagdamba Steel and Neupane, who is also an engineer, had thoughts of establishing a cement factory.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In 2001, the group started the construction of a woven sacks factory that produces bags for cement packaging. Construction was completed in 2003 and production began in the same year. Similarly, the group moved into spinning and tea gardening and processing. It was followed by the establishment of Jagdamba Roto Packaging factory. Likewise, the group also moved into pashmina, steels and other construction material production. Sarbottam Cement would be the latest addition to the construction material production business of the group.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I always had a desire to go for production based industries especially on construction material rather than the service industry,&rdquo; Neupane says. He was often suggested to venture into more profitable sectors such as real estate and gold trading but they never lured him. Though the group is still involved in trading, it is the manufacturing sector that gives Neupane an immense pleasure. He says that the manufacturing sector creates employment for a good number of people and benefits society with both backward and forward linkages. The Saurabh group has been employing 2600 people at the moment in all of its companies.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Turning Point</strong></span></div>
<div>
	When democracy was restored in the country in 1990, it was a new beginning for the Saurabh Group as well. The group&rsquo;s major industries were established in the 1990s. The liberal policies of the government encouraged industrialists like Neupane to establish new companies. The easier licensing policies and laws were a sort of relief for them. In the mid-1990s to early 2000s, the group came up with its major companies. This was the same period when the armed insurgency was escalating and businessmen were realizing that the situation is unfavourable for making investments.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Neupane says his companies were least affected by the armed conflict being located in urban areas of the Tarai region. However, when the conflict ended and the country was moving towards conflict resolution, the political events of 2005-2006 took its toll on companies in the Tarai by disrupting the operation of factories. Neupane says that bandhs and strikes are a part of life and industrialists must be immune to such incidents.</div>
<div>
	&nbsp;</div>
<div>
	The cement factory was one of the major establishments of the group in the early 1990s. The group&rsquo;s course changed when Neupane thought of establishing his own cement bags factory while the general trend was to import bags from abroad as local production was insufficient. This very move led the group to be the largest producer of woven sacks in the South East Asian region at present.</div>
<div>
	&nbsp;</div>
<div>
	Neupane considers the group&rsquo;s move to establish a cement factory that totally depends on local raw materials as another turning point. The group came up with the idea of producing cement by manufacturing clinker using local limestone when a majority of industries were importing clinker. This gave the company the benefit to get a strong foothold in the market as one of the producers of cement in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Saurabh Group of Companies" src="/userfiles/images/CF2%20(Copy)(1).jpg" style="width: 550px; height: 184px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Coverage</strong></span></div>
<div>
	According to Neupane, 90 per cent of the total production of Jagdamba Spinning Mills is exported to India while the remaining 10 per cent is supplied to local textile manufacturers. Similarly, products of Jagdamba Roto Packaging are supplied to confectioneries, biscuits and noodles producer for packaging and wrappers.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that the largest market of cement is Kathmandu Valley and its periphery where 40 per cent of the group&rsquo;s production is consumed. Out of around 1 billion sacks of cement produced by the group, 40 million sacks are consumed in Kathmandu Valley alone, says Neupane. He expects the groups&rsquo; market share on cement to increase to 20 per cent once Sarbottam Cement&rsquo;s production enters the market.</div>
<div>
	&nbsp;</div>
<div>
	When offering products to the market, the group abides by three fundamentals: quantity, quality and consistency. Neupane says that producing larger quantities helps to achieve economies of scale and also gives an edge to competition. Similarly, quality is the prime focus of the group and he says that any complaints on quality are taken seriously.</div>
<div>
	<div>
		&nbsp;</div>
	<div>
		<table border="0" cellpadding="10" width="99%">
			<tbody>
				<tr>
					<td bgcolor="#E5E4E2">
						<div>
							<span style="font-size: 14px;"><strong>History of Saurabh Group</strong></span></div>
						<div>
							The Saurabh Group&rsquo;s journey began from Myanmar. Till the 1960&rsquo;s, Bishnu Prasad Neupane&rsquo;s father, Lila Ram Neupane, was doing retail business alongside running a butter processing factory in Lashio town in the Shan state of Myanmar. After Buddhism was made the state religion in the 1960s, people of Nepali and Indian origin were forced to leave the country. Lila Ram Neupane made a decision to leave Myanmar and resettle in Nepal and started his own business with a wholesale store of textiles in Bhairahawa. During that time, textiles were brought from Kathmandu and distributed there. Later, he also took dealership of the National Trading and Salt Trading Limited.</div>
						<div>
							&nbsp;</div>
						<div>
							It was in 1964 when the business took shape of a group and was further diversified. Bishnu Prasad Neupane took up responsibility in 1986 and started the Jagadamba Cement Industries, his first manufacturing venture, in the early 1990s.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							Saurabh Photo International, the authorized distributor of Konka products, was in the agency trading business since 1990 and has a strong presence in the market. Currently, the group is mainly involved in the production of cement, steel, tea, spun yarn, PP Woven fabrics, calcium carbonates and other such products. The group&rsquo;s trading activities continue with imports of Konka products, Citizen watch components and other Chinese products. There are 14 companies under the group and some companies are operating under a joint venture with Shanker Group, another business house of Nepal. Today, the Saurabh Group registers an annual turnover of Rs 5 billion, Rs 4 billion, and Rs 2 billion from its cement, spinning and synthetic production, respectively.</div>
						<div>
							&nbsp;</div>
						<div>
							<span style="font-size: 14px;"><strong>CSR</strong></span></div>
						<div>
							The Saurabh group and the Neupane family have a good reputation in Rupandehi district not only for business but also for their contribution to society. The business house has contributed over Rs 100 million for social work in the area. Along with institutional corporate social responsibility (CSR) activities, the Neupane family has been carrying out philanthropic activities on a personal scale. A separate trust has been established and run by the family. This trust was established by Neupane&rsquo;s father and every year, at least Rs 2.5 million is donated by the family for social work. According to Neupane, donations amounted to Rs 2.7 million last year. He modestly says, &ldquo;This is not our CSR activity and is not for any commercial benefit. Within our family, there are three business groups and all of them contribute to the trust to make it an independent social entity.&rdquo; Neupane says that the group does not take any credit for the trust&rsquo;s activities.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							The trust supports government hospitals, schools and government organisations. Neupane says that most schools in Rupandehi and Nawalparasi districts have received support from the trust. Similarly, Jagdamba Cement has recently initiated ambulance services. It also carries out social training programmes for various activities such as cancer relief activity. Likewise, the group also awards people and their social and non-profit organisations that have made good contributions to society. The company has been providing cement to construct buildings of such organisations at cost price.</div>
					</td>
				</tr>
			</tbody>
		</table>
	</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2013-12-22',
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			'description' => 'Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.',
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			'id' => '2182',
			'article_category_id' => '39',
			'title' => 'KGH Group: Hospitality Growing Bigger',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Rajan Sakya, CEO, KGH Group" src="/userfiles/images/KGH2%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Rajan Sakya</strong></div>
					<div>
						CEO, KGH Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	T<span style="font-size: 12px;">he KGH Group has recently revamped rooms and interiors of its signature hotels, Park Village Hotel and Resorts and Kathmandu Guest House. According to Rajan Sakya, CEO of KGH Group, 60 rooms of five star facility were added on each hotel in the year 2012. Sakya says that rooms were upgraded in accordance with the demand of clients and growing competition to offer quality service.</span></div>
<div>
	&nbsp;</div>
<div>
	Renovation work is also ongoing at Aqua Buzz Unlimited, a hotel located in Koshi. Sakya admits that the hotel is not doing impressive business at the moment but he is optimistic that Koshi will emerge as a tourism hub when the Banepa-Bardibas highway gets completed in the next two years. He says that the highway will shorten the distance between Koshi and Kathmandu and will increase tourist flow to the area.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Plans&nbsp;</strong></span></div>
<div>
	The KGH Group plans to add new properties to business in the years to come to their current line-up of eight hotels and three travel agencies. According to Sakya, the group is planning to establish two new hotels within the next two years. He says one will be in Kathmandu while the other will be in Koshi.</div>
<div>
	&nbsp;</div>
<div>
	Karna Sakya, Founding President of the group wishes to see the business he established to be passed on to the future generation. Rajan Sakya, his youngest son also expresses commitment to continue the business and says, &ldquo;Tourism is the industry where we have expertise and long-time experience. The next generation will also be involved in the same field as we do not have any plans to venture into any other sector.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	When making plans for the future, young Sakya says that the overall business climate of Nepal makes it difficult to make long term plans. So, he says the group has been only making plans for the short term. Sakya reveals that the group plans to streamline and standardise the quality of its services offered throughout the properties of the group as well as its management style. For this purpose, he says, the group is adopting a corporate model of running business that will centrally control all sister concerns it owns.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Clientele and Occupancy&nbsp;</strong></span></div>
<div>
	The morale of tourism entrepreneurs is getting a boost with the rise in tourist flow after the insurgency. Sakya is also content with the number of clients his chain of hotels has been able to attract. He says that the occupancy level has been satisfactory throughout the year.</div>
<div>
	&nbsp;</div>
<div>
	According to Sakya, Park Village Resort is primarily targeting conferences and seminars, and so 60 per cent of its clients are Nepalis while the rest are foreigners. Similarly, guests at the Kathmandu Guest House are mostly adventure tourists and it is an all-season hotel with 100 per cent foreign clients. Likewise, 80 per cent of clients at the group&rsquo;s hotels in Pokhara, Chitwan and Lumbini comprise of foreigners.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Management strategy&nbsp;</strong></span></div>
<div>
	The KGH Group has been operating under the family business model since Karna Sakya ventured into the tourism and hospitality sector almost 48 years ago. &ldquo;We are not running our business similar to a professionally managed five star hotel. Though we have professional hotel managers to look after a particular hotel, we have shouldered the responsibility of running the business and we are happy with this style because we believe we have the expertise and experience of several decades,&rdquo; explains Rajan Sakya.</div>
<div>
	&nbsp;</div>
<div>
	The Sakyas, however, are planning to corporatise the group in the next one to two years. The group plans to set up a corporate head office in Kathmandu with a team headed by a General Manager. Sakya says that the corporate office will centrally control the accounts, internal audits and central purchasing. &ldquo;This model is being adopted to standardise the quality of services and products used across all the properties under the group,&rdquo; he says.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management</strong></span></div>
<div>
	The KGH Group has not only created employment for 650 to 700 people but also has been meeting a social responsibility in hiring employees. Sakya says that the group hires women under the shelter of Maiti Nepal, a non profit organisation dedicated to help victims of sex trafficking.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As women from the organisation find it challenging to reintegrate into society after being rescued from brothels, the KGH group has tied up with Anuradha Koirala (Founder and Director of Maiti Nepal and also a winner of CNN Heroes of 2010) to provide them with job opportunities in all of its properties, says Sakya.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group prioritises hiring employees from underprivileged groups and communities. Sakya says that the group gives preference to those who have returned after working abroad. He gives an example of a recent recruitment of 10 employees who had returned from the US and the UK. He also reveals that the employee turnover at the group is quite low and some of the employees have been with the company for even decades.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We have maintained a very good relationship with employees and so, we do not have problems with the human resource management,&rdquo; he states about the company&rsquo;s relationship with its employees.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="KGH GROUP" src="/userfiles/images/kgh1%20(Copy).jpg" style="width: 550px; height: 99px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div style="text-align: center;">
					<span style="font-size: 16px;"><strong>The KGH Journey</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					The journey of the KGH Group began when Karna Sakya, Founding President of the group established Kathmandu Guest House in Thamel, 48 years ago. Sakya recalls that Thamel was nothing more than a paddy field then. Thamel, the tourist hub of today grew around the hotel which started with 13 rooms.</div>
				<div>
					&nbsp;</div>
				<div>
					Sakya, a government employee then, used to work at the department of forestry and was not satisfied with the working environment. Brought up in an affluent family, he never felt that he had to take up a job to make his living. A traveller himself, he says that one must be able to comprehend what tourists want in order to run a tourism business and adds: &ldquo;Tourism is a business of dreams and only a dreamer can delve deep into this sector.&rdquo;</div>
				<div>
					&nbsp;</div>
				<div>
					His expertise as a forester and environmentalist is reflected in the hotels of the group. He has always prioritised the harmony between buildings, nature and the culture of the locality where the hotel is built and it can be witnessed in any of the sister hotels of the group. Sakya says he never developed a property on a leased or government land and all land where hotels are built is owned by the group.</div>
				<div>
					&nbsp;</div>
				<div>
					When the country was at the peak of insurgency, the group never took a break. Rather it expanded into new projects and purchased land that helped it achieve success that it had never seen earlier. Today, the group has eight hotels and three travel agencies and is about to mark its golden jubilee in two years&rsquo; time.</div>
			</td>
		</tr>
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			'description' => 'KGH Group of Hotels, one of the largest and oldest chain hotels of Nepal, has plans to grow even bigger.',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2062',
			'article_category_id' => '39',
			'title' => 'The Story Of The "Best Managed Company"',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: right; margin: 0px 0px 10px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Vijay Shrestha" src="/userfiles/images/vs%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Vijay Shrestha</strong></div>
					<div>
						Group Executive Director</div>
					<div>
						Yeti Airlines</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Yeti Airlines was awarded the &lsquo;Best Managed Company of the Year 2013&rsquo; by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.</div>
<div>
	&nbsp;</div>
<div>
	Vijay Shrestha, Group Executive Director of Yeti Airlines, says the company is the market leader in rural destinations and mountain flights. The company has stood strong as a partner in transportation of local and foreign passengers, goods and transfer of tools, and equipment for development work in remote corners of Nepal. Along with this, the company has a strong foothold in services targeted at city airports.</div>
<div>
	&nbsp;</div>
<div>
	Shrestha believes that the current range of products and services offered to all three ecological regions would help the company grow. &ldquo;Both organisational and individual passengers, travel agents and development organisations will eventually come to us as we have services offered to both rural as well as the urban destinations in the hills and plains. These services and clients are critical for our growth,&rdquo; he explains. The unique blend of services the company provides, the commitment of stakeholders and a strong management has put the company ahead of its competitors.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Unique Management Practices</strong></span></div>
<div>
	Shrestha is of the opinion that competition in the airlines industry lies in value offerings rather than product and service offerings. The company has its own unique management practice along with the largest nationwide network of domestic flights that gives it an edge above others. Shrestha explains that clients who have to go to Humla, Pokhara, Darjeeling, Sikkim, Lukla, Lucknow or any other destination, can count on Yeti Airlines as it has flights to these places or to a nearest place.</div>
<div>
	&nbsp;</div>
<div>
	The company has also made flight safety a top priority. &ldquo;Compared to other airlines, we have invested heavily in flight safety and flight management system. We are in a leading position when it comes to safety management,&rdquo; Shrestha says. He further says that the company has put a lot of resources in technologies such as ticket booking systems and management information systems.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company has made on-time flight its unique selling point. Shrestha says that this initiative has helped the company add value to its services and brand recognition. &ldquo;We have always prioritised timely flights. We prefer flying few minutes earlier than being late. This is one of the most crucial values we are offering to guarantee convenience to our clients,&rdquo; he says.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>A Synergy of Two Brands</strong></span></div>
<div>
	The company claims that the market coverage by both Yeti and Tara Air is probably the widest among domestic players. According to Shrestha, the company has around 35 per cent market share in city airports and around 65 per cent in rural destinations though the market share keeps fluctuating depending on various market situations.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Tara and Yeti have been complementing services and coverage with a fleet size of 14 aircrafts. Shrestha says that the customer base and nature of services has determined the creation of two different brands rather than a single brand operating in both rural and urban destinations. Tara has been operating in rural destinations in hilly and mountainous regions since 2009 with a fleet of six STOL aircrafts.</div>
<div>
	&nbsp;</div>
<div>
	The weather condition and quality of airports play a crucial role when it comes to making flight decisions in hill airports but airlines can make decisions easier in city airports. Similarly, the nature of passengers and clients is different in the areas where Tara operates. Shrestha adds that the variety in types and needs of customers, services and markets have led to the operation of two airlines under different brands.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Group Management</strong></span></div>
<div>
	The Yeti Group is a large business conglomerate working in the tourism and aviation industry with one and a half dozen companies. The group also owns KK Super Mart Nepal, a chain of convenience stores. The management of each of these companies is highly decentralised and each company functions independently. Hotels, resorts, lodges, trekking and travel companies and airlines operate on their own though strategic unity is maintained among them. &ldquo;Operation of these businesses is largely decentralised and where possible, we try to synergise the marketing,&rdquo; says Shrestha. The group has also been promoting its travel companies locally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group also decentralises its human resource management. Its aviation companies employ 800 personnel while the entire group employs a total of 1500 people. According to Shrestha, the company has been able to maintain a high rate of staff retention with its policy of prioritising employee welfare, motivation and creating a professional and friendly working environment. While the aviation industry ails from a lack of skilled technical workforce, the Yeti group is known to not face any shortage in technical human resource.</div>
<div>
	&nbsp;</div>
<div>
	Though the group&rsquo;s companies are performing well in their respective sectors, the group has not pursued organised branding. Instead, each company and subsidiary has its own brand recognition and is not marketed as a subsidiary of the group. &nbsp;Shrestha hints that organised branding is in the pipeline.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Yeti Airlines Hangar" src="/userfiles/images/cf1%20(Copy)(1).jpg" style="width: 550px; height: 347px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Future Moves</strong></span></div>
<div>
	The group is planning to come up with new resorts and lodges in Chitwan and Yeti Airlines plans to consolidate value offerings to its customers. The company is dedicated to take its services to new heights by consolidating services in the urban sector. &ldquo;Our aim is to develop the tourism and aviation industry for the development of the country. Mountain transport and mountain tourism cannot be imagined in the absence of Tara Air and Yeti Airlines. When the services offered are beneficial to the country and people at large, the company will always prioritise on them and strive to make them better.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The company has not decided against reviving flights from its former international carrier - Yeti International. The international carrier was closed down after its joint venture partner Air Arabia withdrew support. Shrestha says that as the company is dedicated to move ahead in the aviation business, there is a possibility of its revival, though there are not fresh tie-ups being made at the moment.</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;">CSR</strong></div>
<div>
	The airline has been involved in corporate social responsibilities (CSR) since the establishment of the company. The company has been involved in health, social empowerment and education sectors through financial contributions and direct involvement in social works.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a part of CSR, Yeti Airlines donates Rs 4 per flight ticket to four social organisations namely United Mission to Nepal, Save the Children, Habitat for Humanity and Care Nepal. The company has also provided financial support to various social organisations such as Tewa, OCCED, Maiti Nepal, Nepal Leprosy Relief, Nepal Glaucoma Eye Clinic (Tilganga), Sewa Kendra Leprosy, Helpless Children Welfare Mission, Spinal Injury Rehabilitation Centre, Women for Human Rights, CWIN Nepal and the Centre for Victims of Torture (CVICT).&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The airline has also launched the &lsquo;Green Far West Project&rsquo; Kailali, Doti, Rajpur and Kanchapur districts for plantation of appropriate tree saplings in chosen community forests.</div>
<div>
	&nbsp;</div>
<div>
	Recently, the company took 18 orphans of Bal Mandir to a mountain flight on the occasion of National Children&rsquo;s Day and the airlines&rsquo; 15th anniversary.</div>',
			'published' => true,
			'created' => '2013-10-29',
			'modified' => '2013-10-29',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Yeti Airlines was awarded the ‘Best Managed Company of the Year 2013’ by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '1969',
			'article_category_id' => '39',
			'title' => 'DJPL: Prioritising Import Substitution',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution. As a part of this strategy, the company established Nirog, a primary care division of the company in the last week of June, 2013.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The division produces drugs for muscular inflammation, pain and emergency management, one of the segments where medicines are heavily imported from abroad. Hari Bhakta Sharma, Executive Director of DJPL said that the Nirog division&rsquo;s primary objective is to supply high quality drugs to Nepalis while the company exploits its capacity to explore opportunities in the international markets.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: left; margin: 0px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Hari Bhakta Sharma, Executive Director Deurali Janta Pharmaceuticals Pvt Ltd" src="/userfiles/images/cf1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Hari Bhakta Sharma</strong></div>
					<div>
						Executive Director</div>
					<div>
						Deurali Janta Pharmaceuticals</div>
					<div>
						Pvt Ltd</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	According to Sharma, this new division was established as a part of the company&rsquo;s objective to produce medicines that help promote healthier living and prevent people from catching diseases. The company is dedicated to stabilise this newly established division before coming up with a new venture. DJPL has been launching a new division in every two to three years. Sharma said, &ldquo;Pharmaceutical industry is all about a dynamic life science that is changing so fast that today&rsquo;s technology becomes obsolete next day. To boost business competitiveness and mitigate product lifecycle, we need to do something new.&rdquo; At the same time, companies like DJPL are realising the responsibility to substitute huge imports of drugs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Export Dilemma&nbsp;</strong></span></div>
<div>
	The export of drugs is being talked for a couple of years, but it is yet to be realised. &ldquo;There are markets where we cannot compete. Also, at times the cost of production and cost of quality compliance is greater than the rate of return. In such markets, we drop the idea of export,&rdquo; he said, adding, &ldquo;In those markets where we want to compete, there are so much of regulatory barriers, and it is painfully time taking to meet all the requirements.&rdquo; He said that DJPL and some other pharmaceutical companies are in a process of meeting all the requirements. According to Sharma, unlike n any other commodity, every pharma product and every production unit must be registered in the target country before starting exports there because drugs are considered highly sensitive as it is directly related to the human health. Moreover, Sharma said that the Nepali companies are becoming extra cautious before making any export commitments because of the unfavourable environment in Nepal to run manufacturing bases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;"><img alt="Production Capacity" src="/userfiles/images/cf4%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 593px;" /></strong><span style="font-size: 14px;"><strong>Product Diversification&nbsp;</strong></span></div>
<div>
	The company is focused on manufacturing drugs related with infections, cardiology, women&rsquo;s health, and infectious diseases. The DJPL has been adding new plants and divisions every two to three years to come up with a new range of products. According to Sharma, the company has always been in a drive to product development. Apart from having a strong foothold in the domestic market, the company is searching for favourable overseas markets. Therefore, every move of the company is targeted towards product development, capacity building and boosting competitiveness.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma revealed that the company is planning to work also on the natural products. The DJPL is planning to establish a new plant in Chitwan and has hired a consultant for technical and physical infrastructure development required for starting the operation. But he also hinted that it would almost take a decade before this unit starts its production. &ldquo;We have talked a lot about Nepal&rsquo;s richness on herbs and medicinal plants. The government is seen ineffective in materialising Nepal&rsquo;s richness on natural products. So, it is us, the private sector who must be doing something there,&rdquo; he explained. Sharma further added that the company is working on it and DJPL is always committed to quality assurance as it is related with medicines and human health.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company had come up with Aarogyam, a derma care division on August 2011. This division manufactures products especially for skin, eye and dental diseases. The company had set up this manufacturing unit on the occasion of DJPL&rsquo;s 20th anniversary with an investment of Rs 50 million. This unit produces antifungal, antibacterial and anti-inflammatory products for treatment of skin diseases among others. Clomigen, Solbet, Conaz and Flutipro are some of the ointments manufactured by Aarogyam.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Presence&nbsp;</strong></span></div>
<div>
	Having over two decades of presence in the Nepali market, DJPL has established itself as a leading pharmaceutical company. The company claims that it has achieved this position because of its belief and commitment to quality products with affordability, use of cutting edge technology and a promise to offer better service to customers. DJPL has become a part of healing with its range of 220 products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL holds five per cent share of the total size of pharmaceutical market of Nepal. There are 45 Nepali companies and 258 foreign companies present in the Nepali market. Similarly, the size of the Nepali pharmaceutical market is estimated to be of Rs 16.7 billion. Likewise the pharmaceutical industry of Nepal has created a direct employment for 9,650 people, according to Quantification Study 2011 on Pharmaceutical Markets.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company is using 60 per cent of its installed production capacity. DJPL has plans to utilise rest of the capacities to produce life saving medicines related to ailments of the heart, kidney, nerve and psychological complexities. The company says that it is conducting studies to understand the market feasibility so that it can utilise its 40 per cent production capacity that is not in use at the moment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Quality Assurance" src="/userfiles/images/cf2%20(Copy)(1).jpg" style="width: 500px; height: 306px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Quality Assurance&nbsp;</strong></span></div>
<div>
	DJPL has a total investment of Rs 870 million. According to Sharma, the company aims to produce best quality medicines at affordable cost. The use of ultra modern technology is also part of the company&rsquo;s goals and also a contribution to Nepal&rsquo;s industrial and economic development. &ldquo;Quality assurance is the topmost priority of DJPL. Our Quality Assurance Department works independently with the support from Quality Control Department that has sophisticated technology along with highly qualified and trained personnel,&rdquo; Sharma said. It also operates a full-fledged microbiological testing facility, which is in line with international standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL is one of the pharmaceutical companies that invest heavily in research and development. The company has its own state of the art Research and Development Centre. The centre was inaugurated on January 2011. &ldquo;We aim to develop new products matching the fast paced development of the 21st century alongside periodic updates to the formulas of all the drugs that we currently produce matching trends worldwide,&rdquo; Sharma explained.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management&nbsp;</strong></span></div>
<div>
	The company has always prioritised its staff members. DJPL has adhered to its policy to enhance employee&rsquo;s skills and capacity building. According to Sharma, that attempt will provide socio economic benefits to employees. Currently there are 350 employees. Executive Director Sharma said, &ldquo;DJPL comprises of young, energetic and dedicated professionals who have the expertise, knowledge and perception to bring about latest technologies in pharmaceuticals manufacturing.&rdquo; He also added that the company is constantly exercising critical thinking to maintain professional competence for excelling the quality of its products. The company is devoted to enhance the work skills and knowledge of staff members through trainings, experience and exposure within and outside Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="DJPL NEPAL" src="/userfiles/images/cf3%20(Copy).jpg" style="width: 500px; height: 138px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Major Milestones&nbsp;</strong></span></div>
<div>
	DJPL, a WHO-GMP, ISO 9001 and ISO 14001 certified company began its production from January 30, 1991 though it was established on June 23, 1988. The growth and expansion of the company has never slowed down. In 1995, company began technical collaboration with Renata Limited, a company from Bangladesh, another remarkable move for the company that helped it surge. Similarly, on August 2005, a new division Suswasthya, a systematic care division was brought into being.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The never ending journey of success continued for DJPL. The company claims, it is the first Nepali company to be certified with ISO 9001 and ISO 14001. Company received this coveted recognition in 2003. A year later the company was awarded with WHO-GMP certification.&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-09',
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			'description' => 'Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '1674',
			'article_category_id' => '39',
			'title' => 'NIC Asia: The Synergy Effect',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Nepal Industrial and Commercial (NIC) Bank and Bank of Asia Nepal (BoAN), two commercial banks, for the first time in the Nepali banking history merged into NIC Asia Bank Limited. The bank started its operation from June 30. The union has made NIC Asia, one of the top five banks of the country in terms of capital size and branch network.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The newly merged bank has Rs 2.31 billion as paid-up capital. Before the merger, NIC and BoAN had Rs 1.31 billion and Rs 2 billion paid-up capitals, respectively. Prabin Basnet, Chief Finance Officer at NIC Asia Bank claimed that the bank now has a reserve surplus of Rs 5 billion, one of the highest in the Nepali banking sphere. The bank&rsquo;s deposit size of Rs 40 billion and credit of Rs 32 billion makes it the fifth largest commercial bank of the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the bank has a customer base of around 275,000, also one of the highest numbers of customers being served by a Nepali bank. Basnet revealed that the bank plans to double the number within a short time. Likewise, the number of branches to cater to this number of customers is 53, spread over various parts of the country. During the merger, 13 branches of both banks operating in close proximity were consolidated and a new corporate office was set up at the Trade Tower in Thapathali. Basnet said that 13 branches to make up the consolidation will be established in new places within a year, making the bank with a network of 66 branches. He further said that the bank will add 10 new branches within three years. He said that this network expansion would help increase the financial accessibility of people in rural areas.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Basnet said, &ldquo;Everybody (regulator, employees, customers and peer banks) had their eyes on us as two A-class financial institutions were merging for the first time in Nepal. So, it was challenging for us to make it successful and set an example.&rdquo; Within a few weeks of joint operations, Basnet felt that it was a successful endeavour.</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Prabin Basnet ,Chief Finance Officer, NIC Asia Bank" src="/userfiles/images/Prabin%20Basnet.jpg" style="width: 175px; height: 208px;" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<div>
					<strong>Prabin Basnet</strong></div>
				<div>
					<em>Chief Finance Officer</em></div>
				<div>
					<em>NIC Asia Bank</em></div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<strong><span style="font-size: 14px;">Beating the Challenge&nbsp;</span></strong></div>
<div>
	One of the major challenges the bank had to address was streamlining the database of two banks that were operating in two different core banking systems. According to Basnet, NIC was functioning on Pumori software platform while BoAN was operating on Pinnacle software. &ldquo;It was a herculean task to streamline a huge amount of data of both banks into the Pinnacle platform while maintaining integrity. Similarly, re-training the team to make it comfortable with the new platform was another great task during the merger process,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to Basnet, a year passed on while completing the technical tasks of merging. &ldquo;Both banks were functioning in different environments and working culture but were sound A-class commercial banks. Handling regular tasks along with special works of the merger was exciting, fun and challenging at the same time,&rdquo; he explained. Basnet said that the hard work of the entire team has paid back. He said that a joint merger integration steering committee was formed under which 16 task forces were created to work out problems and challenges. Similarly, more than 50 staff persons were involved in completing special tasks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The due diligence process was completed through a competitive bidding. &ldquo;The request for proposal we prepared was the most comprehensive due diligence request for proposal. This has set a landmark for due diligence,&rdquo; he said adding that a yearlong homework has helped in meeting the target of merger &ndash; creating a synergy effect. He also said that the effects will be visible right from the first quarter of the new financial year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Marrying the HR&nbsp;</span></strong></div>
<div>
	Managing the human resource to keep everybody happy and create a win-win situation for employees of two merging companies is said to be one of the biggest challenges. According to Basnet, this task has been completed swiftly by NIC Asia.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The two banks had almost 650 employees and they were assured that nobody will have to lose their jobs. Rather, the merger brought about new career development avenues and opportunities. &ldquo;Since the signing of the memorandum of understanding between the two companies for merger, it was clear that employees will not be laid off and the remuneration package they were receiving will not be reduced,&rdquo; Basnet said, &ldquo;As the employees had expectations to work for a better and stronger company, they provided moral support during the entire process.&rdquo; Both the banks soon after the merger decision had started activities to develop bonding between employees with diverse skills working in different work environment and culture.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="NIC ASIA BANK" src="/userfiles/images/NICASIA1.jpg" style="width: 500px; height: 210px;" /></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Customers in Transition&nbsp;</span></strong></div>
<div>
	Customers too expected that they would be availed of better services from a new, bigger and better bank, said Basnet. &ldquo;Customers were confident and never questioned the security of their deposits during the transition. They have even encouraged us with a promise to increase the deposit,&rdquo; he added and also committed to provide even better products and services, higher than customer expectations, in the days to come.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Changes in account numbers, cheque books and other structural changes due to the merger was well communicated through media, websites, personalised letters, and customer care centres. Similarly, the interest rates on deposits and credits were streamlined few weeks before the merger took place.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Rebranding&nbsp;</span></strong></div>
<div>
	Basnet said that rebranding and brand building is a challenging task as both banks had a legacy of their own that cannot be easily forgotten. &ldquo;Creating an image of strong and capable banking is challenging. We started the rebranding campaign after a long exercise,&rdquo; he said. The red colour used in the logo of the bank tries to communicate that NIC Asia is attempting to establish itself as an aggressive player in the banking sphere. Basnet said that the new logo also symbolises five principles of the Panchsheel, which are also the internal strategies of the bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a new and rebranded company, NIC Asia plans to move ahead aggressively as a key player in the banking sector. Basnet said that the bank does not need to revamp its products as the range of products and services provided by both the banks were quite innovative ones. However, he hinted that the bank will focus on technology-based products and branchless banking services.</div>
<div>
	&nbsp;</div>',
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			'description' => 'NIC Asia Bank Limited created a milestone in the Nepali banking sphere through a successful merger of two commercial banks for the first time in Nepali banking history.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1443',
			'article_category_id' => '39',
			'title' => 'A Liquor Trader',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
<div>
	&nbsp;</div>',
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			'created' => '2013-07-19',
			'modified' => '2013-07-19',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Global Trading Concern has been importing liquor for more than one and a half decades. Of late, the company, with premium liquor brands and products in its portfolio, is in a market expansion drive.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '1066',
			'article_category_id' => '39',
			'title' => 'BRAINDIGIT: The Center For Technology Innovation',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The latest ICT Electronic Branding Expo held at Brikutimandap Exhibition hall held 87 stalls of 70 companies in 17 much decorated pavilions. Companies took part under a single roof introducing their products to get the valuable customer. A showcase namely ‘ramailomela.com was built online to preview the products available on the exhibition. The visitors needed not to hustle in the crowd; saving time and also receiving details on the major brands and vendors as showcased on the exhibition. The online service was from Braindigit which claims to be the powerhouse of creativity and innovation. The workforce from the company came up with this innovative marketing platform. The customer gets lots of product options and price ranges to choose from, of a win-win situation, for the vendor and for the customer.&nbsp;</p>
<p>
	<img alt="Nischal Man Pradhan, CEO, Braindigit" height="272" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_ceo_nischal.jpg" style="float:right; margn:0 0 0 10px;" width="201" />Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal. Saying about the immense evolution; Nischal Man Pradhan, CEO of the organization says, “We felt that our knowledge was limited. We said to ourselves; let’s do something big, something better. Then we started working on software building. There was a demand of customized software in the international market and we had to work hard to get hold of the opportunity.”&nbsp;</p>
<p>
	Braindigit presents itself as an expert primarily focused on providing IT solutions like Web Application Development, Joomla Extensions and Component Development. According to the company, there is a team of highly trained and expert programmers who can efficiently use web technological advancements such as Joomla, .Net, PHP, Java, Ajax, Magento, Android apps and many such components that challenge the capabilities of the work group. The primary Braindigit mission is to provide a qualitative product that combines performance with value pricing, while establishing a successful relationship with the customer.</p>
<p>
	<span style="font-size: 12px;">“Here we are all goal oriented personals. First we generate a project plan directed towards the needs of our clients. Then we define the roles in our departments. The time extension is designed, and then we follow the projected plan and make sure that the goal is met,” says company executive. The workforce of the company consists of more than 50 staff members, assigned to various departments from programming, development, quality control and marketing. Each department is dedicated towards their assigned role whereby creating an environment that results to be work friendly and mostly goal oriented.” &nbsp;</span></p>
<p>
	<img alt="Braindigit Products" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_products.jpg" style="margin: 0px 10px 0px 0px;" width="590" /></p>
<p>
	“We had to overcome many challenges to be able to reach this position. The greater challenge for us is to create an efficient workforce. We train our people to be the best. Regardless of the fact that there is immense competition in the market to hold the best people, we believe motivating employees towards common goal and providing them expansion opportunities. When we recruit, we look for passion in the employee,” says Nischal Man Pradhan.</p>
<p>
	The company is closely working with the government to reduce some issues regarding the development in IT sector. Pradhan adds, “IT companies seek more coordinated support in terms of strengthening data security, information leakage management, visa improvement and certain fiscal incentives. This can attract large investments in the country”. He mentions the power crisis as one impediment and adds, “We have reached this height coping with the problems, and if they are met we know we can do even better. This not only helps to improve the economy of the country but also helps in the development in the emerging IT sector in Nepal.”</p>
<p>
	<strong>SageFrame</strong></p>
<p>
	<span style="font-size: 12px;">One of the major accomplishments for the company brings up the name SageFrame. SageFrame is an open source web development framework developed on the top of ASP.NET 3.5. The best features as incorporated by the product are its easy user interface, site optimization and the page management system. It contains necessary tools needed to develop custom modules, applications templates and multipurpose websites.</span></p>
<p>
	After the success of SageFrame 1.0, SageFrame 2.0 was developed and introduced with more appealing features such as plug and play module, drag-drop widget and easy customization. The plug-n-play module concept offers enhanced dynamism to website, and holds provision for addition of new features. The drag and drop widget feature, and a highly configurable control panel, SageFrame provides more flexibility and ease to the website owners and developers.</p>
<p>
	SageFrame was nominated for 2012 Critic’s Choice Best Budget CMS Awards and the runner-up title in People’s Choice Award for the Best Budget CMS (Content Management System). The framework CMS Critic, an industry popular name for CMS reviews, hosts the awards for best CMS platforms around the world. The awards are given in different categories one being the Best Budget CMS where SageFrame proudly claimed a place. “The success of this product made the company realize the true potential of the developers in Nepal. SageFrame had a good start in the market. It has been downloaded by more than thirty thousand clients and the response is very positive”, says Pradhan. The website of Ncell Pvt. Ltd, was developed using this platform. Ncell is the first private mobile operator in the country with an extensive coverage throughout the nation and providing telecommunication services to millions&nbsp;<span style="font-size: 12px;">of people.</span></p>
<p>
	<strong><img alt="Sageframe, Braindigit" height="109" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_sageframe.jpg" width="535" /></strong></p>
<hr />
<p>
	<strong><span style="font-size: 12px;">Core extraction of the Braindigit business model:</span></strong></p>
<ul>
	<li>
		The company is built upon the principle of fair dealing and ethical conduct of the employees.</li>
	<li>
		Highest standards of conduct and personal integrity should be maintained.</li>
	<li>
		Braindigit is dependent upon the client’s trust and continuously works on improving the quality of the products and support.</li>
	<li>
		Staff members have their responsibility towards clients benefit and should act the way that merited company’s outlook.</li>
	<li>
		Good judgment is encouraged to avoid business crisis. In a crisis situation, the matter is discussed with the immediate head of the department and, if necessary, with the directors, for advice and consultation.</li>
	<li>
		Compliance with the policy of business ethics and conduct is the responsibility of every employee &amp; associated members.&nbsp;</li>
	<li>
		Disregarding or failing to comply with the standard of business ethics and conduct could lead to disciplinary action, up to and including the possibility of possible termination of employment.</li>
</ul>
<p>
	<span style="font-size:10px;">Source: Braindigit</span></p>',
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			'created' => '2013-06-07',
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			'keywords' => 'Braindigit, The center for technology innovation, Corporate Focus, June 3003, New Business Age',
			'description' => 'Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal.',
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	(int) 9 => array(
		'Article' => array(
			'id' => '1065',
			'article_category_id' => '39',
			'title' => 'Sunrise Bank: Eyeing To Secure Top Ten Positions Among Nepali Banks',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer. According to a bank source, at present Sunrise Bank occupies the 12th position on Capital, 16th on deposits, 18th on total assets, 19th on total loans and 18th on net profit.</p>
<p>
	<strong><img alt="Surendra Man Pradhan, Chief Executive Officer, Sunrise Bank" height="306" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_surendra_man_ceo.jpg" style="float:right; margin:0 0 10px 10px;" width="201" />Background</strong></p>
<p>
	Sunrise Bank Limited officially started its operations in October 12, 2007 as the 22nd Commercial Bank of Nepal. The bank having the paid-up capital of Rs 2.015 Billion issued the Initial Public Offering (IPO) of Rs 375 million. &nbsp;Headquartered in Gairidhara Kathmandu, at present, the Bank has the networks of 49 Branches and 57 ATM outlets. The bank has 215,000 deposits customers. Its 56 promoters own 70 per cent of share capital and the remaining 30 per cent is with the general public.&nbsp;</p>
<p>
	<strong>Products and Schemes</strong></p>
<p>
	Sunrise Bank has been offering various products catering to all segments of consumers. The Bank has recently &nbsp; re-launched short term scheme: Sunrise Bishesh Muddati, which is provided only to individual customers. The interest rate of 7.50 per cent is provided to the fixed deposit of one year whereas 7.25 per cent of interest rate is provided to the deposit of 6 months. “The Bank aims to solicit the maximum deposit with the products that we have been offering,” says CEO Pradhan.</p>
<p>
	<strong>Different deposit products offered&nbsp;<span style="font-size: 12px;">by the bank:&nbsp;</span></strong></p>
<ul>
	<li>
		<strong>Sunrise Normal Savings</strong></li>
	<li>
		<strong>Sunrise Super Savings</strong></li>
	<li>
		<strong>Sunrise Exclusive Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Bal Bachat Kosh</strong></li>
	<li>
		<strong>Sunrise Pink Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Fat Savings</strong></li>
	<li>
		<strong>Sunrise Disable Account</strong></li>
	<li>
		<strong>Sunrise Share Lagani Khata</strong></li>
	<li>
		<strong>Sunrise Share Dhani Khata</strong></li>
	<li>
		<strong>Suryodaya Remit Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Lakhapati Bachat</strong></li>
	<li>
		<strong>Fixed Deposits&nbsp;</strong></li>
</ul>
<p>
	<strong>Coverage</strong></p>
<p>
	Sunrise Bank has been providing its services through 49 branches and 57 outlets with ATM services with presence all over the country from Ilam to Dadeldhura. “This enables customers to withdraw the fund by using Visa Domestic and International Debit Card from the nearest ATM outlet,” says CEO Pradhan.&nbsp;</p>
<p>
	<strong style="font-size: 12px;">Range of products&nbsp;</strong></p>
<p>
	“We have offered customized services to our customers,” states Pradhan. “Due to diversified products, anyone can enjoy our banking facilities as per their choices.” Besides normal deposits, the Bank offers Current Deposit and also Call Account.</p>
<p>
	Internet Banking is to ‘deliver prompt banking service’ from anywhere and at anytime.&nbsp;</p>
<p>
	The Bank has also initiated Mobile Banking Services whereby the customer can conduct banking transaction through their cell phones.</p>
<p>
	“We have remittance business through Suryodaya Remit from 12 countries and international correspondents and have more than 800 payout agents including our 49 branches,” claims CEO Pradhan. The Bank provides both incoming and outgoing remittance services by means of Demand Drafts, Swift Transfers, Telex Transfers, Fax Transfers, and Mail Transfers. &nbsp;</p>
<p>
	Safe Deposit Locker: To safeguard the valuable goods and items, the Bank provides the facility of Sunrise Safe Deposit Locker. CEO Pradhan said, “The customers have multiple choices for the various sizes of locker with reasonable costs”.&nbsp;</p>
<p>
	The Bank also provides services for foreign currency exchange as well. Other services that Sunrise Bank offers are import and export LC, bank guarantee, cash against document, document against cash and Telegraph Transfer.</p>
<p>
	<strong style="font-size: 12px;">CSR Activities</strong></p>
<p>
	<strong><img alt="Sunrise Bank Limited, Major Financial Indicators" height="1200" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_major_financial_indicators.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="298" /></strong></p>
<p>
	<span style="font-size: 12px;">Since the early days of incorporation, Sunrise Bank has been contributing to the society in various ways as a part of its Corporate Social Responsibility (CSR). They mainly include Blood Donation, goods contribution to Bal Mandir every year and computers distribution to a community based School. “Besides that the Bank provides financial contribution time and again for noble cause like flood victims, health camps, education, sports and organizations working for deprived sectors, says CEO Pradhan.</span></p>
<p>
	 </p>
<p>
	<u><strong>Loan Products of Sunrise Bank:</strong><span class="Apple-tab-span" style="white-space:pre"> </span></u></p>
<p>
	<strong>Sunrise Ghar Karja:</strong> For individuals to construct or purchase homes. The loan can be both for short and long term.&nbsp;</p>
<p>
	<strong>Sunrise Sajilo Karja: </strong>Flexible loan for social, personal or business purposes.&nbsp;</p>
<p>
	<strong>Sunrise Gold Loan:</strong> Against the mortgage of gold.&nbsp;</p>
<p>
	<strong>Sunrise Krishi Karja:</strong> For agricultural sector.&nbsp;</p>
<p>
	<strong>Term Loan: </strong>For acquiring fixed assets for a business.&nbsp;</p>
<p>
	<strong>Demand Loan:</strong> For building up the stock and receivables to a desired level.</p>
<p>
	<strong>Sunrise SME Loan:</strong> For small and medium businesses to meet the working capital as well as fixed assets financing.&nbsp;</p>
<p>
	<strong>Overdraft Loan:</strong> To finance the daily working capital requirement and to support the stock build up of the customer.&nbsp;</p>
<p>
	<strong>Hire Purchase:</strong> To finance the purchase of vehicles used for both consumer and commercial purposes.</p>
<p>
	<strong>Import Loan:</strong> To finance domestic and international trade transactions through letter of credit. Financed in the form of trust receipt up to a certain percentage of the total L/C amount.&nbsp;</p>
<p>
	<strong>Short term pledge loan:</strong> Offered against the stock after verification of the same. The stock, however, is kept under lock and key of the Bank and the loan disbursed and settled in pro rata basis with the stock pledged and sold.&nbsp;</p>
<p>
	<strong>Export Finance:</strong> To finance various export requirements such as pre-shipment loan and post-shipment loan, documents negotiation/documentary bill purchase etc.&nbsp;</p>
<p>
	<span style="font-size: 12px;">The Bank also provides various other loans like Deprived Sector Loans, Loan against Bank Guarantee, Loan against Government Bonds, Margin Lending, and Loan against Fixed Deposits of other Banks and Consortium Loans.&nbsp;</span></p>
<p>
	<span style="font-size: 12px;">Under Service products the Bank has Suryodaya Remit, Visa Debit Card, Internet Banking, Mobile Banking, Safe Deposit Locker and Trade Finance.</span></p>
<p>
	 </p>
<p>
	<u><strong>Deposit Products of Sunrise Bank:</strong></u></p>
<p>
	<span style="font-size: 12px;"><strong>Sunrise Normal Savings:</strong> For those customers who have the daily saving habit.&nbsp;</span></p>
<p>
	<strong>Sunrise Bal Bachat Kosh:</strong> For children below the age of 16, operated under their parents’ guidance.&nbsp;</p>
<p>
	Sunrise Pink Bachat Khata: For women.&nbsp;</p>
<p>
	<strong>Sunrise Fat Savings:</strong> Highest interest rate compared to other schemes.</p>
<p>
	<strong>Sunrise Disabled Account:</strong> This account focus in serving differently able customers.</p>
<p>
	<strong>Sunrise SME Account: </strong>An interest bearing account targeted to proprietorship firms, partnership firms and private limited companies.&nbsp;</p>
<p>
	<strong>Sunrise Share Lagani Khata: </strong>Targeted to the general public seeking to invest in shares of Sunrise Bank Limited or any other banks licensed by Nepal Rastra Bank.&nbsp;</p>
<p>
	<strong>Sunrise Share Dhani Khata: </strong>For those who have been allotted Sunrise bank shares in the Initial Public Offering. Available also for those shareholders who purchase shares from secondary market and become shareholder of the bank.&nbsp;</p>
<p>
	<strong>Fixed Deposit:</strong> Offers high interest rates in quarterly, semi-annual and annual basis as per the choice of the customers.&nbsp;</p>
<hr />
<p>
	 </p>
<p>
	<strong><span style="color:#f00;">SWOT</span> Analysis</strong></p>
<p>
	<strong>Strengths</strong></p>
<ul>
	<li>
		Founded by reputed entrepreneurs&nbsp;</li>
	<li>
		Best Human Resource personnel.</li>
	<li>
		49 Branches and 57 ATMs and 365 days of banking services.</li>
</ul>
<p>
	<strong>Weaknesses</strong></p>
<ul>
	<li>
		Less focused on productive sector like agriculture, hydropower, etc.</li>
</ul>
<p>
	<strong>Opportunities</strong></p>
<ul>
	<li>
		Investment in Hydro power and agriculture. &nbsp;</li>
	<li>
		Growing Banking market.&nbsp;</li>
	<li>
		Increasing level of awareness.</li>
	<li>
		The Bank can capture a greater loan portfolio of the country because of SME Loan.&nbsp;</li>
</ul>
<p>
	<strong>Threats</strong></p>
<ul>
	<li>
		Cooperatives, finance companies and development banks that are providing more interest on deposits.&nbsp;</li>
	<li>
		The frequently changing policy of the central bank.</li>
	<li>
		Unstable political situation&nbsp;</li>
	<li>
		Huge investment in Real Estate Sectors and lack of investment in secured sectors.</li>
</ul>',
			'published' => true,
			'created' => '2013-06-07',
			'modified' => '2013-07-15',
			'keywords' => 'Sunrise bank Limited, Corporate Focus, New Business Age',
			'description' => 'Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer.',
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	(int) 10 => array(
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			'id' => '939',
			'article_category_id' => '39',
			'title' => 'NLIC: Becoming Online-friendly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<strong>By Sudharson Thapaliya</strong></p>
<p style="text-align: justify;">
	As the numbers of internet users is rising day by day, Nepal Life Insurance Company (NLIC) is planning to go for online friendly operating systems. According to the company officials, the process has been initiated long ago and will be completed very soon. The company claims that ‘Any customer can calculate the payable premium amount through premium calculator present in the website’. Besides this, the company also has full fledged online service through the website and technologically advanced system of inter-connectivity between the head office and all branches spread all over Nepal.&nbsp;</p>
<p style="text-align: justify;">
	“We have to take advantage of technology in every business and insurance is no exception,” said Vivek Jha, Chief Executive Officer of the NLIC. “This is why we have decided to go for website.” He added that this would be helpful for awareness of general public towards insurance.</p>
<p style="text-align: justify;">
	“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it,” said CEO Jha. He added that as per the present scenario of life insurance sector in the country working towards awareness enhancement to general public is the key factor for success and a basic challenge.&nbsp;</p>
<p style="text-align: justify;">
	The company is also in the process of launching a new website which shall be customer friendly with special features like checking one’s policy status online. NLIC has also been creating awareness through social media like facebook, twitter and you tube</p>
<p style="text-align: justify;">
	<strong>Company Background</strong></p>
<p style="text-align: justify;">
	Established under Company Act 2053 and Insurance Act 2049 as a public limited company on 2001, NLIC is the first Nepali owned life insurance Company that provides only life insurance services. Before the incorporation of the company, there were only companies that either both life and non life insurance or had foreign investors. Incorporated by Nepali promoters, the company’s shares are owned 80 percent by major promoters and rest is owned by general punlic. The company has reinsurance treaty with ‘Hannover Re Life Reinsurance Company’, Germany for conventional policies and ‘SCOR Global Life’, France for Term Assurance Foreign Expatriate policies.</p>
<p style="text-align: justify;">
	Nepal Life City Center is the major investment by NLIC. City Center is claimed by the company to be the first proper mall in Nepal. The company has an authorized capital of 100 Crore, issued capital of Rs. 50 Crore and paid up capital of Rs. 37.50 Crore to till date. Presently Nepal Life provides a bonus rate of NPR. 60-80 per thousand sum assured per annum, which the company claims the highest among life insurance companies in Nepal.</p>
<p style="text-align: justify;">
	Also it has presently proposed a dividend of 126.32% to its shareholders of which as 56.32% is cash dividend and 70% bonus shares. “This has given a tremendous boost to its share price in the stock market and increased the investors’ confidence towards the company,” CEO Jha claimed.</p>
<p style="text-align: justify;">
	<strong>Turning Point&nbsp;</strong></p>
<p style="text-align: justify;">
	 </p>
<p>
	<strong><img alt="NLIC" height="260" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_table1.jpg" style="float: left; margin: 0px 5px 0px 0px; text-align: justify;" width="300" /></strong></p>
<p style="text-align: justify;">
	The company believes last year was the major turning point for it, when it rebranded. “New logo and caption provides a better corporate image to the consumers, it was a major turning point for us”, said CEO Jha. “This gave a very vital and positive impact on gaining the confidence of the existing as well as new consumers for us”. The company had started rebranding campaigns with the slogan of “Naya Josh, Naya Soch, Naya Umang, Rato Tika, 10 on 10, Nepali haru ko pahilo rojai Nepal Life” last year.</p>
<p style="text-align: justify;">
	“It was necessary for a wider awareness about the company as well as for life insurance as a whole,” shared Jha. “The campaign was able to provide a better corporate image among the existing and new consumers and gain their confidence. Furthermore, we came up with the caption ‘Kinaki Jeewan Amulya Chha (Because Life is Precious)’ projecting a broader and positive aspect of life.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Connecting People via Own Branches</strong></p>
<p style="text-align: justify;">
	The company has more than 100 establishments all over the country. It has 20 branches in the major cities of the country to provide services to its customers. The branches are in Kathmandu, Biratnagar, Birgunj, Butwal, Pokhara, Banepa, Narayanghat, Nepalgunj, Birtamod, Lahan, Janakpur, Mahendranagar, Ghorahi, Surkhet, Hetauda, Phidim, Urlabari, Dhangadi, Nuwakot, and Lalitpur.</p>
<p style="text-align: justify;">
	Besides these branches, the company has opened many sales centers. They are spread in Manthali, Barhabishe, Charikot, Bhaktapur, Choutara, Salleri, Damak, Letang, Khandabari, Bhojpur, Chandranigapur, Gaur, Ilam, Bhadrapur, Palpa, Gulmi, Arghakhanchi, Pyuthan, Humla, Rolpa, Mugu, Bajura, Bhairahawa, Taulihawa, Sunwal, Tulsipur ghorahi, Salyan, Rukum, Chourjahari, Bhaluwang, Manahari, Sindhuli, Malangwa, Jaleshwor, Gorkha, Dhading, Bouddha, Katari, Rajbiraj, Siraha, Dadeldhura, Baitadi, Belauli, Dipayal, Lamjung, Kawasoti, Madi, Guleriya, Jumla, Bardiya, Kamdi, Jajarkot, Baglung, Damauli, Waling, Dailekh, Salli, Taplejung,Yashok,Tharpu,Tikapur, Rangeli and Kirtipur.</p>
<p style="text-align: justify;">
	<img alt="Bonus Rate Growth of NLIC" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_bonus_rate_growth.jpg" /></p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	“Human Resources is our main asset,” CEO Jha shared “because, they are in direct touch with grass-root consumers.” “Leadership must emerge from people themselves,” he added. “We provide suitable environment to grow leadership in employees.” According to him, the company has participatory style of management for important decisions regarding organizational policies, new product development etc. “We follow CRM 2 where every organizational employee is responsible for developing customer relationship and providing them the best service,” he added. At present the company has around 250 staffs and more than 18000 active insurance agents.&nbsp;</p>
<p style="text-align: justify;">
	<strong><img alt="Investment Portfolio, NLIC" height="241" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_investment_portfolio.jpg" width="582" /></strong></p>
<p style="text-align: justify;">
	<strong>Lo</strong><strong>oking for Bright Future</strong></p>
<p style="text-align: justify;">
	Life Insurance in Nepal is a growing industry. There are 25 insurance companies, 16 non-life and nine life insurance companies. One Rastriya Beema Sansthan has been allowed to provide both life and non-life services. Though insurance was initiated in 1948 in Nepal, mainly due to lack of awareness, it is estimated that only around five percent are insured all over the country. CEO Jha opined that the number of insured people is even lower than five percent as some of the people are insured multiple times while some are under-insured than what they can afford. At present, it is estimated that contribution in Gross Domestic Product from insurance sector is less than two percent in Nepal.</p>
<p style="text-align: justify;">
	“If we are able to spread awareness about the significance of insurance among the peoples, then insurance business has huge potential in Nepal,” he said. “To uplift insurance business, insurance companies, regulatory body and government have to join hands”.Foreign company’s presence through their agents in Nepal and attracting Nepali customers to do insurance out of their nation, which is legally not allowed, is again a major challenge. He said, “Large numbers of people are insuring themselves with foreign companies in the trust of only the agent they do not know what will happen during the time of claim settlement and also unaware about the illegality of such practice.”&nbsp;</p>
<p style="text-align: justify;">
	He believes that if our insurance sector can convince the people then large sum of money could be utilized for the growth of Nepali economy. He concludes, “Also at present the returns provided by Nepal Life is greater than some of the leading companies in neighbouring countries”. “Presently even in such dire situation the investment by insurance sector is around 60 billion. So if Nepal can prioritize this sector, this figure can multiply manifold.”</p>
<p style="text-align: justify;">
	<strong>Products and Marketing</strong></p>
<p style="text-align: justify;">
	NLIC has launched various types of life insurance policies. These includes Surakshit Jeevan Beema Yojana, Keta-Keti-Jeevan Beema (Shiksha and Vivah), Jeevan Laxmi- Triple Benefit with Bonus, Jeevan Sahara, Jeevan Sarathi, New Term Life Insurance, Saral Jeevan and &nbsp;Jeevan Jyoti.&nbsp;</p>
<p style="text-align: justify;">
	Company believes in fair marketing of products. Generally, marketing people sell the policies by manipulating people. CEO Jha termed ‘mis-selling’ to these practice. “We believe in fair marketing strategy”, he added. “We believe in our products rather than pin pointing the loopholes of others; we trained our grass root agents to follow fair marketing practices”.</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	In the journey of 12 years, NLIC has tried to do Corporate Service Responsibility (CSR) in different ways for instance, NLIC sponsored differently abled poet Biyog Sapkota’s ‘poem collection launch programe’. Besides this, the company has contributed for the renovation of the pond at historically significant landmark, Kamladi Ganesh Mandir. “We are planning to do some CSR activities differently, yet the concept is not finalized yet,” CEO Jha said. “In near future we will come with new and innovative style of CSR activities”.&nbsp;</p>
<p style="text-align: justify;">
	<img alt="Corporate Focus, NLIC" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_premium_income.jpg" width="580" /></p>',
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			'description' => '“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it” - Vivek Jha',
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		'Article' => array(
			'id' => '889',
			'article_category_id' => '39',
			'title' => 'Agriculture Focus: Ranjan Enterprises',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Ranjan Enterprises" height="48" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_logo.jpg" style="text-align: justify;" width="227" /></p>
<p style="text-align: justify;">
	Ranjan Enterprises Pvt Ltd (REPL) under the banner of LPRANJAN GROUP is a business enterprise, established in 2001 to carry out business in the field of agriculture sector. Chairman of the group is Laxmanjee Prasad. It has two sister bodies Ranjan Enterprises Pvt. Ltd and Ranjan Trade Concern.</p>
<p style="text-align: justify;">
	REPL carries out business in the field of agriculture sector dealing in products under agrochemicals (organic and inorganic), organic fertilizers, seeds, public health insecticides, fertilizers (micronutrient &amp; chemicals), etc. REPL caters business by appointing dealers &amp; supplying to corporate houses engaged in agriculture business and own consumption.</p>
<div style="float:right;margin:0 0 5px 10px;">
	<p style="text-align: justify;">
		<img alt="Shashi Ranjan, Ranjan Enterprises" height="178" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_shashi.jpg" width="150" /></p>
	<address>
		<strong>Shashi Ranjan</strong></address>
	<address>
		<strong>Director</strong></address>
	<address>
		<strong>Ranjan Enterprises Pvt Ltd</strong></address>
</div>
<p style="text-align: justify;">
	Sharing the purpose of establishment of the company, Shashi Ranjan Director of REPL said, “Our initial aim was to cater the remote regions of Nepal by setting up an integrated platform to provide the best quality and most reliable products throughout the country for the welfare of the farmers, plant growers and local consumers”.&nbsp;</p>
<p style="text-align: justify;">
	REPL plans to move into imports of fertilizers like Urea, DAP and MOP. Agriculture equipment like cultivator, harrow, tractors and mini tillers &nbsp;are the next areas where the company is planning to enter in the future. The company also plans to venture into agriculture farm by purchasing land and cultivating and growing vegetables and fruits and breeding livestock as well.&nbsp;</p>
<p style="text-align: justify;">
	REPL have recently launched fertilizers like Copper Sulphate, Ammonium Sulphate and Organic fertilizer named JAIVIK. REPL along with its sister concern has ventured into Agriculture Sprayers and Agriculture Shade Nets of different size and capacity.&nbsp;</p>
<p style="text-align: justify;">
	Director Ranjan shared that there is no turning points yet for them but because of trust and goodwill, they are able to win the hearts of consumers and also the corporate sector who have been doing business with them. With the trust, we have ventured into different fields of agriculture activities, says Ranjan.&nbsp;</p>
<p style="text-align: justify;">
	Ranjan Trade Concern (RTC) has been established to handle local business and related imports in FMCG and agriculture sector. Currently, the company plans to focus steps in taking further steps in trading business emphasising with imports, distributorships and general purchases of FMCG goods, industrial goodsn and agriculture products from around the world for trading, exclusively in the country. RTC also plans to move into import of chemicals, and petrochemicals.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Major Products</strong></p>
<p style="text-align: justify;">
	REPL have launched mass range agriculture. Insecticides, Fungicides, Rodenticides, Organic insecticides, organic fungicides, organic fertilizers, chemical fertilizers, Public Health Insecticides, Knapsack Sprayers, Garden Sprayers and spare parts, Agriculture shade nets and seeds are some examples.</p>
<p style="text-align: justify;">
	<strong>Human resource management&nbsp;</strong></p>
<p style="text-align: justify;">
	REPL has small human resource team. “Being a small business enterprise our team is small,” said director Ranjan. “But our team is well experienced to handle problems of farmers, especially in their fields such as pests’ management.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Corporate Social Responsibility (CSR)</strong></p>
<p style="text-align: justify;">
	While accepting that his organization is well aware of corporate social responsibility, director Ranjan said, “At present we have not moved directly into CSR projects but have plans to do so in near future”.</p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: rgb(255, 0, 0);">SWOT Analysis</span></span></strong></p>
<p style="text-align: justify;">
	<b>Strength:</b></p>
<p>
	Farmers and other consumers Satisfaction &amp; trust&nbsp;</p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Weakness:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Still unable to tap new markets within the country due to lack of awareness and lack of new partners.&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Opportunity:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Huge market for agriculture related product, rising awareness&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Threats:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Unhealthy competition within the sector</span></span></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><span style="color: rgb(255, 0, 0);"><br />
	</span></span></p>
<p style="text-align: justify;">
	<img alt="Ranjan Enterprises" height="129" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_products.jpg" width="580" /></p>',
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			'description' => 'Ranjan Enterprises Pvt Ltd (REPL) under the banner of LPRANJAN GROUP is a business enterprise, established in 2001 to carry out business in the field of agriculture sector.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '865',
			'article_category_id' => '39',
			'title' => 'NICL : Three Decades Of Insurance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="National Insurance Company Limited (NICL)" height="60" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013.jpg" style="text-align: justify;" width="210" /></p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) is a Government of India Undertaking and is operating in Nepal since 1973. NICL completed 106 years on 6th December 2012 and is into the 107th year of operation. Prior to nationalisation in India in 1972, it was operating as a private company. In 1972, at the time of nationalisation of Non Life Insurance Sector in India, there were 106 companies operating in India and later on, 22 Foreign and 11 Indian private companies were merged to form National Insurance Company Limited.</p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) had hardly any competitions at the time of establishment, three decades back in Nepal. Now the company is facing a cut throat competition from 17 non life insurance companies in the Nepali market.&nbsp;</p>
<p style="text-align: justify;">
	The stiff competition does not deter the company from having its strong foothold in the market. NICL believes and enjoys working on a competitive environment. “We welcome competition in the insurance field. We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services,” said Dr Pronab Sen, Chief Executive Officer (CEO) of the company’s Nepal operations. However, the competition is mostly in the service front since most of the portfolios are tariff products and the rates are fixed by the regulators, so the competition is almost none on the premium rate front.</p>
<p style="text-align: justify;">
	<strong>Market Potentials</strong></p>
<p style="text-align: justify;">
	Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market. Sen said that the penetration level is just 0.55 per cent. Therefore, the company sees huge untapped market potentials available.&nbsp;</p>
<p style="text-align: justify;">
	“I strongly feel that the non life insurance business can be increased many folds in Nepal as the awareness level is very low and we need to create insurance awareness among masses,” said Sen. Even though the Nepali insurance market has seen many players for the last three decades, still the awareness level lies low. The insurance market has not developed much during this time span. Sen feels that there is a need to recruit agents, who can propagate the message of insurance among the masses and make people understand the need of insurance. He believes that this could be the means to create indirect employment.</p>
<p style="text-align: justify;">
	Amid the competitive environment, the NICL has come up by leaps and bounds. Dr Sen said, “We have grown many folds in terms of business, manpower and networking.”</p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><img align="right" alt="Pronab Sen, National Insurance Company Limited" height="184" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_pronab.jpg" style="margin:0 0 0 10px;" width="150" /><br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong>‘We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services.’</strong></span></p>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<address>
	Dr Pronab Sen</address>
<address>
	CEO, Nepal Operations</address>
<address>
	National Insurance Company Ltd</address>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<p style="text-align: justify;">
	<strong>Market Presence</strong></p>
<p style="text-align: justify;">
	Currently the NICL has six branch offices - three in Kathmandu and one each in Birganj, Biratnagar and Nepalganj. &nbsp;Sen said that the company has Beema &nbsp;Sewa &nbsp;Kendras &nbsp;in Hetauda and Janakpur. “Apart from this, we also have representatives based in Dhangadi, Dharan, Narayangarh, Simara and Birtamod with the controlling office in Kathmandu,” he explained.&nbsp;</p>
<p style="text-align: justify;">
	NICL has planned to expand its network to cities like Pokhara and Bhairahawa and upgrade the Beema Sewa Kendras to Sub Branch. Sen said that with a service oriented motive the NICL has some ambitious plans on a customer centric ground. Similarly the company is planning to organise insurance awareness programmes for the clients along with publicity and brand image.</p>
<p style="text-align: justify;">
	<strong>Products and Services</strong></p>
<p style="text-align: justify;">
	Being a non life insurance company, NICL offers wide range of products ranging from Motor, Fire, Personal Line policies like Sweet Home, Personal Accident, Health Insurance, Liability, and Aviation among others. According to Sen, the company has cattle and livestock and crop policy in its pipeline as the Insurance Board has already issued directives for the same.&nbsp;</p>
<p style="text-align: justify;">
	To ensure prompt services, the NLIC has centralised its claims processing and started a Centralized Claims Processing Hub in Kathmandu, with the sole idea of reducing the Turn Around Time (TAT) in claim processing, according to Sen. “On experimental basis, we have also started paying claims through Electronic Clearing Service (ECS) and in the initial stage, we are restricting it to the corporate clients and based on the results, we will initiate this system for all claims,” he revealed. Employee’s salary, surveyors payment and agency commission payment is being done through ECS as an experiment.</p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	The company has 76 employees as of now. &nbsp;The company believes that its employees are its most valuable assets. NICL gives value to the team work and the spirit of working in unity. Sen shared, “We are continuously trying to upgrade the soft skills of our team members with the motto “Grow Profitably” i.e. ensure top line as well as bottom line growth and feel proud to be an NICian.”</p>
<p style="text-align: justify;">
	He said that the company is continuously involved in developing the soft skills of its employees so that they can perform better and make the team more sensitive to customer’s needs and deliver results in time.&nbsp;</p>
<p style="text-align: justify;">
	Though having its parent company in India, NICL has just two expats from India and rest of its manpower is from Nepal itself. “Our recruitments are restricted to Nepali citizens only,” said Sen.</p>
<p style="text-align: justify;">
	However, one of the biggest challenges the company is facing at the moment is getting skilled manpower in insurance domain. To resolve this issue the NICL organises in-house training to its people.</p>
<p style="text-align: justify;">
	<strong><img align="left" alt="National Insurance Company Limited" height="314" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_financial_highlights.jpg" style="margin:0 10px 0 0;" width="282" />Management Mantra</strong></p>
<p style="text-align: justify;">
	The NICL believes in maintaining the transparency and good corporate governance to its best. Sen explained, “Our management’s commitment is to maintain transparent working and remain committed to compliance of tariff and guidelines of the regulator and law of land.” The company has been able to maintain a cordial relationship with the regulator – Insurance Board of Nepal - in its operation history and strictly abide by all the rules and regulations issued by the regulator.&nbsp;</p>
<p style="text-align: justify;">
	Managing claims is probably one of the challenging jobs at an insurance company. To handle the sensitive issue, the company is concentrating on improving claims services and reducing TAT for claims settlement. Sen believes, being a part of the service sector, the overall business depends on the quality of the services offered. “Now we have a process in place, to depute surveyors immediately on receipt of the claim irrespective of the fact whether it is a holiday or a working day,” he said, “To complete the formalities to enable us to settle client’s claims at the earliest possible.”</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	Beginning from the 107th Foundation day on 6th December 2012, the NICL has initiated the CSR activities in Nepal. As a part of the CSR activities, the company distributed 107 blankets and rechargeable torches to poor elderly people and orphan children. NICL also organised a health check up camp and blood donation camp on 6th January 2013, which was attended by the NICL employees, clients and surveyors apart from general public. The company plans to plant 107 saplings shortly along with numerous other CSR plans in the pipeline.</p>
<p style="text-align: justify;">
	Similarly, the company is also the Gold Sponsor of Walkathon organised by Standard Chartered Bank every year for helping restoration of eyesight of visually impaired and to help the HIV infected persons in Nepal.</p>
<div>
	<img alt="National Insurance Company Limited" height="563" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_swot.jpg" width="277" /></div>
<p>
	 </p>',
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			'description' => 'Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '808',
			'article_category_id' => '39',
			'title' => 'Small Is Mega For Mega Bank',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Big things come in small packages for Mega Bank Nepal Limited. When the bank was established around two years back, its vision to be a bank for every Nepali grabbed the attention. Driven by the slogan ‘Halo to Hydro’ (Plough to Power), the bank started its journey as a commercial bank with 1219 promoters from 63 of the country’s 75 districts.&nbsp;</p>
<p style="text-align: justify;">
	Financial inclusion is one of the major objectives and vision of the bank which strives to become a truly people’s bank. This objective also provides the bank with a route to profitability. It is such simple and small visions and objectives which make the guiding policy of Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="" height="188" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anilShah.jpg" style="text-align: start; margin: 20px 10px 10px 0px;" width="149" /></p>
<div>
	 </div>
<div>
	<h3>
		<strong>‘We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well’</strong></h3>
	<p>
		<strong><span style="font-size: 14px;"><br />
		</span></strong></p>
	<address>
		<strong>Anil Shah</strong></address>
	<address>
		<strong>Chief Executive Officer&nbsp;</strong></address>
	<address>
		<strong>Mega Bank Nepal Limited &nbsp;</strong></address>
</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>

<div>
	<img align="left" alt="" height="203" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_counter.jpg" style="text-align: justify; margin: 15px 10px 10px 0px;" width="350" /></div>
<p style="text-align: justify;">
	According to Anil Shah, Chief Executive Officer of Mega Bank, the Small and medium enterprises (SMEs) segment is a priority for the bank. &nbsp;“The SME segment is one of the good opportunities for the bank. It is in fact the best investment sector for any bank. Mega Bank has continuously tried to reach out to small enterprises and individual clients,” he says. Similarly, micro credit and rural lending, too, are at the top of the bank’s priority list. &nbsp;“We want to invest 40 per cent out of our total lending of Rs 13 billion in the SMEs,” Shah adds.&nbsp;</p>
<p style="text-align: justify;">
	Shah believes that SMEs are the backbone of Nepal’s economy as almost every village and every street of every town has small shops. He thinks that these shops need to be supported by the banking system. According to him, Mega Bank dreams to create numerous Bhatbhatenis – an epitome of SME success - across the country. That’s why the bank has focused on SMEs right from its commencement. &nbsp;“We have a branch which has lent micro credits to around 20 thousand sugarcane farmers. They need fertilizers. So, our corporate customers import fertilizers and sell it to these farmers. &nbsp;The farmers are able to pay them by taking micro loans. So, we have a value chain with SMEs in the middle,” Shah explains.</p>
<p style="text-align: justify;">
	Although it is mandatory for a commercial bank to issue initial public offerings (IPO), Mega Bank perceives this provision as a means to be more financially inclusive. Shah opines that it is always better when wealth is distributed among people rather than being concentrated among a handful of corporate promoters or big joint ventures outside the country. “Our vision is to issue IPO to as many Nepalis as possible and make them our shareholders. That is part of our aim to spread wealth,” he shares.&nbsp;</p>
<p style="text-align: justify;">
	The bank is planning to issue its IPO worth Rs 700 million in the third quarter of the current fiscal year. This will increase the bank’s paid-up capital to Rs 2.3 billion from Rs 1.63 billion at present. Around 70 per cent of the bank’s stakes are owned by the promoters while the remaining 30 per cent with the general public. Interestingly, Mega Bank’s promoters, too, are the general public, unlike in any other commercial bank where the ownership remains with a handful of corporate houses or joint ventures. According to Shah, the bank has 1291 promoters from 63 districts and they have invested from Rs 1 million to Rs 10 million in Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	“The wealth that the bank creates goes to Nepali families spread across the country,” says Shah. That was something that inspired Shah to be a part of the bank since its initial days. He believes that Nepal should have a banking model that is original – not copied from north, south, east or west. “It has to be intrinsically Nepali. Let the world copy it,” he says, adding that the ‘Mega Model’ is essentially a start towards that journey.&nbsp;</p>
<p style="text-align: justify;">
	The Mega Model is a different attempt of the bank to serve the entire economic pyramid. This pyramid, according to Shah, has corporate and high class banking clients on the top and SMEs in the middle and general customers – rural farmers, SME owners and other micro credit seekers - at the base. The bank has a separate unit named ‘Mega Micro’ that reaches out to the villages to serve the ‘Halo’ level. He says, “This is neither a Bangladeshi model nor a private bank model. When we make this successful, this is the model &nbsp;which is going to be followed regionally as well as globally.”</p>
<p>
	<img align="right" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_interior.jpg" style="margin: 0px 0px 0px 10px;" width="350" /></p>
<p style="text-align: justify;">
	Within the first two years its commencement, the bank has earned over 87,000 customers who have deposited more than Rs 11 billion there. The bank’s total investment is around Rs 10.5 billion. Shah is quite content with the bank’s achievements in its initial two years.“In these two years, Mega Bank has reached where we wanted it to. However, the foundation is still being laid and there is a long way to go,” he says, adding that it would take three to five more years before the bank has a well-built foundation. “In 100 to 150 years from now, people will be happy to be a part of this bank. Banking is not a short-term industry. The decisions that I as a CEO or the board takes now must add long-term values to the bank. Decisions should be taken with the &nbsp;at least the next 10 or 20 years in mind,” he explains.</p>
<p style="text-align: justify;">
	One of the greatest achievements of the bank in its first two years is the creation of a well known brand name. Shah who has &nbsp;helped &nbsp;create larger-than-life brand images in the past has proved his mettle at &nbsp;Mega Bank as well. “People should be forthcoming to say that they want to be part of this bank either - be it as a customer, staff or a shareholder,” says he, “An excellent brand image can do that and that is our destination. Everything we have done in the first two years is a step towards that destination.”&nbsp;</p>
<p style="text-align: justify;">
	Shah gives credit to the management team which the bank calls the ‘Mega Team’ and the promoters’ vision for everything the bank has achieved till date. He says that the bank has got the team that believes in the ‘Mega Model’. “I don’t claim that we have the best banking team in the country, but for our vision, there isn’t a better team,” boasts Shah. The Mega Team has 429 employees. The bank’s working environment is guided by the philosophy of ‘professionalism with a personal touch’. He believes that the working environment has to be comfortable and friendly along with the &nbsp;respect for organisational hierarchy. “Our work culture is finally translated into the customer services. We offer the best professional service with a personal touch,” claims Shah.</p>
<p style="text-align: justify;">
	The bank’s management mantra is people, people and people. “It is all about leading people and finding out their strengths. Know what their strengths are and give them roles accordingly,” says Shah. He adds that the bank always gives priority to qualified people. Another management mantra is time management. The bank keeps its employees always prepared to accept any challenge or changes that may come out of the blue.</p>
<p style="text-align: justify;">
	Any organisation is constantly surrounded by numerous seen and unseen challenges and forces. Shah states, “Mega Bank and Mega Team do not use the current political environment as an excuse.” That is one of the reasons why the bank brought in the concept of branchless banking in a country like Nepal where it’s not possible for any bank to have a branch &nbsp;in every village. However Mega Bank wants to have its services available in every village through branchless banking. He explains, “A person working in Doha can send money to his/her family in Dolpa with just a cost of around Rs 300 in less than three minutes. Why can’t a bank situated in Kathmandu provide its financial services to the people in remote Nepal?”&nbsp;</p>
<p style="text-align: justify;">
	The bank began its branchless services last year and is now planning to expand them to across the country this year. As of now, the bank has 28 branches and offers branchless banking from 16 points and is planning to add 30 more such pints this year. “We want to have hundreds of digital branches in the future because having physical presence in the urban areas alone won’t help the vision of Halo to Hydro.”</p>
<p style="text-align: justify;">
	Rural banking is one of the top agenda of Mega Bank. At a time when a majority of commercial banks are based in the urban areas, Mega envisioned being a partner in rural banking. “We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well. Once we do that, other financial institutions will follow us and together we will build a six-lane highway,” says Shah.&nbsp;</p>
<p style="text-align: justify;">
	<strong><strong><span style="font-size:14px;">SWOT Analysis</span></strong></strong></p>
<p style="text-align: justify;">
	<strong><strong>Strengths:&nbsp;</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>1291 Promoters</strong></li>
	<li style="text-align: justify;">
		<strong>Staff&nbsp;</strong></li>
	<li style="text-align: justify;">
		<strong>The vision of Halo to Hydro&nbsp;</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Weakness:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Young team that is relatively new to banking</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Opportunities:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Rural areas</strong></li>
	<li style="text-align: justify;">
		<strong>SMEs</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Threats:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>External environment</strong></li>
	<li style="text-align: justify;">
		<strong>Political environment</strong></li>
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
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<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
<p class="MsoNormal">
	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
	</strong></p>
<p class="MsoNormal">
	<strong><br />
	</strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
	</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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<p>
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
<p class="Pa9" style="text-align: justify;">
	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
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			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal and Om Prakash Khanal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
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				<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/cf1%20(Copy)(5).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
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					<div>
						<strong>Satish Chachan</strong></div>
					<div>
						Director, Chachan Group</div>
				</div>
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<div>
	Chachan Group evolved into a manufacturing and trading house when it changed its course into manufacturing from the family owned trading business. This move not only made the group grow leaps and bounds but also established itself as a leading industrial and trading house. The group in its initial days traded various commodities such as leather and leather products, cement, vegetable ghee, food grains, lentils, oil seeds, spices, consumer goods, fertilizer, pulses, edible oils and animal feeds. Today, the group not only trades these commodities but also produces them.</div>
<div>
	&nbsp;</div>
<div>
	The group&rsquo;s expansion was not merely driven by the market force. There were visions and entrepreneurial skills of earlier generation of businessmen, Mahabir Prasad Chachan and Shree Maliram Chachan, who steered the business towards what it is today. When the group passed onto the new generation of businessmen, Babu Lal Chachan and Parmeshwar Lal Chachan who are Chairman and Vice-Chairman respectively, the group had reached to a position from where it would never have to look back.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Growing Larger</strong></span></div>
<div>
	Satish Chachan, Director of Chachan Group says that the group is continuously following the tradition established by its founders towards further growth of the company. He proudly says, &ldquo;Compared to the group&rsquo;s initial days, the company has achieved a remarkable success in cement manufacturing besides continuing its decades old cement selling business.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Within the last decade, the group has established three cement grinding plants each having a production capacity of 350 metric tonnes (MT) of cement per day in Birgunj. Similarly, the group has begun the construction of fourth cement grinding plant in Nepalgunj with the same capacity as that of a single unit in Birgunj.</div>
<div>
	&nbsp;</div>
<div>
	Chachan says that the group had established a poly-plastic bag industry two years back in Birgunj. This factory has enabled the group&rsquo;s cement plants to use its own cement packing bags. &ldquo;This polyplastic bag industry has also earned a big business faith in the major sectors of the country. This clearly indicates the satisfactory present and past situation of the company and its growing capability to contribute a large amount of revenue to the nation.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Gaining Strength</strong></span></div>
<div>
	The group has shown remarkable progress in goods manufacturing that it has decided to specialise on. At present, it is producing cement, vegetable oil, leather goods, poly-plastic goods and various food products through its food processing units. Likewise, the group is also involved in trading through its three companies who have direct presence in over 19 different cities across the country.</div>
<div>
	&nbsp;</div>
<div>
	Chachan Group is today considered one of the leading business houses of Nepal based in Birgunj for producing variety of commodities with a wide reach across the country. Chachan claims that the products range that the company trades in and its wide network are suggestive of their market and the robust financial strength of the group.</div>
<div>
	&nbsp;</div>
<div>
	He shares that the annual turnover of the group exceeds Rs 4 billion. He also adds that the staggering 70 per cent of the total turnover is generated by the cement wing of the group. While sharing the strength of the group, Chachan boasts that his business has been employing 1500 people directly along with a huge number of indirect employments in transportation and handling of the raw materials and finished products. He also adds that 300 employees are working in the cement wing alone. The group&rsquo;s beneficiaries such as construction companies, commercial enterprises, transporters, traders, farmers and consumers are spread over major parts of Tarai and hilly regions of the country.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Changing the Course</strong></span></div>
<div>
	For decades, the group had been trading various commodities. Chachan says, &ldquo;This trade grew bigger and flourished gradually, which ultimately evolved into the establishment and identification of the Chachan Group. This can be regarded as the first and fundamental turning point of the company.&rdquo; Gradually the trading business expanded; meanwhile, various new manufacturing units were established.</div>
<div>
	&nbsp;</div>
<div>
	Around one and a half decade ago, the group decided to establish cement manufacturing units realising the growing demand of construction materials and cement in particular. This demand was identified when the state owned cement plants such as Hetauda Cement, Udaypur Cement and other private cement producers were unable to meet the major percentage of cement demands. This inspired the group to establish Narayani Cement Udyog Pvt Ltd in Birgunj. This company today has production capacity of 1050 tonnes per day.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Roadmap Ahead</strong></span></div>
<div>
	Chachan believes that the group has kept its promise of offering best quality products and services at a reasonable cost and claims that it would open up new avenues for the group to expand its manufacturing and trading businesses in the days ahead. &ldquo;Our past experience gives us confidence that we have further opportunities and scope for expansion. We want to establish our own clinker producing units so that we can stand as one of the leading cement and clinker manufacturer of Nepal,&rdquo; envisions Chachan.</div>
<div>
	&nbsp;</div>
<div>
	He reveals that the group has a clinker producing plant in the pipeline. He elaborated that this new plant will have a production capacity of 700 to 750 tonnes per day. Likewise, once the Nepalgunj based cement plant comes into operation, the group is planning to add another cement grinding plant there with production capacity and design similar to the existing one. Similarly, Chachan reveals that the group is planning to acquire a limestone quarry in a hilly area of Makawanpur district, few kilometres away from Hetauda. &ldquo;Besides this, we have been thinking to buy some additional land to establish the clinker producing plant. Though we are already in touch with some of the renowned Indian companies for establishing the clinker plant, we think this will materialise only after three to five years from now,&rdquo; he added. Similarly, Chachan is ready to expand other plants depending on the market demand and financial status.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Positioning</strong></span></div>
<div>
	Products of Chachan Group has a wide market coverage including major cities and towns such as Birgunj, Hetauda, Kalaiya, Narayanghat, Kathmandu, Bhaktapur, Banepa, Batar, Pokhara, &nbsp;Bhairahawa, Krishna Nagar, Dang, Nepalgunj, Dhangadhi, Nijgarh, Gaur, Lahan, Janakpur, Jhapa, Morang, Ilam and other places in hilly and Tarai region. According to the group, major market for cement is in all the belts extending from Birgunj to Jhapa and in Hetauda, Narayangarh and major cities and towns of Bagmati zone.</div>
<div>
	&nbsp;</div>
<div>
	According to Satish Chachan, Director of the group, product placement is done through various dealers and transporters. Group&rsquo;s contact or branch offices and dealers are channels for distribution. Major product range includes daily commodities, construction materials, leather goods, fertilizers among others.</div>
<div>
	&nbsp;</div>
<div>
	All the factories of the group are being operated in full capacity to meet the market demand. &nbsp;Products are sold under different brand names such as Trishakti and Bajrashakti in the cement segment while other commodities also have their own niche brand value recognised in their market targets.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>CSR Commitments</strong></span></div>
<div>
	As part of its Corporate Social Responsibility (CSR), the group has given prime importance to environmental protection and freeing its locality from pollutants. The group is also strengthening and accelerating its sustainable environmental efforts through the reduction of environmental impacts and the conservation of the biodiversity. &ldquo;We have been aiming to provide satisfaction and gratification to as many stakeholders as possible. To this aspect, we believe and act ethically and relentlessly to seek improvement in the quality, safety, information security and reliability of our products and services,&rdquo; explains Chachan.</div>
<div>
	&nbsp;</div>
<div>
	Satish Chachan, Director of the group says, &ldquo;We respect our customer and their culture and the community they belong to while we deal with them in the course of our business activities. We also engage in dialogues with various stakeholders in society and incorporate their feedback to enhance our CSR activities so that we can contribute our best to improve our surroundings, quality and the effectiveness of our activities.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company has dedicated itself in creating a safe and comfortable work environment for all its employees so that they can realise their full potential and have a fulfilling career, as a responsible corporate culture.</div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<div>
						<div>
							<div>
								<div>
									<span style="font-size:16px;"><strong>Sister Companies of Chachan Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Jaya Bageshwari Cement</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Oil Refinery Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Leather Manufacturing Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Narayani Modern Pulses Industries</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Adhunik Dal Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Shree Agro Processing Unit</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Oil Industry</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Tel Udyog</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Adarsh Polyplastic Pvt Ltd</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>Independent Trading Concerns under the Group</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Chachan Implex</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Devki International</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Manoj International Traders</div>
								<div>
									&nbsp;</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:16px;"><strong>SWOT Analysis</strong></span></div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Strengths</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Customers</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Staff</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Good quality products and services</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Reasonable price</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Harmonic relationship with employees, customers and local surroundings</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Disciplined working attitude</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Timely revenue payments to the government</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Weaknesses</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Inability to give hundred percent employment to the local residents</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Cannot fulfilall the donation demands from local parties and their leaders</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Opportunities</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Prospects for growth of construction material businesses</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Growing domestic market and purchasing capacity of people</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Rapidly emerging technological innovations</div>
								<div>
									&nbsp;</div>
								<div>
									<span style="font-size:14px;"><strong>Threats</strong></span></div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of smooth business environment</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Frequent bandhs and strikes</div>
								<div>
									&bull; <span class="Apple-tab-span" style="white-space:pre"> </span>Lack of environment to work peacefully and uninterruptedly where the group is based</div>
							</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-03-12',
			'modified' => '2014-03-24',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Chachan Group has evolved into a industrial house though it began its commercial journey as a trader.',
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	(int) 1 => array(
		'Article' => array(
			'id' => '2497',
			'article_category_id' => '39',
			'title' => 'Lomus : Looking Beyond Borders',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	If the Nepali government allows Nepali ventures to invest in foreign land, Lomus Pharmaceuticals and the group of companies would be one of the top industrial houses to rejoice. Prabal Jung Pandey, Executive Director of the group says that he would be happy when his group would go beyond borders. He wishes to take Lomus Pharmaceuticals Pvt Ltd, the group&rsquo;s flagship company and one of the leading pharmaceutical companies of Nepal, beyond borders.</div>
<div>
	&nbsp;</div>
<div>
	As a move towards this goal, the company is determined to increase the volume of its pharmaceutical products export to existing markets along with exploring new territories. According to Pandey, the company is exporting its products to four countries in Africa. &ldquo;We will be exporting to Commonwealth of Independent States (CIS) countries soon. Necessary registration procedures have been completed and we are looking forward to exporting in large quantities,&rdquo; he shared.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Pandey thinks that once the company starts mass export of products, of the current production plants capacities would not be enough. He opines that establishing plants in other countries would be helpful to supply products to meet the demand. However, existing laws restrict Nepali companies from investing in foreign land. &ldquo;The government should now think that the capable industries in Nepal should be allowed to invest in other countries. If someone is capable of investing abroad, and if s/he is working here successfully and if the profits come back to the country, there is no harm in allowing someone to invest abroad,&rdquo; Pandey said arguing against the government&rsquo;s restriction that is hindering the company&rsquo;s expansion plan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	He says that Lomus Pharmaceuticals has reached almost a saturation point in the Nepali market and with very little room for expansion. He further claims that the company leads Nepal&rsquo;s pharmaceutical market with four per cent of the market share.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Prabal Jung Pandey, Executive Director, Lomus Group" src="/userfiles/images/cf1%20(Copy)(3).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Prabal Jung Pandey</strong></div>
					<div>
						Executive Director</div>
					<div>
						Lomus Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size: 14px;"><strong>Group&rsquo;s Inception</strong></span></div>
<div>
	Lomus Pharmaceuticals is the first manufacturing venture of the group, started by Pradeep Jung Pandey, Vice President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI) and father of Prabal Jung Pandey. Pandey gives credit to his father for establishing the company and taking it to the pinnacle.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company was established with its first factory at Gongabu in Kathmandu, 25 years ago. In its initial days, it used to produce around 40 pharmaceutical products. And, the group kept on taking gradual and careful steps for its expansion and growth. With a special focus on expanding the market, it kept on increasing the production capacity. A decade ago, a big move was made to establish a 15000 square feet production plant at Gothatar, one of the largest pharmaceuticals production units of the country.</div>
<div>
	&nbsp;</div>
<div>
	Pandeys always have had the belief that one should not be investing in a new venture unless the existing one is sustainable. &ldquo;We do not believe in jumping into many ventures at once. We try to stabilise the existing one and keep it expanding so that it is self sustaining,&rdquo; Pandey added.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The Expansion&nbsp;</strong></span></div>
<div>
	The Pandey family came with its second venture 11 years ago - Cosmos Cement Industries Pvt Ltd. The company could not pick up immediately because of the ongoing armed conflict and the Madhesh movement that followed, recalls Pandey. The company was virtually in a status quo for almost five years after its establishment. The company is currently producing cement by grinding clinkers. However, it has plans to come up with its own clinker producing unit by utilising local raw material &ndash; limestone.</div>
<div>
	&nbsp;</div>
<div>
	Pandey reveals that as prerequisite of setting up a clinker production unit, two limestone mines are being excavated in Udaypur district. A feasibility study for setting up the plant has been completed and the essential land for it has been acquired after carrying out IEE and EIA. Likewise, another clinker producing unit is under construction in Janakpur. Initially this plant will be producing 700 tonnes of clinkers daily. Pandey says that once the unit completes its trial phase, its capacity will be increased gradually and is expected to reach 1200 tonnes per day within a year. He says that the plant will be catering to the high demand of cement in the eastern part of the country. Targeting this market, around nine months back, a cement factory with a production capacity of 400 tonnes per day was installed in Biratnagar. Similarly, one factory is under operation in Janakpur. The current expansion is being made with a total investment of Rs 1.5 billion.</div>
<div>
	&nbsp;</div>
<div>
	When the second generation businessmen in the Pandey family joined the business, set-up by their father, they took the business to new and varied sectors so that the three brothers can look after one of the sectors each. Now the group is involved in banking and financial sector, mining, cement production and pharmaceuticals.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that the group is willing to take pharmaceuticals and cement production companies to the next level in the near future. He reveals that the group is also planning to come with Ayurvedic medicines soon. These medicines will be branded uniquely and will be sold in the global market. Currently the group is employing 300 people in its group of companies other than financial institutions.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Branding Consolidation&nbsp;</strong></span></div>
<div>
	The parent company of the group, Lomus Pharmaceuticals has become a well known brand name in the pharmaceutical industry. Pandey says that the recognition the company has got is because of the quality that the company has promised and delivered in its range of products. He says that the company does not compromise on quality and believes that products should be easily available at affordable price.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, Tej Cement is a popular brand in the eastern Nepal. Popularity of this brand has encouraged the company to expand its production unit and add new factories. However the group has not yet given serious thoughts of branding the entire group under a consolidated name. Pandey hints the possibility of it in the future but not anytime soon.</div>
<div>
	&nbsp;</div>
<div>
	Pandey shares that all of the companies under the group are growing annually at a healthy rate of 20 per cent in average. The group registers an annual turnover of Rs 3 billion per year. He is quite &nbsp;satisfied with this progress but sees room for improvement. He adds, &ldquo;I will be the happiest entrepreneur if we can make our name popular worldwide. I dream of making Lomus an international company and a brand name recognised everywhere.&rdquo;</div>
<div>
	<hr />
</div>
<div style="text-align: center;">
	<span style="font-size: 16px;"><strong>Core Sectors of the Group</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Pharmaceuticals</strong></span></div>
<div>
	Pharmaceutical is one of the core areas of the group and the parent business for it. Lomus Pharmaceuticals Pvt Ltd is one of the market leaders in Nepal&rsquo;s pharmaceuticals market. This company produces 400 products. However, its factory is operating for just 12 hours a day due to power supply problem. Apart from supplying its products to the general medicine market, the company also supplies to government.</div>
<div>
	&nbsp;</div>
<div>
	Cement and Mining Industry Cement production is one of the strong sectors of the group. The group has allocated two mining companies for its cement industries. Cosmos Quarries Pvt Ltd and Udaypur Mineral Tech are taking up the responsibility of limestone mining. However, the group is open for exploring new area for mining. Pandey sees potentials in copper and iron mining but transportation and electricity are the pre-requisites which he expects that the government should ensure.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Financial Sector</strong></span></div>
<div>
	The group has presence in the banking and financial sector with three companies as one of the promoter shareholders. International Leasing and Finance Company Limited had a plan for upgrading to a commercial bank but could not do so in the lack of legal provision to do so. However, it has now plans to go for merger.</div>
<div>
	&nbsp;</div>
<div>
	Pandey says that merger talks are going with few financial institutions and he expects that these talks will conclude within the next five months. Apart from it, the group is involved with Citizens Bank International and Shikhar Insurance Company Limited. Similarly, the group has a presence in merchant banking sector through its Lomus Investment Co Pvt Ltd.</div>',
			'published' => true,
			'created' => '2014-01-24',
			'modified' => '2014-01-26',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Lomus Pharmaceuticals and the group of companies take every step carefully while investing in a new sector. The group, if allowed by the law, looks forward to invest abroad.',
			'sortorder' => '2341',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2313',
			'article_category_id' => '39',
			'title' => 'Saurabh Group Leading Strong',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bishnu Prasad Neupane Chairman, Saurabh Group" src="/userfiles/images/CF1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Bishnu Prasad Neupane</strong></div>
					<div>
						Chairman, Saurabh Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.</div>
<div>
	&nbsp;</div>
<div>
	This factory has been established with an authorised capital of Rs 4000 million. It is one of the largest cement factories of Nepal that produce their own clinker. The factory has 45 per cent shareholding of a Hong Kong based company, Krishna Holdings Limited. &nbsp;The factory is spread over 30 bighas of land and the mine is spread over an area of 20 square kilometres for extracting limestone.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that this factory uses the latest technology that is not only efficient but also energy saving. He adds the technology installed in the factory is different than those used in Nepal and consumes 50 per cent less energy. All machineries for this project are imported from Denmark and manufactured by FLSmidth Private Limited.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Drive</strong></span></div>
<div>
	The group has always been prioritising the expansion of its factories. Last year, the group had a major expansion on its laminated sacks factory, Jagdamba Synthetics Pvt Ltd. New technology was installed and all upgraded machineries were imported from Austria. The factory has an installed production capacity of 1.5 million metres of fabrics per day. Neupane claims that it is the largest woven sacks factory in South East Asia. He adds, &ldquo;We are proud to say that we are the largest producer and exporter of woven sacks in Nepal.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Jagdamba Synthetics was established around 13 years ago and the latest addition is the new process of producing laminated bags. Neupane claims that this company has the capacity to produce the thinnest fibres in the entire South Asian region with quality consistency. He says that quality consistency has helped the company export 90 per cent of its production to India.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group has plans to convert its 15 storey building in Bhaktapur into a hotel as a part of its plan to move into the tourism industry. This three-star hotel will come into operation in a few years tying up with an international chain. Neupane says that it will be a unique hotel that utilises green technology.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Manufacturing Focus<span class="Apple-tab-span" style="white-space: pre;"> </span></strong></span></div>
<div>
	The group in its initial days was involved in trading business. &nbsp;When Neupane separated from his family business and started his own, he had little experience in the manufacturing sector. He partnered with Shanker Lal Agrawal who was also in the trading business then. It was around 1996 when he and his partner Agrawal thought about entering into the manufacturing industry. Agrawal had the experience of running Jagdamba Steel and Neupane, who is also an engineer, had thoughts of establishing a cement factory.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In 2001, the group started the construction of a woven sacks factory that produces bags for cement packaging. Construction was completed in 2003 and production began in the same year. Similarly, the group moved into spinning and tea gardening and processing. It was followed by the establishment of Jagdamba Roto Packaging factory. Likewise, the group also moved into pashmina, steels and other construction material production. Sarbottam Cement would be the latest addition to the construction material production business of the group.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I always had a desire to go for production based industries especially on construction material rather than the service industry,&rdquo; Neupane says. He was often suggested to venture into more profitable sectors such as real estate and gold trading but they never lured him. Though the group is still involved in trading, it is the manufacturing sector that gives Neupane an immense pleasure. He says that the manufacturing sector creates employment for a good number of people and benefits society with both backward and forward linkages. The Saurabh group has been employing 2600 people at the moment in all of its companies.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Turning Point</strong></span></div>
<div>
	When democracy was restored in the country in 1990, it was a new beginning for the Saurabh Group as well. The group&rsquo;s major industries were established in the 1990s. The liberal policies of the government encouraged industrialists like Neupane to establish new companies. The easier licensing policies and laws were a sort of relief for them. In the mid-1990s to early 2000s, the group came up with its major companies. This was the same period when the armed insurgency was escalating and businessmen were realizing that the situation is unfavourable for making investments.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Neupane says his companies were least affected by the armed conflict being located in urban areas of the Tarai region. However, when the conflict ended and the country was moving towards conflict resolution, the political events of 2005-2006 took its toll on companies in the Tarai by disrupting the operation of factories. Neupane says that bandhs and strikes are a part of life and industrialists must be immune to such incidents.</div>
<div>
	&nbsp;</div>
<div>
	The cement factory was one of the major establishments of the group in the early 1990s. The group&rsquo;s course changed when Neupane thought of establishing his own cement bags factory while the general trend was to import bags from abroad as local production was insufficient. This very move led the group to be the largest producer of woven sacks in the South East Asian region at present.</div>
<div>
	&nbsp;</div>
<div>
	Neupane considers the group&rsquo;s move to establish a cement factory that totally depends on local raw materials as another turning point. The group came up with the idea of producing cement by manufacturing clinker using local limestone when a majority of industries were importing clinker. This gave the company the benefit to get a strong foothold in the market as one of the producers of cement in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Saurabh Group of Companies" src="/userfiles/images/CF2%20(Copy)(1).jpg" style="width: 550px; height: 184px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Coverage</strong></span></div>
<div>
	According to Neupane, 90 per cent of the total production of Jagdamba Spinning Mills is exported to India while the remaining 10 per cent is supplied to local textile manufacturers. Similarly, products of Jagdamba Roto Packaging are supplied to confectioneries, biscuits and noodles producer for packaging and wrappers.</div>
<div>
	&nbsp;</div>
<div>
	Neupane says that the largest market of cement is Kathmandu Valley and its periphery where 40 per cent of the group&rsquo;s production is consumed. Out of around 1 billion sacks of cement produced by the group, 40 million sacks are consumed in Kathmandu Valley alone, says Neupane. He expects the groups&rsquo; market share on cement to increase to 20 per cent once Sarbottam Cement&rsquo;s production enters the market.</div>
<div>
	&nbsp;</div>
<div>
	When offering products to the market, the group abides by three fundamentals: quantity, quality and consistency. Neupane says that producing larger quantities helps to achieve economies of scale and also gives an edge to competition. Similarly, quality is the prime focus of the group and he says that any complaints on quality are taken seriously.</div>
<div>
	<div>
		&nbsp;</div>
	<div>
		<table border="0" cellpadding="10" width="99%">
			<tbody>
				<tr>
					<td bgcolor="#E5E4E2">
						<div>
							<span style="font-size: 14px;"><strong>History of Saurabh Group</strong></span></div>
						<div>
							The Saurabh Group&rsquo;s journey began from Myanmar. Till the 1960&rsquo;s, Bishnu Prasad Neupane&rsquo;s father, Lila Ram Neupane, was doing retail business alongside running a butter processing factory in Lashio town in the Shan state of Myanmar. After Buddhism was made the state religion in the 1960s, people of Nepali and Indian origin were forced to leave the country. Lila Ram Neupane made a decision to leave Myanmar and resettle in Nepal and started his own business with a wholesale store of textiles in Bhairahawa. During that time, textiles were brought from Kathmandu and distributed there. Later, he also took dealership of the National Trading and Salt Trading Limited.</div>
						<div>
							&nbsp;</div>
						<div>
							It was in 1964 when the business took shape of a group and was further diversified. Bishnu Prasad Neupane took up responsibility in 1986 and started the Jagadamba Cement Industries, his first manufacturing venture, in the early 1990s.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							Saurabh Photo International, the authorized distributor of Konka products, was in the agency trading business since 1990 and has a strong presence in the market. Currently, the group is mainly involved in the production of cement, steel, tea, spun yarn, PP Woven fabrics, calcium carbonates and other such products. The group&rsquo;s trading activities continue with imports of Konka products, Citizen watch components and other Chinese products. There are 14 companies under the group and some companies are operating under a joint venture with Shanker Group, another business house of Nepal. Today, the Saurabh Group registers an annual turnover of Rs 5 billion, Rs 4 billion, and Rs 2 billion from its cement, spinning and synthetic production, respectively.</div>
						<div>
							&nbsp;</div>
						<div>
							<span style="font-size: 14px;"><strong>CSR</strong></span></div>
						<div>
							The Saurabh group and the Neupane family have a good reputation in Rupandehi district not only for business but also for their contribution to society. The business house has contributed over Rs 100 million for social work in the area. Along with institutional corporate social responsibility (CSR) activities, the Neupane family has been carrying out philanthropic activities on a personal scale. A separate trust has been established and run by the family. This trust was established by Neupane&rsquo;s father and every year, at least Rs 2.5 million is donated by the family for social work. According to Neupane, donations amounted to Rs 2.7 million last year. He modestly says, &ldquo;This is not our CSR activity and is not for any commercial benefit. Within our family, there are three business groups and all of them contribute to the trust to make it an independent social entity.&rdquo; Neupane says that the group does not take any credit for the trust&rsquo;s activities.&nbsp;</div>
						<div>
							&nbsp;</div>
						<div>
							The trust supports government hospitals, schools and government organisations. Neupane says that most schools in Rupandehi and Nawalparasi districts have received support from the trust. Similarly, Jagdamba Cement has recently initiated ambulance services. It also carries out social training programmes for various activities such as cancer relief activity. Likewise, the group also awards people and their social and non-profit organisations that have made good contributions to society. The company has been providing cement to construct buildings of such organisations at cost price.</div>
					</td>
				</tr>
			</tbody>
		</table>
	</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-12-22',
			'modified' => '2013-12-23',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Saurabh Group, one of the leading industrial houses of Nepal is planning to establish a large scale cement factory in Sunawal, Nawalparasi. Bishnu Prasad Neupane, Chairman of the group says this new factory will be producing 400,000 metric tonnes of clinker in the first stage and expand it to 1 million metric tonnes of clinker at the end of 2015. The factory has set a target to begin production by February 2014.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2182',
			'article_category_id' => '39',
			'title' => 'KGH Group: Hospitality Growing Bigger',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="left" style="margin: 0px 10px 0px 0px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Rajan Sakya, CEO, KGH Group" src="/userfiles/images/KGH2%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#DDDDDD">
				<div align="center">
					<div>
						<strong>Rajan Sakya</strong></div>
					<div>
						CEO, KGH Group</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	T<span style="font-size: 12px;">he KGH Group has recently revamped rooms and interiors of its signature hotels, Park Village Hotel and Resorts and Kathmandu Guest House. According to Rajan Sakya, CEO of KGH Group, 60 rooms of five star facility were added on each hotel in the year 2012. Sakya says that rooms were upgraded in accordance with the demand of clients and growing competition to offer quality service.</span></div>
<div>
	&nbsp;</div>
<div>
	Renovation work is also ongoing at Aqua Buzz Unlimited, a hotel located in Koshi. Sakya admits that the hotel is not doing impressive business at the moment but he is optimistic that Koshi will emerge as a tourism hub when the Banepa-Bardibas highway gets completed in the next two years. He says that the highway will shorten the distance between Koshi and Kathmandu and will increase tourist flow to the area.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Expansion Plans&nbsp;</strong></span></div>
<div>
	The KGH Group plans to add new properties to business in the years to come to their current line-up of eight hotels and three travel agencies. According to Sakya, the group is planning to establish two new hotels within the next two years. He says one will be in Kathmandu while the other will be in Koshi.</div>
<div>
	&nbsp;</div>
<div>
	Karna Sakya, Founding President of the group wishes to see the business he established to be passed on to the future generation. Rajan Sakya, his youngest son also expresses commitment to continue the business and says, &ldquo;Tourism is the industry where we have expertise and long-time experience. The next generation will also be involved in the same field as we do not have any plans to venture into any other sector.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	When making plans for the future, young Sakya says that the overall business climate of Nepal makes it difficult to make long term plans. So, he says the group has been only making plans for the short term. Sakya reveals that the group plans to streamline and standardise the quality of its services offered throughout the properties of the group as well as its management style. For this purpose, he says, the group is adopting a corporate model of running business that will centrally control all sister concerns it owns.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Clientele and Occupancy&nbsp;</strong></span></div>
<div>
	The morale of tourism entrepreneurs is getting a boost with the rise in tourist flow after the insurgency. Sakya is also content with the number of clients his chain of hotels has been able to attract. He says that the occupancy level has been satisfactory throughout the year.</div>
<div>
	&nbsp;</div>
<div>
	According to Sakya, Park Village Resort is primarily targeting conferences and seminars, and so 60 per cent of its clients are Nepalis while the rest are foreigners. Similarly, guests at the Kathmandu Guest House are mostly adventure tourists and it is an all-season hotel with 100 per cent foreign clients. Likewise, 80 per cent of clients at the group&rsquo;s hotels in Pokhara, Chitwan and Lumbini comprise of foreigners.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Management strategy&nbsp;</strong></span></div>
<div>
	The KGH Group has been operating under the family business model since Karna Sakya ventured into the tourism and hospitality sector almost 48 years ago. &ldquo;We are not running our business similar to a professionally managed five star hotel. Though we have professional hotel managers to look after a particular hotel, we have shouldered the responsibility of running the business and we are happy with this style because we believe we have the expertise and experience of several decades,&rdquo; explains Rajan Sakya.</div>
<div>
	&nbsp;</div>
<div>
	The Sakyas, however, are planning to corporatise the group in the next one to two years. The group plans to set up a corporate head office in Kathmandu with a team headed by a General Manager. Sakya says that the corporate office will centrally control the accounts, internal audits and central purchasing. &ldquo;This model is being adopted to standardise the quality of services and products used across all the properties under the group,&rdquo; he says.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management</strong></span></div>
<div>
	The KGH Group has not only created employment for 650 to 700 people but also has been meeting a social responsibility in hiring employees. Sakya says that the group hires women under the shelter of Maiti Nepal, a non profit organisation dedicated to help victims of sex trafficking.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As women from the organisation find it challenging to reintegrate into society after being rescued from brothels, the KGH group has tied up with Anuradha Koirala (Founder and Director of Maiti Nepal and also a winner of CNN Heroes of 2010) to provide them with job opportunities in all of its properties, says Sakya.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the group prioritises hiring employees from underprivileged groups and communities. Sakya says that the group gives preference to those who have returned after working abroad. He gives an example of a recent recruitment of 10 employees who had returned from the US and the UK. He also reveals that the employee turnover at the group is quite low and some of the employees have been with the company for even decades.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We have maintained a very good relationship with employees and so, we do not have problems with the human resource management,&rdquo; he states about the company&rsquo;s relationship with its employees.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="KGH GROUP" src="/userfiles/images/kgh1%20(Copy).jpg" style="width: 550px; height: 99px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div style="text-align: center;">
					<span style="font-size: 16px;"><strong>The KGH Journey</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					The journey of the KGH Group began when Karna Sakya, Founding President of the group established Kathmandu Guest House in Thamel, 48 years ago. Sakya recalls that Thamel was nothing more than a paddy field then. Thamel, the tourist hub of today grew around the hotel which started with 13 rooms.</div>
				<div>
					&nbsp;</div>
				<div>
					Sakya, a government employee then, used to work at the department of forestry and was not satisfied with the working environment. Brought up in an affluent family, he never felt that he had to take up a job to make his living. A traveller himself, he says that one must be able to comprehend what tourists want in order to run a tourism business and adds: &ldquo;Tourism is a business of dreams and only a dreamer can delve deep into this sector.&rdquo;</div>
				<div>
					&nbsp;</div>
				<div>
					His expertise as a forester and environmentalist is reflected in the hotels of the group. He has always prioritised the harmony between buildings, nature and the culture of the locality where the hotel is built and it can be witnessed in any of the sister hotels of the group. Sakya says he never developed a property on a leased or government land and all land where hotels are built is owned by the group.</div>
				<div>
					&nbsp;</div>
				<div>
					When the country was at the peak of insurgency, the group never took a break. Rather it expanded into new projects and purchased land that helped it achieve success that it had never seen earlier. Today, the group has eight hotels and three travel agencies and is about to mark its golden jubilee in two years&rsquo; time.</div>
			</td>
		</tr>
	</tbody>
</table>',
			'published' => true,
			'created' => '2013-11-29',
			'modified' => '2013-12-01',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'KGH Group of Hotels, one of the largest and oldest chain hotels of Nepal, has plans to grow even bigger.',
			'sortorder' => '2028',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2062',
			'article_category_id' => '39',
			'title' => 'The Story Of The "Best Managed Company"',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: right; margin: 0px 0px 10px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Vijay Shrestha" src="/userfiles/images/vs%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 238px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Vijay Shrestha</strong></div>
					<div>
						Group Executive Director</div>
					<div>
						Yeti Airlines</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	Yeti Airlines was awarded the &lsquo;Best Managed Company of the Year 2013&rsquo; by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.</div>
<div>
	&nbsp;</div>
<div>
	Vijay Shrestha, Group Executive Director of Yeti Airlines, says the company is the market leader in rural destinations and mountain flights. The company has stood strong as a partner in transportation of local and foreign passengers, goods and transfer of tools, and equipment for development work in remote corners of Nepal. Along with this, the company has a strong foothold in services targeted at city airports.</div>
<div>
	&nbsp;</div>
<div>
	Shrestha believes that the current range of products and services offered to all three ecological regions would help the company grow. &ldquo;Both organisational and individual passengers, travel agents and development organisations will eventually come to us as we have services offered to both rural as well as the urban destinations in the hills and plains. These services and clients are critical for our growth,&rdquo; he explains. The unique blend of services the company provides, the commitment of stakeholders and a strong management has put the company ahead of its competitors.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Unique Management Practices</strong></span></div>
<div>
	Shrestha is of the opinion that competition in the airlines industry lies in value offerings rather than product and service offerings. The company has its own unique management practice along with the largest nationwide network of domestic flights that gives it an edge above others. Shrestha explains that clients who have to go to Humla, Pokhara, Darjeeling, Sikkim, Lukla, Lucknow or any other destination, can count on Yeti Airlines as it has flights to these places or to a nearest place.</div>
<div>
	&nbsp;</div>
<div>
	The company has also made flight safety a top priority. &ldquo;Compared to other airlines, we have invested heavily in flight safety and flight management system. We are in a leading position when it comes to safety management,&rdquo; Shrestha says. He further says that the company has put a lot of resources in technologies such as ticket booking systems and management information systems.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company has made on-time flight its unique selling point. Shrestha says that this initiative has helped the company add value to its services and brand recognition. &ldquo;We have always prioritised timely flights. We prefer flying few minutes earlier than being late. This is one of the most crucial values we are offering to guarantee convenience to our clients,&rdquo; he says.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>A Synergy of Two Brands</strong></span></div>
<div>
	The company claims that the market coverage by both Yeti and Tara Air is probably the widest among domestic players. According to Shrestha, the company has around 35 per cent market share in city airports and around 65 per cent in rural destinations though the market share keeps fluctuating depending on various market situations.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Tara and Yeti have been complementing services and coverage with a fleet size of 14 aircrafts. Shrestha says that the customer base and nature of services has determined the creation of two different brands rather than a single brand operating in both rural and urban destinations. Tara has been operating in rural destinations in hilly and mountainous regions since 2009 with a fleet of six STOL aircrafts.</div>
<div>
	&nbsp;</div>
<div>
	The weather condition and quality of airports play a crucial role when it comes to making flight decisions in hill airports but airlines can make decisions easier in city airports. Similarly, the nature of passengers and clients is different in the areas where Tara operates. Shrestha adds that the variety in types and needs of customers, services and markets have led to the operation of two airlines under different brands.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Group Management</strong></span></div>
<div>
	The Yeti Group is a large business conglomerate working in the tourism and aviation industry with one and a half dozen companies. The group also owns KK Super Mart Nepal, a chain of convenience stores. The management of each of these companies is highly decentralised and each company functions independently. Hotels, resorts, lodges, trekking and travel companies and airlines operate on their own though strategic unity is maintained among them. &ldquo;Operation of these businesses is largely decentralised and where possible, we try to synergise the marketing,&rdquo; says Shrestha. The group has also been promoting its travel companies locally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group also decentralises its human resource management. Its aviation companies employ 800 personnel while the entire group employs a total of 1500 people. According to Shrestha, the company has been able to maintain a high rate of staff retention with its policy of prioritising employee welfare, motivation and creating a professional and friendly working environment. While the aviation industry ails from a lack of skilled technical workforce, the Yeti group is known to not face any shortage in technical human resource.</div>
<div>
	&nbsp;</div>
<div>
	Though the group&rsquo;s companies are performing well in their respective sectors, the group has not pursued organised branding. Instead, each company and subsidiary has its own brand recognition and is not marketed as a subsidiary of the group. &nbsp;Shrestha hints that organised branding is in the pipeline.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Yeti Airlines Hangar" src="/userfiles/images/cf1%20(Copy)(1).jpg" style="width: 550px; height: 347px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Future Moves</strong></span></div>
<div>
	The group is planning to come up with new resorts and lodges in Chitwan and Yeti Airlines plans to consolidate value offerings to its customers. The company is dedicated to take its services to new heights by consolidating services in the urban sector. &ldquo;Our aim is to develop the tourism and aviation industry for the development of the country. Mountain transport and mountain tourism cannot be imagined in the absence of Tara Air and Yeti Airlines. When the services offered are beneficial to the country and people at large, the company will always prioritise on them and strive to make them better.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The company has not decided against reviving flights from its former international carrier - Yeti International. The international carrier was closed down after its joint venture partner Air Arabia withdrew support. Shrestha says that as the company is dedicated to move ahead in the aviation business, there is a possibility of its revival, though there are not fresh tie-ups being made at the moment.</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;">CSR</strong></div>
<div>
	The airline has been involved in corporate social responsibilities (CSR) since the establishment of the company. The company has been involved in health, social empowerment and education sectors through financial contributions and direct involvement in social works.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a part of CSR, Yeti Airlines donates Rs 4 per flight ticket to four social organisations namely United Mission to Nepal, Save the Children, Habitat for Humanity and Care Nepal. The company has also provided financial support to various social organisations such as Tewa, OCCED, Maiti Nepal, Nepal Leprosy Relief, Nepal Glaucoma Eye Clinic (Tilganga), Sewa Kendra Leprosy, Helpless Children Welfare Mission, Spinal Injury Rehabilitation Centre, Women for Human Rights, CWIN Nepal and the Centre for Victims of Torture (CVICT).&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The airline has also launched the &lsquo;Green Far West Project&rsquo; Kailali, Doti, Rajpur and Kanchapur districts for plantation of appropriate tree saplings in chosen community forests.</div>
<div>
	&nbsp;</div>
<div>
	Recently, the company took 18 orphans of Bal Mandir to a mountain flight on the occasion of National Children&rsquo;s Day and the airlines&rsquo; 15th anniversary.</div>',
			'published' => true,
			'created' => '2013-10-29',
			'modified' => '2013-10-29',
			'keywords' => 'new business age corporate focus news & articles, corporate focus news & articles from new business age nepal, corporate focus headlines from nepal,  current and latest corporate focus news from nepal, economic news from nepal, nepali corporate focus economic news and events,  ongoing  corporate foc',
			'description' => 'Yeti Airlines was awarded the ‘Best Managed Company of the Year 2013’ by New Business Age on August 2013. Yeti Airlines bagged the award for offering best air services even in remote areas of Nepal. The airline, along with its subsidiary Tara Air, has been flying to 29 destinations across the country both with scheduled and non-scheduled flights.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '1969',
			'article_category_id' => '39',
			'title' => 'DJPL: Prioritising Import Substitution',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<div>
	&nbsp;</div>
<div>
	Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution. As a part of this strategy, the company established Nirog, a primary care division of the company in the last week of June, 2013.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The division produces drugs for muscular inflammation, pain and emergency management, one of the segments where medicines are heavily imported from abroad. Hari Bhakta Sharma, Executive Director of DJPL said that the Nirog division&rsquo;s primary objective is to supply high quality drugs to Nepalis while the company exploits its capacity to explore opportunities in the international markets.&nbsp;</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1" style="float: left; margin: 0px 10px;">
	<tbody>
		<tr>
			<td>
				<img alt="Hari Bhakta Sharma, Executive Director Deurali Janta Pharmaceuticals Pvt Ltd" src="/userfiles/images/cf1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 239px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div>
						<strong>Hari Bhakta Sharma</strong></div>
					<div>
						Executive Director</div>
					<div>
						Deurali Janta Pharmaceuticals</div>
					<div>
						Pvt Ltd</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	According to Sharma, this new division was established as a part of the company&rsquo;s objective to produce medicines that help promote healthier living and prevent people from catching diseases. The company is dedicated to stabilise this newly established division before coming up with a new venture. DJPL has been launching a new division in every two to three years. Sharma said, &ldquo;Pharmaceutical industry is all about a dynamic life science that is changing so fast that today&rsquo;s technology becomes obsolete next day. To boost business competitiveness and mitigate product lifecycle, we need to do something new.&rdquo; At the same time, companies like DJPL are realising the responsibility to substitute huge imports of drugs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Export Dilemma&nbsp;</strong></span></div>
<div>
	The export of drugs is being talked for a couple of years, but it is yet to be realised. &ldquo;There are markets where we cannot compete. Also, at times the cost of production and cost of quality compliance is greater than the rate of return. In such markets, we drop the idea of export,&rdquo; he said, adding, &ldquo;In those markets where we want to compete, there are so much of regulatory barriers, and it is painfully time taking to meet all the requirements.&rdquo; He said that DJPL and some other pharmaceutical companies are in a process of meeting all the requirements. According to Sharma, unlike n any other commodity, every pharma product and every production unit must be registered in the target country before starting exports there because drugs are considered highly sensitive as it is directly related to the human health. Moreover, Sharma said that the Nepali companies are becoming extra cautious before making any export commitments because of the unfavourable environment in Nepal to run manufacturing bases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong style="font-size: 14px;"><img alt="Production Capacity" src="/userfiles/images/cf4%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 593px;" /></strong><span style="font-size: 14px;"><strong>Product Diversification&nbsp;</strong></span></div>
<div>
	The company is focused on manufacturing drugs related with infections, cardiology, women&rsquo;s health, and infectious diseases. The DJPL has been adding new plants and divisions every two to three years to come up with a new range of products. According to Sharma, the company has always been in a drive to product development. Apart from having a strong foothold in the domestic market, the company is searching for favourable overseas markets. Therefore, every move of the company is targeted towards product development, capacity building and boosting competitiveness.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma revealed that the company is planning to work also on the natural products. The DJPL is planning to establish a new plant in Chitwan and has hired a consultant for technical and physical infrastructure development required for starting the operation. But he also hinted that it would almost take a decade before this unit starts its production. &ldquo;We have talked a lot about Nepal&rsquo;s richness on herbs and medicinal plants. The government is seen ineffective in materialising Nepal&rsquo;s richness on natural products. So, it is us, the private sector who must be doing something there,&rdquo; he explained. Sharma further added that the company is working on it and DJPL is always committed to quality assurance as it is related with medicines and human health.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the company had come up with Aarogyam, a derma care division on August 2011. This division manufactures products especially for skin, eye and dental diseases. The company had set up this manufacturing unit on the occasion of DJPL&rsquo;s 20th anniversary with an investment of Rs 50 million. This unit produces antifungal, antibacterial and anti-inflammatory products for treatment of skin diseases among others. Clomigen, Solbet, Conaz and Flutipro are some of the ointments manufactured by Aarogyam.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Market Presence&nbsp;</strong></span></div>
<div>
	Having over two decades of presence in the Nepali market, DJPL has established itself as a leading pharmaceutical company. The company claims that it has achieved this position because of its belief and commitment to quality products with affordability, use of cutting edge technology and a promise to offer better service to customers. DJPL has become a part of healing with its range of 220 products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL holds five per cent share of the total size of pharmaceutical market of Nepal. There are 45 Nepali companies and 258 foreign companies present in the Nepali market. Similarly, the size of the Nepali pharmaceutical market is estimated to be of Rs 16.7 billion. Likewise the pharmaceutical industry of Nepal has created a direct employment for 9,650 people, according to Quantification Study 2011 on Pharmaceutical Markets.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The company is using 60 per cent of its installed production capacity. DJPL has plans to utilise rest of the capacities to produce life saving medicines related to ailments of the heart, kidney, nerve and psychological complexities. The company says that it is conducting studies to understand the market feasibility so that it can utilise its 40 per cent production capacity that is not in use at the moment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Quality Assurance" src="/userfiles/images/cf2%20(Copy)(1).jpg" style="width: 500px; height: 306px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Quality Assurance&nbsp;</strong></span></div>
<div>
	DJPL has a total investment of Rs 870 million. According to Sharma, the company aims to produce best quality medicines at affordable cost. The use of ultra modern technology is also part of the company&rsquo;s goals and also a contribution to Nepal&rsquo;s industrial and economic development. &ldquo;Quality assurance is the topmost priority of DJPL. Our Quality Assurance Department works independently with the support from Quality Control Department that has sophisticated technology along with highly qualified and trained personnel,&rdquo; Sharma said. It also operates a full-fledged microbiological testing facility, which is in line with international standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sharma claimed that DJPL is one of the pharmaceutical companies that invest heavily in research and development. The company has its own state of the art Research and Development Centre. The centre was inaugurated on January 2011. &ldquo;We aim to develop new products matching the fast paced development of the 21st century alongside periodic updates to the formulas of all the drugs that we currently produce matching trends worldwide,&rdquo; Sharma explained.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Human Resource Management&nbsp;</strong></span></div>
<div>
	The company has always prioritised its staff members. DJPL has adhered to its policy to enhance employee&rsquo;s skills and capacity building. According to Sharma, that attempt will provide socio economic benefits to employees. Currently there are 350 employees. Executive Director Sharma said, &ldquo;DJPL comprises of young, energetic and dedicated professionals who have the expertise, knowledge and perception to bring about latest technologies in pharmaceuticals manufacturing.&rdquo; He also added that the company is constantly exercising critical thinking to maintain professional competence for excelling the quality of its products. The company is devoted to enhance the work skills and knowledge of staff members through trainings, experience and exposure within and outside Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="DJPL NEPAL" src="/userfiles/images/cf3%20(Copy).jpg" style="width: 500px; height: 138px; margin-left: 20px; margin-right: 20px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Major Milestones&nbsp;</strong></span></div>
<div>
	DJPL, a WHO-GMP, ISO 9001 and ISO 14001 certified company began its production from January 30, 1991 though it was established on June 23, 1988. The growth and expansion of the company has never slowed down. In 1995, company began technical collaboration with Renata Limited, a company from Bangladesh, another remarkable move for the company that helped it surge. Similarly, on August 2005, a new division Suswasthya, a systematic care division was brought into being.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The never ending journey of success continued for DJPL. The company claims, it is the first Nepali company to be certified with ISO 9001 and ISO 14001. Company received this coveted recognition in 2003. A year later the company was awarded with WHO-GMP certification.&nbsp;</div>',
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			'created' => '2013-10-09',
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			'description' => 'Deurali Janta Pharmaceuticals Pvt Ltd (DJPL), a leading pharmaceutical company is working with an aim of import substitution.',
			'sortorder' => '1819',
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	(int) 6 => array(
		'Article' => array(
			'id' => '1674',
			'article_category_id' => '39',
			'title' => 'NIC Asia: The Synergy Effect',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Nepal Industrial and Commercial (NIC) Bank and Bank of Asia Nepal (BoAN), two commercial banks, for the first time in the Nepali banking history merged into NIC Asia Bank Limited. The bank started its operation from June 30. The union has made NIC Asia, one of the top five banks of the country in terms of capital size and branch network.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The newly merged bank has Rs 2.31 billion as paid-up capital. Before the merger, NIC and BoAN had Rs 1.31 billion and Rs 2 billion paid-up capitals, respectively. Prabin Basnet, Chief Finance Officer at NIC Asia Bank claimed that the bank now has a reserve surplus of Rs 5 billion, one of the highest in the Nepali banking sphere. The bank&rsquo;s deposit size of Rs 40 billion and credit of Rs 32 billion makes it the fifth largest commercial bank of the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, the bank has a customer base of around 275,000, also one of the highest numbers of customers being served by a Nepali bank. Basnet revealed that the bank plans to double the number within a short time. Likewise, the number of branches to cater to this number of customers is 53, spread over various parts of the country. During the merger, 13 branches of both banks operating in close proximity were consolidated and a new corporate office was set up at the Trade Tower in Thapathali. Basnet said that 13 branches to make up the consolidation will be established in new places within a year, making the bank with a network of 66 branches. He further said that the bank will add 10 new branches within three years. He said that this network expansion would help increase the financial accessibility of people in rural areas.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Basnet said, &ldquo;Everybody (regulator, employees, customers and peer banks) had their eyes on us as two A-class financial institutions were merging for the first time in Nepal. So, it was challenging for us to make it successful and set an example.&rdquo; Within a few weeks of joint operations, Basnet felt that it was a successful endeavour.</div>
<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Prabin Basnet ,Chief Finance Officer, NIC Asia Bank" src="/userfiles/images/Prabin%20Basnet.jpg" style="width: 175px; height: 208px;" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<div>
					<strong>Prabin Basnet</strong></div>
				<div>
					<em>Chief Finance Officer</em></div>
				<div>
					<em>NIC Asia Bank</em></div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<strong><span style="font-size: 14px;">Beating the Challenge&nbsp;</span></strong></div>
<div>
	One of the major challenges the bank had to address was streamlining the database of two banks that were operating in two different core banking systems. According to Basnet, NIC was functioning on Pumori software platform while BoAN was operating on Pinnacle software. &ldquo;It was a herculean task to streamline a huge amount of data of both banks into the Pinnacle platform while maintaining integrity. Similarly, re-training the team to make it comfortable with the new platform was another great task during the merger process,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to Basnet, a year passed on while completing the technical tasks of merging. &ldquo;Both banks were functioning in different environments and working culture but were sound A-class commercial banks. Handling regular tasks along with special works of the merger was exciting, fun and challenging at the same time,&rdquo; he explained. Basnet said that the hard work of the entire team has paid back. He said that a joint merger integration steering committee was formed under which 16 task forces were created to work out problems and challenges. Similarly, more than 50 staff persons were involved in completing special tasks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The due diligence process was completed through a competitive bidding. &ldquo;The request for proposal we prepared was the most comprehensive due diligence request for proposal. This has set a landmark for due diligence,&rdquo; he said adding that a yearlong homework has helped in meeting the target of merger &ndash; creating a synergy effect. He also said that the effects will be visible right from the first quarter of the new financial year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Marrying the HR&nbsp;</span></strong></div>
<div>
	Managing the human resource to keep everybody happy and create a win-win situation for employees of two merging companies is said to be one of the biggest challenges. According to Basnet, this task has been completed swiftly by NIC Asia.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The two banks had almost 650 employees and they were assured that nobody will have to lose their jobs. Rather, the merger brought about new career development avenues and opportunities. &ldquo;Since the signing of the memorandum of understanding between the two companies for merger, it was clear that employees will not be laid off and the remuneration package they were receiving will not be reduced,&rdquo; Basnet said, &ldquo;As the employees had expectations to work for a better and stronger company, they provided moral support during the entire process.&rdquo; Both the banks soon after the merger decision had started activities to develop bonding between employees with diverse skills working in different work environment and culture.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="NIC ASIA BANK" src="/userfiles/images/NICASIA1.jpg" style="width: 500px; height: 210px;" /></div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Customers in Transition&nbsp;</span></strong></div>
<div>
	Customers too expected that they would be availed of better services from a new, bigger and better bank, said Basnet. &ldquo;Customers were confident and never questioned the security of their deposits during the transition. They have even encouraged us with a promise to increase the deposit,&rdquo; he added and also committed to provide even better products and services, higher than customer expectations, in the days to come.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Changes in account numbers, cheque books and other structural changes due to the merger was well communicated through media, websites, personalised letters, and customer care centres. Similarly, the interest rates on deposits and credits were streamlined few weeks before the merger took place.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 14px;">Rebranding&nbsp;</span></strong></div>
<div>
	Basnet said that rebranding and brand building is a challenging task as both banks had a legacy of their own that cannot be easily forgotten. &ldquo;Creating an image of strong and capable banking is challenging. We started the rebranding campaign after a long exercise,&rdquo; he said. The red colour used in the logo of the bank tries to communicate that NIC Asia is attempting to establish itself as an aggressive player in the banking sphere. Basnet said that the new logo also symbolises five principles of the Panchsheel, which are also the internal strategies of the bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	As a new and rebranded company, NIC Asia plans to move ahead aggressively as a key player in the banking sector. Basnet said that the bank does not need to revamp its products as the range of products and services provided by both the banks were quite innovative ones. However, he hinted that the bank will focus on technology-based products and branchless banking services.</div>
<div>
	&nbsp;</div>',
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			'created' => '2013-08-22',
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			'description' => 'NIC Asia Bank Limited created a milestone in the Nepali banking sphere through a successful merger of two commercial banks for the first time in Nepali banking history.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1443',
			'article_category_id' => '39',
			'title' => 'A Liquor Trader',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
<div>
	&nbsp;</div>',
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			'created' => '2013-07-19',
			'modified' => '2013-07-19',
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			'description' => 'Global Trading Concern has been importing liquor for more than one and a half decades. Of late, the company, with premium liquor brands and products in its portfolio, is in a market expansion drive.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '1066',
			'article_category_id' => '39',
			'title' => 'BRAINDIGIT: The Center For Technology Innovation',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The latest ICT Electronic Branding Expo held at Brikutimandap Exhibition hall held 87 stalls of 70 companies in 17 much decorated pavilions. Companies took part under a single roof introducing their products to get the valuable customer. A showcase namely ‘ramailomela.com was built online to preview the products available on the exhibition. The visitors needed not to hustle in the crowd; saving time and also receiving details on the major brands and vendors as showcased on the exhibition. The online service was from Braindigit which claims to be the powerhouse of creativity and innovation. The workforce from the company came up with this innovative marketing platform. The customer gets lots of product options and price ranges to choose from, of a win-win situation, for the vendor and for the customer.&nbsp;</p>
<p>
	<img alt="Nischal Man Pradhan, CEO, Braindigit" height="272" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_ceo_nischal.jpg" style="float:right; margn:0 0 0 10px;" width="201" />Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal. Saying about the immense evolution; Nischal Man Pradhan, CEO of the organization says, “We felt that our knowledge was limited. We said to ourselves; let’s do something big, something better. Then we started working on software building. There was a demand of customized software in the international market and we had to work hard to get hold of the opportunity.”&nbsp;</p>
<p>
	Braindigit presents itself as an expert primarily focused on providing IT solutions like Web Application Development, Joomla Extensions and Component Development. According to the company, there is a team of highly trained and expert programmers who can efficiently use web technological advancements such as Joomla, .Net, PHP, Java, Ajax, Magento, Android apps and many such components that challenge the capabilities of the work group. The primary Braindigit mission is to provide a qualitative product that combines performance with value pricing, while establishing a successful relationship with the customer.</p>
<p>
	<span style="font-size: 12px;">“Here we are all goal oriented personals. First we generate a project plan directed towards the needs of our clients. Then we define the roles in our departments. The time extension is designed, and then we follow the projected plan and make sure that the goal is met,” says company executive. The workforce of the company consists of more than 50 staff members, assigned to various departments from programming, development, quality control and marketing. Each department is dedicated towards their assigned role whereby creating an environment that results to be work friendly and mostly goal oriented.” &nbsp;</span></p>
<p>
	<img alt="Braindigit Products" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_products.jpg" style="margin: 0px 10px 0px 0px;" width="590" /></p>
<p>
	“We had to overcome many challenges to be able to reach this position. The greater challenge for us is to create an efficient workforce. We train our people to be the best. Regardless of the fact that there is immense competition in the market to hold the best people, we believe motivating employees towards common goal and providing them expansion opportunities. When we recruit, we look for passion in the employee,” says Nischal Man Pradhan.</p>
<p>
	The company is closely working with the government to reduce some issues regarding the development in IT sector. Pradhan adds, “IT companies seek more coordinated support in terms of strengthening data security, information leakage management, visa improvement and certain fiscal incentives. This can attract large investments in the country”. He mentions the power crisis as one impediment and adds, “We have reached this height coping with the problems, and if they are met we know we can do even better. This not only helps to improve the economy of the country but also helps in the development in the emerging IT sector in Nepal.”</p>
<p>
	<strong>SageFrame</strong></p>
<p>
	<span style="font-size: 12px;">One of the major accomplishments for the company brings up the name SageFrame. SageFrame is an open source web development framework developed on the top of ASP.NET 3.5. The best features as incorporated by the product are its easy user interface, site optimization and the page management system. It contains necessary tools needed to develop custom modules, applications templates and multipurpose websites.</span></p>
<p>
	After the success of SageFrame 1.0, SageFrame 2.0 was developed and introduced with more appealing features such as plug and play module, drag-drop widget and easy customization. The plug-n-play module concept offers enhanced dynamism to website, and holds provision for addition of new features. The drag and drop widget feature, and a highly configurable control panel, SageFrame provides more flexibility and ease to the website owners and developers.</p>
<p>
	SageFrame was nominated for 2012 Critic’s Choice Best Budget CMS Awards and the runner-up title in People’s Choice Award for the Best Budget CMS (Content Management System). The framework CMS Critic, an industry popular name for CMS reviews, hosts the awards for best CMS platforms around the world. The awards are given in different categories one being the Best Budget CMS where SageFrame proudly claimed a place. “The success of this product made the company realize the true potential of the developers in Nepal. SageFrame had a good start in the market. It has been downloaded by more than thirty thousand clients and the response is very positive”, says Pradhan. The website of Ncell Pvt. Ltd, was developed using this platform. Ncell is the first private mobile operator in the country with an extensive coverage throughout the nation and providing telecommunication services to millions&nbsp;<span style="font-size: 12px;">of people.</span></p>
<p>
	<strong><img alt="Sageframe, Braindigit" height="109" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_braindigit_sageframe.jpg" width="535" /></strong></p>
<hr />
<p>
	<strong><span style="font-size: 12px;">Core extraction of the Braindigit business model:</span></strong></p>
<ul>
	<li>
		The company is built upon the principle of fair dealing and ethical conduct of the employees.</li>
	<li>
		Highest standards of conduct and personal integrity should be maintained.</li>
	<li>
		Braindigit is dependent upon the client’s trust and continuously works on improving the quality of the products and support.</li>
	<li>
		Staff members have their responsibility towards clients benefit and should act the way that merited company’s outlook.</li>
	<li>
		Good judgment is encouraged to avoid business crisis. In a crisis situation, the matter is discussed with the immediate head of the department and, if necessary, with the directors, for advice and consultation.</li>
	<li>
		Compliance with the policy of business ethics and conduct is the responsibility of every employee &amp; associated members.&nbsp;</li>
	<li>
		Disregarding or failing to comply with the standard of business ethics and conduct could lead to disciplinary action, up to and including the possibility of possible termination of employment.</li>
</ul>
<p>
	<span style="font-size:10px;">Source: Braindigit</span></p>',
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			'created' => '2013-06-07',
			'modified' => '2013-06-07',
			'keywords' => 'Braindigit, The center for technology innovation, Corporate Focus, June 3003, New Business Age',
			'description' => 'Braindigit was established in the year 2008; it started as an outsourcing company, building websites and other applications for national and international clients. Today, with its innovative products it has established itself as a major IT company in Nepal.',
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		'Article' => array(
			'id' => '1065',
			'article_category_id' => '39',
			'title' => 'Sunrise Bank: Eyeing To Secure Top Ten Positions Among Nepali Banks',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer. According to a bank source, at present Sunrise Bank occupies the 12th position on Capital, 16th on deposits, 18th on total assets, 19th on total loans and 18th on net profit.</p>
<p>
	<strong><img alt="Surendra Man Pradhan, Chief Executive Officer, Sunrise Bank" height="306" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_surendra_man_ceo.jpg" style="float:right; margin:0 0 10px 10px;" width="201" />Background</strong></p>
<p>
	Sunrise Bank Limited officially started its operations in October 12, 2007 as the 22nd Commercial Bank of Nepal. The bank having the paid-up capital of Rs 2.015 Billion issued the Initial Public Offering (IPO) of Rs 375 million. &nbsp;Headquartered in Gairidhara Kathmandu, at present, the Bank has the networks of 49 Branches and 57 ATM outlets. The bank has 215,000 deposits customers. Its 56 promoters own 70 per cent of share capital and the remaining 30 per cent is with the general public.&nbsp;</p>
<p>
	<strong>Products and Schemes</strong></p>
<p>
	Sunrise Bank has been offering various products catering to all segments of consumers. The Bank has recently &nbsp; re-launched short term scheme: Sunrise Bishesh Muddati, which is provided only to individual customers. The interest rate of 7.50 per cent is provided to the fixed deposit of one year whereas 7.25 per cent of interest rate is provided to the deposit of 6 months. “The Bank aims to solicit the maximum deposit with the products that we have been offering,” says CEO Pradhan.</p>
<p>
	<strong>Different deposit products offered&nbsp;<span style="font-size: 12px;">by the bank:&nbsp;</span></strong></p>
<ul>
	<li>
		<strong>Sunrise Normal Savings</strong></li>
	<li>
		<strong>Sunrise Super Savings</strong></li>
	<li>
		<strong>Sunrise Exclusive Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Bal Bachat Kosh</strong></li>
	<li>
		<strong>Sunrise Pink Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Fat Savings</strong></li>
	<li>
		<strong>Sunrise Disable Account</strong></li>
	<li>
		<strong>Sunrise Share Lagani Khata</strong></li>
	<li>
		<strong>Sunrise Share Dhani Khata</strong></li>
	<li>
		<strong>Suryodaya Remit Bachat Khata</strong></li>
	<li>
		<strong>Sunrise Lakhapati Bachat</strong></li>
	<li>
		<strong>Fixed Deposits&nbsp;</strong></li>
</ul>
<p>
	<strong>Coverage</strong></p>
<p>
	Sunrise Bank has been providing its services through 49 branches and 57 outlets with ATM services with presence all over the country from Ilam to Dadeldhura. “This enables customers to withdraw the fund by using Visa Domestic and International Debit Card from the nearest ATM outlet,” says CEO Pradhan.&nbsp;</p>
<p>
	<strong style="font-size: 12px;">Range of products&nbsp;</strong></p>
<p>
	“We have offered customized services to our customers,” states Pradhan. “Due to diversified products, anyone can enjoy our banking facilities as per their choices.” Besides normal deposits, the Bank offers Current Deposit and also Call Account.</p>
<p>
	Internet Banking is to ‘deliver prompt banking service’ from anywhere and at anytime.&nbsp;</p>
<p>
	The Bank has also initiated Mobile Banking Services whereby the customer can conduct banking transaction through their cell phones.</p>
<p>
	“We have remittance business through Suryodaya Remit from 12 countries and international correspondents and have more than 800 payout agents including our 49 branches,” claims CEO Pradhan. The Bank provides both incoming and outgoing remittance services by means of Demand Drafts, Swift Transfers, Telex Transfers, Fax Transfers, and Mail Transfers. &nbsp;</p>
<p>
	Safe Deposit Locker: To safeguard the valuable goods and items, the Bank provides the facility of Sunrise Safe Deposit Locker. CEO Pradhan said, “The customers have multiple choices for the various sizes of locker with reasonable costs”.&nbsp;</p>
<p>
	The Bank also provides services for foreign currency exchange as well. Other services that Sunrise Bank offers are import and export LC, bank guarantee, cash against document, document against cash and Telegraph Transfer.</p>
<p>
	<strong style="font-size: 12px;">CSR Activities</strong></p>
<p>
	<strong><img alt="Sunrise Bank Limited, Major Financial Indicators" height="1200" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_june2013_sunrise_bank_limited_major_financial_indicators.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="298" /></strong></p>
<p>
	<span style="font-size: 12px;">Since the early days of incorporation, Sunrise Bank has been contributing to the society in various ways as a part of its Corporate Social Responsibility (CSR). They mainly include Blood Donation, goods contribution to Bal Mandir every year and computers distribution to a community based School. “Besides that the Bank provides financial contribution time and again for noble cause like flood victims, health camps, education, sports and organizations working for deprived sectors, says CEO Pradhan.</span></p>
<p>
	 </p>
<p>
	<u><strong>Loan Products of Sunrise Bank:</strong><span class="Apple-tab-span" style="white-space:pre"> </span></u></p>
<p>
	<strong>Sunrise Ghar Karja:</strong> For individuals to construct or purchase homes. The loan can be both for short and long term.&nbsp;</p>
<p>
	<strong>Sunrise Sajilo Karja: </strong>Flexible loan for social, personal or business purposes.&nbsp;</p>
<p>
	<strong>Sunrise Gold Loan:</strong> Against the mortgage of gold.&nbsp;</p>
<p>
	<strong>Sunrise Krishi Karja:</strong> For agricultural sector.&nbsp;</p>
<p>
	<strong>Term Loan: </strong>For acquiring fixed assets for a business.&nbsp;</p>
<p>
	<strong>Demand Loan:</strong> For building up the stock and receivables to a desired level.</p>
<p>
	<strong>Sunrise SME Loan:</strong> For small and medium businesses to meet the working capital as well as fixed assets financing.&nbsp;</p>
<p>
	<strong>Overdraft Loan:</strong> To finance the daily working capital requirement and to support the stock build up of the customer.&nbsp;</p>
<p>
	<strong>Hire Purchase:</strong> To finance the purchase of vehicles used for both consumer and commercial purposes.</p>
<p>
	<strong>Import Loan:</strong> To finance domestic and international trade transactions through letter of credit. Financed in the form of trust receipt up to a certain percentage of the total L/C amount.&nbsp;</p>
<p>
	<strong>Short term pledge loan:</strong> Offered against the stock after verification of the same. The stock, however, is kept under lock and key of the Bank and the loan disbursed and settled in pro rata basis with the stock pledged and sold.&nbsp;</p>
<p>
	<strong>Export Finance:</strong> To finance various export requirements such as pre-shipment loan and post-shipment loan, documents negotiation/documentary bill purchase etc.&nbsp;</p>
<p>
	<span style="font-size: 12px;">The Bank also provides various other loans like Deprived Sector Loans, Loan against Bank Guarantee, Loan against Government Bonds, Margin Lending, and Loan against Fixed Deposits of other Banks and Consortium Loans.&nbsp;</span></p>
<p>
	<span style="font-size: 12px;">Under Service products the Bank has Suryodaya Remit, Visa Debit Card, Internet Banking, Mobile Banking, Safe Deposit Locker and Trade Finance.</span></p>
<p>
	 </p>
<p>
	<u><strong>Deposit Products of Sunrise Bank:</strong></u></p>
<p>
	<span style="font-size: 12px;"><strong>Sunrise Normal Savings:</strong> For those customers who have the daily saving habit.&nbsp;</span></p>
<p>
	<strong>Sunrise Bal Bachat Kosh:</strong> For children below the age of 16, operated under their parents’ guidance.&nbsp;</p>
<p>
	Sunrise Pink Bachat Khata: For women.&nbsp;</p>
<p>
	<strong>Sunrise Fat Savings:</strong> Highest interest rate compared to other schemes.</p>
<p>
	<strong>Sunrise Disabled Account:</strong> This account focus in serving differently able customers.</p>
<p>
	<strong>Sunrise SME Account: </strong>An interest bearing account targeted to proprietorship firms, partnership firms and private limited companies.&nbsp;</p>
<p>
	<strong>Sunrise Share Lagani Khata: </strong>Targeted to the general public seeking to invest in shares of Sunrise Bank Limited or any other banks licensed by Nepal Rastra Bank.&nbsp;</p>
<p>
	<strong>Sunrise Share Dhani Khata: </strong>For those who have been allotted Sunrise bank shares in the Initial Public Offering. Available also for those shareholders who purchase shares from secondary market and become shareholder of the bank.&nbsp;</p>
<p>
	<strong>Fixed Deposit:</strong> Offers high interest rates in quarterly, semi-annual and annual basis as per the choice of the customers.&nbsp;</p>
<hr />
<p>
	 </p>
<p>
	<strong><span style="color:#f00;">SWOT</span> Analysis</strong></p>
<p>
	<strong>Strengths</strong></p>
<ul>
	<li>
		Founded by reputed entrepreneurs&nbsp;</li>
	<li>
		Best Human Resource personnel.</li>
	<li>
		49 Branches and 57 ATMs and 365 days of banking services.</li>
</ul>
<p>
	<strong>Weaknesses</strong></p>
<ul>
	<li>
		Less focused on productive sector like agriculture, hydropower, etc.</li>
</ul>
<p>
	<strong>Opportunities</strong></p>
<ul>
	<li>
		Investment in Hydro power and agriculture. &nbsp;</li>
	<li>
		Growing Banking market.&nbsp;</li>
	<li>
		Increasing level of awareness.</li>
	<li>
		The Bank can capture a greater loan portfolio of the country because of SME Loan.&nbsp;</li>
</ul>
<p>
	<strong>Threats</strong></p>
<ul>
	<li>
		Cooperatives, finance companies and development banks that are providing more interest on deposits.&nbsp;</li>
	<li>
		The frequently changing policy of the central bank.</li>
	<li>
		Unstable political situation&nbsp;</li>
	<li>
		Huge investment in Real Estate Sectors and lack of investment in secured sectors.</li>
</ul>',
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			'created' => '2013-06-07',
			'modified' => '2013-07-15',
			'keywords' => 'Sunrise bank Limited, Corporate Focus, New Business Age',
			'description' => 'Sunrise Bank Limited is one among 32 commercial banks. The company has higher aspirations and wants to secure a spot within the top ten positions of banks in Nepal. “We want to secure our position in top ten among Nepali banks,” says Surendra Man Pradhan, Chief Executive Officer.',
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	(int) 10 => array(
		'Article' => array(
			'id' => '939',
			'article_category_id' => '39',
			'title' => 'NLIC: Becoming Online-friendly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<strong>By Sudharson Thapaliya</strong></p>
<p style="text-align: justify;">
	As the numbers of internet users is rising day by day, Nepal Life Insurance Company (NLIC) is planning to go for online friendly operating systems. According to the company officials, the process has been initiated long ago and will be completed very soon. The company claims that ‘Any customer can calculate the payable premium amount through premium calculator present in the website’. Besides this, the company also has full fledged online service through the website and technologically advanced system of inter-connectivity between the head office and all branches spread all over Nepal.&nbsp;</p>
<p style="text-align: justify;">
	“We have to take advantage of technology in every business and insurance is no exception,” said Vivek Jha, Chief Executive Officer of the NLIC. “This is why we have decided to go for website.” He added that this would be helpful for awareness of general public towards insurance.</p>
<p style="text-align: justify;">
	“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it,” said CEO Jha. He added that as per the present scenario of life insurance sector in the country working towards awareness enhancement to general public is the key factor for success and a basic challenge.&nbsp;</p>
<p style="text-align: justify;">
	The company is also in the process of launching a new website which shall be customer friendly with special features like checking one’s policy status online. NLIC has also been creating awareness through social media like facebook, twitter and you tube</p>
<p style="text-align: justify;">
	<strong>Company Background</strong></p>
<p style="text-align: justify;">
	Established under Company Act 2053 and Insurance Act 2049 as a public limited company on 2001, NLIC is the first Nepali owned life insurance Company that provides only life insurance services. Before the incorporation of the company, there were only companies that either both life and non life insurance or had foreign investors. Incorporated by Nepali promoters, the company’s shares are owned 80 percent by major promoters and rest is owned by general punlic. The company has reinsurance treaty with ‘Hannover Re Life Reinsurance Company’, Germany for conventional policies and ‘SCOR Global Life’, France for Term Assurance Foreign Expatriate policies.</p>
<p style="text-align: justify;">
	Nepal Life City Center is the major investment by NLIC. City Center is claimed by the company to be the first proper mall in Nepal. The company has an authorized capital of 100 Crore, issued capital of Rs. 50 Crore and paid up capital of Rs. 37.50 Crore to till date. Presently Nepal Life provides a bonus rate of NPR. 60-80 per thousand sum assured per annum, which the company claims the highest among life insurance companies in Nepal.</p>
<p style="text-align: justify;">
	Also it has presently proposed a dividend of 126.32% to its shareholders of which as 56.32% is cash dividend and 70% bonus shares. “This has given a tremendous boost to its share price in the stock market and increased the investors’ confidence towards the company,” CEO Jha claimed.</p>
<p style="text-align: justify;">
	<strong>Turning Point&nbsp;</strong></p>
<p style="text-align: justify;">
	 </p>
<p>
	<strong><img alt="NLIC" height="260" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_table1.jpg" style="float: left; margin: 0px 5px 0px 0px; text-align: justify;" width="300" /></strong></p>
<p style="text-align: justify;">
	The company believes last year was the major turning point for it, when it rebranded. “New logo and caption provides a better corporate image to the consumers, it was a major turning point for us”, said CEO Jha. “This gave a very vital and positive impact on gaining the confidence of the existing as well as new consumers for us”. The company had started rebranding campaigns with the slogan of “Naya Josh, Naya Soch, Naya Umang, Rato Tika, 10 on 10, Nepali haru ko pahilo rojai Nepal Life” last year.</p>
<p style="text-align: justify;">
	“It was necessary for a wider awareness about the company as well as for life insurance as a whole,” shared Jha. “The campaign was able to provide a better corporate image among the existing and new consumers and gain their confidence. Furthermore, we came up with the caption ‘Kinaki Jeewan Amulya Chha (Because Life is Precious)’ projecting a broader and positive aspect of life.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Connecting People via Own Branches</strong></p>
<p style="text-align: justify;">
	The company has more than 100 establishments all over the country. It has 20 branches in the major cities of the country to provide services to its customers. The branches are in Kathmandu, Biratnagar, Birgunj, Butwal, Pokhara, Banepa, Narayanghat, Nepalgunj, Birtamod, Lahan, Janakpur, Mahendranagar, Ghorahi, Surkhet, Hetauda, Phidim, Urlabari, Dhangadi, Nuwakot, and Lalitpur.</p>
<p style="text-align: justify;">
	Besides these branches, the company has opened many sales centers. They are spread in Manthali, Barhabishe, Charikot, Bhaktapur, Choutara, Salleri, Damak, Letang, Khandabari, Bhojpur, Chandranigapur, Gaur, Ilam, Bhadrapur, Palpa, Gulmi, Arghakhanchi, Pyuthan, Humla, Rolpa, Mugu, Bajura, Bhairahawa, Taulihawa, Sunwal, Tulsipur ghorahi, Salyan, Rukum, Chourjahari, Bhaluwang, Manahari, Sindhuli, Malangwa, Jaleshwor, Gorkha, Dhading, Bouddha, Katari, Rajbiraj, Siraha, Dadeldhura, Baitadi, Belauli, Dipayal, Lamjung, Kawasoti, Madi, Guleriya, Jumla, Bardiya, Kamdi, Jajarkot, Baglung, Damauli, Waling, Dailekh, Salli, Taplejung,Yashok,Tharpu,Tikapur, Rangeli and Kirtipur.</p>
<p style="text-align: justify;">
	<img alt="Bonus Rate Growth of NLIC" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_bonus_rate_growth.jpg" /></p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	“Human Resources is our main asset,” CEO Jha shared “because, they are in direct touch with grass-root consumers.” “Leadership must emerge from people themselves,” he added. “We provide suitable environment to grow leadership in employees.” According to him, the company has participatory style of management for important decisions regarding organizational policies, new product development etc. “We follow CRM 2 where every organizational employee is responsible for developing customer relationship and providing them the best service,” he added. At present the company has around 250 staffs and more than 18000 active insurance agents.&nbsp;</p>
<p style="text-align: justify;">
	<strong><img alt="Investment Portfolio, NLIC" height="241" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_investment_portfolio.jpg" width="582" /></strong></p>
<p style="text-align: justify;">
	<strong>Lo</strong><strong>oking for Bright Future</strong></p>
<p style="text-align: justify;">
	Life Insurance in Nepal is a growing industry. There are 25 insurance companies, 16 non-life and nine life insurance companies. One Rastriya Beema Sansthan has been allowed to provide both life and non-life services. Though insurance was initiated in 1948 in Nepal, mainly due to lack of awareness, it is estimated that only around five percent are insured all over the country. CEO Jha opined that the number of insured people is even lower than five percent as some of the people are insured multiple times while some are under-insured than what they can afford. At present, it is estimated that contribution in Gross Domestic Product from insurance sector is less than two percent in Nepal.</p>
<p style="text-align: justify;">
	“If we are able to spread awareness about the significance of insurance among the peoples, then insurance business has huge potential in Nepal,” he said. “To uplift insurance business, insurance companies, regulatory body and government have to join hands”.Foreign company’s presence through their agents in Nepal and attracting Nepali customers to do insurance out of their nation, which is legally not allowed, is again a major challenge. He said, “Large numbers of people are insuring themselves with foreign companies in the trust of only the agent they do not know what will happen during the time of claim settlement and also unaware about the illegality of such practice.”&nbsp;</p>
<p style="text-align: justify;">
	He believes that if our insurance sector can convince the people then large sum of money could be utilized for the growth of Nepali economy. He concludes, “Also at present the returns provided by Nepal Life is greater than some of the leading companies in neighbouring countries”. “Presently even in such dire situation the investment by insurance sector is around 60 billion. So if Nepal can prioritize this sector, this figure can multiply manifold.”</p>
<p style="text-align: justify;">
	<strong>Products and Marketing</strong></p>
<p style="text-align: justify;">
	NLIC has launched various types of life insurance policies. These includes Surakshit Jeevan Beema Yojana, Keta-Keti-Jeevan Beema (Shiksha and Vivah), Jeevan Laxmi- Triple Benefit with Bonus, Jeevan Sahara, Jeevan Sarathi, New Term Life Insurance, Saral Jeevan and &nbsp;Jeevan Jyoti.&nbsp;</p>
<p style="text-align: justify;">
	Company believes in fair marketing of products. Generally, marketing people sell the policies by manipulating people. CEO Jha termed ‘mis-selling’ to these practice. “We believe in fair marketing strategy”, he added. “We believe in our products rather than pin pointing the loopholes of others; we trained our grass root agents to follow fair marketing practices”.</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	In the journey of 12 years, NLIC has tried to do Corporate Service Responsibility (CSR) in different ways for instance, NLIC sponsored differently abled poet Biyog Sapkota’s ‘poem collection launch programe’. Besides this, the company has contributed for the renovation of the pond at historically significant landmark, Kamladi Ganesh Mandir. “We are planning to do some CSR activities differently, yet the concept is not finalized yet,” CEO Jha said. “In near future we will come with new and innovative style of CSR activities”.&nbsp;</p>
<p style="text-align: justify;">
	<img alt="Corporate Focus, NLIC" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_nlic_april2013_premium_income.jpg" width="580" /></p>',
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			'keywords' => '',
			'description' => '“Life insurance business is a long term business and its growth and prosperity depends on focused strategic planning and proper implementation of it” - Vivek Jha',
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			'title' => 'Agriculture Focus: Ranjan Enterprises',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Ranjan Enterprises" height="48" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_logo.jpg" style="text-align: justify;" width="227" /></p>
<p style="text-align: justify;">
	Ranjan Enterprises Pvt Ltd (REPL) under the banner of LPRANJAN GROUP is a business enterprise, established in 2001 to carry out business in the field of agriculture sector. Chairman of the group is Laxmanjee Prasad. It has two sister bodies Ranjan Enterprises Pvt. Ltd and Ranjan Trade Concern.</p>
<p style="text-align: justify;">
	REPL carries out business in the field of agriculture sector dealing in products under agrochemicals (organic and inorganic), organic fertilizers, seeds, public health insecticides, fertilizers (micronutrient &amp; chemicals), etc. REPL caters business by appointing dealers &amp; supplying to corporate houses engaged in agriculture business and own consumption.</p>
<div style="float:right;margin:0 0 5px 10px;">
	<p style="text-align: justify;">
		<img alt="Shashi Ranjan, Ranjan Enterprises" height="178" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_shashi.jpg" width="150" /></p>
	<address>
		<strong>Shashi Ranjan</strong></address>
	<address>
		<strong>Director</strong></address>
	<address>
		<strong>Ranjan Enterprises Pvt Ltd</strong></address>
</div>
<p style="text-align: justify;">
	Sharing the purpose of establishment of the company, Shashi Ranjan Director of REPL said, “Our initial aim was to cater the remote regions of Nepal by setting up an integrated platform to provide the best quality and most reliable products throughout the country for the welfare of the farmers, plant growers and local consumers”.&nbsp;</p>
<p style="text-align: justify;">
	REPL plans to move into imports of fertilizers like Urea, DAP and MOP. Agriculture equipment like cultivator, harrow, tractors and mini tillers &nbsp;are the next areas where the company is planning to enter in the future. The company also plans to venture into agriculture farm by purchasing land and cultivating and growing vegetables and fruits and breeding livestock as well.&nbsp;</p>
<p style="text-align: justify;">
	REPL have recently launched fertilizers like Copper Sulphate, Ammonium Sulphate and Organic fertilizer named JAIVIK. REPL along with its sister concern has ventured into Agriculture Sprayers and Agriculture Shade Nets of different size and capacity.&nbsp;</p>
<p style="text-align: justify;">
	Director Ranjan shared that there is no turning points yet for them but because of trust and goodwill, they are able to win the hearts of consumers and also the corporate sector who have been doing business with them. With the trust, we have ventured into different fields of agriculture activities, says Ranjan.&nbsp;</p>
<p style="text-align: justify;">
	Ranjan Trade Concern (RTC) has been established to handle local business and related imports in FMCG and agriculture sector. Currently, the company plans to focus steps in taking further steps in trading business emphasising with imports, distributorships and general purchases of FMCG goods, industrial goodsn and agriculture products from around the world for trading, exclusively in the country. RTC also plans to move into import of chemicals, and petrochemicals.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Major Products</strong></p>
<p style="text-align: justify;">
	REPL have launched mass range agriculture. Insecticides, Fungicides, Rodenticides, Organic insecticides, organic fungicides, organic fertilizers, chemical fertilizers, Public Health Insecticides, Knapsack Sprayers, Garden Sprayers and spare parts, Agriculture shade nets and seeds are some examples.</p>
<p style="text-align: justify;">
	<strong>Human resource management&nbsp;</strong></p>
<p style="text-align: justify;">
	REPL has small human resource team. “Being a small business enterprise our team is small,” said director Ranjan. “But our team is well experienced to handle problems of farmers, especially in their fields such as pests’ management.”&nbsp;</p>
<p style="text-align: justify;">
	<strong>Corporate Social Responsibility (CSR)</strong></p>
<p style="text-align: justify;">
	While accepting that his organization is well aware of corporate social responsibility, director Ranjan said, “At present we have not moved directly into CSR projects but have plans to do so in near future”.</p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: rgb(255, 0, 0);">SWOT Analysis</span></span></strong></p>
<p style="text-align: justify;">
	<b>Strength:</b></p>
<p>
	Farmers and other consumers Satisfaction &amp; trust&nbsp;</p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Weakness:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Still unable to tap new markets within the country due to lack of awareness and lack of new partners.&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Opportunity:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Huge market for agriculture related product, rising awareness&nbsp;</span></span></p>
<p>
	<span style="font-size: 14px;"><b><span style="font-size:12px;">Threats:</span></b></span></p>
<p>
	<span style="font-size: 14px;"><span style="font-size:12px;">Unhealthy competition within the sector</span></span></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><span style="color: rgb(255, 0, 0);"><br />
	</span></span></p>
<p style="text-align: justify;">
	<img alt="Ranjan Enterprises" height="129" src="http://newbusinessage.com/ckfinder/userfiles/Images/march2013_corporate_focus_ranjan_enterprises_products.jpg" width="580" /></p>',
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		'Article' => array(
			'id' => '865',
			'article_category_id' => '39',
			'title' => 'NICL : Three Decades Of Insurance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="National Insurance Company Limited (NICL)" height="60" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013.jpg" style="text-align: justify;" width="210" /></p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) is a Government of India Undertaking and is operating in Nepal since 1973. NICL completed 106 years on 6th December 2012 and is into the 107th year of operation. Prior to nationalisation in India in 1972, it was operating as a private company. In 1972, at the time of nationalisation of Non Life Insurance Sector in India, there were 106 companies operating in India and later on, 22 Foreign and 11 Indian private companies were merged to form National Insurance Company Limited.</p>
<p style="text-align: justify;">
	National Insurance Company Limited (NICL) had hardly any competitions at the time of establishment, three decades back in Nepal. Now the company is facing a cut throat competition from 17 non life insurance companies in the Nepali market.&nbsp;</p>
<p style="text-align: justify;">
	The stiff competition does not deter the company from having its strong foothold in the market. NICL believes and enjoys working on a competitive environment. “We welcome competition in the insurance field. We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services,” said Dr Pronab Sen, Chief Executive Officer (CEO) of the company’s Nepal operations. However, the competition is mostly in the service front since most of the portfolios are tariff products and the rates are fixed by the regulators, so the competition is almost none on the premium rate front.</p>
<p style="text-align: justify;">
	<strong>Market Potentials</strong></p>
<p style="text-align: justify;">
	Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market. Sen said that the penetration level is just 0.55 per cent. Therefore, the company sees huge untapped market potentials available.&nbsp;</p>
<p style="text-align: justify;">
	“I strongly feel that the non life insurance business can be increased many folds in Nepal as the awareness level is very low and we need to create insurance awareness among masses,” said Sen. Even though the Nepali insurance market has seen many players for the last three decades, still the awareness level lies low. The insurance market has not developed much during this time span. Sen feels that there is a need to recruit agents, who can propagate the message of insurance among the masses and make people understand the need of insurance. He believes that this could be the means to create indirect employment.</p>
<p style="text-align: justify;">
	Amid the competitive environment, the NICL has come up by leaps and bounds. Dr Sen said, “We have grown many folds in terms of business, manpower and networking.”</p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><img align="right" alt="Pronab Sen, National Insurance Company Limited" height="184" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_pronab.jpg" style="margin:0 0 0 10px;" width="150" /><br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong>‘We strongly feel that competition is must to ensure prompt services to clients and it is good for the customers as they can look forward to better services.’</strong></span></p>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<address>
	Dr Pronab Sen</address>
<address>
	CEO, Nepal Operations</address>
<address>
	National Insurance Company Ltd</address>
<p>
	<span _fck_bookmark="1" style="display: none;">&nbsp;</span></p>
<p style="text-align: justify;">
	<strong>Market Presence</strong></p>
<p style="text-align: justify;">
	Currently the NICL has six branch offices - three in Kathmandu and one each in Birganj, Biratnagar and Nepalganj. &nbsp;Sen said that the company has Beema &nbsp;Sewa &nbsp;Kendras &nbsp;in Hetauda and Janakpur. “Apart from this, we also have representatives based in Dhangadi, Dharan, Narayangarh, Simara and Birtamod with the controlling office in Kathmandu,” he explained.&nbsp;</p>
<p style="text-align: justify;">
	NICL has planned to expand its network to cities like Pokhara and Bhairahawa and upgrade the Beema Sewa Kendras to Sub Branch. Sen said that with a service oriented motive the NICL has some ambitious plans on a customer centric ground. Similarly the company is planning to organise insurance awareness programmes for the clients along with publicity and brand image.</p>
<p style="text-align: justify;">
	<strong>Products and Services</strong></p>
<p style="text-align: justify;">
	Being a non life insurance company, NICL offers wide range of products ranging from Motor, Fire, Personal Line policies like Sweet Home, Personal Accident, Health Insurance, Liability, and Aviation among others. According to Sen, the company has cattle and livestock and crop policy in its pipeline as the Insurance Board has already issued directives for the same.&nbsp;</p>
<p style="text-align: justify;">
	To ensure prompt services, the NLIC has centralised its claims processing and started a Centralized Claims Processing Hub in Kathmandu, with the sole idea of reducing the Turn Around Time (TAT) in claim processing, according to Sen. “On experimental basis, we have also started paying claims through Electronic Clearing Service (ECS) and in the initial stage, we are restricting it to the corporate clients and based on the results, we will initiate this system for all claims,” he revealed. Employee’s salary, surveyors payment and agency commission payment is being done through ECS as an experiment.</p>
<p style="text-align: justify;">
	<strong>Human Resources</strong></p>
<p style="text-align: justify;">
	The company has 76 employees as of now. &nbsp;The company believes that its employees are its most valuable assets. NICL gives value to the team work and the spirit of working in unity. Sen shared, “We are continuously trying to upgrade the soft skills of our team members with the motto “Grow Profitably” i.e. ensure top line as well as bottom line growth and feel proud to be an NICian.”</p>
<p style="text-align: justify;">
	He said that the company is continuously involved in developing the soft skills of its employees so that they can perform better and make the team more sensitive to customer’s needs and deliver results in time.&nbsp;</p>
<p style="text-align: justify;">
	Though having its parent company in India, NICL has just two expats from India and rest of its manpower is from Nepal itself. “Our recruitments are restricted to Nepali citizens only,” said Sen.</p>
<p style="text-align: justify;">
	However, one of the biggest challenges the company is facing at the moment is getting skilled manpower in insurance domain. To resolve this issue the NICL organises in-house training to its people.</p>
<p style="text-align: justify;">
	<strong><img align="left" alt="National Insurance Company Limited" height="314" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_financial_highlights.jpg" style="margin:0 10px 0 0;" width="282" />Management Mantra</strong></p>
<p style="text-align: justify;">
	The NICL believes in maintaining the transparency and good corporate governance to its best. Sen explained, “Our management’s commitment is to maintain transparent working and remain committed to compliance of tariff and guidelines of the regulator and law of land.” The company has been able to maintain a cordial relationship with the regulator – Insurance Board of Nepal - in its operation history and strictly abide by all the rules and regulations issued by the regulator.&nbsp;</p>
<p style="text-align: justify;">
	Managing claims is probably one of the challenging jobs at an insurance company. To handle the sensitive issue, the company is concentrating on improving claims services and reducing TAT for claims settlement. Sen believes, being a part of the service sector, the overall business depends on the quality of the services offered. “Now we have a process in place, to depute surveyors immediately on receipt of the claim irrespective of the fact whether it is a holiday or a working day,” he said, “To complete the formalities to enable us to settle client’s claims at the earliest possible.”</p>
<p style="text-align: justify;">
	<strong>CSR Activities</strong></p>
<p style="text-align: justify;">
	Beginning from the 107th Foundation day on 6th December 2012, the NICL has initiated the CSR activities in Nepal. As a part of the CSR activities, the company distributed 107 blankets and rechargeable torches to poor elderly people and orphan children. NICL also organised a health check up camp and blood donation camp on 6th January 2013, which was attended by the NICL employees, clients and surveyors apart from general public. The company plans to plant 107 saplings shortly along with numerous other CSR plans in the pipeline.</p>
<p style="text-align: justify;">
	Similarly, the company is also the Gold Sponsor of Walkathon organised by Standard Chartered Bank every year for helping restoration of eyesight of visually impaired and to help the HIV infected persons in Nepal.</p>
<div>
	<img alt="National Insurance Company Limited" height="563" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate_focus_feb2013_swot.jpg" width="277" /></div>
<p>
	 </p>',
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			'description' => 'Though the competition has heightened much, insurance business has not been able to penetrate deep enough into the insurance market.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '808',
			'article_category_id' => '39',
			'title' => 'Small Is Mega For Mega Bank',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Big things come in small packages for Mega Bank Nepal Limited. When the bank was established around two years back, its vision to be a bank for every Nepali grabbed the attention. Driven by the slogan ‘Halo to Hydro’ (Plough to Power), the bank started its journey as a commercial bank with 1219 promoters from 63 of the country’s 75 districts.&nbsp;</p>
<p style="text-align: justify;">
	Financial inclusion is one of the major objectives and vision of the bank which strives to become a truly people’s bank. This objective also provides the bank with a route to profitability. It is such simple and small visions and objectives which make the guiding policy of Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="" height="188" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anilShah.jpg" style="text-align: start; margin: 20px 10px 10px 0px;" width="149" /></p>
<div>
	 </div>
<div>
	<h3>
		<strong>‘We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well’</strong></h3>
	<p>
		<strong><span style="font-size: 14px;"><br />
		</span></strong></p>
	<address>
		<strong>Anil Shah</strong></address>
	<address>
		<strong>Chief Executive Officer&nbsp;</strong></address>
	<address>
		<strong>Mega Bank Nepal Limited &nbsp;</strong></address>
</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>

<div>
	<img align="left" alt="" height="203" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_counter.jpg" style="text-align: justify; margin: 15px 10px 10px 0px;" width="350" /></div>
<p style="text-align: justify;">
	According to Anil Shah, Chief Executive Officer of Mega Bank, the Small and medium enterprises (SMEs) segment is a priority for the bank. &nbsp;“The SME segment is one of the good opportunities for the bank. It is in fact the best investment sector for any bank. Mega Bank has continuously tried to reach out to small enterprises and individual clients,” he says. Similarly, micro credit and rural lending, too, are at the top of the bank’s priority list. &nbsp;“We want to invest 40 per cent out of our total lending of Rs 13 billion in the SMEs,” Shah adds.&nbsp;</p>
<p style="text-align: justify;">
	Shah believes that SMEs are the backbone of Nepal’s economy as almost every village and every street of every town has small shops. He thinks that these shops need to be supported by the banking system. According to him, Mega Bank dreams to create numerous Bhatbhatenis – an epitome of SME success - across the country. That’s why the bank has focused on SMEs right from its commencement. &nbsp;“We have a branch which has lent micro credits to around 20 thousand sugarcane farmers. They need fertilizers. So, our corporate customers import fertilizers and sell it to these farmers. &nbsp;The farmers are able to pay them by taking micro loans. So, we have a value chain with SMEs in the middle,” Shah explains.</p>
<p style="text-align: justify;">
	Although it is mandatory for a commercial bank to issue initial public offerings (IPO), Mega Bank perceives this provision as a means to be more financially inclusive. Shah opines that it is always better when wealth is distributed among people rather than being concentrated among a handful of corporate promoters or big joint ventures outside the country. “Our vision is to issue IPO to as many Nepalis as possible and make them our shareholders. That is part of our aim to spread wealth,” he shares.&nbsp;</p>
<p style="text-align: justify;">
	The bank is planning to issue its IPO worth Rs 700 million in the third quarter of the current fiscal year. This will increase the bank’s paid-up capital to Rs 2.3 billion from Rs 1.63 billion at present. Around 70 per cent of the bank’s stakes are owned by the promoters while the remaining 30 per cent with the general public. Interestingly, Mega Bank’s promoters, too, are the general public, unlike in any other commercial bank where the ownership remains with a handful of corporate houses or joint ventures. According to Shah, the bank has 1291 promoters from 63 districts and they have invested from Rs 1 million to Rs 10 million in Mega Bank.&nbsp;</p>
<p style="text-align: justify;">
	“The wealth that the bank creates goes to Nepali families spread across the country,” says Shah. That was something that inspired Shah to be a part of the bank since its initial days. He believes that Nepal should have a banking model that is original – not copied from north, south, east or west. “It has to be intrinsically Nepali. Let the world copy it,” he says, adding that the ‘Mega Model’ is essentially a start towards that journey.&nbsp;</p>
<p style="text-align: justify;">
	The Mega Model is a different attempt of the bank to serve the entire economic pyramid. This pyramid, according to Shah, has corporate and high class banking clients on the top and SMEs in the middle and general customers – rural farmers, SME owners and other micro credit seekers - at the base. The bank has a separate unit named ‘Mega Micro’ that reaches out to the villages to serve the ‘Halo’ level. He says, “This is neither a Bangladeshi model nor a private bank model. When we make this successful, this is the model &nbsp;which is going to be followed regionally as well as globally.”</p>
<p>
	<img align="right" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/mega_interior.jpg" style="margin: 0px 0px 0px 10px;" width="350" /></p>
<p style="text-align: justify;">
	Within the first two years its commencement, the bank has earned over 87,000 customers who have deposited more than Rs 11 billion there. The bank’s total investment is around Rs 10.5 billion. Shah is quite content with the bank’s achievements in its initial two years.“In these two years, Mega Bank has reached where we wanted it to. However, the foundation is still being laid and there is a long way to go,” he says, adding that it would take three to five more years before the bank has a well-built foundation. “In 100 to 150 years from now, people will be happy to be a part of this bank. Banking is not a short-term industry. The decisions that I as a CEO or the board takes now must add long-term values to the bank. Decisions should be taken with the &nbsp;at least the next 10 or 20 years in mind,” he explains.</p>
<p style="text-align: justify;">
	One of the greatest achievements of the bank in its first two years is the creation of a well known brand name. Shah who has &nbsp;helped &nbsp;create larger-than-life brand images in the past has proved his mettle at &nbsp;Mega Bank as well. “People should be forthcoming to say that they want to be part of this bank either - be it as a customer, staff or a shareholder,” says he, “An excellent brand image can do that and that is our destination. Everything we have done in the first two years is a step towards that destination.”&nbsp;</p>
<p style="text-align: justify;">
	Shah gives credit to the management team which the bank calls the ‘Mega Team’ and the promoters’ vision for everything the bank has achieved till date. He says that the bank has got the team that believes in the ‘Mega Model’. “I don’t claim that we have the best banking team in the country, but for our vision, there isn’t a better team,” boasts Shah. The Mega Team has 429 employees. The bank’s working environment is guided by the philosophy of ‘professionalism with a personal touch’. He believes that the working environment has to be comfortable and friendly along with the &nbsp;respect for organisational hierarchy. “Our work culture is finally translated into the customer services. We offer the best professional service with a personal touch,” claims Shah.</p>
<p style="text-align: justify;">
	The bank’s management mantra is people, people and people. “It is all about leading people and finding out their strengths. Know what their strengths are and give them roles accordingly,” says Shah. He adds that the bank always gives priority to qualified people. Another management mantra is time management. The bank keeps its employees always prepared to accept any challenge or changes that may come out of the blue.</p>
<p style="text-align: justify;">
	Any organisation is constantly surrounded by numerous seen and unseen challenges and forces. Shah states, “Mega Bank and Mega Team do not use the current political environment as an excuse.” That is one of the reasons why the bank brought in the concept of branchless banking in a country like Nepal where it’s not possible for any bank to have a branch &nbsp;in every village. However Mega Bank wants to have its services available in every village through branchless banking. He explains, “A person working in Doha can send money to his/her family in Dolpa with just a cost of around Rs 300 in less than three minutes. Why can’t a bank situated in Kathmandu provide its financial services to the people in remote Nepal?”&nbsp;</p>
<p style="text-align: justify;">
	The bank began its branchless services last year and is now planning to expand them to across the country this year. As of now, the bank has 28 branches and offers branchless banking from 16 points and is planning to add 30 more such pints this year. “We want to have hundreds of digital branches in the future because having physical presence in the urban areas alone won’t help the vision of Halo to Hydro.”</p>
<p style="text-align: justify;">
	Rural banking is one of the top agenda of Mega Bank. At a time when a majority of commercial banks are based in the urban areas, Mega envisioned being a partner in rural banking. “We will make a path through the jungle, not through a six lane highway and show others that there is a business there as well. Once we do that, other financial institutions will follow us and together we will build a six-lane highway,” says Shah.&nbsp;</p>
<p style="text-align: justify;">
	<strong><strong><span style="font-size:14px;">SWOT Analysis</span></strong></strong></p>
<p style="text-align: justify;">
	<strong><strong>Strengths:&nbsp;</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>1291 Promoters</strong></li>
	<li style="text-align: justify;">
		<strong>Staff&nbsp;</strong></li>
	<li style="text-align: justify;">
		<strong>The vision of Halo to Hydro&nbsp;</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Weakness:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Young team that is relatively new to banking</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Opportunities:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>Rural areas</strong></li>
	<li style="text-align: justify;">
		<strong>SMEs</strong></li>
</ul>
<p style="text-align: justify;">
	<strong><strong>Threats:</strong></strong></p>
<ul>
	<li style="text-align: justify;">
		<strong>External environment</strong></li>
	<li style="text-align: justify;">
		<strong>Political environment</strong></li>
</ul>',
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			'title' => 'Corporate Focus January 2013',
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	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
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<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
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	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
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	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
<p class="Pa9" style="text-align: justify;">
	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
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