BO2 To Boost Growth Of SMEs

Nov 30, -0001 0 1 minutes 36 seconds to read

…

Commercial Banks Publish Base Rate

Nov 30, -0001 0 1 minutes 1 seconds to read

…

Voices February 2013

Nov 30, -0001 0 2 minutes 13 seconds to read

…

Impressive Growth

Nov 30, -0001 0 43 seconds to read

…

International Degrees In Nepal

Nov 30, -0001 0 32 seconds to read

…

Promising Company

Nov 30, -0001 0 48 seconds to read

…

People’s Trust In Media

Nov 30, -0001 0 35 seconds to read

…

Dignity In Diversity

Nov 30, -0001 0 32 seconds to read

…

Adhoc Ad-Rules

Nov 30, -0001 0 3 minutes 53 seconds to read

…

Welcome To ‘Baburo Airways’ Comrades And Commanders!

Nov 30, -0001 0 3 minutes 52 seconds to read

…

Interview January 2013

Nov 30, -0001 1 16 minutes 13 seconds to read

…

The Rise, Fall And Rise Of Malhotra

Nov 30, -0001 1 8 minutes 53 seconds to read

…

Media Brands

Nov 30, -0001 0 2 minutes 59 seconds to read

…

Warehousing Problems: Insufficient Pre-requisites

Nov 30, -0001 0 3 minutes 25 seconds to read

…

Corporate Movements January 2013

Nov 30, -0001 0 3 minutes 7 seconds to read

…

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No Laughing Matter

The Sweet Rewards of Power

By Madan Lamsal

. . .
read more »

NEPSE

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			'title' => 'BO2 To Boost Growth Of SMEs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Nepal’s first Small and Medium Enterprises Venture Fund, Business Oxygen (BO2), was &nbsp;launched on 15th January. BO2 is managed by a joint venture of Bank of Kathmandu Ltd and Beed Management. BO2 will be making equity investments in SMEs in Nepal and will cater to the needs of businesses that are unable to get finances through traditional banking means of collateralized loans. Beed BOK Ventures won the global bid to manage the IFC-SME Venture Fund, conceptualized and promoted by the International Finance Corporation (IFC), a member of the World Bank Group.&nbsp;</p>
<p style="text-align: justify;">
	“Providing risk finance to small businesses in countries with limited ready access to sophisticated capital markets has been the key focus of our programme,” said Peter Tropper, Chief Investment Officer, IFC.”&nbsp;</p>
<p style="text-align: justify;">
	“This fund will widen financing options for the SMEs in Nepal, helping SME growth and sustainability,” said Kyle F Kelhofer, IFC Country Manager for Bangladesh, Bhutan and Nepal. “IFC is keen about strengthening SMEs in Nepal that account for 96 per cent of the total industries and play a vital role in the country’s economy.”</p>
<p style="text-align: justify;">
	Ajay Shrestha, CEO, Bank of Kathmandu Ltd, said, “This kind of financing arm can provide options for developing a balanced financial structure of small and medium sized business ventures, which in turn can be comforting for the entire banking sector.”</p>
<p style="text-align: justify;">
	Suman Rayamajhi has been named the CEO of Business Oxygen. CEO of Beed, Sujeev Shakya said “This is yet another step for Beed, an organization that believes in being associated with pioneering efforts and innovation. This is a very proud moment for Beed.”</p>
<p style="text-align: justify;">
	The fund will invest up to USD 500,000 in equities in companies that are already six months in operations and comply with all the investment guidelines.</p>',
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			'title' => 'Commercial Banks  Publish Base Rate',
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			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">The commercial banks have started publishing their base rates. As of January 22, four commercial banks had published their base rates. These banks namely, Bank of Kathmandu (BoK), Kist Bank, Grand Bank and Commerz and Trust Bank Nepal published their base rates on their websites.&nbsp;</span></p>
<p style="text-align: justify;">
	Among these banks, BoK, Kist, Grand and Commerz and Trust have a base rate of 8.29, 11.12, 10.49 and 10.14 per cent respectively. With the publication of their financial statements for the second quarter, commercial banks have begun revealing their base rates. Sudhir Khatri, Vice President of Nepal Bankers’ Association, said that all banks will be publishing their base rates before the publication of their quarterly financial statement.</p>
<p style="text-align: justify;">
	Sunil Malla, Executive Vice President of Commerz and Trust Bank, said that operational cost will be added to the base rate while issuing credit. The Nepal Rastra Bank had directed the commercial banks to reveal their base rates around a month back.</p>
<p style="text-align: justify;">
	According to Khatri, new banks’ average base rate hovers between 9.50 to 10 per cent while that of the old and joint venture banks is about 7.70 per cent.</p>',
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			'title' => 'Voices February 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/barshaman(1).jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<span style="font-size:16px;"><strong>‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’</strong></span></p>
<p style="text-align: justify;">
	<em>Barsha Man Pun, Finance Minister addressing the 48th Anniversary function of Rastriya Banijya Bank exhorting that trade union politics is unnecessary for corporate houses and political interventions are unacceptable in such companies.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Income from tourism has not increased in the same ratio as the increase in number of tourists.’</span></strong></p>
<p style="text-align: justify;">
	<em>Pavitra Kumar Karki, President of Nepal Association of Tour and Travel Agents (NATTA), commenting on the current situation of the tourism industry</em></p>
<p style="text-align: justify;">
	<em><br />
	</em></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘At a time when we should be increasing our competitive abilities, we are wasting time on minor issues like locks.’</span></strong></p>
<p style="text-align: justify;">
	<em>Arun Kumar Chaudhary, Former President of Nepal-India Chamber of Commerce and Industry commenting on the government’s hesitation to agree to the proposal to apply Indian customs locks on the container of goods from the third countries destined to Nepal from Indian ports.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="155" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/analraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Within a couple of years, we plan to be ranked as one of the top ten commercial banks of Nepal.’</span></strong></p>
<p style="text-align: justify;">
	<em>Anal Raj Bhattarai, CEO of Commerz and Trust Bank Nepal Limited, sharing his plans for the bank</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="158" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/suraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘South Asian governments must take effective and careful steps to promote regional trade among South Asian Association of Regional Cooperation (SAARC) member countries.’</span></strong></p>
<p style="text-align: justify;">
	<em>Suraj Vaidya, President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI)&nbsp;</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => '‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’',
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			'article_category_id' => '50',
			'title' => 'Impressive Growth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<img alt="IME" height="330" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback_feb2013(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot. I hope that IME keeps on providing the best of the services that it is currently providing. Best of luck to the CEO, Mr Suman Pokharel and his IME Group.&nbsp;</p>
<p>
	<strong>Suman Adhikari, via&nbsp;</strong></p>
<p>
	<span style="color:#f00;"><span style="background-color: rgb(255, 255, 255);"><span style="text-decoration: none;"><a href="http://www.newbusinessage.com"><strong>www.newbusinessage.com</strong></a></span></span></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot.',
			'sortorder' => '709',
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			'title' => 'International Degrees In Nepal',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country. This story is very well written as it clearly shows both sides of obtaining an International degree in Nepal. It has also forwarded suggestions to the owners of these colleges to minimize the drawbacks and further enhance the quality of education. I feel very thankful to the writer of this story.&nbsp;</span></p>
<p>
	<strong>Narayani Shiwakoti, Dhulikhel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country.',
			'sortorder' => '708',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'id' => '820',
			'article_category_id' => '50',
			'title' => 'Promising Company',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company. &nbsp;As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector. As the SWOT analysis of the company shows, there is a long list of threats for Chilime or other hydropower projects for that matter. Clearly, there is much more to be done to make this sector more attractive for the investors. In my opinion, if the government becomes more flexible with licensing and other policy measures, the hydropower sector will grow significantly. Meanwhile, Chilime has improved its CSR as a PLC and the locals are definitely getting more benefits from the project than they had perhaps expected.</p>
<p>
	<strong>Prakash, via</strong></p>
<p>
	<span style="color:#f00;text-decoration:none;"><a href="http://www.newbusinessage.com/"><strong>www.newbusinessage.com</strong></a></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company.  As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector.',
			'sortorder' => '707',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
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			'article_category_id' => '50',
			'title' => 'People’s Trust In Media',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names. The popularity of these two brands shows the people’s trust in them globally. Kantipur media also showed a social initiative campaign called “One Nepali One Resolution” which spread the message that responsibility should be taken by everyone and the game of blaming the political parties, government or anyone else should be avoided at any cost.</p>
<p>
	<strong>Bhakta Bahadur Gurung,&nbsp;</strong><strong>Thamel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names.',
			'sortorder' => '706',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
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			'id' => '818',
			'article_category_id' => '50',
			'title' => 'Dignity In Diversity',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold. This is a great assurance for the member s of Mega Bank. We believe in him and wish him all the best. Mega Bank has successfully established itself as a brand name within a period of only two years. &nbsp;This shows us that there is dignity in diversity.&nbsp;</p>
<p>
	<strong>Pratik Adhikari, Thapathali</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold.',
			'sortorder' => '705',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
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			'article_category_id' => '52',
			'title' => 'Adhoc Ad-Rules',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p style="text-align: justify;">
	<img alt="Adhoc Ad-Rules" height="357" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/AdhocAd_Rules.jpg" width="500" /></p>
<p style="text-align: justify;">
	The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated. It would be completely immature to think that the government’s discretion to allocate these advertisements in exchange of news favourable to it will in any way help even the smaller publications and broadcasters that are struggling to be professional.</p>
<p style="text-align: justify;">
	All media houses, big and small, are in fact getting only a residual fraction of the public sector advertisement that is saved from going to government-owned publications and broadcasting corporations. There are still several active laws that make it mandatory to publish public sector entities in the government mouthpiece like the Gorkhapatra. One of the darkest sides of the last two decades of democracy in the media industry is that the government couldn’t be forced out of the media business. Regardless of their rapidly dwindling readership and viewership, they have almost a monopoly over government advertisements. This is a professionally unethical phenomenon, and a real bottleneck to the growth of the sector.</p>
<p style="text-align: justify;">
	Even under such a virtual government monopoly, there was one good thing -- intermediary agencies as designers and developers of advertisements have had a role, which was developing as an industry in itself. But in the proposed arrangement, the agents’ role will also be taken over by the Department of Information. Then, this ‘industry’ too is doomed to die. It is altogether a different question, however, whether the Department has the manpower, creativity and resources to do all the pre-publicity art and design work before the advertisements are actually released to the media. Even news of bypassing the advertisement agencies has made some media houses happy given that some agencies have really deceived them on a continuous basis. This happiness too is an unfounded one and the relations between the media house and the agency is entirely a separate issue to deal with than the current problem.</p>
<p style="text-align: justify;">
	At the very crux of the problem is the government intention to treat advertisements as means of distributing ‘mercy’ and not treat them as part of the media business. It has not even considered how large logistical operation it should have if it considers centralizing all advertisements and then distributing it fairly, to the media scattered all over the country. As there has been an impressive growth of regional media, the Department might need its offices at regional or even district levels if it were to be fair as claimed, which is an impossible proposition in itself. Second, it wants to be discretionary than a rule-based institution. Because, once it is rule-based, the game will be the same again. For example, if it plans to make disbursement proportionate to the circulation and reach of the given media as the criteria, again the large media houses will only be entitled to a very large chunk of public advertisements. There is one good possibility that the government media might get less public advertisements than at present. But the government media is not at all likely to be treated on the same ground. So, this too is not going to happen.&nbsp;</p>
<p style="text-align: justify;">
	Therefore, a fair and rule-based proportionate distribution is certainly not the objectives of this entire exercise. Even if it were, making an inclusive rule is a daunting task given the weak database at the centre and virtually no records existing at the local levels.</p>
<p style="text-align: justify;">
	It is not difficult to figure out that the major objective of the current exercise is to reward some publication houses which are supportive of the UCPN(Maoist) and the present government and, at the same time, ‘teach some lessons’ to those media houses which &nbsp;are supposedly ‘hounding’ the prime minister.</p>
<p style="text-align: justify;">
	Besides, this whole proposition is against the internationally accepted norm of professional journalism and media ethics. This is surely an exercise in detriment to the very foundation of the free-market. And, this will not help the media of any shape or size except the ones the incumbent government wants to protect. It goes without saying who they all will be!&nbsp;</p>',
			'published' => true,
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			'modified' => '2013-03-23',
			'keywords' => '',
			'description' => 'The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated.',
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			'title' => 'Welcome To  ‘Baburo Airways’ Comrades And Commanders!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Madan Lamsal</strong></p>
<p style="text-align: justify;">
	<img alt="" border="0" height="271" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/no_laughing_matter_jan2013.jpg" width="341" /></p>
<p style="text-align: justify;">
	Welcome to our own Nepal’s pride, Baburo Bhattarai &nbsp;Airways. Captain Baburo Bhattarai welcomes you onboard this flight bound to New Delhi. Our passengers can be fully assured that this flight will land nowhere but on this preannounced destination. Passengers are requested not to be confused with the uncertainty of flight and future of another namesake Airways.</p>
<p style="text-align: justify;">
	You will hear a number of rocking announcements about the poll-ethical weather by our buffalo herding head of the nation, which cannot alter our aim of smooth flight and destination. &nbsp;If you cannot trust me fully as pilot, you may rely on &nbsp;our single-focused co-pilot VJ Gachchr, who have a long experience in maneuvering flights that face troubles. Only thing is he charges extra whenever he has to save such flights led by over-dependent Baburo captain like me.Along with the members of VJ club of Try-Muddesh and trainee fright attendants, we also have side-attendant Ms Yummy with us to greed you. Now we are announcing some safety tips. Therefore, please shut up your mouth and eyes but keep your ears as wide as you can.</p>
<p style="text-align: justify;">
	First of all, I request all the passengers to open their umbrellas as we have a custom of doing so when we have information that there is rainfall in Delhi. When we are ready to take off, the passengers are requested to shout at the highest pitch to scare cows, monkeys and the vultures off the runway, let loose there by Congress, UML and RPP respectively.To entertain you to the hilt, our fright attendants are not wearing makeup today. However, they will be wearing wigs and parachutes hoping to look like clowns to remind you the last Christmas. But they actually look like ghosts of some Ramsey Brother’s late night TV shows.</p>
<p style="text-align: justify;">
	As there is no seat planning, the ones with muscle power can grab the front seats, the weak ones can sit on the stools or on the floor. If I see some near and dear ones of my own, umh! relatives of Ms Yummy, I will make sure they get very lucrative seats regardless of anything. Let me also inform that, I will not be able to listen to anyone except Ms Yummy when in Nepal and some of my gurus like Muni when in Delhi. Therefore, please do not shout if you have any problem.Though the original time for the return flight was for five months, but because of bad weather, that couldn’t be assured. We may reach the destination anytime soon, but the return flight is certainly not certain. We are not too sure about in what height we will be flying as there are lot of efforts going on to bring down my plane. As you know it will be my duty to save my plane even at the cost of passengers and some fellow flight staff. So, anyone might be kicked out of plane if required. So, be ready for an adventure skydiving trip for free and make sure you have your parachute ready for yourself.</p>
<p style="text-align: justify;">
	Our plane has four emergency doors. However, they will be opened only when we feel that we needed to vacate a seat to accommodate a new flight partner sacrificing an existing one to ensure my non-stop flight. We will fly between Delhi and Kathmandu on a regular basis. &nbsp;This will continue till we reach to a consensus that endorses the proposal such that this very captain with the same crew members is allowed to continue to fly this plane. Otherwise, this plane will never land on any airport. Even in case you arrive at your destination, don’t worry, you will be left in the middle of nowhere!</p>
<p style="text-align: justify;">
	Before you exit the plane, please make sure to gather all of your money and valuables. Anything left behind will be distributed among the fright attendants as we believe in common-ism and demons-crazy at the same time. After all, thank you for flying with Baburam Baburo &nbsp;Airways. I am not sure whether you enjoyed giving me an opportunity to be your captain, but I am ecstatic on being the captain of this flight, therefore unwilling to relinquish this pleasure anytime soon!&nbsp;</p>
<p style="text-align: justify;">
	Bon Voyage!</p>',
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			'title' => 'Interview January 2013',
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			'content' => '<p>
	<strong><span style="font-size:16px;">‘The young generation &nbsp;is coming forward &nbsp;seeking opportunities in business’</span></strong></p>
<p>
	<img align="right" alt="" height="360" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma.jpg" style="margin:0 0 0 10px;" width="210" /></p>
<address style="text-align: right;">
	<strong>Hari Bhakta Sharma</strong></address>
<address style="text-align: right;">
	<strong>Board Member</strong></address>
<address style="text-align: right;">
	<strong>Confederation of Nepalese Industries (CNI)</strong></address>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	Hari Bhakta Sharma is an executive board member of the Confederation of Nepalese Industries (CNI), a ‘think tank’ of Nepal’s industrial sector. He is also the executive director of Deurali-Janta Pharmaceuticals Private Limited (DJPL), a leading pharmaceutical company that has been an inspiration to Nepal’s manufacturing sector. In an interview with New Business Age, Sharma emphasizes on the brighter sides of the Nepali economy, the economic environment in the country and the need for developing the private sector, among other issues.&nbsp;</p>
<p>
	<strong>Excerpts:&nbsp;</strong></p>
<p style="text-align: justify;">
	<strong>How do you view the current economic situation of Nepal? Where is it heading?</strong></p>
<p style="text-align: justify;">
	There are two different ways to evaluate our economy. One is the evaluation of our overall economic growth. Nepal has achieved &nbsp;a growth rate of 3-5 per cent despite the ongoing political confusion. The Nepali economy is primarily driven by remittance. The disposable income of individual households increased with the increasing flow of remittance over the past 5-7 years. Remittance has raised the purchasing power of Nepalis and their consumption rate. The manufacturing sector, on the other hand, is becoming weaker every year and it is important how the increased consumption demand in Nepal is being fulfilled. The manufacturing sector’s contribution to the GDP has decreased gradually over the past decade. In 2012, for example, the manufacturing sector’s contribution to the GDP was around six per cent, a sharp decline from around 14 per cent a decade back.</p>
<p style="text-align: justify;">
	The consumption demand in Nepal is being met through imports. We import goods worth billions of rupees every year. The dependence on imports has impacted our manufacturing sector causing a decline in the production trend. And now we don’t find our stand in the international trade and do not know where we can compete and what the core advantages we have.Soaring imports have raised the government’s revenue. &nbsp;That’s why the government’s policies are facilitating import. &nbsp;If we do not redress these policies immediately, the power shortage, and other problems including the labour problem and political instability will take a heavy toll on the manufacturing sector, further deteriorating the employment situation in the country.&nbsp;</p>
<p style="text-align: justify;">
	Power shortage has become a chronic problem. Around 11-12 hours of power-cut everyday has made the production cost high. Second, there is a vacuum at the policy level. Although it is said that we are going to adopt a federal structure of governance, it is not yet clear to many what a federal system is and how many federal states will be there. Due to these reasons, there has been no significant investment during the past eight years. So, there has been no expansion of industrial investment in Nepal. Lastly, there is no clear economic policy. There is no common ground regarding the future economy of Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How serious are the labour problems for manufacturing sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	Labour problems are manageable; the industries can tackle these problems. But there is seemingly no solution to the power problem and the political instability. Due to the lack of clarity on the federal system to be adopted, investors are apprehensive about future tax system. For example, they don’t know how the products produced in Biratnagar and sold in Chitwan will be taxed. When these things become clear, investors will come to Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>We often talk about a private sector-led economy. But it is said that the private sector in Nepal lacks the vision of a broad-based economic growth and sustainable development. What are your views?</strong></p>
<p style="text-align: justify;">
	Since Nepal’s overall capacity to create enterprise is in the initial stage, it would not be fair to expect a high performance from the Nepali private sector. The private sector in Nepal is also a part of the Nepali society; it is as good or bad as the society is. Work culture and government policies directly affect enterprise.</p>
<p style="text-align: justify;">
	&nbsp;If we compare our development with that of China, India, Pakistan or south East Asian countries like Malaysia, Indonesia or Thailand, we find that we have poor governance in both private and government sectors. Also, our innovative capacity is poorer than theirs. The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly.&nbsp;</p>
<p style="text-align: justify;">
	<strong>There are many organizations like FNCCI, CNI and other NGOs and INGOs working for the private sector. How do you assess their roles and activities?&nbsp;</strong></p>
<p style="text-align: justify;">
	If we talk about CNI, the purpose of establishing this organization was to make a positive impact on the climate of investment in Nepal and help make policy changes to transform Nepal into an investment friendly country. We create awareness about the industrial environment in Nepal and develop linkages among entrepreneurs. &nbsp;We are here to help create the right business environment, conduct dialogue at the policy level and help &nbsp;formulate policies that would attract investment to the country. When CNI was established, the country’s situation was volatile, politically unstable and unpredictable. This could be why the initiatives and efforts made by CNI were not pursued by the implementing agencies of the government.&nbsp;</p>
<p style="text-align: justify;">
	<img align="right" alt="" height="344" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma(1).jpg" style="margin:0 0px 0 15px;" width="362" /></p>
<p>
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p>
	<strong><span style="font-size:16px;">"The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly."</span></strong></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p style="text-align: justify;">
	<strong>Could you please elaborate a bit on the initiatives made by CNI for the development of Nepal’s industry sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	We basically focused on three fundamental issues. First, we prepared documents on the country’s Industrial Policy after a lot of homework. We then submitted these documents to the Ministry of Industry. We wanted a number of changes in the policy. &nbsp;Second, we have been saying that the Nepali Enterprise Act needs a lot of improvement as the law formulated in 2049 BS has become obsolete. This issue needs to be addressed urgently.</p>
<p style="text-align: justify;">
	The previous industrial policy had incorporated &nbsp;many of our suggestions. However, the suggestions were not implemented because the Act was &nbsp;not amended. At the policy level, we have been trying to make the politicians aware about investment and the development of enterprises. We have been trying to create an investment-enabling environment. We have been trying to find ways to &nbsp;increase &nbsp;the income of Nepalis. We have been organizing economic summits. &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that CNI was established because of the over politicization of the private sector. What do you say?</strong></p>
<p style="text-align: justify;">
	CNI was established because there was a need for an organization which could support the formulation of pro-private sector policies, help create an investment-friendly environment, and assure the investors about the long-term benefits of investing in Nepal. Such an institution was lacking in the country which led to the birth of CNI. Ever since its establishment, CNI has tried to do its bit for the industry sector as well as the entire economy. CNI has already passed through the test phase. If you compare the achievements we have made over the past one decade with that of any other similar organization, then you will know how hard we have been trying to improve things. Since we focus on the manufacturing sector, we raise issues and problems faced by this sector.&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that the main reason behind the lack of &nbsp;re-investment in Nepal’s manufacturing sector is its inability to compete with China and India. For this reason, many believe &nbsp;that manufacturing does not have prospects in Nepal and are therefore importing instead. What do you have to say?&nbsp;</strong></p>
<p style="text-align: justify;">
	I do not agree with this. Deurali Janata Pharmaceuticals &nbsp;(DJPL) is one example that &nbsp;will prove this hypothesis wrong. Though the state provides five per cent discount on the import of medicines, DJPL has been able to produce quality medicines at competitive prices. The company has grown over the years. There are many areas in manufacturing where we can be competitive. All we need to do is identify and develop products with &nbsp;comparative advantage.&nbsp;</p>
<p style="text-align: justify;">
	<strong>So, what are the areas were you see comparative advantage?&nbsp;</strong></p>
<p style="text-align: justify;">
	Now is the time to go for hi-tech products. We should be able to identify the industries which can develop technologies and can also be competitive, for example bio-pharmaceuticals, IT sector and the health sector. Hydropower and tourism are two other sectors with lots of prospects; they are growing. If we improve the quality of service in tourism, we can get more benefits even from the current number of tourist arrivals. We are indeed sandwiched between India and China, but we have a great bio-diversity which makes us a country with high potentials in high-value crops. Likewise, there is a great scope for innovation and investment in the agriculture sector. We need to develop agricultural lands as enterprises but we have been developing them as properties. Agriculture is the base of a number of manufacturing industries.&nbsp;</p>
<p style="text-align: justify;">
	<strong>The government has listed the three sectors you mentioned above as the priority sectors. Still, we are unable to exploit them. Why?&nbsp;</strong></p>
<p style="text-align: justify;">
	The political instability in the country has kept the investors at bay. It seems the investors are in the wait and watch mood now. They are waiting for our discourse on federalism, future economic policy etc to take a concrete shape. Politicians should understand that their speeches alone won’t bring investment to Nepal. It’s a country’s political and business environment and the right rules regulations and policies that draw investment. We lack all these things. How will investors come to Nepal?&nbsp;</p>
<p style="text-align: justify;">
	<strong>What are the fundamental reforms needed to develop these sectors?&nbsp;</strong></p>
<p style="text-align: justify;">
	A common understanding among the politicians on the country’s economic agenda is a must. Parties in the government as well as in the opposition should understand that there should be a clear economic agenda which clearly depicts the dos and don’ts. No significant investment will come to Nepal unless the politicians have a common economic agenda prepared without any prejudice against anyone. We also need to depoliticize the economic issues so that industry, trade, and employment generation could grow smoothly. We have to keep in mind that we need domestic as well as foreign investors.&nbsp;</p>
<p style="text-align: justify;">
	<strong>That means there is no hope for growth in investment?</strong></p>
<p style="text-align: justify;">
	If there were no hopes, we won’t be in this business anymore. What I want to say is we lost a very good time. After the popular uprising of April 2006, &nbsp;the international community has had positive expectations from Nepal; we have many helping hands around. &nbsp;But we have so far failed to understand this and cash in on the opportunity. We couldn’t learn to depoliticize economy and development.&nbsp;</p>
<p style="text-align: justify;">
	Moreover, the politicians &nbsp;haven’t learnt from the mistakes they made in the past. They have spent 15 long years repeating the same mistakes. But still we hope that the time is not as bad as some people assume today.&nbsp;</p>
<p style="text-align: justify;">
	<strong>But other countries which have gone through conflicts, for example Sri- Lanka, have made progress. Why couldn’t Nepal?&nbsp;</strong></p>
<p style="text-align: justify;">
	I want to say that the generation I belong to is worried about the young blood. This young generation which could create enterprise is fleeing the country; here, I am not talking about those who go abroad for employment. This has made a very serious impact on our economy. This is why our GDP hasn’t grown in a massive way. However, we should appreciate that we have a positive growth both in the GDP and state revenue. The number of people wishing to invest in Nepal is also growing slowly. &nbsp;</p>
<p style="text-align: justify;">
	Other countries which have progressed despite undergoing a conflict in recent times attached high priority to their economies even during the time of conflict, not to mention after the conflict. Conflict-hit countries like Sri-Lanka and Bangladesh were able to maintain their growths as they had attached high priority to their economies. The Bangladeshi Cabinet has five ministers from the private sector. Those people who did not contest the parliamentary elections but were considered to be the best managers are appointed as ministers there. But in Nepal everybody seems to be thinking that only politicians can become ministers.&nbsp;</p>
<p style="text-align: justify;">
	In Sri- Lanka, you find an amazing system of governance. Every Sri Lankan ministry has at least one advisor from the private sector; they had two advisors during the conflict period. The government in Nepal only seeks loyalty from the businessmen. The knowledge of the entrepreneurs, their professional abilities and skills are not given due respect. They are judged based on their political inclinations or affiliations. This is why the inputs from professionals and technical experts of the private sector have not reached the higher level.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Nepal has scored 50.2 on the economic freedom index 2012, becoming the 147th most-free economy in the world. How do you view this development in relation to the industrial environment in the country?</strong></p>
<p style="text-align: justify;">
	Regarding this issue, we have been focusing on a few things. One, we have been demanding that the Industrial Enterprises Act be amended according to the present needs. &nbsp;Two, &nbsp;the indicators of cost of doing business - for example corruption which is becoming socially acceptable - should be controlled. Three, as I mentioned already, the prime reason of the low ranking of our country on the economic freedom index is due to the unclear policies &nbsp;and the political instability. Things will improve once there is political stability.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How do you find the current business environment in Nepal in comparison with the time you joined in?</strong></p>
<p style="text-align: justify;">
	I came into business some 22 years ago. There are some sectors which have made progress over this period, for example, the pharmaceutical sector and the banking and finance sector. Today a good project in Nepal stands a better chance of getting financed because of the development in the banking sector. Another good development is the young generation grown up over the past 20 years is coming forward seeking opportunities in businesses. These young people want to create enterprise on their own and are ready to take risks.&nbsp;</p>
<p style="text-align: justify;">
	There is some negativity, too. The level of corruption has risen. There are people who enjoy in others’ income rather than earning by themselves. The politicians have over-politicized almost every sector including the industrial sector. The result is less productivity in terms of individual capacity and high indulgence of the entrepreneurs in politics. In every sector, a person who is politically motivated and affiliated is selected regardless of their capability.</p>
<p style="text-align: justify;">
	<strong>Why are the pharmaceutical companies not seen aggressive in efforts to export their products?</strong></p>
<p style="text-align: justify;">
	Registration of pharmaceutical products internationally is a very difficult process. For pharmaceutical products, like medicines, companies need to scientifically prove their products, assure the consumers that the products are safe, GMP certified and so on. Another reason that makes us apprehensive to accept orders is the fear of not being able to deliver the products on time. Because of problems like power shortage and unpredictable labour problems and strikes, we always question ourselves whether we would be able to deliver the orders on time.&nbsp;</p>
<p style="text-align: justify;">
	We have just around 20 years of history in the development of pharmaceutical products. Based on my experience, I can say that there is a long way to go for Nepal’s pharmaceutical industry. It’s a highly regulated business. Unlike &nbsp;India, Brazil, the US and many other countries, Nepal is not considered &nbsp;as a country which can produce high-value medicinal products. India took 40 years to enter the export market while China took 35. We are just into 20 or 22 years of entering the pharmaceutical business. We hope to enter the export market faster than that. &nbsp;</p>
<p style="text-align: justify;">
	<strong>Why is the problem of substandard drugs in Nepal unresolved?&nbsp;</strong></p>
<p style="text-align: justify;">
	The private sector alone cannot resolve this problem. We can just facilitate the government in this process. &nbsp;We have been organizing awareness programmes against substandard drugs. The government has the authority and the mechanism to control substandard medicines. The medicines that are available at the pharmacies need be monitored and controlled by the government. We are ready to help the government in this matter.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How is DJPL presenting itself in the global market? What are your upcoming plans?&nbsp;</strong></p>
<p style="text-align: justify;">
	Our primary objective during these 20 years was to learn, make our technologies world class, and establish our business globally. Now that our foundation is ready, our next step is to help reduce the import of medicines, at least those medicines which Nepal can manufacture itself. There are many products which Nepal needs to produce itself. But since we have been importing them from other countries for ages, we have not really thought along these lines. Now is the time &nbsp;to think about substituting &nbsp;the import by producing quality products. The most important thing we want to do now is promote healthier living. We want to produce health products other than medicines – health supplements. &nbsp;Taking medications after falling sick is normal. However, there are products for a healthier life, products that help prevent sickness. We &nbsp;too can produce such products. &nbsp;&nbsp;</p>
<div style="text-align: justify;">
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			'title' => 'The Rise, Fall And Rise Of Malhotra',
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			'content' => '<p>
	<strong><span style="text-align: justify;">By Gaurav Aryal</span></strong></p>
<p style="text-align: justify;">
	<span style="text-align: justify;"><img align="left" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra.jpg" style="margin:0 10px 0 0;" width="350" />Every journey is a reward. No matter how painful a journey may become, it takes one to a destination where one really wants to be. Deepak Malhotra has had a journey with more bitterness than anything else. Executive Chairman of International Marketing Services Pvt Ltd (IMS), Malhotra’s journey as an entrepreneur has been full of upheavals.&nbsp;</span></p>
<p style="text-align: justify;">
	He has tried his luck in numerous business ventures. Though most of them did not perform well, Malhotra is now on a safe haven of business. &nbsp;He thinks he is half the way towards achieving success although some of the sectors like housing where he has invested are not doing well. For Malhotra, success comes along with recognition, public relation and active involvement in work. IMS is the authorised distributor of Samsung mobiles for Nepal. IMS has its sister concerns that import, market and sell mobile phones and provide after-sales services.&nbsp;</p>
<p style="text-align: justify;">
	Along with IMS, Malhotra is part of numerous businesses mostly in partnership such as Silver Valley Developers Pvt Ltd, a housing development company and Ebisu Jewelleries, a jewellery showroom at Durbar Marg. He also imports SWC branded watches. All these companies are under an umbrella corporate house – the IMS Group. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra was in his school days when he started understanding the nitty-gritty of doing business. His father owned a hotel named Mansarovar when there were less than a dozen hotels in Nepal. Malhotra says that he started looking after some of the responsibilities in the hotel when he was still a school kid.</p>
<p style="text-align: justify;">
	It was in 1979 when Malhotra began a business of his own. He started off with importing watches. Malhotra, who has an avid interest in travelling, was on a tour to Hong Kong when the idea of trading clicked. He claims he did not borrow a single penny from his parents to start off his trading venture. Malhotra, however, recalls borrowing Rs 50,000 from his friends as the seed money for his initiative. He studied the market and the profit prospects and made a sole decision.&nbsp;</p>
<p style="text-align: justify;">
	It was just the beginning for him. Soon, he diversified his business and started importing products other than watches such as motor parts, salt, gold etc. Although it as his own brainchild, Malhotra believes, he drew subtle inspirations from his father to enter the corporate world.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra ventured into numerous sectors in the years that followed his trading initiative. It was around the mid 1990s when he produced three Nepali feature films. His first movie was Chahana, and the second was Sauta. He further invested in two other cinemas, Sannani and Ragat, along with a partner. He recalls, “None of those movies did good business. The movie market had not flourished in Nepal back then. And, I also realised that movie making is not my forte.”&nbsp;</p>
<p style="text-align: justify;">
	Then came the carpets. As carpet export was burgeoning, Malhotra was attracted to the lucrative business of wool carding and exporting carpets. However this too was short-lived. Then he began importing salt from India and selling it in the Nepali market under the brand name of Himali Noon. Malhotra claims that this initiative of his was able to break the monopoly of the state-owned Salt Trading Corporation (STC). “My entry as a new salt trader had created competition in the market. The consumers benefited from the reduced price of salt,” he recalls. Then the government introduced a vicious plan to drive away the private player to give the monopoly over salt trading back to the STC.</p>
<p style="text-align: justify;">
	In 1998, Malhotra turned his hands to the paging business. There were five companies offering pager services, but Malhotra’s DTI Paging had an edge over them as it provided its services throughout the country. But it seems he had entered the paging business at the wrong time. Mobile telephony had entered the country a year in advance - in 1997 – and the idea of paging soon proved obsolete. This was another setback in his business career.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra saw a huge prospect in what had killed his paging business – the mobile phones. And soon, &nbsp;he started importing handsets. He recalls those years when, unlike today, the import of mobile was not open. During those days, one had to acquire a license from the Ministry of Communication to import mobile phone sets. Mlahotra got this license and started importing handsets manufactured by brands like Nokia, Panasonic, Motorola and Samsung. In 2001, IMS was appointed the authorised distributor of Samsung mobiles for Nepal. Since then, it has been importing and selling Samsung mobiles in Nepal. With the giant leap of Samsung brand worldwide, this brand has regained its number one position in Nepal too, according to Malhotra. With the growing popularity of the Samsung brand, Malhotra’s has a steady business. He has taken a positive turn, after facing one failure after another.&nbsp;</p>
<p style="text-align: justify;">
	Though the Samsung watches were discontinued and renamed as SWC Watches, his company is trading in this Korean watch brand even today. Meanwhile, with the boom of the housing industry in 2008, Malhotra invested in the housing sector as well. Silver City Apartments is under construction under his builder Silver Valley Developers. However the housing sector too is not doing well at the moment.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that most of his past business ventures failed because he went after his whims and tied up with the wrong partners. However, he thinks most of his past ventures failed because of external factors rather than any weakness in his managerial skills. “The trading business that I initiated is doing well even today,” he says, “All those incidents taught me that it is useless to venture into a new area without properly understanding it.” So, he suggests others not to start any project without understanding its fundamentals. He also prescribes to do those things which can be kept in a tight grip and not try to do everything at once. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra is happy with what he has today. He is determined to continue the mobile phone trading. Along with it, he is planning to step into new sectors where the entire country sees prospects –tourism, hydropower and agriculture. He believes these are the best three sectors that can push Nepal towards development. However, he expects the government to create basic infrastructures so that the private sector can do the rest.&nbsp;</p>
<p style="text-align: justify;">
	What would he be doing had he not entered business? “Probably, I would be in politics,” he says jokingly, recalling his days at &nbsp;Shanker Dev Campus where he did some student politics. “If I failed in politics, I would continue my father’s business,” he is quick to add. He &nbsp;now indeed has plans to invest in the hotel industry too. Malhotra says he is an independent citizen and thinks that a businessperson should not be involved in active politics.</p>
<p style="text-align: justify;">
	No matter what life brought to him, Malhotra believes he never left the policy of truth. At the times of difficulty, he says he received the support from his close friends and family members. “They always have trust and belief in me,” he appreciates them.&nbsp;</p>
<p style="text-align: justify;">
	The only regret he has in his life is his inability to recognise the pretence of Rasendra Bhattarai. Malhotra says he wasted his time and resources believing in Bhattarai, who proved to be nothing but a hoax at the end.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that management is the most important element in running a business house. So, he has dedicated all his management, distribution and marketing tasks to the management team while he looks after the financial matters and monitors as well as guides the team.&nbsp;</p>
<p style="text-align: justify;">
	He plans to hand over some of his responsibilities to his son who is soon returning after completing his studies in the United Kingdom. However, &nbsp;he wants to remain an active part of the business before he retires at 70. “As of now, the decision making &nbsp;is centralised in me. But I will be soon giving the decision making authority to my son,” he shares his plans. There are around 200 employees working under Malhotra at present. To cheer up the employees, his company has provisions of declaring the employee of the month and also the employee of the year. He says those who win these titles get attractive incentives. The company also organises various motivational programmes throughout the year, every year.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra is a sort of workaholic. He spends his weekdays working while he loves to spend his Saturdays with his family. However, he prefers completing his pending works on Saturday. Malhotra likes to keep himself socially active. He is also the senior Vice President of Club Fifty where cohorts in their 50s take part in various philanthropic activities. The club organises free health camps in the villages and distributes aids like wheelchairs to the physically challenged people.</p>
<p style="text-align: justify;">
	<img alt="" height="252" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	<strong style="font-size: 14px; color: rgb(255, 0, 0);">Personal side</strong></p>
<p>
	•<span class="Apple-tab-span" style="white-space:pre"> </span>&nbsp;Loves travelling</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Prefers going on a vacation at least once a year</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Works from home until 1 pm&nbsp;</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Socially active and likes to attend parties</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves Sports</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Played for an A-Division football Club – Sundhara</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Advisor to Manang Marshyangdi Club and Patron of Boys Union Club</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Can’t keep anything secret</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves latest and trendy gadgets and uses Samsung Galaxy SIII</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Everything that begins eventually comes to an end. This is true about success or failure as well. Deepak Malhotra dared to fight against the failures that came to him. Though the journey he has walked in his life was not a fun filled journey, it has definitely been a thrilling voyage.',
			'sortorder' => '701',
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	(int) 12 => array(
		'Article' => array(
			'id' => '813',
			'article_category_id' => '57',
			'title' => 'Media Brands',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong style="text-align: justify;">By Sajag Karki</strong></p>
<p style="text-align: justify;">
	Whenever we think of international news, the first thing that comes to our mind is BBC (British Broadcasting Corporation) and CNN (Cable News Network) – the two leading broadcast media brands in the world that are instantly recognized by their acronyms. Whenever, there &nbsp;is any breaking news related to politics, natural disasters or any other significant international development, most people watch either of these two news channels. Though viewers might get the initial news from the local media, to confirm any big event they always turn to the big guns of the news world. Even the local media of many countries consider &nbsp;BBC and CNN as a benchmark for accurate, reliable information. CNN has positioned itself as a medium for hard, unbiased news coming straight from the source. Its flagship shows like Larry King live and Anderson Cooper 360 have enhanced its popularity across the world. Its social responsive programmes “project green” and “CNN heroes” have made it a medium for social change, trying to make the world a better place. Speaking of CNN heroes, two Nepali women have already been awarded with this prestigious title which encourages the youth in a developing nation like ours.&nbsp;</p>
<p style="text-align: justify;">
	BBC on the other hand is an immensely popular news brand. It’s known for its impartial news coverage, entertainment programmes and its website, too, is very popular. Apart from the national and world news, its popular programmes are “Hard Talk”, Newsnight and “Impact Asia” among others. Hard talk, hosted by celebrity presenter Stephen Sackur, is an in-depth, half-hour-long one on one interview show. “Impact Asia”, presented by Mishal Husain, is a mix of breaking news, debate and analysis using BBC’s range of correspondents based in the Asia Pacific and across the world. Since its inception in 1922, there has been no looking back for BBC’s highly trustworthy news service. It is the largest broadcaster in the world with 23,00 staff members and representatives spread across &nbsp;the world. Founded in 1980, CNN is much younger than BBC. But, as CNN’s slogan - “the worldwide leader in news” - says, it is not far behind the BBC in any way. It was the first channel to provide 24-hour news coverage and the first all-news TV channel in the United States.&nbsp;</p>
<p style="text-align: justify;">
	The popularity that these two news brands have earned over the years speaks volumes about their credibility and the people’s trust in them. They are not just corporations but a broadcaster with responsibility to bring positive change in their localities and influence the world with their social initiatives. It seems the Nepali media has finally taken its cue from these global leaders of the news world. For example, Kantipur, Nepal’s leading media house, recently came up with its social initiative named ‘One Nepali One Resolution’. The campaign was able to spread the message of taking responsibility of one’s actions by making one resolution and not to blame the government, the political parties or anyone for that matter.&nbsp;</p>
<p style="text-align: justify;">
	Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands like the BBC and CNN that viewers worl-wide count on for the news that matters. &nbsp; &nbsp; &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	The article is based on research and the author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com</p>',
			'published' => true,
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			'description' => 'Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '811',
			'article_category_id' => '41',
			'title' => 'Warehousing Problems: Insufficient Pre-requisites',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	By Chittaranjan Pandey</p>
<p style="text-align: justify;">
	<span style="text-align: justify;">Commodities exchanges in Nepal are handicapped by the lack of a warehouse receipt system to help the country’s agricultural development. The Nepali media recently launched a tirade of criticisms against the commodity exchanges in Nepal. One of the main points of that criticism was that the exchanges have not included the local agro-products, or any local product for that matter, in the list of commodities traded on their systems and that they are just making the investors trade in foreign commodities. The media also questioned the process of deriving the prices of the foreign commodities quoted in these exchanges. But unfortunately not even once did anybody try to know why the local products have not &nbsp;been introduced to the trading systems of these exchanges.&nbsp;</span></p>
<p style="text-align: justify;">
	The answer is simple. These exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same. Yes, the Secured Transaction Act 2063 BS does list “Warehouse Receipts” as one of the tradable instruments. But just listing the name “Warehouse Receipt” in the law is not enough to hope that such receipts will be actually traded in the market.&nbsp;</p>
<p style="text-align: justify;">
	The flowchart given here presents an ideal system required to make warehouse receipts tradable. There are many infrastructural shortcomings we face in this regard. A commodity exchange is essential for this system but not sufficient. &nbsp;Like in any other market, the primary requirements here are the buyers and sellers. Then we need financial institutions like commercial banks. And we need a policy from the central bank that allows the banks to treat warehouse receipts as tradable (negotiable) instruments.&nbsp;</p>
<p style="text-align: justify;">
	The issue with the commercial banks now is that they want to know who will take the responsibility if the products in the warehouse are not sold. So, we need the Insurance Board to come up with a policy that makes the insurance companies insure the agro-products stored in the warehouse. But as the situation is today, the insurance companies do not want to insure agro-products stored in the warehouse because of the higher risks.&nbsp;</p>
<p style="text-align: justify;">
	Next, we need a public authority assigned with the task of licensing and regulating the warehouses that store agro-products and issue the warehouse receipts. We also need a proper market channel; a proper Supply Chain Management System. This requires competent transport companies that can deliver the goods to the buyers. Also required is a strong rule of law so that the transport companies are not obstructed anywhere on the roads while they are carrying the goods to their destinations. &nbsp;</p>
<p style="text-align: justify;">
	Thus, for the local agro-products to be traded on the systems of these commodities exchanges, the basic pre-requisites are: a proper mechanism for warehouse receipt issuance and a proper mechanism for warehouse receipt financing. Agriculture, a less valued occupation at present, will be valued higher only when these systems are in place. A culture of commercial farming has actually started in the country but we still need a proper supply chain for this trend of commercial farming to thrive. A commodity exchange can help in this and eliminate the current system in which the number of intermediaries in the supply chain is unnecessarily high. Reduction in the number of intermediaries will bring the prices of agro-commodities up for the farmers and &nbsp;down for the consumers to a reasonable level. And this is possible once the general public and the policy makers think about it seriously.</p>
<p style="text-align: justify;">
	<img alt="" height="458" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/regulated_warehouse_receipt_system.jpg" width="512" /></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><strong>Mr. Pandey is Asst. Manager, Research &amp; Development Department in Mercantile Exchange Nepal Limited. He can be contacted at r&amp;d@mexnepal.com.</strong></span></p>',
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			'created' => '2013-03-14',
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			'keywords' => '',
			'description' => 'Commodity exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same.',
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		'Article' => array(
			'id' => '810',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><span style="color: rgb(255, 0, 0);"><strong>Newcomers</strong></span></span></p>
<p>
	<strong><img align="left" alt="" height="125" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/krishna.jpg" style="margin:0 10px 10px 0; padding:5px;" width="105" />Krishna Bahadur Manandhar</strong> has been appointed as Chairperson of Nabil Bank Limited replacing, former Chairperson, Satyandra Pyara Shrestha.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="121" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kailash.jpg" style="margin:0 10px 10px 0; padding:5px;" width="99" />Kailash Ghimire</strong> has joined Zydus Wellness (Consumer division of Zydus Cadila) as Country Manager – Nepal. Earlier, he was National Sales &amp; Marketing Manager in Khajurico Nepal Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="123" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/asgar.jpg" style="margin:0 10px 10px 0; padding:5px;" width="100" />Asgar Ali </strong>has joined FonePay Pvt Ltd as CEO. &nbsp;FonePay is established primarily to convert mobile into wallet to make payments and send/receive money through mobile phone. Earlier, he was Vice – President at F1soft International.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="94" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/dipesh(1).jpg" style="margin:0 10px 10px 0; padding:5px;" width="77" />Dipesh KC</strong> has rejoined The Everest Hotel as Director - Food &amp; Beverage. Earlier, he had gone to White Sands Hotel, Tanjania as EAM – F &amp; B &nbsp;&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Sandeep Chachan</strong> has joined Continental Trading Enterprises Pvt. Ltd. as Executive Director. Earlier, he was Executive Director at Morang Auto Works Enterprises Pvt Ltd.&nbsp;</p>
<p>
	<strong>Jyoti Prasad Adhikari</strong> has joined Chaudhary Group (CG) as General Manager, Corporate Affairs. Earlier he was in the Government Service and has worked in The Office of the Prime Minister and Council of Ministers, Ministry of Foreign Affairs, Ministry of Finance and Ministry of Home Affairs.</p>
<p>
	<strong>Ashesh K Sharma</strong> has joined Chaudhary Group as DGM – Corporate HR.</p>
<p>
	<strong>Silpi Joshi</strong> has joined Yeti Airlines as Marketing Manager.</p>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;"><br />
	</strong></div>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;">Newcomers at BB Airways Pvt Ltd</strong></div>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="124" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/vinaya.jpg" style="margin: 0 10px 0 0;padding:5px;" width="100" />Vinaya Shakya</strong> has joined BB Airways Pvt Ltd as Senior Manager – Marketing &amp; Reservation. Earlier, he was Senior Manager – Marketing at Yeti Airlines Domestic Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="128" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhakar.jpg" style="margin: 0 10px 0 0;padding:5px;" width="104" /></strong></p>
<p>
	<strong>Prabhakar Khadka</strong> has joined BB Airways Pvt Ltd as Manager – Marketing. Earlier, he was Manager – Marketing at Explore Himalaya Travel &amp; Adventure.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ujwal.jpg" style="margin: 0 10px 0 0;padding:5px;" width="90" /></strong></p>
<p>
	<strong>Ujwal Ghimire&nbsp;</strong>has joined BB Airways Pvt Ltd as Manager – Brand &amp; Promotion. Earlier, he was Assistant Manager – Marketing at Asia Pacific Communication Associates Nepal Pvt. Ltd.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>',
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			'created' => '2013-03-14',
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			'keywords' => '',
			'description' => 'New Appointments, Promotions, Transfers and Rejoins within organisation.',
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View::_renderElement() - CORE/Cake/View/View.php, line 1224
View::element() - CORE/Cake/View/View.php, line 418
include - APP/View/Articles/index.ctp, line 157
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::render() - CORE/Cake/View/View.php, line 473
Controller::render() - CORE/Cake/Controller/Controller.php, line 968
Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117

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		'Article' => array(
			'id' => '826',
			'article_category_id' => '56',
			'title' => 'BO2 To Boost Growth Of SMEs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Nepal’s first Small and Medium Enterprises Venture Fund, Business Oxygen (BO2), was &nbsp;launched on 15th January. BO2 is managed by a joint venture of Bank of Kathmandu Ltd and Beed Management. BO2 will be making equity investments in SMEs in Nepal and will cater to the needs of businesses that are unable to get finances through traditional banking means of collateralized loans. Beed BOK Ventures won the global bid to manage the IFC-SME Venture Fund, conceptualized and promoted by the International Finance Corporation (IFC), a member of the World Bank Group.&nbsp;</p>
<p style="text-align: justify;">
	“Providing risk finance to small businesses in countries with limited ready access to sophisticated capital markets has been the key focus of our programme,” said Peter Tropper, Chief Investment Officer, IFC.”&nbsp;</p>
<p style="text-align: justify;">
	“This fund will widen financing options for the SMEs in Nepal, helping SME growth and sustainability,” said Kyle F Kelhofer, IFC Country Manager for Bangladesh, Bhutan and Nepal. “IFC is keen about strengthening SMEs in Nepal that account for 96 per cent of the total industries and play a vital role in the country’s economy.”</p>
<p style="text-align: justify;">
	Ajay Shrestha, CEO, Bank of Kathmandu Ltd, said, “This kind of financing arm can provide options for developing a balanced financial structure of small and medium sized business ventures, which in turn can be comforting for the entire banking sector.”</p>
<p style="text-align: justify;">
	Suman Rayamajhi has been named the CEO of Business Oxygen. CEO of Beed, Sujeev Shakya said “This is yet another step for Beed, an organization that believes in being associated with pioneering efforts and innovation. This is a very proud moment for Beed.”</p>
<p style="text-align: justify;">
	The fund will invest up to USD 500,000 in equities in companies that are already six months in operations and comply with all the investment guidelines.</p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-05-24',
			'keywords' => '',
			'description' => 'Beed BOK Ventures won the global bid to manage the IFC-SME Venture Fund, conceptualized and promoted by the IFC.',
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			'id' => '825',
			'article_category_id' => '56',
			'title' => 'Commercial Banks  Publish Base Rate',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">The commercial banks have started publishing their base rates. As of January 22, four commercial banks had published their base rates. These banks namely, Bank of Kathmandu (BoK), Kist Bank, Grand Bank and Commerz and Trust Bank Nepal published their base rates on their websites.&nbsp;</span></p>
<p style="text-align: justify;">
	Among these banks, BoK, Kist, Grand and Commerz and Trust have a base rate of 8.29, 11.12, 10.49 and 10.14 per cent respectively. With the publication of their financial statements for the second quarter, commercial banks have begun revealing their base rates. Sudhir Khatri, Vice President of Nepal Bankers’ Association, said that all banks will be publishing their base rates before the publication of their quarterly financial statement.</p>
<p style="text-align: justify;">
	Sunil Malla, Executive Vice President of Commerz and Trust Bank, said that operational cost will be added to the base rate while issuing credit. The Nepal Rastra Bank had directed the commercial banks to reveal their base rates around a month back.</p>
<p style="text-align: justify;">
	According to Khatri, new banks’ average base rate hovers between 9.50 to 10 per cent while that of the old and joint venture banks is about 7.70 per cent.</p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-05-24',
			'keywords' => '',
			'description' => 'The commercial banks have started publishing their base rates. As of January 22, four commercial banks had published their base rates. These banks namely, Bank of Kathmandu (BoK), Kist Bank, Grand Bank and Commerz and Trust Bank Nepal published their base rates on their websites.',
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			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 2 => array(
		'Article' => array(
			'id' => '823',
			'article_category_id' => '62',
			'title' => 'Voices February 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/barshaman(1).jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<span style="font-size:16px;"><strong>‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’</strong></span></p>
<p style="text-align: justify;">
	<em>Barsha Man Pun, Finance Minister addressing the 48th Anniversary function of Rastriya Banijya Bank exhorting that trade union politics is unnecessary for corporate houses and political interventions are unacceptable in such companies.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Income from tourism has not increased in the same ratio as the increase in number of tourists.’</span></strong></p>
<p style="text-align: justify;">
	<em>Pavitra Kumar Karki, President of Nepal Association of Tour and Travel Agents (NATTA), commenting on the current situation of the tourism industry</em></p>
<p style="text-align: justify;">
	<em><br />
	</em></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘At a time when we should be increasing our competitive abilities, we are wasting time on minor issues like locks.’</span></strong></p>
<p style="text-align: justify;">
	<em>Arun Kumar Chaudhary, Former President of Nepal-India Chamber of Commerce and Industry commenting on the government’s hesitation to agree to the proposal to apply Indian customs locks on the container of goods from the third countries destined to Nepal from Indian ports.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="155" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/analraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Within a couple of years, we plan to be ranked as one of the top ten commercial banks of Nepal.’</span></strong></p>
<p style="text-align: justify;">
	<em>Anal Raj Bhattarai, CEO of Commerz and Trust Bank Nepal Limited, sharing his plans for the bank</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="158" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/suraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘South Asian governments must take effective and careful steps to promote regional trade among South Asian Association of Regional Cooperation (SAARC) member countries.’</span></strong></p>
<p style="text-align: justify;">
	<em>Suraj Vaidya, President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI)&nbsp;</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => '‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’',
			'sortorder' => '710',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 3 => array(
		'Article' => array(
			'id' => '822',
			'article_category_id' => '50',
			'title' => 'Impressive Growth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<img alt="IME" height="330" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback_feb2013(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot. I hope that IME keeps on providing the best of the services that it is currently providing. Best of luck to the CEO, Mr Suman Pokharel and his IME Group.&nbsp;</p>
<p>
	<strong>Suman Adhikari, via&nbsp;</strong></p>
<p>
	<span style="color:#f00;"><span style="background-color: rgb(255, 255, 255);"><span style="text-decoration: none;"><a href="http://www.newbusinessage.com"><strong>www.newbusinessage.com</strong></a></span></span></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot.',
			'sortorder' => '709',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 4 => array(
		'Article' => array(
			'id' => '821',
			'article_category_id' => '50',
			'title' => 'International Degrees In Nepal',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country. This story is very well written as it clearly shows both sides of obtaining an International degree in Nepal. It has also forwarded suggestions to the owners of these colleges to minimize the drawbacks and further enhance the quality of education. I feel very thankful to the writer of this story.&nbsp;</span></p>
<p>
	<strong>Narayani Shiwakoti, Dhulikhel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country.',
			'sortorder' => '708',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 5 => array(
		'Article' => array(
			'id' => '820',
			'article_category_id' => '50',
			'title' => 'Promising Company',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company. &nbsp;As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector. As the SWOT analysis of the company shows, there is a long list of threats for Chilime or other hydropower projects for that matter. Clearly, there is much more to be done to make this sector more attractive for the investors. In my opinion, if the government becomes more flexible with licensing and other policy measures, the hydropower sector will grow significantly. Meanwhile, Chilime has improved its CSR as a PLC and the locals are definitely getting more benefits from the project than they had perhaps expected.</p>
<p>
	<strong>Prakash, via</strong></p>
<p>
	<span style="color:#f00;text-decoration:none;"><a href="http://www.newbusinessage.com/"><strong>www.newbusinessage.com</strong></a></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company.  As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector.',
			'sortorder' => '707',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 6 => array(
		'Article' => array(
			'id' => '819',
			'article_category_id' => '50',
			'title' => 'People’s Trust In Media',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names. The popularity of these two brands shows the people’s trust in them globally. Kantipur media also showed a social initiative campaign called “One Nepali One Resolution” which spread the message that responsibility should be taken by everyone and the game of blaming the political parties, government or anyone else should be avoided at any cost.</p>
<p>
	<strong>Bhakta Bahadur Gurung,&nbsp;</strong><strong>Thamel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names.',
			'sortorder' => '706',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 7 => array(
		'Article' => array(
			'id' => '818',
			'article_category_id' => '50',
			'title' => 'Dignity In Diversity',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold. This is a great assurance for the member s of Mega Bank. We believe in him and wish him all the best. Mega Bank has successfully established itself as a brand name within a period of only two years. &nbsp;This shows us that there is dignity in diversity.&nbsp;</p>
<p>
	<strong>Pratik Adhikari, Thapathali</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold.',
			'sortorder' => '705',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 8 => array(
		'Article' => array(
			'id' => '817',
			'article_category_id' => '52',
			'title' => 'Adhoc Ad-Rules',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p style="text-align: justify;">
	<img alt="Adhoc Ad-Rules" height="357" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/AdhocAd_Rules.jpg" width="500" /></p>
<p style="text-align: justify;">
	The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated. It would be completely immature to think that the government’s discretion to allocate these advertisements in exchange of news favourable to it will in any way help even the smaller publications and broadcasters that are struggling to be professional.</p>
<p style="text-align: justify;">
	All media houses, big and small, are in fact getting only a residual fraction of the public sector advertisement that is saved from going to government-owned publications and broadcasting corporations. There are still several active laws that make it mandatory to publish public sector entities in the government mouthpiece like the Gorkhapatra. One of the darkest sides of the last two decades of democracy in the media industry is that the government couldn’t be forced out of the media business. Regardless of their rapidly dwindling readership and viewership, they have almost a monopoly over government advertisements. This is a professionally unethical phenomenon, and a real bottleneck to the growth of the sector.</p>
<p style="text-align: justify;">
	Even under such a virtual government monopoly, there was one good thing -- intermediary agencies as designers and developers of advertisements have had a role, which was developing as an industry in itself. But in the proposed arrangement, the agents’ role will also be taken over by the Department of Information. Then, this ‘industry’ too is doomed to die. It is altogether a different question, however, whether the Department has the manpower, creativity and resources to do all the pre-publicity art and design work before the advertisements are actually released to the media. Even news of bypassing the advertisement agencies has made some media houses happy given that some agencies have really deceived them on a continuous basis. This happiness too is an unfounded one and the relations between the media house and the agency is entirely a separate issue to deal with than the current problem.</p>
<p style="text-align: justify;">
	At the very crux of the problem is the government intention to treat advertisements as means of distributing ‘mercy’ and not treat them as part of the media business. It has not even considered how large logistical operation it should have if it considers centralizing all advertisements and then distributing it fairly, to the media scattered all over the country. As there has been an impressive growth of regional media, the Department might need its offices at regional or even district levels if it were to be fair as claimed, which is an impossible proposition in itself. Second, it wants to be discretionary than a rule-based institution. Because, once it is rule-based, the game will be the same again. For example, if it plans to make disbursement proportionate to the circulation and reach of the given media as the criteria, again the large media houses will only be entitled to a very large chunk of public advertisements. There is one good possibility that the government media might get less public advertisements than at present. But the government media is not at all likely to be treated on the same ground. So, this too is not going to happen.&nbsp;</p>
<p style="text-align: justify;">
	Therefore, a fair and rule-based proportionate distribution is certainly not the objectives of this entire exercise. Even if it were, making an inclusive rule is a daunting task given the weak database at the centre and virtually no records existing at the local levels.</p>
<p style="text-align: justify;">
	It is not difficult to figure out that the major objective of the current exercise is to reward some publication houses which are supportive of the UCPN(Maoist) and the present government and, at the same time, ‘teach some lessons’ to those media houses which &nbsp;are supposedly ‘hounding’ the prime minister.</p>
<p style="text-align: justify;">
	Besides, this whole proposition is against the internationally accepted norm of professional journalism and media ethics. This is surely an exercise in detriment to the very foundation of the free-market. And, this will not help the media of any shape or size except the ones the incumbent government wants to protect. It goes without saying who they all will be!&nbsp;</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-23',
			'keywords' => '',
			'description' => 'The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated.',
			'sortorder' => '704',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 9 => array(
		'Article' => array(
			'id' => '816',
			'article_category_id' => '48',
			'title' => 'Welcome To  ‘Baburo Airways’ Comrades And Commanders!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Madan Lamsal</strong></p>
<p style="text-align: justify;">
	<img alt="" border="0" height="271" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/no_laughing_matter_jan2013.jpg" width="341" /></p>
<p style="text-align: justify;">
	Welcome to our own Nepal’s pride, Baburo Bhattarai &nbsp;Airways. Captain Baburo Bhattarai welcomes you onboard this flight bound to New Delhi. Our passengers can be fully assured that this flight will land nowhere but on this preannounced destination. Passengers are requested not to be confused with the uncertainty of flight and future of another namesake Airways.</p>
<p style="text-align: justify;">
	You will hear a number of rocking announcements about the poll-ethical weather by our buffalo herding head of the nation, which cannot alter our aim of smooth flight and destination. &nbsp;If you cannot trust me fully as pilot, you may rely on &nbsp;our single-focused co-pilot VJ Gachchr, who have a long experience in maneuvering flights that face troubles. Only thing is he charges extra whenever he has to save such flights led by over-dependent Baburo captain like me.Along with the members of VJ club of Try-Muddesh and trainee fright attendants, we also have side-attendant Ms Yummy with us to greed you. Now we are announcing some safety tips. Therefore, please shut up your mouth and eyes but keep your ears as wide as you can.</p>
<p style="text-align: justify;">
	First of all, I request all the passengers to open their umbrellas as we have a custom of doing so when we have information that there is rainfall in Delhi. When we are ready to take off, the passengers are requested to shout at the highest pitch to scare cows, monkeys and the vultures off the runway, let loose there by Congress, UML and RPP respectively.To entertain you to the hilt, our fright attendants are not wearing makeup today. However, they will be wearing wigs and parachutes hoping to look like clowns to remind you the last Christmas. But they actually look like ghosts of some Ramsey Brother’s late night TV shows.</p>
<p style="text-align: justify;">
	As there is no seat planning, the ones with muscle power can grab the front seats, the weak ones can sit on the stools or on the floor. If I see some near and dear ones of my own, umh! relatives of Ms Yummy, I will make sure they get very lucrative seats regardless of anything. Let me also inform that, I will not be able to listen to anyone except Ms Yummy when in Nepal and some of my gurus like Muni when in Delhi. Therefore, please do not shout if you have any problem.Though the original time for the return flight was for five months, but because of bad weather, that couldn’t be assured. We may reach the destination anytime soon, but the return flight is certainly not certain. We are not too sure about in what height we will be flying as there are lot of efforts going on to bring down my plane. As you know it will be my duty to save my plane even at the cost of passengers and some fellow flight staff. So, anyone might be kicked out of plane if required. So, be ready for an adventure skydiving trip for free and make sure you have your parachute ready for yourself.</p>
<p style="text-align: justify;">
	Our plane has four emergency doors. However, they will be opened only when we feel that we needed to vacate a seat to accommodate a new flight partner sacrificing an existing one to ensure my non-stop flight. We will fly between Delhi and Kathmandu on a regular basis. &nbsp;This will continue till we reach to a consensus that endorses the proposal such that this very captain with the same crew members is allowed to continue to fly this plane. Otherwise, this plane will never land on any airport. Even in case you arrive at your destination, don’t worry, you will be left in the middle of nowhere!</p>
<p style="text-align: justify;">
	Before you exit the plane, please make sure to gather all of your money and valuables. Anything left behind will be distributed among the fright attendants as we believe in common-ism and demons-crazy at the same time. After all, thank you for flying with Baburam Baburo &nbsp;Airways. I am not sure whether you enjoyed giving me an opportunity to be your captain, but I am ecstatic on being the captain of this flight, therefore unwilling to relinquish this pleasure anytime soon!&nbsp;</p>
<p style="text-align: justify;">
	Bon Voyage!</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Welcome to our own Nepal’s pride, Baburo Bhattarai  Airways. Captain Baburo Bhattarai welcomes you onboard this flight bound to New Delhi. Our passengers can be fully assured that this flight will land nowhere but on this preannounced destination. Passengers are requested not to be confused with the uncertainty of flight and future of another namesake Airways.',
			'sortorder' => '703',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 10 => array(
		'Article' => array(
			'id' => '815',
			'article_category_id' => '46',
			'title' => 'Interview January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><span style="font-size:16px;">‘The young generation &nbsp;is coming forward &nbsp;seeking opportunities in business’</span></strong></p>
<p>
	<img align="right" alt="" height="360" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma.jpg" style="margin:0 0 0 10px;" width="210" /></p>
<address style="text-align: right;">
	<strong>Hari Bhakta Sharma</strong></address>
<address style="text-align: right;">
	<strong>Board Member</strong></address>
<address style="text-align: right;">
	<strong>Confederation of Nepalese Industries (CNI)</strong></address>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	Hari Bhakta Sharma is an executive board member of the Confederation of Nepalese Industries (CNI), a ‘think tank’ of Nepal’s industrial sector. He is also the executive director of Deurali-Janta Pharmaceuticals Private Limited (DJPL), a leading pharmaceutical company that has been an inspiration to Nepal’s manufacturing sector. In an interview with New Business Age, Sharma emphasizes on the brighter sides of the Nepali economy, the economic environment in the country and the need for developing the private sector, among other issues.&nbsp;</p>
<p>
	<strong>Excerpts:&nbsp;</strong></p>
<p style="text-align: justify;">
	<strong>How do you view the current economic situation of Nepal? Where is it heading?</strong></p>
<p style="text-align: justify;">
	There are two different ways to evaluate our economy. One is the evaluation of our overall economic growth. Nepal has achieved &nbsp;a growth rate of 3-5 per cent despite the ongoing political confusion. The Nepali economy is primarily driven by remittance. The disposable income of individual households increased with the increasing flow of remittance over the past 5-7 years. Remittance has raised the purchasing power of Nepalis and their consumption rate. The manufacturing sector, on the other hand, is becoming weaker every year and it is important how the increased consumption demand in Nepal is being fulfilled. The manufacturing sector’s contribution to the GDP has decreased gradually over the past decade. In 2012, for example, the manufacturing sector’s contribution to the GDP was around six per cent, a sharp decline from around 14 per cent a decade back.</p>
<p style="text-align: justify;">
	The consumption demand in Nepal is being met through imports. We import goods worth billions of rupees every year. The dependence on imports has impacted our manufacturing sector causing a decline in the production trend. And now we don’t find our stand in the international trade and do not know where we can compete and what the core advantages we have.Soaring imports have raised the government’s revenue. &nbsp;That’s why the government’s policies are facilitating import. &nbsp;If we do not redress these policies immediately, the power shortage, and other problems including the labour problem and political instability will take a heavy toll on the manufacturing sector, further deteriorating the employment situation in the country.&nbsp;</p>
<p style="text-align: justify;">
	Power shortage has become a chronic problem. Around 11-12 hours of power-cut everyday has made the production cost high. Second, there is a vacuum at the policy level. Although it is said that we are going to adopt a federal structure of governance, it is not yet clear to many what a federal system is and how many federal states will be there. Due to these reasons, there has been no significant investment during the past eight years. So, there has been no expansion of industrial investment in Nepal. Lastly, there is no clear economic policy. There is no common ground regarding the future economy of Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How serious are the labour problems for manufacturing sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	Labour problems are manageable; the industries can tackle these problems. But there is seemingly no solution to the power problem and the political instability. Due to the lack of clarity on the federal system to be adopted, investors are apprehensive about future tax system. For example, they don’t know how the products produced in Biratnagar and sold in Chitwan will be taxed. When these things become clear, investors will come to Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>We often talk about a private sector-led economy. But it is said that the private sector in Nepal lacks the vision of a broad-based economic growth and sustainable development. What are your views?</strong></p>
<p style="text-align: justify;">
	Since Nepal’s overall capacity to create enterprise is in the initial stage, it would not be fair to expect a high performance from the Nepali private sector. The private sector in Nepal is also a part of the Nepali society; it is as good or bad as the society is. Work culture and government policies directly affect enterprise.</p>
<p style="text-align: justify;">
	&nbsp;If we compare our development with that of China, India, Pakistan or south East Asian countries like Malaysia, Indonesia or Thailand, we find that we have poor governance in both private and government sectors. Also, our innovative capacity is poorer than theirs. The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly.&nbsp;</p>
<p style="text-align: justify;">
	<strong>There are many organizations like FNCCI, CNI and other NGOs and INGOs working for the private sector. How do you assess their roles and activities?&nbsp;</strong></p>
<p style="text-align: justify;">
	If we talk about CNI, the purpose of establishing this organization was to make a positive impact on the climate of investment in Nepal and help make policy changes to transform Nepal into an investment friendly country. We create awareness about the industrial environment in Nepal and develop linkages among entrepreneurs. &nbsp;We are here to help create the right business environment, conduct dialogue at the policy level and help &nbsp;formulate policies that would attract investment to the country. When CNI was established, the country’s situation was volatile, politically unstable and unpredictable. This could be why the initiatives and efforts made by CNI were not pursued by the implementing agencies of the government.&nbsp;</p>
<p style="text-align: justify;">
	<img align="right" alt="" height="344" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma(1).jpg" style="margin:0 0px 0 15px;" width="362" /></p>
<p>
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p>
	<strong><span style="font-size:16px;">"The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly."</span></strong></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p style="text-align: justify;">
	<strong>Could you please elaborate a bit on the initiatives made by CNI for the development of Nepal’s industry sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	We basically focused on three fundamental issues. First, we prepared documents on the country’s Industrial Policy after a lot of homework. We then submitted these documents to the Ministry of Industry. We wanted a number of changes in the policy. &nbsp;Second, we have been saying that the Nepali Enterprise Act needs a lot of improvement as the law formulated in 2049 BS has become obsolete. This issue needs to be addressed urgently.</p>
<p style="text-align: justify;">
	The previous industrial policy had incorporated &nbsp;many of our suggestions. However, the suggestions were not implemented because the Act was &nbsp;not amended. At the policy level, we have been trying to make the politicians aware about investment and the development of enterprises. We have been trying to create an investment-enabling environment. We have been trying to find ways to &nbsp;increase &nbsp;the income of Nepalis. We have been organizing economic summits. &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that CNI was established because of the over politicization of the private sector. What do you say?</strong></p>
<p style="text-align: justify;">
	CNI was established because there was a need for an organization which could support the formulation of pro-private sector policies, help create an investment-friendly environment, and assure the investors about the long-term benefits of investing in Nepal. Such an institution was lacking in the country which led to the birth of CNI. Ever since its establishment, CNI has tried to do its bit for the industry sector as well as the entire economy. CNI has already passed through the test phase. If you compare the achievements we have made over the past one decade with that of any other similar organization, then you will know how hard we have been trying to improve things. Since we focus on the manufacturing sector, we raise issues and problems faced by this sector.&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that the main reason behind the lack of &nbsp;re-investment in Nepal’s manufacturing sector is its inability to compete with China and India. For this reason, many believe &nbsp;that manufacturing does not have prospects in Nepal and are therefore importing instead. What do you have to say?&nbsp;</strong></p>
<p style="text-align: justify;">
	I do not agree with this. Deurali Janata Pharmaceuticals &nbsp;(DJPL) is one example that &nbsp;will prove this hypothesis wrong. Though the state provides five per cent discount on the import of medicines, DJPL has been able to produce quality medicines at competitive prices. The company has grown over the years. There are many areas in manufacturing where we can be competitive. All we need to do is identify and develop products with &nbsp;comparative advantage.&nbsp;</p>
<p style="text-align: justify;">
	<strong>So, what are the areas were you see comparative advantage?&nbsp;</strong></p>
<p style="text-align: justify;">
	Now is the time to go for hi-tech products. We should be able to identify the industries which can develop technologies and can also be competitive, for example bio-pharmaceuticals, IT sector and the health sector. Hydropower and tourism are two other sectors with lots of prospects; they are growing. If we improve the quality of service in tourism, we can get more benefits even from the current number of tourist arrivals. We are indeed sandwiched between India and China, but we have a great bio-diversity which makes us a country with high potentials in high-value crops. Likewise, there is a great scope for innovation and investment in the agriculture sector. We need to develop agricultural lands as enterprises but we have been developing them as properties. Agriculture is the base of a number of manufacturing industries.&nbsp;</p>
<p style="text-align: justify;">
	<strong>The government has listed the three sectors you mentioned above as the priority sectors. Still, we are unable to exploit them. Why?&nbsp;</strong></p>
<p style="text-align: justify;">
	The political instability in the country has kept the investors at bay. It seems the investors are in the wait and watch mood now. They are waiting for our discourse on federalism, future economic policy etc to take a concrete shape. Politicians should understand that their speeches alone won’t bring investment to Nepal. It’s a country’s political and business environment and the right rules regulations and policies that draw investment. We lack all these things. How will investors come to Nepal?&nbsp;</p>
<p style="text-align: justify;">
	<strong>What are the fundamental reforms needed to develop these sectors?&nbsp;</strong></p>
<p style="text-align: justify;">
	A common understanding among the politicians on the country’s economic agenda is a must. Parties in the government as well as in the opposition should understand that there should be a clear economic agenda which clearly depicts the dos and don’ts. No significant investment will come to Nepal unless the politicians have a common economic agenda prepared without any prejudice against anyone. We also need to depoliticize the economic issues so that industry, trade, and employment generation could grow smoothly. We have to keep in mind that we need domestic as well as foreign investors.&nbsp;</p>
<p style="text-align: justify;">
	<strong>That means there is no hope for growth in investment?</strong></p>
<p style="text-align: justify;">
	If there were no hopes, we won’t be in this business anymore. What I want to say is we lost a very good time. After the popular uprising of April 2006, &nbsp;the international community has had positive expectations from Nepal; we have many helping hands around. &nbsp;But we have so far failed to understand this and cash in on the opportunity. We couldn’t learn to depoliticize economy and development.&nbsp;</p>
<p style="text-align: justify;">
	Moreover, the politicians &nbsp;haven’t learnt from the mistakes they made in the past. They have spent 15 long years repeating the same mistakes. But still we hope that the time is not as bad as some people assume today.&nbsp;</p>
<p style="text-align: justify;">
	<strong>But other countries which have gone through conflicts, for example Sri- Lanka, have made progress. Why couldn’t Nepal?&nbsp;</strong></p>
<p style="text-align: justify;">
	I want to say that the generation I belong to is worried about the young blood. This young generation which could create enterprise is fleeing the country; here, I am not talking about those who go abroad for employment. This has made a very serious impact on our economy. This is why our GDP hasn’t grown in a massive way. However, we should appreciate that we have a positive growth both in the GDP and state revenue. The number of people wishing to invest in Nepal is also growing slowly. &nbsp;</p>
<p style="text-align: justify;">
	Other countries which have progressed despite undergoing a conflict in recent times attached high priority to their economies even during the time of conflict, not to mention after the conflict. Conflict-hit countries like Sri-Lanka and Bangladesh were able to maintain their growths as they had attached high priority to their economies. The Bangladeshi Cabinet has five ministers from the private sector. Those people who did not contest the parliamentary elections but were considered to be the best managers are appointed as ministers there. But in Nepal everybody seems to be thinking that only politicians can become ministers.&nbsp;</p>
<p style="text-align: justify;">
	In Sri- Lanka, you find an amazing system of governance. Every Sri Lankan ministry has at least one advisor from the private sector; they had two advisors during the conflict period. The government in Nepal only seeks loyalty from the businessmen. The knowledge of the entrepreneurs, their professional abilities and skills are not given due respect. They are judged based on their political inclinations or affiliations. This is why the inputs from professionals and technical experts of the private sector have not reached the higher level.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Nepal has scored 50.2 on the economic freedom index 2012, becoming the 147th most-free economy in the world. How do you view this development in relation to the industrial environment in the country?</strong></p>
<p style="text-align: justify;">
	Regarding this issue, we have been focusing on a few things. One, we have been demanding that the Industrial Enterprises Act be amended according to the present needs. &nbsp;Two, &nbsp;the indicators of cost of doing business - for example corruption which is becoming socially acceptable - should be controlled. Three, as I mentioned already, the prime reason of the low ranking of our country on the economic freedom index is due to the unclear policies &nbsp;and the political instability. Things will improve once there is political stability.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How do you find the current business environment in Nepal in comparison with the time you joined in?</strong></p>
<p style="text-align: justify;">
	I came into business some 22 years ago. There are some sectors which have made progress over this period, for example, the pharmaceutical sector and the banking and finance sector. Today a good project in Nepal stands a better chance of getting financed because of the development in the banking sector. Another good development is the young generation grown up over the past 20 years is coming forward seeking opportunities in businesses. These young people want to create enterprise on their own and are ready to take risks.&nbsp;</p>
<p style="text-align: justify;">
	There is some negativity, too. The level of corruption has risen. There are people who enjoy in others’ income rather than earning by themselves. The politicians have over-politicized almost every sector including the industrial sector. The result is less productivity in terms of individual capacity and high indulgence of the entrepreneurs in politics. In every sector, a person who is politically motivated and affiliated is selected regardless of their capability.</p>
<p style="text-align: justify;">
	<strong>Why are the pharmaceutical companies not seen aggressive in efforts to export their products?</strong></p>
<p style="text-align: justify;">
	Registration of pharmaceutical products internationally is a very difficult process. For pharmaceutical products, like medicines, companies need to scientifically prove their products, assure the consumers that the products are safe, GMP certified and so on. Another reason that makes us apprehensive to accept orders is the fear of not being able to deliver the products on time. Because of problems like power shortage and unpredictable labour problems and strikes, we always question ourselves whether we would be able to deliver the orders on time.&nbsp;</p>
<p style="text-align: justify;">
	We have just around 20 years of history in the development of pharmaceutical products. Based on my experience, I can say that there is a long way to go for Nepal’s pharmaceutical industry. It’s a highly regulated business. Unlike &nbsp;India, Brazil, the US and many other countries, Nepal is not considered &nbsp;as a country which can produce high-value medicinal products. India took 40 years to enter the export market while China took 35. We are just into 20 or 22 years of entering the pharmaceutical business. We hope to enter the export market faster than that. &nbsp;</p>
<p style="text-align: justify;">
	<strong>Why is the problem of substandard drugs in Nepal unresolved?&nbsp;</strong></p>
<p style="text-align: justify;">
	The private sector alone cannot resolve this problem. We can just facilitate the government in this process. &nbsp;We have been organizing awareness programmes against substandard drugs. The government has the authority and the mechanism to control substandard medicines. The medicines that are available at the pharmacies need be monitored and controlled by the government. We are ready to help the government in this matter.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How is DJPL presenting itself in the global market? What are your upcoming plans?&nbsp;</strong></p>
<p style="text-align: justify;">
	Our primary objective during these 20 years was to learn, make our technologies world class, and establish our business globally. Now that our foundation is ready, our next step is to help reduce the import of medicines, at least those medicines which Nepal can manufacture itself. There are many products which Nepal needs to produce itself. But since we have been importing them from other countries for ages, we have not really thought along these lines. Now is the time &nbsp;to think about substituting &nbsp;the import by producing quality products. The most important thing we want to do now is promote healthier living. We want to produce health products other than medicines – health supplements. &nbsp;Taking medications after falling sick is normal. However, there are products for a healthier life, products that help prevent sickness. We &nbsp;too can produce such products. &nbsp;&nbsp;</p>
<div style="text-align: justify;">
	 </div>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Hari Bhakta Sharma is an executive board member of the Confederation of Nepalese Industries (CNI), a ‘think tank’ of Nepal’s industrial sector. He is also the executive director of Deurali-Janta Pharmaceuticals Private Limited (DJPL), a leading pharmaceutical company that has been an inspiration to Nepal’s manufacturing sector.',
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	(int) 11 => array(
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			'id' => '814',
			'article_category_id' => '47',
			'title' => 'The Rise, Fall And Rise Of Malhotra',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><span style="text-align: justify;">By Gaurav Aryal</span></strong></p>
<p style="text-align: justify;">
	<span style="text-align: justify;"><img align="left" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra.jpg" style="margin:0 10px 0 0;" width="350" />Every journey is a reward. No matter how painful a journey may become, it takes one to a destination where one really wants to be. Deepak Malhotra has had a journey with more bitterness than anything else. Executive Chairman of International Marketing Services Pvt Ltd (IMS), Malhotra’s journey as an entrepreneur has been full of upheavals.&nbsp;</span></p>
<p style="text-align: justify;">
	He has tried his luck in numerous business ventures. Though most of them did not perform well, Malhotra is now on a safe haven of business. &nbsp;He thinks he is half the way towards achieving success although some of the sectors like housing where he has invested are not doing well. For Malhotra, success comes along with recognition, public relation and active involvement in work. IMS is the authorised distributor of Samsung mobiles for Nepal. IMS has its sister concerns that import, market and sell mobile phones and provide after-sales services.&nbsp;</p>
<p style="text-align: justify;">
	Along with IMS, Malhotra is part of numerous businesses mostly in partnership such as Silver Valley Developers Pvt Ltd, a housing development company and Ebisu Jewelleries, a jewellery showroom at Durbar Marg. He also imports SWC branded watches. All these companies are under an umbrella corporate house – the IMS Group. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra was in his school days when he started understanding the nitty-gritty of doing business. His father owned a hotel named Mansarovar when there were less than a dozen hotels in Nepal. Malhotra says that he started looking after some of the responsibilities in the hotel when he was still a school kid.</p>
<p style="text-align: justify;">
	It was in 1979 when Malhotra began a business of his own. He started off with importing watches. Malhotra, who has an avid interest in travelling, was on a tour to Hong Kong when the idea of trading clicked. He claims he did not borrow a single penny from his parents to start off his trading venture. Malhotra, however, recalls borrowing Rs 50,000 from his friends as the seed money for his initiative. He studied the market and the profit prospects and made a sole decision.&nbsp;</p>
<p style="text-align: justify;">
	It was just the beginning for him. Soon, he diversified his business and started importing products other than watches such as motor parts, salt, gold etc. Although it as his own brainchild, Malhotra believes, he drew subtle inspirations from his father to enter the corporate world.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra ventured into numerous sectors in the years that followed his trading initiative. It was around the mid 1990s when he produced three Nepali feature films. His first movie was Chahana, and the second was Sauta. He further invested in two other cinemas, Sannani and Ragat, along with a partner. He recalls, “None of those movies did good business. The movie market had not flourished in Nepal back then. And, I also realised that movie making is not my forte.”&nbsp;</p>
<p style="text-align: justify;">
	Then came the carpets. As carpet export was burgeoning, Malhotra was attracted to the lucrative business of wool carding and exporting carpets. However this too was short-lived. Then he began importing salt from India and selling it in the Nepali market under the brand name of Himali Noon. Malhotra claims that this initiative of his was able to break the monopoly of the state-owned Salt Trading Corporation (STC). “My entry as a new salt trader had created competition in the market. The consumers benefited from the reduced price of salt,” he recalls. Then the government introduced a vicious plan to drive away the private player to give the monopoly over salt trading back to the STC.</p>
<p style="text-align: justify;">
	In 1998, Malhotra turned his hands to the paging business. There were five companies offering pager services, but Malhotra’s DTI Paging had an edge over them as it provided its services throughout the country. But it seems he had entered the paging business at the wrong time. Mobile telephony had entered the country a year in advance - in 1997 – and the idea of paging soon proved obsolete. This was another setback in his business career.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra saw a huge prospect in what had killed his paging business – the mobile phones. And soon, &nbsp;he started importing handsets. He recalls those years when, unlike today, the import of mobile was not open. During those days, one had to acquire a license from the Ministry of Communication to import mobile phone sets. Mlahotra got this license and started importing handsets manufactured by brands like Nokia, Panasonic, Motorola and Samsung. In 2001, IMS was appointed the authorised distributor of Samsung mobiles for Nepal. Since then, it has been importing and selling Samsung mobiles in Nepal. With the giant leap of Samsung brand worldwide, this brand has regained its number one position in Nepal too, according to Malhotra. With the growing popularity of the Samsung brand, Malhotra’s has a steady business. He has taken a positive turn, after facing one failure after another.&nbsp;</p>
<p style="text-align: justify;">
	Though the Samsung watches were discontinued and renamed as SWC Watches, his company is trading in this Korean watch brand even today. Meanwhile, with the boom of the housing industry in 2008, Malhotra invested in the housing sector as well. Silver City Apartments is under construction under his builder Silver Valley Developers. However the housing sector too is not doing well at the moment.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that most of his past business ventures failed because he went after his whims and tied up with the wrong partners. However, he thinks most of his past ventures failed because of external factors rather than any weakness in his managerial skills. “The trading business that I initiated is doing well even today,” he says, “All those incidents taught me that it is useless to venture into a new area without properly understanding it.” So, he suggests others not to start any project without understanding its fundamentals. He also prescribes to do those things which can be kept in a tight grip and not try to do everything at once. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra is happy with what he has today. He is determined to continue the mobile phone trading. Along with it, he is planning to step into new sectors where the entire country sees prospects –tourism, hydropower and agriculture. He believes these are the best three sectors that can push Nepal towards development. However, he expects the government to create basic infrastructures so that the private sector can do the rest.&nbsp;</p>
<p style="text-align: justify;">
	What would he be doing had he not entered business? “Probably, I would be in politics,” he says jokingly, recalling his days at &nbsp;Shanker Dev Campus where he did some student politics. “If I failed in politics, I would continue my father’s business,” he is quick to add. He &nbsp;now indeed has plans to invest in the hotel industry too. Malhotra says he is an independent citizen and thinks that a businessperson should not be involved in active politics.</p>
<p style="text-align: justify;">
	No matter what life brought to him, Malhotra believes he never left the policy of truth. At the times of difficulty, he says he received the support from his close friends and family members. “They always have trust and belief in me,” he appreciates them.&nbsp;</p>
<p style="text-align: justify;">
	The only regret he has in his life is his inability to recognise the pretence of Rasendra Bhattarai. Malhotra says he wasted his time and resources believing in Bhattarai, who proved to be nothing but a hoax at the end.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that management is the most important element in running a business house. So, he has dedicated all his management, distribution and marketing tasks to the management team while he looks after the financial matters and monitors as well as guides the team.&nbsp;</p>
<p style="text-align: justify;">
	He plans to hand over some of his responsibilities to his son who is soon returning after completing his studies in the United Kingdom. However, &nbsp;he wants to remain an active part of the business before he retires at 70. “As of now, the decision making &nbsp;is centralised in me. But I will be soon giving the decision making authority to my son,” he shares his plans. There are around 200 employees working under Malhotra at present. To cheer up the employees, his company has provisions of declaring the employee of the month and also the employee of the year. He says those who win these titles get attractive incentives. The company also organises various motivational programmes throughout the year, every year.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra is a sort of workaholic. He spends his weekdays working while he loves to spend his Saturdays with his family. However, he prefers completing his pending works on Saturday. Malhotra likes to keep himself socially active. He is also the senior Vice President of Club Fifty where cohorts in their 50s take part in various philanthropic activities. The club organises free health camps in the villages and distributes aids like wheelchairs to the physically challenged people.</p>
<p style="text-align: justify;">
	<img alt="" height="252" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	<strong style="font-size: 14px; color: rgb(255, 0, 0);">Personal side</strong></p>
<p>
	•<span class="Apple-tab-span" style="white-space:pre"> </span>&nbsp;Loves travelling</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Prefers going on a vacation at least once a year</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Works from home until 1 pm&nbsp;</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Socially active and likes to attend parties</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves Sports</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Played for an A-Division football Club – Sundhara</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Advisor to Manang Marshyangdi Club and Patron of Boys Union Club</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Can’t keep anything secret</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves latest and trendy gadgets and uses Samsung Galaxy SIII</p>',
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			'description' => 'Everything that begins eventually comes to an end. This is true about success or failure as well. Deepak Malhotra dared to fight against the failures that came to him. Though the journey he has walked in his life was not a fun filled journey, it has definitely been a thrilling voyage.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '813',
			'article_category_id' => '57',
			'title' => 'Media Brands',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong style="text-align: justify;">By Sajag Karki</strong></p>
<p style="text-align: justify;">
	Whenever we think of international news, the first thing that comes to our mind is BBC (British Broadcasting Corporation) and CNN (Cable News Network) – the two leading broadcast media brands in the world that are instantly recognized by their acronyms. Whenever, there &nbsp;is any breaking news related to politics, natural disasters or any other significant international development, most people watch either of these two news channels. Though viewers might get the initial news from the local media, to confirm any big event they always turn to the big guns of the news world. Even the local media of many countries consider &nbsp;BBC and CNN as a benchmark for accurate, reliable information. CNN has positioned itself as a medium for hard, unbiased news coming straight from the source. Its flagship shows like Larry King live and Anderson Cooper 360 have enhanced its popularity across the world. Its social responsive programmes “project green” and “CNN heroes” have made it a medium for social change, trying to make the world a better place. Speaking of CNN heroes, two Nepali women have already been awarded with this prestigious title which encourages the youth in a developing nation like ours.&nbsp;</p>
<p style="text-align: justify;">
	BBC on the other hand is an immensely popular news brand. It’s known for its impartial news coverage, entertainment programmes and its website, too, is very popular. Apart from the national and world news, its popular programmes are “Hard Talk”, Newsnight and “Impact Asia” among others. Hard talk, hosted by celebrity presenter Stephen Sackur, is an in-depth, half-hour-long one on one interview show. “Impact Asia”, presented by Mishal Husain, is a mix of breaking news, debate and analysis using BBC’s range of correspondents based in the Asia Pacific and across the world. Since its inception in 1922, there has been no looking back for BBC’s highly trustworthy news service. It is the largest broadcaster in the world with 23,00 staff members and representatives spread across &nbsp;the world. Founded in 1980, CNN is much younger than BBC. But, as CNN’s slogan - “the worldwide leader in news” - says, it is not far behind the BBC in any way. It was the first channel to provide 24-hour news coverage and the first all-news TV channel in the United States.&nbsp;</p>
<p style="text-align: justify;">
	The popularity that these two news brands have earned over the years speaks volumes about their credibility and the people’s trust in them. They are not just corporations but a broadcaster with responsibility to bring positive change in their localities and influence the world with their social initiatives. It seems the Nepali media has finally taken its cue from these global leaders of the news world. For example, Kantipur, Nepal’s leading media house, recently came up with its social initiative named ‘One Nepali One Resolution’. The campaign was able to spread the message of taking responsibility of one’s actions by making one resolution and not to blame the government, the political parties or anyone for that matter.&nbsp;</p>
<p style="text-align: justify;">
	Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands like the BBC and CNN that viewers worl-wide count on for the news that matters. &nbsp; &nbsp; &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	The article is based on research and the author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com</p>',
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			'description' => 'Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands.',
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			'id' => '811',
			'article_category_id' => '41',
			'title' => 'Warehousing Problems: Insufficient Pre-requisites',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	By Chittaranjan Pandey</p>
<p style="text-align: justify;">
	<span style="text-align: justify;">Commodities exchanges in Nepal are handicapped by the lack of a warehouse receipt system to help the country’s agricultural development. The Nepali media recently launched a tirade of criticisms against the commodity exchanges in Nepal. One of the main points of that criticism was that the exchanges have not included the local agro-products, or any local product for that matter, in the list of commodities traded on their systems and that they are just making the investors trade in foreign commodities. The media also questioned the process of deriving the prices of the foreign commodities quoted in these exchanges. But unfortunately not even once did anybody try to know why the local products have not &nbsp;been introduced to the trading systems of these exchanges.&nbsp;</span></p>
<p style="text-align: justify;">
	The answer is simple. These exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same. Yes, the Secured Transaction Act 2063 BS does list “Warehouse Receipts” as one of the tradable instruments. But just listing the name “Warehouse Receipt” in the law is not enough to hope that such receipts will be actually traded in the market.&nbsp;</p>
<p style="text-align: justify;">
	The flowchart given here presents an ideal system required to make warehouse receipts tradable. There are many infrastructural shortcomings we face in this regard. A commodity exchange is essential for this system but not sufficient. &nbsp;Like in any other market, the primary requirements here are the buyers and sellers. Then we need financial institutions like commercial banks. And we need a policy from the central bank that allows the banks to treat warehouse receipts as tradable (negotiable) instruments.&nbsp;</p>
<p style="text-align: justify;">
	The issue with the commercial banks now is that they want to know who will take the responsibility if the products in the warehouse are not sold. So, we need the Insurance Board to come up with a policy that makes the insurance companies insure the agro-products stored in the warehouse. But as the situation is today, the insurance companies do not want to insure agro-products stored in the warehouse because of the higher risks.&nbsp;</p>
<p style="text-align: justify;">
	Next, we need a public authority assigned with the task of licensing and regulating the warehouses that store agro-products and issue the warehouse receipts. We also need a proper market channel; a proper Supply Chain Management System. This requires competent transport companies that can deliver the goods to the buyers. Also required is a strong rule of law so that the transport companies are not obstructed anywhere on the roads while they are carrying the goods to their destinations. &nbsp;</p>
<p style="text-align: justify;">
	Thus, for the local agro-products to be traded on the systems of these commodities exchanges, the basic pre-requisites are: a proper mechanism for warehouse receipt issuance and a proper mechanism for warehouse receipt financing. Agriculture, a less valued occupation at present, will be valued higher only when these systems are in place. A culture of commercial farming has actually started in the country but we still need a proper supply chain for this trend of commercial farming to thrive. A commodity exchange can help in this and eliminate the current system in which the number of intermediaries in the supply chain is unnecessarily high. Reduction in the number of intermediaries will bring the prices of agro-commodities up for the farmers and &nbsp;down for the consumers to a reasonable level. And this is possible once the general public and the policy makers think about it seriously.</p>
<p style="text-align: justify;">
	<img alt="" height="458" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/regulated_warehouse_receipt_system.jpg" width="512" /></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><strong>Mr. Pandey is Asst. Manager, Research &amp; Development Department in Mercantile Exchange Nepal Limited. He can be contacted at r&amp;d@mexnepal.com.</strong></span></p>',
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			'description' => 'Commodity exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same.',
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		'Article' => array(
			'id' => '810',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><span style="color: rgb(255, 0, 0);"><strong>Newcomers</strong></span></span></p>
<p>
	<strong><img align="left" alt="" height="125" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/krishna.jpg" style="margin:0 10px 10px 0; padding:5px;" width="105" />Krishna Bahadur Manandhar</strong> has been appointed as Chairperson of Nabil Bank Limited replacing, former Chairperson, Satyandra Pyara Shrestha.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="121" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kailash.jpg" style="margin:0 10px 10px 0; padding:5px;" width="99" />Kailash Ghimire</strong> has joined Zydus Wellness (Consumer division of Zydus Cadila) as Country Manager – Nepal. Earlier, he was National Sales &amp; Marketing Manager in Khajurico Nepal Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="123" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/asgar.jpg" style="margin:0 10px 10px 0; padding:5px;" width="100" />Asgar Ali </strong>has joined FonePay Pvt Ltd as CEO. &nbsp;FonePay is established primarily to convert mobile into wallet to make payments and send/receive money through mobile phone. Earlier, he was Vice – President at F1soft International.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="94" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/dipesh(1).jpg" style="margin:0 10px 10px 0; padding:5px;" width="77" />Dipesh KC</strong> has rejoined The Everest Hotel as Director - Food &amp; Beverage. Earlier, he had gone to White Sands Hotel, Tanjania as EAM – F &amp; B &nbsp;&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Sandeep Chachan</strong> has joined Continental Trading Enterprises Pvt. Ltd. as Executive Director. Earlier, he was Executive Director at Morang Auto Works Enterprises Pvt Ltd.&nbsp;</p>
<p>
	<strong>Jyoti Prasad Adhikari</strong> has joined Chaudhary Group (CG) as General Manager, Corporate Affairs. Earlier he was in the Government Service and has worked in The Office of the Prime Minister and Council of Ministers, Ministry of Foreign Affairs, Ministry of Finance and Ministry of Home Affairs.</p>
<p>
	<strong>Ashesh K Sharma</strong> has joined Chaudhary Group as DGM – Corporate HR.</p>
<p>
	<strong>Silpi Joshi</strong> has joined Yeti Airlines as Marketing Manager.</p>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;"><br />
	</strong></div>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;">Newcomers at BB Airways Pvt Ltd</strong></div>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="124" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/vinaya.jpg" style="margin: 0 10px 0 0;padding:5px;" width="100" />Vinaya Shakya</strong> has joined BB Airways Pvt Ltd as Senior Manager – Marketing &amp; Reservation. Earlier, he was Senior Manager – Marketing at Yeti Airlines Domestic Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="128" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhakar.jpg" style="margin: 0 10px 0 0;padding:5px;" width="104" /></strong></p>
<p>
	<strong>Prabhakar Khadka</strong> has joined BB Airways Pvt Ltd as Manager – Marketing. Earlier, he was Manager – Marketing at Explore Himalaya Travel &amp; Adventure.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ujwal.jpg" style="margin: 0 10px 0 0;padding:5px;" width="90" /></strong></p>
<p>
	<strong>Ujwal Ghimire&nbsp;</strong>has joined BB Airways Pvt Ltd as Manager – Brand &amp; Promotion. Earlier, he was Assistant Manager – Marketing at Asia Pacific Communication Associates Nepal Pvt. Ltd.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>',
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			'created' => '2013-03-14',
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			'description' => 'New Appointments, Promotions, Transfers and Rejoins within organisation.',
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		'Article' => array(
			'id' => '826',
			'article_category_id' => '56',
			'title' => 'BO2 To Boost Growth Of SMEs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Nepal’s first Small and Medium Enterprises Venture Fund, Business Oxygen (BO2), was &nbsp;launched on 15th January. BO2 is managed by a joint venture of Bank of Kathmandu Ltd and Beed Management. BO2 will be making equity investments in SMEs in Nepal and will cater to the needs of businesses that are unable to get finances through traditional banking means of collateralized loans. Beed BOK Ventures won the global bid to manage the IFC-SME Venture Fund, conceptualized and promoted by the International Finance Corporation (IFC), a member of the World Bank Group.&nbsp;</p>
<p style="text-align: justify;">
	“Providing risk finance to small businesses in countries with limited ready access to sophisticated capital markets has been the key focus of our programme,” said Peter Tropper, Chief Investment Officer, IFC.”&nbsp;</p>
<p style="text-align: justify;">
	“This fund will widen financing options for the SMEs in Nepal, helping SME growth and sustainability,” said Kyle F Kelhofer, IFC Country Manager for Bangladesh, Bhutan and Nepal. “IFC is keen about strengthening SMEs in Nepal that account for 96 per cent of the total industries and play a vital role in the country’s economy.”</p>
<p style="text-align: justify;">
	Ajay Shrestha, CEO, Bank of Kathmandu Ltd, said, “This kind of financing arm can provide options for developing a balanced financial structure of small and medium sized business ventures, which in turn can be comforting for the entire banking sector.”</p>
<p style="text-align: justify;">
	Suman Rayamajhi has been named the CEO of Business Oxygen. CEO of Beed, Sujeev Shakya said “This is yet another step for Beed, an organization that believes in being associated with pioneering efforts and innovation. This is a very proud moment for Beed.”</p>
<p style="text-align: justify;">
	The fund will invest up to USD 500,000 in equities in companies that are already six months in operations and comply with all the investment guidelines.</p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-05-24',
			'keywords' => '',
			'description' => 'Beed BOK Ventures won the global bid to manage the IFC-SME Venture Fund, conceptualized and promoted by the IFC.',
			'sortorder' => '712',
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		'Article' => array(
			'id' => '825',
			'article_category_id' => '56',
			'title' => 'Commercial Banks  Publish Base Rate',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">The commercial banks have started publishing their base rates. As of January 22, four commercial banks had published their base rates. These banks namely, Bank of Kathmandu (BoK), Kist Bank, Grand Bank and Commerz and Trust Bank Nepal published their base rates on their websites.&nbsp;</span></p>
<p style="text-align: justify;">
	Among these banks, BoK, Kist, Grand and Commerz and Trust have a base rate of 8.29, 11.12, 10.49 and 10.14 per cent respectively. With the publication of their financial statements for the second quarter, commercial banks have begun revealing their base rates. Sudhir Khatri, Vice President of Nepal Bankers’ Association, said that all banks will be publishing their base rates before the publication of their quarterly financial statement.</p>
<p style="text-align: justify;">
	Sunil Malla, Executive Vice President of Commerz and Trust Bank, said that operational cost will be added to the base rate while issuing credit. The Nepal Rastra Bank had directed the commercial banks to reveal their base rates around a month back.</p>
<p style="text-align: justify;">
	According to Khatri, new banks’ average base rate hovers between 9.50 to 10 per cent while that of the old and joint venture banks is about 7.70 per cent.</p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-05-24',
			'keywords' => '',
			'description' => 'The commercial banks have started publishing their base rates. As of January 22, four commercial banks had published their base rates. These banks namely, Bank of Kathmandu (BoK), Kist Bank, Grand Bank and Commerz and Trust Bank Nepal published their base rates on their websites.',
			'sortorder' => '711',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 2 => array(
		'Article' => array(
			'id' => '823',
			'article_category_id' => '62',
			'title' => 'Voices February 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/barshaman(1).jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<span style="font-size:16px;"><strong>‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’</strong></span></p>
<p style="text-align: justify;">
	<em>Barsha Man Pun, Finance Minister addressing the 48th Anniversary function of Rastriya Banijya Bank exhorting that trade union politics is unnecessary for corporate houses and political interventions are unacceptable in such companies.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Income from tourism has not increased in the same ratio as the increase in number of tourists.’</span></strong></p>
<p style="text-align: justify;">
	<em>Pavitra Kumar Karki, President of Nepal Association of Tour and Travel Agents (NATTA), commenting on the current situation of the tourism industry</em></p>
<p style="text-align: justify;">
	<em><br />
	</em></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘At a time when we should be increasing our competitive abilities, we are wasting time on minor issues like locks.’</span></strong></p>
<p style="text-align: justify;">
	<em>Arun Kumar Chaudhary, Former President of Nepal-India Chamber of Commerce and Industry commenting on the government’s hesitation to agree to the proposal to apply Indian customs locks on the container of goods from the third countries destined to Nepal from Indian ports.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="155" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/analraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Within a couple of years, we plan to be ranked as one of the top ten commercial banks of Nepal.’</span></strong></p>
<p style="text-align: justify;">
	<em>Anal Raj Bhattarai, CEO of Commerz and Trust Bank Nepal Limited, sharing his plans for the bank</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="158" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/suraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘South Asian governments must take effective and careful steps to promote regional trade among South Asian Association of Regional Cooperation (SAARC) member countries.’</span></strong></p>
<p style="text-align: justify;">
	<em>Suraj Vaidya, President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI)&nbsp;</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => '‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’',
			'sortorder' => '710',
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	(int) 3 => array(
		'Article' => array(
			'id' => '822',
			'article_category_id' => '50',
			'title' => 'Impressive Growth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<img alt="IME" height="330" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback_feb2013(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot. I hope that IME keeps on providing the best of the services that it is currently providing. Best of luck to the CEO, Mr Suman Pokharel and his IME Group.&nbsp;</p>
<p>
	<strong>Suman Adhikari, via&nbsp;</strong></p>
<p>
	<span style="color:#f00;"><span style="background-color: rgb(255, 255, 255);"><span style="text-decoration: none;"><a href="http://www.newbusinessage.com"><strong>www.newbusinessage.com</strong></a></span></span></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot.',
			'sortorder' => '709',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 4 => array(
		'Article' => array(
			'id' => '821',
			'article_category_id' => '50',
			'title' => 'International Degrees In Nepal',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country. This story is very well written as it clearly shows both sides of obtaining an International degree in Nepal. It has also forwarded suggestions to the owners of these colleges to minimize the drawbacks and further enhance the quality of education. I feel very thankful to the writer of this story.&nbsp;</span></p>
<p>
	<strong>Narayani Shiwakoti, Dhulikhel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country.',
			'sortorder' => '708',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 5 => array(
		'Article' => array(
			'id' => '820',
			'article_category_id' => '50',
			'title' => 'Promising Company',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company. &nbsp;As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector. As the SWOT analysis of the company shows, there is a long list of threats for Chilime or other hydropower projects for that matter. Clearly, there is much more to be done to make this sector more attractive for the investors. In my opinion, if the government becomes more flexible with licensing and other policy measures, the hydropower sector will grow significantly. Meanwhile, Chilime has improved its CSR as a PLC and the locals are definitely getting more benefits from the project than they had perhaps expected.</p>
<p>
	<strong>Prakash, via</strong></p>
<p>
	<span style="color:#f00;text-decoration:none;"><a href="http://www.newbusinessage.com/"><strong>www.newbusinessage.com</strong></a></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company.  As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector.',
			'sortorder' => '707',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	),
	(int) 6 => array(
		'Article' => array(
			'id' => '819',
			'article_category_id' => '50',
			'title' => 'People’s Trust In Media',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names. The popularity of these two brands shows the people’s trust in them globally. Kantipur media also showed a social initiative campaign called “One Nepali One Resolution” which spread the message that responsibility should be taken by everyone and the game of blaming the political parties, government or anyone else should be avoided at any cost.</p>
<p>
	<strong>Bhakta Bahadur Gurung,&nbsp;</strong><strong>Thamel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names.',
			'sortorder' => '706',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 7 => array(
		'Article' => array(
			'id' => '818',
			'article_category_id' => '50',
			'title' => 'Dignity In Diversity',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold. This is a great assurance for the member s of Mega Bank. We believe in him and wish him all the best. Mega Bank has successfully established itself as a brand name within a period of only two years. &nbsp;This shows us that there is dignity in diversity.&nbsp;</p>
<p>
	<strong>Pratik Adhikari, Thapathali</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold.',
			'sortorder' => '705',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
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		)
	),
	(int) 8 => array(
		'Article' => array(
			'id' => '817',
			'article_category_id' => '52',
			'title' => 'Adhoc Ad-Rules',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p style="text-align: justify;">
	<img alt="Adhoc Ad-Rules" height="357" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/AdhocAd_Rules.jpg" width="500" /></p>
<p style="text-align: justify;">
	The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated. It would be completely immature to think that the government’s discretion to allocate these advertisements in exchange of news favourable to it will in any way help even the smaller publications and broadcasters that are struggling to be professional.</p>
<p style="text-align: justify;">
	All media houses, big and small, are in fact getting only a residual fraction of the public sector advertisement that is saved from going to government-owned publications and broadcasting corporations. There are still several active laws that make it mandatory to publish public sector entities in the government mouthpiece like the Gorkhapatra. One of the darkest sides of the last two decades of democracy in the media industry is that the government couldn’t be forced out of the media business. Regardless of their rapidly dwindling readership and viewership, they have almost a monopoly over government advertisements. This is a professionally unethical phenomenon, and a real bottleneck to the growth of the sector.</p>
<p style="text-align: justify;">
	Even under such a virtual government monopoly, there was one good thing -- intermediary agencies as designers and developers of advertisements have had a role, which was developing as an industry in itself. But in the proposed arrangement, the agents’ role will also be taken over by the Department of Information. Then, this ‘industry’ too is doomed to die. It is altogether a different question, however, whether the Department has the manpower, creativity and resources to do all the pre-publicity art and design work before the advertisements are actually released to the media. Even news of bypassing the advertisement agencies has made some media houses happy given that some agencies have really deceived them on a continuous basis. This happiness too is an unfounded one and the relations between the media house and the agency is entirely a separate issue to deal with than the current problem.</p>
<p style="text-align: justify;">
	At the very crux of the problem is the government intention to treat advertisements as means of distributing ‘mercy’ and not treat them as part of the media business. It has not even considered how large logistical operation it should have if it considers centralizing all advertisements and then distributing it fairly, to the media scattered all over the country. As there has been an impressive growth of regional media, the Department might need its offices at regional or even district levels if it were to be fair as claimed, which is an impossible proposition in itself. Second, it wants to be discretionary than a rule-based institution. Because, once it is rule-based, the game will be the same again. For example, if it plans to make disbursement proportionate to the circulation and reach of the given media as the criteria, again the large media houses will only be entitled to a very large chunk of public advertisements. There is one good possibility that the government media might get less public advertisements than at present. But the government media is not at all likely to be treated on the same ground. So, this too is not going to happen.&nbsp;</p>
<p style="text-align: justify;">
	Therefore, a fair and rule-based proportionate distribution is certainly not the objectives of this entire exercise. Even if it were, making an inclusive rule is a daunting task given the weak database at the centre and virtually no records existing at the local levels.</p>
<p style="text-align: justify;">
	It is not difficult to figure out that the major objective of the current exercise is to reward some publication houses which are supportive of the UCPN(Maoist) and the present government and, at the same time, ‘teach some lessons’ to those media houses which &nbsp;are supposedly ‘hounding’ the prime minister.</p>
<p style="text-align: justify;">
	Besides, this whole proposition is against the internationally accepted norm of professional journalism and media ethics. This is surely an exercise in detriment to the very foundation of the free-market. And, this will not help the media of any shape or size except the ones the incumbent government wants to protect. It goes without saying who they all will be!&nbsp;</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-23',
			'keywords' => '',
			'description' => 'The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated.',
			'sortorder' => '704',
			'image' => null,
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	(int) 9 => array(
		'Article' => array(
			'id' => '816',
			'article_category_id' => '48',
			'title' => 'Welcome To  ‘Baburo Airways’ Comrades And Commanders!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Madan Lamsal</strong></p>
<p style="text-align: justify;">
	<img alt="" border="0" height="271" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/no_laughing_matter_jan2013.jpg" width="341" /></p>
<p style="text-align: justify;">
	Welcome to our own Nepal’s pride, Baburo Bhattarai &nbsp;Airways. Captain Baburo Bhattarai welcomes you onboard this flight bound to New Delhi. Our passengers can be fully assured that this flight will land nowhere but on this preannounced destination. Passengers are requested not to be confused with the uncertainty of flight and future of another namesake Airways.</p>
<p style="text-align: justify;">
	You will hear a number of rocking announcements about the poll-ethical weather by our buffalo herding head of the nation, which cannot alter our aim of smooth flight and destination. &nbsp;If you cannot trust me fully as pilot, you may rely on &nbsp;our single-focused co-pilot VJ Gachchr, who have a long experience in maneuvering flights that face troubles. Only thing is he charges extra whenever he has to save such flights led by over-dependent Baburo captain like me.Along with the members of VJ club of Try-Muddesh and trainee fright attendants, we also have side-attendant Ms Yummy with us to greed you. Now we are announcing some safety tips. Therefore, please shut up your mouth and eyes but keep your ears as wide as you can.</p>
<p style="text-align: justify;">
	First of all, I request all the passengers to open their umbrellas as we have a custom of doing so when we have information that there is rainfall in Delhi. When we are ready to take off, the passengers are requested to shout at the highest pitch to scare cows, monkeys and the vultures off the runway, let loose there by Congress, UML and RPP respectively.To entertain you to the hilt, our fright attendants are not wearing makeup today. However, they will be wearing wigs and parachutes hoping to look like clowns to remind you the last Christmas. But they actually look like ghosts of some Ramsey Brother’s late night TV shows.</p>
<p style="text-align: justify;">
	As there is no seat planning, the ones with muscle power can grab the front seats, the weak ones can sit on the stools or on the floor. If I see some near and dear ones of my own, umh! relatives of Ms Yummy, I will make sure they get very lucrative seats regardless of anything. Let me also inform that, I will not be able to listen to anyone except Ms Yummy when in Nepal and some of my gurus like Muni when in Delhi. Therefore, please do not shout if you have any problem.Though the original time for the return flight was for five months, but because of bad weather, that couldn’t be assured. We may reach the destination anytime soon, but the return flight is certainly not certain. We are not too sure about in what height we will be flying as there are lot of efforts going on to bring down my plane. As you know it will be my duty to save my plane even at the cost of passengers and some fellow flight staff. So, anyone might be kicked out of plane if required. So, be ready for an adventure skydiving trip for free and make sure you have your parachute ready for yourself.</p>
<p style="text-align: justify;">
	Our plane has four emergency doors. However, they will be opened only when we feel that we needed to vacate a seat to accommodate a new flight partner sacrificing an existing one to ensure my non-stop flight. We will fly between Delhi and Kathmandu on a regular basis. &nbsp;This will continue till we reach to a consensus that endorses the proposal such that this very captain with the same crew members is allowed to continue to fly this plane. Otherwise, this plane will never land on any airport. Even in case you arrive at your destination, don’t worry, you will be left in the middle of nowhere!</p>
<p style="text-align: justify;">
	Before you exit the plane, please make sure to gather all of your money and valuables. Anything left behind will be distributed among the fright attendants as we believe in common-ism and demons-crazy at the same time. After all, thank you for flying with Baburam Baburo &nbsp;Airways. I am not sure whether you enjoyed giving me an opportunity to be your captain, but I am ecstatic on being the captain of this flight, therefore unwilling to relinquish this pleasure anytime soon!&nbsp;</p>
<p style="text-align: justify;">
	Bon Voyage!</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Welcome to our own Nepal’s pride, Baburo Bhattarai  Airways. Captain Baburo Bhattarai welcomes you onboard this flight bound to New Delhi. Our passengers can be fully assured that this flight will land nowhere but on this preannounced destination. Passengers are requested not to be confused with the uncertainty of flight and future of another namesake Airways.',
			'sortorder' => '703',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	),
	(int) 10 => array(
		'Article' => array(
			'id' => '815',
			'article_category_id' => '46',
			'title' => 'Interview January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><span style="font-size:16px;">‘The young generation &nbsp;is coming forward &nbsp;seeking opportunities in business’</span></strong></p>
<p>
	<img align="right" alt="" height="360" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma.jpg" style="margin:0 0 0 10px;" width="210" /></p>
<address style="text-align: right;">
	<strong>Hari Bhakta Sharma</strong></address>
<address style="text-align: right;">
	<strong>Board Member</strong></address>
<address style="text-align: right;">
	<strong>Confederation of Nepalese Industries (CNI)</strong></address>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	Hari Bhakta Sharma is an executive board member of the Confederation of Nepalese Industries (CNI), a ‘think tank’ of Nepal’s industrial sector. He is also the executive director of Deurali-Janta Pharmaceuticals Private Limited (DJPL), a leading pharmaceutical company that has been an inspiration to Nepal’s manufacturing sector. In an interview with New Business Age, Sharma emphasizes on the brighter sides of the Nepali economy, the economic environment in the country and the need for developing the private sector, among other issues.&nbsp;</p>
<p>
	<strong>Excerpts:&nbsp;</strong></p>
<p style="text-align: justify;">
	<strong>How do you view the current economic situation of Nepal? Where is it heading?</strong></p>
<p style="text-align: justify;">
	There are two different ways to evaluate our economy. One is the evaluation of our overall economic growth. Nepal has achieved &nbsp;a growth rate of 3-5 per cent despite the ongoing political confusion. The Nepali economy is primarily driven by remittance. The disposable income of individual households increased with the increasing flow of remittance over the past 5-7 years. Remittance has raised the purchasing power of Nepalis and their consumption rate. The manufacturing sector, on the other hand, is becoming weaker every year and it is important how the increased consumption demand in Nepal is being fulfilled. The manufacturing sector’s contribution to the GDP has decreased gradually over the past decade. In 2012, for example, the manufacturing sector’s contribution to the GDP was around six per cent, a sharp decline from around 14 per cent a decade back.</p>
<p style="text-align: justify;">
	The consumption demand in Nepal is being met through imports. We import goods worth billions of rupees every year. The dependence on imports has impacted our manufacturing sector causing a decline in the production trend. And now we don’t find our stand in the international trade and do not know where we can compete and what the core advantages we have.Soaring imports have raised the government’s revenue. &nbsp;That’s why the government’s policies are facilitating import. &nbsp;If we do not redress these policies immediately, the power shortage, and other problems including the labour problem and political instability will take a heavy toll on the manufacturing sector, further deteriorating the employment situation in the country.&nbsp;</p>
<p style="text-align: justify;">
	Power shortage has become a chronic problem. Around 11-12 hours of power-cut everyday has made the production cost high. Second, there is a vacuum at the policy level. Although it is said that we are going to adopt a federal structure of governance, it is not yet clear to many what a federal system is and how many federal states will be there. Due to these reasons, there has been no significant investment during the past eight years. So, there has been no expansion of industrial investment in Nepal. Lastly, there is no clear economic policy. There is no common ground regarding the future economy of Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How serious are the labour problems for manufacturing sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	Labour problems are manageable; the industries can tackle these problems. But there is seemingly no solution to the power problem and the political instability. Due to the lack of clarity on the federal system to be adopted, investors are apprehensive about future tax system. For example, they don’t know how the products produced in Biratnagar and sold in Chitwan will be taxed. When these things become clear, investors will come to Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>We often talk about a private sector-led economy. But it is said that the private sector in Nepal lacks the vision of a broad-based economic growth and sustainable development. What are your views?</strong></p>
<p style="text-align: justify;">
	Since Nepal’s overall capacity to create enterprise is in the initial stage, it would not be fair to expect a high performance from the Nepali private sector. The private sector in Nepal is also a part of the Nepali society; it is as good or bad as the society is. Work culture and government policies directly affect enterprise.</p>
<p style="text-align: justify;">
	&nbsp;If we compare our development with that of China, India, Pakistan or south East Asian countries like Malaysia, Indonesia or Thailand, we find that we have poor governance in both private and government sectors. Also, our innovative capacity is poorer than theirs. The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly.&nbsp;</p>
<p style="text-align: justify;">
	<strong>There are many organizations like FNCCI, CNI and other NGOs and INGOs working for the private sector. How do you assess their roles and activities?&nbsp;</strong></p>
<p style="text-align: justify;">
	If we talk about CNI, the purpose of establishing this organization was to make a positive impact on the climate of investment in Nepal and help make policy changes to transform Nepal into an investment friendly country. We create awareness about the industrial environment in Nepal and develop linkages among entrepreneurs. &nbsp;We are here to help create the right business environment, conduct dialogue at the policy level and help &nbsp;formulate policies that would attract investment to the country. When CNI was established, the country’s situation was volatile, politically unstable and unpredictable. This could be why the initiatives and efforts made by CNI were not pursued by the implementing agencies of the government.&nbsp;</p>
<p style="text-align: justify;">
	<img align="right" alt="" height="344" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma(1).jpg" style="margin:0 0px 0 15px;" width="362" /></p>
<p>
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p>
	<strong><span style="font-size:16px;">"The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly."</span></strong></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p style="text-align: justify;">
	<strong>Could you please elaborate a bit on the initiatives made by CNI for the development of Nepal’s industry sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	We basically focused on three fundamental issues. First, we prepared documents on the country’s Industrial Policy after a lot of homework. We then submitted these documents to the Ministry of Industry. We wanted a number of changes in the policy. &nbsp;Second, we have been saying that the Nepali Enterprise Act needs a lot of improvement as the law formulated in 2049 BS has become obsolete. This issue needs to be addressed urgently.</p>
<p style="text-align: justify;">
	The previous industrial policy had incorporated &nbsp;many of our suggestions. However, the suggestions were not implemented because the Act was &nbsp;not amended. At the policy level, we have been trying to make the politicians aware about investment and the development of enterprises. We have been trying to create an investment-enabling environment. We have been trying to find ways to &nbsp;increase &nbsp;the income of Nepalis. We have been organizing economic summits. &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that CNI was established because of the over politicization of the private sector. What do you say?</strong></p>
<p style="text-align: justify;">
	CNI was established because there was a need for an organization which could support the formulation of pro-private sector policies, help create an investment-friendly environment, and assure the investors about the long-term benefits of investing in Nepal. Such an institution was lacking in the country which led to the birth of CNI. Ever since its establishment, CNI has tried to do its bit for the industry sector as well as the entire economy. CNI has already passed through the test phase. If you compare the achievements we have made over the past one decade with that of any other similar organization, then you will know how hard we have been trying to improve things. Since we focus on the manufacturing sector, we raise issues and problems faced by this sector.&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that the main reason behind the lack of &nbsp;re-investment in Nepal’s manufacturing sector is its inability to compete with China and India. For this reason, many believe &nbsp;that manufacturing does not have prospects in Nepal and are therefore importing instead. What do you have to say?&nbsp;</strong></p>
<p style="text-align: justify;">
	I do not agree with this. Deurali Janata Pharmaceuticals &nbsp;(DJPL) is one example that &nbsp;will prove this hypothesis wrong. Though the state provides five per cent discount on the import of medicines, DJPL has been able to produce quality medicines at competitive prices. The company has grown over the years. There are many areas in manufacturing where we can be competitive. All we need to do is identify and develop products with &nbsp;comparative advantage.&nbsp;</p>
<p style="text-align: justify;">
	<strong>So, what are the areas were you see comparative advantage?&nbsp;</strong></p>
<p style="text-align: justify;">
	Now is the time to go for hi-tech products. We should be able to identify the industries which can develop technologies and can also be competitive, for example bio-pharmaceuticals, IT sector and the health sector. Hydropower and tourism are two other sectors with lots of prospects; they are growing. If we improve the quality of service in tourism, we can get more benefits even from the current number of tourist arrivals. We are indeed sandwiched between India and China, but we have a great bio-diversity which makes us a country with high potentials in high-value crops. Likewise, there is a great scope for innovation and investment in the agriculture sector. We need to develop agricultural lands as enterprises but we have been developing them as properties. Agriculture is the base of a number of manufacturing industries.&nbsp;</p>
<p style="text-align: justify;">
	<strong>The government has listed the three sectors you mentioned above as the priority sectors. Still, we are unable to exploit them. Why?&nbsp;</strong></p>
<p style="text-align: justify;">
	The political instability in the country has kept the investors at bay. It seems the investors are in the wait and watch mood now. They are waiting for our discourse on federalism, future economic policy etc to take a concrete shape. Politicians should understand that their speeches alone won’t bring investment to Nepal. It’s a country’s political and business environment and the right rules regulations and policies that draw investment. We lack all these things. How will investors come to Nepal?&nbsp;</p>
<p style="text-align: justify;">
	<strong>What are the fundamental reforms needed to develop these sectors?&nbsp;</strong></p>
<p style="text-align: justify;">
	A common understanding among the politicians on the country’s economic agenda is a must. Parties in the government as well as in the opposition should understand that there should be a clear economic agenda which clearly depicts the dos and don’ts. No significant investment will come to Nepal unless the politicians have a common economic agenda prepared without any prejudice against anyone. We also need to depoliticize the economic issues so that industry, trade, and employment generation could grow smoothly. We have to keep in mind that we need domestic as well as foreign investors.&nbsp;</p>
<p style="text-align: justify;">
	<strong>That means there is no hope for growth in investment?</strong></p>
<p style="text-align: justify;">
	If there were no hopes, we won’t be in this business anymore. What I want to say is we lost a very good time. After the popular uprising of April 2006, &nbsp;the international community has had positive expectations from Nepal; we have many helping hands around. &nbsp;But we have so far failed to understand this and cash in on the opportunity. We couldn’t learn to depoliticize economy and development.&nbsp;</p>
<p style="text-align: justify;">
	Moreover, the politicians &nbsp;haven’t learnt from the mistakes they made in the past. They have spent 15 long years repeating the same mistakes. But still we hope that the time is not as bad as some people assume today.&nbsp;</p>
<p style="text-align: justify;">
	<strong>But other countries which have gone through conflicts, for example Sri- Lanka, have made progress. Why couldn’t Nepal?&nbsp;</strong></p>
<p style="text-align: justify;">
	I want to say that the generation I belong to is worried about the young blood. This young generation which could create enterprise is fleeing the country; here, I am not talking about those who go abroad for employment. This has made a very serious impact on our economy. This is why our GDP hasn’t grown in a massive way. However, we should appreciate that we have a positive growth both in the GDP and state revenue. The number of people wishing to invest in Nepal is also growing slowly. &nbsp;</p>
<p style="text-align: justify;">
	Other countries which have progressed despite undergoing a conflict in recent times attached high priority to their economies even during the time of conflict, not to mention after the conflict. Conflict-hit countries like Sri-Lanka and Bangladesh were able to maintain their growths as they had attached high priority to their economies. The Bangladeshi Cabinet has five ministers from the private sector. Those people who did not contest the parliamentary elections but were considered to be the best managers are appointed as ministers there. But in Nepal everybody seems to be thinking that only politicians can become ministers.&nbsp;</p>
<p style="text-align: justify;">
	In Sri- Lanka, you find an amazing system of governance. Every Sri Lankan ministry has at least one advisor from the private sector; they had two advisors during the conflict period. The government in Nepal only seeks loyalty from the businessmen. The knowledge of the entrepreneurs, their professional abilities and skills are not given due respect. They are judged based on their political inclinations or affiliations. This is why the inputs from professionals and technical experts of the private sector have not reached the higher level.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Nepal has scored 50.2 on the economic freedom index 2012, becoming the 147th most-free economy in the world. How do you view this development in relation to the industrial environment in the country?</strong></p>
<p style="text-align: justify;">
	Regarding this issue, we have been focusing on a few things. One, we have been demanding that the Industrial Enterprises Act be amended according to the present needs. &nbsp;Two, &nbsp;the indicators of cost of doing business - for example corruption which is becoming socially acceptable - should be controlled. Three, as I mentioned already, the prime reason of the low ranking of our country on the economic freedom index is due to the unclear policies &nbsp;and the political instability. Things will improve once there is political stability.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How do you find the current business environment in Nepal in comparison with the time you joined in?</strong></p>
<p style="text-align: justify;">
	I came into business some 22 years ago. There are some sectors which have made progress over this period, for example, the pharmaceutical sector and the banking and finance sector. Today a good project in Nepal stands a better chance of getting financed because of the development in the banking sector. Another good development is the young generation grown up over the past 20 years is coming forward seeking opportunities in businesses. These young people want to create enterprise on their own and are ready to take risks.&nbsp;</p>
<p style="text-align: justify;">
	There is some negativity, too. The level of corruption has risen. There are people who enjoy in others’ income rather than earning by themselves. The politicians have over-politicized almost every sector including the industrial sector. The result is less productivity in terms of individual capacity and high indulgence of the entrepreneurs in politics. In every sector, a person who is politically motivated and affiliated is selected regardless of their capability.</p>
<p style="text-align: justify;">
	<strong>Why are the pharmaceutical companies not seen aggressive in efforts to export their products?</strong></p>
<p style="text-align: justify;">
	Registration of pharmaceutical products internationally is a very difficult process. For pharmaceutical products, like medicines, companies need to scientifically prove their products, assure the consumers that the products are safe, GMP certified and so on. Another reason that makes us apprehensive to accept orders is the fear of not being able to deliver the products on time. Because of problems like power shortage and unpredictable labour problems and strikes, we always question ourselves whether we would be able to deliver the orders on time.&nbsp;</p>
<p style="text-align: justify;">
	We have just around 20 years of history in the development of pharmaceutical products. Based on my experience, I can say that there is a long way to go for Nepal’s pharmaceutical industry. It’s a highly regulated business. Unlike &nbsp;India, Brazil, the US and many other countries, Nepal is not considered &nbsp;as a country which can produce high-value medicinal products. India took 40 years to enter the export market while China took 35. We are just into 20 or 22 years of entering the pharmaceutical business. We hope to enter the export market faster than that. &nbsp;</p>
<p style="text-align: justify;">
	<strong>Why is the problem of substandard drugs in Nepal unresolved?&nbsp;</strong></p>
<p style="text-align: justify;">
	The private sector alone cannot resolve this problem. We can just facilitate the government in this process. &nbsp;We have been organizing awareness programmes against substandard drugs. The government has the authority and the mechanism to control substandard medicines. The medicines that are available at the pharmacies need be monitored and controlled by the government. We are ready to help the government in this matter.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How is DJPL presenting itself in the global market? What are your upcoming plans?&nbsp;</strong></p>
<p style="text-align: justify;">
	Our primary objective during these 20 years was to learn, make our technologies world class, and establish our business globally. Now that our foundation is ready, our next step is to help reduce the import of medicines, at least those medicines which Nepal can manufacture itself. There are many products which Nepal needs to produce itself. But since we have been importing them from other countries for ages, we have not really thought along these lines. Now is the time &nbsp;to think about substituting &nbsp;the import by producing quality products. The most important thing we want to do now is promote healthier living. We want to produce health products other than medicines – health supplements. &nbsp;Taking medications after falling sick is normal. However, there are products for a healthier life, products that help prevent sickness. We &nbsp;too can produce such products. &nbsp;&nbsp;</p>
<div style="text-align: justify;">
	 </div>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Hari Bhakta Sharma is an executive board member of the Confederation of Nepalese Industries (CNI), a ‘think tank’ of Nepal’s industrial sector. He is also the executive director of Deurali-Janta Pharmaceuticals Private Limited (DJPL), a leading pharmaceutical company that has been an inspiration to Nepal’s manufacturing sector.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '814',
			'article_category_id' => '47',
			'title' => 'The Rise, Fall And Rise Of Malhotra',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><span style="text-align: justify;">By Gaurav Aryal</span></strong></p>
<p style="text-align: justify;">
	<span style="text-align: justify;"><img align="left" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra.jpg" style="margin:0 10px 0 0;" width="350" />Every journey is a reward. No matter how painful a journey may become, it takes one to a destination where one really wants to be. Deepak Malhotra has had a journey with more bitterness than anything else. Executive Chairman of International Marketing Services Pvt Ltd (IMS), Malhotra’s journey as an entrepreneur has been full of upheavals.&nbsp;</span></p>
<p style="text-align: justify;">
	He has tried his luck in numerous business ventures. Though most of them did not perform well, Malhotra is now on a safe haven of business. &nbsp;He thinks he is half the way towards achieving success although some of the sectors like housing where he has invested are not doing well. For Malhotra, success comes along with recognition, public relation and active involvement in work. IMS is the authorised distributor of Samsung mobiles for Nepal. IMS has its sister concerns that import, market and sell mobile phones and provide after-sales services.&nbsp;</p>
<p style="text-align: justify;">
	Along with IMS, Malhotra is part of numerous businesses mostly in partnership such as Silver Valley Developers Pvt Ltd, a housing development company and Ebisu Jewelleries, a jewellery showroom at Durbar Marg. He also imports SWC branded watches. All these companies are under an umbrella corporate house – the IMS Group. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra was in his school days when he started understanding the nitty-gritty of doing business. His father owned a hotel named Mansarovar when there were less than a dozen hotels in Nepal. Malhotra says that he started looking after some of the responsibilities in the hotel when he was still a school kid.</p>
<p style="text-align: justify;">
	It was in 1979 when Malhotra began a business of his own. He started off with importing watches. Malhotra, who has an avid interest in travelling, was on a tour to Hong Kong when the idea of trading clicked. He claims he did not borrow a single penny from his parents to start off his trading venture. Malhotra, however, recalls borrowing Rs 50,000 from his friends as the seed money for his initiative. He studied the market and the profit prospects and made a sole decision.&nbsp;</p>
<p style="text-align: justify;">
	It was just the beginning for him. Soon, he diversified his business and started importing products other than watches such as motor parts, salt, gold etc. Although it as his own brainchild, Malhotra believes, he drew subtle inspirations from his father to enter the corporate world.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra ventured into numerous sectors in the years that followed his trading initiative. It was around the mid 1990s when he produced three Nepali feature films. His first movie was Chahana, and the second was Sauta. He further invested in two other cinemas, Sannani and Ragat, along with a partner. He recalls, “None of those movies did good business. The movie market had not flourished in Nepal back then. And, I also realised that movie making is not my forte.”&nbsp;</p>
<p style="text-align: justify;">
	Then came the carpets. As carpet export was burgeoning, Malhotra was attracted to the lucrative business of wool carding and exporting carpets. However this too was short-lived. Then he began importing salt from India and selling it in the Nepali market under the brand name of Himali Noon. Malhotra claims that this initiative of his was able to break the monopoly of the state-owned Salt Trading Corporation (STC). “My entry as a new salt trader had created competition in the market. The consumers benefited from the reduced price of salt,” he recalls. Then the government introduced a vicious plan to drive away the private player to give the monopoly over salt trading back to the STC.</p>
<p style="text-align: justify;">
	In 1998, Malhotra turned his hands to the paging business. There were five companies offering pager services, but Malhotra’s DTI Paging had an edge over them as it provided its services throughout the country. But it seems he had entered the paging business at the wrong time. Mobile telephony had entered the country a year in advance - in 1997 – and the idea of paging soon proved obsolete. This was another setback in his business career.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra saw a huge prospect in what had killed his paging business – the mobile phones. And soon, &nbsp;he started importing handsets. He recalls those years when, unlike today, the import of mobile was not open. During those days, one had to acquire a license from the Ministry of Communication to import mobile phone sets. Mlahotra got this license and started importing handsets manufactured by brands like Nokia, Panasonic, Motorola and Samsung. In 2001, IMS was appointed the authorised distributor of Samsung mobiles for Nepal. Since then, it has been importing and selling Samsung mobiles in Nepal. With the giant leap of Samsung brand worldwide, this brand has regained its number one position in Nepal too, according to Malhotra. With the growing popularity of the Samsung brand, Malhotra’s has a steady business. He has taken a positive turn, after facing one failure after another.&nbsp;</p>
<p style="text-align: justify;">
	Though the Samsung watches were discontinued and renamed as SWC Watches, his company is trading in this Korean watch brand even today. Meanwhile, with the boom of the housing industry in 2008, Malhotra invested in the housing sector as well. Silver City Apartments is under construction under his builder Silver Valley Developers. However the housing sector too is not doing well at the moment.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that most of his past business ventures failed because he went after his whims and tied up with the wrong partners. However, he thinks most of his past ventures failed because of external factors rather than any weakness in his managerial skills. “The trading business that I initiated is doing well even today,” he says, “All those incidents taught me that it is useless to venture into a new area without properly understanding it.” So, he suggests others not to start any project without understanding its fundamentals. He also prescribes to do those things which can be kept in a tight grip and not try to do everything at once. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra is happy with what he has today. He is determined to continue the mobile phone trading. Along with it, he is planning to step into new sectors where the entire country sees prospects –tourism, hydropower and agriculture. He believes these are the best three sectors that can push Nepal towards development. However, he expects the government to create basic infrastructures so that the private sector can do the rest.&nbsp;</p>
<p style="text-align: justify;">
	What would he be doing had he not entered business? “Probably, I would be in politics,” he says jokingly, recalling his days at &nbsp;Shanker Dev Campus where he did some student politics. “If I failed in politics, I would continue my father’s business,” he is quick to add. He &nbsp;now indeed has plans to invest in the hotel industry too. Malhotra says he is an independent citizen and thinks that a businessperson should not be involved in active politics.</p>
<p style="text-align: justify;">
	No matter what life brought to him, Malhotra believes he never left the policy of truth. At the times of difficulty, he says he received the support from his close friends and family members. “They always have trust and belief in me,” he appreciates them.&nbsp;</p>
<p style="text-align: justify;">
	The only regret he has in his life is his inability to recognise the pretence of Rasendra Bhattarai. Malhotra says he wasted his time and resources believing in Bhattarai, who proved to be nothing but a hoax at the end.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that management is the most important element in running a business house. So, he has dedicated all his management, distribution and marketing tasks to the management team while he looks after the financial matters and monitors as well as guides the team.&nbsp;</p>
<p style="text-align: justify;">
	He plans to hand over some of his responsibilities to his son who is soon returning after completing his studies in the United Kingdom. However, &nbsp;he wants to remain an active part of the business before he retires at 70. “As of now, the decision making &nbsp;is centralised in me. But I will be soon giving the decision making authority to my son,” he shares his plans. There are around 200 employees working under Malhotra at present. To cheer up the employees, his company has provisions of declaring the employee of the month and also the employee of the year. He says those who win these titles get attractive incentives. The company also organises various motivational programmes throughout the year, every year.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra is a sort of workaholic. He spends his weekdays working while he loves to spend his Saturdays with his family. However, he prefers completing his pending works on Saturday. Malhotra likes to keep himself socially active. He is also the senior Vice President of Club Fifty where cohorts in their 50s take part in various philanthropic activities. The club organises free health camps in the villages and distributes aids like wheelchairs to the physically challenged people.</p>
<p style="text-align: justify;">
	<img alt="" height="252" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	<strong style="font-size: 14px; color: rgb(255, 0, 0);">Personal side</strong></p>
<p>
	•<span class="Apple-tab-span" style="white-space:pre"> </span>&nbsp;Loves travelling</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Prefers going on a vacation at least once a year</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Works from home until 1 pm&nbsp;</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Socially active and likes to attend parties</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves Sports</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Played for an A-Division football Club – Sundhara</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Advisor to Manang Marshyangdi Club and Patron of Boys Union Club</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Can’t keep anything secret</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves latest and trendy gadgets and uses Samsung Galaxy SIII</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Everything that begins eventually comes to an end. This is true about success or failure as well. Deepak Malhotra dared to fight against the failures that came to him. Though the journey he has walked in his life was not a fun filled journey, it has definitely been a thrilling voyage.',
			'sortorder' => '701',
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	(int) 12 => array(
		'Article' => array(
			'id' => '813',
			'article_category_id' => '57',
			'title' => 'Media Brands',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong style="text-align: justify;">By Sajag Karki</strong></p>
<p style="text-align: justify;">
	Whenever we think of international news, the first thing that comes to our mind is BBC (British Broadcasting Corporation) and CNN (Cable News Network) – the two leading broadcast media brands in the world that are instantly recognized by their acronyms. Whenever, there &nbsp;is any breaking news related to politics, natural disasters or any other significant international development, most people watch either of these two news channels. Though viewers might get the initial news from the local media, to confirm any big event they always turn to the big guns of the news world. Even the local media of many countries consider &nbsp;BBC and CNN as a benchmark for accurate, reliable information. CNN has positioned itself as a medium for hard, unbiased news coming straight from the source. Its flagship shows like Larry King live and Anderson Cooper 360 have enhanced its popularity across the world. Its social responsive programmes “project green” and “CNN heroes” have made it a medium for social change, trying to make the world a better place. Speaking of CNN heroes, two Nepali women have already been awarded with this prestigious title which encourages the youth in a developing nation like ours.&nbsp;</p>
<p style="text-align: justify;">
	BBC on the other hand is an immensely popular news brand. It’s known for its impartial news coverage, entertainment programmes and its website, too, is very popular. Apart from the national and world news, its popular programmes are “Hard Talk”, Newsnight and “Impact Asia” among others. Hard talk, hosted by celebrity presenter Stephen Sackur, is an in-depth, half-hour-long one on one interview show. “Impact Asia”, presented by Mishal Husain, is a mix of breaking news, debate and analysis using BBC’s range of correspondents based in the Asia Pacific and across the world. Since its inception in 1922, there has been no looking back for BBC’s highly trustworthy news service. It is the largest broadcaster in the world with 23,00 staff members and representatives spread across &nbsp;the world. Founded in 1980, CNN is much younger than BBC. But, as CNN’s slogan - “the worldwide leader in news” - says, it is not far behind the BBC in any way. It was the first channel to provide 24-hour news coverage and the first all-news TV channel in the United States.&nbsp;</p>
<p style="text-align: justify;">
	The popularity that these two news brands have earned over the years speaks volumes about their credibility and the people’s trust in them. They are not just corporations but a broadcaster with responsibility to bring positive change in their localities and influence the world with their social initiatives. It seems the Nepali media has finally taken its cue from these global leaders of the news world. For example, Kantipur, Nepal’s leading media house, recently came up with its social initiative named ‘One Nepali One Resolution’. The campaign was able to spread the message of taking responsibility of one’s actions by making one resolution and not to blame the government, the political parties or anyone for that matter.&nbsp;</p>
<p style="text-align: justify;">
	Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands like the BBC and CNN that viewers worl-wide count on for the news that matters. &nbsp; &nbsp; &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	The article is based on research and the author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com</p>',
			'published' => true,
			'created' => '2013-03-14',
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			'keywords' => '',
			'description' => 'Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '811',
			'article_category_id' => '41',
			'title' => 'Warehousing Problems: Insufficient Pre-requisites',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	By Chittaranjan Pandey</p>
<p style="text-align: justify;">
	<span style="text-align: justify;">Commodities exchanges in Nepal are handicapped by the lack of a warehouse receipt system to help the country’s agricultural development. The Nepali media recently launched a tirade of criticisms against the commodity exchanges in Nepal. One of the main points of that criticism was that the exchanges have not included the local agro-products, or any local product for that matter, in the list of commodities traded on their systems and that they are just making the investors trade in foreign commodities. The media also questioned the process of deriving the prices of the foreign commodities quoted in these exchanges. But unfortunately not even once did anybody try to know why the local products have not &nbsp;been introduced to the trading systems of these exchanges.&nbsp;</span></p>
<p style="text-align: justify;">
	The answer is simple. These exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same. Yes, the Secured Transaction Act 2063 BS does list “Warehouse Receipts” as one of the tradable instruments. But just listing the name “Warehouse Receipt” in the law is not enough to hope that such receipts will be actually traded in the market.&nbsp;</p>
<p style="text-align: justify;">
	The flowchart given here presents an ideal system required to make warehouse receipts tradable. There are many infrastructural shortcomings we face in this regard. A commodity exchange is essential for this system but not sufficient. &nbsp;Like in any other market, the primary requirements here are the buyers and sellers. Then we need financial institutions like commercial banks. And we need a policy from the central bank that allows the banks to treat warehouse receipts as tradable (negotiable) instruments.&nbsp;</p>
<p style="text-align: justify;">
	The issue with the commercial banks now is that they want to know who will take the responsibility if the products in the warehouse are not sold. So, we need the Insurance Board to come up with a policy that makes the insurance companies insure the agro-products stored in the warehouse. But as the situation is today, the insurance companies do not want to insure agro-products stored in the warehouse because of the higher risks.&nbsp;</p>
<p style="text-align: justify;">
	Next, we need a public authority assigned with the task of licensing and regulating the warehouses that store agro-products and issue the warehouse receipts. We also need a proper market channel; a proper Supply Chain Management System. This requires competent transport companies that can deliver the goods to the buyers. Also required is a strong rule of law so that the transport companies are not obstructed anywhere on the roads while they are carrying the goods to their destinations. &nbsp;</p>
<p style="text-align: justify;">
	Thus, for the local agro-products to be traded on the systems of these commodities exchanges, the basic pre-requisites are: a proper mechanism for warehouse receipt issuance and a proper mechanism for warehouse receipt financing. Agriculture, a less valued occupation at present, will be valued higher only when these systems are in place. A culture of commercial farming has actually started in the country but we still need a proper supply chain for this trend of commercial farming to thrive. A commodity exchange can help in this and eliminate the current system in which the number of intermediaries in the supply chain is unnecessarily high. Reduction in the number of intermediaries will bring the prices of agro-commodities up for the farmers and &nbsp;down for the consumers to a reasonable level. And this is possible once the general public and the policy makers think about it seriously.</p>
<p style="text-align: justify;">
	<img alt="" height="458" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/regulated_warehouse_receipt_system.jpg" width="512" /></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><strong>Mr. Pandey is Asst. Manager, Research &amp; Development Department in Mercantile Exchange Nepal Limited. He can be contacted at r&amp;d@mexnepal.com.</strong></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Commodity exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same.',
			'sortorder' => '699',
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	(int) 14 => array(
		'Article' => array(
			'id' => '810',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><span style="color: rgb(255, 0, 0);"><strong>Newcomers</strong></span></span></p>
<p>
	<strong><img align="left" alt="" height="125" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/krishna.jpg" style="margin:0 10px 10px 0; padding:5px;" width="105" />Krishna Bahadur Manandhar</strong> has been appointed as Chairperson of Nabil Bank Limited replacing, former Chairperson, Satyandra Pyara Shrestha.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="121" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kailash.jpg" style="margin:0 10px 10px 0; padding:5px;" width="99" />Kailash Ghimire</strong> has joined Zydus Wellness (Consumer division of Zydus Cadila) as Country Manager – Nepal. Earlier, he was National Sales &amp; Marketing Manager in Khajurico Nepal Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="123" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/asgar.jpg" style="margin:0 10px 10px 0; padding:5px;" width="100" />Asgar Ali </strong>has joined FonePay Pvt Ltd as CEO. &nbsp;FonePay is established primarily to convert mobile into wallet to make payments and send/receive money through mobile phone. Earlier, he was Vice – President at F1soft International.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="94" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/dipesh(1).jpg" style="margin:0 10px 10px 0; padding:5px;" width="77" />Dipesh KC</strong> has rejoined The Everest Hotel as Director - Food &amp; Beverage. Earlier, he had gone to White Sands Hotel, Tanjania as EAM – F &amp; B &nbsp;&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Sandeep Chachan</strong> has joined Continental Trading Enterprises Pvt. Ltd. as Executive Director. Earlier, he was Executive Director at Morang Auto Works Enterprises Pvt Ltd.&nbsp;</p>
<p>
	<strong>Jyoti Prasad Adhikari</strong> has joined Chaudhary Group (CG) as General Manager, Corporate Affairs. Earlier he was in the Government Service and has worked in The Office of the Prime Minister and Council of Ministers, Ministry of Foreign Affairs, Ministry of Finance and Ministry of Home Affairs.</p>
<p>
	<strong>Ashesh K Sharma</strong> has joined Chaudhary Group as DGM – Corporate HR.</p>
<p>
	<strong>Silpi Joshi</strong> has joined Yeti Airlines as Marketing Manager.</p>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;"><br />
	</strong></div>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;">Newcomers at BB Airways Pvt Ltd</strong></div>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="124" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/vinaya.jpg" style="margin: 0 10px 0 0;padding:5px;" width="100" />Vinaya Shakya</strong> has joined BB Airways Pvt Ltd as Senior Manager – Marketing &amp; Reservation. Earlier, he was Senior Manager – Marketing at Yeti Airlines Domestic Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="128" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhakar.jpg" style="margin: 0 10px 0 0;padding:5px;" width="104" /></strong></p>
<p>
	<strong>Prabhakar Khadka</strong> has joined BB Airways Pvt Ltd as Manager – Marketing. Earlier, he was Manager – Marketing at Explore Himalaya Travel &amp; Adventure.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ujwal.jpg" style="margin: 0 10px 0 0;padding:5px;" width="90" /></strong></p>
<p>
	<strong>Ujwal Ghimire&nbsp;</strong>has joined BB Airways Pvt Ltd as Manager – Brand &amp; Promotion. Earlier, he was Assistant Manager – Marketing at Asia Pacific Communication Associates Nepal Pvt. Ltd.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>',
			'published' => true,
			'created' => '2013-03-14',
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			'keywords' => '',
			'description' => 'New Appointments, Promotions, Transfers and Rejoins within organisation.',
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View::_renderElement() - CORE/Cake/View/View.php, line 1224
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View::render() - CORE/Cake/View/View.php, line 473
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Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
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		'Article' => array(
			'id' => '826',
			'article_category_id' => '56',
			'title' => 'BO2 To Boost Growth Of SMEs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Nepal’s first Small and Medium Enterprises Venture Fund, Business Oxygen (BO2), was &nbsp;launched on 15th January. BO2 is managed by a joint venture of Bank of Kathmandu Ltd and Beed Management. BO2 will be making equity investments in SMEs in Nepal and will cater to the needs of businesses that are unable to get finances through traditional banking means of collateralized loans. Beed BOK Ventures won the global bid to manage the IFC-SME Venture Fund, conceptualized and promoted by the International Finance Corporation (IFC), a member of the World Bank Group.&nbsp;</p>
<p style="text-align: justify;">
	“Providing risk finance to small businesses in countries with limited ready access to sophisticated capital markets has been the key focus of our programme,” said Peter Tropper, Chief Investment Officer, IFC.”&nbsp;</p>
<p style="text-align: justify;">
	“This fund will widen financing options for the SMEs in Nepal, helping SME growth and sustainability,” said Kyle F Kelhofer, IFC Country Manager for Bangladesh, Bhutan and Nepal. “IFC is keen about strengthening SMEs in Nepal that account for 96 per cent of the total industries and play a vital role in the country’s economy.”</p>
<p style="text-align: justify;">
	Ajay Shrestha, CEO, Bank of Kathmandu Ltd, said, “This kind of financing arm can provide options for developing a balanced financial structure of small and medium sized business ventures, which in turn can be comforting for the entire banking sector.”</p>
<p style="text-align: justify;">
	Suman Rayamajhi has been named the CEO of Business Oxygen. CEO of Beed, Sujeev Shakya said “This is yet another step for Beed, an organization that believes in being associated with pioneering efforts and innovation. This is a very proud moment for Beed.”</p>
<p style="text-align: justify;">
	The fund will invest up to USD 500,000 in equities in companies that are already six months in operations and comply with all the investment guidelines.</p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-05-24',
			'keywords' => '',
			'description' => 'Beed BOK Ventures won the global bid to manage the IFC-SME Venture Fund, conceptualized and promoted by the IFC.',
			'sortorder' => '712',
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		'Article' => array(
			'id' => '825',
			'article_category_id' => '56',
			'title' => 'Commercial Banks  Publish Base Rate',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">The commercial banks have started publishing their base rates. As of January 22, four commercial banks had published their base rates. These banks namely, Bank of Kathmandu (BoK), Kist Bank, Grand Bank and Commerz and Trust Bank Nepal published their base rates on their websites.&nbsp;</span></p>
<p style="text-align: justify;">
	Among these banks, BoK, Kist, Grand and Commerz and Trust have a base rate of 8.29, 11.12, 10.49 and 10.14 per cent respectively. With the publication of their financial statements for the second quarter, commercial banks have begun revealing their base rates. Sudhir Khatri, Vice President of Nepal Bankers’ Association, said that all banks will be publishing their base rates before the publication of their quarterly financial statement.</p>
<p style="text-align: justify;">
	Sunil Malla, Executive Vice President of Commerz and Trust Bank, said that operational cost will be added to the base rate while issuing credit. The Nepal Rastra Bank had directed the commercial banks to reveal their base rates around a month back.</p>
<p style="text-align: justify;">
	According to Khatri, new banks’ average base rate hovers between 9.50 to 10 per cent while that of the old and joint venture banks is about 7.70 per cent.</p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-05-24',
			'keywords' => '',
			'description' => 'The commercial banks have started publishing their base rates. As of January 22, four commercial banks had published their base rates. These banks namely, Bank of Kathmandu (BoK), Kist Bank, Grand Bank and Commerz and Trust Bank Nepal published their base rates on their websites.',
			'sortorder' => '711',
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		'Article' => array(
			'id' => '823',
			'article_category_id' => '62',
			'title' => 'Voices February 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" height="154" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/barshaman(1).jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<span style="font-size:16px;"><strong>‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’</strong></span></p>
<p style="text-align: justify;">
	<em>Barsha Man Pun, Finance Minister addressing the 48th Anniversary function of Rastriya Banijya Bank exhorting that trade union politics is unnecessary for corporate houses and political interventions are unacceptable in such companies.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Income from tourism has not increased in the same ratio as the increase in number of tourists.’</span></strong></p>
<p style="text-align: justify;">
	<em>Pavitra Kumar Karki, President of Nepal Association of Tour and Travel Agents (NATTA), commenting on the current situation of the tourism industry</em></p>
<p style="text-align: justify;">
	<em><br />
	</em></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘At a time when we should be increasing our competitive abilities, we are wasting time on minor issues like locks.’</span></strong></p>
<p style="text-align: justify;">
	<em>Arun Kumar Chaudhary, Former President of Nepal-India Chamber of Commerce and Industry commenting on the government’s hesitation to agree to the proposal to apply Indian customs locks on the container of goods from the third countries destined to Nepal from Indian ports.</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="155" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/analraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘Within a couple of years, we plan to be ranked as one of the top ten commercial banks of Nepal.’</span></strong></p>
<p style="text-align: justify;">
	<em>Anal Raj Bhattarai, CEO of Commerz and Trust Bank Nepal Limited, sharing his plans for the bank</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	<img align="left" alt="" height="158" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/suraj.jpg" style="margin:0 10px 0 0; padding:5px;" width="130" /></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;">‘South Asian governments must take effective and careful steps to promote regional trade among South Asian Association of Regional Cooperation (SAARC) member countries.’</span></strong></p>
<p style="text-align: justify;">
	<em>Suraj Vaidya, President of Federation of Nepalese Chambers of Commerce and Industry (FNCCI)&nbsp;</em></p>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	 </p>',
			'published' => true,
			'created' => '2013-03-15',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => '‘The game of politics is not allowed in the corporate houses. If you want to do politics, come out of those institutions.’',
			'sortorder' => '710',
			'image' => null,
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		'Article' => array(
			'id' => '822',
			'article_category_id' => '50',
			'title' => 'Impressive Growth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<img alt="IME" height="330" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback_feb2013(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot. I hope that IME keeps on providing the best of the services that it is currently providing. Best of luck to the CEO, Mr Suman Pokharel and his IME Group.&nbsp;</p>
<p>
	<strong>Suman Adhikari, via&nbsp;</strong></p>
<p>
	<span style="color:#f00;"><span style="background-color: rgb(255, 255, 255);"><span style="text-decoration: none;"><a href="http://www.newbusinessage.com"><strong>www.newbusinessage.com</strong></a></span></span></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'The corporate focus story about IME bank (IME: To the People, From the People) published in the January 2013 issue of New Business Age is delightful. I am very impressed by the growth of the IME Group and hope it will bring various projects from which Nepal will benefit a lot.',
			'sortorder' => '709',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
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			'main_news' => false,
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		'Article' => array(
			'id' => '821',
			'article_category_id' => '50',
			'title' => 'International Degrees In Nepal',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country. This story is very well written as it clearly shows both sides of obtaining an International degree in Nepal. It has also forwarded suggestions to the owners of these colleges to minimize the drawbacks and further enhance the quality of education. I feel very thankful to the writer of this story.&nbsp;</span></p>
<p>
	<strong>Narayani Shiwakoti, Dhulikhel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-15',
			'keywords' => '',
			'description' => 'Nepal’s education system has a lot of drawbacks. The January cover story of Nubiz about the international degrees in Nepal is very useful for the students who want to get an education of international quality within the country.',
			'sortorder' => '708',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
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		'Article' => array(
			'id' => '820',
			'article_category_id' => '50',
			'title' => 'Promising Company',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company. &nbsp;As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector. As the SWOT analysis of the company shows, there is a long list of threats for Chilime or other hydropower projects for that matter. Clearly, there is much more to be done to make this sector more attractive for the investors. In my opinion, if the government becomes more flexible with licensing and other policy measures, the hydropower sector will grow significantly. Meanwhile, Chilime has improved its CSR as a PLC and the locals are definitely getting more benefits from the project than they had perhaps expected.</p>
<p>
	<strong>Prakash, via</strong></p>
<p>
	<span style="color:#f00;text-decoration:none;"><a href="http://www.newbusinessage.com/"><strong>www.newbusinessage.com</strong></a></span></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'After reading the Corporate Focus story on Chilime Hydropower, I think it is really a promising company.  As we can see electricity demand is growing day by day. So, there is definitely money to be made in this sector.',
			'sortorder' => '707',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
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		'Article' => array(
			'id' => '819',
			'article_category_id' => '50',
			'title' => 'People’s Trust In Media',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names. The popularity of these two brands shows the people’s trust in them globally. Kantipur media also showed a social initiative campaign called “One Nepali One Resolution” which spread the message that responsibility should be taken by everyone and the game of blaming the political parties, government or anyone else should be avoided at any cost.</p>
<p>
	<strong>Bhakta Bahadur Gurung,&nbsp;</strong><strong>Thamel</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'The media brands article under the Brand Talk column by Sajag Karki shed light on the contribution of media to bring out the correct news for the audience. It discussed how the popular international media brands like CNN and BBC established their brand names.',
			'sortorder' => '706',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
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		'Article' => array(
			'id' => '818',
			'article_category_id' => '50',
			'title' => 'Dignity In Diversity',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold. This is a great assurance for the member s of Mega Bank. We believe in him and wish him all the best. Mega Bank has successfully established itself as a brand name within a period of only two years. &nbsp;This shows us that there is dignity in diversity.&nbsp;</p>
<p>
	<strong>Pratik Adhikari, Thapathali</strong></p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Small is Mega for Mega Bank was a story worth reading. Anil Shah’s statement that, “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” is very bold.',
			'sortorder' => '705',
			'image' => null,
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			'homepage' => false,
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			'id' => '817',
			'article_category_id' => '52',
			'title' => 'Adhoc Ad-Rules',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p style="text-align: justify;">
	<img alt="Adhoc Ad-Rules" height="357" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/AdhocAd_Rules.jpg" width="500" /></p>
<p style="text-align: justify;">
	The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated. It would be completely immature to think that the government’s discretion to allocate these advertisements in exchange of news favourable to it will in any way help even the smaller publications and broadcasters that are struggling to be professional.</p>
<p style="text-align: justify;">
	All media houses, big and small, are in fact getting only a residual fraction of the public sector advertisement that is saved from going to government-owned publications and broadcasting corporations. There are still several active laws that make it mandatory to publish public sector entities in the government mouthpiece like the Gorkhapatra. One of the darkest sides of the last two decades of democracy in the media industry is that the government couldn’t be forced out of the media business. Regardless of their rapidly dwindling readership and viewership, they have almost a monopoly over government advertisements. This is a professionally unethical phenomenon, and a real bottleneck to the growth of the sector.</p>
<p style="text-align: justify;">
	Even under such a virtual government monopoly, there was one good thing -- intermediary agencies as designers and developers of advertisements have had a role, which was developing as an industry in itself. But in the proposed arrangement, the agents’ role will also be taken over by the Department of Information. Then, this ‘industry’ too is doomed to die. It is altogether a different question, however, whether the Department has the manpower, creativity and resources to do all the pre-publicity art and design work before the advertisements are actually released to the media. Even news of bypassing the advertisement agencies has made some media houses happy given that some agencies have really deceived them on a continuous basis. This happiness too is an unfounded one and the relations between the media house and the agency is entirely a separate issue to deal with than the current problem.</p>
<p style="text-align: justify;">
	At the very crux of the problem is the government intention to treat advertisements as means of distributing ‘mercy’ and not treat them as part of the media business. It has not even considered how large logistical operation it should have if it considers centralizing all advertisements and then distributing it fairly, to the media scattered all over the country. As there has been an impressive growth of regional media, the Department might need its offices at regional or even district levels if it were to be fair as claimed, which is an impossible proposition in itself. Second, it wants to be discretionary than a rule-based institution. Because, once it is rule-based, the game will be the same again. For example, if it plans to make disbursement proportionate to the circulation and reach of the given media as the criteria, again the large media houses will only be entitled to a very large chunk of public advertisements. There is one good possibility that the government media might get less public advertisements than at present. But the government media is not at all likely to be treated on the same ground. So, this too is not going to happen.&nbsp;</p>
<p style="text-align: justify;">
	Therefore, a fair and rule-based proportionate distribution is certainly not the objectives of this entire exercise. Even if it were, making an inclusive rule is a daunting task given the weak database at the centre and virtually no records existing at the local levels.</p>
<p style="text-align: justify;">
	It is not difficult to figure out that the major objective of the current exercise is to reward some publication houses which are supportive of the UCPN(Maoist) and the present government and, at the same time, ‘teach some lessons’ to those media houses which &nbsp;are supposedly ‘hounding’ the prime minister.</p>
<p style="text-align: justify;">
	Besides, this whole proposition is against the internationally accepted norm of professional journalism and media ethics. This is surely an exercise in detriment to the very foundation of the free-market. And, this will not help the media of any shape or size except the ones the incumbent government wants to protect. It goes without saying who they all will be!&nbsp;</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-23',
			'keywords' => '',
			'description' => 'The Maoist-led government seems determined to execute a one-window policy to allocate slots and budget to publish and broadcast public sector advertisements in the Nepali media. Some smaller media houses appear to be falsely jubilant just because they had the feeling that only a few big media houses had monopolized the public sector advertisements while the rest were unfairly relegated.',
			'sortorder' => '704',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
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			'title' => 'Welcome To  ‘Baburo Airways’ Comrades And Commanders!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Madan Lamsal</strong></p>
<p style="text-align: justify;">
	<img alt="" border="0" height="271" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/no_laughing_matter_jan2013.jpg" width="341" /></p>
<p style="text-align: justify;">
	Welcome to our own Nepal’s pride, Baburo Bhattarai &nbsp;Airways. Captain Baburo Bhattarai welcomes you onboard this flight bound to New Delhi. Our passengers can be fully assured that this flight will land nowhere but on this preannounced destination. Passengers are requested not to be confused with the uncertainty of flight and future of another namesake Airways.</p>
<p style="text-align: justify;">
	You will hear a number of rocking announcements about the poll-ethical weather by our buffalo herding head of the nation, which cannot alter our aim of smooth flight and destination. &nbsp;If you cannot trust me fully as pilot, you may rely on &nbsp;our single-focused co-pilot VJ Gachchr, who have a long experience in maneuvering flights that face troubles. Only thing is he charges extra whenever he has to save such flights led by over-dependent Baburo captain like me.Along with the members of VJ club of Try-Muddesh and trainee fright attendants, we also have side-attendant Ms Yummy with us to greed you. Now we are announcing some safety tips. Therefore, please shut up your mouth and eyes but keep your ears as wide as you can.</p>
<p style="text-align: justify;">
	First of all, I request all the passengers to open their umbrellas as we have a custom of doing so when we have information that there is rainfall in Delhi. When we are ready to take off, the passengers are requested to shout at the highest pitch to scare cows, monkeys and the vultures off the runway, let loose there by Congress, UML and RPP respectively.To entertain you to the hilt, our fright attendants are not wearing makeup today. However, they will be wearing wigs and parachutes hoping to look like clowns to remind you the last Christmas. But they actually look like ghosts of some Ramsey Brother’s late night TV shows.</p>
<p style="text-align: justify;">
	As there is no seat planning, the ones with muscle power can grab the front seats, the weak ones can sit on the stools or on the floor. If I see some near and dear ones of my own, umh! relatives of Ms Yummy, I will make sure they get very lucrative seats regardless of anything. Let me also inform that, I will not be able to listen to anyone except Ms Yummy when in Nepal and some of my gurus like Muni when in Delhi. Therefore, please do not shout if you have any problem.Though the original time for the return flight was for five months, but because of bad weather, that couldn’t be assured. We may reach the destination anytime soon, but the return flight is certainly not certain. We are not too sure about in what height we will be flying as there are lot of efforts going on to bring down my plane. As you know it will be my duty to save my plane even at the cost of passengers and some fellow flight staff. So, anyone might be kicked out of plane if required. So, be ready for an adventure skydiving trip for free and make sure you have your parachute ready for yourself.</p>
<p style="text-align: justify;">
	Our plane has four emergency doors. However, they will be opened only when we feel that we needed to vacate a seat to accommodate a new flight partner sacrificing an existing one to ensure my non-stop flight. We will fly between Delhi and Kathmandu on a regular basis. &nbsp;This will continue till we reach to a consensus that endorses the proposal such that this very captain with the same crew members is allowed to continue to fly this plane. Otherwise, this plane will never land on any airport. Even in case you arrive at your destination, don’t worry, you will be left in the middle of nowhere!</p>
<p style="text-align: justify;">
	Before you exit the plane, please make sure to gather all of your money and valuables. Anything left behind will be distributed among the fright attendants as we believe in common-ism and demons-crazy at the same time. After all, thank you for flying with Baburam Baburo &nbsp;Airways. I am not sure whether you enjoyed giving me an opportunity to be your captain, but I am ecstatic on being the captain of this flight, therefore unwilling to relinquish this pleasure anytime soon!&nbsp;</p>
<p style="text-align: justify;">
	Bon Voyage!</p>',
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			'description' => 'Welcome to our own Nepal’s pride, Baburo Bhattarai  Airways. Captain Baburo Bhattarai welcomes you onboard this flight bound to New Delhi. Our passengers can be fully assured that this flight will land nowhere but on this preannounced destination. Passengers are requested not to be confused with the uncertainty of flight and future of another namesake Airways.',
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			'id' => '815',
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			'title' => 'Interview January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><span style="font-size:16px;">‘The young generation &nbsp;is coming forward &nbsp;seeking opportunities in business’</span></strong></p>
<p>
	<img align="right" alt="" height="360" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma.jpg" style="margin:0 0 0 10px;" width="210" /></p>
<address style="text-align: right;">
	<strong>Hari Bhakta Sharma</strong></address>
<address style="text-align: right;">
	<strong>Board Member</strong></address>
<address style="text-align: right;">
	<strong>Confederation of Nepalese Industries (CNI)</strong></address>
<p style="text-align: justify;">
	 </p>
<p style="text-align: justify;">
	Hari Bhakta Sharma is an executive board member of the Confederation of Nepalese Industries (CNI), a ‘think tank’ of Nepal’s industrial sector. He is also the executive director of Deurali-Janta Pharmaceuticals Private Limited (DJPL), a leading pharmaceutical company that has been an inspiration to Nepal’s manufacturing sector. In an interview with New Business Age, Sharma emphasizes on the brighter sides of the Nepali economy, the economic environment in the country and the need for developing the private sector, among other issues.&nbsp;</p>
<p>
	<strong>Excerpts:&nbsp;</strong></p>
<p style="text-align: justify;">
	<strong>How do you view the current economic situation of Nepal? Where is it heading?</strong></p>
<p style="text-align: justify;">
	There are two different ways to evaluate our economy. One is the evaluation of our overall economic growth. Nepal has achieved &nbsp;a growth rate of 3-5 per cent despite the ongoing political confusion. The Nepali economy is primarily driven by remittance. The disposable income of individual households increased with the increasing flow of remittance over the past 5-7 years. Remittance has raised the purchasing power of Nepalis and their consumption rate. The manufacturing sector, on the other hand, is becoming weaker every year and it is important how the increased consumption demand in Nepal is being fulfilled. The manufacturing sector’s contribution to the GDP has decreased gradually over the past decade. In 2012, for example, the manufacturing sector’s contribution to the GDP was around six per cent, a sharp decline from around 14 per cent a decade back.</p>
<p style="text-align: justify;">
	The consumption demand in Nepal is being met through imports. We import goods worth billions of rupees every year. The dependence on imports has impacted our manufacturing sector causing a decline in the production trend. And now we don’t find our stand in the international trade and do not know where we can compete and what the core advantages we have.Soaring imports have raised the government’s revenue. &nbsp;That’s why the government’s policies are facilitating import. &nbsp;If we do not redress these policies immediately, the power shortage, and other problems including the labour problem and political instability will take a heavy toll on the manufacturing sector, further deteriorating the employment situation in the country.&nbsp;</p>
<p style="text-align: justify;">
	Power shortage has become a chronic problem. Around 11-12 hours of power-cut everyday has made the production cost high. Second, there is a vacuum at the policy level. Although it is said that we are going to adopt a federal structure of governance, it is not yet clear to many what a federal system is and how many federal states will be there. Due to these reasons, there has been no significant investment during the past eight years. So, there has been no expansion of industrial investment in Nepal. Lastly, there is no clear economic policy. There is no common ground regarding the future economy of Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How serious are the labour problems for manufacturing sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	Labour problems are manageable; the industries can tackle these problems. But there is seemingly no solution to the power problem and the political instability. Due to the lack of clarity on the federal system to be adopted, investors are apprehensive about future tax system. For example, they don’t know how the products produced in Biratnagar and sold in Chitwan will be taxed. When these things become clear, investors will come to Nepal.&nbsp;</p>
<p style="text-align: justify;">
	<strong>We often talk about a private sector-led economy. But it is said that the private sector in Nepal lacks the vision of a broad-based economic growth and sustainable development. What are your views?</strong></p>
<p style="text-align: justify;">
	Since Nepal’s overall capacity to create enterprise is in the initial stage, it would not be fair to expect a high performance from the Nepali private sector. The private sector in Nepal is also a part of the Nepali society; it is as good or bad as the society is. Work culture and government policies directly affect enterprise.</p>
<p style="text-align: justify;">
	&nbsp;If we compare our development with that of China, India, Pakistan or south East Asian countries like Malaysia, Indonesia or Thailand, we find that we have poor governance in both private and government sectors. Also, our innovative capacity is poorer than theirs. The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly.&nbsp;</p>
<p style="text-align: justify;">
	<strong>There are many organizations like FNCCI, CNI and other NGOs and INGOs working for the private sector. How do you assess their roles and activities?&nbsp;</strong></p>
<p style="text-align: justify;">
	If we talk about CNI, the purpose of establishing this organization was to make a positive impact on the climate of investment in Nepal and help make policy changes to transform Nepal into an investment friendly country. We create awareness about the industrial environment in Nepal and develop linkages among entrepreneurs. &nbsp;We are here to help create the right business environment, conduct dialogue at the policy level and help &nbsp;formulate policies that would attract investment to the country. When CNI was established, the country’s situation was volatile, politically unstable and unpredictable. This could be why the initiatives and efforts made by CNI were not pursued by the implementing agencies of the government.&nbsp;</p>
<p style="text-align: justify;">
	<img align="right" alt="" height="344" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hari_bhakta_sharma(1).jpg" style="margin:0 0px 0 15px;" width="362" /></p>
<p>
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p>
	<strong><span style="font-size:16px;">"The Nepali private sector is learning to be globally competitive. It is also learning to manage enterprises and managing companies properly."</span></strong></p>
<p style="text-align: justify;">
	<strong><span style="font-size:16px;"><br />
	</span></strong></p>
<p style="text-align: justify;">
	<strong>Could you please elaborate a bit on the initiatives made by CNI for the development of Nepal’s industry sector?&nbsp;</strong></p>
<p style="text-align: justify;">
	We basically focused on three fundamental issues. First, we prepared documents on the country’s Industrial Policy after a lot of homework. We then submitted these documents to the Ministry of Industry. We wanted a number of changes in the policy. &nbsp;Second, we have been saying that the Nepali Enterprise Act needs a lot of improvement as the law formulated in 2049 BS has become obsolete. This issue needs to be addressed urgently.</p>
<p style="text-align: justify;">
	The previous industrial policy had incorporated &nbsp;many of our suggestions. However, the suggestions were not implemented because the Act was &nbsp;not amended. At the policy level, we have been trying to make the politicians aware about investment and the development of enterprises. We have been trying to create an investment-enabling environment. We have been trying to find ways to &nbsp;increase &nbsp;the income of Nepalis. We have been organizing economic summits. &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that CNI was established because of the over politicization of the private sector. What do you say?</strong></p>
<p style="text-align: justify;">
	CNI was established because there was a need for an organization which could support the formulation of pro-private sector policies, help create an investment-friendly environment, and assure the investors about the long-term benefits of investing in Nepal. Such an institution was lacking in the country which led to the birth of CNI. Ever since its establishment, CNI has tried to do its bit for the industry sector as well as the entire economy. CNI has already passed through the test phase. If you compare the achievements we have made over the past one decade with that of any other similar organization, then you will know how hard we have been trying to improve things. Since we focus on the manufacturing sector, we raise issues and problems faced by this sector.&nbsp;</p>
<p style="text-align: justify;">
	<strong>It is said that the main reason behind the lack of &nbsp;re-investment in Nepal’s manufacturing sector is its inability to compete with China and India. For this reason, many believe &nbsp;that manufacturing does not have prospects in Nepal and are therefore importing instead. What do you have to say?&nbsp;</strong></p>
<p style="text-align: justify;">
	I do not agree with this. Deurali Janata Pharmaceuticals &nbsp;(DJPL) is one example that &nbsp;will prove this hypothesis wrong. Though the state provides five per cent discount on the import of medicines, DJPL has been able to produce quality medicines at competitive prices. The company has grown over the years. There are many areas in manufacturing where we can be competitive. All we need to do is identify and develop products with &nbsp;comparative advantage.&nbsp;</p>
<p style="text-align: justify;">
	<strong>So, what are the areas were you see comparative advantage?&nbsp;</strong></p>
<p style="text-align: justify;">
	Now is the time to go for hi-tech products. We should be able to identify the industries which can develop technologies and can also be competitive, for example bio-pharmaceuticals, IT sector and the health sector. Hydropower and tourism are two other sectors with lots of prospects; they are growing. If we improve the quality of service in tourism, we can get more benefits even from the current number of tourist arrivals. We are indeed sandwiched between India and China, but we have a great bio-diversity which makes us a country with high potentials in high-value crops. Likewise, there is a great scope for innovation and investment in the agriculture sector. We need to develop agricultural lands as enterprises but we have been developing them as properties. Agriculture is the base of a number of manufacturing industries.&nbsp;</p>
<p style="text-align: justify;">
	<strong>The government has listed the three sectors you mentioned above as the priority sectors. Still, we are unable to exploit them. Why?&nbsp;</strong></p>
<p style="text-align: justify;">
	The political instability in the country has kept the investors at bay. It seems the investors are in the wait and watch mood now. They are waiting for our discourse on federalism, future economic policy etc to take a concrete shape. Politicians should understand that their speeches alone won’t bring investment to Nepal. It’s a country’s political and business environment and the right rules regulations and policies that draw investment. We lack all these things. How will investors come to Nepal?&nbsp;</p>
<p style="text-align: justify;">
	<strong>What are the fundamental reforms needed to develop these sectors?&nbsp;</strong></p>
<p style="text-align: justify;">
	A common understanding among the politicians on the country’s economic agenda is a must. Parties in the government as well as in the opposition should understand that there should be a clear economic agenda which clearly depicts the dos and don’ts. No significant investment will come to Nepal unless the politicians have a common economic agenda prepared without any prejudice against anyone. We also need to depoliticize the economic issues so that industry, trade, and employment generation could grow smoothly. We have to keep in mind that we need domestic as well as foreign investors.&nbsp;</p>
<p style="text-align: justify;">
	<strong>That means there is no hope for growth in investment?</strong></p>
<p style="text-align: justify;">
	If there were no hopes, we won’t be in this business anymore. What I want to say is we lost a very good time. After the popular uprising of April 2006, &nbsp;the international community has had positive expectations from Nepal; we have many helping hands around. &nbsp;But we have so far failed to understand this and cash in on the opportunity. We couldn’t learn to depoliticize economy and development.&nbsp;</p>
<p style="text-align: justify;">
	Moreover, the politicians &nbsp;haven’t learnt from the mistakes they made in the past. They have spent 15 long years repeating the same mistakes. But still we hope that the time is not as bad as some people assume today.&nbsp;</p>
<p style="text-align: justify;">
	<strong>But other countries which have gone through conflicts, for example Sri- Lanka, have made progress. Why couldn’t Nepal?&nbsp;</strong></p>
<p style="text-align: justify;">
	I want to say that the generation I belong to is worried about the young blood. This young generation which could create enterprise is fleeing the country; here, I am not talking about those who go abroad for employment. This has made a very serious impact on our economy. This is why our GDP hasn’t grown in a massive way. However, we should appreciate that we have a positive growth both in the GDP and state revenue. The number of people wishing to invest in Nepal is also growing slowly. &nbsp;</p>
<p style="text-align: justify;">
	Other countries which have progressed despite undergoing a conflict in recent times attached high priority to their economies even during the time of conflict, not to mention after the conflict. Conflict-hit countries like Sri-Lanka and Bangladesh were able to maintain their growths as they had attached high priority to their economies. The Bangladeshi Cabinet has five ministers from the private sector. Those people who did not contest the parliamentary elections but were considered to be the best managers are appointed as ministers there. But in Nepal everybody seems to be thinking that only politicians can become ministers.&nbsp;</p>
<p style="text-align: justify;">
	In Sri- Lanka, you find an amazing system of governance. Every Sri Lankan ministry has at least one advisor from the private sector; they had two advisors during the conflict period. The government in Nepal only seeks loyalty from the businessmen. The knowledge of the entrepreneurs, their professional abilities and skills are not given due respect. They are judged based on their political inclinations or affiliations. This is why the inputs from professionals and technical experts of the private sector have not reached the higher level.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Nepal has scored 50.2 on the economic freedom index 2012, becoming the 147th most-free economy in the world. How do you view this development in relation to the industrial environment in the country?</strong></p>
<p style="text-align: justify;">
	Regarding this issue, we have been focusing on a few things. One, we have been demanding that the Industrial Enterprises Act be amended according to the present needs. &nbsp;Two, &nbsp;the indicators of cost of doing business - for example corruption which is becoming socially acceptable - should be controlled. Three, as I mentioned already, the prime reason of the low ranking of our country on the economic freedom index is due to the unclear policies &nbsp;and the political instability. Things will improve once there is political stability.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How do you find the current business environment in Nepal in comparison with the time you joined in?</strong></p>
<p style="text-align: justify;">
	I came into business some 22 years ago. There are some sectors which have made progress over this period, for example, the pharmaceutical sector and the banking and finance sector. Today a good project in Nepal stands a better chance of getting financed because of the development in the banking sector. Another good development is the young generation grown up over the past 20 years is coming forward seeking opportunities in businesses. These young people want to create enterprise on their own and are ready to take risks.&nbsp;</p>
<p style="text-align: justify;">
	There is some negativity, too. The level of corruption has risen. There are people who enjoy in others’ income rather than earning by themselves. The politicians have over-politicized almost every sector including the industrial sector. The result is less productivity in terms of individual capacity and high indulgence of the entrepreneurs in politics. In every sector, a person who is politically motivated and affiliated is selected regardless of their capability.</p>
<p style="text-align: justify;">
	<strong>Why are the pharmaceutical companies not seen aggressive in efforts to export their products?</strong></p>
<p style="text-align: justify;">
	Registration of pharmaceutical products internationally is a very difficult process. For pharmaceutical products, like medicines, companies need to scientifically prove their products, assure the consumers that the products are safe, GMP certified and so on. Another reason that makes us apprehensive to accept orders is the fear of not being able to deliver the products on time. Because of problems like power shortage and unpredictable labour problems and strikes, we always question ourselves whether we would be able to deliver the orders on time.&nbsp;</p>
<p style="text-align: justify;">
	We have just around 20 years of history in the development of pharmaceutical products. Based on my experience, I can say that there is a long way to go for Nepal’s pharmaceutical industry. It’s a highly regulated business. Unlike &nbsp;India, Brazil, the US and many other countries, Nepal is not considered &nbsp;as a country which can produce high-value medicinal products. India took 40 years to enter the export market while China took 35. We are just into 20 or 22 years of entering the pharmaceutical business. We hope to enter the export market faster than that. &nbsp;</p>
<p style="text-align: justify;">
	<strong>Why is the problem of substandard drugs in Nepal unresolved?&nbsp;</strong></p>
<p style="text-align: justify;">
	The private sector alone cannot resolve this problem. We can just facilitate the government in this process. &nbsp;We have been organizing awareness programmes against substandard drugs. The government has the authority and the mechanism to control substandard medicines. The medicines that are available at the pharmacies need be monitored and controlled by the government. We are ready to help the government in this matter.&nbsp;</p>
<p style="text-align: justify;">
	<strong>How is DJPL presenting itself in the global market? What are your upcoming plans?&nbsp;</strong></p>
<p style="text-align: justify;">
	Our primary objective during these 20 years was to learn, make our technologies world class, and establish our business globally. Now that our foundation is ready, our next step is to help reduce the import of medicines, at least those medicines which Nepal can manufacture itself. There are many products which Nepal needs to produce itself. But since we have been importing them from other countries for ages, we have not really thought along these lines. Now is the time &nbsp;to think about substituting &nbsp;the import by producing quality products. The most important thing we want to do now is promote healthier living. We want to produce health products other than medicines – health supplements. &nbsp;Taking medications after falling sick is normal. However, there are products for a healthier life, products that help prevent sickness. We &nbsp;too can produce such products. &nbsp;&nbsp;</p>
<div style="text-align: justify;">
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			'title' => 'The Rise, Fall And Rise Of Malhotra',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><span style="text-align: justify;">By Gaurav Aryal</span></strong></p>
<p style="text-align: justify;">
	<span style="text-align: justify;"><img align="left" alt="" height="211" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra.jpg" style="margin:0 10px 0 0;" width="350" />Every journey is a reward. No matter how painful a journey may become, it takes one to a destination where one really wants to be. Deepak Malhotra has had a journey with more bitterness than anything else. Executive Chairman of International Marketing Services Pvt Ltd (IMS), Malhotra’s journey as an entrepreneur has been full of upheavals.&nbsp;</span></p>
<p style="text-align: justify;">
	He has tried his luck in numerous business ventures. Though most of them did not perform well, Malhotra is now on a safe haven of business. &nbsp;He thinks he is half the way towards achieving success although some of the sectors like housing where he has invested are not doing well. For Malhotra, success comes along with recognition, public relation and active involvement in work. IMS is the authorised distributor of Samsung mobiles for Nepal. IMS has its sister concerns that import, market and sell mobile phones and provide after-sales services.&nbsp;</p>
<p style="text-align: justify;">
	Along with IMS, Malhotra is part of numerous businesses mostly in partnership such as Silver Valley Developers Pvt Ltd, a housing development company and Ebisu Jewelleries, a jewellery showroom at Durbar Marg. He also imports SWC branded watches. All these companies are under an umbrella corporate house – the IMS Group. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra was in his school days when he started understanding the nitty-gritty of doing business. His father owned a hotel named Mansarovar when there were less than a dozen hotels in Nepal. Malhotra says that he started looking after some of the responsibilities in the hotel when he was still a school kid.</p>
<p style="text-align: justify;">
	It was in 1979 when Malhotra began a business of his own. He started off with importing watches. Malhotra, who has an avid interest in travelling, was on a tour to Hong Kong when the idea of trading clicked. He claims he did not borrow a single penny from his parents to start off his trading venture. Malhotra, however, recalls borrowing Rs 50,000 from his friends as the seed money for his initiative. He studied the market and the profit prospects and made a sole decision.&nbsp;</p>
<p style="text-align: justify;">
	It was just the beginning for him. Soon, he diversified his business and started importing products other than watches such as motor parts, salt, gold etc. Although it as his own brainchild, Malhotra believes, he drew subtle inspirations from his father to enter the corporate world.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra ventured into numerous sectors in the years that followed his trading initiative. It was around the mid 1990s when he produced three Nepali feature films. His first movie was Chahana, and the second was Sauta. He further invested in two other cinemas, Sannani and Ragat, along with a partner. He recalls, “None of those movies did good business. The movie market had not flourished in Nepal back then. And, I also realised that movie making is not my forte.”&nbsp;</p>
<p style="text-align: justify;">
	Then came the carpets. As carpet export was burgeoning, Malhotra was attracted to the lucrative business of wool carding and exporting carpets. However this too was short-lived. Then he began importing salt from India and selling it in the Nepali market under the brand name of Himali Noon. Malhotra claims that this initiative of his was able to break the monopoly of the state-owned Salt Trading Corporation (STC). “My entry as a new salt trader had created competition in the market. The consumers benefited from the reduced price of salt,” he recalls. Then the government introduced a vicious plan to drive away the private player to give the monopoly over salt trading back to the STC.</p>
<p style="text-align: justify;">
	In 1998, Malhotra turned his hands to the paging business. There were five companies offering pager services, but Malhotra’s DTI Paging had an edge over them as it provided its services throughout the country. But it seems he had entered the paging business at the wrong time. Mobile telephony had entered the country a year in advance - in 1997 – and the idea of paging soon proved obsolete. This was another setback in his business career.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra saw a huge prospect in what had killed his paging business – the mobile phones. And soon, &nbsp;he started importing handsets. He recalls those years when, unlike today, the import of mobile was not open. During those days, one had to acquire a license from the Ministry of Communication to import mobile phone sets. Mlahotra got this license and started importing handsets manufactured by brands like Nokia, Panasonic, Motorola and Samsung. In 2001, IMS was appointed the authorised distributor of Samsung mobiles for Nepal. Since then, it has been importing and selling Samsung mobiles in Nepal. With the giant leap of Samsung brand worldwide, this brand has regained its number one position in Nepal too, according to Malhotra. With the growing popularity of the Samsung brand, Malhotra’s has a steady business. He has taken a positive turn, after facing one failure after another.&nbsp;</p>
<p style="text-align: justify;">
	Though the Samsung watches were discontinued and renamed as SWC Watches, his company is trading in this Korean watch brand even today. Meanwhile, with the boom of the housing industry in 2008, Malhotra invested in the housing sector as well. Silver City Apartments is under construction under his builder Silver Valley Developers. However the housing sector too is not doing well at the moment.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that most of his past business ventures failed because he went after his whims and tied up with the wrong partners. However, he thinks most of his past ventures failed because of external factors rather than any weakness in his managerial skills. “The trading business that I initiated is doing well even today,” he says, “All those incidents taught me that it is useless to venture into a new area without properly understanding it.” So, he suggests others not to start any project without understanding its fundamentals. He also prescribes to do those things which can be kept in a tight grip and not try to do everything at once. &nbsp;</p>
<p style="text-align: justify;">
	Malhotra is happy with what he has today. He is determined to continue the mobile phone trading. Along with it, he is planning to step into new sectors where the entire country sees prospects –tourism, hydropower and agriculture. He believes these are the best three sectors that can push Nepal towards development. However, he expects the government to create basic infrastructures so that the private sector can do the rest.&nbsp;</p>
<p style="text-align: justify;">
	What would he be doing had he not entered business? “Probably, I would be in politics,” he says jokingly, recalling his days at &nbsp;Shanker Dev Campus where he did some student politics. “If I failed in politics, I would continue my father’s business,” he is quick to add. He &nbsp;now indeed has plans to invest in the hotel industry too. Malhotra says he is an independent citizen and thinks that a businessperson should not be involved in active politics.</p>
<p style="text-align: justify;">
	No matter what life brought to him, Malhotra believes he never left the policy of truth. At the times of difficulty, he says he received the support from his close friends and family members. “They always have trust and belief in me,” he appreciates them.&nbsp;</p>
<p style="text-align: justify;">
	The only regret he has in his life is his inability to recognise the pretence of Rasendra Bhattarai. Malhotra says he wasted his time and resources believing in Bhattarai, who proved to be nothing but a hoax at the end.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra believes that management is the most important element in running a business house. So, he has dedicated all his management, distribution and marketing tasks to the management team while he looks after the financial matters and monitors as well as guides the team.&nbsp;</p>
<p style="text-align: justify;">
	He plans to hand over some of his responsibilities to his son who is soon returning after completing his studies in the United Kingdom. However, &nbsp;he wants to remain an active part of the business before he retires at 70. “As of now, the decision making &nbsp;is centralised in me. But I will be soon giving the decision making authority to my son,” he shares his plans. There are around 200 employees working under Malhotra at present. To cheer up the employees, his company has provisions of declaring the employee of the month and also the employee of the year. He says those who win these titles get attractive incentives. The company also organises various motivational programmes throughout the year, every year.&nbsp;</p>
<p style="text-align: justify;">
	Malhotra is a sort of workaholic. He spends his weekdays working while he loves to spend his Saturdays with his family. However, he prefers completing his pending works on Saturday. Malhotra likes to keep himself socially active. He is also the senior Vice President of Club Fifty where cohorts in their 50s take part in various philanthropic activities. The club organises free health camps in the villages and distributes aids like wheelchairs to the physically challenged people.</p>
<p style="text-align: justify;">
	<img alt="" height="252" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/personality_malhotra(1).jpg" width="300" /></p>
<p style="text-align: justify;">
	<strong style="font-size: 14px; color: rgb(255, 0, 0);">Personal side</strong></p>
<p>
	•<span class="Apple-tab-span" style="white-space:pre"> </span>&nbsp;Loves travelling</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Prefers going on a vacation at least once a year</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Works from home until 1 pm&nbsp;</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Socially active and likes to attend parties</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves Sports</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Played for an A-Division football Club – Sundhara</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Advisor to Manang Marshyangdi Club and Patron of Boys Union Club</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Can’t keep anything secret</p>
<p>
	• <span class="Apple-tab-span" style="white-space:pre"> </span>Loves latest and trendy gadgets and uses Samsung Galaxy SIII</p>',
			'published' => true,
			'created' => '2013-03-14',
			'modified' => '2013-03-14',
			'keywords' => '',
			'description' => 'Everything that begins eventually comes to an end. This is true about success or failure as well. Deepak Malhotra dared to fight against the failures that came to him. Though the journey he has walked in his life was not a fun filled journey, it has definitely been a thrilling voyage.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '813',
			'article_category_id' => '57',
			'title' => 'Media Brands',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong style="text-align: justify;">By Sajag Karki</strong></p>
<p style="text-align: justify;">
	Whenever we think of international news, the first thing that comes to our mind is BBC (British Broadcasting Corporation) and CNN (Cable News Network) – the two leading broadcast media brands in the world that are instantly recognized by their acronyms. Whenever, there &nbsp;is any breaking news related to politics, natural disasters or any other significant international development, most people watch either of these two news channels. Though viewers might get the initial news from the local media, to confirm any big event they always turn to the big guns of the news world. Even the local media of many countries consider &nbsp;BBC and CNN as a benchmark for accurate, reliable information. CNN has positioned itself as a medium for hard, unbiased news coming straight from the source. Its flagship shows like Larry King live and Anderson Cooper 360 have enhanced its popularity across the world. Its social responsive programmes “project green” and “CNN heroes” have made it a medium for social change, trying to make the world a better place. Speaking of CNN heroes, two Nepali women have already been awarded with this prestigious title which encourages the youth in a developing nation like ours.&nbsp;</p>
<p style="text-align: justify;">
	BBC on the other hand is an immensely popular news brand. It’s known for its impartial news coverage, entertainment programmes and its website, too, is very popular. Apart from the national and world news, its popular programmes are “Hard Talk”, Newsnight and “Impact Asia” among others. Hard talk, hosted by celebrity presenter Stephen Sackur, is an in-depth, half-hour-long one on one interview show. “Impact Asia”, presented by Mishal Husain, is a mix of breaking news, debate and analysis using BBC’s range of correspondents based in the Asia Pacific and across the world. Since its inception in 1922, there has been no looking back for BBC’s highly trustworthy news service. It is the largest broadcaster in the world with 23,00 staff members and representatives spread across &nbsp;the world. Founded in 1980, CNN is much younger than BBC. But, as CNN’s slogan - “the worldwide leader in news” - says, it is not far behind the BBC in any way. It was the first channel to provide 24-hour news coverage and the first all-news TV channel in the United States.&nbsp;</p>
<p style="text-align: justify;">
	The popularity that these two news brands have earned over the years speaks volumes about their credibility and the people’s trust in them. They are not just corporations but a broadcaster with responsibility to bring positive change in their localities and influence the world with their social initiatives. It seems the Nepali media has finally taken its cue from these global leaders of the news world. For example, Kantipur, Nepal’s leading media house, recently came up with its social initiative named ‘One Nepali One Resolution’. The campaign was able to spread the message of taking responsibility of one’s actions by making one resolution and not to blame the government, the political parties or anyone for that matter.&nbsp;</p>
<p style="text-align: justify;">
	Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands like the BBC and CNN that viewers worl-wide count on for the news that matters. &nbsp; &nbsp; &nbsp;&nbsp;</p>
<p style="text-align: justify;">
	The article is based on research and the author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com</p>',
			'published' => true,
			'created' => '2013-03-14',
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			'keywords' => '',
			'description' => 'Responsible journalism, swift accurate news, sensible brand positioning, celebrity presenters and popular programmes contribute to building brands.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '811',
			'article_category_id' => '41',
			'title' => 'Warehousing Problems: Insufficient Pre-requisites',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	By Chittaranjan Pandey</p>
<p style="text-align: justify;">
	<span style="text-align: justify;">Commodities exchanges in Nepal are handicapped by the lack of a warehouse receipt system to help the country’s agricultural development. The Nepali media recently launched a tirade of criticisms against the commodity exchanges in Nepal. One of the main points of that criticism was that the exchanges have not included the local agro-products, or any local product for that matter, in the list of commodities traded on their systems and that they are just making the investors trade in foreign commodities. The media also questioned the process of deriving the prices of the foreign commodities quoted in these exchanges. But unfortunately not even once did anybody try to know why the local products have not &nbsp;been introduced to the trading systems of these exchanges.&nbsp;</span></p>
<p style="text-align: justify;">
	The answer is simple. These exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same. Yes, the Secured Transaction Act 2063 BS does list “Warehouse Receipts” as one of the tradable instruments. But just listing the name “Warehouse Receipt” in the law is not enough to hope that such receipts will be actually traded in the market.&nbsp;</p>
<p style="text-align: justify;">
	The flowchart given here presents an ideal system required to make warehouse receipts tradable. There are many infrastructural shortcomings we face in this regard. A commodity exchange is essential for this system but not sufficient. &nbsp;Like in any other market, the primary requirements here are the buyers and sellers. Then we need financial institutions like commercial banks. And we need a policy from the central bank that allows the banks to treat warehouse receipts as tradable (negotiable) instruments.&nbsp;</p>
<p style="text-align: justify;">
	The issue with the commercial banks now is that they want to know who will take the responsibility if the products in the warehouse are not sold. So, we need the Insurance Board to come up with a policy that makes the insurance companies insure the agro-products stored in the warehouse. But as the situation is today, the insurance companies do not want to insure agro-products stored in the warehouse because of the higher risks.&nbsp;</p>
<p style="text-align: justify;">
	Next, we need a public authority assigned with the task of licensing and regulating the warehouses that store agro-products and issue the warehouse receipts. We also need a proper market channel; a proper Supply Chain Management System. This requires competent transport companies that can deliver the goods to the buyers. Also required is a strong rule of law so that the transport companies are not obstructed anywhere on the roads while they are carrying the goods to their destinations. &nbsp;</p>
<p style="text-align: justify;">
	Thus, for the local agro-products to be traded on the systems of these commodities exchanges, the basic pre-requisites are: a proper mechanism for warehouse receipt issuance and a proper mechanism for warehouse receipt financing. Agriculture, a less valued occupation at present, will be valued higher only when these systems are in place. A culture of commercial farming has actually started in the country but we still need a proper supply chain for this trend of commercial farming to thrive. A commodity exchange can help in this and eliminate the current system in which the number of intermediaries in the supply chain is unnecessarily high. Reduction in the number of intermediaries will bring the prices of agro-commodities up for the farmers and &nbsp;down for the consumers to a reasonable level. And this is possible once the general public and the policy makers think about it seriously.</p>
<p style="text-align: justify;">
	<img alt="" height="458" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/regulated_warehouse_receipt_system.jpg" width="512" /></p>
<p style="text-align: justify;">
	<span style="font-size:12px;"><strong>Mr. Pandey is Asst. Manager, Research &amp; Development Department in Mercantile Exchange Nepal Limited. He can be contacted at r&amp;d@mexnepal.com.</strong></span></p>',
			'published' => true,
			'created' => '2013-03-14',
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			'keywords' => '',
			'description' => 'Commodity exchanges are not able to introduce the local commodities in their trading systems because of the lack of the necessary legal provision for the same.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '810',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><span style="color: rgb(255, 0, 0);"><strong>Newcomers</strong></span></span></p>
<p>
	<strong><img align="left" alt="" height="125" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/krishna.jpg" style="margin:0 10px 10px 0; padding:5px;" width="105" />Krishna Bahadur Manandhar</strong> has been appointed as Chairperson of Nabil Bank Limited replacing, former Chairperson, Satyandra Pyara Shrestha.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="121" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kailash.jpg" style="margin:0 10px 10px 0; padding:5px;" width="99" />Kailash Ghimire</strong> has joined Zydus Wellness (Consumer division of Zydus Cadila) as Country Manager – Nepal. Earlier, he was National Sales &amp; Marketing Manager in Khajurico Nepal Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="123" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/asgar.jpg" style="margin:0 10px 10px 0; padding:5px;" width="100" />Asgar Ali </strong>has joined FonePay Pvt Ltd as CEO. &nbsp;FonePay is established primarily to convert mobile into wallet to make payments and send/receive money through mobile phone. Earlier, he was Vice – President at F1soft International.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="94" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/dipesh(1).jpg" style="margin:0 10px 10px 0; padding:5px;" width="77" />Dipesh KC</strong> has rejoined The Everest Hotel as Director - Food &amp; Beverage. Earlier, he had gone to White Sands Hotel, Tanjania as EAM – F &amp; B &nbsp;&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Sandeep Chachan</strong> has joined Continental Trading Enterprises Pvt. Ltd. as Executive Director. Earlier, he was Executive Director at Morang Auto Works Enterprises Pvt Ltd.&nbsp;</p>
<p>
	<strong>Jyoti Prasad Adhikari</strong> has joined Chaudhary Group (CG) as General Manager, Corporate Affairs. Earlier he was in the Government Service and has worked in The Office of the Prime Minister and Council of Ministers, Ministry of Foreign Affairs, Ministry of Finance and Ministry of Home Affairs.</p>
<p>
	<strong>Ashesh K Sharma</strong> has joined Chaudhary Group as DGM – Corporate HR.</p>
<p>
	<strong>Silpi Joshi</strong> has joined Yeti Airlines as Marketing Manager.</p>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;"><br />
	</strong></div>
<div>
	<strong style="color: rgb(255, 0, 0); font-size: 14px;">Newcomers at BB Airways Pvt Ltd</strong></div>
<p>
	 </p>
<p>
	<strong><img align="left" alt="" height="124" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/vinaya.jpg" style="margin: 0 10px 0 0;padding:5px;" width="100" />Vinaya Shakya</strong> has joined BB Airways Pvt Ltd as Senior Manager – Marketing &amp; Reservation. Earlier, he was Senior Manager – Marketing at Yeti Airlines Domestic Pvt Ltd.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="128" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhakar.jpg" style="margin: 0 10px 0 0;padding:5px;" width="104" /></strong></p>
<p>
	<strong>Prabhakar Khadka</strong> has joined BB Airways Pvt Ltd as Manager – Marketing. Earlier, he was Manager – Marketing at Explore Himalaya Travel &amp; Adventure.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="" height="110" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ujwal.jpg" style="margin: 0 10px 0 0;padding:5px;" width="90" /></strong></p>
<p>
	<strong>Ujwal Ghimire&nbsp;</strong>has joined BB Airways Pvt Ltd as Manager – Brand &amp; Promotion. Earlier, he was Assistant Manager – Marketing at Asia Pacific Communication Associates Nepal Pvt. Ltd.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>',
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			'created' => '2013-03-14',
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			'keywords' => '',
			'description' => 'New Appointments, Promotions, Transfers and Rejoins within organisation.',
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file not found!

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FOREX

Currency	Unit	Buy	Sell
U.S. Dollar	1	121.23	121.83
European Euro	1	131.65	132.31
UK Pound Sterling	1	142.47	143.18
Swiss Franc	1	124.29	124.90
Australian Dollar	1	71.69	72.05
Canadian Dollar	1	83.90	84.32
Japanese Yen	10	10.94	11.00
Chinese Yuan	1	17.17	17.26
Saudi Arabian Riyal	1	32.27	32.43
UAE Dirham	1	33.01	33.17
Malaysian Ringgit	1	27.36	27.50
South Korean Won	100	9.77	9.82

Update: 2020-03-25 | Source: Nepal Rastra Bank (NRB)

Bullion

Fine Gold	1 tola	77000.00
Tejabi Gold	1 tola	76700.00
Silver	1 tola	720.00

Update : 2020-03-25

Source: Federation of Nepal Gold and Silver Dealers' Association

Petroleum

Petrol	1 Liter	106.00
Diesel	1 Liter	95.00
Kerosene	1 Liter	95.00
LP Gas	1 Cylinder	1375.00