IFC Loan Of $6.9 Million To Buddha Air

Nov 30, -0001 0 1 minutes 10 seconds to read

…

Corporate Movements August 2012

Nov 30, -0001 0 3 minutes 46 seconds to read

…

Biztoon/Voices August 2012

Nov 30, -0001 0 2 minutes 40 seconds to read

…

Feedback August 2012

Nov 30, -0001 0 5 minutes 24 seconds to read

…

Chandra Prasad Dhakal

Nov 30, -0001 4 14 minutes 2 seconds to read

…

E-merged Banks

Nov 30, -0001 2 3 minutes 18 seconds to read

…

The IT Man

Nov 30, -0001 0 7 minutes 12 seconds to read

…

Movie Sequels

Nov 30, -0001 1 3 minutes 45 seconds to read

…

Investors Welcome 4th Quarter

Nov 30, -0001 0 2 minutes 32 seconds to read

…

Chilime Hydropower : Dreaming Large

Nov 30, -0001 2 7 minutes 35 seconds to read

…

Communication An Important Success Factor

Nov 30, -0001 0 6 minutes 55 seconds to read

…

ISO 9001 Standard

Nov 30, -0001 0 8 minutes 29 seconds to read

…

Discussion Of Negotiating

Nov 30, -0001 0 6 minutes 22 seconds to read

…

Quality As Craftsmanship

Nov 30, -0001 0 9 minutes 54 seconds to read

…

‘Certification Is Equally Important For All Organizations’

Nov 30, -0001 0 5 minutes 55 seconds to read

…

< previous133013311332133313341335133613371338next >

No Laughing Matter

The Sweet Rewards of Power

By Madan Lamsal

. . .
read more »

NEPSE

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			'title' => 'IFC Loan Of $6.9 Million To Buddha Air',
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			'summary' => null,
			'content' => '<p>
	IFC, a member of the World Bank Group, is providing a $6.9 million loan to Buddha Air in order to help the airline offer improved air travel connectivity in Nepal. IFC's loan will enable Buddha Air to purchase a second ATR-72 aircraft, strengthening the company's operations in the country. <br />
	<br />
	"IFC's second investment in Buddha Air will help us consolidate our services in the region," said Birendra Bahadur Basnet, Managing Director of Buddha Air. Improved air services refer to more options for tourists, and better connectivity for Nepal's population, added Basnet. According to him, improving air travel is essential for better domestic and international connectivity in Nepal because of the country's mountainous terrain. <br />
	<br />
	"Addressing the huge demand for infrastructure in Nepal is a strategic priority for IFC," said Anita George, IFC's Asia Director for Infrastructure and Natural Resources. "Our repeated investment in Buddha Air will help the company offer more travel options and reduce travel duration for Nepali citizens." <br />
	<br />
	<br />
	Buddha Air received a loan of $10 million from IFC in 2008 to purchase two ATR-42 aircrafts and construct a closed-door hangar at the Tribhuvan International Airport (TIA). The airline serves 10 domestic destinations. Incorporated in Nepal in 1996, Buddha Air operates domestic passenger flights between Kathmandu and other regional airports of Nepal. It also runs sightseeing flights to Mount Everest, offering an onboard view of the world's highest peak. </p>',
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			'title' => 'Corporate Movements August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><br />
	Newcomers <br />
	</strong><br />
	<img alt="osman tarun" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/OSMAN-TURAN.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>OSMAN TURAN </strong>has been appointed as the Chief Executive Officer of Ncell replacing Pasi Koistinen who has been transferred to Georgia as the CEO of GeoCell. Earlier, Turan was the General Manager of GeoCell. <br />
	<br />
	<img alt="kamal gautam" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/KAMAL-GAUTAM.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>KAMAL GAUTAM</strong> has been appointed as the Chief Executive Officer of Infrastructure Development Bank Ltd replacing Dr Indra Humagain. Earlier, Gautam was Senior Manager of Sunrise Bank Ltd. <br />
	<br />
	<img alt="shekhar baral" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SHEKHAR-BARAL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>SHEKHAR BARAL </strong>has been appointed as the General Manager of Lumbini General Insurance Company Ltd. Earlier, he was General Manager of Surya Life Insurance Company Ltd. <br />
	<br />
	<img alt="deependra bahadur singh" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DEEPENDRA-BAHADUR-SINGH.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DEEPENDRA BAHADUR SINGH </strong>has joined Om Finance Limited as Deputy General Manager. Earlier, he was General Manager at Premier Finance Limited. <br />
	<br />
	<br />
	<strong>ASHWINI ACHARYA </strong>has joined Atithi Resort &amp; Spa as Vice President. Earlier, he was Senior Director, Sales &amp; Marketing at The Everest Hotel. <br />
	<br />
	<br />
	<strong>KIRAN MANANDHAR</strong> has joined Landmark, Pokhara as Operations Manager. Earlier, he was Front Office Manager in The Everest Hotel. <br />
	<br />
	<br />
	<strong>SURAJ KHANAL </strong>has joined Landmark, Pokhara as Director, Sales &amp; Marketing. Earlier, he was Sales and Marketing Manager at The Everest Hotel. <br />
	<br />
	<img alt="dhruba timsina" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DHURBA-TIMSINA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DHURBA TIMSINA </strong>has joined Siddartha Capital Ltd. as Chief Executive Officer. Earlier, he was officer at the Securities Board of Nepal (SEBON).</p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Newcomers at Skinlovers Cosmetic Pvt Ltd <br />
	</strong><br />
	<img alt="dbgurung" border="1" height="121" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/D-B-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>D B GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Chief Executive Officer. <br />
	<br />
	<img alt="sabina gurung" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SABINA-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong> SABINA GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Managing Director. <br />
	 </p>
<p>
	 </p>
<p>
	<br />
	<strong>Promotions <br />
	<br />
	<br />
	</strong><br />
	<img alt="jyoti prakash pandey" border="1" height="126" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/JYOTI-PRAKASH-PANDEY.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>JYOTI PRAKASH PANDEY </strong>has been promoted as Chief Executive Officer of Nepal Investment Bank Ltd after Prithivi Bahadur Pande stepped down from the position to remain as the Non-Executive Chairman. Earlier, Pandey was General Manager in the bank. <br />
	<br />
	<br />
	<img alt="vivak jha" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/VIVEK-JHA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>VIVEK JHA </strong>has been promoted as Chief Executive Officer of Nepal Life Insurance Company Limited. Earlier, he was the General Manager at Nepal Life Insurance Company Limited. <br />
	<br />
	<img alt="raj kumar kc" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJ-KUMAR-KC.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>RAJ KUMAR KC&nbsp; </strong>Operation Manager of Hotel Barahi Pokhara has been promoted as Executive Manager. <br />
	<br />
	<strong><br />
	Resigned <br />
	</strong><br />
	<br />
	<strong>DEEPESH KC, </strong>Food &amp; Beverage Manager of The Everest Hotel has gone to Tanzania to work as EAM, Food &amp; Beverage in an upscale hotel White Sands. <br />
	<br />
	<br />
	<strong>LAXMAN KHADKA, </strong>General Manager of Landmark, Pokhara has left the company to free himself to look after Hotel Space Mountain of Nagarkot that his group has recently purchased. <br />
	 </p>
<p>
	<br />
	<strong>Government Movement <br />
	</strong><br />
	<img alt="" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/BHESH-RAJ-KADEL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>BHESH RAJ KADEL </strong>has resigned as the Chairman of Nepal Telecommunications Authority. <br />
	<br />
	<strong><br />
	Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage.com. P O Box: 14197, Kathmandu. <br />
	</strong><br />
	<br />
	 </p>',
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			'article_category_id' => '34',
			'title' => 'Biztoon/Voices August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-weight: bold;">August 2012<br />
	<br />
	<br />
	<img alt="" border="1" hspace="5" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/biztoon-august2012.jpg" style="width: 462px; height: 288px;" vspace="5" /></span></p>
<p>
	<br />
	<br />
	<br />
	&nbsp;</p>
<p>
	<br />
	<span style="color:#f00;"><strong><span style="font-size: 16px;">Voices</span></strong></span></p>
<p>
	<br />
	<strong><strong>&lsquo;The metropolitan city has not been able to spend development aid&rsquo;<br />
	<br />
	<img alt="dinesh kumar thapalitya" border="1" height="123" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dinesh(1).jpg" vspace="5" width="100" /></strong><br />
	<br />
	Dinesh Kumar Thapaliya, </strong>Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	&nbsp;</p>
<p>
	<strong>&lsquo;The intellectual level of Nepalis is among the best in the world&rsquo;<br />
	<br />
	Prashant Ghimire, </strong>Vice Principal of Advanced Engineering College, explaining that the intellectual level of Nepal-born people is at par with the world average and it&rsquo;s basically the implementation part that the country lacks in.&nbsp;</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<br />
	<strong>&lsquo;The NRNs are interested in short term investment in Nepal&rsquo;<br />
	<br />
	<img alt="" border="1" height="120" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/devmanhirachan.jpg" vspace="5" width="100" /><br />
	<br />
	Dev Man Hirachan, </strong>Chief Patron of Non Resident Nepali (NRN) Association, elaborating that the Nepalis living abroad are not keen on invest in big scale projects given the current political instability in the country</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Businesses in Nepal now perceive IT investment as a strategic decision&rsquo;<br />
	<br />
	Amit Malik, </strong>Vice President of Sales at Cisco India &amp; SAARC, saying that there is a clear change in the mindset of business in the country and they now look at IT investment as a decision that can enable them to fulfil their business needs.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Let&rsquo;s change the face of the Kathmandu Valley&rsquo;<br />
	<br />
	<img alt="" border="1" height="118" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavsthapit.jpg" vspace="5" width="100" /></strong></p>
<p>
	<strong>Keshav Sthapit, </strong>Development Commissioner of Kathmandu Valley Development Authority, informing that he has 50 projects in his mind which will be executed during his tenure of five years.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<strong>&lsquo;Political parties should agree on a common economic agenda&rsquo; </strong><br />
	<br />
	<img alt="" border="1" height="109" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dr_chrinjibinepal.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>Dr Chiranjibi Nepal, </strong>General Secretary of Nepal Economic Association, recommending that the government together with all the major political parties should come up with a common economic agenda and that all should make a commitment to adhere to it.<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2013-10-20',
			'keywords' => '',
			'description' => 'Dinesh Kumar Thapaliya, Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.',
			'sortorder' => '575',
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		'Article' => array(
			'id' => '677',
			'article_category_id' => '50',
			'title' => 'Feedback August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="" border="1" height="362" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback_july2012.jpg" vspace="5" width="300" /><br />
	<br />
	<strong>Nepal In The Grip Of Electricity Crisis<br />
	</strong><br />
	Nepal saw the last electricity crisis of the last millennium in 1999 and with the commissioning of Khimti project in 2000, there was no load shedding through till 2005. Earlier, NEA used to ascribe load shedding to “no water in rivers.” However, since the last wet season, Nepal had to suffer from load shedding even while she had to struggle with the “flood” problem. With no electricity for 16 hours a day, the last dry season was the worst so far. <br />
	<br />
	Although the concerned ministry claims that the ongoing power shortage will come to an end by 2017 as mentioned in the New Business Age – Biz News section in the July issue, the load shedding will not vanish just as yet. If projects, god forbid, do not materialise as envisaged, a time will come when people will start talking about the time electricity will be available (like water in the taps), rather than when electricity will not be available. A part of the load-shedding problem can be attributed to construction delays. The load shedding is not happening because the decision makers are unable to figure out what will be the demand for the years to come or such data is not available to them. If the status quo is to continue, Nepal will be condemned to have it as a standard phenomenon. It is because correct decisions with regard to policy as well as with regard to the start dates of implementation of specific projects to augment generation capacity – are not taken at appropriate time. The need of the hour is to have a paradigm shift in this regard. <br />
	<br />
	<br />
	<strong>Manisha Gurung, Dharan, Sunsari <br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Nepali Aviation Ind ustry </strong><br />
	<br />
	<em>The July issue of New Business Age saw much effort in the cover story. </em>I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story. You have done an incredibly fine job in this issue too. International airlines are growing in Nepal because they find huge potential in the Nepali market. However, I doubt the business of international airlines having smooth continuation since there are more airlines to come in the Nepali sky and the competition is going to grow further. <br />
	<br />
	If only the airlines could focus on bringing more tourists and develop a sustainable market here rather than depend only on the labour market. The Civil Aviation Authority of Nepal (CAAN) has a lot more to do in the future for upgrading domestic and international air service in Nepal. Establishing an international airport in Nijgadh is not enough. CAAN must have big plans for long term development of civil aviation sector in Nepal. <br />
	<br />
	The development of air service in Nepal is not possible if CAAN only manages to make Nijgadh another Tribhuvan International Airport (TIA). The condition of Nepal Airlines Corporation (NAC) as described in the story is pitiful. The purchase of new aircrafts in NAC has always been full of controversies. If NAC too follows the business strategies as carried out by other international airlines, it can bring back its glory of yesteryears. <br />
	<br />
	<strong><br />
	Govinda Poudyal, Kupondole, Lalitpur <br />
	<br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<br />
	<strong> Mustang Madness <br />
	</strong><br />
	The whole of Nepal is waiting eagerly for the new PM with new hopes and aspirations but who benefits? It’s not the people for sure. It’s the smart industrialists who play their cards well enough to give their vehicles like Mustang, the biggest publicity it could ever hope to get. Within two days, the sale of Mustang skyrocketed to clear all vehicles they were holding in stock Advertising has always been a big industry in Nepal and now this new publicity stunt throws a totally different spin to the game. According to observers, Mustang is a reasonably cheap car at Rs 1.7 million. Some observers have noted that since it is manufactured in the country, its price should be lower since they don’t have to pay a hefty tax similar to the imported vehicles. The purchase of the vehicle in question has not been determined. It could very well have been a gift by the industrialist. <br />
	<strong><br />
	Sundar Gorkhali, Kapan, Kathmandu </strong><br />
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<br />
	<strong>Hiding the Cover Page <br />
	</strong><br />
	Although the magazine is worthy in its content, it must look good when it comes out in the market. I found your August 2012 issue rich in content but there is something which I must share with you. The design of the cover was okay but there were too many words almost covering the whole magazine. It would have looked better if the font size of the highlights were made a little smaller. I also did not like the dark blue colour in your cover. It is unclear whether the cover picture has kept the background image of the cloud or the mountains. What I liked is the front page which has made the magazine at par with international standards. It looked as if you were not putting efforts on designing the cover page but instead hiding it under the attractive cover of the advertisement. <br />
	<br />
	<strong>Sundar Gorkhali, Birgunj<br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Corrigendum </strong><br />
	<br />
	Mr Kanishka Dasgupta, the Country Manager of FICCI for Nepal, informed that he was never associated with Microsoft Corporation as mentioned in the July 2012 issue of New Business Age under the ‘Corporate Movements’ section. He also said that before his current position at FICCI, he was with G&amp;D Communication (Feb 2010-May 2012). <br />
	<strong><br />
	The error is regretted<br />
	<br />
	Editor <br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>',
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			'modified' => '2012-10-10',
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			'description' => 'The July issue of New Business Age saw much effort in the cover story. I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story.',
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			'content' => '<p>
	<span style="font-size: 14px;"><strong><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>The Three-way Merger Has Consolidated The Global IME Bank’</strong></span></p>
<p>
	<span style="font-size:14px;"><strong><br />
	<br />
	</strong></span></p>
<p>
	<strong><img alt="interview" border="1" height="371" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/interview(7).jpg" vspace="5" width="300" /><br />
	<br />
	Chandra Prasad Dhakal <br />
	Chairman <br />
	Global IME Bank <br />
	</strong><br />
	<br />
	Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI. He is also a member of the Nepal Investment Board constituted by the Government, besides being an honorary consul for Indonesia. He is currently looking forward to explore business expansion in association with Nepali as well as foreign companies. In an interview with New Business Age, Dhakal talked about recent three-way merger among Global Bank, IME Finance and Lord Buddha Finance creating the Global IME Bank and prescribed measures of bringing remittances through formal banking channels, among a host of other issues. Excerpts: <br />
	<br />
	<strong><br />
	While mergers in Nepali BFIs are usually between two companies, yours is a three-way merger. How did that become possible? <br />
	</strong><br />
	First, we were convinced with the fact that a merger between banks and financial institutions (BFIs) can certainly add value into the eventual entity as we have seen from the latest merger trend. A merger between two companies is normal but for the first time in the history of Nepali BFIs, Global Bank signed a merger agreement with two other financial institutions. At the beginning of the process, we had Global Bank and IME Financial Institution had signed a memorandum of understanding and later, the promoters of Lord Buddha Financial Institution submitted their merger proposal in a meeting with the Global Bank management. Thus, the successful completion of the process of all three companies led to the formation of Global IME Bank. The amalgamation of the three companies has made Global IME Bank stronger in terms of the capital assets, networking, product diversity and quality of customer services. As the promoters of all three institutions are from different sectors, it has created a synergy for us to explore new business sectors with possible expansion plans. The Global IME Group is strongly committed to provide its banking and other financial services to areas that are thus far deprived of formal financial services. <br />
	<br />
	<br />
	<strong>Where would the Global IME Bank like to focus after becoming such a stronger new entity after the merger? <br />
	</strong><br />
	The Global Bank already had a strong presence in the industry and that has been further fortified in terms of networking following the merger. Now Global IME Bank is the only private sector commercial bank with the most extensive network of 62 branch offices in 13 zones. We are resolute enough to extend financial services through our innovative products in both urban and rural areas. We would be utilizing our potential to explore new areas of investment covering almost every possible productive sectors of Nepal. Along with it, in the medium or long term, we aspire to establish at least one branch office in each district of Nepal. Retail banking is one of the top agendas in our priority list. <br />
	<br />
	<br />
	<strong>The bank has issued debentures worth Rs 400 million as part of a strategy to expand the capital base. Do you have any specific investment plan for that fund? <br />
	</strong><br />
	The paid up capital of Global IME Bank has augmented to Rs 2.18 billion after the merger of the three companies. And with the debentures issued worth Rs 400 million, our overall capital size has reached Rs 2.58 billion. The increased capital base will definitely support our business expansion plans in the future in national as well as international levels. We are planning to aggressively expand our businesses in the areas that other commercial banks in Nepal have not explored so far. <br />
	<br />
	For example, agriculture is a very important sector of our economy. However, the private sector investment in this sector including those of BFIs is very negligible so far. Unlike other commercial banks, we are taking a different approach to increase investment in the agriculture sector. Currently, most commercial banks are focusing on businesses of more organized sector and corporate clients as their main transaction base. Departing from this trend, Global IME Bank has plans to finance agriculture and related productive sectors for their development to the fullest potential. <br />
	<br />
	It is evident by now that the financial services to the agro sector from the state owned banks alone is not enough for developing the agriculture sector so long as it can contribute more to the national economy. By financing for the commercialization of the agriculture, Global IME Bank would also be supporting the government plans and policies to increase the contribution of the agricultural sector to country’s GDP. Besides this, we will soon start to work towards minimizing operational risk of the Bank by focusing more on retail banking. This means our main transaction base for both deposit and lending will be the common people, although we will not shy away from corporate and institutional banking.</p>
<p>
	<br />
	<strong>Benefits of the merger apart, grievances and disputes too come up in the process among promoters of different institutions as well as at the top-level management and employees. How did you handle the situation? <br />
	<br />
	</strong>After the merger, the number of staffs under the Global IME Group has increased for sure. Managing all the employees of the three companies that were in existence before the merger has been indeed a very challenging task for us. However, we have received support from all levels of employees including the Chief Executive Officers of all the three companies, the board of directors and other stakeholders of all three entities. Employees as well as our promoters are aware that after the introduction of comprehensive merger bylaws by the central bank, a class ‘A’ bank has successfully merged with two other class ‘C’ financial institutions for the first time in Nepal’s financial history. This, in fact, is a historical achievement for the entire system. Everyone involved in this process has put his/her priority second to the very goal of merger among these institutions. I am confident that there will be no grievances amongst our promoters and the employees in the future as well. <br />
	<br />
	<br />
	<strong>You also have a very strong presence in Nepal’s inbound remittance business. How is the remittance industry doing at present? <br />
	</strong><br />
	The current fiscal year has witnessed a 36 per cent growth in the inflow of remittances. It is comparatively higher than the growth rate of the previous years. The flow of remittance has grown substantially in recent years due to the increased number of Nepalis going abroad for employment. Likewise, the recent appreciation in the value of dollar is also responsible for growing figures on remittance income. It is sad but true that the existing political instability and constitutional vacuum will continue to create unemployment in the days to come. Hence, the trend of people going to foreign countries seeking employment opportunities is not likely to slow down in the immediate future. This will undoubtedly increase the amount of inbound remittance in the future as well. <br />
	<br />
	<br />
	<strong>It is often alleged that a large amount of workers’ remittances enter the country thorough illegal channels. What is your prescription to control it? <br />
	</strong><br />
	We can control the flow of remittance through informal channels only when we find the reasons behind it. We need to pinpoint the reasons which take people to choose nonbanking channels over the available legal ones. The obvious answer to it is the inability of Nepali financial institutions in providing banking channels to all the people willing to transfer their hard earned money to Nepal. In this regard, IME was the first Nepali financial institution to start its services to bring in remittances through a banking channel, 12 years ago. Prior to it, there was banking or legal channel available to send remittances from abroad and people entirely relied on the ‘hundi’ transactions. The trend of remittance coming in through informal channels has been reduced to a large extent after the establishment of IME. The objective of the Global IME Group is to create an easy mechanism for Nepalis living abroad to transfer their funds conveniently through the banking channels. <br />
	<br />
	But, I must mention here that we also have a fully functional system and products in place that address all the needs of fund transfer. For example, our foreign employment agencies need to pay a certain amount in foreign exchange to the companies in the Gulf countries or Malaysia that place orders to Nepali companies. But that is not possible legally and they are compelled to use ‘hundi’ for this purpose. If we can legally channel the agency commission, the illegal transfer will automatically reduce. Wherever a functional channel exists, there is possibility of both way movements of funds. <br />
	<br />
	The flow of remittance from India is also very nominal. About four million Nepalis are believed to be working in India and a very high majority of them use non-banking channels to transfer funds as they find it hasslesome and uneasy to remit through the banking channels. After the commencement of the Indo- Nepal remittance policy three months ago, the remittance flow from India is gradually increasing. Currently, IME has been networking with United Bank of India (UBI) which has around 1,600 branch offices across India. We do hope to reverse the trend of remitting through informal channels once we are able to make this networking with UBI branches throughout India fully functional. <br />
	<br />
	International Money Express (IME) has its reach in over 25 countries for bringing remittance to Nepal. It has strategic alliances with various exchange companies and commercial banks in Malaysia, the Middle East, Australia, UK and USA. IME Remit has also formed an alliance with companies like Money Gram International, Xpress Money, EZRemit and Instant Cash, for global access. I strongly believe that we can certainly combat the flow of remittance through informal channels in the long run if we can introduce appropriate bylaws and products to meet the needs of all stakeholders of the remittance business. <br />
	<br />
	<br />
	<strong>Both domestic and foreign investors are reluctant to invest in Nepal citing political instability. When do you think the situation will improve? <br />
	</strong><br />
	The political instability has definitely led towards a wait-andwatch situation for everybody, mainly the potential large investors. In spite of it, we should all move ahead with a positive attitude as business is also about taking risks and succeeding in it. Therefore, I think that companies investing during the crisis period can gain in the long term and make profits at a later stage. We are losing enormous opportunities due to the difficult circumstances that we currently face at home. I am sure there will be no looking back once the political issues are sorted out. I hope that it happens sooner than later and Nepal becomes one of the best destinations for investment. <br />
	<br />
	<br />
	<strong>The central bank has recently announced new Monetary Policy for FY 2012/13. Has it addressed issues raised by the banking community? <br />
	</strong><br />
	This Monetary Policy does not seem to have addressed remittance much. However, it has encouraged opening of bank branches and contact offices in countries like India and South Korea which are major remittance originating destinations. It is a positive step towards directing inflow of remittance through legal channels. Another important development is that the Nepalis can now exchange 2,500 dollars every time they go abroad. Earlier, when an individual or an organization submitted the required documents to banks and financial institutions, they could exchange up to 6,000 dollars maximum. This amount has now been increased up to 10,000 dollars. Similarly, the traders could earlier make a maximum payment of 25,000 dollars through Draft/TT while importing goods from countries apart from India. That has now been increased to 30,000 dollars. All these measures are the positive aspects of this policy. <br />
	<br />
	<br />
	<strong>How are different companies in the IME Group fold doing? What are your diversification plans? <br />
	</strong><br />
	From the perspective of a consolidated corporate group, we are involved in Automotives, Energy, Pharmaceuticals, Technology, Trading and Travel &amp; Tours besides Banking &amp; Finance and Remittance. IME Group has its presence in energy sector through Himalayan Power Partner Pvt Ltd, Mountain Energy Nepal Pvt Ltd and IME Oxygen Pvt Ltd. It is also one of the established players in the trading sector of Nepal. IME Group’s trading subsidiary – C M Trading – has been successful in penetrating major European markets with the exports of its Pashmina products for the last oneand- a-half decade now. <br />
	<br />
	The group has also been overseeing real estate and property lending through its trading subsidiary. IME Group has a presence in the tourism sector too, since 1995. It has Across Travels &amp; Tours Pvt Ltd, one of the leading travel agents accredited by IATA that has successfully carved a niche in the tourism industry. As far as the group’s financial services are concerned, there has been a massive transformation in the size of the Global IME Bank after the merger. Its paid-up capital has jumped to Rs 2.18 billion. <br />
	<br />
	It has debentures portfolio of Rs 400 million and lending is at the range of Rs 20 billion against the deposits of Rs 26 billion. The financial structure of the company has thus grown and opened new avenues for investment. In terms of networking, we are the largest amongst the private sector commercial banks. We have a total of 56 ATM counters, 70,000 shareholders, 650 employees, and 255,000 depositors. Currently, we are concentrating to expand our banking facilities in each district of the country and also set our focus on branchless banking. <br />
	<br />
	<br />
	<strong>You are planning to tie up with a foreign joint venture in several other sectors beyond banking and remittance services. Can you please share the developments? <br />
	</strong><br />
	To begin with, we first need to have a strong networking in order to tie up with foreign joint ventures. Our merger has reinforced the networking mechanism we had and it will certainly help us expand our business with the foreign companies in the days ahead. With the increased financial structures and widened networking, we look forward to collaborate with foreign companies in the near future. The process of Global IME Bank’s tie up with a possible foreign joint venture is in the pipeline right now. <br />
	<br />
	<br />
	<strong>You are also involved in the automobile business. How has been your auto venture doing? <br />
	</strong><br />
	We made a foray into this evergrowing sector in 2009 representing some of the renowned international automotive manufacturers as an authorized 3S distributor. Currently, our products from Asian Motor Works (AMW) – an Indian automobile company which produces trucks and trippers – is doing quite good. We have been associated with the company as it manufactures quality automobile products. Initially, the business did not go as well as we had anticipated because the crusher industries were on the verge of shutting down. Therefore, the trucks and trippers were difficult to be sold. However, in view of the improved situation, the products of AMW are gradually finding feet in the Nepali market. <br />
	<br />
	<br />
	<strong>You were planning to develop a fun park. What has been the progress so far? <br />
	</strong><br />
	We have reached almost to the final phase of planning to develop the said fun park which will be set up in the Chandragiri hills in the south west of Kathmandu. As part of our plan, we are working towards setting up a cable car route from Thankot in Kathmandu to the Chandragiri summit. We are consulting with various developers as well as considering different theme parks to make our fun park a complete recreation destination. Given the busy city life of Kathmandu, there is no place for the inhabitants of the capital to spend some quality time with their family and friends. Although, we are working on a new concept, we want to explore new areas of business as part of our expansion plans. We intend to start our project at the soonest possible and develop an affordable fun park for all. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI',
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		'Article' => array(
			'id' => '675',
			'article_category_id' => '48',
			'title' => 'E-merged Banks',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="no laughing matter" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/featuredbackground(6).jpg" style="width: 158px; height: 85px;" vspace="5" /></p>
<p>
	 </p>
<p>
	<img alt="emerged banks" border="1" height="541" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughimgmatter.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly. <br />
	<br />
	The e-merging trend is interesting as by now not only the marriage between two firms but a third party has also begun to creep in, rather unexpectedly. The new mergres are sure to go beyond the diagonal or triangular, and can be expected to go further to attracting potential entities from a quadrangular, pentagonal or hexagonal directions, in dozens and scores. This drive towards unity in the financial sector, completely opposite to the nation’s march towards diversity and division in the name of federalism in the realm of politics, is surely awe-inspiring. <br />
	<br />
	With this pace of mergers, the days are not far away that there will soon be only three banks in Nepal– the central bank, a governmentowned bank and a private sector bank But with the mergers, a new problem has also emerged – problem a suitable name for the new entity created. If banks A, B and C are merging, A cannot accept the new bank be named B or C. same goes for B and C. If they name the new entity ABC, again there is problem because in this case A will be happier than B and C as A comes first in the name. They cannot name it BCA or CAB either for the same reason. Hundreds of banks, development banks, finance companies, micro-finance companies and thousands of saving cooperatives in existence have seemingly used up all the conceivable names. And many of the banks have also used names like those of the international banks, thereby narrowing the possibility of picking up a good foreign name. <br />
	<br />
	But they need not panic as the new trend in the international market is to take funny names, unlike serious names so far chosen by Nepali banks. The customers find it easier to remember such names thus ensuring top of the mind recall, as they say in marketing jargon. Look at these names of foreign banks: Redneck Bank, Blue Ball National Bank, Tightwad Bank, First National Bank, The Fifth Third Bank, Moody National Bank etc. <br />
	<br />
	Therefore, my suggestion to the emerging Nepali banks is to go for off-the-beat names that may reflect more accurately the character of the Board Chairman, CEO or Promoter Group. Few suggestions: <br />
	<br />
	<strong><br />
	• Topless Bank Ltd. <br />
	<br />
	• Freak Bank <br />
	<br />
	• The Drunken Liar Ltd. <br />
	<br />
	• Mom, Dad &amp; Sons Bank Ltd. <br />
	<br />
	• Shook and Hook Bank <br />
	<br />
	• Siphon and Run Bank <br />
	<br />
	• Doodle and Drown Bank and so on </strong><br />
	<br />
	<br />
	<br />
	Even your branch, products or bank account names could be different. For example: Pig (not big) Savings Accounts, Beauty Parlour Branch etc. Similarly, instead Oldage Saving Accounts you can have Bald Saving Accounts; instead of Supreme Saving Accounts you can have Superman or Spiderman Saving Scheme. <br />
	<br />
	But at this juncture, the banks must be mindful to pick the word from the right language. As you know many of schools and collages with the English name are now targets of the sister or brother organizations of our political parties. May be tomorrow, such very anglicized names could prove eye pricking to this or that party. I would not advise here in to go for Nepali lexicon directly as Nepal is hopefully be federalized that is why the banks also need to learn to dance in the local tune means choose a right language. <br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '674',
			'article_category_id' => '47',
			'title' => 'The IT Man',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="personlaity" border="1" height="256" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/binay.jpg" vspace="5" width="300" /><br />
	<br />
	An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession, Binay likes to explore the tremendous potential of the Internet. Steve Jobs once said, “Creativity is just connecting things. When you ask creative people how they did something they feel a little guilty because they did not really do it, they just saw something. It just seemed obvious to them after a while.” <br />
	<br />
	Binay Bohra, Managing Director of Vianet Communications Pvt Ltd, one of the leading Internet service providers (ISP) of Nepal finds a connection to the creative forces of cosmos. He sees new creations going on constantly in the universe. He has understood the life’s purpose – to create something new in life. He says, “We are part of the universe where creative energy is in abundance. I have always had a healthy feeling that I must create on my own and do something new.” Looking at his ISP business, he has created a link for people to connect to the vast internet that quenches people’s thirst for information, knowledge and entertainment. Moreover, he has also created employment opportunities for people in his organisation through the Internet services he offers. <br />
	<br />
	Having completed his higher studies in India from Bangalore University in 1995 in Computer Engineering, he returned to Kathmandu and joined Mercantile Communications. His parents had migrated from Darchula, a district in far western Nepal. Bohra says his father, who made a big contribution in the telecommunication sector of Nepal himself, had also inspired him to become a computer engineer. <br />
	<br />
	While working for three years at Mercantile, he developed the confidence to do something on his own. The Internet boom was gradually catching up in Nepal, however, there were few ISPs to cater to the growing demand of the Internet. The knowledge Bohra gained in the classroom was juxtaposed with the experience collected via his work. Vianet Communications was created in 1999 after he joined his hands with his likeminded friends. Ever since the company was conceived, Bohra and the company have been constantly moving towards the vision that was envisaged in the beginning. <br />
	<br />
	Vianet was one of the pioneers to offer dial-up Internet in the Kathmandu valley. The company now offers the Internet through the latest technology such as fibre optics to those who want to get connected to high speed Internet. Likewise, it offered cheap and reliable Internet at a time when slow and costly dial-up and NTC’s leased lines were the only options, claims Bohra. He says his company was also the pioneer in offering the Internet over Wi-Fi in Nepal. Today, he says, his company has the robust network to reach offices and homes everywhere. <br />
	<br />
	Whenever Bohra was asked in his childhood what he wanted to be, he used to say that he aspired to become a scientist. “Though I did not grow up to become a scientist, I am still into a creative field,” he says. He completed his schooling and college from St Xavier’s in Kathmandu. He says he possessed leadership quality since his childhood. Bohra used to be the captain of the football and athletic teams during his school days. “I have always believed in having a leadership role so I was interested in doing something on my own. I had always dreamt that I would be an entrepreneur with specialisation in a certain sector,” he recalls. <br />
	<br />
	Bohra has received a lot of support from his family too. Though his spouse runs a firm of her own, she also helps him in his work. “We have our separate businesses and are entrepreneurs in our own right. We are happy that we are into a creative sector that creates jobs and is an interesting world, similar to the creation going on in the universe,” he says. <br />
	<br />
	Bohra does not exert pressure on his offspring to follow a specific path. He would like to see his son grow into a balanced person. “It is not necessary that he should become a doctor or an engineer. I will support him in whatever he wants to become according to his personal interest. He should have that confidence to do what he wants to do,” he says. <br />
	<br />
	Bohra who is also the President of Internet Service Providers’ Association of Nepal (ISPAN) feels that this is the age of the Internet as our lives revolve around it. According to him, it is the source of educational materials, entertainment and various activities like listening to songs, radio, reading newspapers and magazines, watching TV, shopping, e-payments etc. Therefore, he has further plans on offering the Internet with ease to his customers. “Our aim is to make this service reliable and provide high speed network facilities. We are working on it and will come up with various applications and uses for customers,” he shares. He says that the competition is too tough and ISPs have to compete with the telecom operators too as they are also offering high speed Internet. <br />
	<br />
	He thinks that the current political environment is not favourable for doing business. Nevertheless, he feels nobody should stop working because of the external factors. “It has discouraged those who want to do something on their own. But, we have to go on working at our end,” he says. Being from an IT sector he admires Steve Jobs, co-founder of Apple Inc. Bohra likes his way of working – hearing to his inner soul without caring what others say rather than following somebody else. He considers Jobs as a successful and visionary leader. Similarly, he also admires Mahatma Gandhi as a fighter who overcame challenges. <br />
	<br />
	Bohra believes that management philosophy varies from personto- person and also the nature of projects. He believes that there is no shortcut to success and taking up leadership position requires dedication, understanding and intense involvement in the project. “One must work extremely hard because the world has become so competitive. It’s good to be smart, wealthy and lucky but the most important one is the self-belief and confidence,” he opines. He believes mistakes made could be corrected midway. “Mistakes are our learning opportunities but the focus should always be on the target,” he adds. For Bohra, success is multifaceted. He believes that success cannot be measured with the rise and fall in career only. “A person may have a highly successful business but what if his family life is wrecked? Likewise, a person may work hard and earn a lot of money. But it is of no use if his health does not favour him. So, a balanced life is a must and most importantly, you must do something that satisfies your heart,” he explains. <br />
	<br />
	Bohra thinks that the human resource is the most valuable asset for any organisation. “Leaders cannot perform alone. If a team works as a single entity with the dedication on a single mission without refining human resources and rightly managing and understanding the value of people, it is impossible to achieve success,” he says. In his company, Bohra ensures that he hires better people every time. He thinks that intellect should be the basis of recruitment and a team should not be formed based on recommendations alone. <br />
	<br />
	Bohra thinks that working within the country is the biggest contribution to the society. “We live in a society where we may have been doing some creative work and it might have benefited many. It is also possible that people are inspired and enjoying work because of us. So, working here with our own people is more important” he opines. Bohra wishes to diversify his area of operations and is looking forward to work in newer sectors apart from the IT industry. Similarly, he also wishes to take out more time from his routine work and do something more interesting in life. <br />
	<br />
	<br />
	<strong>PERSONAL SIDE <br />
	<br />
	• Likes watching football <br />
	<br />
	• Loves travelling <br />
	<br />
	• Pokhara is the favourite destination within the country <br />
	<br />
	• Not so fond of accessories like watches <br />
	<br />
	• Not so brand conscious; quality is more important. Interested in value more than the brand. <br />
	<br />
	• Carries Samsung Galaxy mobile phone <br />
	<br />
	• Fond of dogs and has a Labrador <br />
	<br />
	• Was a keen sportsman once <br />
	<br />
	<br />
	</strong></p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '673',
			'article_category_id' => '57',
			'title' => 'Movie Sequels',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Sajag Karki <br />
	<br />
	<img alt="barndtalk" border="1" height="197" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk_sajagkarki.jpg" vspace="5" width="315" /><br />
	<br />
	<br />
	<strong>Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. </strong><br />
	<br />
	<br />
	After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. <br />
	<br />
	<img align="left" alt="spiderman" border="0" height="427" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/007.jpg" style="padding:15px; margin:15px;" vspace="5" width="300" /><br />
	<br />
	The established characters have such charismatic effect that the fans anxiously anticipate the release of these sequels of their favorite movies. These movies are highly successful brands and a sequel is made only if its previous version, i.e. a prequel, is a box office hit to the point that the viewers expect more of it. Star Trek, Mission Impossible, Harry Potter, Lord of the Rings, Men in Black and Iron Man are some examples of super successful sequels. <br />
	<br />
	<br />
	Harry Potter series is one such movie sequel that has done wonders among its fans with eight movies till date. It started from “Harry Potter and the Sorcerer’s Stone” released in 2001 till the latest version “Harry Potter and the Deathly Hallows-Part 2” released in 2011. The series is based on Harry Potter novels authored by British novelist J K Rowling who went on to become the first and only billionaire author till date. Basically, its Unique Selling Proposition (a.k.a. Unique Selling Point, or USP) is the portrayal of the protagonists Harry, Ron and Hermione in a spectacular and magical fantasy world. <br />
	<br />
	<br />
	Those who haven’t followed the series right from the beginning may not be able to comprehend its latter editions. At the same time, those who have followed the novel must be eagerly waiting for the next release of the Harry Potter series. Another classic is the James Bond series - the most popular spy films of all time. It’s based on the fictional character of James Bond (Code “007”), initially based on novels by Ian Fleming. It has grossed US$ 5 billion till date, making it the second highest grossing film series of all time after Harry Potter. <br />
	<br />
	<br />
	The stylish and macho character of James Bond has been portrayed by various actors including Sean Connery in “Dr. No”, Pierce Brosnan in “Die Another Day” and Daniel Craig in “Casino Royale”. These actors have added more sophistication to the James Bond character with each edition. The specialty about James Bond movies is that the series has become a legend in spy movies. The suave Bond character using super high-tech spy devices, fast cars and romancing beautiful women with his smooth moves have been the USP of all James Bond movies. <br />
	<br />
	<br />
	While analyzing the marketability of the movie sequels, they can be categorized under brand extension which are new product offerings (sequels) launched to capitalize on their parent brands (the original movies). There are basically four factors that determine a movie sequel as a successful brand. They are a) popularity of the original movie, b) distribution, c) likability factor of the original movie and d) star continuity. <br />
	<br />
	<br />
	People usually want their favorite stars to be seen in all the movies of a series which is the point of parity for sequel movies. Hence, star power and the directors are vital for the success of such movie series’. Lastly, the old marketing saying “The Customer is King” applies here as well as it is up to the viewers to decide the fate of these movie sequels. <br />
	<br />
	<br />
	<img alt="spiderman" height="375" src="http://newbusinessage.com/ckfinder/userfiles/Images/spiderman.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<br />
	<img alt="ghost" height="237" src="http://newbusinessage.com/ckfinder/userfiles/Images/ghost.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<strong><br />
	Karki is associated with JWT-Thompson Nepal Pvt Ltd. The article is based on research and author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com <br />
	</strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-11-01',
			'keywords' => '',
			'description' => 'After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '672',
			'article_category_id' => '42',
			'title' => 'Investors Welcome 4th Quarter',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Bikram Chitrakar <br />
	<br />
	<img alt="stocktaking" border="1" height="187" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking.jpg" vspace="5" width="355" /><br />
	<br />
	<br />
	<strong>(Review for 27 June to 25 July, 2012) <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. <br />
	<br />
	</strong><br />
	Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480. <br />
	<br />
	A number of banking and financial institutions have reduced their interest rates on different saving schemes recently. Thus the attraction of interest rates is reduced now which is expected to lure the investors back to the equity market. <br />
	<br />
	<br />
	One important development during the review period was the approval of the guidelines for Mutual Fund. This has opened way for two already approved mutual funds (Siddhartha Mutual Fund and Nabil Mutual Fund) to start operation. <br />
	<br />
	<br />
	<br />
	<br />
	<strong><br />
	Performance by Sector <br />
	<br />
	<br />
	</strong><br />
	<img alt="pie chart" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectorwisdistribution.jpg" style="width: 349px; height: 384px;" vspace="5" /><br />
	<br />
	<br />
	Commercial banking sector that accounts for the major share in the volume of trade in Nepal Stock Exchange added 31.27 points or 7.72% during the review period to close at 405.02. Similarly, the Hydropower sector gained a hefty 77.37 points followed by 63.43 points up in others sector to reach 699.24 and 615.65 respectively. Insurance sub-index accelerated 28.67 points to 509.04 while manufacturing sector surged 15.57 points to 682.23. Development bank moved up 6.81 points or 2.68% to rest at 253.67. However, finance sector descended 2.47 points or 0.94% to rest at 263.37. Sensitive index that measures the performance of 133 blue chip scrip at the secondary market escalated 10.34 points or 9.87% to reach 104.73 while the float index calculated on the basis of real transactions went uphill 1.81 points or 5.75% to 31.48. The turnover volume was of Rs. 1,501,282,753 during the review period from 5,071,209 units of shares traded via 26,922 transactions. <br />
	<br />
	<br />
	The accompanying figure demonstrates sector-wise distribution based on the total volume of trade. As usual, commercial bank dominated the volume occupying 63.24%. Hydropower sector holds 14.10%, finance sector accounts for 7.08% and remaining sectors cover the rest. <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. Index is expecting to encounter correction as 30 days SMA is in mood to follow the index at this level. <br />
	<br />
	<img alt="marketrend" border="1" height="322" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/marketrend.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<img alt="movementinindices" border="1" height="393" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/movementinindices.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<strong>Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd. </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480.',
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	),
	(int) 9 => array(
		'Article' => array(
			'id' => '671',
			'article_category_id' => '39',
			'title' => 'Chilime Hydropower : Dreaming Large',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>“We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	</strong><br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporare_kulman.jpg" style="width: 169px; height: 206px;" vspace="5" /><br />
	<br />
	<strong>KUL MAN GHISING <br />
	Managing Director <br />
	Chilime Hydropower Co Ltd <br />
	</strong><br />
	<br />
	If dreaming big is the norm for corporate houses, it is larger for Chilime Hydropower Company Limited. Having an installed production capacity of 22.1 Megawatts (MW) hydroelectricity at the moment, it envisages producing 500 MW of hydroelectricity by 2020. Similarly, it dreams to be the largest hydropower company in Nepal. <br />
	<br />
	<img alt="Chilime Hydro Power" border="1" height="285" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus_banner.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime has actually begun working towards its 2020 vision already. Right after the generation of hydroelectricity began on 25August 2003, the company applied for further projects and has four projects in its pipeline now. They are Rasuwagadhi Hydropower (111 MW), Senjen (42.5 MW), Upper Senjen (14.5 MW) and Madhya Bhotekoshi (102 MW). These projects will remain under Chilime’s subsidiaries: Rasuwagadhi Hydropower Company Limited, Madhya Bhotekoshi Jalavidhyut Company Limited and Senjen Jalavidhyut Company Limited. The parent company Chilime owns and operates a 22.1 MW power plant located in Rasuwa district. <br />
	<br />
	Kul Man Ghising, Managing Director of Chilime, reveals, “We have already planned on how to move ahead after completing these four projects. Two projects will come into operation after four years while the other two will commence operation after five years.” <br />
	<br />
	<img alt="" border="1" height="408" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime is also planning to get into reservoir based hydel plants along with sizeable projects of up to 500 MW. Ghising confidently says, “We have that capability as we are financially strong. We will get even stronger with the completion of four projects, both technically and financially.” Chilime has well understood that without sizeable projects, economies of scale in hydropower sector cannot be achieved and the price won’t reduce either. Chilime has applied for licenses of large scale power plants namely, Uttarganga (300 MW), Upper Arun (335 MW) and Langtang Project (232 MW). “We are hopeful to get licenses of some of these projects. After having license(s) in hand, we will go into construction phase within three years,” says Ghising. Chilime is looking forward to add more projects to its portfolio by 2014/15 so that it will have projects of around 800 MW by 2020 including operational capacity of 500 MW. This will help Chilime leap one step forward to meet its dream to establish itself as the largest public hydropower company in Nepal. <br />
	<br />
	Since its establishment, it has optimally utilised the local resources of Nepal –technical manpower and financing etc. Ghising says that the company is operating on a model of public-people-partnership. Therefore, 51 per cent of the stakes is held by the Nepal Electricity Authority (NEA) and 49 per cent by the general public including 10 per cent equity ownership of the local people at the project sites. He claimed Chilime to be the first public limited hydropower company of Nepal. <br />
	<br />
	The company has adopted a model that has been highly successful for managing capital for investing in hydropower. It includes investors, regulator, government bodies, the operator’s employees, buyers and also the consumers for financing hydropower. Ghising says the model that has been introduced by Chilime has proved to be a milestone for the Nepali hydropower sector. “When developing a 200 MW project was thought impossible without foreign investment and support from donors like Asian Development Bank (ADB) and World Bank, we have used money within Nepal to finance upcoming projects for a total of 270 MW,” he boasts, “Chilime has collected Rs 4 billion in four days. The confidence of the general public to invest in hydropower has developed because of us.” <br />
	<br />
	Ghising clarifies that Chilime is not a Public Private Partnership (PPP) company. It is rather a people focused company. He says that Chilime has moved on to the 4P model – peoplepublic- private-partnership as it has also involved private entities in its subsidiary companies. “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	<br />
	<img alt="chilime hydro power" border="1" height="405" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilmme111.jpg" vspace="10" width="400" /><br />
	<br />
	Ghising believes that a huge amount of hydropower can be developed in Nepal if more than a dozen hydropower companies adopt the same model. Chilime is looking forward to business expansion and to meet this objective, Ghising feels the need for foreign direct investment (FDI). He believes that international companies will easily be ready for partnership with Chilime as it has a huge public base and is a stable company in Nepal. <br />
	<br />
	Chilime has also helped locals prosper by making them the shareholders of the company. Ghising says that shareholding households of Rasuwa district have liquid assets of Rs 500,000 each because of the Chilime shares they own and dividends they receive. Ghising says that locals own 500 units of shares per household. “Each household will be proud to have at least Rs 2 million worth of shares after five years as the bonus shares and dividends go on adding up.” <br />
	<br />
	The company has been distributing around Rs 35,000 to 40,000 every year as dividend to each household. Ghising says that Rs 90 million was distributed last year in Rasuwa district alone as dividend. The company had distributed 70 per cent dividend last year – 30 per cent cash and 40 per cent bonus share. “This has helped in inclusive growth of locals along with creating a sense of ownership towards the project,” he says. Likewise, as part of its Corporate Social Responsibilities (CSR), the company spends over Rs 10 million every year on various activities like education, health, drinking water, roads, electricity and other social causes. <br />
	<br />
	The company had made a net profit of Rs 843.14 million in the fiscal year 2010/11. This year, the company’s net profit remained around Rs 950 million. The revenue collection of the company in the fiscal year 2011/12 was around Rs 1.2 billion. <br />
	<br />
	The total financing cost of Chilime at the time of completion of its project in Rasuwa was Rs 2.5 billion. While Rs 960 million was managed through equity investment, rest of the amount was materialised from borrowings. The company paid back its loan within three years. Chilime, at present, has paid up capital of Rs 1.35 billion. It is investing around Rs 7 billion in four projects within the course of the next five years. However, the total cost of these projects is around Rs 33.2 billion. Around Rs 16.6 billion will be invested by the Employees Provident Fund (EPF) while the rest will be managed through equity management. <br />
	<br />
	Ghising ruled out the dispute over Bhotekoshi rafting saying everybody in the region is warm heartedly welcoming the project. Earlier, it was being said that the rafting business will be disturbed due to the construction of the project. Ghising insisted that the actual rafting generally begins from Middle Bhotekoshi Project Power house area and will not affect rafting activities in any way. <br />
	<br />
	<img alt="" border="1" height="302" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime112.jpg" vspace="5" width="300" /><br />
	<br />
	He also promises to promote the rafting business and develop an international community rafting centre with rafting museum, a convention hall and a rafting training institute along with building gateways for rafting at numerous points on the banks of Bhotekoshi. He also sees possibilities for development of Eco- Hydro-tourism that will also boost revenue collection at Sindhupalchowk district. The company has made a slogan ‘Hydropower together with tourism’ to reinforce its promises. Chilime has a complaint that the hydropower sector is missing the presence of a regulator to check and balance the developers as well as the NEA. Ghising says that the hydropower sector is not as transparent as it should have been. <br />
	<br />
	Chilime is planning to export its surplus production after meeting the local demand. Similarly, it will also begin working towards backward integration like a tie-up with the turbine manufacturers, operation &amp; maintenance and consulting for hydropower sector. <br />
	<br />
	<img alt="swot analysis" border="1" height="142" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/swotanalysis.jpg" vspace="5" width="250" /><br />
	<br />
	<br />
	<strong>STRENGTHS </strong><br />
	<br />
	• Financially strong <br />
	<br />
	• Technically sound <br />
	<br />
	• Credibility <br />
	<br />
	• Goodwill <br />
	<br />
	• Public support <br />
	<br />
	<br />
	<br />
	<strong>WEAKNESSES </strong><br />
	<br />
	• Time taking procedures for procurement of goods and services. <br />
	<br />
	<br />
	<br />
	<strong>OPPORTUNITIES </strong><br />
	<br />
	• Huge market opportunity <br />
	<br />
	• Potential to generate hydropower <br />
	<br />
	<br />
	<br />
	<strong>THREATS </strong><br />
	<br />
	• Possibilities for project delays <br />
	<br />
	• Unnatural demands from locals <br />
	<br />
	• Weak financial health of the NEA - the buyer of electricity <br />
	<br />
	• Political instability <br />
	<br />
	• Unavailability of adequate technical manpower in the market <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Chilime Hydropower Dreaming Large “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.”',
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	(int) 10 => array(
		'Article' => array(
			'id' => '670',
			'article_category_id' => '38',
			'title' => 'Communication An Important Success Factor',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
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			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 11 => array(
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			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '668',
			'article_category_id' => '38',
			'title' => 'Discussion Of Negotiating',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
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			'description' => 'Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.”',
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			'title' => 'Quality As Craftsmanship',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-08-15',
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			'description' => 'Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.”',
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			'article_category_id' => '31',
			'title' => '‘Certification Is Equally Important For All Organizations’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	<img alt="visiting business people" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sundar.jpg" style="width: 205px; height: 259px;" vspace="5" /><br />
	<strong><br />
	Sundar Kataria is the Chairman and Managing Director of International Certification Services (ICS) Pvt Ltd, India - one of the certification bodies of International Organization for Standardization (ISO), Geneva. <br />
	</strong><br />
	<br />
	A mechanical engineer by profession, Kataria started ICS in 1999 and is expanding his business in 15 countries with 10,000 valid customers all around the world. ICS has 30 offices in India to be close to their valued customers and provide cost effective and efficient certification services. It has been providing its value added certification and inspection services to the government, public and private sector organizations involved in land, offshore and marine activities. ICS started the quality drive in Nepal nearly a decade ago and started its branch in Kathmandu last year. Kataria recently visited Kathmandu for the certification of an education institute. In an interview with New Business Age, he talked about the importance of certification and quality management in Nepali industries and institutions. Excerpts: <br />
	<br />
	<strong><br />
	What is the intention of your trip to Nepal? <br />
	</strong><br />
	<br />
	We usually get a number of certification issues in Nepal and we come here frequently. This time around, I came here for the certification of one of the colleges and it was successful. Since we are the provider of social quality services, we feel the need of improvement in the Nepali management system of different industries including service sectors like health and education. We have a mission of providing international certification to Nepali management systems in different institutions. I have been visiting Nepal for a decade now. Although business is my first priority, my purpose of the Nepal trip has always been not only for work but also for pleasure. <br />
	<br />
	<br />
	<strong>How has your experience been with the local partners here in Nepal so far? <br />
	</strong><br />
	<br />
	We have a business partner here who supports carrying out our programs and audit and marketing for us. The clients are also our partners and the experience with them is quite good. I appreciate Nepali industries’ enthusiasm to sustain in the market. They are facing many constraints in their businesses because of the political situation and unstable government. Moreover, they are dependent on the neighboring country even for raw materials. I find them not being able to recruit skilled manpower to run the organization. However, they have been able to sustain and continue their businesses. We should praise these industries, entrepreneurs and co-operatives for sustaining in the market. <br />
	<br />
	<br />
	<strong>How do you evaluate certification services in Nepal? <br />
	</strong><br />
	<br />
	I should say that there a good number of industries available here and many of them have adopted this modern management system. Unfortunately, we find people in service sectors like finance, medical and education not adopting it. Certification is needed for quality assurance and therefore we suggest them to go for it because it also comes handy in supply chain and dealing with the customer. <br />
	<br />
	<br />
	<strong>You mean to say that every institution needs to be certified. What is the process for ICS certification? <br />
	</strong><br />
	<br />
	Certification is equally important for any organization whether it is a large corporate house or the small and medium enterprises (SMEs). As we go for the standard approach i.e. the managerial approach, we help these institutions to enhance their management systems through quality management services. When you are certified, you would be able to manage your system very well. For the certification process, we observe and study the management system of the company and manually oversee their quality system as well as the audit system. For example, we look into the resources of the education institutions, their system and the organization’s working environment, competence of the manpower they have recruited, safety strategies of the industry and the process of education. Most education institutions in Nepal are governed by the Tribhuvan University and the secondary board and hence, they follow their rules. We find out the extent to which they are following the rules and regulations. We also check if they are fulfilling minimum environment requirements or not, how they cover the calibers, the ratio between the students and teachers, how they are improving and so on. We also inspect their results and find out whether they are improving or not and the training levels of the teachers. This system is quite a holistic approach and applies in manufacturing also. We go through the procurement of raw materials processing manufacturing, inspection and testing, delivery and after sales or services. We have varieties of approach and maintain the standard pertaining to different certifications. <br />
	<br />
	<br />
	<strong>How many countries and industries have followed ICS by now? <br />
	</strong><br />
	<br />
	We are operating in 15 countries including the UAE and other gulf countries. ISO Geneva has blessed the industry and manufacturers including the service industry with an international standard Quality Management System ISO 9001. The ISO 9001 has been adopted by more than 200 member countries so far. This standardization on quality has become most popular and is considered as a benchmark. We are serving worldwide for many years now and many countries are opting for adaptation. Our targeted institutions are industry and service providers. We have certified some of the departments of Bank of India also. In Nepal, we have now 71 clients including Classic College which is the latest one. <br />
	<br />
	<br />
	<strong>What are the expansion plans of ICS? <br />
	</strong><br />
	<br />
	Although we are providing lots of inspections and certifications, I am looking forward to providing distinct education in Nepal. We have recently launched a one year diploma program on total quality management which is accredited by the Chartered Quality Institute (CQI) of United Kingdom. I feel Nepal needs training for different institutions for industrial purpose and also for those who opt to seek employment in the gulf countries. There are no professional training institutions for the labor workforce. If we get a good partner here, we can start that too. <br />
	<br />
	<br />
	<strong>How can Nepali Industries get benefit from management certification? <br />
	</strong><br />
	<br />
	It’s been the question of every institution all over the world to have sustainability and at the same time, to maintain continuity in the competitive market. Increase in the cost of raw materials and labor cost, political instability and currency deflation have been the common problems everywhere. Once we certify them, they would be able to look into their system and tackle the problems very well. It’s like a third eye which helps to look into your system and operate without loss. Although we are an Indian company, we have a good relation with Nepal. Our mission is to support SAARC countries and Nepal is the closest neighboring country. We have manpower, strength and mission to support people and believe that our attempts will help them to have business sustainability and continuity. <br />
	<br />
	 </p>',
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			'description' => 'Sundar Kataria is the Chairman and Managing Director of International Certification Services (ICS) Pvt Ltd, India - one of the certification bodies of International Organization for Standardization (ISO), Geneva.',
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			'id' => '680',
			'article_category_id' => '34',
			'title' => 'IFC Loan Of $6.9 Million To Buddha Air',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	IFC, a member of the World Bank Group, is providing a $6.9 million loan to Buddha Air in order to help the airline offer improved air travel connectivity in Nepal. IFC's loan will enable Buddha Air to purchase a second ATR-72 aircraft, strengthening the company's operations in the country. <br />
	<br />
	"IFC's second investment in Buddha Air will help us consolidate our services in the region," said Birendra Bahadur Basnet, Managing Director of Buddha Air. Improved air services refer to more options for tourists, and better connectivity for Nepal's population, added Basnet. According to him, improving air travel is essential for better domestic and international connectivity in Nepal because of the country's mountainous terrain. <br />
	<br />
	"Addressing the huge demand for infrastructure in Nepal is a strategic priority for IFC," said Anita George, IFC's Asia Director for Infrastructure and Natural Resources. "Our repeated investment in Buddha Air will help the company offer more travel options and reduce travel duration for Nepali citizens." <br />
	<br />
	<br />
	Buddha Air received a loan of $10 million from IFC in 2008 to purchase two ATR-42 aircrafts and construct a closed-door hangar at the Tribhuvan International Airport (TIA). The airline serves 10 domestic destinations. Incorporated in Nepal in 1996, Buddha Air operates domestic passenger flights between Kathmandu and other regional airports of Nepal. It also runs sightseeing flights to Mount Everest, offering an onboard view of the world's highest peak. </p>',
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			'created' => '2012-08-16',
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			'description' => 'IFC, a member of the World Bank Group, is providing a $6.9 million loan to Buddha Air in order to help the airline offer improved air travel connectivity in Nepal. IFC's loan will enable Buddha Air to purchase a second ATR-72 aircraft, strengthening the company's operations in the country.',
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			'title' => 'Corporate Movements August 2012',
			'sub_title' => '',
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			'content' => '<p>
	<strong><br />
	Newcomers <br />
	</strong><br />
	<img alt="osman tarun" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/OSMAN-TURAN.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>OSMAN TURAN </strong>has been appointed as the Chief Executive Officer of Ncell replacing Pasi Koistinen who has been transferred to Georgia as the CEO of GeoCell. Earlier, Turan was the General Manager of GeoCell. <br />
	<br />
	<img alt="kamal gautam" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/KAMAL-GAUTAM.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>KAMAL GAUTAM</strong> has been appointed as the Chief Executive Officer of Infrastructure Development Bank Ltd replacing Dr Indra Humagain. Earlier, Gautam was Senior Manager of Sunrise Bank Ltd. <br />
	<br />
	<img alt="shekhar baral" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SHEKHAR-BARAL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>SHEKHAR BARAL </strong>has been appointed as the General Manager of Lumbini General Insurance Company Ltd. Earlier, he was General Manager of Surya Life Insurance Company Ltd. <br />
	<br />
	<img alt="deependra bahadur singh" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DEEPENDRA-BAHADUR-SINGH.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DEEPENDRA BAHADUR SINGH </strong>has joined Om Finance Limited as Deputy General Manager. Earlier, he was General Manager at Premier Finance Limited. <br />
	<br />
	<br />
	<strong>ASHWINI ACHARYA </strong>has joined Atithi Resort &amp; Spa as Vice President. Earlier, he was Senior Director, Sales &amp; Marketing at The Everest Hotel. <br />
	<br />
	<br />
	<strong>KIRAN MANANDHAR</strong> has joined Landmark, Pokhara as Operations Manager. Earlier, he was Front Office Manager in The Everest Hotel. <br />
	<br />
	<br />
	<strong>SURAJ KHANAL </strong>has joined Landmark, Pokhara as Director, Sales &amp; Marketing. Earlier, he was Sales and Marketing Manager at The Everest Hotel. <br />
	<br />
	<img alt="dhruba timsina" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DHURBA-TIMSINA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DHURBA TIMSINA </strong>has joined Siddartha Capital Ltd. as Chief Executive Officer. Earlier, he was officer at the Securities Board of Nepal (SEBON).</p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Newcomers at Skinlovers Cosmetic Pvt Ltd <br />
	</strong><br />
	<img alt="dbgurung" border="1" height="121" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/D-B-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>D B GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Chief Executive Officer. <br />
	<br />
	<img alt="sabina gurung" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SABINA-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong> SABINA GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Managing Director. <br />
	 </p>
<p>
	 </p>
<p>
	<br />
	<strong>Promotions <br />
	<br />
	<br />
	</strong><br />
	<img alt="jyoti prakash pandey" border="1" height="126" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/JYOTI-PRAKASH-PANDEY.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>JYOTI PRAKASH PANDEY </strong>has been promoted as Chief Executive Officer of Nepal Investment Bank Ltd after Prithivi Bahadur Pande stepped down from the position to remain as the Non-Executive Chairman. Earlier, Pandey was General Manager in the bank. <br />
	<br />
	<br />
	<img alt="vivak jha" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/VIVEK-JHA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>VIVEK JHA </strong>has been promoted as Chief Executive Officer of Nepal Life Insurance Company Limited. Earlier, he was the General Manager at Nepal Life Insurance Company Limited. <br />
	<br />
	<img alt="raj kumar kc" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJ-KUMAR-KC.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>RAJ KUMAR KC&nbsp; </strong>Operation Manager of Hotel Barahi Pokhara has been promoted as Executive Manager. <br />
	<br />
	<strong><br />
	Resigned <br />
	</strong><br />
	<br />
	<strong>DEEPESH KC, </strong>Food &amp; Beverage Manager of The Everest Hotel has gone to Tanzania to work as EAM, Food &amp; Beverage in an upscale hotel White Sands. <br />
	<br />
	<br />
	<strong>LAXMAN KHADKA, </strong>General Manager of Landmark, Pokhara has left the company to free himself to look after Hotel Space Mountain of Nagarkot that his group has recently purchased. <br />
	 </p>
<p>
	<br />
	<strong>Government Movement <br />
	</strong><br />
	<img alt="" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/BHESH-RAJ-KADEL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>BHESH RAJ KADEL </strong>has resigned as the Chairman of Nepal Telecommunications Authority. <br />
	<br />
	<strong><br />
	Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage.com. P O Box: 14197, Kathmandu. <br />
	</strong><br />
	<br />
	 </p>',
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			'article_category_id' => '34',
			'title' => 'Biztoon/Voices August 2012',
			'sub_title' => '',
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			'content' => '<p>
	<span style="font-weight: bold;">August 2012<br />
	<br />
	<br />
	<img alt="" border="1" hspace="5" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/biztoon-august2012.jpg" style="width: 462px; height: 288px;" vspace="5" /></span></p>
<p>
	<br />
	<br />
	<br />
	&nbsp;</p>
<p>
	<br />
	<span style="color:#f00;"><strong><span style="font-size: 16px;">Voices</span></strong></span></p>
<p>
	<br />
	<strong><strong>&lsquo;The metropolitan city has not been able to spend development aid&rsquo;<br />
	<br />
	<img alt="dinesh kumar thapalitya" border="1" height="123" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dinesh(1).jpg" vspace="5" width="100" /></strong><br />
	<br />
	Dinesh Kumar Thapaliya, </strong>Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	&nbsp;</p>
<p>
	<strong>&lsquo;The intellectual level of Nepalis is among the best in the world&rsquo;<br />
	<br />
	Prashant Ghimire, </strong>Vice Principal of Advanced Engineering College, explaining that the intellectual level of Nepal-born people is at par with the world average and it&rsquo;s basically the implementation part that the country lacks in.&nbsp;</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<br />
	<strong>&lsquo;The NRNs are interested in short term investment in Nepal&rsquo;<br />
	<br />
	<img alt="" border="1" height="120" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/devmanhirachan.jpg" vspace="5" width="100" /><br />
	<br />
	Dev Man Hirachan, </strong>Chief Patron of Non Resident Nepali (NRN) Association, elaborating that the Nepalis living abroad are not keen on invest in big scale projects given the current political instability in the country</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Businesses in Nepal now perceive IT investment as a strategic decision&rsquo;<br />
	<br />
	Amit Malik, </strong>Vice President of Sales at Cisco India &amp; SAARC, saying that there is a clear change in the mindset of business in the country and they now look at IT investment as a decision that can enable them to fulfil their business needs.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Let&rsquo;s change the face of the Kathmandu Valley&rsquo;<br />
	<br />
	<img alt="" border="1" height="118" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavsthapit.jpg" vspace="5" width="100" /></strong></p>
<p>
	<strong>Keshav Sthapit, </strong>Development Commissioner of Kathmandu Valley Development Authority, informing that he has 50 projects in his mind which will be executed during his tenure of five years.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<strong>&lsquo;Political parties should agree on a common economic agenda&rsquo; </strong><br />
	<br />
	<img alt="" border="1" height="109" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dr_chrinjibinepal.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>Dr Chiranjibi Nepal, </strong>General Secretary of Nepal Economic Association, recommending that the government together with all the major political parties should come up with a common economic agenda and that all should make a commitment to adhere to it.<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2013-10-20',
			'keywords' => '',
			'description' => 'Dinesh Kumar Thapaliya, Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '677',
			'article_category_id' => '50',
			'title' => 'Feedback August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="" border="1" height="362" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback_july2012.jpg" vspace="5" width="300" /><br />
	<br />
	<strong>Nepal In The Grip Of Electricity Crisis<br />
	</strong><br />
	Nepal saw the last electricity crisis of the last millennium in 1999 and with the commissioning of Khimti project in 2000, there was no load shedding through till 2005. Earlier, NEA used to ascribe load shedding to “no water in rivers.” However, since the last wet season, Nepal had to suffer from load shedding even while she had to struggle with the “flood” problem. With no electricity for 16 hours a day, the last dry season was the worst so far. <br />
	<br />
	Although the concerned ministry claims that the ongoing power shortage will come to an end by 2017 as mentioned in the New Business Age – Biz News section in the July issue, the load shedding will not vanish just as yet. If projects, god forbid, do not materialise as envisaged, a time will come when people will start talking about the time electricity will be available (like water in the taps), rather than when electricity will not be available. A part of the load-shedding problem can be attributed to construction delays. The load shedding is not happening because the decision makers are unable to figure out what will be the demand for the years to come or such data is not available to them. If the status quo is to continue, Nepal will be condemned to have it as a standard phenomenon. It is because correct decisions with regard to policy as well as with regard to the start dates of implementation of specific projects to augment generation capacity – are not taken at appropriate time. The need of the hour is to have a paradigm shift in this regard. <br />
	<br />
	<br />
	<strong>Manisha Gurung, Dharan, Sunsari <br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Nepali Aviation Ind ustry </strong><br />
	<br />
	<em>The July issue of New Business Age saw much effort in the cover story. </em>I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story. You have done an incredibly fine job in this issue too. International airlines are growing in Nepal because they find huge potential in the Nepali market. However, I doubt the business of international airlines having smooth continuation since there are more airlines to come in the Nepali sky and the competition is going to grow further. <br />
	<br />
	If only the airlines could focus on bringing more tourists and develop a sustainable market here rather than depend only on the labour market. The Civil Aviation Authority of Nepal (CAAN) has a lot more to do in the future for upgrading domestic and international air service in Nepal. Establishing an international airport in Nijgadh is not enough. CAAN must have big plans for long term development of civil aviation sector in Nepal. <br />
	<br />
	The development of air service in Nepal is not possible if CAAN only manages to make Nijgadh another Tribhuvan International Airport (TIA). The condition of Nepal Airlines Corporation (NAC) as described in the story is pitiful. The purchase of new aircrafts in NAC has always been full of controversies. If NAC too follows the business strategies as carried out by other international airlines, it can bring back its glory of yesteryears. <br />
	<br />
	<strong><br />
	Govinda Poudyal, Kupondole, Lalitpur <br />
	<br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<br />
	<strong> Mustang Madness <br />
	</strong><br />
	The whole of Nepal is waiting eagerly for the new PM with new hopes and aspirations but who benefits? It’s not the people for sure. It’s the smart industrialists who play their cards well enough to give their vehicles like Mustang, the biggest publicity it could ever hope to get. Within two days, the sale of Mustang skyrocketed to clear all vehicles they were holding in stock Advertising has always been a big industry in Nepal and now this new publicity stunt throws a totally different spin to the game. According to observers, Mustang is a reasonably cheap car at Rs 1.7 million. Some observers have noted that since it is manufactured in the country, its price should be lower since they don’t have to pay a hefty tax similar to the imported vehicles. The purchase of the vehicle in question has not been determined. It could very well have been a gift by the industrialist. <br />
	<strong><br />
	Sundar Gorkhali, Kapan, Kathmandu </strong><br />
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<br />
	<strong>Hiding the Cover Page <br />
	</strong><br />
	Although the magazine is worthy in its content, it must look good when it comes out in the market. I found your August 2012 issue rich in content but there is something which I must share with you. The design of the cover was okay but there were too many words almost covering the whole magazine. It would have looked better if the font size of the highlights were made a little smaller. I also did not like the dark blue colour in your cover. It is unclear whether the cover picture has kept the background image of the cloud or the mountains. What I liked is the front page which has made the magazine at par with international standards. It looked as if you were not putting efforts on designing the cover page but instead hiding it under the attractive cover of the advertisement. <br />
	<br />
	<strong>Sundar Gorkhali, Birgunj<br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Corrigendum </strong><br />
	<br />
	Mr Kanishka Dasgupta, the Country Manager of FICCI for Nepal, informed that he was never associated with Microsoft Corporation as mentioned in the July 2012 issue of New Business Age under the ‘Corporate Movements’ section. He also said that before his current position at FICCI, he was with G&amp;D Communication (Feb 2010-May 2012). <br />
	<strong><br />
	The error is regretted<br />
	<br />
	Editor <br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2012-10-10',
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			'description' => 'The July issue of New Business Age saw much effort in the cover story. I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story.',
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	(int) 4 => array(
		'Article' => array(
			'id' => '676',
			'article_category_id' => '46',
			'title' => 'Chandra Prasad Dhakal',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size: 14px;"><strong><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>The Three-way Merger Has Consolidated The Global IME Bank’</strong></span></p>
<p>
	<span style="font-size:14px;"><strong><br />
	<br />
	</strong></span></p>
<p>
	<strong><img alt="interview" border="1" height="371" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/interview(7).jpg" vspace="5" width="300" /><br />
	<br />
	Chandra Prasad Dhakal <br />
	Chairman <br />
	Global IME Bank <br />
	</strong><br />
	<br />
	Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI. He is also a member of the Nepal Investment Board constituted by the Government, besides being an honorary consul for Indonesia. He is currently looking forward to explore business expansion in association with Nepali as well as foreign companies. In an interview with New Business Age, Dhakal talked about recent three-way merger among Global Bank, IME Finance and Lord Buddha Finance creating the Global IME Bank and prescribed measures of bringing remittances through formal banking channels, among a host of other issues. Excerpts: <br />
	<br />
	<strong><br />
	While mergers in Nepali BFIs are usually between two companies, yours is a three-way merger. How did that become possible? <br />
	</strong><br />
	First, we were convinced with the fact that a merger between banks and financial institutions (BFIs) can certainly add value into the eventual entity as we have seen from the latest merger trend. A merger between two companies is normal but for the first time in the history of Nepali BFIs, Global Bank signed a merger agreement with two other financial institutions. At the beginning of the process, we had Global Bank and IME Financial Institution had signed a memorandum of understanding and later, the promoters of Lord Buddha Financial Institution submitted their merger proposal in a meeting with the Global Bank management. Thus, the successful completion of the process of all three companies led to the formation of Global IME Bank. The amalgamation of the three companies has made Global IME Bank stronger in terms of the capital assets, networking, product diversity and quality of customer services. As the promoters of all three institutions are from different sectors, it has created a synergy for us to explore new business sectors with possible expansion plans. The Global IME Group is strongly committed to provide its banking and other financial services to areas that are thus far deprived of formal financial services. <br />
	<br />
	<br />
	<strong>Where would the Global IME Bank like to focus after becoming such a stronger new entity after the merger? <br />
	</strong><br />
	The Global Bank already had a strong presence in the industry and that has been further fortified in terms of networking following the merger. Now Global IME Bank is the only private sector commercial bank with the most extensive network of 62 branch offices in 13 zones. We are resolute enough to extend financial services through our innovative products in both urban and rural areas. We would be utilizing our potential to explore new areas of investment covering almost every possible productive sectors of Nepal. Along with it, in the medium or long term, we aspire to establish at least one branch office in each district of Nepal. Retail banking is one of the top agendas in our priority list. <br />
	<br />
	<br />
	<strong>The bank has issued debentures worth Rs 400 million as part of a strategy to expand the capital base. Do you have any specific investment plan for that fund? <br />
	</strong><br />
	The paid up capital of Global IME Bank has augmented to Rs 2.18 billion after the merger of the three companies. And with the debentures issued worth Rs 400 million, our overall capital size has reached Rs 2.58 billion. The increased capital base will definitely support our business expansion plans in the future in national as well as international levels. We are planning to aggressively expand our businesses in the areas that other commercial banks in Nepal have not explored so far. <br />
	<br />
	For example, agriculture is a very important sector of our economy. However, the private sector investment in this sector including those of BFIs is very negligible so far. Unlike other commercial banks, we are taking a different approach to increase investment in the agriculture sector. Currently, most commercial banks are focusing on businesses of more organized sector and corporate clients as their main transaction base. Departing from this trend, Global IME Bank has plans to finance agriculture and related productive sectors for their development to the fullest potential. <br />
	<br />
	It is evident by now that the financial services to the agro sector from the state owned banks alone is not enough for developing the agriculture sector so long as it can contribute more to the national economy. By financing for the commercialization of the agriculture, Global IME Bank would also be supporting the government plans and policies to increase the contribution of the agricultural sector to country’s GDP. Besides this, we will soon start to work towards minimizing operational risk of the Bank by focusing more on retail banking. This means our main transaction base for both deposit and lending will be the common people, although we will not shy away from corporate and institutional banking.</p>
<p>
	<br />
	<strong>Benefits of the merger apart, grievances and disputes too come up in the process among promoters of different institutions as well as at the top-level management and employees. How did you handle the situation? <br />
	<br />
	</strong>After the merger, the number of staffs under the Global IME Group has increased for sure. Managing all the employees of the three companies that were in existence before the merger has been indeed a very challenging task for us. However, we have received support from all levels of employees including the Chief Executive Officers of all the three companies, the board of directors and other stakeholders of all three entities. Employees as well as our promoters are aware that after the introduction of comprehensive merger bylaws by the central bank, a class ‘A’ bank has successfully merged with two other class ‘C’ financial institutions for the first time in Nepal’s financial history. This, in fact, is a historical achievement for the entire system. Everyone involved in this process has put his/her priority second to the very goal of merger among these institutions. I am confident that there will be no grievances amongst our promoters and the employees in the future as well. <br />
	<br />
	<br />
	<strong>You also have a very strong presence in Nepal’s inbound remittance business. How is the remittance industry doing at present? <br />
	</strong><br />
	The current fiscal year has witnessed a 36 per cent growth in the inflow of remittances. It is comparatively higher than the growth rate of the previous years. The flow of remittance has grown substantially in recent years due to the increased number of Nepalis going abroad for employment. Likewise, the recent appreciation in the value of dollar is also responsible for growing figures on remittance income. It is sad but true that the existing political instability and constitutional vacuum will continue to create unemployment in the days to come. Hence, the trend of people going to foreign countries seeking employment opportunities is not likely to slow down in the immediate future. This will undoubtedly increase the amount of inbound remittance in the future as well. <br />
	<br />
	<br />
	<strong>It is often alleged that a large amount of workers’ remittances enter the country thorough illegal channels. What is your prescription to control it? <br />
	</strong><br />
	We can control the flow of remittance through informal channels only when we find the reasons behind it. We need to pinpoint the reasons which take people to choose nonbanking channels over the available legal ones. The obvious answer to it is the inability of Nepali financial institutions in providing banking channels to all the people willing to transfer their hard earned money to Nepal. In this regard, IME was the first Nepali financial institution to start its services to bring in remittances through a banking channel, 12 years ago. Prior to it, there was banking or legal channel available to send remittances from abroad and people entirely relied on the ‘hundi’ transactions. The trend of remittance coming in through informal channels has been reduced to a large extent after the establishment of IME. The objective of the Global IME Group is to create an easy mechanism for Nepalis living abroad to transfer their funds conveniently through the banking channels. <br />
	<br />
	But, I must mention here that we also have a fully functional system and products in place that address all the needs of fund transfer. For example, our foreign employment agencies need to pay a certain amount in foreign exchange to the companies in the Gulf countries or Malaysia that place orders to Nepali companies. But that is not possible legally and they are compelled to use ‘hundi’ for this purpose. If we can legally channel the agency commission, the illegal transfer will automatically reduce. Wherever a functional channel exists, there is possibility of both way movements of funds. <br />
	<br />
	The flow of remittance from India is also very nominal. About four million Nepalis are believed to be working in India and a very high majority of them use non-banking channels to transfer funds as they find it hasslesome and uneasy to remit through the banking channels. After the commencement of the Indo- Nepal remittance policy three months ago, the remittance flow from India is gradually increasing. Currently, IME has been networking with United Bank of India (UBI) which has around 1,600 branch offices across India. We do hope to reverse the trend of remitting through informal channels once we are able to make this networking with UBI branches throughout India fully functional. <br />
	<br />
	International Money Express (IME) has its reach in over 25 countries for bringing remittance to Nepal. It has strategic alliances with various exchange companies and commercial banks in Malaysia, the Middle East, Australia, UK and USA. IME Remit has also formed an alliance with companies like Money Gram International, Xpress Money, EZRemit and Instant Cash, for global access. I strongly believe that we can certainly combat the flow of remittance through informal channels in the long run if we can introduce appropriate bylaws and products to meet the needs of all stakeholders of the remittance business. <br />
	<br />
	<br />
	<strong>Both domestic and foreign investors are reluctant to invest in Nepal citing political instability. When do you think the situation will improve? <br />
	</strong><br />
	The political instability has definitely led towards a wait-andwatch situation for everybody, mainly the potential large investors. In spite of it, we should all move ahead with a positive attitude as business is also about taking risks and succeeding in it. Therefore, I think that companies investing during the crisis period can gain in the long term and make profits at a later stage. We are losing enormous opportunities due to the difficult circumstances that we currently face at home. I am sure there will be no looking back once the political issues are sorted out. I hope that it happens sooner than later and Nepal becomes one of the best destinations for investment. <br />
	<br />
	<br />
	<strong>The central bank has recently announced new Monetary Policy for FY 2012/13. Has it addressed issues raised by the banking community? <br />
	</strong><br />
	This Monetary Policy does not seem to have addressed remittance much. However, it has encouraged opening of bank branches and contact offices in countries like India and South Korea which are major remittance originating destinations. It is a positive step towards directing inflow of remittance through legal channels. Another important development is that the Nepalis can now exchange 2,500 dollars every time they go abroad. Earlier, when an individual or an organization submitted the required documents to banks and financial institutions, they could exchange up to 6,000 dollars maximum. This amount has now been increased up to 10,000 dollars. Similarly, the traders could earlier make a maximum payment of 25,000 dollars through Draft/TT while importing goods from countries apart from India. That has now been increased to 30,000 dollars. All these measures are the positive aspects of this policy. <br />
	<br />
	<br />
	<strong>How are different companies in the IME Group fold doing? What are your diversification plans? <br />
	</strong><br />
	From the perspective of a consolidated corporate group, we are involved in Automotives, Energy, Pharmaceuticals, Technology, Trading and Travel &amp; Tours besides Banking &amp; Finance and Remittance. IME Group has its presence in energy sector through Himalayan Power Partner Pvt Ltd, Mountain Energy Nepal Pvt Ltd and IME Oxygen Pvt Ltd. It is also one of the established players in the trading sector of Nepal. IME Group’s trading subsidiary – C M Trading – has been successful in penetrating major European markets with the exports of its Pashmina products for the last oneand- a-half decade now. <br />
	<br />
	The group has also been overseeing real estate and property lending through its trading subsidiary. IME Group has a presence in the tourism sector too, since 1995. It has Across Travels &amp; Tours Pvt Ltd, one of the leading travel agents accredited by IATA that has successfully carved a niche in the tourism industry. As far as the group’s financial services are concerned, there has been a massive transformation in the size of the Global IME Bank after the merger. Its paid-up capital has jumped to Rs 2.18 billion. <br />
	<br />
	It has debentures portfolio of Rs 400 million and lending is at the range of Rs 20 billion against the deposits of Rs 26 billion. The financial structure of the company has thus grown and opened new avenues for investment. In terms of networking, we are the largest amongst the private sector commercial banks. We have a total of 56 ATM counters, 70,000 shareholders, 650 employees, and 255,000 depositors. Currently, we are concentrating to expand our banking facilities in each district of the country and also set our focus on branchless banking. <br />
	<br />
	<br />
	<strong>You are planning to tie up with a foreign joint venture in several other sectors beyond banking and remittance services. Can you please share the developments? <br />
	</strong><br />
	To begin with, we first need to have a strong networking in order to tie up with foreign joint ventures. Our merger has reinforced the networking mechanism we had and it will certainly help us expand our business with the foreign companies in the days ahead. With the increased financial structures and widened networking, we look forward to collaborate with foreign companies in the near future. The process of Global IME Bank’s tie up with a possible foreign joint venture is in the pipeline right now. <br />
	<br />
	<br />
	<strong>You are also involved in the automobile business. How has been your auto venture doing? <br />
	</strong><br />
	We made a foray into this evergrowing sector in 2009 representing some of the renowned international automotive manufacturers as an authorized 3S distributor. Currently, our products from Asian Motor Works (AMW) – an Indian automobile company which produces trucks and trippers – is doing quite good. We have been associated with the company as it manufactures quality automobile products. Initially, the business did not go as well as we had anticipated because the crusher industries were on the verge of shutting down. Therefore, the trucks and trippers were difficult to be sold. However, in view of the improved situation, the products of AMW are gradually finding feet in the Nepali market. <br />
	<br />
	<br />
	<strong>You were planning to develop a fun park. What has been the progress so far? <br />
	</strong><br />
	We have reached almost to the final phase of planning to develop the said fun park which will be set up in the Chandragiri hills in the south west of Kathmandu. As part of our plan, we are working towards setting up a cable car route from Thankot in Kathmandu to the Chandragiri summit. We are consulting with various developers as well as considering different theme parks to make our fun park a complete recreation destination. Given the busy city life of Kathmandu, there is no place for the inhabitants of the capital to spend some quality time with their family and friends. Although, we are working on a new concept, we want to explore new areas of business as part of our expansion plans. We intend to start our project at the soonest possible and develop an affordable fun park for all. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI',
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	(int) 5 => array(
		'Article' => array(
			'id' => '675',
			'article_category_id' => '48',
			'title' => 'E-merged Banks',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="no laughing matter" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/featuredbackground(6).jpg" style="width: 158px; height: 85px;" vspace="5" /></p>
<p>
	 </p>
<p>
	<img alt="emerged banks" border="1" height="541" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughimgmatter.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly. <br />
	<br />
	The e-merging trend is interesting as by now not only the marriage between two firms but a third party has also begun to creep in, rather unexpectedly. The new mergres are sure to go beyond the diagonal or triangular, and can be expected to go further to attracting potential entities from a quadrangular, pentagonal or hexagonal directions, in dozens and scores. This drive towards unity in the financial sector, completely opposite to the nation’s march towards diversity and division in the name of federalism in the realm of politics, is surely awe-inspiring. <br />
	<br />
	With this pace of mergers, the days are not far away that there will soon be only three banks in Nepal– the central bank, a governmentowned bank and a private sector bank But with the mergers, a new problem has also emerged – problem a suitable name for the new entity created. If banks A, B and C are merging, A cannot accept the new bank be named B or C. same goes for B and C. If they name the new entity ABC, again there is problem because in this case A will be happier than B and C as A comes first in the name. They cannot name it BCA or CAB either for the same reason. Hundreds of banks, development banks, finance companies, micro-finance companies and thousands of saving cooperatives in existence have seemingly used up all the conceivable names. And many of the banks have also used names like those of the international banks, thereby narrowing the possibility of picking up a good foreign name. <br />
	<br />
	But they need not panic as the new trend in the international market is to take funny names, unlike serious names so far chosen by Nepali banks. The customers find it easier to remember such names thus ensuring top of the mind recall, as they say in marketing jargon. Look at these names of foreign banks: Redneck Bank, Blue Ball National Bank, Tightwad Bank, First National Bank, The Fifth Third Bank, Moody National Bank etc. <br />
	<br />
	Therefore, my suggestion to the emerging Nepali banks is to go for off-the-beat names that may reflect more accurately the character of the Board Chairman, CEO or Promoter Group. Few suggestions: <br />
	<br />
	<strong><br />
	• Topless Bank Ltd. <br />
	<br />
	• Freak Bank <br />
	<br />
	• The Drunken Liar Ltd. <br />
	<br />
	• Mom, Dad &amp; Sons Bank Ltd. <br />
	<br />
	• Shook and Hook Bank <br />
	<br />
	• Siphon and Run Bank <br />
	<br />
	• Doodle and Drown Bank and so on </strong><br />
	<br />
	<br />
	<br />
	Even your branch, products or bank account names could be different. For example: Pig (not big) Savings Accounts, Beauty Parlour Branch etc. Similarly, instead Oldage Saving Accounts you can have Bald Saving Accounts; instead of Supreme Saving Accounts you can have Superman or Spiderman Saving Scheme. <br />
	<br />
	But at this juncture, the banks must be mindful to pick the word from the right language. As you know many of schools and collages with the English name are now targets of the sister or brother organizations of our political parties. May be tomorrow, such very anglicized names could prove eye pricking to this or that party. I would not advise here in to go for Nepali lexicon directly as Nepal is hopefully be federalized that is why the banks also need to learn to dance in the local tune means choose a right language. <br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly.',
			'sortorder' => '572',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
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			'user_id' => '0'
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	),
	(int) 6 => array(
		'Article' => array(
			'id' => '674',
			'article_category_id' => '47',
			'title' => 'The IT Man',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="personlaity" border="1" height="256" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/binay.jpg" vspace="5" width="300" /><br />
	<br />
	An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession, Binay likes to explore the tremendous potential of the Internet. Steve Jobs once said, “Creativity is just connecting things. When you ask creative people how they did something they feel a little guilty because they did not really do it, they just saw something. It just seemed obvious to them after a while.” <br />
	<br />
	Binay Bohra, Managing Director of Vianet Communications Pvt Ltd, one of the leading Internet service providers (ISP) of Nepal finds a connection to the creative forces of cosmos. He sees new creations going on constantly in the universe. He has understood the life’s purpose – to create something new in life. He says, “We are part of the universe where creative energy is in abundance. I have always had a healthy feeling that I must create on my own and do something new.” Looking at his ISP business, he has created a link for people to connect to the vast internet that quenches people’s thirst for information, knowledge and entertainment. Moreover, he has also created employment opportunities for people in his organisation through the Internet services he offers. <br />
	<br />
	Having completed his higher studies in India from Bangalore University in 1995 in Computer Engineering, he returned to Kathmandu and joined Mercantile Communications. His parents had migrated from Darchula, a district in far western Nepal. Bohra says his father, who made a big contribution in the telecommunication sector of Nepal himself, had also inspired him to become a computer engineer. <br />
	<br />
	While working for three years at Mercantile, he developed the confidence to do something on his own. The Internet boom was gradually catching up in Nepal, however, there were few ISPs to cater to the growing demand of the Internet. The knowledge Bohra gained in the classroom was juxtaposed with the experience collected via his work. Vianet Communications was created in 1999 after he joined his hands with his likeminded friends. Ever since the company was conceived, Bohra and the company have been constantly moving towards the vision that was envisaged in the beginning. <br />
	<br />
	Vianet was one of the pioneers to offer dial-up Internet in the Kathmandu valley. The company now offers the Internet through the latest technology such as fibre optics to those who want to get connected to high speed Internet. Likewise, it offered cheap and reliable Internet at a time when slow and costly dial-up and NTC’s leased lines were the only options, claims Bohra. He says his company was also the pioneer in offering the Internet over Wi-Fi in Nepal. Today, he says, his company has the robust network to reach offices and homes everywhere. <br />
	<br />
	Whenever Bohra was asked in his childhood what he wanted to be, he used to say that he aspired to become a scientist. “Though I did not grow up to become a scientist, I am still into a creative field,” he says. He completed his schooling and college from St Xavier’s in Kathmandu. He says he possessed leadership quality since his childhood. Bohra used to be the captain of the football and athletic teams during his school days. “I have always believed in having a leadership role so I was interested in doing something on my own. I had always dreamt that I would be an entrepreneur with specialisation in a certain sector,” he recalls. <br />
	<br />
	Bohra has received a lot of support from his family too. Though his spouse runs a firm of her own, she also helps him in his work. “We have our separate businesses and are entrepreneurs in our own right. We are happy that we are into a creative sector that creates jobs and is an interesting world, similar to the creation going on in the universe,” he says. <br />
	<br />
	Bohra does not exert pressure on his offspring to follow a specific path. He would like to see his son grow into a balanced person. “It is not necessary that he should become a doctor or an engineer. I will support him in whatever he wants to become according to his personal interest. He should have that confidence to do what he wants to do,” he says. <br />
	<br />
	Bohra who is also the President of Internet Service Providers’ Association of Nepal (ISPAN) feels that this is the age of the Internet as our lives revolve around it. According to him, it is the source of educational materials, entertainment and various activities like listening to songs, radio, reading newspapers and magazines, watching TV, shopping, e-payments etc. Therefore, he has further plans on offering the Internet with ease to his customers. “Our aim is to make this service reliable and provide high speed network facilities. We are working on it and will come up with various applications and uses for customers,” he shares. He says that the competition is too tough and ISPs have to compete with the telecom operators too as they are also offering high speed Internet. <br />
	<br />
	He thinks that the current political environment is not favourable for doing business. Nevertheless, he feels nobody should stop working because of the external factors. “It has discouraged those who want to do something on their own. But, we have to go on working at our end,” he says. Being from an IT sector he admires Steve Jobs, co-founder of Apple Inc. Bohra likes his way of working – hearing to his inner soul without caring what others say rather than following somebody else. He considers Jobs as a successful and visionary leader. Similarly, he also admires Mahatma Gandhi as a fighter who overcame challenges. <br />
	<br />
	Bohra believes that management philosophy varies from personto- person and also the nature of projects. He believes that there is no shortcut to success and taking up leadership position requires dedication, understanding and intense involvement in the project. “One must work extremely hard because the world has become so competitive. It’s good to be smart, wealthy and lucky but the most important one is the self-belief and confidence,” he opines. He believes mistakes made could be corrected midway. “Mistakes are our learning opportunities but the focus should always be on the target,” he adds. For Bohra, success is multifaceted. He believes that success cannot be measured with the rise and fall in career only. “A person may have a highly successful business but what if his family life is wrecked? Likewise, a person may work hard and earn a lot of money. But it is of no use if his health does not favour him. So, a balanced life is a must and most importantly, you must do something that satisfies your heart,” he explains. <br />
	<br />
	Bohra thinks that the human resource is the most valuable asset for any organisation. “Leaders cannot perform alone. If a team works as a single entity with the dedication on a single mission without refining human resources and rightly managing and understanding the value of people, it is impossible to achieve success,” he says. In his company, Bohra ensures that he hires better people every time. He thinks that intellect should be the basis of recruitment and a team should not be formed based on recommendations alone. <br />
	<br />
	Bohra thinks that working within the country is the biggest contribution to the society. “We live in a society where we may have been doing some creative work and it might have benefited many. It is also possible that people are inspired and enjoying work because of us. So, working here with our own people is more important” he opines. Bohra wishes to diversify his area of operations and is looking forward to work in newer sectors apart from the IT industry. Similarly, he also wishes to take out more time from his routine work and do something more interesting in life. <br />
	<br />
	<br />
	<strong>PERSONAL SIDE <br />
	<br />
	• Likes watching football <br />
	<br />
	• Loves travelling <br />
	<br />
	• Pokhara is the favourite destination within the country <br />
	<br />
	• Not so fond of accessories like watches <br />
	<br />
	• Not so brand conscious; quality is more important. Interested in value more than the brand. <br />
	<br />
	• Carries Samsung Galaxy mobile phone <br />
	<br />
	• Fond of dogs and has a Labrador <br />
	<br />
	• Was a keen sportsman once <br />
	<br />
	<br />
	</strong></p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession.',
			'sortorder' => '571',
			'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' => '673',
			'article_category_id' => '57',
			'title' => 'Movie Sequels',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Sajag Karki <br />
	<br />
	<img alt="barndtalk" border="1" height="197" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk_sajagkarki.jpg" vspace="5" width="315" /><br />
	<br />
	<br />
	<strong>Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. </strong><br />
	<br />
	<br />
	After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. <br />
	<br />
	<img align="left" alt="spiderman" border="0" height="427" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/007.jpg" style="padding:15px; margin:15px;" vspace="5" width="300" /><br />
	<br />
	The established characters have such charismatic effect that the fans anxiously anticipate the release of these sequels of their favorite movies. These movies are highly successful brands and a sequel is made only if its previous version, i.e. a prequel, is a box office hit to the point that the viewers expect more of it. Star Trek, Mission Impossible, Harry Potter, Lord of the Rings, Men in Black and Iron Man are some examples of super successful sequels. <br />
	<br />
	<br />
	Harry Potter series is one such movie sequel that has done wonders among its fans with eight movies till date. It started from “Harry Potter and the Sorcerer’s Stone” released in 2001 till the latest version “Harry Potter and the Deathly Hallows-Part 2” released in 2011. The series is based on Harry Potter novels authored by British novelist J K Rowling who went on to become the first and only billionaire author till date. Basically, its Unique Selling Proposition (a.k.a. Unique Selling Point, or USP) is the portrayal of the protagonists Harry, Ron and Hermione in a spectacular and magical fantasy world. <br />
	<br />
	<br />
	Those who haven’t followed the series right from the beginning may not be able to comprehend its latter editions. At the same time, those who have followed the novel must be eagerly waiting for the next release of the Harry Potter series. Another classic is the James Bond series - the most popular spy films of all time. It’s based on the fictional character of James Bond (Code “007”), initially based on novels by Ian Fleming. It has grossed US$ 5 billion till date, making it the second highest grossing film series of all time after Harry Potter. <br />
	<br />
	<br />
	The stylish and macho character of James Bond has been portrayed by various actors including Sean Connery in “Dr. No”, Pierce Brosnan in “Die Another Day” and Daniel Craig in “Casino Royale”. These actors have added more sophistication to the James Bond character with each edition. The specialty about James Bond movies is that the series has become a legend in spy movies. The suave Bond character using super high-tech spy devices, fast cars and romancing beautiful women with his smooth moves have been the USP of all James Bond movies. <br />
	<br />
	<br />
	While analyzing the marketability of the movie sequels, they can be categorized under brand extension which are new product offerings (sequels) launched to capitalize on their parent brands (the original movies). There are basically four factors that determine a movie sequel as a successful brand. They are a) popularity of the original movie, b) distribution, c) likability factor of the original movie and d) star continuity. <br />
	<br />
	<br />
	People usually want their favorite stars to be seen in all the movies of a series which is the point of parity for sequel movies. Hence, star power and the directors are vital for the success of such movie series’. Lastly, the old marketing saying “The Customer is King” applies here as well as it is up to the viewers to decide the fate of these movie sequels. <br />
	<br />
	<br />
	<img alt="spiderman" height="375" src="http://newbusinessage.com/ckfinder/userfiles/Images/spiderman.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<br />
	<img alt="ghost" height="237" src="http://newbusinessage.com/ckfinder/userfiles/Images/ghost.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<strong><br />
	Karki is associated with JWT-Thompson Nepal Pvt Ltd. The article is based on research and author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com <br />
	</strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-11-01',
			'keywords' => '',
			'description' => 'After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially.',
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	),
	(int) 8 => array(
		'Article' => array(
			'id' => '672',
			'article_category_id' => '42',
			'title' => 'Investors Welcome 4th Quarter',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Bikram Chitrakar <br />
	<br />
	<img alt="stocktaking" border="1" height="187" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking.jpg" vspace="5" width="355" /><br />
	<br />
	<br />
	<strong>(Review for 27 June to 25 July, 2012) <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. <br />
	<br />
	</strong><br />
	Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480. <br />
	<br />
	A number of banking and financial institutions have reduced their interest rates on different saving schemes recently. Thus the attraction of interest rates is reduced now which is expected to lure the investors back to the equity market. <br />
	<br />
	<br />
	One important development during the review period was the approval of the guidelines for Mutual Fund. This has opened way for two already approved mutual funds (Siddhartha Mutual Fund and Nabil Mutual Fund) to start operation. <br />
	<br />
	<br />
	<br />
	<br />
	<strong><br />
	Performance by Sector <br />
	<br />
	<br />
	</strong><br />
	<img alt="pie chart" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectorwisdistribution.jpg" style="width: 349px; height: 384px;" vspace="5" /><br />
	<br />
	<br />
	Commercial banking sector that accounts for the major share in the volume of trade in Nepal Stock Exchange added 31.27 points or 7.72% during the review period to close at 405.02. Similarly, the Hydropower sector gained a hefty 77.37 points followed by 63.43 points up in others sector to reach 699.24 and 615.65 respectively. Insurance sub-index accelerated 28.67 points to 509.04 while manufacturing sector surged 15.57 points to 682.23. Development bank moved up 6.81 points or 2.68% to rest at 253.67. However, finance sector descended 2.47 points or 0.94% to rest at 263.37. Sensitive index that measures the performance of 133 blue chip scrip at the secondary market escalated 10.34 points or 9.87% to reach 104.73 while the float index calculated on the basis of real transactions went uphill 1.81 points or 5.75% to 31.48. The turnover volume was of Rs. 1,501,282,753 during the review period from 5,071,209 units of shares traded via 26,922 transactions. <br />
	<br />
	<br />
	The accompanying figure demonstrates sector-wise distribution based on the total volume of trade. As usual, commercial bank dominated the volume occupying 63.24%. Hydropower sector holds 14.10%, finance sector accounts for 7.08% and remaining sectors cover the rest. <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. Index is expecting to encounter correction as 30 days SMA is in mood to follow the index at this level. <br />
	<br />
	<img alt="marketrend" border="1" height="322" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/marketrend.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<img alt="movementinindices" border="1" height="393" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/movementinindices.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<strong>Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd. </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480.',
			'sortorder' => '569',
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	(int) 9 => array(
		'Article' => array(
			'id' => '671',
			'article_category_id' => '39',
			'title' => 'Chilime Hydropower : Dreaming Large',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>“We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	</strong><br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporare_kulman.jpg" style="width: 169px; height: 206px;" vspace="5" /><br />
	<br />
	<strong>KUL MAN GHISING <br />
	Managing Director <br />
	Chilime Hydropower Co Ltd <br />
	</strong><br />
	<br />
	If dreaming big is the norm for corporate houses, it is larger for Chilime Hydropower Company Limited. Having an installed production capacity of 22.1 Megawatts (MW) hydroelectricity at the moment, it envisages producing 500 MW of hydroelectricity by 2020. Similarly, it dreams to be the largest hydropower company in Nepal. <br />
	<br />
	<img alt="Chilime Hydro Power" border="1" height="285" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus_banner.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime has actually begun working towards its 2020 vision already. Right after the generation of hydroelectricity began on 25August 2003, the company applied for further projects and has four projects in its pipeline now. They are Rasuwagadhi Hydropower (111 MW), Senjen (42.5 MW), Upper Senjen (14.5 MW) and Madhya Bhotekoshi (102 MW). These projects will remain under Chilime’s subsidiaries: Rasuwagadhi Hydropower Company Limited, Madhya Bhotekoshi Jalavidhyut Company Limited and Senjen Jalavidhyut Company Limited. The parent company Chilime owns and operates a 22.1 MW power plant located in Rasuwa district. <br />
	<br />
	Kul Man Ghising, Managing Director of Chilime, reveals, “We have already planned on how to move ahead after completing these four projects. Two projects will come into operation after four years while the other two will commence operation after five years.” <br />
	<br />
	<img alt="" border="1" height="408" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime is also planning to get into reservoir based hydel plants along with sizeable projects of up to 500 MW. Ghising confidently says, “We have that capability as we are financially strong. We will get even stronger with the completion of four projects, both technically and financially.” Chilime has well understood that without sizeable projects, economies of scale in hydropower sector cannot be achieved and the price won’t reduce either. Chilime has applied for licenses of large scale power plants namely, Uttarganga (300 MW), Upper Arun (335 MW) and Langtang Project (232 MW). “We are hopeful to get licenses of some of these projects. After having license(s) in hand, we will go into construction phase within three years,” says Ghising. Chilime is looking forward to add more projects to its portfolio by 2014/15 so that it will have projects of around 800 MW by 2020 including operational capacity of 500 MW. This will help Chilime leap one step forward to meet its dream to establish itself as the largest public hydropower company in Nepal. <br />
	<br />
	Since its establishment, it has optimally utilised the local resources of Nepal –technical manpower and financing etc. Ghising says that the company is operating on a model of public-people-partnership. Therefore, 51 per cent of the stakes is held by the Nepal Electricity Authority (NEA) and 49 per cent by the general public including 10 per cent equity ownership of the local people at the project sites. He claimed Chilime to be the first public limited hydropower company of Nepal. <br />
	<br />
	The company has adopted a model that has been highly successful for managing capital for investing in hydropower. It includes investors, regulator, government bodies, the operator’s employees, buyers and also the consumers for financing hydropower. Ghising says the model that has been introduced by Chilime has proved to be a milestone for the Nepali hydropower sector. “When developing a 200 MW project was thought impossible without foreign investment and support from donors like Asian Development Bank (ADB) and World Bank, we have used money within Nepal to finance upcoming projects for a total of 270 MW,” he boasts, “Chilime has collected Rs 4 billion in four days. The confidence of the general public to invest in hydropower has developed because of us.” <br />
	<br />
	Ghising clarifies that Chilime is not a Public Private Partnership (PPP) company. It is rather a people focused company. He says that Chilime has moved on to the 4P model – peoplepublic- private-partnership as it has also involved private entities in its subsidiary companies. “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	<br />
	<img alt="chilime hydro power" border="1" height="405" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilmme111.jpg" vspace="10" width="400" /><br />
	<br />
	Ghising believes that a huge amount of hydropower can be developed in Nepal if more than a dozen hydropower companies adopt the same model. Chilime is looking forward to business expansion and to meet this objective, Ghising feels the need for foreign direct investment (FDI). He believes that international companies will easily be ready for partnership with Chilime as it has a huge public base and is a stable company in Nepal. <br />
	<br />
	Chilime has also helped locals prosper by making them the shareholders of the company. Ghising says that shareholding households of Rasuwa district have liquid assets of Rs 500,000 each because of the Chilime shares they own and dividends they receive. Ghising says that locals own 500 units of shares per household. “Each household will be proud to have at least Rs 2 million worth of shares after five years as the bonus shares and dividends go on adding up.” <br />
	<br />
	The company has been distributing around Rs 35,000 to 40,000 every year as dividend to each household. Ghising says that Rs 90 million was distributed last year in Rasuwa district alone as dividend. The company had distributed 70 per cent dividend last year – 30 per cent cash and 40 per cent bonus share. “This has helped in inclusive growth of locals along with creating a sense of ownership towards the project,” he says. Likewise, as part of its Corporate Social Responsibilities (CSR), the company spends over Rs 10 million every year on various activities like education, health, drinking water, roads, electricity and other social causes. <br />
	<br />
	The company had made a net profit of Rs 843.14 million in the fiscal year 2010/11. This year, the company’s net profit remained around Rs 950 million. The revenue collection of the company in the fiscal year 2011/12 was around Rs 1.2 billion. <br />
	<br />
	The total financing cost of Chilime at the time of completion of its project in Rasuwa was Rs 2.5 billion. While Rs 960 million was managed through equity investment, rest of the amount was materialised from borrowings. The company paid back its loan within three years. Chilime, at present, has paid up capital of Rs 1.35 billion. It is investing around Rs 7 billion in four projects within the course of the next five years. However, the total cost of these projects is around Rs 33.2 billion. Around Rs 16.6 billion will be invested by the Employees Provident Fund (EPF) while the rest will be managed through equity management. <br />
	<br />
	Ghising ruled out the dispute over Bhotekoshi rafting saying everybody in the region is warm heartedly welcoming the project. Earlier, it was being said that the rafting business will be disturbed due to the construction of the project. Ghising insisted that the actual rafting generally begins from Middle Bhotekoshi Project Power house area and will not affect rafting activities in any way. <br />
	<br />
	<img alt="" border="1" height="302" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime112.jpg" vspace="5" width="300" /><br />
	<br />
	He also promises to promote the rafting business and develop an international community rafting centre with rafting museum, a convention hall and a rafting training institute along with building gateways for rafting at numerous points on the banks of Bhotekoshi. He also sees possibilities for development of Eco- Hydro-tourism that will also boost revenue collection at Sindhupalchowk district. The company has made a slogan ‘Hydropower together with tourism’ to reinforce its promises. Chilime has a complaint that the hydropower sector is missing the presence of a regulator to check and balance the developers as well as the NEA. Ghising says that the hydropower sector is not as transparent as it should have been. <br />
	<br />
	Chilime is planning to export its surplus production after meeting the local demand. Similarly, it will also begin working towards backward integration like a tie-up with the turbine manufacturers, operation &amp; maintenance and consulting for hydropower sector. <br />
	<br />
	<img alt="swot analysis" border="1" height="142" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/swotanalysis.jpg" vspace="5" width="250" /><br />
	<br />
	<br />
	<strong>STRENGTHS </strong><br />
	<br />
	• Financially strong <br />
	<br />
	• Technically sound <br />
	<br />
	• Credibility <br />
	<br />
	• Goodwill <br />
	<br />
	• Public support <br />
	<br />
	<br />
	<br />
	<strong>WEAKNESSES </strong><br />
	<br />
	• Time taking procedures for procurement of goods and services. <br />
	<br />
	<br />
	<br />
	<strong>OPPORTUNITIES </strong><br />
	<br />
	• Huge market opportunity <br />
	<br />
	• Potential to generate hydropower <br />
	<br />
	<br />
	<br />
	<strong>THREATS </strong><br />
	<br />
	• Possibilities for project delays <br />
	<br />
	• Unnatural demands from locals <br />
	<br />
	• Weak financial health of the NEA - the buyer of electricity <br />
	<br />
	• Political instability <br />
	<br />
	• Unavailability of adequate technical manpower in the market <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Chilime Hydropower Dreaming Large “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.”',
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	(int) 10 => array(
		'Article' => array(
			'id' => '670',
			'article_category_id' => '38',
			'title' => 'Communication An Important Success Factor',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
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			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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		'Article' => array(
			'id' => '668',
			'article_category_id' => '38',
			'title' => 'Discussion Of Negotiating',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.”',
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			'title' => 'Quality As Craftsmanship',
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			'content' => '<p>
	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
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			'description' => 'Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.”',
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			'title' => '‘Certification Is Equally Important For All Organizations’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	<img alt="visiting business people" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sundar.jpg" style="width: 205px; height: 259px;" vspace="5" /><br />
	<strong><br />
	Sundar Kataria is the Chairman and Managing Director of International Certification Services (ICS) Pvt Ltd, India - one of the certification bodies of International Organization for Standardization (ISO), Geneva. <br />
	</strong><br />
	<br />
	A mechanical engineer by profession, Kataria started ICS in 1999 and is expanding his business in 15 countries with 10,000 valid customers all around the world. ICS has 30 offices in India to be close to their valued customers and provide cost effective and efficient certification services. It has been providing its value added certification and inspection services to the government, public and private sector organizations involved in land, offshore and marine activities. ICS started the quality drive in Nepal nearly a decade ago and started its branch in Kathmandu last year. Kataria recently visited Kathmandu for the certification of an education institute. In an interview with New Business Age, he talked about the importance of certification and quality management in Nepali industries and institutions. Excerpts: <br />
	<br />
	<strong><br />
	What is the intention of your trip to Nepal? <br />
	</strong><br />
	<br />
	We usually get a number of certification issues in Nepal and we come here frequently. This time around, I came here for the certification of one of the colleges and it was successful. Since we are the provider of social quality services, we feel the need of improvement in the Nepali management system of different industries including service sectors like health and education. We have a mission of providing international certification to Nepali management systems in different institutions. I have been visiting Nepal for a decade now. Although business is my first priority, my purpose of the Nepal trip has always been not only for work but also for pleasure. <br />
	<br />
	<br />
	<strong>How has your experience been with the local partners here in Nepal so far? <br />
	</strong><br />
	<br />
	We have a business partner here who supports carrying out our programs and audit and marketing for us. The clients are also our partners and the experience with them is quite good. I appreciate Nepali industries’ enthusiasm to sustain in the market. They are facing many constraints in their businesses because of the political situation and unstable government. Moreover, they are dependent on the neighboring country even for raw materials. I find them not being able to recruit skilled manpower to run the organization. However, they have been able to sustain and continue their businesses. We should praise these industries, entrepreneurs and co-operatives for sustaining in the market. <br />
	<br />
	<br />
	<strong>How do you evaluate certification services in Nepal? <br />
	</strong><br />
	<br />
	I should say that there a good number of industries available here and many of them have adopted this modern management system. Unfortunately, we find people in service sectors like finance, medical and education not adopting it. Certification is needed for quality assurance and therefore we suggest them to go for it because it also comes handy in supply chain and dealing with the customer. <br />
	<br />
	<br />
	<strong>You mean to say that every institution needs to be certified. What is the process for ICS certification? <br />
	</strong><br />
	<br />
	Certification is equally important for any organization whether it is a large corporate house or the small and medium enterprises (SMEs). As we go for the standard approach i.e. the managerial approach, we help these institutions to enhance their management systems through quality management services. When you are certified, you would be able to manage your system very well. For the certification process, we observe and study the management system of the company and manually oversee their quality system as well as the audit system. For example, we look into the resources of the education institutions, their system and the organization’s working environment, competence of the manpower they have recruited, safety strategies of the industry and the process of education. Most education institutions in Nepal are governed by the Tribhuvan University and the secondary board and hence, they follow their rules. We find out the extent to which they are following the rules and regulations. We also check if they are fulfilling minimum environment requirements or not, how they cover the calibers, the ratio between the students and teachers, how they are improving and so on. We also inspect their results and find out whether they are improving or not and the training levels of the teachers. This system is quite a holistic approach and applies in manufacturing also. We go through the procurement of raw materials processing manufacturing, inspection and testing, delivery and after sales or services. We have varieties of approach and maintain the standard pertaining to different certifications. <br />
	<br />
	<br />
	<strong>How many countries and industries have followed ICS by now? <br />
	</strong><br />
	<br />
	We are operating in 15 countries including the UAE and other gulf countries. ISO Geneva has blessed the industry and manufacturers including the service industry with an international standard Quality Management System ISO 9001. The ISO 9001 has been adopted by more than 200 member countries so far. This standardization on quality has become most popular and is considered as a benchmark. We are serving worldwide for many years now and many countries are opting for adaptation. Our targeted institutions are industry and service providers. We have certified some of the departments of Bank of India also. In Nepal, we have now 71 clients including Classic College which is the latest one. <br />
	<br />
	<br />
	<strong>What are the expansion plans of ICS? <br />
	</strong><br />
	<br />
	Although we are providing lots of inspections and certifications, I am looking forward to providing distinct education in Nepal. We have recently launched a one year diploma program on total quality management which is accredited by the Chartered Quality Institute (CQI) of United Kingdom. I feel Nepal needs training for different institutions for industrial purpose and also for those who opt to seek employment in the gulf countries. There are no professional training institutions for the labor workforce. If we get a good partner here, we can start that too. <br />
	<br />
	<br />
	<strong>How can Nepali Industries get benefit from management certification? <br />
	</strong><br />
	<br />
	It’s been the question of every institution all over the world to have sustainability and at the same time, to maintain continuity in the competitive market. Increase in the cost of raw materials and labor cost, political instability and currency deflation have been the common problems everywhere. Once we certify them, they would be able to look into their system and tackle the problems very well. It’s like a third eye which helps to look into your system and operate without loss. Although we are an Indian company, we have a good relation with Nepal. Our mission is to support SAARC countries and Nepal is the closest neighboring country. We have manpower, strength and mission to support people and believe that our attempts will help them to have business sustainability and continuity. <br />
	<br />
	 </p>',
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			'title' => 'IFC Loan Of $6.9 Million To Buddha Air',
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			'content' => '<p>
	IFC, a member of the World Bank Group, is providing a $6.9 million loan to Buddha Air in order to help the airline offer improved air travel connectivity in Nepal. IFC's loan will enable Buddha Air to purchase a second ATR-72 aircraft, strengthening the company's operations in the country. <br />
	<br />
	"IFC's second investment in Buddha Air will help us consolidate our services in the region," said Birendra Bahadur Basnet, Managing Director of Buddha Air. Improved air services refer to more options for tourists, and better connectivity for Nepal's population, added Basnet. According to him, improving air travel is essential for better domestic and international connectivity in Nepal because of the country's mountainous terrain. <br />
	<br />
	"Addressing the huge demand for infrastructure in Nepal is a strategic priority for IFC," said Anita George, IFC's Asia Director for Infrastructure and Natural Resources. "Our repeated investment in Buddha Air will help the company offer more travel options and reduce travel duration for Nepali citizens." <br />
	<br />
	<br />
	Buddha Air received a loan of $10 million from IFC in 2008 to purchase two ATR-42 aircrafts and construct a closed-door hangar at the Tribhuvan International Airport (TIA). The airline serves 10 domestic destinations. Incorporated in Nepal in 1996, Buddha Air operates domestic passenger flights between Kathmandu and other regional airports of Nepal. It also runs sightseeing flights to Mount Everest, offering an onboard view of the world's highest peak. </p>',
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			'created' => '2012-08-16',
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			'description' => 'IFC, a member of the World Bank Group, is providing a $6.9 million loan to Buddha Air in order to help the airline offer improved air travel connectivity in Nepal. IFC's loan will enable Buddha Air to purchase a second ATR-72 aircraft, strengthening the company's operations in the country.',
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			'title' => 'Corporate Movements August 2012',
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	<strong><br />
	Newcomers <br />
	</strong><br />
	<img alt="osman tarun" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/OSMAN-TURAN.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>OSMAN TURAN </strong>has been appointed as the Chief Executive Officer of Ncell replacing Pasi Koistinen who has been transferred to Georgia as the CEO of GeoCell. Earlier, Turan was the General Manager of GeoCell. <br />
	<br />
	<img alt="kamal gautam" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/KAMAL-GAUTAM.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>KAMAL GAUTAM</strong> has been appointed as the Chief Executive Officer of Infrastructure Development Bank Ltd replacing Dr Indra Humagain. Earlier, Gautam was Senior Manager of Sunrise Bank Ltd. <br />
	<br />
	<img alt="shekhar baral" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SHEKHAR-BARAL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>SHEKHAR BARAL </strong>has been appointed as the General Manager of Lumbini General Insurance Company Ltd. Earlier, he was General Manager of Surya Life Insurance Company Ltd. <br />
	<br />
	<img alt="deependra bahadur singh" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DEEPENDRA-BAHADUR-SINGH.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DEEPENDRA BAHADUR SINGH </strong>has joined Om Finance Limited as Deputy General Manager. Earlier, he was General Manager at Premier Finance Limited. <br />
	<br />
	<br />
	<strong>ASHWINI ACHARYA </strong>has joined Atithi Resort &amp; Spa as Vice President. Earlier, he was Senior Director, Sales &amp; Marketing at The Everest Hotel. <br />
	<br />
	<br />
	<strong>KIRAN MANANDHAR</strong> has joined Landmark, Pokhara as Operations Manager. Earlier, he was Front Office Manager in The Everest Hotel. <br />
	<br />
	<br />
	<strong>SURAJ KHANAL </strong>has joined Landmark, Pokhara as Director, Sales &amp; Marketing. Earlier, he was Sales and Marketing Manager at The Everest Hotel. <br />
	<br />
	<img alt="dhruba timsina" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DHURBA-TIMSINA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DHURBA TIMSINA </strong>has joined Siddartha Capital Ltd. as Chief Executive Officer. Earlier, he was officer at the Securities Board of Nepal (SEBON).</p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Newcomers at Skinlovers Cosmetic Pvt Ltd <br />
	</strong><br />
	<img alt="dbgurung" border="1" height="121" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/D-B-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>D B GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Chief Executive Officer. <br />
	<br />
	<img alt="sabina gurung" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SABINA-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong> SABINA GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Managing Director. <br />
	 </p>
<p>
	 </p>
<p>
	<br />
	<strong>Promotions <br />
	<br />
	<br />
	</strong><br />
	<img alt="jyoti prakash pandey" border="1" height="126" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/JYOTI-PRAKASH-PANDEY.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>JYOTI PRAKASH PANDEY </strong>has been promoted as Chief Executive Officer of Nepal Investment Bank Ltd after Prithivi Bahadur Pande stepped down from the position to remain as the Non-Executive Chairman. Earlier, Pandey was General Manager in the bank. <br />
	<br />
	<br />
	<img alt="vivak jha" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/VIVEK-JHA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>VIVEK JHA </strong>has been promoted as Chief Executive Officer of Nepal Life Insurance Company Limited. Earlier, he was the General Manager at Nepal Life Insurance Company Limited. <br />
	<br />
	<img alt="raj kumar kc" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJ-KUMAR-KC.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>RAJ KUMAR KC&nbsp; </strong>Operation Manager of Hotel Barahi Pokhara has been promoted as Executive Manager. <br />
	<br />
	<strong><br />
	Resigned <br />
	</strong><br />
	<br />
	<strong>DEEPESH KC, </strong>Food &amp; Beverage Manager of The Everest Hotel has gone to Tanzania to work as EAM, Food &amp; Beverage in an upscale hotel White Sands. <br />
	<br />
	<br />
	<strong>LAXMAN KHADKA, </strong>General Manager of Landmark, Pokhara has left the company to free himself to look after Hotel Space Mountain of Nagarkot that his group has recently purchased. <br />
	 </p>
<p>
	<br />
	<strong>Government Movement <br />
	</strong><br />
	<img alt="" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/BHESH-RAJ-KADEL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>BHESH RAJ KADEL </strong>has resigned as the Chairman of Nepal Telecommunications Authority. <br />
	<br />
	<strong><br />
	Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage.com. P O Box: 14197, Kathmandu. <br />
	</strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'OSMAN TURAN has been appointed as the Chief Executive Officer of Ncell replacing Pasi Koistinen who has been transferred to Georgia as the CEO of GeoCell. Earlier, Turan was the General Manager of GeoCell.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '678',
			'article_category_id' => '34',
			'title' => 'Biztoon/Voices August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-weight: bold;">August 2012<br />
	<br />
	<br />
	<img alt="" border="1" hspace="5" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/biztoon-august2012.jpg" style="width: 462px; height: 288px;" vspace="5" /></span></p>
<p>
	<br />
	<br />
	<br />
	&nbsp;</p>
<p>
	<br />
	<span style="color:#f00;"><strong><span style="font-size: 16px;">Voices</span></strong></span></p>
<p>
	<br />
	<strong><strong>&lsquo;The metropolitan city has not been able to spend development aid&rsquo;<br />
	<br />
	<img alt="dinesh kumar thapalitya" border="1" height="123" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dinesh(1).jpg" vspace="5" width="100" /></strong><br />
	<br />
	Dinesh Kumar Thapaliya, </strong>Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	&nbsp;</p>
<p>
	<strong>&lsquo;The intellectual level of Nepalis is among the best in the world&rsquo;<br />
	<br />
	Prashant Ghimire, </strong>Vice Principal of Advanced Engineering College, explaining that the intellectual level of Nepal-born people is at par with the world average and it&rsquo;s basically the implementation part that the country lacks in.&nbsp;</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<br />
	<strong>&lsquo;The NRNs are interested in short term investment in Nepal&rsquo;<br />
	<br />
	<img alt="" border="1" height="120" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/devmanhirachan.jpg" vspace="5" width="100" /><br />
	<br />
	Dev Man Hirachan, </strong>Chief Patron of Non Resident Nepali (NRN) Association, elaborating that the Nepalis living abroad are not keen on invest in big scale projects given the current political instability in the country</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Businesses in Nepal now perceive IT investment as a strategic decision&rsquo;<br />
	<br />
	Amit Malik, </strong>Vice President of Sales at Cisco India &amp; SAARC, saying that there is a clear change in the mindset of business in the country and they now look at IT investment as a decision that can enable them to fulfil their business needs.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Let&rsquo;s change the face of the Kathmandu Valley&rsquo;<br />
	<br />
	<img alt="" border="1" height="118" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavsthapit.jpg" vspace="5" width="100" /></strong></p>
<p>
	<strong>Keshav Sthapit, </strong>Development Commissioner of Kathmandu Valley Development Authority, informing that he has 50 projects in his mind which will be executed during his tenure of five years.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<strong>&lsquo;Political parties should agree on a common economic agenda&rsquo; </strong><br />
	<br />
	<img alt="" border="1" height="109" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dr_chrinjibinepal.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>Dr Chiranjibi Nepal, </strong>General Secretary of Nepal Economic Association, recommending that the government together with all the major political parties should come up with a common economic agenda and that all should make a commitment to adhere to it.<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2013-10-20',
			'keywords' => '',
			'description' => 'Dinesh Kumar Thapaliya, Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '677',
			'article_category_id' => '50',
			'title' => 'Feedback August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="" border="1" height="362" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback_july2012.jpg" vspace="5" width="300" /><br />
	<br />
	<strong>Nepal In The Grip Of Electricity Crisis<br />
	</strong><br />
	Nepal saw the last electricity crisis of the last millennium in 1999 and with the commissioning of Khimti project in 2000, there was no load shedding through till 2005. Earlier, NEA used to ascribe load shedding to “no water in rivers.” However, since the last wet season, Nepal had to suffer from load shedding even while she had to struggle with the “flood” problem. With no electricity for 16 hours a day, the last dry season was the worst so far. <br />
	<br />
	Although the concerned ministry claims that the ongoing power shortage will come to an end by 2017 as mentioned in the New Business Age – Biz News section in the July issue, the load shedding will not vanish just as yet. If projects, god forbid, do not materialise as envisaged, a time will come when people will start talking about the time electricity will be available (like water in the taps), rather than when electricity will not be available. A part of the load-shedding problem can be attributed to construction delays. The load shedding is not happening because the decision makers are unable to figure out what will be the demand for the years to come or such data is not available to them. If the status quo is to continue, Nepal will be condemned to have it as a standard phenomenon. It is because correct decisions with regard to policy as well as with regard to the start dates of implementation of specific projects to augment generation capacity – are not taken at appropriate time. The need of the hour is to have a paradigm shift in this regard. <br />
	<br />
	<br />
	<strong>Manisha Gurung, Dharan, Sunsari <br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Nepali Aviation Ind ustry </strong><br />
	<br />
	<em>The July issue of New Business Age saw much effort in the cover story. </em>I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story. You have done an incredibly fine job in this issue too. International airlines are growing in Nepal because they find huge potential in the Nepali market. However, I doubt the business of international airlines having smooth continuation since there are more airlines to come in the Nepali sky and the competition is going to grow further. <br />
	<br />
	If only the airlines could focus on bringing more tourists and develop a sustainable market here rather than depend only on the labour market. The Civil Aviation Authority of Nepal (CAAN) has a lot more to do in the future for upgrading domestic and international air service in Nepal. Establishing an international airport in Nijgadh is not enough. CAAN must have big plans for long term development of civil aviation sector in Nepal. <br />
	<br />
	The development of air service in Nepal is not possible if CAAN only manages to make Nijgadh another Tribhuvan International Airport (TIA). The condition of Nepal Airlines Corporation (NAC) as described in the story is pitiful. The purchase of new aircrafts in NAC has always been full of controversies. If NAC too follows the business strategies as carried out by other international airlines, it can bring back its glory of yesteryears. <br />
	<br />
	<strong><br />
	Govinda Poudyal, Kupondole, Lalitpur <br />
	<br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<br />
	<strong> Mustang Madness <br />
	</strong><br />
	The whole of Nepal is waiting eagerly for the new PM with new hopes and aspirations but who benefits? It’s not the people for sure. It’s the smart industrialists who play their cards well enough to give their vehicles like Mustang, the biggest publicity it could ever hope to get. Within two days, the sale of Mustang skyrocketed to clear all vehicles they were holding in stock Advertising has always been a big industry in Nepal and now this new publicity stunt throws a totally different spin to the game. According to observers, Mustang is a reasonably cheap car at Rs 1.7 million. Some observers have noted that since it is manufactured in the country, its price should be lower since they don’t have to pay a hefty tax similar to the imported vehicles. The purchase of the vehicle in question has not been determined. It could very well have been a gift by the industrialist. <br />
	<strong><br />
	Sundar Gorkhali, Kapan, Kathmandu </strong><br />
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<br />
	<strong>Hiding the Cover Page <br />
	</strong><br />
	Although the magazine is worthy in its content, it must look good when it comes out in the market. I found your August 2012 issue rich in content but there is something which I must share with you. The design of the cover was okay but there were too many words almost covering the whole magazine. It would have looked better if the font size of the highlights were made a little smaller. I also did not like the dark blue colour in your cover. It is unclear whether the cover picture has kept the background image of the cloud or the mountains. What I liked is the front page which has made the magazine at par with international standards. It looked as if you were not putting efforts on designing the cover page but instead hiding it under the attractive cover of the advertisement. <br />
	<br />
	<strong>Sundar Gorkhali, Birgunj<br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Corrigendum </strong><br />
	<br />
	Mr Kanishka Dasgupta, the Country Manager of FICCI for Nepal, informed that he was never associated with Microsoft Corporation as mentioned in the July 2012 issue of New Business Age under the ‘Corporate Movements’ section. He also said that before his current position at FICCI, he was with G&amp;D Communication (Feb 2010-May 2012). <br />
	<strong><br />
	The error is regretted<br />
	<br />
	Editor <br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>',
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			'created' => '2012-08-16',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'The July issue of New Business Age saw much effort in the cover story. I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story.',
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		'Article' => array(
			'id' => '676',
			'article_category_id' => '46',
			'title' => 'Chandra Prasad Dhakal',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size: 14px;"><strong><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>The Three-way Merger Has Consolidated The Global IME Bank’</strong></span></p>
<p>
	<span style="font-size:14px;"><strong><br />
	<br />
	</strong></span></p>
<p>
	<strong><img alt="interview" border="1" height="371" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/interview(7).jpg" vspace="5" width="300" /><br />
	<br />
	Chandra Prasad Dhakal <br />
	Chairman <br />
	Global IME Bank <br />
	</strong><br />
	<br />
	Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI. He is also a member of the Nepal Investment Board constituted by the Government, besides being an honorary consul for Indonesia. He is currently looking forward to explore business expansion in association with Nepali as well as foreign companies. In an interview with New Business Age, Dhakal talked about recent three-way merger among Global Bank, IME Finance and Lord Buddha Finance creating the Global IME Bank and prescribed measures of bringing remittances through formal banking channels, among a host of other issues. Excerpts: <br />
	<br />
	<strong><br />
	While mergers in Nepali BFIs are usually between two companies, yours is a three-way merger. How did that become possible? <br />
	</strong><br />
	First, we were convinced with the fact that a merger between banks and financial institutions (BFIs) can certainly add value into the eventual entity as we have seen from the latest merger trend. A merger between two companies is normal but for the first time in the history of Nepali BFIs, Global Bank signed a merger agreement with two other financial institutions. At the beginning of the process, we had Global Bank and IME Financial Institution had signed a memorandum of understanding and later, the promoters of Lord Buddha Financial Institution submitted their merger proposal in a meeting with the Global Bank management. Thus, the successful completion of the process of all three companies led to the formation of Global IME Bank. The amalgamation of the three companies has made Global IME Bank stronger in terms of the capital assets, networking, product diversity and quality of customer services. As the promoters of all three institutions are from different sectors, it has created a synergy for us to explore new business sectors with possible expansion plans. The Global IME Group is strongly committed to provide its banking and other financial services to areas that are thus far deprived of formal financial services. <br />
	<br />
	<br />
	<strong>Where would the Global IME Bank like to focus after becoming such a stronger new entity after the merger? <br />
	</strong><br />
	The Global Bank already had a strong presence in the industry and that has been further fortified in terms of networking following the merger. Now Global IME Bank is the only private sector commercial bank with the most extensive network of 62 branch offices in 13 zones. We are resolute enough to extend financial services through our innovative products in both urban and rural areas. We would be utilizing our potential to explore new areas of investment covering almost every possible productive sectors of Nepal. Along with it, in the medium or long term, we aspire to establish at least one branch office in each district of Nepal. Retail banking is one of the top agendas in our priority list. <br />
	<br />
	<br />
	<strong>The bank has issued debentures worth Rs 400 million as part of a strategy to expand the capital base. Do you have any specific investment plan for that fund? <br />
	</strong><br />
	The paid up capital of Global IME Bank has augmented to Rs 2.18 billion after the merger of the three companies. And with the debentures issued worth Rs 400 million, our overall capital size has reached Rs 2.58 billion. The increased capital base will definitely support our business expansion plans in the future in national as well as international levels. We are planning to aggressively expand our businesses in the areas that other commercial banks in Nepal have not explored so far. <br />
	<br />
	For example, agriculture is a very important sector of our economy. However, the private sector investment in this sector including those of BFIs is very negligible so far. Unlike other commercial banks, we are taking a different approach to increase investment in the agriculture sector. Currently, most commercial banks are focusing on businesses of more organized sector and corporate clients as their main transaction base. Departing from this trend, Global IME Bank has plans to finance agriculture and related productive sectors for their development to the fullest potential. <br />
	<br />
	It is evident by now that the financial services to the agro sector from the state owned banks alone is not enough for developing the agriculture sector so long as it can contribute more to the national economy. By financing for the commercialization of the agriculture, Global IME Bank would also be supporting the government plans and policies to increase the contribution of the agricultural sector to country’s GDP. Besides this, we will soon start to work towards minimizing operational risk of the Bank by focusing more on retail banking. This means our main transaction base for both deposit and lending will be the common people, although we will not shy away from corporate and institutional banking.</p>
<p>
	<br />
	<strong>Benefits of the merger apart, grievances and disputes too come up in the process among promoters of different institutions as well as at the top-level management and employees. How did you handle the situation? <br />
	<br />
	</strong>After the merger, the number of staffs under the Global IME Group has increased for sure. Managing all the employees of the three companies that were in existence before the merger has been indeed a very challenging task for us. However, we have received support from all levels of employees including the Chief Executive Officers of all the three companies, the board of directors and other stakeholders of all three entities. Employees as well as our promoters are aware that after the introduction of comprehensive merger bylaws by the central bank, a class ‘A’ bank has successfully merged with two other class ‘C’ financial institutions for the first time in Nepal’s financial history. This, in fact, is a historical achievement for the entire system. Everyone involved in this process has put his/her priority second to the very goal of merger among these institutions. I am confident that there will be no grievances amongst our promoters and the employees in the future as well. <br />
	<br />
	<br />
	<strong>You also have a very strong presence in Nepal’s inbound remittance business. How is the remittance industry doing at present? <br />
	</strong><br />
	The current fiscal year has witnessed a 36 per cent growth in the inflow of remittances. It is comparatively higher than the growth rate of the previous years. The flow of remittance has grown substantially in recent years due to the increased number of Nepalis going abroad for employment. Likewise, the recent appreciation in the value of dollar is also responsible for growing figures on remittance income. It is sad but true that the existing political instability and constitutional vacuum will continue to create unemployment in the days to come. Hence, the trend of people going to foreign countries seeking employment opportunities is not likely to slow down in the immediate future. This will undoubtedly increase the amount of inbound remittance in the future as well. <br />
	<br />
	<br />
	<strong>It is often alleged that a large amount of workers’ remittances enter the country thorough illegal channels. What is your prescription to control it? <br />
	</strong><br />
	We can control the flow of remittance through informal channels only when we find the reasons behind it. We need to pinpoint the reasons which take people to choose nonbanking channels over the available legal ones. The obvious answer to it is the inability of Nepali financial institutions in providing banking channels to all the people willing to transfer their hard earned money to Nepal. In this regard, IME was the first Nepali financial institution to start its services to bring in remittances through a banking channel, 12 years ago. Prior to it, there was banking or legal channel available to send remittances from abroad and people entirely relied on the ‘hundi’ transactions. The trend of remittance coming in through informal channels has been reduced to a large extent after the establishment of IME. The objective of the Global IME Group is to create an easy mechanism for Nepalis living abroad to transfer their funds conveniently through the banking channels. <br />
	<br />
	But, I must mention here that we also have a fully functional system and products in place that address all the needs of fund transfer. For example, our foreign employment agencies need to pay a certain amount in foreign exchange to the companies in the Gulf countries or Malaysia that place orders to Nepali companies. But that is not possible legally and they are compelled to use ‘hundi’ for this purpose. If we can legally channel the agency commission, the illegal transfer will automatically reduce. Wherever a functional channel exists, there is possibility of both way movements of funds. <br />
	<br />
	The flow of remittance from India is also very nominal. About four million Nepalis are believed to be working in India and a very high majority of them use non-banking channels to transfer funds as they find it hasslesome and uneasy to remit through the banking channels. After the commencement of the Indo- Nepal remittance policy three months ago, the remittance flow from India is gradually increasing. Currently, IME has been networking with United Bank of India (UBI) which has around 1,600 branch offices across India. We do hope to reverse the trend of remitting through informal channels once we are able to make this networking with UBI branches throughout India fully functional. <br />
	<br />
	International Money Express (IME) has its reach in over 25 countries for bringing remittance to Nepal. It has strategic alliances with various exchange companies and commercial banks in Malaysia, the Middle East, Australia, UK and USA. IME Remit has also formed an alliance with companies like Money Gram International, Xpress Money, EZRemit and Instant Cash, for global access. I strongly believe that we can certainly combat the flow of remittance through informal channels in the long run if we can introduce appropriate bylaws and products to meet the needs of all stakeholders of the remittance business. <br />
	<br />
	<br />
	<strong>Both domestic and foreign investors are reluctant to invest in Nepal citing political instability. When do you think the situation will improve? <br />
	</strong><br />
	The political instability has definitely led towards a wait-andwatch situation for everybody, mainly the potential large investors. In spite of it, we should all move ahead with a positive attitude as business is also about taking risks and succeeding in it. Therefore, I think that companies investing during the crisis period can gain in the long term and make profits at a later stage. We are losing enormous opportunities due to the difficult circumstances that we currently face at home. I am sure there will be no looking back once the political issues are sorted out. I hope that it happens sooner than later and Nepal becomes one of the best destinations for investment. <br />
	<br />
	<br />
	<strong>The central bank has recently announced new Monetary Policy for FY 2012/13. Has it addressed issues raised by the banking community? <br />
	</strong><br />
	This Monetary Policy does not seem to have addressed remittance much. However, it has encouraged opening of bank branches and contact offices in countries like India and South Korea which are major remittance originating destinations. It is a positive step towards directing inflow of remittance through legal channels. Another important development is that the Nepalis can now exchange 2,500 dollars every time they go abroad. Earlier, when an individual or an organization submitted the required documents to banks and financial institutions, they could exchange up to 6,000 dollars maximum. This amount has now been increased up to 10,000 dollars. Similarly, the traders could earlier make a maximum payment of 25,000 dollars through Draft/TT while importing goods from countries apart from India. That has now been increased to 30,000 dollars. All these measures are the positive aspects of this policy. <br />
	<br />
	<br />
	<strong>How are different companies in the IME Group fold doing? What are your diversification plans? <br />
	</strong><br />
	From the perspective of a consolidated corporate group, we are involved in Automotives, Energy, Pharmaceuticals, Technology, Trading and Travel &amp; Tours besides Banking &amp; Finance and Remittance. IME Group has its presence in energy sector through Himalayan Power Partner Pvt Ltd, Mountain Energy Nepal Pvt Ltd and IME Oxygen Pvt Ltd. It is also one of the established players in the trading sector of Nepal. IME Group’s trading subsidiary – C M Trading – has been successful in penetrating major European markets with the exports of its Pashmina products for the last oneand- a-half decade now. <br />
	<br />
	The group has also been overseeing real estate and property lending through its trading subsidiary. IME Group has a presence in the tourism sector too, since 1995. It has Across Travels &amp; Tours Pvt Ltd, one of the leading travel agents accredited by IATA that has successfully carved a niche in the tourism industry. As far as the group’s financial services are concerned, there has been a massive transformation in the size of the Global IME Bank after the merger. Its paid-up capital has jumped to Rs 2.18 billion. <br />
	<br />
	It has debentures portfolio of Rs 400 million and lending is at the range of Rs 20 billion against the deposits of Rs 26 billion. The financial structure of the company has thus grown and opened new avenues for investment. In terms of networking, we are the largest amongst the private sector commercial banks. We have a total of 56 ATM counters, 70,000 shareholders, 650 employees, and 255,000 depositors. Currently, we are concentrating to expand our banking facilities in each district of the country and also set our focus on branchless banking. <br />
	<br />
	<br />
	<strong>You are planning to tie up with a foreign joint venture in several other sectors beyond banking and remittance services. Can you please share the developments? <br />
	</strong><br />
	To begin with, we first need to have a strong networking in order to tie up with foreign joint ventures. Our merger has reinforced the networking mechanism we had and it will certainly help us expand our business with the foreign companies in the days ahead. With the increased financial structures and widened networking, we look forward to collaborate with foreign companies in the near future. The process of Global IME Bank’s tie up with a possible foreign joint venture is in the pipeline right now. <br />
	<br />
	<br />
	<strong>You are also involved in the automobile business. How has been your auto venture doing? <br />
	</strong><br />
	We made a foray into this evergrowing sector in 2009 representing some of the renowned international automotive manufacturers as an authorized 3S distributor. Currently, our products from Asian Motor Works (AMW) – an Indian automobile company which produces trucks and trippers – is doing quite good. We have been associated with the company as it manufactures quality automobile products. Initially, the business did not go as well as we had anticipated because the crusher industries were on the verge of shutting down. Therefore, the trucks and trippers were difficult to be sold. However, in view of the improved situation, the products of AMW are gradually finding feet in the Nepali market. <br />
	<br />
	<br />
	<strong>You were planning to develop a fun park. What has been the progress so far? <br />
	</strong><br />
	We have reached almost to the final phase of planning to develop the said fun park which will be set up in the Chandragiri hills in the south west of Kathmandu. As part of our plan, we are working towards setting up a cable car route from Thankot in Kathmandu to the Chandragiri summit. We are consulting with various developers as well as considering different theme parks to make our fun park a complete recreation destination. Given the busy city life of Kathmandu, there is no place for the inhabitants of the capital to spend some quality time with their family and friends. Although, we are working on a new concept, we want to explore new areas of business as part of our expansion plans. We intend to start our project at the soonest possible and develop an affordable fun park for all. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI',
			'sortorder' => '573',
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	(int) 5 => array(
		'Article' => array(
			'id' => '675',
			'article_category_id' => '48',
			'title' => 'E-merged Banks',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="no laughing matter" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/featuredbackground(6).jpg" style="width: 158px; height: 85px;" vspace="5" /></p>
<p>
	 </p>
<p>
	<img alt="emerged banks" border="1" height="541" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughimgmatter.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly. <br />
	<br />
	The e-merging trend is interesting as by now not only the marriage between two firms but a third party has also begun to creep in, rather unexpectedly. The new mergres are sure to go beyond the diagonal or triangular, and can be expected to go further to attracting potential entities from a quadrangular, pentagonal or hexagonal directions, in dozens and scores. This drive towards unity in the financial sector, completely opposite to the nation’s march towards diversity and division in the name of federalism in the realm of politics, is surely awe-inspiring. <br />
	<br />
	With this pace of mergers, the days are not far away that there will soon be only three banks in Nepal– the central bank, a governmentowned bank and a private sector bank But with the mergers, a new problem has also emerged – problem a suitable name for the new entity created. If banks A, B and C are merging, A cannot accept the new bank be named B or C. same goes for B and C. If they name the new entity ABC, again there is problem because in this case A will be happier than B and C as A comes first in the name. They cannot name it BCA or CAB either for the same reason. Hundreds of banks, development banks, finance companies, micro-finance companies and thousands of saving cooperatives in existence have seemingly used up all the conceivable names. And many of the banks have also used names like those of the international banks, thereby narrowing the possibility of picking up a good foreign name. <br />
	<br />
	But they need not panic as the new trend in the international market is to take funny names, unlike serious names so far chosen by Nepali banks. The customers find it easier to remember such names thus ensuring top of the mind recall, as they say in marketing jargon. Look at these names of foreign banks: Redneck Bank, Blue Ball National Bank, Tightwad Bank, First National Bank, The Fifth Third Bank, Moody National Bank etc. <br />
	<br />
	Therefore, my suggestion to the emerging Nepali banks is to go for off-the-beat names that may reflect more accurately the character of the Board Chairman, CEO or Promoter Group. Few suggestions: <br />
	<br />
	<strong><br />
	• Topless Bank Ltd. <br />
	<br />
	• Freak Bank <br />
	<br />
	• The Drunken Liar Ltd. <br />
	<br />
	• Mom, Dad &amp; Sons Bank Ltd. <br />
	<br />
	• Shook and Hook Bank <br />
	<br />
	• Siphon and Run Bank <br />
	<br />
	• Doodle and Drown Bank and so on </strong><br />
	<br />
	<br />
	<br />
	Even your branch, products or bank account names could be different. For example: Pig (not big) Savings Accounts, Beauty Parlour Branch etc. Similarly, instead Oldage Saving Accounts you can have Bald Saving Accounts; instead of Supreme Saving Accounts you can have Superman or Spiderman Saving Scheme. <br />
	<br />
	But at this juncture, the banks must be mindful to pick the word from the right language. As you know many of schools and collages with the English name are now targets of the sister or brother organizations of our political parties. May be tomorrow, such very anglicized names could prove eye pricking to this or that party. I would not advise here in to go for Nepali lexicon directly as Nepal is hopefully be federalized that is why the banks also need to learn to dance in the local tune means choose a right language. <br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly.',
			'sortorder' => '572',
			'image' => null,
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			'main_news' => false,
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		)
	),
	(int) 6 => array(
		'Article' => array(
			'id' => '674',
			'article_category_id' => '47',
			'title' => 'The IT Man',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="personlaity" border="1" height="256" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/binay.jpg" vspace="5" width="300" /><br />
	<br />
	An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession, Binay likes to explore the tremendous potential of the Internet. Steve Jobs once said, “Creativity is just connecting things. When you ask creative people how they did something they feel a little guilty because they did not really do it, they just saw something. It just seemed obvious to them after a while.” <br />
	<br />
	Binay Bohra, Managing Director of Vianet Communications Pvt Ltd, one of the leading Internet service providers (ISP) of Nepal finds a connection to the creative forces of cosmos. He sees new creations going on constantly in the universe. He has understood the life’s purpose – to create something new in life. He says, “We are part of the universe where creative energy is in abundance. I have always had a healthy feeling that I must create on my own and do something new.” Looking at his ISP business, he has created a link for people to connect to the vast internet that quenches people’s thirst for information, knowledge and entertainment. Moreover, he has also created employment opportunities for people in his organisation through the Internet services he offers. <br />
	<br />
	Having completed his higher studies in India from Bangalore University in 1995 in Computer Engineering, he returned to Kathmandu and joined Mercantile Communications. His parents had migrated from Darchula, a district in far western Nepal. Bohra says his father, who made a big contribution in the telecommunication sector of Nepal himself, had also inspired him to become a computer engineer. <br />
	<br />
	While working for three years at Mercantile, he developed the confidence to do something on his own. The Internet boom was gradually catching up in Nepal, however, there were few ISPs to cater to the growing demand of the Internet. The knowledge Bohra gained in the classroom was juxtaposed with the experience collected via his work. Vianet Communications was created in 1999 after he joined his hands with his likeminded friends. Ever since the company was conceived, Bohra and the company have been constantly moving towards the vision that was envisaged in the beginning. <br />
	<br />
	Vianet was one of the pioneers to offer dial-up Internet in the Kathmandu valley. The company now offers the Internet through the latest technology such as fibre optics to those who want to get connected to high speed Internet. Likewise, it offered cheap and reliable Internet at a time when slow and costly dial-up and NTC’s leased lines were the only options, claims Bohra. He says his company was also the pioneer in offering the Internet over Wi-Fi in Nepal. Today, he says, his company has the robust network to reach offices and homes everywhere. <br />
	<br />
	Whenever Bohra was asked in his childhood what he wanted to be, he used to say that he aspired to become a scientist. “Though I did not grow up to become a scientist, I am still into a creative field,” he says. He completed his schooling and college from St Xavier’s in Kathmandu. He says he possessed leadership quality since his childhood. Bohra used to be the captain of the football and athletic teams during his school days. “I have always believed in having a leadership role so I was interested in doing something on my own. I had always dreamt that I would be an entrepreneur with specialisation in a certain sector,” he recalls. <br />
	<br />
	Bohra has received a lot of support from his family too. Though his spouse runs a firm of her own, she also helps him in his work. “We have our separate businesses and are entrepreneurs in our own right. We are happy that we are into a creative sector that creates jobs and is an interesting world, similar to the creation going on in the universe,” he says. <br />
	<br />
	Bohra does not exert pressure on his offspring to follow a specific path. He would like to see his son grow into a balanced person. “It is not necessary that he should become a doctor or an engineer. I will support him in whatever he wants to become according to his personal interest. He should have that confidence to do what he wants to do,” he says. <br />
	<br />
	Bohra who is also the President of Internet Service Providers’ Association of Nepal (ISPAN) feels that this is the age of the Internet as our lives revolve around it. According to him, it is the source of educational materials, entertainment and various activities like listening to songs, radio, reading newspapers and magazines, watching TV, shopping, e-payments etc. Therefore, he has further plans on offering the Internet with ease to his customers. “Our aim is to make this service reliable and provide high speed network facilities. We are working on it and will come up with various applications and uses for customers,” he shares. He says that the competition is too tough and ISPs have to compete with the telecom operators too as they are also offering high speed Internet. <br />
	<br />
	He thinks that the current political environment is not favourable for doing business. Nevertheless, he feels nobody should stop working because of the external factors. “It has discouraged those who want to do something on their own. But, we have to go on working at our end,” he says. Being from an IT sector he admires Steve Jobs, co-founder of Apple Inc. Bohra likes his way of working – hearing to his inner soul without caring what others say rather than following somebody else. He considers Jobs as a successful and visionary leader. Similarly, he also admires Mahatma Gandhi as a fighter who overcame challenges. <br />
	<br />
	Bohra believes that management philosophy varies from personto- person and also the nature of projects. He believes that there is no shortcut to success and taking up leadership position requires dedication, understanding and intense involvement in the project. “One must work extremely hard because the world has become so competitive. It’s good to be smart, wealthy and lucky but the most important one is the self-belief and confidence,” he opines. He believes mistakes made could be corrected midway. “Mistakes are our learning opportunities but the focus should always be on the target,” he adds. For Bohra, success is multifaceted. He believes that success cannot be measured with the rise and fall in career only. “A person may have a highly successful business but what if his family life is wrecked? Likewise, a person may work hard and earn a lot of money. But it is of no use if his health does not favour him. So, a balanced life is a must and most importantly, you must do something that satisfies your heart,” he explains. <br />
	<br />
	Bohra thinks that the human resource is the most valuable asset for any organisation. “Leaders cannot perform alone. If a team works as a single entity with the dedication on a single mission without refining human resources and rightly managing and understanding the value of people, it is impossible to achieve success,” he says. In his company, Bohra ensures that he hires better people every time. He thinks that intellect should be the basis of recruitment and a team should not be formed based on recommendations alone. <br />
	<br />
	Bohra thinks that working within the country is the biggest contribution to the society. “We live in a society where we may have been doing some creative work and it might have benefited many. It is also possible that people are inspired and enjoying work because of us. So, working here with our own people is more important” he opines. Bohra wishes to diversify his area of operations and is looking forward to work in newer sectors apart from the IT industry. Similarly, he also wishes to take out more time from his routine work and do something more interesting in life. <br />
	<br />
	<br />
	<strong>PERSONAL SIDE <br />
	<br />
	• Likes watching football <br />
	<br />
	• Loves travelling <br />
	<br />
	• Pokhara is the favourite destination within the country <br />
	<br />
	• Not so fond of accessories like watches <br />
	<br />
	• Not so brand conscious; quality is more important. Interested in value more than the brand. <br />
	<br />
	• Carries Samsung Galaxy mobile phone <br />
	<br />
	• Fond of dogs and has a Labrador <br />
	<br />
	• Was a keen sportsman once <br />
	<br />
	<br />
	</strong></p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession.',
			'sortorder' => '571',
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			'main_news' => false,
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			'user_id' => '0'
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	),
	(int) 7 => array(
		'Article' => array(
			'id' => '673',
			'article_category_id' => '57',
			'title' => 'Movie Sequels',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Sajag Karki <br />
	<br />
	<img alt="barndtalk" border="1" height="197" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk_sajagkarki.jpg" vspace="5" width="315" /><br />
	<br />
	<br />
	<strong>Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. </strong><br />
	<br />
	<br />
	After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. <br />
	<br />
	<img align="left" alt="spiderman" border="0" height="427" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/007.jpg" style="padding:15px; margin:15px;" vspace="5" width="300" /><br />
	<br />
	The established characters have such charismatic effect that the fans anxiously anticipate the release of these sequels of their favorite movies. These movies are highly successful brands and a sequel is made only if its previous version, i.e. a prequel, is a box office hit to the point that the viewers expect more of it. Star Trek, Mission Impossible, Harry Potter, Lord of the Rings, Men in Black and Iron Man are some examples of super successful sequels. <br />
	<br />
	<br />
	Harry Potter series is one such movie sequel that has done wonders among its fans with eight movies till date. It started from “Harry Potter and the Sorcerer’s Stone” released in 2001 till the latest version “Harry Potter and the Deathly Hallows-Part 2” released in 2011. The series is based on Harry Potter novels authored by British novelist J K Rowling who went on to become the first and only billionaire author till date. Basically, its Unique Selling Proposition (a.k.a. Unique Selling Point, or USP) is the portrayal of the protagonists Harry, Ron and Hermione in a spectacular and magical fantasy world. <br />
	<br />
	<br />
	Those who haven’t followed the series right from the beginning may not be able to comprehend its latter editions. At the same time, those who have followed the novel must be eagerly waiting for the next release of the Harry Potter series. Another classic is the James Bond series - the most popular spy films of all time. It’s based on the fictional character of James Bond (Code “007”), initially based on novels by Ian Fleming. It has grossed US$ 5 billion till date, making it the second highest grossing film series of all time after Harry Potter. <br />
	<br />
	<br />
	The stylish and macho character of James Bond has been portrayed by various actors including Sean Connery in “Dr. No”, Pierce Brosnan in “Die Another Day” and Daniel Craig in “Casino Royale”. These actors have added more sophistication to the James Bond character with each edition. The specialty about James Bond movies is that the series has become a legend in spy movies. The suave Bond character using super high-tech spy devices, fast cars and romancing beautiful women with his smooth moves have been the USP of all James Bond movies. <br />
	<br />
	<br />
	While analyzing the marketability of the movie sequels, they can be categorized under brand extension which are new product offerings (sequels) launched to capitalize on their parent brands (the original movies). There are basically four factors that determine a movie sequel as a successful brand. They are a) popularity of the original movie, b) distribution, c) likability factor of the original movie and d) star continuity. <br />
	<br />
	<br />
	People usually want their favorite stars to be seen in all the movies of a series which is the point of parity for sequel movies. Hence, star power and the directors are vital for the success of such movie series’. Lastly, the old marketing saying “The Customer is King” applies here as well as it is up to the viewers to decide the fate of these movie sequels. <br />
	<br />
	<br />
	<img alt="spiderman" height="375" src="http://newbusinessage.com/ckfinder/userfiles/Images/spiderman.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<br />
	<img alt="ghost" height="237" src="http://newbusinessage.com/ckfinder/userfiles/Images/ghost.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<strong><br />
	Karki is associated with JWT-Thompson Nepal Pvt Ltd. The article is based on research and author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com <br />
	</strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-11-01',
			'keywords' => '',
			'description' => 'After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially.',
			'sortorder' => '570',
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	),
	(int) 8 => array(
		'Article' => array(
			'id' => '672',
			'article_category_id' => '42',
			'title' => 'Investors Welcome 4th Quarter',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Bikram Chitrakar <br />
	<br />
	<img alt="stocktaking" border="1" height="187" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking.jpg" vspace="5" width="355" /><br />
	<br />
	<br />
	<strong>(Review for 27 June to 25 July, 2012) <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. <br />
	<br />
	</strong><br />
	Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480. <br />
	<br />
	A number of banking and financial institutions have reduced their interest rates on different saving schemes recently. Thus the attraction of interest rates is reduced now which is expected to lure the investors back to the equity market. <br />
	<br />
	<br />
	One important development during the review period was the approval of the guidelines for Mutual Fund. This has opened way for two already approved mutual funds (Siddhartha Mutual Fund and Nabil Mutual Fund) to start operation. <br />
	<br />
	<br />
	<br />
	<br />
	<strong><br />
	Performance by Sector <br />
	<br />
	<br />
	</strong><br />
	<img alt="pie chart" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectorwisdistribution.jpg" style="width: 349px; height: 384px;" vspace="5" /><br />
	<br />
	<br />
	Commercial banking sector that accounts for the major share in the volume of trade in Nepal Stock Exchange added 31.27 points or 7.72% during the review period to close at 405.02. Similarly, the Hydropower sector gained a hefty 77.37 points followed by 63.43 points up in others sector to reach 699.24 and 615.65 respectively. Insurance sub-index accelerated 28.67 points to 509.04 while manufacturing sector surged 15.57 points to 682.23. Development bank moved up 6.81 points or 2.68% to rest at 253.67. However, finance sector descended 2.47 points or 0.94% to rest at 263.37. Sensitive index that measures the performance of 133 blue chip scrip at the secondary market escalated 10.34 points or 9.87% to reach 104.73 while the float index calculated on the basis of real transactions went uphill 1.81 points or 5.75% to 31.48. The turnover volume was of Rs. 1,501,282,753 during the review period from 5,071,209 units of shares traded via 26,922 transactions. <br />
	<br />
	<br />
	The accompanying figure demonstrates sector-wise distribution based on the total volume of trade. As usual, commercial bank dominated the volume occupying 63.24%. Hydropower sector holds 14.10%, finance sector accounts for 7.08% and remaining sectors cover the rest. <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. Index is expecting to encounter correction as 30 days SMA is in mood to follow the index at this level. <br />
	<br />
	<img alt="marketrend" border="1" height="322" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/marketrend.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<img alt="movementinindices" border="1" height="393" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/movementinindices.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<strong>Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd. </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480.',
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	(int) 9 => array(
		'Article' => array(
			'id' => '671',
			'article_category_id' => '39',
			'title' => 'Chilime Hydropower : Dreaming Large',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>“We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	</strong><br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporare_kulman.jpg" style="width: 169px; height: 206px;" vspace="5" /><br />
	<br />
	<strong>KUL MAN GHISING <br />
	Managing Director <br />
	Chilime Hydropower Co Ltd <br />
	</strong><br />
	<br />
	If dreaming big is the norm for corporate houses, it is larger for Chilime Hydropower Company Limited. Having an installed production capacity of 22.1 Megawatts (MW) hydroelectricity at the moment, it envisages producing 500 MW of hydroelectricity by 2020. Similarly, it dreams to be the largest hydropower company in Nepal. <br />
	<br />
	<img alt="Chilime Hydro Power" border="1" height="285" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus_banner.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime has actually begun working towards its 2020 vision already. Right after the generation of hydroelectricity began on 25August 2003, the company applied for further projects and has four projects in its pipeline now. They are Rasuwagadhi Hydropower (111 MW), Senjen (42.5 MW), Upper Senjen (14.5 MW) and Madhya Bhotekoshi (102 MW). These projects will remain under Chilime’s subsidiaries: Rasuwagadhi Hydropower Company Limited, Madhya Bhotekoshi Jalavidhyut Company Limited and Senjen Jalavidhyut Company Limited. The parent company Chilime owns and operates a 22.1 MW power plant located in Rasuwa district. <br />
	<br />
	Kul Man Ghising, Managing Director of Chilime, reveals, “We have already planned on how to move ahead after completing these four projects. Two projects will come into operation after four years while the other two will commence operation after five years.” <br />
	<br />
	<img alt="" border="1" height="408" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime is also planning to get into reservoir based hydel plants along with sizeable projects of up to 500 MW. Ghising confidently says, “We have that capability as we are financially strong. We will get even stronger with the completion of four projects, both technically and financially.” Chilime has well understood that without sizeable projects, economies of scale in hydropower sector cannot be achieved and the price won’t reduce either. Chilime has applied for licenses of large scale power plants namely, Uttarganga (300 MW), Upper Arun (335 MW) and Langtang Project (232 MW). “We are hopeful to get licenses of some of these projects. After having license(s) in hand, we will go into construction phase within three years,” says Ghising. Chilime is looking forward to add more projects to its portfolio by 2014/15 so that it will have projects of around 800 MW by 2020 including operational capacity of 500 MW. This will help Chilime leap one step forward to meet its dream to establish itself as the largest public hydropower company in Nepal. <br />
	<br />
	Since its establishment, it has optimally utilised the local resources of Nepal –technical manpower and financing etc. Ghising says that the company is operating on a model of public-people-partnership. Therefore, 51 per cent of the stakes is held by the Nepal Electricity Authority (NEA) and 49 per cent by the general public including 10 per cent equity ownership of the local people at the project sites. He claimed Chilime to be the first public limited hydropower company of Nepal. <br />
	<br />
	The company has adopted a model that has been highly successful for managing capital for investing in hydropower. It includes investors, regulator, government bodies, the operator’s employees, buyers and also the consumers for financing hydropower. Ghising says the model that has been introduced by Chilime has proved to be a milestone for the Nepali hydropower sector. “When developing a 200 MW project was thought impossible without foreign investment and support from donors like Asian Development Bank (ADB) and World Bank, we have used money within Nepal to finance upcoming projects for a total of 270 MW,” he boasts, “Chilime has collected Rs 4 billion in four days. The confidence of the general public to invest in hydropower has developed because of us.” <br />
	<br />
	Ghising clarifies that Chilime is not a Public Private Partnership (PPP) company. It is rather a people focused company. He says that Chilime has moved on to the 4P model – peoplepublic- private-partnership as it has also involved private entities in its subsidiary companies. “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	<br />
	<img alt="chilime hydro power" border="1" height="405" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilmme111.jpg" vspace="10" width="400" /><br />
	<br />
	Ghising believes that a huge amount of hydropower can be developed in Nepal if more than a dozen hydropower companies adopt the same model. Chilime is looking forward to business expansion and to meet this objective, Ghising feels the need for foreign direct investment (FDI). He believes that international companies will easily be ready for partnership with Chilime as it has a huge public base and is a stable company in Nepal. <br />
	<br />
	Chilime has also helped locals prosper by making them the shareholders of the company. Ghising says that shareholding households of Rasuwa district have liquid assets of Rs 500,000 each because of the Chilime shares they own and dividends they receive. Ghising says that locals own 500 units of shares per household. “Each household will be proud to have at least Rs 2 million worth of shares after five years as the bonus shares and dividends go on adding up.” <br />
	<br />
	The company has been distributing around Rs 35,000 to 40,000 every year as dividend to each household. Ghising says that Rs 90 million was distributed last year in Rasuwa district alone as dividend. The company had distributed 70 per cent dividend last year – 30 per cent cash and 40 per cent bonus share. “This has helped in inclusive growth of locals along with creating a sense of ownership towards the project,” he says. Likewise, as part of its Corporate Social Responsibilities (CSR), the company spends over Rs 10 million every year on various activities like education, health, drinking water, roads, electricity and other social causes. <br />
	<br />
	The company had made a net profit of Rs 843.14 million in the fiscal year 2010/11. This year, the company’s net profit remained around Rs 950 million. The revenue collection of the company in the fiscal year 2011/12 was around Rs 1.2 billion. <br />
	<br />
	The total financing cost of Chilime at the time of completion of its project in Rasuwa was Rs 2.5 billion. While Rs 960 million was managed through equity investment, rest of the amount was materialised from borrowings. The company paid back its loan within three years. Chilime, at present, has paid up capital of Rs 1.35 billion. It is investing around Rs 7 billion in four projects within the course of the next five years. However, the total cost of these projects is around Rs 33.2 billion. Around Rs 16.6 billion will be invested by the Employees Provident Fund (EPF) while the rest will be managed through equity management. <br />
	<br />
	Ghising ruled out the dispute over Bhotekoshi rafting saying everybody in the region is warm heartedly welcoming the project. Earlier, it was being said that the rafting business will be disturbed due to the construction of the project. Ghising insisted that the actual rafting generally begins from Middle Bhotekoshi Project Power house area and will not affect rafting activities in any way. <br />
	<br />
	<img alt="" border="1" height="302" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime112.jpg" vspace="5" width="300" /><br />
	<br />
	He also promises to promote the rafting business and develop an international community rafting centre with rafting museum, a convention hall and a rafting training institute along with building gateways for rafting at numerous points on the banks of Bhotekoshi. He also sees possibilities for development of Eco- Hydro-tourism that will also boost revenue collection at Sindhupalchowk district. The company has made a slogan ‘Hydropower together with tourism’ to reinforce its promises. Chilime has a complaint that the hydropower sector is missing the presence of a regulator to check and balance the developers as well as the NEA. Ghising says that the hydropower sector is not as transparent as it should have been. <br />
	<br />
	Chilime is planning to export its surplus production after meeting the local demand. Similarly, it will also begin working towards backward integration like a tie-up with the turbine manufacturers, operation &amp; maintenance and consulting for hydropower sector. <br />
	<br />
	<img alt="swot analysis" border="1" height="142" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/swotanalysis.jpg" vspace="5" width="250" /><br />
	<br />
	<br />
	<strong>STRENGTHS </strong><br />
	<br />
	• Financially strong <br />
	<br />
	• Technically sound <br />
	<br />
	• Credibility <br />
	<br />
	• Goodwill <br />
	<br />
	• Public support <br />
	<br />
	<br />
	<br />
	<strong>WEAKNESSES </strong><br />
	<br />
	• Time taking procedures for procurement of goods and services. <br />
	<br />
	<br />
	<br />
	<strong>OPPORTUNITIES </strong><br />
	<br />
	• Huge market opportunity <br />
	<br />
	• Potential to generate hydropower <br />
	<br />
	<br />
	<br />
	<strong>THREATS </strong><br />
	<br />
	• Possibilities for project delays <br />
	<br />
	• Unnatural demands from locals <br />
	<br />
	• Weak financial health of the NEA - the buyer of electricity <br />
	<br />
	• Political instability <br />
	<br />
	• Unavailability of adequate technical manpower in the market <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Chilime Hydropower Dreaming Large “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.”',
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	(int) 10 => array(
		'Article' => array(
			'id' => '670',
			'article_category_id' => '38',
			'title' => 'Communication An Important Success Factor',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'created' => '2012-08-15',
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			'keywords' => '',
			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '668',
			'article_category_id' => '38',
			'title' => 'Discussion Of Negotiating',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
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			'description' => 'Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.”',
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	(int) 13 => array(
		'Article' => array(
			'id' => '667',
			'article_category_id' => '38',
			'title' => 'Quality As Craftsmanship',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
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			'keywords' => '',
			'description' => 'Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.”',
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			'id' => '665',
			'article_category_id' => '31',
			'title' => '‘Certification Is Equally Important For All Organizations’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	<img alt="visiting business people" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sundar.jpg" style="width: 205px; height: 259px;" vspace="5" /><br />
	<strong><br />
	Sundar Kataria is the Chairman and Managing Director of International Certification Services (ICS) Pvt Ltd, India - one of the certification bodies of International Organization for Standardization (ISO), Geneva. <br />
	</strong><br />
	<br />
	A mechanical engineer by profession, Kataria started ICS in 1999 and is expanding his business in 15 countries with 10,000 valid customers all around the world. ICS has 30 offices in India to be close to their valued customers and provide cost effective and efficient certification services. It has been providing its value added certification and inspection services to the government, public and private sector organizations involved in land, offshore and marine activities. ICS started the quality drive in Nepal nearly a decade ago and started its branch in Kathmandu last year. Kataria recently visited Kathmandu for the certification of an education institute. In an interview with New Business Age, he talked about the importance of certification and quality management in Nepali industries and institutions. Excerpts: <br />
	<br />
	<strong><br />
	What is the intention of your trip to Nepal? <br />
	</strong><br />
	<br />
	We usually get a number of certification issues in Nepal and we come here frequently. This time around, I came here for the certification of one of the colleges and it was successful. Since we are the provider of social quality services, we feel the need of improvement in the Nepali management system of different industries including service sectors like health and education. We have a mission of providing international certification to Nepali management systems in different institutions. I have been visiting Nepal for a decade now. Although business is my first priority, my purpose of the Nepal trip has always been not only for work but also for pleasure. <br />
	<br />
	<br />
	<strong>How has your experience been with the local partners here in Nepal so far? <br />
	</strong><br />
	<br />
	We have a business partner here who supports carrying out our programs and audit and marketing for us. The clients are also our partners and the experience with them is quite good. I appreciate Nepali industries’ enthusiasm to sustain in the market. They are facing many constraints in their businesses because of the political situation and unstable government. Moreover, they are dependent on the neighboring country even for raw materials. I find them not being able to recruit skilled manpower to run the organization. However, they have been able to sustain and continue their businesses. We should praise these industries, entrepreneurs and co-operatives for sustaining in the market. <br />
	<br />
	<br />
	<strong>How do you evaluate certification services in Nepal? <br />
	</strong><br />
	<br />
	I should say that there a good number of industries available here and many of them have adopted this modern management system. Unfortunately, we find people in service sectors like finance, medical and education not adopting it. Certification is needed for quality assurance and therefore we suggest them to go for it because it also comes handy in supply chain and dealing with the customer. <br />
	<br />
	<br />
	<strong>You mean to say that every institution needs to be certified. What is the process for ICS certification? <br />
	</strong><br />
	<br />
	Certification is equally important for any organization whether it is a large corporate house or the small and medium enterprises (SMEs). As we go for the standard approach i.e. the managerial approach, we help these institutions to enhance their management systems through quality management services. When you are certified, you would be able to manage your system very well. For the certification process, we observe and study the management system of the company and manually oversee their quality system as well as the audit system. For example, we look into the resources of the education institutions, their system and the organization’s working environment, competence of the manpower they have recruited, safety strategies of the industry and the process of education. Most education institutions in Nepal are governed by the Tribhuvan University and the secondary board and hence, they follow their rules. We find out the extent to which they are following the rules and regulations. We also check if they are fulfilling minimum environment requirements or not, how they cover the calibers, the ratio between the students and teachers, how they are improving and so on. We also inspect their results and find out whether they are improving or not and the training levels of the teachers. This system is quite a holistic approach and applies in manufacturing also. We go through the procurement of raw materials processing manufacturing, inspection and testing, delivery and after sales or services. We have varieties of approach and maintain the standard pertaining to different certifications. <br />
	<br />
	<br />
	<strong>How many countries and industries have followed ICS by now? <br />
	</strong><br />
	<br />
	We are operating in 15 countries including the UAE and other gulf countries. ISO Geneva has blessed the industry and manufacturers including the service industry with an international standard Quality Management System ISO 9001. The ISO 9001 has been adopted by more than 200 member countries so far. This standardization on quality has become most popular and is considered as a benchmark. We are serving worldwide for many years now and many countries are opting for adaptation. Our targeted institutions are industry and service providers. We have certified some of the departments of Bank of India also. In Nepal, we have now 71 clients including Classic College which is the latest one. <br />
	<br />
	<br />
	<strong>What are the expansion plans of ICS? <br />
	</strong><br />
	<br />
	Although we are providing lots of inspections and certifications, I am looking forward to providing distinct education in Nepal. We have recently launched a one year diploma program on total quality management which is accredited by the Chartered Quality Institute (CQI) of United Kingdom. I feel Nepal needs training for different institutions for industrial purpose and also for those who opt to seek employment in the gulf countries. There are no professional training institutions for the labor workforce. If we get a good partner here, we can start that too. <br />
	<br />
	<br />
	<strong>How can Nepali Industries get benefit from management certification? <br />
	</strong><br />
	<br />
	It’s been the question of every institution all over the world to have sustainability and at the same time, to maintain continuity in the competitive market. Increase in the cost of raw materials and labor cost, political instability and currency deflation have been the common problems everywhere. Once we certify them, they would be able to look into their system and tackle the problems very well. It’s like a third eye which helps to look into your system and operate without loss. Although we are an Indian company, we have a good relation with Nepal. Our mission is to support SAARC countries and Nepal is the closest neighboring country. We have manpower, strength and mission to support people and believe that our attempts will help them to have business sustainability and continuity. <br />
	<br />
	 </p>',
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			'description' => 'Sundar Kataria is the Chairman and Managing Director of International Certification Services (ICS) Pvt Ltd, India - one of the certification bodies of International Organization for Standardization (ISO), Geneva.',
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			'title' => 'IFC Loan Of $6.9 Million To Buddha Air',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	IFC, a member of the World Bank Group, is providing a $6.9 million loan to Buddha Air in order to help the airline offer improved air travel connectivity in Nepal. IFC's loan will enable Buddha Air to purchase a second ATR-72 aircraft, strengthening the company's operations in the country. <br />
	<br />
	"IFC's second investment in Buddha Air will help us consolidate our services in the region," said Birendra Bahadur Basnet, Managing Director of Buddha Air. Improved air services refer to more options for tourists, and better connectivity for Nepal's population, added Basnet. According to him, improving air travel is essential for better domestic and international connectivity in Nepal because of the country's mountainous terrain. <br />
	<br />
	"Addressing the huge demand for infrastructure in Nepal is a strategic priority for IFC," said Anita George, IFC's Asia Director for Infrastructure and Natural Resources. "Our repeated investment in Buddha Air will help the company offer more travel options and reduce travel duration for Nepali citizens." <br />
	<br />
	<br />
	Buddha Air received a loan of $10 million from IFC in 2008 to purchase two ATR-42 aircrafts and construct a closed-door hangar at the Tribhuvan International Airport (TIA). The airline serves 10 domestic destinations. Incorporated in Nepal in 1996, Buddha Air operates domestic passenger flights between Kathmandu and other regional airports of Nepal. It also runs sightseeing flights to Mount Everest, offering an onboard view of the world's highest peak. </p>',
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			'description' => 'IFC, a member of the World Bank Group, is providing a $6.9 million loan to Buddha Air in order to help the airline offer improved air travel connectivity in Nepal. IFC's loan will enable Buddha Air to purchase a second ATR-72 aircraft, strengthening the company's operations in the country.',
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			'title' => 'Corporate Movements August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><br />
	Newcomers <br />
	</strong><br />
	<img alt="osman tarun" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/OSMAN-TURAN.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>OSMAN TURAN </strong>has been appointed as the Chief Executive Officer of Ncell replacing Pasi Koistinen who has been transferred to Georgia as the CEO of GeoCell. Earlier, Turan was the General Manager of GeoCell. <br />
	<br />
	<img alt="kamal gautam" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/KAMAL-GAUTAM.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>KAMAL GAUTAM</strong> has been appointed as the Chief Executive Officer of Infrastructure Development Bank Ltd replacing Dr Indra Humagain. Earlier, Gautam was Senior Manager of Sunrise Bank Ltd. <br />
	<br />
	<img alt="shekhar baral" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SHEKHAR-BARAL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>SHEKHAR BARAL </strong>has been appointed as the General Manager of Lumbini General Insurance Company Ltd. Earlier, he was General Manager of Surya Life Insurance Company Ltd. <br />
	<br />
	<img alt="deependra bahadur singh" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DEEPENDRA-BAHADUR-SINGH.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DEEPENDRA BAHADUR SINGH </strong>has joined Om Finance Limited as Deputy General Manager. Earlier, he was General Manager at Premier Finance Limited. <br />
	<br />
	<br />
	<strong>ASHWINI ACHARYA </strong>has joined Atithi Resort &amp; Spa as Vice President. Earlier, he was Senior Director, Sales &amp; Marketing at The Everest Hotel. <br />
	<br />
	<br />
	<strong>KIRAN MANANDHAR</strong> has joined Landmark, Pokhara as Operations Manager. Earlier, he was Front Office Manager in The Everest Hotel. <br />
	<br />
	<br />
	<strong>SURAJ KHANAL </strong>has joined Landmark, Pokhara as Director, Sales &amp; Marketing. Earlier, he was Sales and Marketing Manager at The Everest Hotel. <br />
	<br />
	<img alt="dhruba timsina" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/DHURBA-TIMSINA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>DHURBA TIMSINA </strong>has joined Siddartha Capital Ltd. as Chief Executive Officer. Earlier, he was officer at the Securities Board of Nepal (SEBON).</p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Newcomers at Skinlovers Cosmetic Pvt Ltd <br />
	</strong><br />
	<img alt="dbgurung" border="1" height="121" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/D-B-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>D B GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Chief Executive Officer. <br />
	<br />
	<img alt="sabina gurung" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/SABINA-GURUNG.jpg" vspace="5" width="100" /><br />
	<br />
	<strong> SABINA GURUNG </strong>has joined Skinlovers Cosmetic Pvt Ltd as Managing Director. <br />
	 </p>
<p>
	 </p>
<p>
	<br />
	<strong>Promotions <br />
	<br />
	<br />
	</strong><br />
	<img alt="jyoti prakash pandey" border="1" height="126" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/JYOTI-PRAKASH-PANDEY.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>JYOTI PRAKASH PANDEY </strong>has been promoted as Chief Executive Officer of Nepal Investment Bank Ltd after Prithivi Bahadur Pande stepped down from the position to remain as the Non-Executive Chairman. Earlier, Pandey was General Manager in the bank. <br />
	<br />
	<br />
	<img alt="vivak jha" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/VIVEK-JHA.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>VIVEK JHA </strong>has been promoted as Chief Executive Officer of Nepal Life Insurance Company Limited. Earlier, he was the General Manager at Nepal Life Insurance Company Limited. <br />
	<br />
	<img alt="raj kumar kc" border="1" height="124" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJ-KUMAR-KC.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>RAJ KUMAR KC&nbsp; </strong>Operation Manager of Hotel Barahi Pokhara has been promoted as Executive Manager. <br />
	<br />
	<strong><br />
	Resigned <br />
	</strong><br />
	<br />
	<strong>DEEPESH KC, </strong>Food &amp; Beverage Manager of The Everest Hotel has gone to Tanzania to work as EAM, Food &amp; Beverage in an upscale hotel White Sands. <br />
	<br />
	<br />
	<strong>LAXMAN KHADKA, </strong>General Manager of Landmark, Pokhara has left the company to free himself to look after Hotel Space Mountain of Nagarkot that his group has recently purchased. <br />
	 </p>
<p>
	<br />
	<strong>Government Movement <br />
	</strong><br />
	<img alt="" border="1" height="122" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/BHESH-RAJ-KADEL.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>BHESH RAJ KADEL </strong>has resigned as the Chairman of Nepal Telecommunications Authority. <br />
	<br />
	<strong><br />
	Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage.com. P O Box: 14197, Kathmandu. <br />
	</strong><br />
	<br />
	 </p>',
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			'created' => '2012-08-16',
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			'keywords' => '',
			'description' => 'OSMAN TURAN has been appointed as the Chief Executive Officer of Ncell replacing Pasi Koistinen who has been transferred to Georgia as the CEO of GeoCell. Earlier, Turan was the General Manager of GeoCell.',
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			'id' => '678',
			'article_category_id' => '34',
			'title' => 'Biztoon/Voices August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-weight: bold;">August 2012<br />
	<br />
	<br />
	<img alt="" border="1" hspace="5" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/biztoon-august2012.jpg" style="width: 462px; height: 288px;" vspace="5" /></span></p>
<p>
	<br />
	<br />
	<br />
	&nbsp;</p>
<p>
	<br />
	<span style="color:#f00;"><strong><span style="font-size: 16px;">Voices</span></strong></span></p>
<p>
	<br />
	<strong><strong>&lsquo;The metropolitan city has not been able to spend development aid&rsquo;<br />
	<br />
	<img alt="dinesh kumar thapalitya" border="1" height="123" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dinesh(1).jpg" vspace="5" width="100" /></strong><br />
	<br />
	Dinesh Kumar Thapaliya, </strong>Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	&nbsp;</p>
<p>
	<strong>&lsquo;The intellectual level of Nepalis is among the best in the world&rsquo;<br />
	<br />
	Prashant Ghimire, </strong>Vice Principal of Advanced Engineering College, explaining that the intellectual level of Nepal-born people is at par with the world average and it&rsquo;s basically the implementation part that the country lacks in.&nbsp;</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<br />
	<strong>&lsquo;The NRNs are interested in short term investment in Nepal&rsquo;<br />
	<br />
	<img alt="" border="1" height="120" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/devmanhirachan.jpg" vspace="5" width="100" /><br />
	<br />
	Dev Man Hirachan, </strong>Chief Patron of Non Resident Nepali (NRN) Association, elaborating that the Nepalis living abroad are not keen on invest in big scale projects given the current political instability in the country</p>
<p>
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Businesses in Nepal now perceive IT investment as a strategic decision&rsquo;<br />
	<br />
	Amit Malik, </strong>Vice President of Sales at Cisco India &amp; SAARC, saying that there is a clear change in the mindset of business in the country and they now look at IT investment as a decision that can enable them to fulfil their business needs.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	&nbsp;</p>
<p>
	<strong>&lsquo;Let&rsquo;s change the face of the Kathmandu Valley&rsquo;<br />
	<br />
	<img alt="" border="1" height="118" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavsthapit.jpg" vspace="5" width="100" /></strong></p>
<p>
	<strong>Keshav Sthapit, </strong>Development Commissioner of Kathmandu Valley Development Authority, informing that he has 50 projects in his mind which will be executed during his tenure of five years.<br />
	&nbsp;</p>
<p style="text-align: center;">
	<strong>----------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<strong>&lsquo;Political parties should agree on a common economic agenda&rsquo; </strong><br />
	<br />
	<img alt="" border="1" height="109" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/dr_chrinjibinepal.jpg" vspace="5" width="100" /><br />
	<br />
	<strong>Dr Chiranjibi Nepal, </strong>General Secretary of Nepal Economic Association, recommending that the government together with all the major political parties should come up with a common economic agenda and that all should make a commitment to adhere to it.<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2012-08-16',
			'modified' => '2013-10-20',
			'keywords' => '',
			'description' => 'Dinesh Kumar Thapaliya, Ministry of Local Development Spokesperson, alleging that consumers are unhappy about the poor development-related skills of the metropolitan city as well as the sub-metropolitan cities across the country.',
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			'id' => '677',
			'article_category_id' => '50',
			'title' => 'Feedback August 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="" border="1" height="362" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback_july2012.jpg" vspace="5" width="300" /><br />
	<br />
	<strong>Nepal In The Grip Of Electricity Crisis<br />
	</strong><br />
	Nepal saw the last electricity crisis of the last millennium in 1999 and with the commissioning of Khimti project in 2000, there was no load shedding through till 2005. Earlier, NEA used to ascribe load shedding to “no water in rivers.” However, since the last wet season, Nepal had to suffer from load shedding even while she had to struggle with the “flood” problem. With no electricity for 16 hours a day, the last dry season was the worst so far. <br />
	<br />
	Although the concerned ministry claims that the ongoing power shortage will come to an end by 2017 as mentioned in the New Business Age – Biz News section in the July issue, the load shedding will not vanish just as yet. If projects, god forbid, do not materialise as envisaged, a time will come when people will start talking about the time electricity will be available (like water in the taps), rather than when electricity will not be available. A part of the load-shedding problem can be attributed to construction delays. The load shedding is not happening because the decision makers are unable to figure out what will be the demand for the years to come or such data is not available to them. If the status quo is to continue, Nepal will be condemned to have it as a standard phenomenon. It is because correct decisions with regard to policy as well as with regard to the start dates of implementation of specific projects to augment generation capacity – are not taken at appropriate time. The need of the hour is to have a paradigm shift in this regard. <br />
	<br />
	<br />
	<strong>Manisha Gurung, Dharan, Sunsari <br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Nepali Aviation Ind ustry </strong><br />
	<br />
	<em>The July issue of New Business Age saw much effort in the cover story. </em>I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story. You have done an incredibly fine job in this issue too. International airlines are growing in Nepal because they find huge potential in the Nepali market. However, I doubt the business of international airlines having smooth continuation since there are more airlines to come in the Nepali sky and the competition is going to grow further. <br />
	<br />
	If only the airlines could focus on bringing more tourists and develop a sustainable market here rather than depend only on the labour market. The Civil Aviation Authority of Nepal (CAAN) has a lot more to do in the future for upgrading domestic and international air service in Nepal. Establishing an international airport in Nijgadh is not enough. CAAN must have big plans for long term development of civil aviation sector in Nepal. <br />
	<br />
	The development of air service in Nepal is not possible if CAAN only manages to make Nijgadh another Tribhuvan International Airport (TIA). The condition of Nepal Airlines Corporation (NAC) as described in the story is pitiful. The purchase of new aircrafts in NAC has always been full of controversies. If NAC too follows the business strategies as carried out by other international airlines, it can bring back its glory of yesteryears. <br />
	<br />
	<strong><br />
	Govinda Poudyal, Kupondole, Lalitpur <br />
	<br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<br />
	<strong> Mustang Madness <br />
	</strong><br />
	The whole of Nepal is waiting eagerly for the new PM with new hopes and aspirations but who benefits? It’s not the people for sure. It’s the smart industrialists who play their cards well enough to give their vehicles like Mustang, the biggest publicity it could ever hope to get. Within two days, the sale of Mustang skyrocketed to clear all vehicles they were holding in stock Advertising has always been a big industry in Nepal and now this new publicity stunt throws a totally different spin to the game. According to observers, Mustang is a reasonably cheap car at Rs 1.7 million. Some observers have noted that since it is manufactured in the country, its price should be lower since they don’t have to pay a hefty tax similar to the imported vehicles. The purchase of the vehicle in question has not been determined. It could very well have been a gift by the industrialist. <br />
	<strong><br />
	Sundar Gorkhali, Kapan, Kathmandu </strong><br />
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p>
	<br />
	<br />
	<strong>Hiding the Cover Page <br />
	</strong><br />
	Although the magazine is worthy in its content, it must look good when it comes out in the market. I found your August 2012 issue rich in content but there is something which I must share with you. The design of the cover was okay but there were too many words almost covering the whole magazine. It would have looked better if the font size of the highlights were made a little smaller. I also did not like the dark blue colour in your cover. It is unclear whether the cover picture has kept the background image of the cloud or the mountains. What I liked is the front page which has made the magazine at par with international standards. It looked as if you were not putting efforts on designing the cover page but instead hiding it under the attractive cover of the advertisement. <br />
	<br />
	<strong>Sundar Gorkhali, Birgunj<br />
	</strong></p>
<p style="text-align: center;">
	 </p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong>Corrigendum </strong><br />
	<br />
	Mr Kanishka Dasgupta, the Country Manager of FICCI for Nepal, informed that he was never associated with Microsoft Corporation as mentioned in the July 2012 issue of New Business Age under the ‘Corporate Movements’ section. He also said that before his current position at FICCI, he was with G&amp;D Communication (Feb 2010-May 2012). <br />
	<strong><br />
	The error is regretted<br />
	<br />
	Editor <br />
	<br />
	</strong></p>
<p style="text-align: center;">
	<strong>-----------------------------------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>',
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			'created' => '2012-08-16',
			'modified' => '2012-10-10',
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			'description' => 'The July issue of New Business Age saw much effort in the cover story. I am a regular reader of your magazine and I really liked how you highlighted Nepal’s air service business in recent times. There was a nice coverage about domestic airliners in your March issue as the cover story.',
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	<span style="font-size: 14px;"><strong><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>The Three-way Merger Has Consolidated The Global IME Bank’</strong></span></p>
<p>
	<span style="font-size:14px;"><strong><br />
	<br />
	</strong></span></p>
<p>
	<strong><img alt="interview" border="1" height="371" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/interview(7).jpg" vspace="5" width="300" /><br />
	<br />
	Chandra Prasad Dhakal <br />
	Chairman <br />
	Global IME Bank <br />
	</strong><br />
	<br />
	Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI. He is also a member of the Nepal Investment Board constituted by the Government, besides being an honorary consul for Indonesia. He is currently looking forward to explore business expansion in association with Nepali as well as foreign companies. In an interview with New Business Age, Dhakal talked about recent three-way merger among Global Bank, IME Finance and Lord Buddha Finance creating the Global IME Bank and prescribed measures of bringing remittances through formal banking channels, among a host of other issues. Excerpts: <br />
	<br />
	<strong><br />
	While mergers in Nepali BFIs are usually between two companies, yours is a three-way merger. How did that become possible? <br />
	</strong><br />
	First, we were convinced with the fact that a merger between banks and financial institutions (BFIs) can certainly add value into the eventual entity as we have seen from the latest merger trend. A merger between two companies is normal but for the first time in the history of Nepali BFIs, Global Bank signed a merger agreement with two other financial institutions. At the beginning of the process, we had Global Bank and IME Financial Institution had signed a memorandum of understanding and later, the promoters of Lord Buddha Financial Institution submitted their merger proposal in a meeting with the Global Bank management. Thus, the successful completion of the process of all three companies led to the formation of Global IME Bank. The amalgamation of the three companies has made Global IME Bank stronger in terms of the capital assets, networking, product diversity and quality of customer services. As the promoters of all three institutions are from different sectors, it has created a synergy for us to explore new business sectors with possible expansion plans. The Global IME Group is strongly committed to provide its banking and other financial services to areas that are thus far deprived of formal financial services. <br />
	<br />
	<br />
	<strong>Where would the Global IME Bank like to focus after becoming such a stronger new entity after the merger? <br />
	</strong><br />
	The Global Bank already had a strong presence in the industry and that has been further fortified in terms of networking following the merger. Now Global IME Bank is the only private sector commercial bank with the most extensive network of 62 branch offices in 13 zones. We are resolute enough to extend financial services through our innovative products in both urban and rural areas. We would be utilizing our potential to explore new areas of investment covering almost every possible productive sectors of Nepal. Along with it, in the medium or long term, we aspire to establish at least one branch office in each district of Nepal. Retail banking is one of the top agendas in our priority list. <br />
	<br />
	<br />
	<strong>The bank has issued debentures worth Rs 400 million as part of a strategy to expand the capital base. Do you have any specific investment plan for that fund? <br />
	</strong><br />
	The paid up capital of Global IME Bank has augmented to Rs 2.18 billion after the merger of the three companies. And with the debentures issued worth Rs 400 million, our overall capital size has reached Rs 2.58 billion. The increased capital base will definitely support our business expansion plans in the future in national as well as international levels. We are planning to aggressively expand our businesses in the areas that other commercial banks in Nepal have not explored so far. <br />
	<br />
	For example, agriculture is a very important sector of our economy. However, the private sector investment in this sector including those of BFIs is very negligible so far. Unlike other commercial banks, we are taking a different approach to increase investment in the agriculture sector. Currently, most commercial banks are focusing on businesses of more organized sector and corporate clients as their main transaction base. Departing from this trend, Global IME Bank has plans to finance agriculture and related productive sectors for their development to the fullest potential. <br />
	<br />
	It is evident by now that the financial services to the agro sector from the state owned banks alone is not enough for developing the agriculture sector so long as it can contribute more to the national economy. By financing for the commercialization of the agriculture, Global IME Bank would also be supporting the government plans and policies to increase the contribution of the agricultural sector to country’s GDP. Besides this, we will soon start to work towards minimizing operational risk of the Bank by focusing more on retail banking. This means our main transaction base for both deposit and lending will be the common people, although we will not shy away from corporate and institutional banking.</p>
<p>
	<br />
	<strong>Benefits of the merger apart, grievances and disputes too come up in the process among promoters of different institutions as well as at the top-level management and employees. How did you handle the situation? <br />
	<br />
	</strong>After the merger, the number of staffs under the Global IME Group has increased for sure. Managing all the employees of the three companies that were in existence before the merger has been indeed a very challenging task for us. However, we have received support from all levels of employees including the Chief Executive Officers of all the three companies, the board of directors and other stakeholders of all three entities. Employees as well as our promoters are aware that after the introduction of comprehensive merger bylaws by the central bank, a class ‘A’ bank has successfully merged with two other class ‘C’ financial institutions for the first time in Nepal’s financial history. This, in fact, is a historical achievement for the entire system. Everyone involved in this process has put his/her priority second to the very goal of merger among these institutions. I am confident that there will be no grievances amongst our promoters and the employees in the future as well. <br />
	<br />
	<br />
	<strong>You also have a very strong presence in Nepal’s inbound remittance business. How is the remittance industry doing at present? <br />
	</strong><br />
	The current fiscal year has witnessed a 36 per cent growth in the inflow of remittances. It is comparatively higher than the growth rate of the previous years. The flow of remittance has grown substantially in recent years due to the increased number of Nepalis going abroad for employment. Likewise, the recent appreciation in the value of dollar is also responsible for growing figures on remittance income. It is sad but true that the existing political instability and constitutional vacuum will continue to create unemployment in the days to come. Hence, the trend of people going to foreign countries seeking employment opportunities is not likely to slow down in the immediate future. This will undoubtedly increase the amount of inbound remittance in the future as well. <br />
	<br />
	<br />
	<strong>It is often alleged that a large amount of workers’ remittances enter the country thorough illegal channels. What is your prescription to control it? <br />
	</strong><br />
	We can control the flow of remittance through informal channels only when we find the reasons behind it. We need to pinpoint the reasons which take people to choose nonbanking channels over the available legal ones. The obvious answer to it is the inability of Nepali financial institutions in providing banking channels to all the people willing to transfer their hard earned money to Nepal. In this regard, IME was the first Nepali financial institution to start its services to bring in remittances through a banking channel, 12 years ago. Prior to it, there was banking or legal channel available to send remittances from abroad and people entirely relied on the ‘hundi’ transactions. The trend of remittance coming in through informal channels has been reduced to a large extent after the establishment of IME. The objective of the Global IME Group is to create an easy mechanism for Nepalis living abroad to transfer their funds conveniently through the banking channels. <br />
	<br />
	But, I must mention here that we also have a fully functional system and products in place that address all the needs of fund transfer. For example, our foreign employment agencies need to pay a certain amount in foreign exchange to the companies in the Gulf countries or Malaysia that place orders to Nepali companies. But that is not possible legally and they are compelled to use ‘hundi’ for this purpose. If we can legally channel the agency commission, the illegal transfer will automatically reduce. Wherever a functional channel exists, there is possibility of both way movements of funds. <br />
	<br />
	The flow of remittance from India is also very nominal. About four million Nepalis are believed to be working in India and a very high majority of them use non-banking channels to transfer funds as they find it hasslesome and uneasy to remit through the banking channels. After the commencement of the Indo- Nepal remittance policy three months ago, the remittance flow from India is gradually increasing. Currently, IME has been networking with United Bank of India (UBI) which has around 1,600 branch offices across India. We do hope to reverse the trend of remitting through informal channels once we are able to make this networking with UBI branches throughout India fully functional. <br />
	<br />
	International Money Express (IME) has its reach in over 25 countries for bringing remittance to Nepal. It has strategic alliances with various exchange companies and commercial banks in Malaysia, the Middle East, Australia, UK and USA. IME Remit has also formed an alliance with companies like Money Gram International, Xpress Money, EZRemit and Instant Cash, for global access. I strongly believe that we can certainly combat the flow of remittance through informal channels in the long run if we can introduce appropriate bylaws and products to meet the needs of all stakeholders of the remittance business. <br />
	<br />
	<br />
	<strong>Both domestic and foreign investors are reluctant to invest in Nepal citing political instability. When do you think the situation will improve? <br />
	</strong><br />
	The political instability has definitely led towards a wait-andwatch situation for everybody, mainly the potential large investors. In spite of it, we should all move ahead with a positive attitude as business is also about taking risks and succeeding in it. Therefore, I think that companies investing during the crisis period can gain in the long term and make profits at a later stage. We are losing enormous opportunities due to the difficult circumstances that we currently face at home. I am sure there will be no looking back once the political issues are sorted out. I hope that it happens sooner than later and Nepal becomes one of the best destinations for investment. <br />
	<br />
	<br />
	<strong>The central bank has recently announced new Monetary Policy for FY 2012/13. Has it addressed issues raised by the banking community? <br />
	</strong><br />
	This Monetary Policy does not seem to have addressed remittance much. However, it has encouraged opening of bank branches and contact offices in countries like India and South Korea which are major remittance originating destinations. It is a positive step towards directing inflow of remittance through legal channels. Another important development is that the Nepalis can now exchange 2,500 dollars every time they go abroad. Earlier, when an individual or an organization submitted the required documents to banks and financial institutions, they could exchange up to 6,000 dollars maximum. This amount has now been increased up to 10,000 dollars. Similarly, the traders could earlier make a maximum payment of 25,000 dollars through Draft/TT while importing goods from countries apart from India. That has now been increased to 30,000 dollars. All these measures are the positive aspects of this policy. <br />
	<br />
	<br />
	<strong>How are different companies in the IME Group fold doing? What are your diversification plans? <br />
	</strong><br />
	From the perspective of a consolidated corporate group, we are involved in Automotives, Energy, Pharmaceuticals, Technology, Trading and Travel &amp; Tours besides Banking &amp; Finance and Remittance. IME Group has its presence in energy sector through Himalayan Power Partner Pvt Ltd, Mountain Energy Nepal Pvt Ltd and IME Oxygen Pvt Ltd. It is also one of the established players in the trading sector of Nepal. IME Group’s trading subsidiary – C M Trading – has been successful in penetrating major European markets with the exports of its Pashmina products for the last oneand- a-half decade now. <br />
	<br />
	The group has also been overseeing real estate and property lending through its trading subsidiary. IME Group has a presence in the tourism sector too, since 1995. It has Across Travels &amp; Tours Pvt Ltd, one of the leading travel agents accredited by IATA that has successfully carved a niche in the tourism industry. As far as the group’s financial services are concerned, there has been a massive transformation in the size of the Global IME Bank after the merger. Its paid-up capital has jumped to Rs 2.18 billion. <br />
	<br />
	It has debentures portfolio of Rs 400 million and lending is at the range of Rs 20 billion against the deposits of Rs 26 billion. The financial structure of the company has thus grown and opened new avenues for investment. In terms of networking, we are the largest amongst the private sector commercial banks. We have a total of 56 ATM counters, 70,000 shareholders, 650 employees, and 255,000 depositors. Currently, we are concentrating to expand our banking facilities in each district of the country and also set our focus on branchless banking. <br />
	<br />
	<br />
	<strong>You are planning to tie up with a foreign joint venture in several other sectors beyond banking and remittance services. Can you please share the developments? <br />
	</strong><br />
	To begin with, we first need to have a strong networking in order to tie up with foreign joint ventures. Our merger has reinforced the networking mechanism we had and it will certainly help us expand our business with the foreign companies in the days ahead. With the increased financial structures and widened networking, we look forward to collaborate with foreign companies in the near future. The process of Global IME Bank’s tie up with a possible foreign joint venture is in the pipeline right now. <br />
	<br />
	<br />
	<strong>You are also involved in the automobile business. How has been your auto venture doing? <br />
	</strong><br />
	We made a foray into this evergrowing sector in 2009 representing some of the renowned international automotive manufacturers as an authorized 3S distributor. Currently, our products from Asian Motor Works (AMW) – an Indian automobile company which produces trucks and trippers – is doing quite good. We have been associated with the company as it manufactures quality automobile products. Initially, the business did not go as well as we had anticipated because the crusher industries were on the verge of shutting down. Therefore, the trucks and trippers were difficult to be sold. However, in view of the improved situation, the products of AMW are gradually finding feet in the Nepali market. <br />
	<br />
	<br />
	<strong>You were planning to develop a fun park. What has been the progress so far? <br />
	</strong><br />
	We have reached almost to the final phase of planning to develop the said fun park which will be set up in the Chandragiri hills in the south west of Kathmandu. As part of our plan, we are working towards setting up a cable car route from Thankot in Kathmandu to the Chandragiri summit. We are consulting with various developers as well as considering different theme parks to make our fun park a complete recreation destination. Given the busy city life of Kathmandu, there is no place for the inhabitants of the capital to spend some quality time with their family and friends. Although, we are working on a new concept, we want to explore new areas of business as part of our expansion plans. We intend to start our project at the soonest possible and develop an affordable fun park for all. <br />
	<br />
	<br />
	 </p>',
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			'created' => '2012-08-16',
			'modified' => '2012-10-10',
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			'description' => 'Chandra Prasad Dhakal is the Chairman of Global IME Bank. He is also the President of International Money Express (IME). Born in a middle class family of Baglung district of Nepal, he has by now established himself as a leading entrepreneur of the country in a relatively short span of time. Dhakal is a member of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Executive Committee and the Co-ordinator at Investment Development Forum of FNCCI',
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			'article_category_id' => '48',
			'title' => 'E-merged Banks',
			'sub_title' => '',
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			'content' => '<p>
	<img alt="no laughing matter" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/featuredbackground(6).jpg" style="width: 158px; height: 85px;" vspace="5" /></p>
<p>
	 </p>
<p>
	<img alt="emerged banks" border="1" height="541" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughimgmatter.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly. <br />
	<br />
	The e-merging trend is interesting as by now not only the marriage between two firms but a third party has also begun to creep in, rather unexpectedly. The new mergres are sure to go beyond the diagonal or triangular, and can be expected to go further to attracting potential entities from a quadrangular, pentagonal or hexagonal directions, in dozens and scores. This drive towards unity in the financial sector, completely opposite to the nation’s march towards diversity and division in the name of federalism in the realm of politics, is surely awe-inspiring. <br />
	<br />
	With this pace of mergers, the days are not far away that there will soon be only three banks in Nepal– the central bank, a governmentowned bank and a private sector bank But with the mergers, a new problem has also emerged – problem a suitable name for the new entity created. If banks A, B and C are merging, A cannot accept the new bank be named B or C. same goes for B and C. If they name the new entity ABC, again there is problem because in this case A will be happier than B and C as A comes first in the name. They cannot name it BCA or CAB either for the same reason. Hundreds of banks, development banks, finance companies, micro-finance companies and thousands of saving cooperatives in existence have seemingly used up all the conceivable names. And many of the banks have also used names like those of the international banks, thereby narrowing the possibility of picking up a good foreign name. <br />
	<br />
	But they need not panic as the new trend in the international market is to take funny names, unlike serious names so far chosen by Nepali banks. The customers find it easier to remember such names thus ensuring top of the mind recall, as they say in marketing jargon. Look at these names of foreign banks: Redneck Bank, Blue Ball National Bank, Tightwad Bank, First National Bank, The Fifth Third Bank, Moody National Bank etc. <br />
	<br />
	Therefore, my suggestion to the emerging Nepali banks is to go for off-the-beat names that may reflect more accurately the character of the Board Chairman, CEO or Promoter Group. Few suggestions: <br />
	<br />
	<strong><br />
	• Topless Bank Ltd. <br />
	<br />
	• Freak Bank <br />
	<br />
	• The Drunken Liar Ltd. <br />
	<br />
	• Mom, Dad &amp; Sons Bank Ltd. <br />
	<br />
	• Shook and Hook Bank <br />
	<br />
	• Siphon and Run Bank <br />
	<br />
	• Doodle and Drown Bank and so on </strong><br />
	<br />
	<br />
	<br />
	Even your branch, products or bank account names could be different. For example: Pig (not big) Savings Accounts, Beauty Parlour Branch etc. Similarly, instead Oldage Saving Accounts you can have Bald Saving Accounts; instead of Supreme Saving Accounts you can have Superman or Spiderman Saving Scheme. <br />
	<br />
	But at this juncture, the banks must be mindful to pick the word from the right language. As you know many of schools and collages with the English name are now targets of the sister or brother organizations of our political parties. May be tomorrow, such very anglicized names could prove eye pricking to this or that party. I would not advise here in to go for Nepali lexicon directly as Nepal is hopefully be federalized that is why the banks also need to learn to dance in the local tune means choose a right language. <br />
	 </p>',
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			'created' => '2012-08-15',
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			'description' => 'Nepal’s banks are now e-merging in very high pace by merging among themselves. As the central bank forced them to merge, they thought it appropriate to merge in emergency than to immerse in the pool of problems slowly.',
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			'article_category_id' => '47',
			'title' => 'The IT Man',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="personlaity" border="1" height="256" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/binay.jpg" vspace="5" width="300" /><br />
	<br />
	An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession, Binay likes to explore the tremendous potential of the Internet. Steve Jobs once said, “Creativity is just connecting things. When you ask creative people how they did something they feel a little guilty because they did not really do it, they just saw something. It just seemed obvious to them after a while.” <br />
	<br />
	Binay Bohra, Managing Director of Vianet Communications Pvt Ltd, one of the leading Internet service providers (ISP) of Nepal finds a connection to the creative forces of cosmos. He sees new creations going on constantly in the universe. He has understood the life’s purpose – to create something new in life. He says, “We are part of the universe where creative energy is in abundance. I have always had a healthy feeling that I must create on my own and do something new.” Looking at his ISP business, he has created a link for people to connect to the vast internet that quenches people’s thirst for information, knowledge and entertainment. Moreover, he has also created employment opportunities for people in his organisation through the Internet services he offers. <br />
	<br />
	Having completed his higher studies in India from Bangalore University in 1995 in Computer Engineering, he returned to Kathmandu and joined Mercantile Communications. His parents had migrated from Darchula, a district in far western Nepal. Bohra says his father, who made a big contribution in the telecommunication sector of Nepal himself, had also inspired him to become a computer engineer. <br />
	<br />
	While working for three years at Mercantile, he developed the confidence to do something on his own. The Internet boom was gradually catching up in Nepal, however, there were few ISPs to cater to the growing demand of the Internet. The knowledge Bohra gained in the classroom was juxtaposed with the experience collected via his work. Vianet Communications was created in 1999 after he joined his hands with his likeminded friends. Ever since the company was conceived, Bohra and the company have been constantly moving towards the vision that was envisaged in the beginning. <br />
	<br />
	Vianet was one of the pioneers to offer dial-up Internet in the Kathmandu valley. The company now offers the Internet through the latest technology such as fibre optics to those who want to get connected to high speed Internet. Likewise, it offered cheap and reliable Internet at a time when slow and costly dial-up and NTC’s leased lines were the only options, claims Bohra. He says his company was also the pioneer in offering the Internet over Wi-Fi in Nepal. Today, he says, his company has the robust network to reach offices and homes everywhere. <br />
	<br />
	Whenever Bohra was asked in his childhood what he wanted to be, he used to say that he aspired to become a scientist. “Though I did not grow up to become a scientist, I am still into a creative field,” he says. He completed his schooling and college from St Xavier’s in Kathmandu. He says he possessed leadership quality since his childhood. Bohra used to be the captain of the football and athletic teams during his school days. “I have always believed in having a leadership role so I was interested in doing something on my own. I had always dreamt that I would be an entrepreneur with specialisation in a certain sector,” he recalls. <br />
	<br />
	Bohra has received a lot of support from his family too. Though his spouse runs a firm of her own, she also helps him in his work. “We have our separate businesses and are entrepreneurs in our own right. We are happy that we are into a creative sector that creates jobs and is an interesting world, similar to the creation going on in the universe,” he says. <br />
	<br />
	Bohra does not exert pressure on his offspring to follow a specific path. He would like to see his son grow into a balanced person. “It is not necessary that he should become a doctor or an engineer. I will support him in whatever he wants to become according to his personal interest. He should have that confidence to do what he wants to do,” he says. <br />
	<br />
	Bohra who is also the President of Internet Service Providers’ Association of Nepal (ISPAN) feels that this is the age of the Internet as our lives revolve around it. According to him, it is the source of educational materials, entertainment and various activities like listening to songs, radio, reading newspapers and magazines, watching TV, shopping, e-payments etc. Therefore, he has further plans on offering the Internet with ease to his customers. “Our aim is to make this service reliable and provide high speed network facilities. We are working on it and will come up with various applications and uses for customers,” he shares. He says that the competition is too tough and ISPs have to compete with the telecom operators too as they are also offering high speed Internet. <br />
	<br />
	He thinks that the current political environment is not favourable for doing business. Nevertheless, he feels nobody should stop working because of the external factors. “It has discouraged those who want to do something on their own. But, we have to go on working at our end,” he says. Being from an IT sector he admires Steve Jobs, co-founder of Apple Inc. Bohra likes his way of working – hearing to his inner soul without caring what others say rather than following somebody else. He considers Jobs as a successful and visionary leader. Similarly, he also admires Mahatma Gandhi as a fighter who overcame challenges. <br />
	<br />
	Bohra believes that management philosophy varies from personto- person and also the nature of projects. He believes that there is no shortcut to success and taking up leadership position requires dedication, understanding and intense involvement in the project. “One must work extremely hard because the world has become so competitive. It’s good to be smart, wealthy and lucky but the most important one is the self-belief and confidence,” he opines. He believes mistakes made could be corrected midway. “Mistakes are our learning opportunities but the focus should always be on the target,” he adds. For Bohra, success is multifaceted. He believes that success cannot be measured with the rise and fall in career only. “A person may have a highly successful business but what if his family life is wrecked? Likewise, a person may work hard and earn a lot of money. But it is of no use if his health does not favour him. So, a balanced life is a must and most importantly, you must do something that satisfies your heart,” he explains. <br />
	<br />
	Bohra thinks that the human resource is the most valuable asset for any organisation. “Leaders cannot perform alone. If a team works as a single entity with the dedication on a single mission without refining human resources and rightly managing and understanding the value of people, it is impossible to achieve success,” he says. In his company, Bohra ensures that he hires better people every time. He thinks that intellect should be the basis of recruitment and a team should not be formed based on recommendations alone. <br />
	<br />
	Bohra thinks that working within the country is the biggest contribution to the society. “We live in a society where we may have been doing some creative work and it might have benefited many. It is also possible that people are inspired and enjoying work because of us. So, working here with our own people is more important” he opines. Bohra wishes to diversify his area of operations and is looking forward to work in newer sectors apart from the IT industry. Similarly, he also wishes to take out more time from his routine work and do something more interesting in life. <br />
	<br />
	<br />
	<strong>PERSONAL SIDE <br />
	<br />
	• Likes watching football <br />
	<br />
	• Loves travelling <br />
	<br />
	• Pokhara is the favourite destination within the country <br />
	<br />
	• Not so fond of accessories like watches <br />
	<br />
	• Not so brand conscious; quality is more important. Interested in value more than the brand. <br />
	<br />
	• Carries Samsung Galaxy mobile phone <br />
	<br />
	• Fond of dogs and has a Labrador <br />
	<br />
	• Was a keen sportsman once <br />
	<br />
	<br />
	</strong></p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
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			'description' => 'An admirer of Steve Jobs, Binay Bohra believes in living by creativity. He feels proud to be able to give something back to the society through his contribution to the IT sector. A computer engineer by profession.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '673',
			'article_category_id' => '57',
			'title' => 'Movie Sequels',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Sajag Karki <br />
	<br />
	<img alt="barndtalk" border="1" height="197" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk_sajagkarki.jpg" vspace="5" width="315" /><br />
	<br />
	<br />
	<strong>Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. </strong><br />
	<br />
	<br />
	After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially. <br />
	<br />
	<img align="left" alt="spiderman" border="0" height="427" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/007.jpg" style="padding:15px; margin:15px;" vspace="5" width="300" /><br />
	<br />
	The established characters have such charismatic effect that the fans anxiously anticipate the release of these sequels of their favorite movies. These movies are highly successful brands and a sequel is made only if its previous version, i.e. a prequel, is a box office hit to the point that the viewers expect more of it. Star Trek, Mission Impossible, Harry Potter, Lord of the Rings, Men in Black and Iron Man are some examples of super successful sequels. <br />
	<br />
	<br />
	Harry Potter series is one such movie sequel that has done wonders among its fans with eight movies till date. It started from “Harry Potter and the Sorcerer’s Stone” released in 2001 till the latest version “Harry Potter and the Deathly Hallows-Part 2” released in 2011. The series is based on Harry Potter novels authored by British novelist J K Rowling who went on to become the first and only billionaire author till date. Basically, its Unique Selling Proposition (a.k.a. Unique Selling Point, or USP) is the portrayal of the protagonists Harry, Ron and Hermione in a spectacular and magical fantasy world. <br />
	<br />
	<br />
	Those who haven’t followed the series right from the beginning may not be able to comprehend its latter editions. At the same time, those who have followed the novel must be eagerly waiting for the next release of the Harry Potter series. Another classic is the James Bond series - the most popular spy films of all time. It’s based on the fictional character of James Bond (Code “007”), initially based on novels by Ian Fleming. It has grossed US$ 5 billion till date, making it the second highest grossing film series of all time after Harry Potter. <br />
	<br />
	<br />
	The stylish and macho character of James Bond has been portrayed by various actors including Sean Connery in “Dr. No”, Pierce Brosnan in “Die Another Day” and Daniel Craig in “Casino Royale”. These actors have added more sophistication to the James Bond character with each edition. The specialty about James Bond movies is that the series has become a legend in spy movies. The suave Bond character using super high-tech spy devices, fast cars and romancing beautiful women with his smooth moves have been the USP of all James Bond movies. <br />
	<br />
	<br />
	While analyzing the marketability of the movie sequels, they can be categorized under brand extension which are new product offerings (sequels) launched to capitalize on their parent brands (the original movies). There are basically four factors that determine a movie sequel as a successful brand. They are a) popularity of the original movie, b) distribution, c) likability factor of the original movie and d) star continuity. <br />
	<br />
	<br />
	People usually want their favorite stars to be seen in all the movies of a series which is the point of parity for sequel movies. Hence, star power and the directors are vital for the success of such movie series’. Lastly, the old marketing saying “The Customer is King” applies here as well as it is up to the viewers to decide the fate of these movie sequels. <br />
	<br />
	<br />
	<img alt="spiderman" height="375" src="http://newbusinessage.com/ckfinder/userfiles/Images/spiderman.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<br />
	<img alt="ghost" height="237" src="http://newbusinessage.com/ckfinder/userfiles/Images/ghost.jpg" style="margin: 15px; padding:15px;" width="300" /><br />
	<br />
	<strong><br />
	Karki is associated with JWT-Thompson Nepal Pvt Ltd. The article is based on research and author’s practical experience as a marketing and advertising professional. He can be reached at sajag_karki@hotmail.com <br />
	</strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-11-01',
			'keywords' => '',
			'description' => 'After Spider-Man, Spider-Man 2 and Spider-Man 3, the latest release in the sequel is “The Amazing Spider-Man”. This shows the craze and fan following of movie sequels among the audiences. They are not just one off movies but legends in terms of their respective successes. Filmmakers are comfortable making sequels since such movies garner higher box office returns on an average and are less risky financially.',
			'sortorder' => '570',
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	(int) 8 => array(
		'Article' => array(
			'id' => '672',
			'article_category_id' => '42',
			'title' => 'Investors Welcome 4th Quarter',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Bikram Chitrakar <br />
	<br />
	<img alt="stocktaking" border="1" height="187" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking.jpg" vspace="5" width="355" /><br />
	<br />
	<br />
	<strong>(Review for 27 June to 25 July, 2012) <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. <br />
	<br />
	</strong><br />
	Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480. <br />
	<br />
	A number of banking and financial institutions have reduced their interest rates on different saving schemes recently. Thus the attraction of interest rates is reduced now which is expected to lure the investors back to the equity market. <br />
	<br />
	<br />
	One important development during the review period was the approval of the guidelines for Mutual Fund. This has opened way for two already approved mutual funds (Siddhartha Mutual Fund and Nabil Mutual Fund) to start operation. <br />
	<br />
	<br />
	<br />
	<br />
	<strong><br />
	Performance by Sector <br />
	<br />
	<br />
	</strong><br />
	<img alt="pie chart" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectorwisdistribution.jpg" style="width: 349px; height: 384px;" vspace="5" /><br />
	<br />
	<br />
	Commercial banking sector that accounts for the major share in the volume of trade in Nepal Stock Exchange added 31.27 points or 7.72% during the review period to close at 405.02. Similarly, the Hydropower sector gained a hefty 77.37 points followed by 63.43 points up in others sector to reach 699.24 and 615.65 respectively. Insurance sub-index accelerated 28.67 points to 509.04 while manufacturing sector surged 15.57 points to 682.23. Development bank moved up 6.81 points or 2.68% to rest at 253.67. However, finance sector descended 2.47 points or 0.94% to rest at 263.37. Sensitive index that measures the performance of 133 blue chip scrip at the secondary market escalated 10.34 points or 9.87% to reach 104.73 while the float index calculated on the basis of real transactions went uphill 1.81 points or 5.75% to 31.48. The turnover volume was of Rs. 1,501,282,753 during the review period from 5,071,209 units of shares traded via 26,922 transactions. <br />
	<br />
	<br />
	The accompanying figure demonstrates sector-wise distribution based on the total volume of trade. As usual, commercial bank dominated the volume occupying 63.24%. Hydropower sector holds 14.10%, finance sector accounts for 7.08% and remaining sectors cover the rest. <br />
	<br />
	<br />
	Technically, the Simple Moving Average (SMA) exceeds 30 days SMA and 200 days SMA as Nepse index is stretched higher. Index is expecting to encounter correction as 30 days SMA is in mood to follow the index at this level. <br />
	<br />
	<img alt="marketrend" border="1" height="322" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/marketrend.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<img alt="movementinindices" border="1" height="393" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/movementinindices.jpg" vspace="5" width="400" /><br />
	<br />
	<br />
	<strong>Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd. </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Sentiments improved among the stock market investors ahead of the 4th quarter results due early August from the companies despite sour data received in the 3rd quarter. Investors seem optimist of dividend declaration for the FY 2068/69 BS (2011/12). As a result, the benchmark Nepse index went up 31.27 points or 7.72% to 405.02 during the review period when the session’s high was on 23 July with 408.35 and the low was on 26 June with 368.480.',
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	),
	(int) 9 => array(
		'Article' => array(
			'id' => '671',
			'article_category_id' => '39',
			'title' => 'Chilime Hydropower : Dreaming Large',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>“We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	</strong><br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporare_kulman.jpg" style="width: 169px; height: 206px;" vspace="5" /><br />
	<br />
	<strong>KUL MAN GHISING <br />
	Managing Director <br />
	Chilime Hydropower Co Ltd <br />
	</strong><br />
	<br />
	If dreaming big is the norm for corporate houses, it is larger for Chilime Hydropower Company Limited. Having an installed production capacity of 22.1 Megawatts (MW) hydroelectricity at the moment, it envisages producing 500 MW of hydroelectricity by 2020. Similarly, it dreams to be the largest hydropower company in Nepal. <br />
	<br />
	<img alt="Chilime Hydro Power" border="1" height="285" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus_banner.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime has actually begun working towards its 2020 vision already. Right after the generation of hydroelectricity began on 25August 2003, the company applied for further projects and has four projects in its pipeline now. They are Rasuwagadhi Hydropower (111 MW), Senjen (42.5 MW), Upper Senjen (14.5 MW) and Madhya Bhotekoshi (102 MW). These projects will remain under Chilime’s subsidiaries: Rasuwagadhi Hydropower Company Limited, Madhya Bhotekoshi Jalavidhyut Company Limited and Senjen Jalavidhyut Company Limited. The parent company Chilime owns and operates a 22.1 MW power plant located in Rasuwa district. <br />
	<br />
	Kul Man Ghising, Managing Director of Chilime, reveals, “We have already planned on how to move ahead after completing these four projects. Two projects will come into operation after four years while the other two will commence operation after five years.” <br />
	<br />
	<img alt="" border="1" height="408" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime.jpg" vspace="5" width="400" /><br />
	<br />
	Chilime is also planning to get into reservoir based hydel plants along with sizeable projects of up to 500 MW. Ghising confidently says, “We have that capability as we are financially strong. We will get even stronger with the completion of four projects, both technically and financially.” Chilime has well understood that without sizeable projects, economies of scale in hydropower sector cannot be achieved and the price won’t reduce either. Chilime has applied for licenses of large scale power plants namely, Uttarganga (300 MW), Upper Arun (335 MW) and Langtang Project (232 MW). “We are hopeful to get licenses of some of these projects. After having license(s) in hand, we will go into construction phase within three years,” says Ghising. Chilime is looking forward to add more projects to its portfolio by 2014/15 so that it will have projects of around 800 MW by 2020 including operational capacity of 500 MW. This will help Chilime leap one step forward to meet its dream to establish itself as the largest public hydropower company in Nepal. <br />
	<br />
	Since its establishment, it has optimally utilised the local resources of Nepal –technical manpower and financing etc. Ghising says that the company is operating on a model of public-people-partnership. Therefore, 51 per cent of the stakes is held by the Nepal Electricity Authority (NEA) and 49 per cent by the general public including 10 per cent equity ownership of the local people at the project sites. He claimed Chilime to be the first public limited hydropower company of Nepal. <br />
	<br />
	The company has adopted a model that has been highly successful for managing capital for investing in hydropower. It includes investors, regulator, government bodies, the operator’s employees, buyers and also the consumers for financing hydropower. Ghising says the model that has been introduced by Chilime has proved to be a milestone for the Nepali hydropower sector. “When developing a 200 MW project was thought impossible without foreign investment and support from donors like Asian Development Bank (ADB) and World Bank, we have used money within Nepal to finance upcoming projects for a total of 270 MW,” he boasts, “Chilime has collected Rs 4 billion in four days. The confidence of the general public to invest in hydropower has developed because of us.” <br />
	<br />
	Ghising clarifies that Chilime is not a Public Private Partnership (PPP) company. It is rather a people focused company. He says that Chilime has moved on to the 4P model – peoplepublic- private-partnership as it has also involved private entities in its subsidiary companies. “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.” <br />
	<br />
	<img alt="chilime hydro power" border="1" height="405" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilmme111.jpg" vspace="10" width="400" /><br />
	<br />
	Ghising believes that a huge amount of hydropower can be developed in Nepal if more than a dozen hydropower companies adopt the same model. Chilime is looking forward to business expansion and to meet this objective, Ghising feels the need for foreign direct investment (FDI). He believes that international companies will easily be ready for partnership with Chilime as it has a huge public base and is a stable company in Nepal. <br />
	<br />
	Chilime has also helped locals prosper by making them the shareholders of the company. Ghising says that shareholding households of Rasuwa district have liquid assets of Rs 500,000 each because of the Chilime shares they own and dividends they receive. Ghising says that locals own 500 units of shares per household. “Each household will be proud to have at least Rs 2 million worth of shares after five years as the bonus shares and dividends go on adding up.” <br />
	<br />
	The company has been distributing around Rs 35,000 to 40,000 every year as dividend to each household. Ghising says that Rs 90 million was distributed last year in Rasuwa district alone as dividend. The company had distributed 70 per cent dividend last year – 30 per cent cash and 40 per cent bonus share. “This has helped in inclusive growth of locals along with creating a sense of ownership towards the project,” he says. Likewise, as part of its Corporate Social Responsibilities (CSR), the company spends over Rs 10 million every year on various activities like education, health, drinking water, roads, electricity and other social causes. <br />
	<br />
	The company had made a net profit of Rs 843.14 million in the fiscal year 2010/11. This year, the company’s net profit remained around Rs 950 million. The revenue collection of the company in the fiscal year 2011/12 was around Rs 1.2 billion. <br />
	<br />
	The total financing cost of Chilime at the time of completion of its project in Rasuwa was Rs 2.5 billion. While Rs 960 million was managed through equity investment, rest of the amount was materialised from borrowings. The company paid back its loan within three years. Chilime, at present, has paid up capital of Rs 1.35 billion. It is investing around Rs 7 billion in four projects within the course of the next five years. However, the total cost of these projects is around Rs 33.2 billion. Around Rs 16.6 billion will be invested by the Employees Provident Fund (EPF) while the rest will be managed through equity management. <br />
	<br />
	Ghising ruled out the dispute over Bhotekoshi rafting saying everybody in the region is warm heartedly welcoming the project. Earlier, it was being said that the rafting business will be disturbed due to the construction of the project. Ghising insisted that the actual rafting generally begins from Middle Bhotekoshi Project Power house area and will not affect rafting activities in any way. <br />
	<br />
	<img alt="" border="1" height="302" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chilime112.jpg" vspace="5" width="300" /><br />
	<br />
	He also promises to promote the rafting business and develop an international community rafting centre with rafting museum, a convention hall and a rafting training institute along with building gateways for rafting at numerous points on the banks of Bhotekoshi. He also sees possibilities for development of Eco- Hydro-tourism that will also boost revenue collection at Sindhupalchowk district. The company has made a slogan ‘Hydropower together with tourism’ to reinforce its promises. Chilime has a complaint that the hydropower sector is missing the presence of a regulator to check and balance the developers as well as the NEA. Ghising says that the hydropower sector is not as transparent as it should have been. <br />
	<br />
	Chilime is planning to export its surplus production after meeting the local demand. Similarly, it will also begin working towards backward integration like a tie-up with the turbine manufacturers, operation &amp; maintenance and consulting for hydropower sector. <br />
	<br />
	<img alt="swot analysis" border="1" height="142" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/swotanalysis.jpg" vspace="5" width="250" /><br />
	<br />
	<br />
	<strong>STRENGTHS </strong><br />
	<br />
	• Financially strong <br />
	<br />
	• Technically sound <br />
	<br />
	• Credibility <br />
	<br />
	• Goodwill <br />
	<br />
	• Public support <br />
	<br />
	<br />
	<br />
	<strong>WEAKNESSES </strong><br />
	<br />
	• Time taking procedures for procurement of goods and services. <br />
	<br />
	<br />
	<br />
	<strong>OPPORTUNITIES </strong><br />
	<br />
	• Huge market opportunity <br />
	<br />
	• Potential to generate hydropower <br />
	<br />
	<br />
	<br />
	<strong>THREATS </strong><br />
	<br />
	• Possibilities for project delays <br />
	<br />
	• Unnatural demands from locals <br />
	<br />
	• Weak financial health of the NEA - the buyer of electricity <br />
	<br />
	• Political instability <br />
	<br />
	• Unavailability of adequate technical manpower in the market <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '2012-10-10',
			'keywords' => '',
			'description' => 'Chilime Hydropower Dreaming Large “We have made sure that all people have share holdings in this company. With this model, we have ensured 360 degree participation and made it a people’s company.”',
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	(int) 10 => array(
		'Article' => array(
			'id' => '670',
			'article_category_id' => '38',
			'title' => 'Communication An Important Success Factor',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
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			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 11 => array(
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			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '668',
			'article_category_id' => '38',
			'title' => 'Discussion Of Negotiating',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
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			'description' => 'Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.”',
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			'title' => 'Quality As Craftsmanship',
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			'content' => '<p>
	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
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			'description' => 'Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.”',
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			'title' => '‘Certification Is Equally Important For All Organizations’',
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	<br />
	<img alt="visiting business people" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sundar.jpg" style="width: 205px; height: 259px;" vspace="5" /><br />
	<strong><br />
	Sundar Kataria is the Chairman and Managing Director of International Certification Services (ICS) Pvt Ltd, India - one of the certification bodies of International Organization for Standardization (ISO), Geneva. <br />
	</strong><br />
	<br />
	A mechanical engineer by profession, Kataria started ICS in 1999 and is expanding his business in 15 countries with 10,000 valid customers all around the world. ICS has 30 offices in India to be close to their valued customers and provide cost effective and efficient certification services. It has been providing its value added certification and inspection services to the government, public and private sector organizations involved in land, offshore and marine activities. ICS started the quality drive in Nepal nearly a decade ago and started its branch in Kathmandu last year. Kataria recently visited Kathmandu for the certification of an education institute. In an interview with New Business Age, he talked about the importance of certification and quality management in Nepali industries and institutions. Excerpts: <br />
	<br />
	<strong><br />
	What is the intention of your trip to Nepal? <br />
	</strong><br />
	<br />
	We usually get a number of certification issues in Nepal and we come here frequently. This time around, I came here for the certification of one of the colleges and it was successful. Since we are the provider of social quality services, we feel the need of improvement in the Nepali management system of different industries including service sectors like health and education. We have a mission of providing international certification to Nepali management systems in different institutions. I have been visiting Nepal for a decade now. Although business is my first priority, my purpose of the Nepal trip has always been not only for work but also for pleasure. <br />
	<br />
	<br />
	<strong>How has your experience been with the local partners here in Nepal so far? <br />
	</strong><br />
	<br />
	We have a business partner here who supports carrying out our programs and audit and marketing for us. The clients are also our partners and the experience with them is quite good. I appreciate Nepali industries’ enthusiasm to sustain in the market. They are facing many constraints in their businesses because of the political situation and unstable government. Moreover, they are dependent on the neighboring country even for raw materials. I find them not being able to recruit skilled manpower to run the organization. However, they have been able to sustain and continue their businesses. We should praise these industries, entrepreneurs and co-operatives for sustaining in the market. <br />
	<br />
	<br />
	<strong>How do you evaluate certification services in Nepal? <br />
	</strong><br />
	<br />
	I should say that there a good number of industries available here and many of them have adopted this modern management system. Unfortunately, we find people in service sectors like finance, medical and education not adopting it. Certification is needed for quality assurance and therefore we suggest them to go for it because it also comes handy in supply chain and dealing with the customer. <br />
	<br />
	<br />
	<strong>You mean to say that every institution needs to be certified. What is the process for ICS certification? <br />
	</strong><br />
	<br />
	Certification is equally important for any organization whether it is a large corporate house or the small and medium enterprises (SMEs). As we go for the standard approach i.e. the managerial approach, we help these institutions to enhance their management systems through quality management services. When you are certified, you would be able to manage your system very well. For the certification process, we observe and study the management system of the company and manually oversee their quality system as well as the audit system. For example, we look into the resources of the education institutions, their system and the organization’s working environment, competence of the manpower they have recruited, safety strategies of the industry and the process of education. Most education institutions in Nepal are governed by the Tribhuvan University and the secondary board and hence, they follow their rules. We find out the extent to which they are following the rules and regulations. We also check if they are fulfilling minimum environment requirements or not, how they cover the calibers, the ratio between the students and teachers, how they are improving and so on. We also inspect their results and find out whether they are improving or not and the training levels of the teachers. This system is quite a holistic approach and applies in manufacturing also. We go through the procurement of raw materials processing manufacturing, inspection and testing, delivery and after sales or services. We have varieties of approach and maintain the standard pertaining to different certifications. <br />
	<br />
	<br />
	<strong>How many countries and industries have followed ICS by now? <br />
	</strong><br />
	<br />
	We are operating in 15 countries including the UAE and other gulf countries. ISO Geneva has blessed the industry and manufacturers including the service industry with an international standard Quality Management System ISO 9001. The ISO 9001 has been adopted by more than 200 member countries so far. This standardization on quality has become most popular and is considered as a benchmark. We are serving worldwide for many years now and many countries are opting for adaptation. Our targeted institutions are industry and service providers. We have certified some of the departments of Bank of India also. In Nepal, we have now 71 clients including Classic College which is the latest one. <br />
	<br />
	<br />
	<strong>What are the expansion plans of ICS? <br />
	</strong><br />
	<br />
	Although we are providing lots of inspections and certifications, I am looking forward to providing distinct education in Nepal. We have recently launched a one year diploma program on total quality management which is accredited by the Chartered Quality Institute (CQI) of United Kingdom. I feel Nepal needs training for different institutions for industrial purpose and also for those who opt to seek employment in the gulf countries. There are no professional training institutions for the labor workforce. If we get a good partner here, we can start that too. <br />
	<br />
	<br />
	<strong>How can Nepali Industries get benefit from management certification? <br />
	</strong><br />
	<br />
	It’s been the question of every institution all over the world to have sustainability and at the same time, to maintain continuity in the competitive market. Increase in the cost of raw materials and labor cost, political instability and currency deflation have been the common problems everywhere. Once we certify them, they would be able to look into their system and tackle the problems very well. It’s like a third eye which helps to look into your system and operate without loss. Although we are an Indian company, we have a good relation with Nepal. Our mission is to support SAARC countries and Nepal is the closest neighboring country. We have manpower, strength and mission to support people and believe that our attempts will help them to have business sustainability and continuity. <br />
	<br />
	 </p>',
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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