Ramanisblog

Tag: Forbes

  • Man Runs To Police From Woman Demanding More Sex!

    To say,only men are Sex starved!

    There is a misconception that women are not interested in Sex and that they engage in it to accommodate a male  is untrue.

    Slow to burn,difficult to douse.

    Man with a Woman
    Intimacy

    We’ve all been there.

    Agence France-Presse reports that a German man in Munich allegedly had to flee to the police after a woman demanded too much sex.

    After several amicably agreed upon rolls in the hay, the man reportedly tried to leave the woman’s apartment. But she wouldn’t let him exit and instead allegedly insisted on more sex. That’s when the man ran to the cops for help, according to authorities.

    Perhaps the woman in question was unaware of a study reported on by Forbes that found that, while women can, for the most part, never have too much sex, men can.

    From Forbes:

    Penile tissues, if given too roistering or prolonged a pummeling, can sustain damage. In cases you’d just as soon not hear about, permanent damage.
    And the German man might not be alone in his desire for a bit less sex.

    Reuters reported on a study that found 12 percent of men aged 16-24 wanted sex less often. It’s not a perfect comparison though, since the German man was 43.

     http://www.huffingtonpost.com/2012/04/13/man-flees-after-too-much-sex_n_1423530.html?ref=weird-news

  • Assange interview and Bank of America’s sins.

    Bank of America (NYSE: BAC) is preparing for the worst as WikiLeaks founder Julian Assange has stated that he has the bank firmly in his sights. Assange plans to release documents that are reported to be devastating to Bank of America’s reputation.

    Nobody knows what is in the documents but Bank of America, to its credit, is trying to prepare. One of the things they are doing is buying up all the domain names involving their bank and their CEO Brian Moynihan in an effort to keep individuals from creating websites with obscene names or that are damaging to BOA.

    In full disclosure Bank of America is a client of mine and I have worked with them on media training but I am not working with them currently. Buying domain names is a good first step but I certainly hope that their crisis communication strategy is more involved than just that.

    http://blogs.forbes.com/tjwalker/2010/12/23/bank-of-america-prepares-for-worst-as-wikileaks-threatens-damaging-document-release/?boxes=financechannelforbes

    Related.

    First WikiLeaks spilled the guts of government. Next up: The private sector, starting with one major American bank

    In an exclusive interview earlier this month, WikiLeaks founder Julian Assange told Forbes that his whistleblower site will release tens of thousands of documents from a major U.S. financial firm in early 2011. Assange wouldn’t say exactly what date, what bank, or what documents, but he compared the coming release to the emails that emerged in the Enron trial, a comprehensive look at a corporation’s bad behavior.

    “It will give a true and representative insight into how banks behave at the executive level in a way that will stimulate investigations and reforms, I presume,” he told me.

    http://blogs.forbes.com/andygreenberg/2010/11/29/exclusive-wikileaks-will-unveil-major-bank-scandal/

    Assange interview Transcripts:

    Here is an edited transcript of that discussion:

    Forbes: To start, is it true you’re sitting on trove of unpublished documents?

    Julian Assange: Sure. That’s usually the case. As we’ve gotten more successful, there’s a gap between the speed of our publishing pipeline and the speed of our receiving submissions pipeline. Our pipeline of leaks has been increasing exponentially as our profile rises, and our ability to publish is increasing linearly.

    You mean as your personal profile rises?

    Yeah, the rising profile of the organization and my rising profile also. And there’s a network effect for anything to do with trust. Once something starts going around and being considered trustworthy in a particular arena, and you meet someone and they say “I heard this is trustworthy,” then all of a sudden it reconfirms your suspicion that the thing is trustworthy.

    So that’s why brand is so important, just as it is with anything you have to trust.

    And this gap between your publishing resources and your submissions is why the site’s submission function has been down since October?

    We have too much.

    Before you turned off submissions, how many leaks were you getting a day?

    http://blogs.forbes.com/andygreenberg/2010/11/29/an-interview-with-wikileaks-julian-assange/

     

     

     

  • The Next Wave From China

    As things stand China’s financial control over US govt.is high.When they enter private sector, the results will be not good for US.Look at the African countries where china has invested, leading to local unrest, following Chinese policy of hiring only Chinese.Also China shall use this as a lever in diplomacy.
    Story:

    Chinese manufacturers are looking overseas to acquire the means to move into broader markets.

    News that Ford Motor has agreed to terms with Zhejiang Geely for the Chinese carmaker to acquire its Volvo Cars division is the latest example of the next wave of Chinese foreign investment. Manufacturers–mostly privately owned, not state enterprises–are increasingly looking for brands and technology to use as the foundation of a new generation of innovative and branded Chinese products for both domestic and global markets.

    The first wave of Chinese foreign investment was led by the country’s huge state-owned enterprises, which aimed to secure critical natural resources such as oil and minerals and bought into basic industries that are capital intensive and need scale, such as steelmaking, shipbuilding, construction and telecom infrastructure.

    Chinese companies say that their motivation for foreign direct investment is market access or a pre-emptive securing of access against potential protectionist barriers. Computer maker Lenovo ( LNVGY.PK – news – people ) and white-goods manufacturer Haier have made inroads into the markets of the developed world following acquisitions, most notably Lenovo’s of IBM’s PC business. However, the fast-growing domestic market makes international expansion and the acquisition of foreign distribution networks relatively less important to many Chinese manufacturers than it would have been for companies from other developing economies at a similar stage of industrial development.

    Further evidence that the acquisition of strategic assets such as brand and technology, including product R&D, is driving the new wave of Chinese foreign direct investment is that firms are entering foreign markets through M&A rather than greenfield investment.

    In many cases, those acquisitions have been of failing firms, notably in the autos industry, where Detroit’s mistakes offer Chinese acquirers a rare and rich trinity of brands, technology and fire-sale prices. An additional plus: To the extent that these were firms in distress, any potential local political opposition tends to be more muted.

    Natural resources and basic industries acquisitions, particularly in Australia, have sparked protests about national economic security being at risk, with state-owned enterprises portrayed as the instruments of an overbearing Chinese government.

    Chinese manufacturers know how to squeeze value out of frugal engineering–the ability to produce low-cost versions of goods for mass markets–but they haven’t been able to add on the premium that can be charged for a top brand.

    Chinese brands have yet to make global impact. Lenovo and Haier are the best known outside the country, but neither is in the same league as the likes of IBM, Dell ( DELL – news – people ), HP and General Electric ( GE – news – people ). Nor have China’s automakers been able to establish outside China brands of the value of Volvo, GM’s Hummer, whose acquisition by Sichuan Tengzhong is awaiting Beijing’s sign-off, or MG Rover, the last domestically owned mass-production car manufacturer in the U.K., which wound up in 2005 in the hands of Nanjing Automobile Group, now merged with Shanghai Automotive Industry Corp.

    Acquisition is not the only route to technology and brands. China’s automakers have long pursued the so-called “‘linkage, leverage, and learning” model of development, by conducting joint ventures with foreign manufacturers seeking access to the Chinese market, SAIC with GM (now jointly heading for the Indian market, too) and FAW with Toyota ( TM – news – people ), for example.

    Baotou Bei Ben Heavy-Duty Truck, China’s sixth-largest heavy truck maker, announced a joint venture earlier this month with South Korea’s Hyundai that will let it revamp its model line based on Hyundai’s existing vehicles by 2014, far faster than it could do alone, and eventually give it access to the U.S. market through Hyundai’s distribution network there.

    A similar joint venture approach is being taken in IT, where Chinese software firms have focused on their domestic market by working with foreign multinationals and expanded internationally little further than regional markets in Japan, Taiwan, and South Korea.

    Beijing has designated 20 industries in which it intends Chinese companies to become world-class, and it is driving consolidation and vertical integration in many of them. That makes its bureaucrats wary of private company ventures abroad (witness the dallying over Hummer) and subjects potential acquisitions to bureaucratic infighting between ministries championing “their” state-owned companies.

    That may hold back the innovation that the foreign direct investment strategy is meant to promote. It may also hinder the creation of conglomerates that often drive horizontal integration necessary for developing economies to develop multinationals. South Korea’s chaebols, for example, started by replicating in overseas markets the innovations developed for their domestic market while simultaneously acquiring related technology and expertise internationally to grow as multi-product and multi-industry companies. China’s five-year plans aren’t so flexible.

    India, in contrast does have conglomerates, such as the Tata Group. For all Chinese firms’ success in capital-intensive industries, they have been outpaced by Indian companies in skill-intensive sectors such as pharmaceuticals, information technology and business processing. There is no Chinese Wipro ( WIT – news – people ) or Infosys. Not yet, at least. Nor has China developed substantial food and beverage or retailing companies, two industries still dominated by Western giants such as Nestle ( NSRGY.PK – news – people ) and Wal-Mart ( WMT – news – people ).

    It is easiest for any developing country’s firms to grow and internationalize in areas that lack head-to-head competition from U.S. and European firms. China’s carmakers are in the vanguard of those Chinese companies now showing a readiness to acquire the wherewithal to move out of the niches and into broader markets.

  • Best 10 Books On China

    Planning your first business trip to China? Here’s a guide.

    Dan Harris

    Because I write the China Law Blog and my legal practice focuses on China, I am always being asked to recommend books on China. So the other day, I thought I would pose the proverbial China book question to the members of the China Law Blog Group on LinkedIn. Thirty-eight responses later (and counting), my views on China books have crystallized a bit.

    The following is my list of 10 must-read books for people planning their first business trip to China. I believe if you read them in the order below, they will provide the background needed to conquer China’s business world there. The order of this list is intended to take the reader from the general to the more specific.

    1. Lost on Planet China: The Strange and True Story of One Man’s Attempt to Understand the World’s Most Mystifying Nation or How He Became Comfortable Eating Live Squid, by J. Maarten Troost (2008, Broadway Books, $7.33).

    This book is a fun read, and it quickly brings to light how China is nothing like Kansas. If you still want to go to China after reading this book, you are ready to move on to the next book on the list.

    2. Chinese Lessons: Five Classmates and the Story of the New China, by John Pomfret (2006, Henry Holt & Company, $3.79).

    This book profiles Chinese students who began their university studies immediately after the Cultural Revolution. Since these people run most of China today, it is important to understand their roots.

    3. River Town: Two Years on the Yangtze (2001, HarperCollins, $14.40), or Oracle Bones: A Journey Between China’s Past and Present (2006, HarperCollins, $17.79), both by Peter Hessler.

    Very well-written, enjoyable books that increase understanding of both China’s past and present.

    4.Out of Mao’s Shadow: The Struggle for the Soul of a New China, by Phillip P. Pan (2008, Simon & Schuster, $18.48).

    This book is on the Cultural Revolution and its lingering impact on modern-day China. It is well articulated, and it provides a great feel for those running China today and for those who oppose how it is being run.

    5.Postcards from Tomorrow Square: Reports from China, by James Fallows (2009, Vintage Books USA, $10.17).

    Think Alexis de Tocqueville’s Democracy in America.

    6. China Shakes The World: A Titan’s Rise and Troubled Future and the Challenge for America, by James Kynge (2006, Houghton Mifflin Harcourt, $20.00).

    Explains China’s economic miracle clearly and, dare I say it, enjoyably.

    7. The China Price: The True Cost of Chinese Competitive Advantage, by Alexandra Harney (2008, The Penguin Press, $17.78).

    Learn about China’s factories and how they can get their prices shockingly low. But is it worth it?

    8. Mr. China: A Memoir, by Tim Clissold (2005, HarperCollins, $15).

    A true classic and a fascinating read on what it takes to do business in China. Everyone will assume you have read it, so read it.

    9. One Billion Customers: Lessons from the Front Lines of Doing Business in China, by James McGregor (2005, Free Press, $2).

    How big business gets it done in China.

    10. China CEO: Voices of Experience from 20 International Business Leaders, by Juan Antonio Fernandez and Laurie Underwood (2006, John Wiley & Sons, $14.96); and/orWhere East Eats West: The Street-Smarts Guide to Business in China, by Sam Goodman (2008, BookSurge Publishing, $18.99).
    http://www.forbes.com/2009/12/21/china-business-global-economy-opinions-contributors-daniel-p-harris.html?partner=alerts

  • India, a case of reverse imperialism: Forbes

    For a change nice to hear about India.Unfortunately,unlike China,does not know how to flex its economic muscle in the Diplomatic arena.
    Story:
    India is still labelled an emerging market, but the Forbes magazine has argued that the country’s economy has already emerged. And as the economy spreads its wings, its companies are turning to new international markets, perhaps beginning a reverse imperialism.

    For proof, the US business magazine lists not only the recent high profile acquisitions by Indian firms, but also facts such as four of the top 10 billionaires in the world are Indian, and that with an annualised five-year total return of 42.2 per cent, India comes second after Brazil in terms of the growth of the world’s largest public companies.

    In comparison, the growth percentage in Britain and the US are 17.1 per cent and 11.1 per cent respectively, indicating that the balance of economic power in the world is starting to shift, the magazine said in a commentary piece in its latest issue on Friday.

    -“The reason for this reversal of fortunes is that for established companies in the US and Britain it is difficult to grow as quickly as those expanding from nothing, as is the case for start-ups in India.

    During the 18th century, when the British colonised India and started exploiting the subcontinent’s vast natural resources and to expand trade, tea became an important commodity and came to symbolise British colonial rule.

    In a case of reverse imperialism, Tata Tea, part of the diversified Tata Group, bought Tetley, Britain’s largest tea company, in 2000. Tata Tea has since become the second largest tea manufacturer in the world by volume, surpassed only by Unilever, based in London and Rotterdam.

    This March, in another example of British brands being picked up by an old colony, Tata Motors acquired Jaguar and Land Rover from Ford for $2.3 billion. Tata Motors hopes the acquisitions will boost its ability to be a “meaningful player” in the global market.

    India’s monetary muscle is strengthened by a cheap domestic labour market and its companies’ high price-to-earnings ratios, the magazine quoted Tarun Khanna, a professor at Harvard Business School’

    http://www.hindustantimes.com/News/chunk-ht-ui-worldsectionpage-focusindia/India-a-case-of-reverse-imperialism/Article1-315907.aspx