EDITION.

THE FINANCIAL STREAMING....

PATRON

Mr. UTPAL KUMAR SEAL (IGCSE CO-ORDINATOR)

The respected members of the “GLOBONOMICS FAMILY” are immensely talented and have

contributed their best and have supported throughout this marvelous journey.

THE GLOBONOMICS FAMILY

NEIL TUSHAR KIKANI (12TH IG)

SRISHTI DHARNIDHARKA (12TH IG)

MUDIT DAWARA (12TH IG)

JEET KHONA (12TH IBDP)

(GLOBONOMICS HEAD)

GLOBONOMICS-1

GLOBONOMICS-2

GLOBONOMICS-3 &

GLOBONOMICS NEW YEAR’S EDITION

(EDITORIAL HEAD)

GLOBONOMICS-2 &

GLOBONOMICS-3

(EDITORIAL &CREATIVE HEAD)

GLOBONOMICS-3 &

GLOBONOMICS NEW YEAR’S EDITION

(EDITORIAL HEAD)

GLOBONOMICS-1

With a population of more than 1.2 billion,

India is the world’s largest democracy. Over

the past decade, the country’s integration into

the global economy has been accompanied by

impressive economic growth. India has now

emerged as a global player with the world’s

fourth-largest economy in purchasing power

parity terms.

More recently, the slowdown in GDP growth

witnessed over the past year is likely to

continue due to the weakness in investment.

Tighter macroeconomic policies, slow growth

in the core OECD countries and worries about

another global recession, and the base effect of

high growth in FY2010-11 in agriculture are

also weighing down growth.

Poverty has been on the decline. According to

official government of India estimates, poverty

declined from 37.2% in 2004-05 to 29.8% in

2009-10. Rural poverty declined by 8

percentage points from 41.8% to 33.8% and

urban poverty by 4.8 percentage points from

25.7% to 20.9% over the same period. The

government is now investing in a set of

pioneering initiatives to bring basic services to

the poor – in elementary education, basic

health care, health insurance, rural roads, and

rural connectivity.

Wiith more children entering elementary

school, the need for universalizing secondary

education has emerged. Equally important is

building the skills of India’s rapidly expanding

workforce, whose ranks are joined by some 8

million to 9 million new entrants each year.

Moreover, a large proportion of the population

lacks access to good quality health care, and

progress in improving health indicators is

slow. India also has one of the highest rates of

malnutrition in the world.

India’s growing economy is placing huge

demands on critical infrastructure – power,

roads, railways, ports, transportation systems,

and water supply and sanitation. While the

government has raised its investments in

infrastructure, the investment gap remains

daunting with an estimated $1 trillion required

to meet the country’s resource needs over the

next five years. Accordingly, India is

encouraging private participation in

infrastructure development.

India is also undergoing a massive urban

transformation. By 2030, the urban areas will

be home to 40 percent of the country’s people

– doubling the urban population within a span

of thirty years. How India manages this

urbanization will largely determine the long-

term sustainability of its towns and cities, and

quality of life for a sizeable part of its

population.

While agriculture’s share in the country’s

economy is progressively declining, India

remains a global agricultural powerhouse. It

has the world’s largest area under wheat, rice,

and cotton, and is the world’s largest producer

of milk, pulses, and spices. The country is also

home to the world’s largest number of cattle

(buffaloes). However, with nearly three-

quarters of India’s families dependent on rural

incomes, agricultural productivity must grow

along with new opportunities for non-farm

incomes. In addition to producing cereal crops,

India must increase its production of fruits,

vegetables, and milk to meet the demands of a

growing population with rising incomes and to

better manage food inflation. For this, a

productive, competitive, diversified, and

sustainable agricultural sector will need to

emerge at an accelerated pace.

India’s remarkable economic growth has

raised the issue of environmental

sustainability. With its high population

density, stressed ecological systems, and

substantial dependence on natural resources,

the country is very vulnerable to climate

change, the first impact of which will most

likely be felt in the water sector.

[ECONOMIC STATUS

OF INDIA - 2012…]

GLOBONOMICS crew made a survey on FDI (Foreign Direct Investment)

Among the IGCSE Cambridge and IB students based on certain questions

Which include…?

TO WHOM WILL THE FDI BENEFIT?

WOULD THE FDI AFFECT THE INDIAN JOB MARKET? WAS IT RIGHT BY THE

GOVRNMENT TO ALLOW FDI IN RETAIL?

FDI

FOREIGN DIRECT

INVESTMENT

DAVID HAMILTON- BUSINESS TEACHER

FDI in retail will benefit the consumers

and the economy at large and will also

affect the Indian job market and allowing

FDI was right by the government as it will

create choice in goods or may increase

the standard of living and economic

growth as well.

ABHISHEK 11TH IGCSE

Abhishek says it will benefit the farmers at

the price front and small producers in exports

through retail MNC’S. The Indian job market

will be affected as it will damage the demand

for small retail outlets, allowing FDI was right

from consumer perspective as quality would

improve.

SHOBITH GUPTA 11TH IGCSE

Shobith says that it will benefit Indian consumers and yes it will affect the

Indian job market, it may increase jobs in the short run but will harm in the

long run. He says it will not be beneficial for India allowing FDI in the short run

but would bring prosperity in the long run to India. India is no threat to small

retailers in the expanding segment. He quotes

“THE BIG BENEFITS WILL COME TOMORROW, NOT TODAY”

-MONTEK SINGH AHLUWALIA.

YASH CHETTIJA 11TH IGCSE

Yash says FDI in retail will benefit the

consumers and will not affect the Indian

job market, FDI in retail might be

beneficial but might act as a dumping

ground and allowing FDI in retail was

right since INDIA is a developing country.

SAHAS 11TH IB

Sahas says that it will benefit the Indian

consumers and will benefit the Indian job market

as it will create more jobs and allowing FDI in

retail was right by the government as it will boost

economic development and will provide a wider

range of goods and partly help farmers.

ABHINAV 11TH IB

Abhinav says FDI in retail will benefit farmers for

producing and will definitely be beneficial for the

Indian job market as it will create more job

opportunities. Allowing FDI in retail will be beneficial

to a farmer because he would get a better deal for his

product, but might result in damage for a small

retailer. So FDI in retail is good & bad.

Greek debt deal brings relief and

criticism

He Greek government-debt crisis is one of a number of current

European sovereign-debt crises and is believed to have been caused

by a combination of structural weaknesses of the Greek economy

coupled with the incomplete economic, tax and banking unification of the

European Monetary Union. In late 2009, fears of a sovereign debt crisis

developed among investors concerning Greece's ability to meet its debt

obligations due to strong increase in government debt levels. This led to a crisis of confidence,

indicated by a widening of bond yield spreads and the cost of risk insurance on credit default

swaps compared to the other countries in the The downgrading of Greek government debt to

junk bond status in April 2010 created alarm in financial markets, with bond yields rising so

high, that private capital markets practically were no longer available for Greece as a funding

source. On 2 May 2010, the Euro zone countries and the International Monetary Fund (IMF)

agreed on a €110 billion bailout loan for Greece, conditional on compliance with the following

three key points:

1. Implementation of austerity measures, to restore the fiscal balance.

2. Privatization of government assets worth €50bn b y the end of 2015, to keep the

debt pile sustainable.

3. Implementation of outlined structural reforms, to improve competitiveness and

growth prospects.

The payment of the bailout was scheduled to happen in several disbursements from May 2010

until June 2013. Due to a worsened recession and the fact that Greece had worked slower than

expected to comply with point 2 and 3 above, there was a need one year later to offer Greece

both more time and money in the attempt to restore the economy. In October 2011, Euro zone

leaders consequently agreed to offer a second €130 billion bailout loan for Greece, conditional

not only the implementation of another austerity package (combined with the continued demands

for privatization and structural reforms outlined in the first programme), but also that all private

creditors holding Greek government bonds should sign a deal accepting lower interest rates and a

53.5% face value loss.

This proposed restructure of all Greek public debt held by private creditors, which at that point

of time constituted a 58% share of the total Greek public debt, would according to the bailout

plan reduce the overall public debt burden with roughly €110 billion. A debt relief equal to a

lowering of the debt-to-GDP ratio from a forecast 198% in 2012 down to roughly 160% in 2012,

with the lower interest payments in subsequent years combined with the agreed fiscal

consolidation of the public budget and significant financial funding from a privatization

program, expected to give a further debt decline to a more sustainable level at 120.5% of GDP

by 2020.

T

Euro zone

debt crisis

as it

happened

In mid-May 2012 the crisis and impossibility to form a new coalition government after elections,

led to strong speculation Greece would have to leave the Euro zone. The potential exit became

known as "Grexit" and started to affect international market behavior. A second election in mid-

June, ended with the formation of a new government supporting a continued adherence to the

main principles outlined by the signed bailout plan. The new government however immediately

asked its creditors, due to a delayed reform schedule and a worsened economic recession, to be

granted an extended deadline from 2015 to 2017 before being required to restore the budget into

a self-financed situation; which in effect was equal to a request for the Troika to pay two more

years of additional funds in the form of a third bailout package for 2015-16 (or alternatively

asking private creditors to accept writing off new additional amounts of debt). In July 2012, the

Troika started to examine this request in the light of an updated and recalculated sustainability

analysis of the Greek economy, and was at first expected already to publish a report with their

findings by the end of August 2012

The country's international lenders also promised to take further measures to bring Greece's debts

"significantly below 110%" in 2022 – which looks like the first signal that some form of debt

write-off is being considered.

Lenders have agreed three steps to help Greece:

1) Cutting the interest rate on official loans, extend their maturity by 15 years to 30 years,

and granting Athens a 10-year interest repayment deferral.

2) To return €11bn of profits accrued through the European Central Bank's purchase of

distressed Greek government bonds

3) To conduct a debt-buyback scheme.

Greece will receive its aid tranche in stages, starting with €34.2bn next month. Much of the

money will be used to recapitalize its banks. That means the chatter about Athens running out of

money should finally dampen down. However, this deal is only "tentative" - the IMF won't hand

over its share of the money until the debt buyback has been conducted.

And national parliaments must also be consulted.

European governments and the IMF sought to bury months of feuding over Greek debt levels in

a tentative agreement that should see the release of up to €44bn in bailout funds needed to rescue

Athens from insolvency.

But after almost 12 hours of talks for the third time in a fortnight between euro zone finance

ministers, leaders of the IMF, the European central bank and the European commission struggled

to reach a consensus, suggesting a lack of confidence that the effort to resurrect the Greek

economy will bear fruit or that three years of European bailout policy was working.

The meeting agreed to shave projected Greek debt to allow it to level at 124% of GDP by 2020,

entailing a 20% cut in Greek debt by the deadline.

EUR

O Z

ON

E D

EBT

CR

ISIS

With the IMF demanding a write down of Greece's debt by its official euro zone creditors and

Germany leading the resistance to such a move, declaring it

illegal, the meeting agreed on a mixture of measures involving debt buybacks, lower interest

rates on loans, longer maturity periods on borrowing, and ECB returns to Greece of profits on its

holdings of Greek bonds.

In an increasingly arcane dispute entailing sophisticated number-crunching over recent weeks,

the IMF had stuck to a bottom line of getting the Greek debt level to 120% by 2020, far below

what euro zone and IMF inspectors concluded was possible.

A debt sustainability analysis last week said the debt level would be 144% without euro zone

action to write much of it off.

The Europeans hoped to extend the IMF-set 2020 deadline for debt "sustainability" by two years,

but Christine Lagarde, the IMF chief, stuck to the 2020 date.

While Berlin played for more time, until after next year's general election and the expiry of

Greece's formal bailout schedule in 2014, the IMF has been demanding a clear, credible longer-

term programme. Greece met the terms for the bailout funds a couple of weeks ago, agreeing a

budget and swinging spending cuts. Euro zone loans of at least €31.5bn have been pending since

last summer, but held up recently by arguments not between Athens and its creditors, but by

disputes among the creditors.

Greece, where the euro zone’s debt crisis erupted in late 2009, is the currency area's most heavily

indebted country, despite a big "haircut" this year on privately-held bonds. Its economy has

shrunk by nearly 25 percent in five years.

The key question remains whether Greek debt can become sustainable without euro zone

governments having to write off some of the loans they have made to Athens.

A source familiar with IMF thinking said the global lender was demanding immediate measures

to cut Greece's debt by 20 percentage points of GDP, with a commitment to do more to reduce

the debt stock in a few years if Greece fulfils its programme.

To reduce the debt to 124% by 2020, the ministers were putting together a package of steps

including a debt buyback funded by a euro zone rescue fund, reducing the interest rate on loans

and returning euro zone central bank 'profits' back to Greece.

Germany and its northern European allies have so far rejected any idea of forgiving official loans

to Athens.

German finance minister Wolfgang Schäuble told reporters that a debt cut was legally impossible

if it was linked to a new guarantee of loans.

"You cannot guarantee something if you're cutting debt at the same time"

EUR

O Z

ON

E D

EBT

CR

ISIS

THE ECONOMIC

TERMS

Adaptive expectations

A theory of how people form their

views about the future that

assumes they do so using past

trends and the errors in their own

earlier predictions.

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Capital markets

Markets in SECURITIES such as

BONDS and SHARES. Governments

and companies use them to raise

longer-term CAPITAL from investors,

although few of the millions of capital-

market transactions every day involve

the issuer of the security.

Dumping

Selling something for less than the cost

of producing it. This may be used by a

DOMINANT FIRM to attack rivals, a

strategy known to ANTITRUST

authorities as PREDATORY PRICING.

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THE TOP TAKEOVERS OF ALL TIME…

TATA STEEL – CORUS GROUP

The biggest and the one which is called the father of all acquisitions in India is Tata Steel

acquiring Anglo-Dutch firm Corus Group in 2006 to create the fifth largest steel company of

the world. The deal was worth $7.6 billion ( 36,650 crore).

ADITYA BIRLA GROUP- NOVALIS

Aditya Birla Group's Hindalco Industries, India's largest non-ferrous metals company, acquired

the Canada based firm Novalis in an all-cash transaction for $6 billion.

TATA MOTORS- JAGUAR AND LAND ROVER

In 2008, there was a huge earth quake in the automobile market when Tata acquired Britain's

most famous automobile manufacturers Jaguar and Land Rover, in a $2.3 billion deal with

Ford, their American owners.

THE TOP MERGERS…

THE RELIANCE- BRITISH PETROLEUM

The much talked about Reliance – BP deal finally came through in July 2011 after a 5 month

wait. Reliance Industries signed a 7.2 billion dollar deal with UK energy giant BP, with 30

percent stake in 21 oil and gas blocks operated in India.

ICICI BANK- BANK OF RAJASTHAN

BoR was paid Rs.3000 crore and it has merged with ICICI Bank. The BoR acquisition has

helped ICICI, who has 2000 branches and 5200 ATMs.

NTT DoCoMo- TATA TELE SERVICES

The 2nd

biggest telecom deal for $2.7 billion after Vodafone.

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THE MAJOR INDIAN CORPORATE

HOUSE’S

CONTRIBUTIONS TO INDIA’S GDP…

Reliance Industries Ltd. (RIL)

Tata Consultancy Services (TCS)

Infosys Technologies Ltd.

Wipro Ltd.

Bharti Tele-Ventures Ltd.

ITC Ltd.

Hindustan Lever Ltd.

ICICI Bank Ltd.

TATA Steel Ltd.

Ranbaxy Laboratories Ltd.

HDFC Bank Ltd.

TATA Motors Ltd.

Larsen & Toubro Ltd. (L&T)

ONGC (Oil & Natural Gas Corp.)

Maruti Udyog Ltd.

Bajaj Auto Ltd.

HCL Technologies Ltd.

Hero Moto Corp.

Hindalco Industries Ltd.

INDUSTRIES CONTRIBUTING TO INDIA’S GDP…

There are various sectors that contribute to India's GDP. Some

of the major sectors are Automobile Industry, Steel Industry,

Real Estate Industry, Tourism Industry, Energy Sector,

Textile Industry, Airlines Industry, Medical Industry,

Biotechnology Industry, Electronics and Hardware and the

power industry. Besides these industries, there are several

other sectors that are important contributors to the GDP of India.

WHAT IS EDUTAINMENT?

Educational entertainment (also referred to by the portmontaeu "edutainment", which is education +

entertainment) is any entertainment content that is designed to educate as well as to amuse. Content

with a high degree of both educational and entertainment value is known as edutainment. There also

exists content that is primarily educational but has incidental entertainment value. Finally, there is

content that is mostly entertaining but can be seen to have some educational value.

THE BASIC CONCEPT...

The basic concept of edutainment is quite old, although the word, a portmanteau

of “education” and “entertainment” was coined in the early 1990s. Many children's

books in the 19th century were prime examples of edutainment, with readers being

drawn in by colorful scenes which were used to teach them letters of the alphabet

and words. Children's books were also used as vehicles for moral and social

lessons, as in the case of books which encouraged children to share, or stories

about children who failed to heed warnings and ended up in trouble. In the 1990s,

however, the edutainment industry exploded, and became much more diverse.

In addition to books, edutainment can also appear in the form of board games,

television shows, movies, class activities, video games, and in other formats.

Edutainment may also take the form of a trip to a zoo, museum, playground,

park,or similar location, in which students are educated about the place they are

visited while being entertained by the sights. Edutainment products have also been

aimed

A COMPLETE NEW STUDY ENVIRONMENT ….

-EDUTAINMENT.

ED

UT

AIN

ME

NT

at people beyond school age: entertaining

educational posters about diseases, for

example, are posted in many doctor's

offices to teach people about common

diseases and methods which can be used

to prevent them. The term edutainment

was used as early as 1948 by The Walt Disney Company to describe the True

Life Adventures series. The noun edutainment is a neologistic portmanteau

used by Robert Heyman in 1973 while producing documentaries for the

National Geographic Society. It was also used by Dr. Chris Daniels in 1975 to

encapsulate the theme of his Millennium Project. This project later became

known as The Elysian World Project. The offshoot word "Edutainer" has

been used by Craig Sim Webb since before the turn of the millennium to

describe an individual who offers edutainment presentations and

performances Educational institutions.

Entertainment in education

Corporations

The concept of educational entertainment is being used for building learning programs for

organizations. High technology is used to make the programs entertaining and educational. As an

example, PowerPoint presentations may become more entertaining with the addition of flashy

animations or graphics. An article in a satirical newspaper, The Onion, poked fun at the concept

of embellishing boring presentations with attention-catching effects.

Museums

Edutainment is also a growing paradigm within the Science Center and Children's Museum

community in the United States. This approach emphasizes fun and enjoyment, potentially at the

expense of educational content. The idea is that people are used to flashy, polished entertainment

venues like movie theaters and theme parks that they demand similar experiences at science

centers and museums. Thus, a museum is seen as just another business competing for

entertainment dollars from the public, rather than as an institution that serves the public welfare

through education or historical preservation

EXPERIENCE THE NEW STUDY….

ED

UT

AIN

ME

NT

Jagdish Natwarlal Bhagwati (born July 26, 1934) is an Indian-American economist and

professor of economics and law at Columbia University. He is well known for his research in

international trade and for his advocacy of free trade.

Early years and personal life

Bhagwati was born in 1934, into a Gujarati family in

Mumbai, then in the Bombay Presidency during the

British Raj, and graduated from Sydenham College,

Mumbai. He then went with "senior status" to read over

two years for the B.A in Economics at Cambridge (as

did colleague and Nobel Laureate Amartya Sen, who

was at Trinity College) where he was a member of St.

John's College, Cambridge and received the degree in

1956. Bhagwati's experience at St John's College joined

that of other eminent Indian economists including Sir

Partha Das Guptha and Indian Prime Minister

Manmohan Singh. He received the Ph.D. in

Economics from the Massachusetts Institute of

Technology in 1967.

Bhagwati is married to Padma Desai, also a Columbia economist and Russia-specialist; they

have one daughter. He is brother of P.N. Bhagwati, former Chief Justice of India and also of

S.N. Bhagwati, an eminent neurosurgeon. Bhagwati and Desai's joint 1970 OECD study India:

Planning for Industrialization was a notable contribution at the time.

Bhagwati is a Democrat.

HIS CAREER

Bhagwati has previously served as an external advisor to the Director General of the World

Trade Organization in 2001, as a special policy advisor on globalization to the United Nations

in 2000, and as an economics policy advisor to the Director-General of the General Agreement

on Tariffs and Trade from 1991 to 1993. From 1968 until 1980, Bhagwati was an economics

professor at the Massachusetts Institute of Technology. Bhagwati currently serves on the

Academic Advisory Board of Human Rights Watch (Asia) and on the board of scholars of

theCentre for Civil Society. He is a Senior Fellow of the Council on Foreign Relations.

In 2000, Bhagwati was signatory to an amicus briefing, coordinated by the American Enterprise

Institute, with the Supreme Court of the United States to contend that the Environmental

Protection Agency should, contrary to a prior ruling, be allowed to take into account the costs of

regulations when setting environmental standards.

JAGDISH NATWARLAL BHAGWATI.

A RENOWNED ECONOMIST……

GL

OB

O M

AN

O

F T

HE

M

AG

AZ

IN

E

In January 2004, Bhagwati published In Defense of Globalization, a book in which he argues

"this process [of globalization] has a human face, but we need to make that face more

agreeable."

In May, 2004, Bhagwati was one of the experts who took part in the Copenhagen Consensus

project.

In 2006, Bhagwati was a member of the Panel of Eminent Persons who reviewed the work of the

United Nations Conference on Trade and Development (UNCTAD). In early 2010, Bhagwati

joined the advisory board of the institute for migrant rights, Cianjur - Indonesia.

‘Awards & honors’

Mahalanobis Memorial Medal of the Indian Econometric Society (1974)

Fellow of the American Academy of Arts and Sciences (1982)

Seidman Distinguished Award in International Political Economy (1998)

Padma Vibhushan Award (2000)

Lifetime Achievement Award of the Indian Chamber of Commerce (2004)

Order of the Rising Sun, Gold and Silver Star (2006)

Other awards include the Bernhard Harms Prize (Germany), the Kenan Enterprise Award

(United States), the Freedom Prize (Switzerland), and the John R. Commons Award (United

States). He has also received honorary degrees from the University of Sussex and Erasmus

University, as well as others.

Paul Samuelson, on the occasion of Bhagwati's 70th Birthday festschrift conference in

Gainesville Florida, January 2005 said:

"I measure a scholar’s prolific-ness not by the mere number of his publishing’s.

Just as the area of a rectangle equals its width times its depth, the quality of a

lifetime accomplishment must weight each article by its novelties and wisdoms....

Jagdish Bhagwati is more like Haydn: a composer of more than a hundred

symphonies and no one of them other than top notch.... In the struggle to improve

the lot of mankind, whether located in advanced economies or in societies climbing

the ladder out of poverty, Jagdish Bhagwati has been a tireless partisan of that

globalization which elevates global total-factor----productivities both of richest

America and poorest regions of Asia and Africa."

Jagdish Bhagwati was the fictional winner of the Nobel Prize in Economics in THE Simpsons

episode Elementary School Musical (The Simpsons).

How Important Is This Case?

No other U.S. patent case in recent history has consumed as much media bandwidth and

generated more discussion than the recent Apple v. Samsung case in the Northern District of

California6. That case resulted in the largest jury award for patent infringement in history (1.05

billion dollars). However, this is by no means the first patent case with potentially massive

implications for the technology we have come to rely on to improve our daily lives. Other cases

have had similar impact including the famous Wright Brothers7 patent litigation involving

fundamental aircraft design and the battle between Alexander Graham Bell and Western Union

over misuse of Bell’s telephone patent8. Over the past 100 years there have been a handful of

patent cases that have fundamentally impacted how products in major commercial sectors are

designed and commercialized in the U.S. market. While it is too early to place the Apple vs.

Samsung case at the same level of impact as the Wright Brothers litigation, it is likely that the

case has altered how smart companies going forward will create and protect innovations in the

mobile platform space.

What Was Apple Really Trying to Protect?

The answer to this question is found in detailed examination of the patents that Apple chose to

assert against Samsung. Below is a list of the patents that the parties asserted against each other

in this matter9.

Apple initially accused Samsung of infringing:

`381 patent: touch screen interactions

`915 patent: using an API to scroll through documents

`163 patent: tap-to-zoom

`677 patent: general outline and ornamental design

`087 patent: general outline and ornamental design

`889 patent: ornamental design

`305 patent: GUI for a display screen

Samsung countersued, accusing Apple of infringing:

AP

PL

E V

S S

AM

SU

NG

`941 patent: mobile phone 3G capabilities

`516 patent: mobile phone 3G capabilities

`711 patent: MP3 playback on a mobile device

`460 patent: device that functions as a phone and a camera

`893 patent: method for remembering user’s place in a gallery

When one decomposes the patents asserted by Apple against Samsung it is clear that Apple was

intensely focused on protecting more than individual patents taken at random from its portfolio

of about 1,300 patents10

related to mobile devices. The palette of patents asserted against

Samsung is a clear and convincing example of the concept that “the whole is greater than the

sum of its parts.” Based on a detailed analysis of these patents and their relatedness, it is clear

that when combined the Apple patents create, as closely as possible given the complexity of the

litigation, the “Total User Experience (TUX)“11

of the iPhone and related Apple iOS devices.

Protecting More Than Patents Claim

The asserted Apple patents covered the look of the iPhone, the style of the screen-based

interface, design of the icons and related screens, and some of the essential gesture-based

interaction behaviors of the iPhone product. The sum of these patents covered essentially the

iPhone you may or may not have in your hand from the standpoint of what you cognitively

experience when you use the device. In retrospect this was a brilliant strategy because it gave

Apple the opportunity to secure (conceptually) protections well beyond those that accrue to any

single patent related to iPhone technology.

Looking Beyond This Case to the Larger Technology Trends

There are a number of important trends in technology that are critically important when

determining the impact that this case will have on product and software development over the

longer term. Of the several important trends, the “connectedness” of devices is the most

compelling in the context of this case. This trend estimates the number of products across eight

major product categories that will be connected by some form of interactive network over the

next 10-15 years. Research from numerous sources suggests that the so-called “Internet of

Things” is going to take place on a massive scale, unlike anything we can imagine today. When

one examines this data, for example shown in the chart below, it can be seen that the largest

number of devices that will likely be networked are not computer clients but consumer products,

followed by pallets and cases, appliances, machinery, vehicles, and hand held devices28

.

What Matters Most

In this new world of connectedness between all manner of devices, one key factor, more than any

other, will drive success, and that is the delivery of a common, highly engaging and easy-to-

learn user experience that resides cognitively in the same form across many customer

touch-points. The future goes to those who have the greatest control over the most productive

user experience design running on the greatest number of devices.

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This is a fundamental structural concept for a world of connected things. When companies have

a compelling and easy-to-learn user experience running across many devices they provide the

customer/user with one huge benefit: positive transfer-of-learning from device to device. This

dramatically reduces the cognitive workload of customers and reduces friction at the point of

sale. One can see this principle in action when walking into an Apple retail store where the

iPhone behaves much like the iPad which in turn behaves like the iPod…and so on.

Samsung’s Thousands of Products vs. Apple’s Twenty

Samsung and other large corporations are peering into a future of connectedness without a TUX

interaction model that will allow them to control the mind, wallet and learning profile of the

consumer across many, many product categories. In fact, the chart above, which shows the

number of products to be connected by product category, reads like the global product catalog of

Samsung.

The sheer number of devices, products and entire systems that Samsung produces and the fact

that many will be connected in coming iterations places far more demand on Samsung’s

management than Apple’s in terms of creating a unified UX design framework that will map

across not a dozen or two dozen devices like Apple but across thousands of SKUs ranging from

smartphones to vacuum cleaners29

. It is therefore somewhat of a mystery as to why Samsung

played this case so badly on several levels given the strategic impact of the verdict.

The Current Business Realities of the Smartphone Industry

While the legal issues of this case are interesting, the more important question for those who

create technological innovations and seek protection is: what is the business rationale for this

litigation? One might assume that the case is simply about two corporations who have a strong

dislike for each other. That is not the real story. Apple and Samsung share massive production

commitments outside of this litigation. A look into the underlying business environment of

smartphones shows instantly that this case is about two companies that together totally dominate

the smartphone market and more specifically capture between them a staggering level of

profitability from this product category. This is shown in stark relief by the chart below, which

shows that Apple and Samsung combined capture over 95% of the profit from the sale of

smartphones.

In this competitive landscape Apple’s market share combined with Samsung’s market share

makes up essentially the entire market. All other manufactures combined realize a negative

percentage of the profitability of this market, when taking into account the current negative

operating profit value of once prolific companies like Motorola, RIM, and Nokia. One can see

the staggering impact that failing to create a compelling user experience can have on a previous

world leader in smartphones by tracing the path of Nokia in the chart above as they went from

essentially owning the profitability of the smartphone market to almost zero. There is one key

player not at the table in this litigation but one whose products go to the heart of the case. That is,

of course, Google34

.

The Massive Migration to Mobile

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Over the past two years there has been considerable discussion about the trend toward consumers

engaging on an increasing level with their mobile devices for tasks previously undertaken on

desktop devices. This migration to mobile for more complex tasks by the consumer has been

driven to some extent by the success of the iPhone User Experience and other devices of similar

inherent ease of use. However, this trend known as “Mobile-Migration” has not been well

documented in objective terms that could be mapped to reliable business implications. However,

all that changed when Google recently released an important study titled The New Multi-screen

World35

.

The Future Is Not What It Used To Be

In that study one can discern both the structure and extent of mobile-migration and the

importance of protecting and optimizing the user experience for mobile devices like that of the

iPhone. Based on the Google study one can see in stark relief the staggering shift in user

behavior toward engaging with smartphones first as their primary entry point for a wide range of

tasks that have critical business impact. Nowhere in the study data is this behavioral change more

apparent than in basic search, where now 65% of all tasks involving “Searching for Info” start on

the smartphone. As can be seen from the summary chart below, other critical tasks are also being

started on mobile smartphones and then continued on the computer and to a much smaller

percentage on a tablet.

An Old Idea Well Executed

There is nothing especially new or insightful about this approach since creating such a narrative

is a basic litigation technique. However what is unusual in this case is the extent to which Apple

was able to structure and control this narrative in the courtroom in a manner consistent with

Apple’s brand strategy. The surprising fact is that this ability to control the highest-level

narrative of the case was simply a reflection of how Apple has aggressively, and one can say

brilliantly, controlled its brand narrative in the actual consumer marketplace. This clarity related

to brand positioning in the marketplace, some have said, is responsible for premium pricing of

Apple products.

However, in this litigation, it is clear that Apple’s control of the trial narrative was simply a

extension of its branding strategy which has focused on delivering attributes of innovation and

leadership to the market place through its brand delivery channels and the actual design of its

overall user experience.

The Persistent Question: Did the Case Damage Innovation?

In the final analysis we are left with the question that has consumed more blog bytes than any

other issue related to this case: “will the verdict have a negative impact on innovation?” The

answer is almost certainly no. There is one important reason.

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DreamWorks Animation SKG creates high-quality family entertainment,

including computer-generated (CG) animated feature films, television specials

and series and live entertainment properties. With world-class creative talent

and technological capabilities, DreamWorks Animation releases two or three

CG animated feature films a year that deliver great stories, breathtaking visual

imagery and a sensibility that appeals to both children and adults.

In 2004, DreamWorks Animation SKG became the first animation company to

produce two CG animated feature films in a single year, including Shrek 2, the

third highest-grossing movie of all time. In 2010, we became the first company

ever to produce three CG animated feature films in a single year – How to Train

Your Dragon, Shrek Forever After and Mega mind – all in 3D. All of

DreamWorks Animation’s feature films are now being produced in 3D. The

Company has theatrically released a total of 25 animated feature films,

including the franchise properties of Shrek, Madagascar, Kung Fu Panda and

How to Train Your Dragon.

DreamWorks Animation has been named one of the "100 Best Companies to

Work For" by FORTUNE® Magazine for three consecutive years. In 2011,

DreamWorks Animation ranks #10 on the list.

The special issue

The Dream Center in Shanghai, with theaters, shops and more, plans to be complete in 2016.

DreamWorks Animation SKG, the Hollywood studio behind hits like “Shrek,” “Kung Fu

Panda” and “Madagascar,” said on Tuesday that it planned to develop a $3.1 billion cultural

and entertainment district in Shanghai with a group of Chinese partners.

DreamWorks Animation SKG Inc

The Dream Center, a riverfront complex to cover six large city blocks, has ambitions to rival

the Broadway theater district in New York and the West End in London, with theaters,

performance halls, restaurants, shops and an entertainment zone with a “Kung Fu Panda”

theme. The Chinese government is encouraging such projects, trying to strengthen the

nation’s media and cultural industries while seeking to satisfy the tastes of its growing

middle class, a tempting market for the American studios. Beijing also wants to rebalance

growth by encouraging more consumers spending to go along with exports and investment.

The project also aligns with the grand ambitions of Shanghai, the wealthiest and most

modern metropolis in China, to further burnish its credentials as a business and cultural

center. The entertainment district is expected to be completed in 2016, at the same time that

a $4.4 billion Disneyland theme park is set to open in Shanghai. The district will also house

Oriental DreamWorks, a new $350 million joint venture animation studio that

DreamWorks Animation has formed with its Chinese partners. The Hollywood studio holds

a 45 percent stake in the company.

Jeffrey Katzenberg, the former Disney studio chief who is now chief executive of

DreamWorks Animation, made the announcement at a news conference Tuesday, promising

to create a “cultural landmark” along the Huangpu River. “This doesn’t exist anywhere else

in the world,” he said. DreamWorks Animation formed Oriental DreamWorks last February

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with China Media Capital, the Shanghai Media Group and Shanghai Alliance, three entities

backed by the city government.

Li Ruigang, the former head of the Shanghai Media Group and China Media Capital, has

been named chief of the new studio, which will soon co-produce “Kung Fu Panda 3” in

Shanghai. It will also produce animated films solely for China.

The entertainment zone will house three Broadway-style theaters, the world’s largest Imax

theater and a series of office buildings and smaller performance halls. The Shanghai

government is seeking to recruit some of the world’s leading architects to work on the

buildings.

At the news conference, the partners said they had not yet worked out financing. But in an

interview later, Mr. Katzenberg said he had no reason for concern because the government

and Chinese partners were enthusiastic and eager to build.

The project is in many ways another example of Shanghai’s ambitions. The city attracted 80

million visitors when it was host of the World Expo in 2010, and has spent billions of dollars

on infrastructure, especially transit.

In an interview, Mr. Katzenberg said the DreamWorks projects would strengthen the

studio’s position in China, giving it better access to a market in which Hollywood has had

limited success because of government limits on foreign films. China took in $2 billion in

box-office ticket sales last year, and recently shot past Japan to become the world’s second-

largest market in box-office receipts, behind the United States.

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An Unfestive Start for ‘Rise of the Guardians’ DreamWorks and Paramount Pictures A scene from “Rise of the Guardians.”

It was conceived as a no-brainer blockbuster and a franchise starter for DreamWorks Animation:

Santa Claus, the Tooth Fairy and the Easter Bunny (among other childhood fantasy figures)

united against a bad guy. But Thanksgiving moviegoers did not cooperate: “Rise of the

Guardians “took in a weak $32.6 million at North American theaters over the five-day holiday

period.

That opening total, the lowest for a DreamWorks Animation movie since “Flushed Away”

flopped in 2006, is likely to dent the company’s stock price on Monday. What happened? Either

ticket buyers were repelled by the characters, who appeared more scowl than cuddly in ads, or

they figured there was plenty of time before Christmas to take the kids. “It’s not where you start;

it’s where you finish,” said Anne Globe, DreamWorks Animation’s chief marketing officer.

“We’re the only holiday choice for families, and we feel like word of mouth will be very

positive.”

THE UPCOMING DREAMWORK’S MASTERPIECES.

The Croods - Release Date: March 22, 2013

Mr. Peabody & Sherman - Release Date: November 1, 2013

Me and My Shadow - Release Date: March 14, 2014

How to train your dragon 2 and How to Train Your Dragon 3 - Release

Dates: June 20, 2014 and June 18, 2016

Happy Smekday! - Release Date: November 26, 2014

The Penguins of Madagascar - Release Date: March 27, 2015

Trolls - Release Date: June 5, 2015

B.O.O.: Bureau of Otherworldly Operations - Release Date:

November 6, 2015

Mumbai Musical (working title) - Release Date: December 19, 2015

Kung Fu Panda 3 - Release Date: March 18, 2016

THE SPECIAL ISSUE

The story begins in 1845. The confectioner, David Sprüngli-Schwarz and his inventive son, Rudolf Sprüngli- Ammann, own a small confectionery shop in the Marktgasse of Zurich's Old Town. They decide to employ a fashionable new recipe from Italy for manufacturing chocolate in solid form, and using the method already adopted by François-Louis Cailler in Vevey and Philippe Suchard in Neuenburg. The delectable new treat evidently met with the approval of Zurich's social élite because, after two years, it was decided to move chocolate production from the cramped Zurich bakery to a small factory endowed with a water-supply in Horgen at the top end of Lake Zurich. Even at that time, as many as ten workers were employed. In 1859, Sprüngli and Son opened a second and larger confectionery and refreshment room on Zurich's Paradeplatz and purchased the freehold two years later.In 1870; chocolate production was relocated to larger premises in Zurich at the "Werdmühle". The elder brother, Johann Rudolf Sprüngli-Schifferli, sighted and adventurous entrepreneur, Johann Rudolf first expanded the factory at the Werdmühle, equipping it with the most modern facilities then available. Yet he rapidly realized that the site allowed no room for further expansion. He therefore sought and found a suitable plot of land in Kilchberg on Lake Zurich, and built a new factory there in 1899. To raise the necessary finance, he converted his private company into "Chocolat Sprüngli AG". At the same time he was offered the option of acquiring the small but famous chocolate factory of Rodolphe Lindt in Berne. This daring step transferred not only the factory but also the manufacturing secrets and the Rodolphe Lindt brand name to the young Sprüngli Company which now changed its name to "Aktiengesellschaft Vereinigte Berner und Zürcher Chocoladefabriken Lindt & Sprüngli". Rodolphe Lindt was probably the most famous chocolate-maker of his day. In 1879 he developed a technique by which he could manufacture chocolate which was superior to all others of that period in aroma and melting characteristics. Using the "conche" he had invented, he produced chocolate with the wonderfully delicate flavour and melting quality which we know and love to this day. His "melting chocolate" soon achieved fame, and contributed significantly to the worldwide reputation of Swiss chocolate.

160 years of success In 1905, the latter pair opened their own new chocolate factory, "A. & W. Lindt" in Berne, thereby breaching their contract. The ensuing legal action cost much money and stress and was not concluded until 1928 when the new firm was liquidated. During the first two decades of the present century, the Swiss chocolate industry enjoyed almost incredible expansion, especially in export markets. Lindt & Sprüngli played a powerful role in this boom which persisted throughout the First World War. In 1915 the company exported some three-quarters of its output to twenty different nations around the world. Between 1920 and 1945 the firm had to face almost unimaginable challenges. Global protectionism and the depressions of the 1920s and 1930s led to the progressive loss of all foreign markets and it was necessary to reorganize and concentrate on the slowly-expanding Swiss market. The Second World War brought rigid import restrictions on sugar and cocoa and, in 1943, rationing. Even though sales ceased to grow between 1919 and 1946, Lindt & Sprüngli withstood all these critical episodes, because it adhered at all times to maintaining quality: even when consumers could hardly afford it, they still wanted only the best of chocolates! After the war, demand exploded first within the home market and later abroad. The new challenge was to replace the ageing plant, so heavily used in times of crisis and war, to enlarge the now cramped premises, and thus keep pace with the sudden expansion of demand and markets. And in a short space of time, recruitment of personnel within Switzerland became a problem. Whereas, with the exception of a subsidiary in England, pre-war efforts to establish operations abroad had ended in failure, successful licensing agreements were now concluded in Italy in 1947, in Germany in 1950, and in France in 1954. Growth also progressed at home. In 1961, Chocolat Grison in Chur was acquired, in 1971 Nago Nährmittel AG in Olten, and the Gubor Schokoladefabrik in Langenthal. In 1971, all three were fully integrated as branch factories. In 1972, the LSCP process, developed by the company itself, was introduced into production. This was the most

The special issue

ignificant improvement to the manufacturing process since the invention of the "conche" and not only secured the quality of the product, but also required less energy and space than dozens of conches. The first building-block for the establishment of an international group of companies was laid in 1977 with the acquisition of a majority stake in the French licensee minority-owned German Lindt operation became a wholly-owned subsidiary and, subsequently, the factory site of "Chocoladefabriken Lindt & Sprüngli GmbH" was established in Aachen in 1988. In 1986 "Lindt & Sprüngli (USA) Inc.", which had been founded in New York in 1925 , was activated and a manufacturing site and administration building were commissioned in Stratham, NH. In 1989, "Lindt & Sprüngli S.A." in France was integrated into the group as a wholly owned subsidiary. In 1993, the acquisitions of former licensees were completed with the takeover of "Bulgheroni Spa" in Induno Olona, Italy, a long-time licensee, which was re-named to "Lindt & Sprüngli SpA". Worldwide net sales by this time were reaching nearly 900 million Swiss Francs. In 1994 "Lindt & Sprüngli (Austria) Ges.m.b.H." was founded in Salzburg and later that year relocated to Vienna when, also in 1994, the former, well-known Viennese Confiserie-Group Hofbauer was acquired and integrated into the Austrian Lindt & Sprüngli company. A further step in the company’s geographical expansion program aiming at the world-wide leadership position in the premium quality chocolate segment in all markets which Lindt & Sprüngli considers strategically important, was the acquisition, in September 1997, of the tradition-enriched chocolate manufacturer "Caffarel” in Italy (Torino) and in January 1998 of "Ghirardelli Chocolate Company” in the USA (San Francisco) as well as the foundation in 1997 of a new subsidiary in Australia, taking over the distribution and sales activities in the whole region. With the foundation of new subsidiaries in Sweden and Mexico in 2005 Lindt & Sprüngli continues to expand even further. Due to the meteoric growth of the Lindt Group of companies, the Group’s structure was redesigned and a

Kilchberg-based holding company was formed in 1994 whereby all the companies became wholly-owned subsidiaries of "Chocoladefabriken Lindt & Sprüngli AG". The former parent and manufacturing company in Kilchberg thus was renamed "Chocoladefabriken Lindt & Sprüngli (Schweiz) AG". Today, the Group is comprised of manufacturing sites in Switzerland, Germany, France, Italy, the USA and in Austria; sales and distribution companies in England, Poland, Spain, Canada, Australia, Mexico and Sweden and there are also sales offices in Hong Kong, Dubai and even India. Lindt & Sprüngli also markets its products via an extensive, worldwide network of distributors.

Lindt has opened eight chocolate cafes in Australia, four in Sydney and four in Melbourne.

Sydney - the first is located at Martin Place and opened in 2004, a second store in Cockle Bay Wharf (2006) in Darling Harbor and a third on George Street in 2007. A fourth store opened in Miranda Westfield, in Sydney's Sutherland

Shire in November 2008.

Melbourne - Lindt opened a flagship Chocolat Café at 271 Collins Street in July 2009 and a second store at Chad stone Shopping Centre in August 2009. In June 2011 Lindt opened up their third cafe at 500 Chapel St, South Yarra and their fourth in November on Southbank.

There is also planning in the earliest of stages for the first United States chocolate café in Wrentham, MA.

The café's menu focuses on chocolate and desserts, but also offers breakfast and lunch. Rich hot chocolates are available in milk chocolate or dark chocolate, as well as a hazelnut option in winter. The menu is altered each

season. They also sell handmade chocolates, macaroons, as well cakes and ice cream.

DESIGN A

HEALTHY

LIFESTYLE.

Your lifestyle should be an authentic expression of you. So, before doing any planning, we're going to identify the core parts of you - your values and priorities - you want your life to reflect.

List of Values

Achievement - Accuracy - Altruism - Acknowledgment - Adventure - Authenticity -

Balance - Beauty - Career - Collaboration - Community - Camaraderie -

Connectedness - Contribution - Creativity - Directness - Elegance - Empowerment -

Environment - Excellence - Expertise - Fame - Family - Freedom - Growth -

Harmony - Honesty - Humor - Humility - Independence - Integrity - Joy - Learning

- Love - Loyalty - Nurturing - Organization - Peace - Performance - Power -

Productivity - Recognition - Risk - Taking - Romance - Self-Expression - Service -

Spirituality - Status - Taking Action - Tradition - Trust - Wisdom

how or what you want Step 2: Identify

to "Be" As you design your

perfect lifestyle, ask yourself what you want

to be. Again, choose an authentic

expression of you. What do you want to

be? A great friend? A loving

partner? Healthy and fit? A great

cook? An amazing surfer?

Identify what you Step 3:

want to "Do" What activities will

bring meaning, fulfillment, and

adventure to your life? These should be fun

activities. Learn a new language? Sky-dive? Ice

skate? Kayak? Volunteer? Coach others? Whatever it is,

identify what you'd like to do with your time. Include adventures you'd

like to have, as well as things you'd like to do on a day to day basis. If you get stuck, identify things to do on a daily, weekly, or monthly basis.

SHAPE YOUR PERFECT LIFESTYLE….. The special issue

Step 4: Identify what you want to "Have"

What do you want to have as you design your perfect lifestyle? Not to beat

the dead horse, but possessions rarely bring happiness. That said, identify some things you'd like to have. A new car, a peaceful home, a garden. Pick

some unique and authentic expressions of you. (That said, don't feel guilty here; if you want it, just put it down.)

Step 5: Understand the Cost

How much would it cost? For example, how much would a movie once a week, cooking lessons, spending one month at the beach, and renting an

Infiniti actually cost? Run the numbers and arrive at a per month and per day rate

Step 6: Get Creative

How can you keep the things you want to do, but reduce the costs? For

example, what if you didn't stay at a hotel at a beach, but instead rented an

apartment nearby? What if you traveled in the offseason? Get creative and think through interesting ways to achieve the essence of your perfect

lifestyle, without all the additional cost.

Step 7: Take Action

we’re going to make a plan in Step 8. Before planning, however, take some action to get the ball rolling. Call someone. Register for a course. Do

something, whatever it is or however small, to get the ball rolling. The idea here is to overcome inertia and generate momentum.

Step 8: Make a Plan

Look back through your answers in Step 1-7. What do you notice? What jumps out at you? Of the items you identified, pick your top 3-4 elements in

your perfect lifestyle. Map out action steps and milestones for the next 3 months, 6 months, 9 months and 1 year. Check out the other articles in the

goal setting tips, and use the articles on lifestyle design for more ideas and resources.

“Follow your dreams, work hard, practice and persevere. Make sure

you eat a variety of foods, get plenty of exercise and maintain a

healthy lifestyle.”

THE GLOBONOMICS FAMILY heartly pays tribute to this gentleman

Who is the uncrowned king of the corporate world?

Whose milestones are endless, who currently heads INDIA’S LARGEST

CONGLOMERATE,

Who also is the latest in the line heading of one of the oldest family –owned

businesses?

Who never compromises on ethics and

Who is also among the TOP 10 Well-Dressed Business Men in the World and his description is never-ending… but unless you talk to this man, you don’t get a taste of the subtle sense of humor that he has.

He is none other than MR.RATAN NAVAL TATA.

Tata is the adoptive great-grandson of Tata group founder Jamshedji’s Tata. His father, Naval Tata, had been adopted from the family of a distant relative by Jamshedji's childless younger son, also named Ratan Tata, and his wife Navajbai. Tata's parents (Naval and his first wife Sooni) separated in the mid-1940s, when Ratan was seven and his younger brother Jimmy was five years old. Their mother moved out and both boys were raised by their grandmother Lady Navajbai. Many years later, Naval Tata took a second wife, Simone, and fathered another son, Noel Tata.

Tata began his schooling in Bombay at Campion School, Bishop Cotton School, and Shimla and finished at Cathedral and John Connon School. He completed his B.S. in architecture with structural engineering from Cornell University in 1962, and the Advanced Management Program from Harvard Business School in 1975. He is a member of the Alpha Sigma Phi fraternity.

Life was quite a drudgery in my childhood he says. He has a very simple definition of going to school. “It seems terrible when you are there, questionable when you get out of it, and cherish able in the later years of your life”. His grandmother used to have this huge antiquated Rolls Royce and she used to send that car to pick my brother and me up from school. Both of us used to be so ashamed of that car that we used to walk back home. Ratan Tata liked physics and never chemistry; he says that schools he went to

laid the foundation of his value system. "None of us were flamboyant in those days and it didn’t matter whether we were rich or poor," he said. "There was a terrific amount of camaraderie there which, unfortunately, we tend to disengage from when we walk out of school or walk out of college, which we should, in fact, try to preserve.”

RATAN TATA- THE REAL PERSON

1937- Born in Mumbai on Dec 28.

1962 -Completes BSc in architecture from Cornell University.

1962 -Joins Tata Group.

1971- Appointed Director of The National Radio & Electronics (Nelco).

1974 -Becomes a Director in Tata Sons.

GLOBONOMICS TRIBUTE.

1975 -Completes management programme from Harvard Business School.

1977 -Given charge of Empress Mills.

1981- Named Chairman of Tata Industries.

1984 -Sale of Tomco

1991 -Takes over as group chairman from JRD Tata.

From driving cars to flying choppers, from charity to business strategy, Ratan Tata does it all(charter’s his own flight), and he

does it passionately. But, despite being the cynosure of all eyes, very little is known about the Tata Sons chairman’s personal

life.

“He is a very private man. Even his closest business aides know little about what he does in his free

time,” says a veteran at the group.

It’s anybody’s guess what Tata will do after he steps down from the country’s top private sector job. Those who know him well

believe he will indulge in all his pet interests, things he didn’t have enough time for while helming the Tata Group.

A bachelor, Tata continues to live in a flat in Colaba, filled with books and dogs. Cars and planes are his biggest — and perhaps,

only — indulgences. He has eight or nine cars in his stable, including a Chrysler Sebring, Land Rover Freelander and Indigo

Marina. “Unfortunately, I do not get enough time to drive. Sunday is when I take my cars out. The cars that I

really like, I tend not to let my chauffeur drive” Now he’ll have time to spend with his cars, as well as his other

mechanical passion, planes. Like his predecessor and uncle JRD Tata, Ratan is an accomplished pilot and flies both planes and

helicopters. He made his first solo flight at 17 and enjoys piloting his Falcon 2000. He has also flown the F-16 and F/A-18

fighters, getting into their cockpits at the Aero India 2007 show.

“Ratan Tata is indispensable”. And it’s not just the board that feels that way. There were loud cries of support from

shareholders at the Tata Steel AGM in August, held soon after the announcement that Tata Sons had created a panel to find

Tata’s successor.

“We can’t lose our Ratan (jewel),” said one shareholder, while others asked him to stay on as chairman emeritus.

Whether or not he acknowledges it openly, Tata must be feeling vindicated by this public recognition of his worth. When he

took over as Tata Group chairman on March 25, 1991, critics were loud and unrestrained in their disapproval and skepticism.

Ratan Tata was considered to have gained his position purely on the strength of his surname; he was incompetent, raged

opponents both within and outside Bombay House, and he didn’t possess an iota of the charisma of his uncle and predecessor,

JRD Tata.

Nearly 20 years later, Ratan Tata has achieved almost everything on his 1991 agenda. At Rs 3.46 lakh crore (Rs

3.46 trillion), Tata Group revenue is 40 times the 1991 level, while net profit has gone up four times.

RATAN TATA HAS GROWN THE TATA GROUP INTO A WORLD-BEATER. But after his retirement from the Tata group he wants nothing less but to change the world with the “TATA TRUSTS”. Ratan Tata believes in the bhagwat gita shloka which says...

One does not attain freedom from the bondage of Karma

by merely abstaining from work.

No one attains perfection merely by giving up work

because no one can remain action less even for a moment.

Everyone is driven to action, helplessly indeed,

by the Gunas of nature

AWARDS AND RECOGNITIONS

Ratan Tata serves in senior capacities in various organizations in India and he is a member of the Prime Minister's Council on Trade and Industry. Tata is on the board of governors of the East-West Center, the advisory board of RAND's Center for Asia Pacific Policy and serves on the program board of the Bill & Melinda Gates Foundation's India AIDS initiative.

Ratan Tata's foreign affiliations include membership of the international advisory boards of the Mitsubishi Corporation, the American International Group, JP Morgan Chase and Booz Allen Hamilton. He is also a member of the board of trustees of the RAND Corporation, University of Southern California and Cornell University. He also serves as a board member on the Republic of South Africa's International Investment Council and is a member of the Asia-Pacific advisory committee for the New York Stock Exchange. In 2009, Tata was knighted as a Knight Commander of the Order of the British Empire (K.B.E.).

In December 2012, Tata was named one of "The Men of the Year 2012" by Top Gear (magazine) for bringing the very best in Jaguar-Land Rover.

2000-PADMA BHUSHAN- INDIAN GOVERNMENT

2001- HONORARY DOCTOT OF BUSINESS ADMINISTRATION- OHIO STATE UNIVERSITY

2004-HONORARY ECONOMIC ADVISER- HANGZHOU, CHINA

2004-HONARARY DEGREE OF DOCTOR OF TECHNOLOGY- ASIAN INST. OF TECHNOLOGY

2005-HONORARY DOCTOR OF SCIENCE- UNIVERSITY OF WARWICK

2007-CARNEGIE MEDAL OF PHILANTHROPHY- CARNEGIE ENDOWMENT OF INTERNATIONAL PEACE

2007-HONARARY CITIZEN OF SINGAPORE- SINGAPORE GOVERNMENT

2007-HONARARY FELLOW- LONDON SCHOOL OF ECONOMICS

2008-PADMA VIBHUSHAN- INDIAN GOVERNMENT

2008-HONARARY DOCTOR OF LAW- UNIVERSITY OF CAMBRIDGE

2008-HONARARY DOCTOR OF SCIENCE- IIT (KHARAGPUR)

2010-BUSINESSMAN OF THE DECADE- FEDERATION OF INDO-ISRAELCHAMBERS OF COMMERCE

He says that “He does not believe in taking the right decisions, but he takes

decisions and makes them right”

“A TRUE VISIONARY”

“AN ICON IN THE CORPORATE WORLD”

“A TRUE GENTLEMAN”

“A GREAT PHILANTHROPHIST” and to top it all

“A SIMPLE HUMAN BEING WITH IMMENSE VALUES”

This iconic personality will retire on DECEMBER 28TH 2012 leaving behind the greatest

legacy.

THE GLOBONOMICS CREW TRULY SALUTES THIS PERSONALITY AND WOULD PAY ITS

SHEER RESPECTS TO THIS EVER GLOWING CHARISMATIC SOUL OF ALL TIME.

2010-LEGEND IN LEADERSHIP AWARD- YALE UNIVERSITY

2010-HONORARY DOCTOR OF LAWS- PEPPERDINE UNIVERSITY

2010-BUSINESS LEADER OF THE YEAR- THE ASIAN AWARDS

2011-ABLF LIFETIME ACHIEVEMENT AWARD (INDIA) - ASIAN BUSINESS LEADERSHIP FORUM AWARDS

2011-HOSPITALITY HALL OF HONOR- RECOGNIZING TAJ HOTELS

2012-HONARARY DEGREE- UNIVERSITY OF NEW SOUTH WALES

2012-LIFETIME ACHIEVEMENT AWARD- ROCKEFELLER FOUNDATION

AND HAS BANKED MANY MORE WHOES LIST IS ENDLESS…..

Y I V Y L L Z M B K E H S W H D R C U S

J T Q I N J F R C M M T F I R R A T F R

E C Y W Y R A V X R A W N J C E X A C F

U I A G B Z N K R G Q U R H N U V X F Z

D L F V P T S A F P J A R P U V G P J F

O Z W A V D C L I L E V E R A G E Z E D

L P M Z T D A C V S D G B D W U X B G M

L D M B M T G G K O E W Z I A D U B A F

A E U A I E G P U G F N D O A C I V R N

R R N O Y Y E P I R X M Y P O P V X T Q

I I N E K F E O N A T Y E E L A O Z I U

S V K K B N D X X B L P E A K T X J B S

A A Y L V E J S Q M D C G X S L L L R C

T T F U U A O F D E E V D I Y Y Q Q A U

I I P U U D J E D E O N M X G Z S O T J

O V K J E J N W A S F O N Q O R V A L W

N E V K X O O P A K N I M D A M C J U N

B S M X G M K R N O C Q C C F X J M K C

I K A I Y I K Q C L Y M H I S O O U Y K

C B N B D G X E S S A C K L T N V Y Z L

Find These Words: leverage embargo arbitrage

tarrif derivatives economist

deficit dollarisation stagflation

keynesian

- SRISHTI DHARNIDHARKA

(CONTRIBUTOR)

- Dhanesh mehta

(contributor 12th A-LEVELS)

HAVE

A

GLORIOUS NEW YEAR

(FROM THE ENTIRE JIRS FAMILY)