Semantic Web (Web 3.0)

Semantic Web (Web 3.0) Will be new kid on block soon.

I've always thought of Web 1.0/2.0/3.0 in parallel to Tim Berners-Lee's notion of the read-write web, which is often used as an alternative way of describing Web 2.0.

First, we had Web 1.0 - the read-only web. Then came Web 2.0 - the read-write web - all of these services that make it easy for us to contribute content and interact with others. If you keep up the programming analogy, the next phase would be Web 3.0 - the Read-Write-Execute Web.

Most often, I hear people describing web 3.0 as Web 2.0+ - ie, more of what we have now, but faster and more ubiquitous. It's the same old stuff with lots of superlatives added. A Web 3.0 than plays on the idea of read-write-execute would be having a web that gives people the tools to craft their own tools, their own software, etc, rather than just uploading stuff to other people's software. Why go to YouTube when you can set up your own MyTube, if you will, with the same functionality but tailored to the specific purposes of your blog/community website/etc. People will be able to create their own complex online social media tools with a few clicks, but remain linked to other tools and other people through tagging, rss and all that good stuff.


1) Easier, cheaper, and more pervasive. Only a fraction of humanity has anything to do with Web 2.0. Others stay to the sidelines because they find the technology too confusing or expensive, or they don't see the relevance. Bring another billion or so people into Web 2.0, and Metcalfe's Law alone will make it a radically different phenomenon.

2) Always on, everywhere. We've heard (and written) this one for a while, but it's true: As Web 2.0 follows us every step of our lives--in some cases whether we want it to or not--and the dynamics change.

3) Controlling our data. In the next gen, we'll have developed all kinds of systems to wrap our personal data with various types of protection. Some will be shared widely, some narrowly, some not at all. And new systems of reputation and ranking should help us figure out which data sources to take seriously and which to shun.

4) In Web 3.0, the web will be programmable. Programmable for everybody! Here programmable does not mean mash-up, does not mean personalization through configuration. Hope to be able to show it by the end of the year.

Grilled पाप्लेत सुरमई बांगादा with Termaric n FishMasal

It was a yummy dinner on sunday of grilled पाप्लेत, सुरमई and बांगादा.

Ingredients
fresh cleaned Pomphret(पाप्लेत), Surmai(सुरमई) and Mackerel(बांगादा) Fish
rice flour
termeric powder
lemon juice
chilli powder
fresh fish masala
Salt

Clean fish with cold water

sprinkle lemon juice on fish and keep for 10 minutes

then mix salt, rice flour, termeric powder, chilli powder and fresh fish masala in a bowl

dip fish one by one in above mix

makse sure fish is covered with mix

allow mariante for 20 minutes

put microwave on grill combi 4 mode

put little bit of oil in microwave pan

put all fish

set timer to 10 mins (i do 1 kg of almost each fish, so a load of 3 kg, this suffice me for 5 good days :))

put pan in microwave & let it work for 10 mins

once ready serve with plain rice and salad.

गानी आपली गानी आपली

आनंदवनभुवनी
स्वर्गीची लोटली जेथे
रामगंगा महानदी
तीर्थासी तुळणा नाही, आनंदवनभुवनी

त्रैलोक्य चालिल्या फौजा
सौख्य बंधविमोचने
मोहिम मांडीली मोठी, आनंदवनभुवनी

येथून वाढला धर्मु
रमाधर्म समागमें
संतोष मांडला मोठा, आनंदवनभुवनी

भक्तासी रक्षिले मागे
आताही रक्षिते पहा
भक्तासी दिधले सर्वे, आनंदवनभुवनी

येथूनी वाचती सर्वे
ते ते सवर्त्र देखती
सामर्थ्य काय बोलावे, आनंदवनभुवनी

उदंड जाहले पाणी
स्नानसंध्या करावया
जप तप अनुष्ठाने, आनंदवनभुवनी

बुडाली सर्व ही पापे
हिंदुस्थान बळावले
अभक्तांचा क्षयो झाला, आनंदवनभुवनी

अरे अरे ज्ञाना झालासी पावन
तुझे तुज ध्यान, कळो आले

तुझा तूंची देव, तुझा तूंची भाव
फिटला संदेह अन्य तत्वी

मुरडुनिया मन उपजलासी चित्ते
कोठे तुज रिते न दिसे रया

दीपकी दीपक मावळल्या ज्योती
घरभरी वाती शून्य झाल्या

वृत्तीची निवृत्ती आपणां सकट
अवघेंची वैकुंठ चतुर्भूज

निवृत्ती परम अनुभव नेमा
शांतिपूर्ण क्षमा ज्ञानदेवो

चिंब पावसानं रानं झालं आबादानीझाकू कशी पाठीवरली, चांदण गोंदणी

झाकू नको कमळनबाई, एकांताच्या कोनी
रुपखनी अंगावरली, सखे लावण्याची खाणी

राया तुझे हात माझ्या हातात गुंफूनी
उन्हात चांदणं आलं लाज पांघरुनी

तुझ्या डोळ्यांच्या सांदीत, सावल्यांची राणी
पान्यामंदी झिम्मा धरं, आभाळ अस्मानी

अंगावरी थरथर उठली झिम्मड भिजल्यावानी
सांगता न येई काही साजणा बोलांनी

आज हृदय मम विशाल झाले
त्यास पाहूनि गगन लाजले

आज माझिया किरणकरांनी
ओंजळीमधे धरली अवनी
अरुणाचे मी गंध लाविले

त्या विश्वाच्या कणाकणांतून
भरुन राहिले अवघे मी पण
फुलता फुलता बीज हरपले

आज राणी पूर्वीची ती प्रीत तू मागू नको
कालचे वेड्या फुलांचे, रंग तू मागू नको

सांजता चाफ्याकळीचे चुटपुटीचे भेटणे
पानजाळीतून झिरपे, बावरेसे चांदणे
त्या क्षणांचे, चांदण्यांचे स्पर्श तू मागू नको

पाकळयांचे शब्द होती, तू हळू निश्वासता
वाजती गात्री सतारी, नेत्रपाती झाकता
त्या फुलांचे, त्या स्वरांचे, गीत तू मागू नको

रोखूनी पलकांत पाणी, घाव सारे साहीले
अन सुखाच्या आसवांचे, मीठ डोळा साचले
या घडीला मोतियाचा घास तू मागू नको

काय बोलू श्वासभारे चांदणे डहूळेल का ?
उमलण्याचे सुख फिरुनी, या फुला सोसेल का ?
नीत नवी मरणे मराया, जन्म तू मागू नको

आज उदास उदास दूर पांगल्या साउल्याएकांताच्या पारावर हिरमुसल्या डहाळ्या

काही केल्या करमनां, कसा जीवच लागंना
बोलघेवडी साळुंकी, कसा शब्द ही बोलेना
असा रुतला पुढयांत भाव मुका जीवघेणा

चांदण्याची ही रात, रात जळे सुनी सुनी
निळ्या आस्मानी तळ्यांत लाख रुसल्या गं गवळणी
दूर लांबल्या वाटेला रुखी रुखी टेहाळणी
दूर गेले घरधनी बाई, दूर गेले धनी

आकाशी झेप घे रे पाखरा, सोडी सोन्याचा पिंजरा
तुज भवती वैभव माया, फळ रसाळ मिळते खाया
सुखलोलुप झाली काया, हा कुठवर वेड्या घेसी आसरा

घर कसले ही तर कारा, विष समान मोती चारा
मोहाचे बंधन द्वारा, तुज आडवितो हा जैसा उंबरा

तुज पंख दिले देवाने, कर विहार सामर्थ्याने
दरी डोंगर हिरवी राने, जा ओलांडून या सरीता सागरा

कष्टाविण फळ ना मिळते, तुज कळते परी ना वळते
हृदयात व्यथा ही जळते, का जीव बिचारा होई बावरा

घामातून मोती फुलले, श्रमदेव घरी अवतरले
घर प्रसन्नतेने नटले, हा योग जीवनी आला साजिरा

आला आला वारा, संगे पावसाच्या धारापाठवणी करा, सया निघाल्या सासुरा

नव्या नवतीचं बाई, लकाकतं रुप
माखलं गं ऊनं, जनू हळदीचा लेप
ओठी हासू, पापणीत आसवांचा झरा

आजवरी यांना किती जपलं, जपलं
काळजाचं पानी किती शिपलं, शिपलं
चेतवून प्राण यांना, दिला गं उबारा

अखेरचा हा तुला दंडवत, सोडून जाते गावदरीदरीतून मावळ देवा, देऊळ सोडून धाव

तुझ्या शिवारी जगले, हसले, कडी कपारी अमृत प्याले
आता हे परि सारे सरले, उरलं मागं नाव

हाय सोडूनी जाते आता, ओढून नेली जैसी सीता
कुणी ना उरला वाली आता, धरती दे गं ठाव

अखेरचे येतील माझ्या हेच शब्द ओठीलाख चुका असतील केल्या, केली पण प्रीती

इथे सुरु होण्याआधी, संपते कहाणी
साक्षीला केवळ उरते, डोळ्यांतील पाणी
जखम उरी होते ज्यांच्या, तेच गीत गाती

सवर् बंध तोडूनी जेव्हा नदी धुंद धावे
मीलन वा मरण पुढे, हे तिला नसे ठावे
एकदाच आभाळाला अशी भिडे माती

गंध दूर ज्याचा, आणिक जवळ मात्र काटे
असे फुल प्रीती म्हणजे कधी हाय वाटे
तरी गंध धुंडीत धावे जीव तुझ्यासाठी

आर्त गीत आले जर हे कधी तुझ्या कानी
गूज अंतरीचे कथिले तुला ह्या स्वरांनी
डोळ्यांतून माझ्यासाठी लाव दोन ज्योती

!!गणपति बाप्पा मोरया पुढच्या वर्षी लौकर या!!


































































Sea of people
Sea of people
Hovering Helicopters
Hovering Helicopters
Sunset behind malbar hill
Sunset behind malbar hill
Flying pair !!
Flying pair !!
Ramp used for immersion
Ramp used for immersion
Choppers Flowering the Idols
Choppers Flowering the Idols
Entering the beach
Entering the beach
Ganpati on a snake
Ganpati on a snake
Ganpati with Bow and Arrow
Ganpati with Bow and Arrow
Moving towards the sea
Moving towards the sea
Coast Guard Chopper
Coast Guard Chopper
Looking over mumbai
Looking over mumbai
Into water
Into water
Dancing Ganesh
Dancing Ganesh
Stone Design Ganpati
Stone Design Ganpati
Carrying into the water
Carrying into the water
Mouse: Unplugged !
Mouse: Unplugged !
Unloading from truck
Unloading from truck
Way into the water
Way into the water
Blessing the Moon
Blessing the Moon
Metallic Idol
Metallic Idol
16 Hand Devi
16 Hand Devi
Characters from Mahabharata
Characters
from Mahabharata
By the power of ....
By the power of ....
Neon Backgroud of Chowpatty
Neon Backgroud of
Chowpatty
Halo
Halo
Chocolate Ganpati !!
Chocolate Ganpati !!
With tambora (musical instrument)
With tambora
(musical instrument)
For some, business as usual
For some, business as usual
 


The amazing story of Amul

The amazing story of Amul

September 20, 2007


This is a story of a dream to which the interacting faith of a great many people finally gave substance.

Realisation of the dream began with the Kaira District Cooperative Milk Producers' Union, which was then like a small but sturdy plant, full of sap. That plant has grown into a fruitful tree, with spreading roots and branches, but it is still nourished by the soil from which it sprang. Likewise are the towering concrete structures and landscaped gardens; the array of computers; the clever, highly skilled technical staff; the busy researchers, eloquent teachers, and eager students: they all draw their purpose from the `white revolution' that has brought so much of rural India out of the feudal age.

The white revolution has not been easy to achieve. At one time, the milk lake of Kaira district was stagnant. A few traders skimmed off fat profits, leaving to the numerous producers only a sour thin whey of inadequate payment. But the cooperative movement bean to churn that lake and soon it overflowed, spreading throughout the country.

(In an interview to The Hindu Business Line in May 2006, Kurien said: "He (Sardar Patel) firmly believed that a revolution in marketing the farmers' produce - which would be beneficial to the farmers - was necessary. Sardar Patel was convinced that in order to save themselves, the farmers needed to control the procuring, processing and marketing of milk." They got Tribhuvandas Patel, who by his own admission "did not know anything about the dairy business", to be the chairman of the Kaira Cooperatives.)

Image: Dr Verghese Kurien
Text and photographs excerpted from: The Amul India Story by Ruth Heredia. Price: Rs 295. Published with permission from Tata Mc-Graw Hill Publishing Company Limited. Copyright 1997. All rights reserved.

The Churning Begins

The cooperative movement in Kaira had an early beginning. A resolution of the Bombay Presidency Government in 1904 had directed that work should begin on organizing cooperatives in six districts, including Kaira. A cooperative Societies Act from the same government in 1912 was more effective. The Congress ministry, which took office in 1937, showed greater interest in the cooperative movement, recognizing it as an instrument of rural reconstruction. A report was commissioned by Vaikunthlal Mehta, (then) finance minister, and M D Bhansali of the ICS (Indian Civil Service), who was registrar of Cooperative Societies. After World War II, the movement progressed greatly in Bombay presidency, despite the short tenure of the Congress ministry.

Milk production was unsatisfactory particularly because of two deficiencies. One, in order to produce milk of better quality and larger quantities, milch cattle should have been upgraded (as European dairy cattle have been), but that was a costly process that was beyond the means of the average milk producer. (As long as short supply kept the selling price of milk high, traders could not be expected to bother). Two, to make the most of whatever milk was available, it should have be distributed efficiently and economically, which was impossible with primitive chilling facilities and lack of transport routes.


Image: Pandit Jawaharlal Nehru, Indira Gandhi, Morarji Desai and others at the inauguration of Amul Dairy.


An Unlikely Recruit

It was kindly providence that brought Verghese Kurien to work at dairy engineering in a part of India that was so different and far from his native Kerala. Kurien was born in Calicut on November 26, 1921. His father, Puthenparakkal Kurien, was a civil surgeon serving in Madras Presidency. In his fifteenth year, Kurien passed the Secondary School Leaving Certificate Examination. Too young for admission to an engineering college, he took a Bachelor of Science degree from Loyola College, Madras, graduating in 1940 with the seventh rank in the presidency. Intelligent, hardworking and ambitious, he was a credit to his family and community.

Shockingly inadequate living quarters (there was no bathroom until Kurien contrived a suitable enclosure with corrugated iron sheets), insalubrious surroundings, and enforced idleness: Kurien might well consider himself to be serving a term of punishment. A natty dresser, he no longer took trouble over his appearance but grew a beard, wore khaki overalls, and began to smoke continuously. His brother sent him an old-fashioned cook-bearer named Anthony, who carried out his duties in full panoply of turban, sash and starched uniform. This added the final touch of absurdity what Kurien could only regard as a farce.

Anand was such a small town that a newcomer was bound to be noticed and talked about. As a meat-eating bachelor (in a largely vegetarian town), and a Malayali-Christian with a phoren (phoren is the vernacular pronunciation of foreign) degree, he provided ample scope for speculation in local gossip.

So determined was Kurien to keep himself usefully occupied that he undertook a private expedition to Bombay to sell the milk powder. With the help of his friends he made a list of likely customers, then tried them one by one. At the end of two days when he was almost at the end of his list, he found a buyer. A biscuit factory was prepared to take all five tones of the milk powder. Tried but pleased, Kurien returned to Anand in a fatefully altered state of affairs.


Image: Collection of milk at a village society.


A Leap of Faith

The year 1953 marked an important milestone, in Kurien's personal life as much as in the history of Kaira Cooperative. On his return from New Zealand in April 1953, Kurien disembarked at Bombay, where he spent a few days. One night, he attended a dinner given by the YMCA to honour his maternal uncle, Dr Thomas Yakhub.

At the dinner he met a prominent businessman and social worker, K M Philip, of the wealthy family that owned Malayala Manorama, Kerala's most widely read and influential daily. Philip's wife had a younger sister, Susan Peter, fair, comely with unusual grey eyes and light brown hair. Her father and Kurien's had been friends, although Molly (as she in known to most of her acquaintances) and Kurien had never met. Kurien's mother had been trying for some time to get her son suitably married. He finally accepted his mother's suggestion that he go to Trichur and meet Molly Peter. They met for the first time on May 28, 1953, were married on June 15, at 10 in the morning, and caught the 4 o'clock train to Bombay enroute to Anand. Molly Kurien learned very early that her husband's life revolved around his work in Anand.

But to return to the history of Amul, in 1953 a proposal came from Unicef to the Government of Bombay. For years, Unicef had been distributing free milk powder in underdeveloped nations, but it was of no advantage to the recipients in continued dependence on this aid unless it helped the nation to develop some industry of its own. Unicef offered a donation to the Bombay government, which would include milk drying equipment worth Rs 8 lakhs, in return for which the government would bind itself to distribute, through the BMS and Kaira Cooperative, Rs 12 lakh worth of free milk to undernourished, children of Kaira.


Image: Amul Dairy, Anand


Taking on the Giants

During the winter of 1957-58, Amul Dairy frequently worked beyond capacity, sometimes for days on end, making butter and milk powder in a dogged attempt to utilize the surplus milk refused by the Bombay Milk Scheme. For 49 days, the latter only accepted between 3700 and 7500 kl of milk daily, against the contracted minimum of 26,000 kl. Sales of Amul butter helped ease the resultant financial strain. Amul butter also compensated consumers for the shortage arising from the government's policy of severely restricting imports. By filling the gap, Amul became one of the leaders in import substitution, saved foreign exchange, and kept market prices of butter in check.

In 1958-59 the decidedly unhappy relationship between Kaira Cooperative and the BMS took a turn for the better when the latter increased its offtake by 30 per cent over the quantity accepted in 1957-58. Meanwhile, Amul yielded to persuasion by the Indian government and began to manufacture sweetened condensed milk.

The government had two reasons for urging Amul to make condensed milk. While the armed forces required large amounts of it, need to conserve foreign exchange necessitated its removal from the list of imports. In 1954-55, condensed milk worth about $1,500,000 had been imported, of which 60 per cent was taken by the armed forces.

Amul's success story continues...

Image: Various Amul products
Text and photographs excerpted from: The Amul India Story by Ruth Heredia. Price: Rs 295. Published with permission from Tata Mc-Graw Hill Publishing Company Limited. Copyright 1997. All rights reserved.

Billion dollar investing tips from Warren Buffet

September 20, 2007 14:58 IST
http://in.rediff.com/money/2007/sep/20vision.htm

Widely considered the most successful investor of all time, Warren Buffett is a luminous example of the school of value investing. Starting with an initial fund of $105,000 in 1956, Buffet grew it to $45 billion over the next 50 years, making him the second richest man in the world. Though he is widely recognized as being an investor, the bulk of Buffet's wealth was built through intelligent use of leverage offered by his insurance companies. Since most individual investors do not have access to the type of capital that Buffet does, it is not easy to replicate his astounding wealth-building feat. However, by understanding and applying the basic guidelines of Buffett's investment approach to their own investing decisions, most long term investors can comfortably beat the returns of all but the best mutual fund managers.

So, how did Buffet accumulate the huge fortune that he eventually gave away to the charitable foundation run by his best friend, Bill Gates? One of the greatest attractions of Buffett for investors is that his investment methodology is easy to understand. However, it is far more difficult to apply because it calls for large amounts of patience and calm when your stocks move against you. It is also difficult to apply because it requires an orientation towards research and the ability to understand the complexities of accounting and finance. But for those willing to invest time and effort into mastering this approach, superlative investment performance over the long term is guaranteed.

Invest in Businesses, Not in Stocks

"Whenever we buy common stocks for Berkshire's insurance companies (leaving aside arbitrage purchases), we approach the transaction as if we were buying into a private business. We look at the economic prospects of the business, the people in charge of running it, and the price we must pay." -- Warren Buffett

This is the cornerstone of Buffett's investment style. Whenever he evaluates an investment opportunity he analyses it as a business and not as a stock. This makes him look closely at the company's fundamentals, earnings prospects, financial health and management. Conversely, this style of evaluating a business prevents him from buying a stock just because it is going up even though it has dubious prospects. A lot of investors tend to buy stocks based on tips from friends, acquaintances or brokers. By adopting Buffett's approach, you can save yourself a lot of grief later on.

Only Buy Businesses that You Understand
"Did we foresee thirty years ago what would transpire in the television manufacturing or computer industries? Of course not. Why, then, should Charlie and I now think we can predict the future of other rapidly evolving business? We'll stick instead with the easy cases. Why search for a needle buried in a haystack when one is sitting in plain sight?" -- Warren Buffett

Buffett has a track record of generating 21 per cent annually compounded returns over a 50-year time frame, a feat matched by very few investment managers. Though technology companies delivered some of the best returns during this period, Buffet has never owned one for the simple reason that he could not understand the long term prospects of these companies and evaluate them thoroughly. So the next time you get a tip to buy a "hot" company that you do not understand, you should ask yourself: "If the greatest investor in the world will not invest in something he doesn't understand, should I?"

Buy Companies with Defensible 'Franchise'

"As Peter Lynch says, stocks of companies selling commodity-like products should come with a warning label: 'Competition may prove hazardous to human wealth'." -- Warren Buffett

Most of Buffett's portfolio companies, such as Coca Cola, Gillette (now Procter and Gamble), American Express and Washington Post, are businesses which have a significant hold over their market. This is because they have inherent competitive advantages, whether it be a highly recognizable brand, or near-monopoly status in a geographic area. Such companies can typically raise their prices without fear that customers will walk away. This in turn produces fantastic earnings growth and, consequently, great investment performance. So, before you make an investment in future, try to understand whether the company you are investing in has a strong and defensible market position and whether it can raise prices if it needs to.

Hold for the Long Term

"We are willing to hold a stock indefinitely so long as we expect the business to increase in intrinsic value at a satisfactory rate . . . we do not sell our holdings just because they have appreciated or because we have held them for a long time." � Warren Buffett

Buffett's companies have generated enormous returns for him. For example, his investment of $10 million in 1973 in the Washington Post Company had grown to more than $1 billion by 2003. While a lot of us may be able to do this occasionally, Buffett has generated such returns with startling regularity. One of the reasons he is able to do so is because he holds for the long term and is not quick to enter or exit businesses. In fact, he stuck with WPC for two years even though its price fell below his purchase price because he understood the fundamentals of the business and believed that it was undervalued. Even once it became profitable, he was not quick to exit because he believed that it had greater potential. He held it through several bull and bear markets and no greater proof is needed than the return he achieved to show that he was right in holding it for so long.

Ignore Short-Term Fluctuations in Price

"Charlie and I let our marketable equities tell us by their operating results�not by their daily, or even yearly, price quotations�whether our investments are successful. The market may ignore business success for a while, but eventually will confirm it." � Warren Buffett

The stock market has a tendency to overreact on both the upside and downside. Often the market ignores the fundamentals of a business and reacts sharply to news flow. Sometimes entire sectors become either unduly depressed or overpriced. One of the key pillars of Buffett's approach is to ignore short-term fluctuations in price. He does not sell a stock because the market suddenly decides to drop. Neither does he buy one because it is going up. Once Buffett has calmly evaluated the fundamentals, he will buy the stock if its price is right. If the stock dips after he has purchased it, he does not worry so long as its fundamentals are good. Had he gotten jittery due to short-term price fluctuations, he would have been a lot less richer than he his currently.

Buy Good Businesses When Prices are Down

"If you expect to be a net saver during the next five years, should you hope for a higher or lower stock market during that period? Many investors get this one wrong. Even though they are going to be net buyers of stocks for many years to come, they feel elated when stock prices rise and depressed when they fall. Only those who will be sellers of equities in the near future should be happy at seeing stocks rise. Prospective purchasers should much prefer sinking prices." � Warren Buffett

On 19 October 1987, all global stock markets crashed. The Dow Jones Industrial Average actually suffered a decline of 22 per cent, the greatest single-day drop in its history. Every stock on the market fell. Most people sold their holdings in panic that day. Buffett, however, was buying! He made the single largest stock purchase of his life that day. While all others around him hit the panic button, Buffet bought 10 per cent of Coca Cola for $1 billion. Not only was it his largest single stock purchase, he also became the single largest shareholder in the company. In his analysis, Coca Cola had a great business, great long-term prospects and the ability to expand because of globalisation. If the market was willing to sell it at an unreasonably cheap price, he wanted to scoop it up with both hands. And scoop it up he did! Coca Cola became one of the most successful investments in Berkshire's portfolio. By 2006, Buffett had made over $11 billion on Coke since he bought it.

Don't Be an Active Trader

"Indeed, we believe that according the name 'investors' to institutions that trade actively is like calling someone who repeatedly engages in one-night stands a romantic." � Warren Buffett

Buffett is an atypical investor not only because he is highly successful, but also because he does not even look at stock tickers. He believes that trading too much is a tax-inefficient and costly approach to investing. Consequently, he has a very low turnover portfolio, very low brokerage charges and has not paid very much in the nature of capital gains taxes.

Do Not Over-Diversify

"If you are a know-something investor, able to understand business economics and to find five to ten sensibly priced companies that possess important long-term competitive advantage, conventional diversification makes no sense for you." -- Warren Buffett

A striking aspect of Buffett's portfolio at Berkshire is the small number of stocks in it. This number has rarely exceeded 10 stocks. Buffett believes that there are very few outstanding investment opportunities at any given point of time and that one should invest enough in each of those to make a substantial difference. In contrast, most people fill up their portfolios with more than fifty stocks. As a result, even if a stock appreciates 100 per cent, the impact on their net worth will only be 2 per cent. Investors who want to generate truly outstanding returns should identify a small number of great businesses at the right prices and invest a significant amount of their money in each of them.

Invest Only When There is a Margin of Safety

"Margin of safety" is a slightly difficult concept to understand. It can be loosely defined as the difference between value and price. If the value of what you buy is higher than the price you pay for it, you have a high margin of safety. If the price you pay is greater than value, you have a low margin of safety. When the margin of safety is high, the investor need not worry about short-term fluctuations in price and can buy more if he or she has the resources to do so. Also, if you are investing in a situation with a significant margin of safety, you are likely to make a higher return because you are buying at a relatively low price.

However, how does one quantify this margin of safety? It is admittedly a grey area. There are seemingly scientific approaches, such as the discounted cash flow, which are taught in most corporate finance textbooks. In practice, though, it is both very subjective and very difficult for an individual investor to apply. However, there are other short cuts which are more approachable. Since the discounted cash flow ultimately crystallizes into the price / earnings (P/E) ratio, one way of estimating the margin of safety is to look at the P/E ratio. A low P/E means there is a margin of safety. But even this approach has its pitfalls. Slow growing, lousy companies often tend to have low P/E ratios. And, sometimes, very promising companies have high P/E multiples.

One way around this problem is to divide the P/E ratio by the growth rate of the company's profits to arrive at its price-earnings to growth ratio. Thus, if a company's P/E is 20 and the growth rate of its profits is 20 per cent, its PEG is 1. Oftentimes, a PEG of less than 1 implies that there is a significant margin of safety. A PEG of greater than one means that the margin of safety is not very high.

That said, PEG is not the holy grail of valuation and there are several ways to value a company -- and all these approaches have their flaws. You can consider your time well invested if you spend some time researching valuation by reading a corporate finance textbook.

Thus, Warren Buffet's investment approach is easy to understand, but calls for significant effort on your part to understand businesses, evaluate them and invest successfully but then, nobody said that becoming a billionaire was easy!

Excerpted from Intelligent Stock Market Investing by N J Yasaswy. Price Rs 280.

The author is an authority on investing and finance and has written several books on these subjects.

आले गणपति आले








आख्यायिका
।। देवा तूचि गणेशु ।।
ओंकार गणेश हे निर्गुण निराकार परब्रह्माचे नादस्वरूप ! ओंकार हे सर्व विद्यांचे बीज मानले जाते. या बीजापासून सर्व वेदांचा विस्तार झाला. असा हा मंगलमूर्ती गणेश वेदांच्या आधीपासून पूज्य मानला जातो. निर्गुण परमात्म्याला ओळखण्याची ओंकार ही एक खूण आहे, असे वेदांनी कथन केले आहे. ओऽम्‌ म्हणजे आदिदेवता आणि आदिदेवता म्हणजे गणेश ! अशा गणेशाला आत्मस्वरूप मानून सर्व कार्यारंभी त्याची प्रार्थना केली जाते. वेद या आदिदेवतेचे प्रतिपादन करतात. ऋग्वेद, यजुर्वेद, अथर्ववेद आणि सामवेद हे चारही ग्रंथ "अपौरुषेय' आहेत. त्यांची निर्मिती परमेश्‍वराच्या श्‍वासोच्छ्वासातून झाली आहे. असे मानतात. यापैकी ऋग्वेद हा प्राचीनतम वेद मानला जातो. यात ब्रह्मणस्पतिसूक्त दिलेले आहे. ब्रह्मणस्पती म्हणजेच गणपती. "ओऽम गणानां त्वा गणपतीं हवामहे।' समुदायाचा प्रमुख म्हणून आम्ही तुझी प्रार्थना करतो, अशा अर्थाच्या या ऋग्वेदातील मंत्राने त्याची पूजा केली जाते. या आदिदेवतेच्या जन्माविषयीच्या अनेक कथा प्रचलित आहेत.
गणेश जन्माविषयीची आख्यायिकागणेश पुराण, मुद्‌गल पुराण, ब्रह्म पुराण, ब्रह्मदेवर्त, अग्नि पुराण, पद्म पुराण, नारद पुराण, शिव पुराण, लिंग पुराण, वराह पुराण, वामन पुराण, मत्स्य पुराण, गरुड पुराण, ब्रह्मांड पुराण, भविष्य पुराण आणि स्कंद पुराण या सर्व पुराणांमध्ये गणपतीच्या उत्पत्तीसंबंधी उल्लेख सापडतात. गणपती हा शिव-पार्वतीचा पुत्र मानला जात असला तरी तो "अयोनिज' आहे. एका कथेनुसार गणपती हा एकट्या शंकराचा पुत्र आहे. शिवाने आपल्या तपःसामर्थ्याने एक तेजस्वी सुंदर बालक निर्माण केले म्हणून पार्वतीला राग आला. तिने शाप देऊन त्या बालकाला बेडौल बनविले. दुसऱ्या कथेनुसार एकदा पार्वती स्नानगृहात स्नान करीत होती. स्नानगृहाच्या दारावर रक्षक नेमण्यासाठी तिने आपल्या अंगाच्या मळापासून एक लहान मुलगा बनविला. थोड्या वेळाने शंकर तेथे आला. त्यालाही त्या बालकाने आत जाण्यास मनाई केली. तेव्हा चिडून शंकराने त्या बालकाचे शिर धडापासून वेगळे केले. स्नान झाल्यावर पार्वती बाहेर आली. घडलेला प्रकार पाहून तिला वाईट वाटले. तिची समजूत घालण्यासाठी शंकराने त्या धडावर हत्तीचे शिर बसविले. तोच गणपती किंवा गजानन म्हणून ओळखला जाऊ लागला.
त्वं ब्रह्मा त्वं विष्णुस्त्वं रुद्रःगणपतीही शिवपरिवारातील मानला, तर या कथा त्याला अनुलक्षून आहेत. पण अशीही एक कल्पना सांगितली जाते, की शिव आणि गणेश या देवता एकच आहेत. म्हणजे जो "शिव' तोच "गणेश' आणि जो "गणेश' तोच "शिव'. अथर्वशीर्षात गणेशाला उद्देशून "त्वं ब्रह्मा त्वं विष्णुस्त्वं रुद्रः' असे जे म्हटले आहे, ते केवळ तात्त्विक नसून दैवत शास्त्रानुसारही खरे आहे. त्याचप्रमाणे भालचंद्र, तृतीयनेत्र अणि नागभूषण ही तीनही शिवाची लक्षणे गणेश मूर्तीतही आढळतात. "तत्पुरुषाय विद्‌महे। वक्रतुण्डाय धीमहि । तन्नो दन्तिः प्रचोदयात्‌।' या तैत्तीरीय आरण्यकात मंत्रात रुद्रगायत्री आणि गणेशगायत्री यांच्यातील साम्य स्पष्टपणे जाणवते. या मंत्रातील तत्पुरुष हे रुद्राचे नाव आहे. तर वक्रतुण्ड आणि दन्ती ही नावे गणेशाची म्हणून ओळखली जातात. म्हणजेच तैत्तिरीय आरण्यकाच्या काळात शिवाला वक्रतुण्ड आणि दन्ती ही नावे दिली असावीत. त्याचप्रमाणे तैत्तीरिय संहितेत उंदराला पशू म्हटले आहे. शिवाप्रमाणे गणेशाचीही लिंगरूपाने पूजा करतात. अग्नीप्रमाणेच "ग' हा गणेशाचा बीजमंत्र आहे आणि "अग्नीवैं रुद्रः' म्हणून अग्नी-रुद्रांना अभिन्न मानले आहे. पर्यायाने शिव आणि गणेशही अभिन्न होतात. त्यानंतरच्या काळात आर्यांनी आर्येतरांवर "व्रात' या नावाने आपल्यात सामावून घेतले. या संयोग काळात गणपतीचे जे स्वरूप झाले ते असे- गणपत्यथर्वशीर्षात "नमो व्रातपतये', असा उल्लेख केला आहे.
श्री गणेशाच्या नावांमागचा इतिहासया गणेशाची एकंदर बारा नावे आहेत. त्या प्रत्येक नावामागे काहीना काही इतिहास आहे. त्यापैकी विनायक या नावाचा इतिहास या ठिकाणी सांगण्यासारखा आहे. विनायक गण हे मानवाच्या कार्यात नेहमी विघ्ने आणत असत. सज्जनांच्या कार्यात नेहमी विघ्ने येतात आणि दुष्टांची कार्ये मात्र निर्विघ्नपणे कशी पार पडतात, असा प्रश्‍न देवांना पडला. यावर उपाय शोधण्यासाठी ते रुद्राकडे गेले. त्यांची चिंता ऐकून रुद्र उमेकडे टक लावून पाहू लागला. त्याबरोबर त्याच्या मुखातून एक तेजस्वी कुमार निर्माण झाला. तो जणू प्रतिरुद्रच होता. ते त्याचे प्रतिरुद्ररूप पाहून उमा चिडली. तिने त्या कुमाराला शाप दिला. त्यामुळे तो कुमार गजमुख, लंबोदर आणि सर्पवेष्टित झाला. ते पाहून शंकरही संतापला. त्याने आपल्या हातांनी आपले शरीर घासले त्यातून अनेक शस्त्रांनी युक्त विनायक गण उत्पन्न झाले. ते नीलवर्ण, गजमुख अणि वक्रतुण्ड होते. ब्रह्मदेव म्हणाला ""शंकराने हे गण देवांच्या कल्याणासाठीच उत्पन्न केलेले आहेत.'' मग तो शंकराला म्हणाला, "" हे गण तुझ्या या कुमाराच्या अधिकारात राहू देत. या सर्वांना तू वर दे.'' यावर शंकर आपल्या पुत्राला म्हणाला, ""तुला गजमुख, गणेश आणि विनायक अशी नावे प्राप्त होतील. क्रूर असे हे विनायक गण तुझे सेवक होतील. यापुढे यज्ञादी कार्यात तुझी पूजा प्रथम होईल. जो कोणी ती करणार नाही त्याच्या कार्य सिद्धीत तू खुशाल विघ्ने आण.''
तेव्हापासून आपण प्रत्येक कार्यारंभी गणपतीची पूजा करतो. कार्य निर्विघ्न पार पडण्यासाठी त्या विघ्नहर्त्याची प्रार्थना करतो. प्रत्यक्ष शंकरही एका युद्धारंभी गणेशपूजन करायला विसरला. त्यामुळे त्या युद्धात त्याला हार मानावी लागली होती, असा पुराणात उल्लेख आढळतो. "विघ्नकर्त्या' विनायकाचे "विघ्नहर्त्या' गणेशात रूपांतर झाले. हा कालावधी साधारणपणे गुप्तकाल असावा. हे जरी खरे असले तरी खऱ्या गणपती-भक्तांना त्याच्या ऐतिहासिक स्वरूपाचे अजिबात स्वारस्य वाटत नाही. ते त्याचे आध्यात्मिक स्वरूपच तेवढे खरे मानतात.
गणपती अथर्वशीर्षगणपती अथर्वशीर्षात या आध्यात्मिक स्वरूपाचे सार सांगितले आहे. गणेशालाच तत्त्व, ब्रह्म आणि आत्मा असे म्हटले आहे. एवढेच नव्हे तर असेही म्हटले आहे, की गणेशच ज्ञानमय आणि विज्ञानमय आहे. म्हणजेच गणेशच सर्वकाही आहे. वाङमयाचे मूळ आणि नादाचेही मूळ, असा हा गणेश आहे. या गणेशाची उपासना साक्षात ब्रह्मविद्या मानलेली आहे. संत एकनाथ त्याला मायेचा अधिष्ठाता परमेश्‍वर असे म्हणतात. लंबोदर या नावाचा अर्थ सांगताना ते म्हणतात - "तुजमाजी वास चराचरा म्हणोनी बोलिजे'. लंबोदरागणेश मूलाधार चक्राचा स्वामी आहे. त्या चक्राचा आणि तिथल्या कमळाचा रंग लाल असल्यामुळे गजाननाला रक्तपुष्प, रक्तचंदन आणि लाल रंगाचे वस्त्र आवडत असावे. दुर्वा, शमी, मंदार हेही गणपतीला प्रिय आहेत. तसेच चतुर्थी म्हणजे जागृती गणेशाची प्रिय तिथी आहे.
विघ्नराजतंत्रशास्त्रातही या विघ्नराज गणेशाला अतिशय महत्त्व आहे. बौद्धांच्या तंत्रशास्त्रातही गणपतीला पूज्यनीय देवता मानतात. गौतम बुद्धाने आपल्या आनंद नावाच्या शिष्याला "रहस्यमय गणपतीहृदय' नावाचा मंत्र सांगितला होता. अशी ही आद्यदेवता फक्त भारतातच नाही, तर परदेशातही पूज्य मानली जाते. चिनी विद्वान पूर्वी भारतात शिक्षणासाठी आले होते. त्यांनी परत जाताना आपल्याबरोबर बौद्धधर्म, भारतीय संस्कृती आणि श्री गणेश यांना आदराने चीनमध्ये नेले. चीन आणि जपानमध्ये गणेशाला कांगी-तेन असे म्हणतात. ब्रह्मदेश, सयाम, कंबोडिया, जावा, बाली, बोर्निओ, तुर्कस्थान, मेक्‍सिको इत्यादी देशांतही गणपती आढळतात. लॅटिन संस्कृतीतील "जानुस' ही देवता आपल्या गणपतीसारखीच आहे. आपण गणेशाची मूर्ती घराच्या किंवा देवळाच्या द्वारावर कोरतो. त्याचप्रमाणे लॅटिन संस्कृतीतील लोकही "जानुसा'ची मूर्ती घरादारांवर कोरतात. त्यावरून इतिहासाच्या ओघात अनेक जमातींच्या देवतांचे एकत्रिकरण होत होत, अथर्वशीर्षातील गणपती सिद्ध झाला, असे म्हणणे वावगे ठरणार नाही.अशा या महान देवतेने मानवाला संकटातून सोडविण्यासाठी महोत्कट विनायक, गुणेश, गणेश आणि धुम्रकेतू असे चार अवतार घेतल्याचा उल्लेख पुराणात सापडतो.या वैदिक देवतेची आपल्या संतांनीही महती गायिली आहे. ज्ञानदेवांनी त्याला आदिदेव म्हटलेलेच आहे. परंतु त्याचबरोबर त्यांनी षड्‌भुज गणेशाचेही स्तवन केलेले आहे. भाद्रपद शुद्ध चतुर्थीला गणेशची मूर्तिरूपात प्रतिष्ठापना करतात. ती मूर्ती मातीचीच असते. दीड दिवस, पाच दिवस किंवा अनंत चतुर्दशीपर्यंत गणपतीचा उत्सव साजरा करतात. चतुर्थी ही सर्वात पहिली तिथी. तिच्यापासून मग प्रतिपदा ते पौर्णिमा व अमावास्या या तिथी निर्माण झाल्या, म्हणून चतुर्थी ही सर्व तिथींची माता आहे. याच तिथीपासून गणेशोत्सवाला सुरुव
ात होते. हाच उत्सव लोकमान्य टिळकांनी राष्ट्रीय उत्सव म्हणून साजरा करायचे ठरवले. या सार्वजनिक उत्सवामुळे लोकजीवनात चैतन्याचे वातावरण निर्माण झाले. एवढेच नव्हे, तर लोकमान्यांना अपेक्षित असलेली लोकजागृतीही झाली. अनादी कालापासून महान ठरलेली ही वैदिक, आध्यात्मिक देवता अशा रीतीने हळूहळू लोकदेवता बनली.

गणेश जन्मकथा
एके दिवस पार्वती स्नानगृहामध्ये स्नान करीत असता तेथे शंकर आले. तेव्हा पार्वती लाजली. त्यावर पार्वतीच्या सख्यांनी सांगितले, की दारावर रक्षक ठेवल्यास, कोणी आत येणार नाही. त्यावर पार्वतीने आपल्या अंगच्या मळाने एक बालक उत्पन्न करून, त्याला प्रवेशद्वारावर बसण्याची आणि आत कोणालाही न सोडण्याची आज्ञा दिली. पुुढे प्रत्येक दिवशी शंकर येत; परंतु त्यांना परवानगी घेतल्याशिवाय आत प्रवेश मिळत नसे. याचा शंकराची शोचनीय स्थिती झाल्यामुळे त्याला राग आला. रागाच्या आवेशात शंकराने त्या बालकाचा वध केला. आपण उत्पन्न केलेल्या बालका वध झाल्याचे ऐकताच, पार्वती कृद्ध झाली. संतापाच्या भरात ती त्रैलोक्‍य जाळून टाकते की काय अशी सर्वांना भीती वाटू लागली. तेव्हा नारदांनी मध्यस्थी करून त्या बालकाला पुन्हा जिवंत करण्याचे ठरविले. येथून जाताच प्रथम जो दृष्टीस पडेल त्याचे शिर तोडून आणा, अशी शंकराने त्याच्या गणांना आज्ञा दिली. त्याच वेळी लोकांना त्रास देण्यास निघालेला गजासूर नावाचा राक्षस त्यांच्या दृष्टीस पडला. गणांनी त्याचे डोके आणून पार्वतीने उत्पन्न केलेल्या बालकाच्या धडाला लावल्यावर तो जिवंत झाला. तो दिवस भाद्रपद चतुर्थीचा होता.याबाबत दुसरी कथा अशी सांगितली जाते, की आपल्या पित्यास देवीने मारल्यामुळे महिषासुराचा मुलगा गजासूर हा देवांचा आणि देवीचा मत्सर करी. देवांचा नाश करण्याकरिता त्याने शंकराची आराधना केली. शंकर प्रसन्न झाला व म्हणाला, "तुला ब्रह्मांडाचे राज्य मिळेल आणि कोणाच्याही हातून तुला मरण येणार नाही. हा वर मिळाल्यामुळे गजासुर उन्मत्त झाला. शेवटी प्रत्यक्ष शंकरावर स्वारी करून त्यास पळवून लावले. प्रत्यक्ष शंकराची अशी स्थिती पाहताच सर्व देव अरण्यात निघून गेले व तेथे गणेशाची स्तुती करू लागले. स्तुतीच्या योगाने श्रीगणपती प्रसन्न झाले व म्हणाले
तुम्ही भिऊ नका. मी अवतार घेऊन गजासुराचा वध करतो. पुढे काही काळाने देवांना सांगितल्याप्रमाणे गणेशाने अवतार घेतला आणि गजासुराचा वध करून सर्व देवांना सुखी केले. तो दिवस भाद्रपद शुद्ध चतुर्थीचा होता. सर्वांचे संकट नाहीसे झाल्यामुळे लोकांनी गणेशाची पूजा केली. तेव्हापासून दरवर्षी भाद्रपद शुद्ध चतुर्थीला गणपतीची पूजा करण्याची प्रथा सुरू झाली.

गणेश चतुर्थी
गणेश चतुर्थीच्या दिवशी "गणपती बाप्पा मोरया' असा जयघोष करत घराघरामधून गणपतीच्या मूर्तींची स्थापना केली जाते. या पूजेत 21 या संख्येला महत्त्व असते. उदाहरणार्थ 21 दुर्वा, 21 फुले, 21 मोदक वगैरे. अथवर्शीर्षाचे पठण आणि गणपतीची आरती केली जाते. गणेश चतुर्थी ते अनंत चतुर्दशी असे दहा दिवस हा गणेशोत्सव साजरा करण्याची प्रथा आहे. तथापि, आपापल्या चालीरीतींनुसार लोक दीड, दोन, पाच, सात किंवा कोणाकोणाकडे दहा दिवस हा उत्सव करतात. नंतर या मूर्तीचे विहीर, तलाव, नदी अथवा समुद्रामध्ये विसर्जन करण्यात येते


गणेश पूजन
भाद्रपद शुद्ध चतुर्थीच्या दिवशी गणपती मूर्ती घरी आणून तिची पूजा करतात म्हणून या दिवसाला गणेश चतुर्थी म्हणतात. प्रत्येक पक्षांतील चतुर्थीस विशिष्ट नावे आहेत. शुक्‍ल पक्षांतील चतुर्थीस विनायकी व कृष्ण पक्षांतील चतुर्थीस संकष्टी म्हणतात; पण संकष्टी जर मंगळवारी आली तर तिला अंगारकी म्हणतात. भाद्रपद व माघ महिन्यांतील चतुर्थी विशेष मानतात.

मुद्‌गल पुराणात कथा आहे ती अशी...एके दिवशी ब्रह्मदेव स्वस्थ बसले असता त्यांना जांभई आली. जांभईतून एक तेजस्वी पुरुष उत्पन्न झाला. त्याचे नाव "सिंदूर' असे ठेवण्यात आले. त्या सिंदूराला वर दिला, की तू ज्याला आलिंगन देशील तो मरेल. हा वर ऐकून तो सिंदूर ब्रह्मदेवासच आलिंगन देण्यास निघाला. सिंदूर आपणास मारण्यास येत असल्याचे पाहून ब्रह्मदेव रागावला. "तुला एकदंताच्या हातून मृत्यू येईल' असा शाप देऊन तो वैकुंठास पळून गेला. त्याच्या मागोमाग सिंदूरही वैकुंठास गेला. श्री विष्णूने सिंदुरास नम्रपणे "आम्ही तुला शरण आलो आहोत. तू शंकराकडे जा. तो सर्वांचा नाश करणारा आहे,' असे सांगितले. हे ऐकून सिंदूर कैलासाला गेला. तेथे शंकर ध्यानस्थ बसले होते. इतक्‍यात त्याचे लक्ष पार्वतीकडे गेले. त्या त्रैलोक्‍यसुंदरीला पाहून सिंदुरासूर तिला उचलून नेऊ लागला. त्या वेळी पार्वतीने गणपतीची स्तुती केली. गणपतीने प्रसन्न होऊन, "तुमच्या पोटी जन्म घेऊन सिंदूराचा वध करीन' असे अभयवचन दिले. वचनाप्रमाणे गणपतीने पार्वतीच्या उदरी प्रवेश केला. काही महिने गेल्यावर सिंदुरासुराने पार्वतीच्या उदरातील गर्भाच्या मस्तकाचा छेद करून ते मस्तक नर्मदा नदीत टाकून दिले. यावरूनच नर्मदा नदीचे पाणी व त्यातील दगड लाल झाले. त्या दगडांना "नर्मदागणपती' असे म्हणतात. पूर्ण दिवस भरल्यावर पार्वती प्रसूत झाली. परंतु त्या मुलाला मस्तक नव्हते. इकडे इंद्राचा ऐरावत मत्त झाला होता. त्याचे डोके श्रीविष्णूने कापून आणून मुलाला लावले. गजमुखामुळे त्याचे नाव "गजानन' ठेवण्यात आले. गजाननाने सिंदुरासुरास ठार मारून सर्वांवरील संकट नाहिसे केले, ते भाद्रपद शुद्ध चतुर्थीच्या दिवशी. म्हणून त्या दिवशी पूजा करण्याची चाल पडली.
धार्मिक विधि व रूढीभाद्रपद शुद्ध चतुर्थीच्या दिवशी पहाटे उठून सुगंधी तेल लावून स्नान करावे. आपापली नित्यकर्मे उरकावी. नंतर घरातील वडीलधाऱ्यांनी श्रीगणपतीची सोने, रुपे किंवा मातीची मूर्ती आणून पूर्व, पश्‍चिम किंवा उत्तर दिशेकडे तोंड करून ठेवावी. त्या ठिकाणी उत्तम प्रकारची आरास करावी, फुलझाडांच्या कुंड्या ठेवाव्या, रांगोळी घालावी, निरनिराळी फळे मांडून ठेवावी.पूजेसाठी रक्तचंदन, दूर्वा, सुवासिक फुले, तुळस (तुळस फक्त गणेश चतुर्थीच्या दिवशी वाहतात), केतकी, शमी, शेंदूर, निरनिराळी एकवीस प्रकारची पत्री, बुक्का व पंचामृत हे पदार्थ तयार करून ठेवावेत.
अशी तयारी झाल्यावर स्वत: अगर उपाध्यायाकडून पूजा म्हणवून महाभिषेक करवून भक्तिपूर्वक सोळा उपचारांनी (सोळा उपचार : आवाहन, आसन, अर्घ्य, आचमन, स्नान, वस्त्र, यज्ञोपवित, गंध, पुष्प, धूप, दीप, नैवेद्य, नमस्कार, प्रदक्षिणा व मंत्रपुष्प) पूजा करावी. नंतर आरत्या म्हणाव्यात. आरत्या म्हटल्यावर घरांतील लहान थोर मंडळींनी शमी वगैरे पदार्थ वाहावे व नमस्कार करावा. इतके झाल्यावर ब्राह्मणास मोदकाचे भोजन द्यावे. (गणपतीस मोदक फार प्रिय आहेत). भोजन झाल्यावर स्त्रियांनी गाणी म्हणावी, फुगड्या वगैरे खेळ खेळावे व लहान मुलांनी मनाला आनंद देणारे खेळ खेळावे. अशा रीतीने सर्व मंडळींनी तो दिवस मोठ्या आनंदात घालवावा. सायंकाळी इष्टमित्र बोलावून धूपारती करावी. शक्तीप्रमाणे दीड, पाच, सात अगर दहा दिवस गणपती ठेवावा. रोज त्रिकाल अगर दोन वेळा पूजा करून मोठ्या उत्साहाने उत्सव साजरा करावा. शेवटी त्या मूर्तीची उत्तरपूजा करून सर्वांच्या कल्याणाची मागणी करावी. नंतर पालखीत किंवा डोक्‍यावर मूर्ती घेऊन वाजत गाजत समुद्रात किंवा दुसऱ्या ठिकाणी नेऊन विसर्जन करावे.

Why you LOSE money in the stock market

Vetapalem Sridhar - September 14, 2007

You either get excited (greed) or scared (fear) when you think of equity (shares/ mutual funds) as an investment product. Let us try to understand the mystery surrounding this investment option.

You have heard or experienced the following about equity investments:

~ Returns can be made quickly in the stock market.
~ People can lose a lot of money in stocks.
~ Stocks are a very risky investment.
~ To make money you need to continuously buy and sell shares.
~ To make money in equity you must invest for the long term.

Let us try to understand why a lot of successful investors say that equity investments are for the long term. This is how the long-term approach to investing works:


Take for example any standard blue chip company (maybe the company you are working in). Find out what could be the annualised growth rate of this company for a period of at least 5 years.


A person who understands macroeconomics will be able to tell you that majority of the best companies in the country (assuming the current economic growth) will grow at a sustainable rate of around 15-20 per cent every year for the next 10 years and maybe around 12-15 per cent after that.

Dogs of the Sensex: A great stock picking strategy

Hence if you own part of these companies the value of your investments can grow at the same rate at which these companies grow. Remember that in an ideal situation the net profits and share price of a company are directly related. If profits increase, share price goes up and vice versa.

If you have understood this then making money in the stock market is not very difficult in the long run. It is only a matter of finding the companies that will grow at 15-20 per cent for the next 10-15 years and be invested in them. Here is the role that a specialist can play -- identify the best companies which can continue at 15-20 per cent for the next 10-15 years.

Why do people lose money in the stock market?

1. Investors need to keep track of the company that they are invested in. If there is some reason due to which the company may not be able to survive then you should not be a part of that company. But if you still continue to own part of such a company then you lose your money.

2. There are a lot of people who trade in the market. Take an example that a person has Rs 10 in her/his pocket. S/he buys and sells shares on the same day. Assume that s/he is allowed to buy shares worth Rs 100 even if s/he has Rs 10 with him. This is called leverage. With Rs 10 in your pocket you are busing/selling shares worth Rs 100. That gives you a leverage of 10.


The stock market being a dynamic place the prices of shares go up or down. Take for example that the share price goes down by 4 per cent by the end of the day. Now if you had shares worth Rs100 which has gone down by 4 per cent you suffer a loss of Rs 4.

A simple stock picking strategy that WORKS

That is, from the Rs 10 in your pocket you have to pay the Rs 4 loss. Hence you have lost 40 per cent of your capital in one day. This is what happens to most traders who use leverage for trading. And this is why you have heard stories of investors who have lost everything in the stock market.

Why do markets go up and down?

There are unlimited reasons for this. Let me throw some light on this. You all have heard that the 'Economy is booming' or 'There is a recession'. What it means is that the economy is either doing well or it is not doing well. If the economy is doing well then the growth rate of companies is very high (maybe 20-25 per cent annualised).

Hence people feel that if they are part of this company then their money can grow faster. Hence more and more people start to put more money in such companies. Hence the market value and the share price of these companies goes up. Such a phenomenon is called a bull market.

Similarly, if people feel that there may be a recession (leading to a drop in profits of companies) then the value of such companies goes down (bear market).

But it is a fact that good times or bad times never last forever. Hence the markets always go up and down.

The author is a Pune-based specialist in financial planning.

A wake-up call for India Inc

Shobhana Subramanian in New Delhi
September 13, 2007 09:49 IST

The most valuable insights in this book (Innovative India: Insights for the Thinking Manager ) come from the survey of the views of 100-odd managers in Indian firms. For instance, 71 per cent of the managers polled believe that innovation is one of the three most important sources of competitive advantage, but 64 per cent are disappointed with the outcome of the innovation efforts put in by their companies.

That should make managements sit up and take notice. Also, the fact that 60 per cent of the respondents feel that their organisations do not have clearly specified goals for new businesses or products, is worrying: in some firms, definitions tend to be fuzzy such as "regular new product launches" as opposed to, say, "six launches in the next twelve months".

Apparently there is a huge disconnect between CEO and the management on the importance of innovation; a young manager fired by a consumer goods company to specifically create new products, ends up totally frustrated because the CEO does not want to take any risks and doesn't allocate adequate resources for the manager to launch his initiatives.

The short point: CEOs, it appears, prefer to play it safe until it's too late. There's a study of how managements tend to be lethargic if they command the lion's share of the market, a case in point being Bajaj Auto [Get Quote] in the autorickshaws space.

Autorickshaw owners spoken to by the authors claimed the product had seen hardly any changes in design over the years, forcing them to invest fairly large sums to make the vehicle more comfortable and safe. This, despite the fact that the market is not a small one at 269,000 vehicles per annum.

Many companies believe that acquisitions can do the trick though the data on M&As are quite definitive; they do not work. However, it is possible that innovation and acquisition need not be mutually exclusive -- pharma and biotech firms for example have brought in new technologies and products thereby buying innovation capabilities, rather than growth.

The first-mover advantage has been debated and the authors point out that companies also need to adjust to the emergence of modern retailing, which allows consumers time to browse, making the recommendations of store owners less important.

That has to some extent eroded the advantage of gaining mindspace and letting the consumer get familiar with the concept of a new product or service. Also if one can afford to spend money, it's not too difficult to outshout the incumbent.

So, in today's highly competitive market, the first-mover advantage lasts only for a brief period and the objectives need to go well beyond that, taking into account the realities of the Indian market. Also, the authors point out, most innovation activity in India , at least till the recent past, was focused on richer households.

That would need to change, given that the largest market, in sheer size, is with middle income households. Of course there have been price warriors, Reliance Communications [Get Quote] for instance.

The case studies are somewhat disappointing For instance, the study on the toy industry -- why Indian companies have not ventured into the toy industry despite there being hordes of children in the country -- is more a case of risk aversion probably for valid reasons, rather than the lack of innovation.

The launch of Kaya skin clinics by Marico is a good example of a company moving into unchartered territory with a new service positioned innovatively.

The most interesting is the story of the regional manager, HR, EID Parry, who handled labour relations beautifully by making workers take an "Art of Living" course. It was a great idea and one that was difficult to execute, but over a few months, the course was taken by officers, workers and some of the workers' families.

The results were better than expected: productivity was up while gate meetings were down. New fora for exchanging ideas and information were established --something that did not seem possible earlier.

The survey has shown that the Indian model of innovation appears to be somewhere between the American and Japanese models where most parameters are concerned.

Much like in America, in India too strategy tends to flow from the top with the middle-management responsible for implementing rather than leading. And CEOs want big ideas and want them fast. Yet the culture appears similar to that of the Japanese in that hierarchy rules, seniors are to be respected regardless of the quality of their ideas and employees are expected to be workaholics.

Indeed, some of these findings could be an eye-opener for CEOs who may feel they're on the right path, but may be completely lost. As one case study shows, even Hindustan Unilever failed to understand Amul's strategy in the ice-cream market and was left out in the cold. Some of them might want to pick up a tip or two from the survey.

Web site abuse: Morgan Stanley in trouble

Web site abuse: Morgan Stanley in trouble
Thursday, 13 September , 2007, 10:15

Boston: Massachusetts Secretary of State William F. Galvin filed a civil complaint against Morgan Stanley and two of its Boston employees, accusing them of "dishonest" practices for allegedly using a job-search Internet site to find sales prospects.

The complaint says the company tapped into CareerBuilder.com for resumes, then cold-called people in violation of state and federal do-not-call laws and regulations.

In a statement responding to the complaint, Morgan Stanley said the charges "involve an isolated instance in one office involving a single financial advisor," and added that the company "takes its do-not-call obligations extremely seriously, has systems in place to prevent abuse, and trains its personnel to abide by all regulations."

The complaint says a Morgan Stanley financial advisor, Arlen Jay Fox, accessed more than a thousand resumes on CareerBuilder.com for the purpose of sales prospecting between August 2005 and December 2006.

The alleged use violated Morgan Stanley's contract with CareerBuilder, which limited the financial-services company's access and use of the resume information for hiring purposes only, the complaint says.

The complaint says "the resumes were chock-full of valuable information, such as employment history (suggesting potential sources of 401k transfers), recent salary levels and vital contact information, such as cell phone telephone numbers, that might not otherwise be published."

The complaint says the alleged cold calls to hundreds of CareerBuilder customers also violated national and state do-not-call laws.

According to Galvin's office, an assistant branch manager in the Boston office allowed Fox to use a management password to access resumes on CareerBuilder.

The complaint also names Michael Rhodes, a Boston branch manager, alleging that the branch tried to conceal the origin of the cold calls by keeping its "caller ID information hidden from the general public" in violation of New York Stock Exchange rules and regulations.

The Massachusetts securities regulators say the "over-emphasis" on a high number of sales calls came from Morgan Stanley at the national level. The company urged new financial advisers and trainers "to make a minimum of 100-200 'dials' per day to prospects," the complaint says.

Tax implications of ESOPs

If P Chidambarms fringe benifit tax is to be believed; very soon indian esop holders will have to pay tax on ESOP in advance with every vesting period. So what are tax implications so far till this new proposal gets debated in both houses of parliament & gets Shikka-Mortab'ed in FBT Esop Law.

Mergers, ESOPs and their tax implications
2006-07-17 13:00:05

Gaurav Taneja and Rajesh S, senior tax professionals with Ernst & Young have analysed below some of the important tax issues that are thrown up with respect to employee stock option plans ('ESOP' or "Plan') in the event of merger.

Corporate mergers have long been used globally to create larger businesses, become more competitive or just as a means of survival in today's dynamic environment. Many high profile mergers & acquisitions have grabbed our attentions in the recent past and the trend appears to be catching on. However, like all significant corporate actions, mergers also bring with them a plethora of regulatory requirements and tax implications. What we have analysed below are some of the important tax issues that are thrown up with respect to employee stock option plans ('ESOP' or "Plan') in the event of merger. The analysis presupposes a merger of two companies, each of which, prior to the merger, has ESOPs of their own.

Tax compliant planA conventional ESOP is taxable in the employee's hands at two points. The first point of taxation is when the employee exercises the options i.e. the shares of the company are transferred to him upon payment of the exercise price. The notional gain (quantified as the difference between the exercise price and the market price prevailing on date of exercise) is generally treated as salary income and taxed accordingly. The second point of taxation is when the employee sells the shares. The gains, if any, is taxed as short term or long term capital gains depending on the period for which the shares are held after exercise.

The Indian income tax laws provide concessional tax treatment for plans that are compliant with the specified Central Government Guidelines ('CG Guidelines') and have been filed with the specified income tax authorities. Plans compliant with CG Guidelines allow is subject to a single point taxation at the point when the shares arising from the exercise of options are disposed off by the employee with the full income being taxed as capital gains.

The CG Guidelines stipulate that no changes can be made in the plan after the plan has been filed with the income tax authorities. Interestingly, the CG Guidelines have not specifically indicated as to what constitutes a 'change' in the Plan, whether only material changes are covered and also whether a change would affect the qualification of the Plan only prospectively or even retroactively. In contrast, the Security and Exchange Board of India (SEBI) guidelines on ESOPs permit changes to be made in the plan provided it is not detrimental to the interests of the option holders. No such clarification has been provided in the CG Guidelines.

A merger often necessitates amendments in the existing plan(s). This may cause a hitherto CG Guidelines compliant Plan to become non-compliant with the loss of attendant tax benefits. The CG Guidelines should be amended, preferably with retrospective effect, permitting those changes that are necessitated by corporate actions like mergers or acquisitions or changes that are not detrimental to the existing option holders. This would go a long way in removing the current uncertainty that surrounds the applicability of CG Guidelines.

Exchange of options
Most mergers involve extinguishment of one company's shares and stock options in lieu of the other company's shares and stock options respectively. For the purposes of this article, we have restricted our analysis to tax issues arising in the context of an exchange of one company's stock options ('vested' and 'unvested') with the other company's stock options. In this connection, it is important to understand some of the tax provisions relating to capital gains, which are outlined below-


Capital asset
Under the Indian income tax laws, gains arising on transfer of a capital asset are made liable to capital gains tax. The term 'capital asset' has been defined to include 'property of any kind', subject to certain exceptions (i.e. stock in trade, personal effects excluding jewellery, agricultural bonds and certain bonds). Shares or securities are therefore typically regarded as capital assets. The term 'transfer' has been defined to include 'sale, exchange, relinquishment of the asset or the extinguishment of any rights therein.'

Capital gains exemption
Normally, exchange of capital assets will give rise to capital gains tax in India. However, the tax laws provide a specific exemption from capital gains tax for any transfer of shares by a shareholder of an amalgamating company, in a scheme of amalgamation, in exchange for shares in an Indian amalgamated company. Consequently, exchange of shares under a scheme of merger satisfying this exemption provision will not be liable to tax in India.

Unvested options
Unvested options are those that are not yet eligible for exercise. The capital gains exemption indicated above covers only exchange of shares and not options. An option remains unvested till such time the employee fulfils all the conditions necessary to become eligible to exercise the option. Hence, there is an element of contingency attached with the acquisition of the underlying asset (i.e. shares) in the case of unvested option. For example, if the employee quits the organization then he may not be eligible to exercise the options and convert them into shares. Moreover, the options, and specially unvested options, are generally neither transferable nor tradable and hence cannot be converted into money or money's worth. Consequently, it may be possible to argue that the unvested options will not qualify as 'capital asset' for the purposes of capital gains transaction and as such, there is no tax liability on exchange of one company's unvested options with the other company's unvested options, regardless of the ratio in which such exchanges are made.


Vested options
In the case of vested options, the employee is eligible to exercise the options and convert them into shares by tendering the exercise price. Since the employee has an almost assured right to the underlying shares, while it can be argued that vested options are not 'capital assets', exchange of vested options could be construed as 'transfer' of asset and may attract capital gains tax liability. However, the valuation of a vested option in terms of its cost of acquisition and sale consideration will present lot of practical difficulties. The other question that arises in relation to vested option is the period of holding to determine whether it qualifies as a long term or short-term asset. Share held for a period of more than 1 year will qualify as a long-term capital asset and subject to a concessional capital gains tax treatment. But, in the absence of a specific provision, it is not clear whether the same holding period (i.e. 1 year) can be extended to vested options though the underlying assets are shares of the company.

In the absence of clarity on these issues, it would be simpler and more tax efficient for the employee to exercise his vested options (if the terms of the Plan permit) on the eve of the merger and then receive shares in lieu thereof from the amalgamated entity. This could be a tax-free transaction, is specific circumstances as cited above.

The CG Guidelines were formulated to benefit employees by not taxing them on the notional gains at the time of exercise. Exchange of vested options with another set of vested options may, at best, provide gains which are again, purely notional. Hence, it would be unfair to tax a mere exchange of vested options and it would benefit the tax-payers if a suitable clarification to this effect was issued by the tax authorities.

Merger of foreign companies
It is also important to examine the tax position of ESOPs in case of merger of two foreign companies as many individuals who are working in Indian subsidiaries of foreign multinational companies are holding parent foreign company's shares by virtue of ESOPs. The exemption provided under Indian tax laws for exchange of assets in the event of merger is not available for shares held in such foreign companies. Consequently, in addition to the tax exposure on exchange of vested/unvested options, it appears that employees could be held liable for exchange of shares between foreign companies. This creates an inequitable situation between employees holding shares of an Indian company vis-à-vis employees holding shares of a foreign company and appropriate remedy should be framed under the tax laws to remove this disparity.

OECD guidelines
Mergers, being a global phenomenon, bring about cross border taxation issues, namely double taxation issues, with respect to ESOP. It is interesting to note that the Organisation for Economic Co-operation and Development (OECD) has commented on the issue of double taxation on account of alienation of stock options as a result of a merger or acquisition in case of mobile employees (i.e. employees who are residents in one country but working in various other countries). Since the point of taxation and characterization of income could differ in each country it has suggested that there should be proper mechanism to provide foreign tax credit in such a scenario.

In conclusion...
Considering the above, it would seem that there are still a lot of grey areas regarding tax implications of ESOPs on account of mergers. As can be discerned, there are many issues, which are left open to interpretation and would require a critical analysis of the facts and circumstances to arrive at an appropriate conclusion. Though the law cannot provide regulations for each and every aspect, considering that mergers and ESOPs are truly the flavour of the day, it would be appropriate if the tax laws and double taxation av oidance agreements become better equipped to deal with these issues.

Source : Moneycontrol.com
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Tax implications of ESOPs
T. Banusekar | Wednesday, 12 September , 2007, 15:43

I work in a multinational company in India. The parent company of my employer is in the US and the shares of the said company are listed in the New York stock exchange. The parent company has allotted shares to me under a stock option scheme in February 2005. I paid no money for the options. The options were sold and the difference between the sale price and the grant price was paid to me in rupees. What is my tax liability in respect of the same? - S. Murugan

Section 17(2) as it stood at the relevant point in time provided that employees stock option shall not be regarded as a perquisite and taxed in the hands of the employees if the scheme or plan was in accordance with the guidelines issued in this behalf by the Central Government.



Given that the stock options were given to you by the US parent company, it is very unlikely that the same is in accordance with the guidelines issued by the Central Government.

Therefore, the difference between the market value as on the date of exercise of the option and the price at which the shares were allotted to you will be treated as a perquisite and would be taxable under the head salary in your hands at the normal rate of tax. The difference between the selling price and the market price as on the date of exercise of option (duly indexed if the gain is long-term) will be taxed as capital gains in your hands.

I was allotted 1,875 shares of my employer company under an Employees Stock Option Scheme. The shares are listed on Nasdaq. The shares have vested with me from May 2004 on the basis of 52.083 shares per month. In May 2007, my employer company was acquired by an European company. Since then, no shares have been vested with me under the scheme, as a result of a fresh understanding with the employer. What are the fringe benefit tax implications of the stock options that I hold so far? - Jatin Kikani

The Finance Act 2007 has amended the provisions relating to fringe benefit tax to provide that employees stock option and sweat equity will be subject to fringe benefit tax.

Section 115WB (1)(d) provides for the same to be subject to fringe benefit tax at the time of allotment or transfer.

The value of the same is to be taken on the basis of the fair market value on the date on which the option vests with the employee as reduced by the amount actually paid or recovered from the employee in respect of the same.

The fair market value is to be determined in accordance with the method that may be prescribed by the board. It may be noted that the charge arises on allotment or transfer of the said shares to the employees. It may also be noted that these provisions are applicable from April 1, 2007.

Therefore, fringe benefit tax will be payable in respect of the employees stock options.

Fringe benefit tax is normally payable by the employer but it may also be seen that

Section 115WKA provides that it will be legal for an employer to recover the fringe benefit tax from an employee even where the agreement or scheme was made prior to April 1, 2007.

I presently reside at New Delhi where I am employed. I have taken a housing loan to purchase a house in Kolkata. I stay in a rented house in New Delhi. Will it be possible for me to claim the exemption in respect of HRA that I receive from my employer? - Ranjan Bhattacharya

Section 10(13A) allows an exemption in respect of HRA provided the employee is in receipt of HRA and where he is actually paying rent for an accommodation occupied by him.

In your case there should therefore be no difficulty in the claim of exemption u/s10(13A).

The fact that you own a house in Kolkata will in no way affect your claim for exemption u/s.10(13A).

I am running a training institute in India and I provide training services to consultants in the US. This training is provided to them Online. The payments are made to me into my bank account in India. Are the sums I receive for such training provided taxable in India and if so at what rate is it taxable?- Kali

The sums received by you for providing training online to consultants in the US and credited into your bank account in India will be taxable in India.

This income will be taxable at the normal rates of tax applicable to an individual.

When my wife was employed she took a housing loan from her employer to purchase a house in her name. The tax benefits in respect of the repayment of the loan and the interest thereon were claimed by her as a deduction. After my wife resigned her job, the housing loan was transferred to a bank where both my wife and I jointly obtained the loan. Since then I have been paying the EMI out of my salary. Can I claim the tax benefits in respect of the EMI paid by me? - Anand Bhat

Apparently the fact that your wife has claimed the tax benefits on the repayment of the earlier loan taken from her employer and the interest thereon coupled with the fact that the house was registered in her name go to show that she is the real owner of the house.

Hence it will not be possible for you to claim the tax benefits in respect of the EMI paid by you, merely because of the fact that the same is paid out of your income.

Azim Premji on globalisation


"The world's richest Muslim entrepreneur defies conventional wisdom about Islamic tycoons, he doesn't hail from the Persian Gulf, he didn't make his money in petroleum, and he definitely doesn't wear his faith on his sleeve."
Washington: Wall Street Journal - Wednesday, 12 September , 2007, 12:40

That's how the Wall Street Journal describes Azim Premji, Chairman & CEO of Wipro Technologies, one of the largest software companies in India, in a story about 'How a Muslim Billionaire Thrives in Hindu India.'

He has tapped India's abundant engineering talent to transform a family vegetable oil firm, Wipro Ltd, into a technology and outsourcing giant, notes the influential US financial daily.

By serving Western manufacturers, airlines and utilities, the company has brought Premji a fortune of some $17 billion, believed to be greater than that of any other Muslim outside of Persian Gulf royalty, it notes.

Such success, Premji says in an interview with the Journal, shows that globalisation is turning into 'two-way traffic' that can bring tangible benefits to developing countries.

Premji's rise is already inspiring some Indian Muslims to embrace the modern, globalised world, the Journal says yet, to many in India's Muslim community, Premji's enormous wealth, far from being inspiring, shows that success comes at a price the truly faithful cannot accept.



But unlike some Muslim community leaders, Premji bristles impatiently when the plight of the broader Muslim populace is cited.

"This whole issue of Hindu-Muslim in India is completely overhyped," the 62-year-old executive says as cited by the Journal.

Premji's private philanthropy is dispensed through a foundation that's managed by a Hindu former Wipro executive and cuts across religious lines.

After the September 11, 2001, terrorist attacks, US officials asked the Aziz Premji Foundation to help start an education programme that would instill moderate values in Islamic schools. The foundation declined the religion-focused project, according to its chief executive, because 'we are working for all.'

Premji, the Journal said, scoffed at the idea he should display his Muslim identity or champion the cause of Muslim advancement in India.

"We've always seen ourselves as Indian. We've never seen ourselves as Hindus, or Muslims, or Christians or Buddhists," he was quoted as saying.

As a prominent Muslim businessman in the 1940s, Premji's late father, MH Premji, faced repeated requests for support from Pakistan's fiery founder, Mohammed Ali Jinnah, who offered the father a cabinet minister job in the new Muslim country.

But the Premji family didn't believe in a religious state, and refused to move.

"We did not think in these terms," Premji says as cited by the Journal. "There were roots in India, there were roots in Bombay. Why should one in any way dislodge these roots?"

While India's Muslim groups complain about facing daily discrimination, Premji says the only time he has been singled out because of his Muslim heritage wasn't in India but at a US airport shortly after 9/11.

In doing business in India, he maintains, "I don't think being a Muslim or being a non-Muslim has been an advantage or disadvantage. It's just been based on the merits of the opportunities."

As Wipro becomes a global powerhouse, company officials say they seek to hire the best regardless of creed. "All our hiring staff are trained to interview in English," Premji is quoted as saying. "They're trained to look for Westernised segments because we deal with global customers."

Global Military Spending


The Military Balance 2007 estimates world military expenditure in 2005 to have been approximately $1.2 trillion. A plausible estimate for current world spending is $1.35 trillion. By contrast, the SIPRI yearbook estimates 2006 world expenditure to have been around $1.2 trillion. The estimates differ largely because The Military Balance relies more heavily on Purchasing Power Parity when comparing nations’ expenditures, while the SIPRI volume uses exchange rates.


If we go by SIPRI figures, the global military spending amounts to about 2.5 percent of the world GDP. This is, however, still less than the peak Cold War numbers, which reached a peak in the late 1980s, when spending (adjusted for inflation) went past $1.6 trillion a year. After the Cold War ended in 1991, worldwide spending fell by nearly half, to about $900 billion a year.


Whereas the United States accounted for 28 percent of world defense expenditures in 1986 and 34 percent in 1994, it today accounts for approximately 50 percent. The $647.3 billion US defence budget (excluding around $215 billion for homeland security, veterans’ affairs and outstanding 2007 war costs) represents a 75 percent real increase over the post-Cold War low-point in US defense spending, which occurred in 1996. Today’s US defence expenditures are higher in inflation-adjusted terms than peak spending during the Vietnam and Korean wars — as well as higher than during the Reagan buildup.


In comparison, all of Europe has an annual defence expenditure of over $200 billion; all of Asia, about the same; the Middle East, over $100 billion; while Africa and the rest of the Americas account for another $30 billion or so. [The Indian defence budget for the year 2007-08 is approximately $23 billion.]


During the Cold War, there were over a hundred million people under arms; there are fewer than 40 million people under arms now. Then, factories turned out thousands of tanks, hundreds of warplanes and dozens of warships each year. Now, tank production rarely exceeds a few hundred a year, with annual warplane production of less than a hundred a year, and only a handful of warships being produced every year. It should mean that a major portion of global defence spending is not on buying weapons, but on payroll, benefits and materials. But the legacy of cold war ensures that it is not so; piles of surplus tanks, warplanes, warships and weapon platforms left after the cold war continue to be transacted in the global arms market even today.


There is little solace, if any, in the words of Dwight D. Eisenhower


Every gun that is made, every warship launched, every rocket fired signifies in the final sense, a theft from those who hunger and are not fed, those who are cold and are not clothed. This world in arms is not spending money alone. It is spending the sweat of its laborers, the genius of its scientists, the hopes of its children. This is not a way of life at all in any true sense. Under the clouds of war, it is humanity hanging on a cross of iron.


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http://indianeconomy.org/2007/08/18/global-military-spending/