Skip to content


The Abuse of the Inland Letter

The blue inland letter evokes warm feelings.  Those who lived in hostels would know personal letters from family and friends would usually come in those inland letters.

Private. Economical. Lengthy enough to convey the message.

The very same virtues of the Inland Letter seen by middle-class Indian families  is being seen by Corporates now. What started off last year as a oneoff case, has become the norm this year. Premium notices from Insurance companies, Dividend information, IPO allotment information, Notices for AGM to shareholders etc which earlier used to come in envelopes are now being sent in Inland Letter cards.

The Blue Inland letter instead of evoking warm feelings, now evoke feelings of disgust, reserved for junk mail.

With companies in cost-cutting mode, every rupee saved helps. An inland letter postage is Rs 2.50 as against Rs 5.00 postage for an envelope. In addition, there are savings on stationery.

The cost of delivering a letter from one-point to another in India is the same , whether it is an Inland letter or an envelope. Government through India Post subsidises the Inland Letter postage.

When Television competitions were abusing the low cost of post-cards, the postal department came up with a separate category of postcards called competition post-cards, which was priced much higher than the ordinary post card.

As the government subsidises the postage on the Inland Letter, the government should check this abuse and come up with a separate category of Inland Letter for Business use in a different colour.

The Blue Inland Letter should get back to its original use for personal mails only.

Posted in Anti-matter.

No comments



Stock picks arising out of the Natural Gas glut

Until recently, the supply of natural gas in India was far less than demand. As against a demand of 120mmscmd the supply was only 70mmscmd. Power and fertilizer plants are the largest consumer of natural gas.  The poor supply forced closure of many plants which used natural gas as a fuel. Also, many plants were operating far below their rated capacities or used alternate more expensive fuels like naphtha or furnace oil.

In the last four months with the Reliance KG basin gas production picking up upto 80mmscmd, the shortage has got overnight turned into a glut. Due to the uncertainty and the normal delays of large projects, the downstream power and fertilizer units have not been commissioned. Thus, the gas producers like Reliance are suddenly faced with a situation of having to market Natural Gas. They are trying to find new users and uses.

Unlike, the power and fertilizer plants whose gestation periods are long, the conversion of buses and four wheelers to Compressed Natural Gas(CNG) is quicker. Similarly, industries which are close to the gas networks in South, West and Delhi can easily switch to natural gas. For both auto and industrial use, besides the ‘green’ reasons, there are clear economic benefits of switching to Natural Gas.

The immediate beneficiaries of increased supply in Natural Gas are the gas network and gas transportation companies. The largest player in this business is GAIL. Indrapastha Gas which markets natural gas in the National Capital Region will also benefit by the superior supply. Gujarat State Petronet Ltd and Gujarat Gas who own and market natural gas in Gujarat state will also gain with the increased supply of natural gas.

A quick look at the numbers of Gujarat State Petronet’s results throws light on the strong correlation between the gas volumes and the EPS. Between Q 1 2009 to Q1 2010, the volume of gas transported increased from 1638 mmscm to 2304 mmscm, an increase of about 45%. During the same period the EPS increased from 0.58 to 1.43 rs per share, an increase of over 140%.

In addition to the short term benefits arising out of this glut, natural gas in India is a long term story. As spoken by Vijay Kelkar in a lecture delivered recently, 

Natural gas will be the key driver of the global economy for this century. What oil was for the 20th century, natural gas will be for the 21st century. If the supply of gas is abundant, India's demand can even grow more, probably exceeding 500 mmscmd.

As most of the natural gas related stocks mentioned above have run-up by over 50-60% in the current stockmarket rally, my picks at current prices are Indraprastha Gas and GAIL. Gujarat State Petronet is richly valued at current prices.

PS: I got a lot of insights into the gas market while talking to a friend who is a senior executive in one of the gas companies. I am not quoting his name for obvious reasons. My thanks to him.  

Posted in Money Matters.

No comments



Ingenious methods of graft

For ‘aam aadmi’ it is common knowledge that the party and politicians in power use their position to amass large amounts of money. Yet, the modus operandi is not easily known.

One ingenious method for raising money that has come to light in Andhra Pradesh is using share premium account. It is well known that the late CM’s son has business interests. His son  has a media business in TV and newpapers, which is operational, hence visible. Besides the media business, he floated a cement company and a steel company. The cement and steel companies are yet to be operational.

The media, steel and cement companies issued shares to the promoters, namely the family, at par. Then the same companies sold at huge premiums often 100-500x times the share value to other investors. On the strength of these investments the media business was valued at Rs 3500 crore in 2008.These investors were large real estate, construction and other AP based firms. These investors perhaps, invested large amounts of money and gave such valuations to shell companies or yet-to-be executed projects with the hope or explicit knowledge that the returns for the investment will come not from the projects per-se but through other considerations. The considerations could be anything like concessional land, government contracts, tax concessions etc, which only a person in power can give.

There is nothing unethical about issuing shares at a premium. Share valuations by definition have an element of subjectivity. Many angel investors back greenhorn entrepreneurs, based on instinct. It is just incidental that the entrepreneur here had a very powerful father. Now, if the returns do not come through, they will be written off as bad investments in their books. If these investments have been made by public limited companies, as indeed many are, then it is the minority shareholder who loses.

Posted in Anti-matter.

No comments



Looking back at investment in TCS IPO

It is five years since TCS brought its IPO. TCS brought out its IPO in August 2004. Each Re 1  share was priced at Rs 850. The current price of TCS in September 2009 is Rs 560 per share. Actually, 1 share issued in 2004, has become four shares in 2009, due to two 1:1 bonus issues in 2006 and 2009.

An investment of Rs 85,000 for 100 shares has become Rs 224,000 after five years. The investment has become 2.6x. A simple return of 160% in five years or a return of 21 % per annum compounded annually. In addition, the investment has earned Rs 9,500 in the form of dividends. TCS gives a regular quarterly dividend and at any time during the year, the yield is nearly 3%. This makes the return as 24 %p.a

In comparison to investments in fixed income instruments like bank fixed deposits or post office instruments, the return given by TCS share has been excellent. Investors who took loans at 8-10% p.a to invest in the TCS IPO have also been amply rewarded by a surplus return in excess of their interest costs.

However, TCS stock has underperformed the broader index, BSE Sensex. In August 2004, the Sensex was 4800 and in Sept 2009, it is ruling at 16200. The Sensex has become 3.3x, whereas TCS has become 2.6x only. TCS has been moving largely in line with the Sensex. TCS showed a life-time high of Rs 1327 (  eqvt to Rs 663 after 1:1 bonus) in January 2007. After Jan 2007, it started declining while Sensex peaked at Jan 2008. The TCS stock hit a lifetime low of Rs 425 ( eqvt to Rs 212 after 1:1 bonus) in March 2009. Where the BSE Sensex recovered from 7800 to 16,200, TCS stock has recovered much faster and touched its current price of Rs 560/-. 

The investors who would have exited at January 2007 high levels have made the best out of TCS investments. Those who held on to the TCS stock throughout have also not been let-down.

Like the company , the TCS stock is also a steady performer, nothing spectacular but not a dud either.

In the last five years, the revenues of TCS has been growing at a CARG of 23.5%. The growth outlook for 2009-10 is not very bright. Many analysts are of the view that the boom days of the Indian IT industry is over.

 Therefore,how the TCS stock will perform in future, only time will tell.

Posted in Money Matters.

5 comments



How much land does an IT company need ?

Leo Tolstoy wrote a famous short story “How much land does a man need ?” Pahom, the hero of the short story, a farmer by trade laments that “Our only trouble is that we don’t have land enough.” Later in the story. he meets Bashkir, a rich landlord.  Bashkir gives him an offer that he can take as much land as he can for 1000 roubles per day, as long as he is able to return at sunset to the point where he started in the morning. Else, he would lose the money. Pahom takes up the challenge and starts his run in the morning, with the hope that he would be able to do 35 miles, marking with his spade at different places a big square in the priarie. Pahom gets greedy and  he sees the sun setting and runs like crazy. He reaches the point where he started, but falls dead. He is buried by Bashkir’s servant there. Tolstoy ends the story saying, “Six feet from his head to his heels was all he needed.”

If people were greedy for land in Tolstoy’s Russia, so they are in 21st century India. News has just come that West Bengal government has called off the proposed IT park in Rajarhat because of land disputes. The Telgraph reports that :

Yesterday, the Bengal government had scrapped its ambitious IT park project on the outskirts of Calcutta, where tech majors such as Wipro and Infosys were supposed to set up shop. The proposed project was shelved following allegations of irregularities in land acquisition, fuelled by the recent Vedic Village fiasco. The IT township would have led to Infosys' entry into Bengal and Wipro's expansion in the state.

Last year, Infosys and Wipro had said that they proposed to invest Rs 500 crore each in the IT park, and together employ over 10,000 professionals

On the same subject, Indian Express reports that

 To the list of projects the West Bengal government has put in deep freeze after its electoral rout, another one got added today: a 600-acre IT park in Rajarhat meant to accommodate Infosys.

State IT Minister Debesh Das admitted that 90 acres had been earmarked for Infosys in the IT park which is now on hold as a direct fallout of the Vedic Village Spa and Resort controversy.

It is unfortunate that this project has been shelved. West Bengal and Kolkata needs investment and jobs. Infosys and Wipro were willing to invest, but the question was land. The question to ask is like Pahom did they get greedy by asking too much land.

A Consultant working in a well-known international real estate consultancy firm who advises many IT companies regarding their office requirements told me that 1 acre of land is equal to 43,560 sq ft. Current building regulations allow an FSI(Floor space index) of 2. i.e, a builder can construct 87,120 sq ft of office space. The norm for office space requirements is 100 sq.ft per employee for IT companies and 80 sq.ft per employee for BPO. Even one takes 100 sq.ft per employee as the norm, 1 acre of land can accommodate 871 employees.

The newspaper reports mentions that Infosys and Wipro were slated to generate 10,000 jobs in the proposed IT Park. Using 871 employees per acre, which we have arrived at above, for 10,000 employees, they would have required 11.5 acres. Even if these IT companies want to have a beautiful campus and keep some land vacant for future growth. Wipro and Infosys together would require no more than 25 acres. Infosys alone has asked for 90 acres. Isn’t it being greedy ?

The Indian IT majors like Infosys and Wipro who cater mostly to US clients, want to create American style campuses in India at Indian costs. US is four times larger than India and has one-fourth of Indian population. Per capita land available to an American is sixteen times of an Indian. In a land scare country like India, India can ill-afford such luxuries. Would the IT companies be willing to go to the barren hinterlands of MP and Rajasthan where there is lot of barren land , where they can create such campuses ? They will not. They want international airports and a thriving city around from which they can draw a lot of manpower. Unlike PSUs,who create a colony for their employees in remote places and create urban infrastructure, IT companies steer clear of adding such overheads to protect their margins.  

The size of the proposed IT park at Rajarhat was 600 acres.If optimally constructed this would have created office space of over 50 Million sq.ft.Using the above formula, this would have accommodated over 500,000 employees. The entire Kolkata software industry in Saltlec Sector 5 is today only 50,000 employees. If the government and the industry were assuming that the IT/BPO industry would grow 10X just by providing space and bringing in big companies like Infosys, at a time when the industry growing at less then 15% p.a, they were being stupid.

I do not think the government and industry were being stupid. The industry was plain greedy and exploiting the ignorance of the people. The IT industry majors like Infosys by showing the carrots of jobs and investment to government have taken land at subsidised rates, much more than they really need.

In other cities like Chennai, Bangalore, Hyderabad also the IT majors have taken up huge plots of land for IT-SEZs. In these cities, possibly the government exchequer has lost due to the subsidies, but people may not have lost much because they are non-agricultural land. In a land-scarce city like Kolkata and West Bengal where there is very little barren non-agricultural land, the scale of the proposed IT Park at Rajarhat was unwarranted.

The IT companies were greedy and trying to bargain for large parcels of land much more than perhaps they would ever need. The WB government and its planners should not have played to their tune. They should should have asked themselves this question. 

How much land does an IT company need ? Fifty square feet per employee is all they need.    

 

Posted in Anti-matter.

No comments



Jet Airways : Fall of the Mighty

 

 

 

 

 

 

The newspapers and TV channels have been carrying headline news about how thousands of passengers have been left stranded in airports due to cancellation of 186 Jet airways flights yesterday. The flights got cancelled because 360 pilots reported sick

The flash strike by the Jet pilots is just a symptom of the larger problem that Jet Airways is in. It is a manifestation of the sickness that Jet Airways has got into. If I look at Jet through the model  propounded by Jim Collins in his latest book “How the Mighty Fall”,  then it is showing many signs of being in an advanced stage of failure.

In this book, the author Jim Collins based on a study of many large companies, proposes that most companies who fail, go through five stages. The diagram given above describes these five stages of failure. Let us look at each of these stages in the case of Jet.

Stage 1:- Hubris Born of Success ;- Jet Airways was very successful and became the market-leader in Indian aviation till 2006-07. It redefined customer service and was the toast of the business passengers. It is the sole surviving private airline among the many which were launched in the 1990s. It also made reasonably good profits till 2005-06. In 2005-06, it made a profit of Rs 452 crore on a turnover of Rs 6,088 crore. The success bred arrogance, which Collins calls hubris.

Stage 2-Undisciplined Pursuit of More :- From 2005-06 onwards when the domestic aviation market was growing fast, Jet like other airlines expanded its fleet and network. In the eagerness to grab marketshare it bought Sahara in 2007.By the admission of Jet Airways CEO Wolfgang ProckSchaeur in Business World, “We have expanded rather fast.”

Stage 3-Denial of Risk and Peril :- From early 2007 onwards the operating environment of the aviation industry has been very negative. The price of crude started going up and touched its peak of 147 $ in July 2008. The competition in the sector was severe and thanks to the slowing down of the economy, the utilisation rates of Jet fell. Jet management behaved as if it was a temporary problem. They launched their international flights. They renamed Sahara as Jet Lite. Yet it continued to make losses quarter-after-quarter.

Stage 4- Grasping for Salvation :- Using the Collins model we can say with reasonable degree of confidence that Jet is currently in Stage 4. This is a fairly advanced stage after which redemption is rather diffcult.

A look at the ‘Markers for Stage 4″ for Jet is in order here.

  • A series of silver bullets :- Jet tried a number of dramatic, big moves like launch of the International service. Even though it was a full-service carrier , it tried to position Jetlite as a low-cost carrier and hoped it will come out of this. It also launched Jet Konnect as a new service, which was neither full-serive or a low-cost. Now, the silver bullet is a 600 Mn $ cost reduction programme.
  • Panic and haste :- Collins says that instead of being calm, deliberate and disciplined, people exhibit hasty, reactive behaviour bordering on panic. in 2008, when Jet fired 1.900 staffers at one go and then with government pressure Naresh Goyal, Chairman, Jet  made a spectacle of himself when he took the back. Clear demonstration of haste and panic. BusinessWorld  reports that based on some insights, Jet Konnect was concieved in a four-hour brainstorming session. It may well be a record time for launch of any new brand, says BW.
  • Confusion and cynicism:- The flash strike by the pilots stems out of the cynicism and absence of trust in the management. They want to form a pilots union to negotiate their case, which the management is responding by sacking the pilots leading the union. Passengers are totally confused whether Jet is a full-service carrier, low-cost carrier or something in-between. Their drop in service standards has led many long-standing Jet Privilege (JP) customers to shift allegiance to other airlines.
  • Chronic restructuring and erosion of financial strength ;- Jet has been making losses since the last eight quarters. It has a huge debt burden of 3 Billion $. It has not been able to raise any equity since its IPO in 2005.

Stage 5 - Capitulation to irrelevance or death ;- This is the last stage of failure. There have been very few instances in business history where companies have recovered and renewed themselves after reaching Stage 4. Xerox is one such case.

 

Will Jet Airways be able to pull itself out of the mess ? Will Jet xerox Xerox ?

 

The odds are clearly stacked against Jet.

 

 

 

PS : Readers are advised to redeem their JP Miles at the earliest. They may be worthless before you know.

 

 

Posted in News analysis.

No comments



Entrepreneurial activity in education

Last week I attended the eIndia 2009 conference at Hyderabad. As a part of the event, there was an exhibition. One quick round of the exhibition and one cannot but see the large number of companies and start-ups in the digital  learning space. Most of these companies are focussed in providing computer and internet aided learning support to secondary school and coaching for IIT and other entrances. HCL Digischool, NIIT eGuru, topchalks, Learningmate, Edurite are some of the names I can recall seeing there.

It seems the success of Educomp, whose share prices rule over Rs 4000, has triggered many start-ups in this space. The poor man’s Educomp, Everonn Systems, also had a big stall in the exhibition. The rush to enter this space is not unlike the boom computer education, seen in the ’90s, after the success of NIIT.

BusinessWorld reports that the private equity investors are also very keen to fund education ventures.

From a sleepy segment, which was the bastion of bureaucrats and an obstinate government unwilling to loosen its grip, education seems to be transforming into a hot sector, luring entrepreneurs on the one hand and private equity (PE) funds on the other. In the past few months, at least four education companies have received equity funding from PE players adding up to about Rs 300 crore.

The biggest investment came from Matrix Partners India, which pumped in Rs 100 crore for a 16 per cent stake in Delhi-based FIITJEE, which prepares students for IIT entrance examinations. Franklin Templeton, another PE player, invested Rs 50 crore in Kota-based Career Point. Delhi-based Career Launcher received Rs 50 crore from Intel Capital. Helix Investments acquired a 30 per cent stake in Mumbai-based Mahesh Tutorials for Rs 60 crore. Helix put in another Rs 50 crore in Mumbai-based e-learning solutions provider LearningMate Solutions. A key reason why PE funds have invested in the coaching segment is that coaching institutes remain outside the purview of the regulatory framework because they do not provide degrees or certificates

The entrepreneurs and investors are finding niches in the education sector which is outside of the regulatory framework, where for-profit enterprises could be setup. Education is big business in India, but the government does not want to admit it. It is time the Minister of HRD, opens up education to private sector for for-profit enterprises. This will remove the hypocrisy surrounding the education business and allow good promoters to enter education without using questionable structures like not-for-profit trusts or societies to setup schools and colleges. So investment will come into the areas which needs huge investments rather than just the profitable niches.   

Posted in Business of Education.

No comments



Business Quiz

Here are some interesting questions from the Tata Crucible, Hyderabad round held on 29th August.

 Q1.  Who said  “We had a lot of money but at some point you have to use it. Otherwise, it is like saving up sex for your old age.”

Answer : Warren Buffett after he invested 24 Bn $ in 9 months of 2008

Q2. Which Bollywood star has appointed senior journalist and internet marketing person, Flynn Remedios as her official spokesperson.

Ans : Rakhi Sawant

Q3.  Which management thinker said ” Today’s solutions are tomorrow’s problems.”

Ans. Peter Senge

Q4. The first issue of this paper was published in 1791, by W.S.Bourne. It is the world’s first Sunday newspaper. Name it.

Ans. The Observer

Q5. This iconic brand was acquired by the Chinese company Tengzhong Heavy Industry machinery com in 2009. Name this brand.

Ans . Hummer

Q 6. Which designer used to host a TV show called ” The Cut” where the winner used to win a dress cusom designed by the designer himself.

Ans . Tommy Hilfiger

Q7. Which book titled ” The Professor and the Madman” by W.C.Minor and James Murray was about the making of another famous book. Name the book.

Ans. Oxford English dictionary

Q8. Lt John McCreedy while returning from a balloon expedition complained ” I almost became blind”. Which international brand came out of this comment.

Ans. Ray-Ban

Q9. This was invented in USA during the great depression by an unemployed Architect Albert Butts. What did he invent /

Ans. Scrabble

Q10. First introduced in 1879 by Thomas Delaurus. It was 1/4 anna for doemstic use and 1 and 1/2 anna for affiliated countries. What are we talking about?

Ans. Post Card

Q11. This company began its operations in India in 1928 and closed it down in 1954. They reentered India in 1994 as a joint venture with C.K.Birla. Which international company is it ?

 Ans. General Motors

 Q 12. After the Korean war, US Army officers left something  behind especially to irritate the Koreans. This product was made in Extra Large but was marked "Medium, Made in USA.". Name the product.

 Ans. Condoms.

Posted in Trivia Bank.

No comments



Subhash Chandra : The serial entrepreneur par excellence

On CNBC TV18, I had the opportunity to see a rare interview of Subhash Chandra by Vir Sanghvi. It is hard to say what is the real business of Subhash Chandra. Most people refer to him as a media mogul, but that hardly does justice to his interests in variety of businesses, which form part of the Essel group. Managing a diversified conglomerate is not such a unique distinction. What sets apart Subhash Chandra from the rest is that he was the pioneer in most categories and he saw opportunities in new areas, which was not visible to many established business houses.

Born in a business family in Haryana, Chandra’s family was engaged in rice trading. When Subhash Chandra took the reins of the family business, the family was in debt of Rs five lakhs. He along with his brothers got into rice trading and exports. His company used to procure and supply rice to Food Corporation of India. He earned a fortune exporting rice to Russia. On asking pointedly by the interviewer, did he really make a huge fortune in that contract. He admitted that in 1983, there was an income tax claim of Rs 150 crore on his company.

He invested the capital created to enter the packaging business. Essel packaging was the first company in India to introduce laminated tubes for packaging toothpastes. Seemingly, packaging appears far removed from rice trading. Yet, Mr Chandra informed that while storing rice in open yards, he got exposed to variety of packaging materials and caught his attention. Today, Essel packaging is a world leader in laminated tubes with factories in all the five continents. It has a 38 % marketshare in toothpaste packaging worldwide.

 

The next venture of Subhash Chandra was Esselworld, India's first amusement park. Although not very profitable, this gave him an insight into the family entertainment business, which had a big role in days to come. He  confessed in the interview that the Maharashtra government of the day was very oppressive and bureaucratic, compelling him to look outside the amusement park business for growth. He wanted to enter a business where there will be minimum hindrance between the entertainer and the entertained. This made him look at the television business.

 

Zee TV was the first Indian language channel on the satellite television. This went on to be a huge success. Subhash Chandra and ZEE did face a lot of difficulties in dealing with Rupert Murdoch and later even broke away from STAR. Zee lost its pole position in the General entertainment space in Hindi to Star Plus. Even today it is among the top 3 GE channel along with Star Plus and Colors. Zee TV network today has over 15 channels in many languages and as per Subhash Chandra, as a network they have the largest number of viewers and market-share in India.

 

Not content to sit on his laurels, after the Zee success, Subhash Chandra wanted to enter the satellite communications business, through Agrani. This was around the time when Motorola was launching the Iridium project. This technology had its inherent problems and could not compete with the cellular phone. Although Agrani, never saw the light of the day, this experiment led to his entering the Direct-to-home TV business, through Dish TV. Once again, the first private business house to enter the DTH business. Among all the listed companies of Essel Group,  Dish TV has the highest market capitalization.

 

Subhash Chandra also pioneered the online lottery in India. Playwin had its brief period of success, later got mired in various legal troubles, as many states banned lotteries.

 

Essel group also has a moderately successful newspaper in DNA. It has been able to make a mark of its own in the crowded space. Subhash Chandra claims that during this recessionary times, DNA is doing better than others because of its low adevertising tariffs.

 

One failure that may be causing Subhash Chandra a great deal of heartburn must be the Indian Cricket League (ICL). ICL had most of the ingredients to become hugely successful, except for the blessings of BCCI. Indian Premier League (IPL) which has borrowed many ideas from ICL has been a monster hit, in its two editions. Through means, fair and foul, ICL has been decimated by BCCI, so much so, that some of the best players it had contracted have left ICL. Subhash Chandra could have become the Kerry Packer of India if ICL had become successful. Nobody can refute that ICL was the first T20 league in India and credit must go to Subhash Chandra. 

 

Now, Chandra is itching to move on to something more exciting. He is also keen to enter businesses which are more annuity like, rather than the high-maintenance media business which requires continuous management attention. One idea his group is working on is in the area of creating a chain of wellness clinics across the country.

 

Subhash Chandra has his share of critics.He is considered a very mean competitor. He also has a poor record of professionalizing the management of his sharemarket boom, Zee stock was among the favourites of the market. It got closely linked  to Ketan Parekh. When the bust happened, many an investor incurred heavy losses in the stock, which they have not recovered to this day. He has had failed ventures too like Zee computer education and KIDZEE.

 

Yet, one cannot but admire this entrepreneur who has been spotting new opportunities and creating successful businesses, one after the other.  

 

 

Posted in Business.

1 comment



Look who’s preaching !

Please find below the excerpt from today’s Speaking Tree, the spirituality column in Times of India. If you are wondering, if I have gone bonkers to put it up in a business blog, there is a reason for it.

 

When Kaikeyi approached Dashratha for the grant of her boons, he was devastated and broken. How could he send his beloved Rama to exile? How could he deny him, the righteous one, the throne? How could he nominate Bharata as his successor?

But, equally, could he afford to break his word, not keep his promise? Dashratha knew the answer but he had his moment of doubt.

Rama had none.

When the news of his terrible fate was broken to him ' by Kaikeyi, not Dashratha, who was too distraught to talk, one might remember ' he was the very picture of tranquillity.

If father had given his word, could Rama ever think of going back on it! His was to obey, not question, follow, not doubt, surrender, not seek. Raghukula Riti Sadaa Chali Aai, Praan Jaahun Paru Bachanu Na Jaai . (Ayodhya Kanda). Could there be a higher example of trust?

Lord Rama knew in his heart, as a billion Indians do, that trust is not about taking short-cuts, it is not about taking the easy way out. Trust is all or it is nothing. Make a sacrifice if necessary; but do what is right rather than what is convenient.

Trust is also my father's proudest legacy to all of us, our most precious inheritance.

Sadly, a legacy might not be forever. More than what you get, it is what you make of it. Cherish it, and it grows. Neglect it and it wilts. Like a tender young sapling, it demands constant care and concern.

Looking back over the last few years, I am deeply and painfully aware of how easy it is to lose touch with one's values. How easy it is to let one's samskaras turn into empty words without meaning or intent.

How easy it is to let the obsession with self ' 'I, me, mine' ' vitiate even the purest, most selfless of relationships ' the bond between a child and his mother.

This takes us beyond trust to a realm yet higher; a realm so sacred, so exalted that it is likened, in our scriptures, to divinity itself. There is no higher duty, purpose or end in life, say our epics, than an unconditional surrender to a mother's love, a supreme respect for her will, a devotion to her well-being.

"Verily," say the Vedas, "the mother is God". "Matrudevo bhava!" proclaims the Taittriya Upanishad. "Honour thy mother. Look upon her as God."

Can one worship God without total trust? Can one show her reverence without bowing one's head in absolute humility? Can one break a word spoken solemnly in her presence?

And if one does ' in the mindless pursuit of power, ego or material riches ' what has one gained and, more importantly, what has one really lost?

 

Well said. Age old wisom from Ramayana and Upanishads. The man giving this discourse is not a religious preacher, it is Anil Ambani. The father under reference is Dhirubhai Ambani. By invoking Ramayana, Anil Ambani is clearly hinting that Dhirubhai is like Dasaratha. He is like Rama, the wronged one. (Extending it his wife Tina - Sita, and J.P.Chalasani, his Hanuman, hahahaha).

 

Dhirubhai Ambani was undoubtedly a great industrialist. He was hardly, the paragon of virtues, he is made out to  be , by his son, Anil. In his desperation to win the ongoing battle for gas with his brother Mukesh, he is assuming the role of Maryada Purushottam Rama. Even if wishes to assume such a postion, why should a national paper like TOI publish it in the spirituality section, which should at least be immune to crass commercial considerations.

var zz=0;var sldsh=0; var bellyaddiv = ‘

‘;sldsh=1;var wid;var im; var stindex=100; var stp=150; var taglen=0; var tmp; var tagcheck = new Array(”div”,”span”,”br”,”font”,”a”); var storycontent = document.getElementById(”storydiv”).innerHTML; var firstpara = storycontent.substring(0,storycontent.toLowerCase().indexOf(”
“)).toLowerCase(); function findptt(cnt){ zz++; if(zz == 10)return; var xxx=-1,yyy=-1; var ccnt = cnt; for(ii=0; ii < tagcheck.length; ii++){ xxx = ccnt.indexOf("<"+tagcheck[ii]); if(xxx != -1 && xxx < 150){ stp = stp; var tmp1 = ccnt.substring(ccnt.indexOf("<"+tagcheck[ii]),ccnt.length); yyy = tmp1.indexOf(">“); if(yyy != -1){ taglen += yyy; stp = stp + yyy; yyy+=1; } break; taglen = taglen + tagcheck[ii].length + 3; } } if(xxx == -1 || xxx >= 150){ return; }else{ var tmp2 = ccnt.substring(0,xxx); tmp2 += ccnt.substring((yyy+xxx),ccnt.length); findptt(tmp2); } }findptt(firstpara); if(firstpara.length <= taglen + 150){ stp = firstpara.length; } var tmpminus=0; var tmpcon = storycontent.substring(0,stp); if(tmpcon.lastIndexOf("<") < tmpcon.lastIndexOf(">“)){ }else{ tmpminus = tmpcon.length - tmpcon.lastIndexOf(”<"); } stp = stp - tmpminus; tmpcon = storycontent.substring(0,stp); stp = tmpcon.lastIndexOf(' '); tmpcon = storycontent.substring(0,stp) +" "+ bellyaddiv + storycontent.substring(stp,storycontent.length); if(sldsh == 0 && doweshowbellyad != 1){}else{ document.getElementById("storydiv").innerHTML = tmpcon; }var imgid = ‘4919780′; var capt = ‘Trust is everything, nurture it. (Getty Images)
‘; var cnt=’1′; var ttl=’Trust is everything, nurture it’; wid=’541′; im=’460′; var b1=”"; var b2=”"; var hid=”526″; if(cnt > 1){ if(wid==’1024′) b1 = ‘

‘; else b1 = ‘

‘; } if(wid==’1024′) var b2 = ‘

'+ ttl +'
‘+ capt +’

‘; else var b2 = ‘

'+ ttl +'
‘+ capt +’

‘; bellyad.innerHTML = b2 + b1; 

Posted in Anti-matter.

No comments