Friday, August 24, 2007

Mudra bags ADA Group's DTH business

AdvertisementCommunications has won the creative duties for the ADA Group’s DTH venture, Reliance Blue Magic. The pitch for this business was called a week ago, and the decision on this was taken late in the evening on Thursday. Sources close to the development have confirmed this to agencyfaqs!. The other two agencies in the fray for this business, which is estimated to be worth Rs 100 crore, were O&M and McCann-Erickson. Before the pitch process started, a senior source within the ADA Group told agencyfaqs! that the company was looking forward to innovative creative ideas that would break the clutter in the market.

The DTH market already has three private players: the Zee group’s Dish TV, the Tata-STAR joint venture, Tata Sky, and Sun TV’s Sun Direct TV; in addition, there’s the state owned DD Direct. Telecom major Airtel has already announced its entry in the market. Reliance Blue Magic will be the sixth player in this segment and will need effective communication to cut through to the consumers, who are already bombarded by strong communication from Tata Sky and Dish TV. Reliance Blue Magic will start its services by the end of the year. The group is looking at providing satellite based broadband Internet services along with its DTH offerings. It is also looking at an entire range of voice and data services, including facilities such as video on demand, to offer higher interaction to its consumers.The Airtel business is handled by JWT, while the Tata Sky business is in Rediffusion’s custody.


Sumit Jaswal

100 Excellent Words and 70 Action Getting Phrases for Ad Writing

100 Excellent Words and 70 Action Getting Phrases for Ad Writing

100 Excellent Words
Absolutely.
Amazing.
Approved.
Attractive.
Authentic.
Bargain.
Beautiful.
Better.
Big.
Colorful.
Colossal.
Complete.
Confidential.
Crammed.
Delivered.
Direct.
Discount.
Easily.
Endorsed.
Enormous.
Excellent.
Exciting.
Exclusive.
Expert.
Famous.
Fascinating.
Fortune.
Full.
Genuine.
Gift.
Gigantic.
Greatest.
Guaranteed.
Helpful.
Highest.
Huge.
Immediately.
Improved.
Informative.
Instructive.
Interesting.
Largest.
Latest.
Lavishly.
Liberal.
Lifetime.
Limited.
Lowest.
Magic.
Mammoth.
Miracle.
Noted.
Odd.
Outstanding.
Personalized.
Popular.
Powerful.
Practical.
Professional.
Profitable.
Profusely.
Proven.
Quality.
Quickly.
Rare.
Reduced.
Refundable.
Remarkable.
Reliable.
Revealing.
Revolutionary.
Scarce.
Secrets.
Security.
Selected.
Sensational.
Simplified.
Sizable.
Special.
Startling.
Strange.
Strong.
Sturdy.
Successful.
Superior.
Surprise.
Terrific.
Tested.
Tremendous.
Unconditional.
Unique.
Unlimited.
Unparalleled.
Unsurpassed.
Unusual.
Useful.
Valuable.
Wealth.
Weird.
Wonderful.
70 Action getting phrases.
Act now! Send your name. All sent free to introduce. Amazing literature. Free. Ask for free folder. Bargain lists sent free. Be first to qualify. Booklet free. Catalog included free. Complete details free. Current list free. Dealers write for prices. Description sent free. Details free. Dime brings details. Everything supplied. Exciting details free. Extra for promptness. First lesson, 25 cents. Folder free. For literature write. Free booklet explains. Free plans tell how. Free selling kit. Free wholesale plan. Free with approvals. Full particulars free. Get facts that help. Get started today. Get your copy now. Get yours wholesale. Gifts with purchases. Illustrated lists free. Interesting details free. Investigate today. It's free. Act Now. Literature free. Mail material to: Money making facts free. No obligation. Write! Offer limited. Send today. Only 10 cents to introduce. Order direct from: Order Now. Don't delay. Particulars free. Postcard brings details. Request free literature. Revealing booklet free. Rush name for details. Sales kit furnished. Sample details free. Samples sent on trial. See before you buy. Send for free details. Send for it today. Send no money. Send postcard today. Send 15 cents for mailing. Send today. Send your want lists. Stamp brings details. Stamped envelope brings. Test lesson free. Unique sample offer. Valuable details free. Write for free booklet. Write us first! Yours for the asking. 37-cent stamp for details. $1 brings complete 32-page catalog free.

The key is to combine your words: EXAMPLE: "The Magic Mammoth Miracle"; "The Three 'M' Program". This has already caught the attention and interest of your prospect. Now for example, say: The Money Making Facts Are Free. Simply fill out the form on my website or whatever action it is you want them to take. Fill in with a few details and you have an excellent Profit Pulling Ad. Of course you should be creative, but make sure to build your ads around these words and phrases. Make sure that your follow-up material is as interesting as the ad so you can get orders.

Sumit Jaswal

Tuesday, August 14, 2007

What on the earth is “GREEN”

Hi there

Well I am back and I must say "I am Sorry". I know I have been gone for a long time. It’s like 7 days now. The fact is that i was busy with some other creative work (Making College Management Festival Brochure). Since i just managed to finish the work today I thought why not to write about some thing that just was running in my mind for while I was making the Brochure.

We selected "Green" as the theme for the festival this year which was then merged with the Corporate India. while I was working on the program details pages I came across the fact that most of the students were really not aware of what this entire “Green” is about, I am sure that the student are totally aware about the Corporate India and it M&A activities. So I deicide that why not to write some thing on “Green”.

When I Googled “Green Marketing in India” I was really overwhelmed by the number of result pages that it showed me and same was the case with the Green Finance. Seem like we are not the only one who is thinking green.

Here is the definition that I found online for both Green Marketing and Green Finance.

Green Marketing:
According to the American Marketing Association, green marketing is the marketing of products that are presumed to be environmentally safe. Thus green marketing incorporates a broad range of activities, including product modification, changes to the production process, packaging changes, as well as modifying advertising. Yet defining green marketing is not a simple task. Other similar terms used are Environmental Marketing and Ecological Marketing.

For example, Introduction of CNG in New Delhi, capital of India, was being polluted at a very fast pace until Supreme Court of India forced a change to alternative fuels. In 2002, a directive was issued to completely adopt CNG in all public transport systems to curb pollution. (Source: http://en.wikipedia.org)

Green Finance:
According to the Australian based www.greenfinance.com “Green Finance is a no-cost, environmentally friendly, carbon-neutral finance program for cars and light commercial vehicles”. What www.greenfinance.com does is, their program is designed to plant enough native trees to offset that vehicle’s CO2 emissions. All of their car and light-commercial-vehicle customers are automatically enrolled into Green Finance – and it doesn’t cost them anything. There are no hidden fees, catches or requirements, no penalties for early termination of a contract and no ongoing fees or charges.

All it means when we talk about Green is that we give something in return to the natural environment when we take something from it.

Sumit Jaswal

Thursday, August 9, 2007

India Inc: The new turnaround specialist

India Inc: The new turnaround specialist on the block

Over the last decade India Inc has proved its mettle on the global stage, not just by zealously acquiring companies but, more importantly, turning them around. These turnaround stories are making it easier for Indian companies to raise money in international markets, backed by greater credibility and their unique value-creating management expertise, says AJAY KHANNA.

TATA MOTORS acquisition of the commercial vehicles unit of Korean group Daewoo has enhanced its product portfolio and helped it access international markets. — N. Ramakrishnan
In the short space of the last decade, India Inc conclusively proved its ability to tackle global competition head-on. Now, in the first decade of the 21st century, it is proving its mettle on the global stage by "exporting" its unique value-creating management expertise. And it is doing this not just by zealously acquiring companies overseas but by turning them around as well.
This is the real story behind the headlines. Of course, the trend of growing outward foreign direct investment (FDI) is striking. India's outward FDI has touched $19 billion this calendar year, up from $9.6 billion in 2005. Since 2000, India Inc has made over 300 overseas acquisitions.

One can see a strong vote of confidence in Indian management, with such companies as Tata Tea, Tata Motors, Bharat Forge, Wockhardt, Essel Propack, Continental Engines and a host of others, leveraging their recently-acquired ability to work in challenging business environment. According to a recent study, almost 40 per cent of the top 50 companies have made at least one overseas acquisition in the past three years. The industries range from information technology to pharmaceuticals, and consumer goods to automobiles. Clearly, India Inc's wanderlust for newer geographies has grown and Indian companies are on a global hunting spree!

The Early-bird

Among the early birds in India Inc's "turnaround expert" story is Wockhardt, which acquired loss-making Wallis Laboratories of the UK in 1998 for $8 million and successfully turned it around in a year's time.

At first, Wockhardt thought it best to leave Wallis Labs' operations in the hands of the European CEO. But it soon realised that it would be more productive to synergise Wallis' operations with that of its own. The European CEO was replaced with an Indian and Wallis was integrated into the Indian company. Within six months, Wallis had made a turnaround!

This proved a lesson for the Indian pharma company and it used similar approaches while integrating CP Pharmaceuticals of the UK and Esparma GmbH of Germany — the two companies it acquired in July 2003 and May 2004, respectively — with its operations.

The Tata Story

Similarly, when Tata Tea acquired loss-making Tetley of the UK in 2000, many thought it would be an albatross for the Tatas. But the Tata group proved the Cassandra's wrong and the company started showing signs of an early turnaround in 2001. Key to this was a debt restructuring exercise that reduced interest costs.

Tata Tea injected £30 million into the Tetley group to replace the high-cost debt. The fact that Tetley's global retailing operations were complementary to Tata Tea's domestic business also helped. After the acquisition of Tetley, the Tata group made several significant acquisitions, such as US telecom network operator Tyco Global, Daewoo Commercial Vehicles, and Boston's Ritz Carlton hotel.Tata Motors acquisition of the commercial vehicles unit of the bankrupt Korean group Daewoo in March 2004 has not only provided the company with an enhanced product portfolio but also allowed it to make a mark in the international market.

The company is now using Korea as a base for commercial vehicle exports to other Asian markets. Rechristened Tata Daewoo Commercial Vehicle Ltd. (TDCV), South Korea, the company is now growing at a healthy rate. In 2005-06, TDCV recorded a 26 per cent growth in turnover, at Rs 1,647 crore against Rs 1,247 crore the previous year. The company's net profit zoomed 163 per cent to Rs 60.75 crore.

More Turnarounds

Packaging major Essel Propack, which acquired units of the UK's Arista Tubes and Telecon Packaging in August 2004 and April 2005 respectively, has turned around both these loss-making firms this year. Essel Propack improved the operational efficiencies of these two packaging firms by improving their capacity utilisation. Both are now churning out profits for Essel Propack.

Some Indian companies have been remarkably quick in turning around operations of their acquired overseas firm. GHCL Ltd (formerly, Gujarat Heavy Chemicals) acquired a controlling stake of 65 per cent in Romanian soda ash firm SC Bega Upsom for $19.50 million in December 2005. A month into the acquisition, GHCL managed to ramp up production in Bega Upsom by 34 per cent.

Acquisitions by Indian firms are often made with the intention of getting hold of order-books. Shifting production to India brings about cost economies. For instance, Gurgaon-based auto component maker Continental Engines acquired loss-making European re-manufactured engines firm Vege Motors in June 2005 and turned it around within six months through better cost-control.

After the acquisition of ATK Vege Europe, Continental Engines had the call option of acquiring ATK Vege, the US operations arm of Vege Motors. It exercised that option in June this year.
Continental Engines is restructuring the two Vege companies by shifting nearly 40 per cent of their operations to a new export-oriented unit at Bhiwadi near Delhi.

Market Access

Acquisitions also give Indian firms access to developed markets. In fact, Bharat Forge has emerged the world's second-largest forging company mainly by way of Mergers and Acquisitions. It acquired Carl Dan Peddinghaus GmbH, one of the largest German forging companies, in late-2003; CDP Aluminiumtechnik of Germany in December 2004; Federal Forge of the US in June 2005; and Imatra Kilsta AB of Sweden, along with its wholly-owned subsidiary Scottish Stampings, Scotland, in September 2005. And the forging major is reaping dividends as a result.

The smart turnaround of its American operations, sustained performance by the Indian and German operations, and significant improvement in its operations in Sweden and Scotland have resulted in a 56 per cent growth in revenues in the first quarter of 2006-07.

These turnaround stories are making a strong case for Indian companies. Those with quality management and strong earnings performance are finding it easier to raise money in the international capital market.

Till recently, most transactions by Indian firms were in the $25-100 million range. Today, Indian companies have achieved financial and integration maturity. They have gained credibility to attract more bank financing. These trends clearly show that Indian companies are fast becoming globally competitive.

(The author is CEO, India Brand Equity Foundation).
http://www.thehindubusinessline.com/2006/11/25/stories/2006112500990800.htm

Sumit Jaswal

Monday, August 6, 2007

UTI Bank now is Asix Bank


The erstwhile UTI Bank has changed its name to Axis Bank effective July 30, 2007. This is the first time that a bank has gone in for a brand-change voluntarily; earlier names of banks have been changed either due to a merger or an acquisition.

UTI brand was given in 1994 by its promoters and UTI Bank could use the brand only till January 2008 as per Govt directives. Many unrelated shareholder entities like UTI Technological Services, UTI Investor Services and UTI Securities were carrying the UTI brand.

Axis refers to a line of reference, stability and maturity. The new logo of the bank has the same colour as the previous UTI logo but now uses the alphabet ‘A’ from the word Axis. The bank is also publicising the change through campaign titled “Twins both equal”.

Axis Bank has business of Rs.102,000 crore with a market capitalisation of Rs.21,817 crore making it the fifth largest in India. It has 60 lakh customers and communicating to them the name change would be the prime exercise for the bank.

Immediately, the bank will replace signages in 8 metro cities while in other 250 cities by September. It is also informing customers about the brand change though Internet and mobile banking, ATM, call centres, newspapers and radio. Even elements like cheque books, welcome kits, payorders have been resigned to reflect the new look.

Now with a name having universal appeal, the bank would now work towards becoming a multinational bank and diversifying into other financial services like AMC, insurance and restructure operations to reflect a modern approach to banking.

However, the bank also has a task in its hand to communicate to the customers and public about its nature as having a UTI name prefixed would have implied that it has been a quasi-government bank. It would also have to educate about its shareholding to further expand itself into the retail business.

From:http://www.labnol.org/india/corporate/axis-bank-transforming-uti-bank-into-a-global-modern-bank/1023/
Sumit Jaswal

MBA Resume Tips

Tip 8 -

Don't ram your MBA down my throat!
I know you are proud about your MBA achievement. And so youshould be. I should know. I am. The MBA experience is atough one. You will have spent many long and tortuous hoursreading, thinking, debating, writing, presenting, analysing.

Why shouldn't you ensure everyone knows you have an MBA?Well, because there are several mis-perceptions in the jobmarket about the usefulness of the MBA qualification. Mostlythey are founded on people's perceptions of how good (or not)the manager/leader who has an MBA actually is.

Sadly, in manycases, the MBA manager is not particularly effective and soyou and I get tarnished with the same brush.Another perception is that the MBA manager thinks he/she knowsit all - now that they have an MBA! Which of course, theydon't.

So the term Master of B---- All comes up all too often.So, in your CV please do NOT blast it out at me in the very first line - the title. Don't head up your CV with 'JoeBloggs MBA'. It will turn some people off and your CV needsto promote you, not demote you.Check your CV now. Does it shout out 'I'm an MBA hire me'from the first line?

Sumit Jaswal

Sunday, August 5, 2007

Another Long Drive - Making of an AD

Sonali Raj

Late evening in the bleakness of a Russian border security post, a wireless operator detects an approaching intrusion. The captain takes charge, firing orders in rapid Russian, and the troops arm themselves and take positions. Slowly, in the distance, are seen the beams of approaching headlights, as a truck drives up. The driver calmly sticks his head out to enquire, "O Pajji, chai-shai milegi kya?" This new TVC for HP Turbo Jet diesel - which demonstrates the fuel efficiency - was shot in Rohtang Pass and Chennai. The previous ad, based on similar lines, saw a truck drive into China all the way from India. Manoj Pillai of Thinkpot Productions produced the film.

The first challenge was to find Russian actors, communicating with them and creating accurate dialogues. A Russian interpreter was discovered in Puttaparthi, a small town near Bangalore that is home to Sathya Sai Baba and attracts disciples from all over the world. Peter, the interpreter, would relay directions to the Russian actors, who were also from Puttaparthi. The actors playing the captain and wireless operator are both Russians and devotees of Sai Baba.

Pillai recounts how, when he asked the captain to act angry, he refused, saying that anger went against Sai Baba's teachings. Communication, therefore, wasn't just about getting the Russian right. The film was shot in two parts.
The first part – inside the border security camp – was shot in Chennai. Snow machines were used to give the effect of ice on the window panes. Moreover, since it's hot in Chennai, the actors' body language tends to be different from when they're in freezing conditions. The second part, when the troops run to their positions in the snow, was shot in Rohtang Pass. Apart from noticing and correcting body language, the two sections of footage had to be seamlessly integrated.

This would be tricky, since the set of actors who run out in the snow are different from those inside the camp. While the people in the camp were Russians, those outside were Israelis. The TVC begins with background music that has been taken from Golden Eye, the James Bond film. At the climax, when the truck driver asks for tea, a jiggy tune in the background breaks the stumped silence. The tune has been inspired by Russian roulette. The credits for creative for the film go to the team at JWT Mumbai - Senthil Kumar and Debu Purkayastha, along with Arkadyuti Basu and Hital Pandya. They have also thought of another film for Turbo Jet and have begun work on it. The TVC currently airs in two edits - 40 seconds and 20 seconds - on several channels. The campaign includes a 30-second radio spot as well, which is being aired on Radio Mirchi, Radio City and Big FM.

Pillai recounts how, when he asked the captain to act angry, he refused, saying that anger went against Sai Baba's teachings. Communication, therefore, wasn't just about getting the Russian right.

The film was shot in two parts. The first part – inside the border security camp – was shot in Chennai. Snow machines were used to give the effect of ice on the window panes. Moreover, since it's hot in Chennai, the actors' body language tends to be different from when they're in freezing conditions. The second part, when the troops run to their positions in the snow, was shot in Rohtang Pass. Apart from noticing and correcting body language, the two sections of footage had to be seamlessly integrated.

This would be tricky, since the set of actors who run out in the snow are different from those inside the camp. While the people in the camp were Russians, those outside were Israelis.

The TVC begins with background music that has been taken from Golden Eye, the James Bond film. At the climax, when the truck driver asks for tea, a jiggy tune in the background breaks the stumped silence. The tune has been inspired by Russian roulette.

The credits for creative for the film go to the team at JWT Mumbai - Senthil Kumar and Debu Purkayastha, along with Arkadyuti Basu and Hital Pandya. They have also thought of another film for Turbo Jet and have begun work on it.

The TVC currently airs in two edits - 40 seconds and 20 seconds - on several channels. The campaign includes a 30-second radio spot as well, which is being aired on Radio Mirchi, Radio City and Big FM.

© The Brand Reporter
Sumit Jaswal

MBA Resume Tips

Tip 7

2 pages maximum please.
The length of your CV is always going to be a personalchoice. However I personally get bored after 2 sides. And Iknow most recruiters do too. After all, I could always comeback to you if I wanted a longer more detailed version!So please respect our time and keep it precise and concise.Don't use long words when short ones will do. Ruthlesslymanage what you say and how you say it in order to keep itat 2 pages in length. But don't make it only 1.5 pages - itwill look strange. Use your word processing software toformat it to fill up the 2 pages.

Sumit Jasawal

Friday, August 3, 2007

MBA Resume Tips

Tip 6
Test out your CV with a recruiter.
Why not take the bull by the horns and go straight to theperson who does the recruiting on a daily basis? Especiallyif you have friends who do this for a living.The recruiter will quickly spot any 'funnies'. They willinstinctively get a feel for your CV and you. Tap in to theirexperience and ask for help. Be prepared to even pay for theprivilege - after all if it gets you that job with that greatsalary increase, it will have been money well spent.

Sumit Jaswal

Retention of Talented Employee, How to

Employee retention means to reduce turnover and improving the productivity in the workplace. It is a primary method of measure to know the health of the organization. Also, the cost of recruitment, training and development when a middle level manager leaves is almost 100 % of their salary whereas the retention of the employee will be far less.

And how to retain them, here are some tips that will help employee from leaving the organization.

  • Have a clear set of what is expected out the employee.
  • Quality of supervision
  • Given them Clarity of their earnings
  • Provide feedback on the performance
  • Create a framework with in which employee feel that they can succeed
  • Encourage employee to speak freely on the matter relating to the organization
  • Always make sure that employees talents and skills are used

Additional, these are some important factors to create and healthy environment

  • Perception of fairness and equitable treatment
  • Frequent opportunities to learn and grow in their career, knowledge and skills
  • Never threaten an employee's job and Income
  • Finally Reward them and recognize them (here monetary and non-monetary incentive are important)

Sumit Jaswal

Thursday, August 2, 2007

MBA Resume Tips

Tip 5
Quantify your achievements
We said it in the previous tip achievements are THE most important items in your CV. True - but to make themeven more important ensure they are quantified, as far aspossible.Think about the outcomes of what you achieved and state themboldly. Can the recruiter get a measure of just how successfulyou have been in your previous jobs?

M.B.As and Entrepreneurship in India

Why is that M.B.A graduates in India are not inclined to start their own business?

Here are some reasons that I have come across...

- Huge pay packages after MBA, offered by the Corporate. Money like that offered at the age of 23 – 25 for most of them seems like a huge motivation to work for someone else. As a matter of fact about 60 percent of students in Harvard Business School are running their own business while in school.

- Cultural Issue: How many Indian parents can think that their son who graduated from top college is going to work in a garage? The thought itself might evoke strong emotions.

- The education system in India is not inclined towards developing entrepreneurs. The most that the system gives a young Indian is the knowledge but no way to implement it in the real world. Think of this, there are people through out the country with multiple degrees and they just can't talk in front of a crowd of ten people let alone any application of such knowledge.

- Yet another cultural Issue is of making money by running a business is still not considered as a good sign of character. Indians do not believe in materialistic aspects of life (well this is changing with every new generation though).

I believe, since 1947, with creation of jobs by the govt. there came an era of secured jobs and that unfortunately still exists in people's minds. What we have got in legacy is the worker attitude. I have come to know about an example where the student of MBA has gone on strike just for a silly matter. What we have here is not a culture where we can develop the next generation of entrepreneurs but we can still develop workers. No one wants to start their own company/business but all they want is to get a secured JOB.

I once spoke to my ex-boss on this subject he explained to me “we all want to work just for ourselves but the moment we decide to do so there is the next big job offer that comes knocking on our door.” There are many examples where people with brilliant idea were rejected owing to this mindset.

I can say that I am working against this mindset while being in the same system and I am sure there are many others like me who are willing to or already had started sail against the tide. Like me even they are looking to make a mark in this world with their entrepreneurial skills. But there are things which are proving to be barriers. Just to name a few there not too many examples to follow, lack of supportive environment and lack of information are of the key constraints in moving forward.

But if one looks around carefully they can find a lot of examples. I am looking, are you?

Sumit Jaswal

Tomorrow I will be talking about the 1st step towards been a young Entrepreneur with setting Personal Vision and Mission.

(Please leave comment on what you feel on this topic. Furthermore please don’t hesitate in disagreeing with me on this subject. I would love to hear from you.)

Wednesday, August 1, 2007

8 Principles for Learning

This is the outcome of a research for abt 14 months over 30 different customer location by XBS (Xerox PARC)

1. Learning is fundamentally social.
"Many of the greatest benefits of training are unintentional. When you come out of a training program, you often perform better. But is it the training that's critical or the interaction during the training? You may be able to perform better simply because you have better relationships with people who you can now call."

2. Cracking the whip stifles learning.
"If you are a supervisor and you see two people talking in the hallway, don't say, `Get back to work.' Recognize that this interaction creates a community of practice that stimulates learning -- and it may be precisely what they need."

3. Learning needs an environment that supports it.
"When you look at a cubicle and you see that it's so small that another person can't get in there, you know something's wrong. For learning to flourish, you need to restructure the physical design of the office to encourage interaction, social learning, and peer learning where and when it happens most effectively -- informally."

4. Learning crosses hierarchical bounds.
"Camp Lurn'ing included all levels of the company. Supervisors, fifth-line managers, and all kinds of operators train together. Inclusiveness inspires cross-functional learning -- it's a powerful motivating factor."

5. Self-directed learning fuels the fire.
"Who knows better what needs to be learned than the people doing the learning? XBS has thrown out the model of HR-driven training. People have a say in structuring their own training, and that means they're more eager to learn."

6. Learning by doing is more powerful than memorizing.
"At Camp Lurn'ing, participants used team simulation exercises in which they assessed customers and devised strategies. They recreated the work environment and learned by doing. This is much more effective than sitting at a desk and listening to a lecture."

7. Failure to learn is often the fault of the system, not the people.
"Rather than blaming people for lack of motivation, examine how the situation is either motivating or debilitating. Look for patterns of participation and exclusion."

8. Sometimes the best learning is unlearning.
"For a long time people have learned that it's best to keep their mouths shut and do what they're told, even if it's not consistent over time. The key is to break those habits and make engagement something that's not only encouraged but also rewarded."

From: http://www.fastcompany.com/online/05/principles.html
Sumit Jaswal

MBA Resume Tips

Tip 4
Turn your responsibilities into ACHIEVEMENTS.
This is the BIGGEST PROBLEM with most CVs we see. Too many MBAs still fall short of promoting themselvesprofessionally. Know why? Because they do not turn their responsibilities into achievements, and demonstrable ones at that. It's not that difficult. All it takes is a different perspective and you will move your some what bland CV from the 'no' pile to the 'possible' pile. At least that's a stepin the right direction. Achievements are THE most important items in your CV. Don'tleave them vague and implied. Check your CV for all those ill-defined statements.

Sumit Jaswal