ISCA - CA Final Classes @ Chennai

ISCA & SM - November 2014 Books - by Praveen Jain

Dear Friends ,

Glad to inform you that the books for ISCA [ CA Final ]  & SM  [ CA - IPC] are now available online.

Website 1  : 

www. amazon.in  : 

Strategic Management : 

http://www.amazon.in/Strategic-Management-360%C2%BA-Paper-7B-IPC/dp/8192856321/ref=sr_1_2?s=books&ie=UTF8&qid=1409807528&sr=1-2&keywords=praveen+jain


ISCA : 

http://www.amazon.in/Informationa-Systems-Control-Audit-ISCA/dp/9384310638/ref=sr_1_3?s=books&ie=UTF8&qid=1409807528&sr=1-3&keywords=praveen+jain

Website 2  :  

Strategic Management : 

http://www.cabooksonline.com/bookdetails.php?id=2875&tp=o#.VAf1fvmSzlY

ISCA : 

http://www.cabooksonline.com/bookdetails.php?id=2744#.VAf1DPmSzlY



Best,
Praveen

ISCA - CA Final - ICAI MAterial for Nov 2014 attempt

Link to download ICAI November 2014 - ISCA Material .


https://drive.google.com/?tab=mo&authuser=0#folders/0B2l0HKBlulhFWlVvYzhBakptZzA 

Adding a New Intermediary - Jabong's Market Penetration strategy

In dozens of India small towns, online retailers cannot deliver customers goods at their doorstep because of challenges ranging from poor road connectivity to fear of robbery. Jabong, one of Indias biggest fashion retailers, is doing the next best thing with its NextDoor service where customers can pick up what they have ordered online at the nearest coffee shop, petrol station or tour operator.

We are sitting on supply chain opportunity said Praveen Sinha, co-founder and managing director of the Delhi-based online fashion retailer which is piloting the most extensive initiative of its kind by an Indian company. The trial for the pickup service will start this week in 39 towns, among them are Murshidabad in West Bengal, Chandausi in Uttar Pradesh, Dahod in Gujarat and Udhampur in Jammu & Kashmir. Our hypothesis is that if we can provide convenient delivery support then there is potential to get 70% of our demand from non-metros, said Sinha, whose company is the second-largest online fashion retailer after Myntra.

Jabong declined to share financial details but said it sold goods worth $25 million ( 125 crore) in the month of December, 2013. Jabong gets about 50% of its revenue from non-metro centres and Sinha expects small towns, so far not serviced by logistics partners, to contribute 15-20% to sales once the pickup service scales up.

India's online retail industry is estimated by Crisil to be worth more than 50,000 crore in 2016, but it is still hobbled by poor infrastructure. For example, logistics firms in India cover only a maximum of 15,000 out of the over 1.5 lakh pin codes in the country. Even where logistics can reach, orders above certain sizes or value are not delivered in many of the pin codes. Also, cash-on-delivery, the mode of payment chosen by about 60% of online shoppers, is not an option in many of these locations.

But growth for online retailers is coming from areas where physical connectivity is missing but not internet connectivity, especially through mobile phones. At Jabong, for example, mobile users now contribute 25% of its orders, up from less than 5% 15 months back.

In five years, the volume of orders from smaller towns will outstrip the demand from tier-I cities, said Manish Saigal, managing director at advisory firm Alvarez and Marsal. ? The problem for them (online retailers) is that serviceability of demand in these smaller markets is very limited at present.

Companies have begun to experiment with different services to overcome this challenge. Amazon India is running a pilot in Bangalore where its online customers can pick up orders from the small retail shops that dot the streets of Indian towns. It is also testing out a pickup service in Delhi and Mumbai, where customers can choose to claim their orders from Bharat Petroleum fuel retail outlets. In May, online marketplace ShopClues partnered with offline payments and remittances company Suvidhaa to collect cash payments before delivery of product from online buyers through the latter's network of over 65,000 small retail outlets spread across about 2,500 cities and towns.

Jabong is putting in place a series of processes for the pickup service. "We have built the technology platform through which we can put in place checks and balances at each handshake point," said Sinha.

The platform will help the company keep track of orders reaching the pickup centre and ensure that the order is handed to the right customer. Partners will be paid for every order they fulfil.

While such services are becoming a necessity, experts warn that issues like the service partners' ability to handle cash-on-delivery and technology can be problematic.

"How will they provide such services profitably and at scalethat's the challenge," said Alvarez and Marsal's Saigal. Jabong's Sinha said he is aware of the complexities and hopes to refine the process with the pilot before scaling it up. "The need is there in these small centres," said Sinha.

ISCA - CA Final Classes at Hyderabad for November 14 / May 2015 Attempt

ISCA - CA final classes @ SMS Professional Academy for CA will start from August 21st, 2014  (Nov 2014 / May 2015 attempt) 

Duration : 30 Days

Timings : 6.15 am to 9.30 am 

Faculty : Praveen Jain. 

For further details contact SMS Professional Academy for CA. 

Ph. no : 7893134111 / 7893234111

Plz spread the word..


SMS Academy - SR Nagar , Hyderabad

Lesson for life

HOW Rs.10,000 BECAME Rs.500 CRORES

Mohammed Anwar Ahmed, 60, resides in the sleepy town of Amalner in district Jalgaon, Maharashtra. His father owned a large farmland in the 1970's. The father's untimely death in 1980 left the four sons to lead different paths in their lives. They sold the land and divided the proceeds of Rs.80,000 equally among themselves. Mohammed, the youngest of the four, then aged 27, was married for two years and had a year old son. On parting with his brothers, he was at crossroads and did not know the path he should choose for himself as all his working life he had worked on the fields. His one brother left Amalner while the two started their own shops.

                                      WHAT'S SO SPECIAL ABOUT AMALNER?

In 1947, Chairman of WIPRO Ltd. and philanthropist Azim Premji's father Mohammad Hussain Hasham Premji set up the company's first plant here to manufacturer vegetable ghee, vanaspati and refined oils. It was then called Western India Vegetable Products Ltd. and had got listed on the stock exchange in 1946. Over the years many residents of Amalner worked at the plant and several residents were shareholders of the company. In 1966, Mr.Azim Premji became Chairman of the company.

                                                         A CHANCE MEETING

As Mohammed Anwar Ahmed sat near a tea shop in Amalner, a young stock broker from Bombay (now Mumbai) named Satish Shah stopped to ask a question. This meeting would change the life of Mohammed Anwar Ahmed. Satish Shah had come to Amalner to buy as many shares as he could on behalf of some clients in Bombay. The question that Satish Shah asked was : “Do you know anyone here who owns shares in that factory?” pointing to the WIPRO plant. Mohammed replied that the owners of the factory stays in Bombay. In short 15 minutes, Satish explained to Mohammed, how owning a share could make one a part owner in the company. This made Mohammed inquisitive and the meeting lasted for 30 more minutes. Mohammed helped Satish Shah go door to door to collect shares from willing sellers (in very small towns nearly everyone knows each other) and for himself bought 100 shares of Rs.100 face value, thus investing Rs.10,000 from the total of Rs.20,000 that he had. The rest, he invested in starting a trading business.

                                                    THE JOURNEY TO WEALTH

From then on Mohammed started to think himself as part owner of WIPRO (and rightly so) and vowed never to sell a single share till Azim Premji is at the helm. Here is how his initial investment of Rs.10,000 grew to over Rs.500 crores.

He had invested in 100 shares at face value of Rs.100 in 1980. The initial investment was Rs.10,000.

In 1981, the company declared a 1:1 bonus. He now had 200 shares.

In 1985, the company declared 1:1 bonus. He therefore had 400 shares.

In 1986, the company split the share to Rs.10. He thus had 4000 shares.

In 1987, the company declared 1:1 bonus. He hence had 8000 shares.

In 1989, the company announced a 1:1 bonus. Now he had 16,000 shares.

In 1992, the company declared a 1:1 bonus. By now he had 32,000 shares.

In 1995, the company declared a 1:1 bonus. He then had 64,000 shares.

In 1997, the company declared 2:1 bonus. He now held 1,92,000 shares.

In 1999, the company split the share to Rs.2. He now had 9,60,000 shares.

In 2004, the company declared 2:1 bonus. He thus had 28,80,000 shares.

In 2005, the company declared 1:1 bonus. He came to have 57,60,000 shares.

In 2010, the company declared 2:3 bonus. He now had 96,00,000 shares.

The current market price is Rs.500 per share. The shares are valued at Rs.480 crores.

In the past 33 years, the company regularly paid out dividends and increased them almost every year. Cumulatively he received Rs.118crores as dividend over the past 33 years. Thus by investing Rs.10,000, Mohammed gained Rs.598 crores.

He is now retired and donates freely to charity from the dividends he receives. His foreign educated children often advice him to sell the shares but he has kept his vow of not selling a single share till Mr.Azim Premji is the working Chairman.

This is a lesson - both in patience and conviction. 

Cheers :-) 

CA Final Classes at Hyderabad for November 14 Attempt for ISCA

ISCA - CA final classes @ Wizard  will start from August 1st , 2014  (Nov 2014 attempt) 

Duration : 25 Days

Timings : 6.00 pm to 9.00 pm  ( Evening Batch)

Faculty : Praveen Jain. 

For further details contact Wizard - The School of CA Studies 

Ph. no : +91 9866 365 700, 9701 399 245.

Plz spread the word..

Wizard - The School of CA Studies