text:
The faculty of Trinity's Engineering department have a variety of research interests and work in collaboration with Trinity students, other Trinity faculty, as well as with colleagues across the region, country, and globe. Their research includes such diverse subjects as digital signal and image processing, educational robots, computational modeling of neural networks, biosignal analysis, electrophysiology, optical diagnostics, combustion reactions, cardiovascular system dynamics, hydrodynamics, microfluidics, and wireless & mobile communication, among others. Trinity students have the opportunity to assist faculty members with their research which often leads to the publishing of papers and/or student presentations at professional conferences.
To see more detail on a faculty member's research, click on the name below:Dr. David Ahlgren - digital and analog circuit design, roboticsDr. Harry Blaise - electrophysiology, computational modeling of neural networks, and biosignal analysisDr. Joseph Bronzino (Emeritus) - biomedical engineering concentrating on the electrophysiology of the central nervous systemDr. Lin Cheng - wireless and mobile communicationDr. Emilie Dressaire - hydrodynamics and microfluidics, complex fluids, biocolloids and biodetectionDr. John Mertens - high-temperature combustion reactions in shock tubes, optical diagnostics, computational studies of non-equilibrium processesDr. Taikang Ning - digital signal and image processing, real-time embedded systems and FPGA designDr. Joseph Palladino - cardiovascular system dynamics, biomechanics, mathematical modeling


text: kit [ Wildfires Still Effecting Much of Washington State By Lance Tormey October 5, 2012 About 25 homes are threatened by a "very serious" wildfire that has exploded Thursday afternoon near Rainbow Lake in Mason County, officials said, sending up a huge plume of smoke that could be seen for miles... Read More|Comment Category: Yakima News Tags: bonneville power administration, mason county, thurston county, washington state department of natural resources, washington state wildfire Send to a friend! Share on Facebook Share on Twitter Pin it! Reddit This! Share on Tumblr!

subset: commoncrawl


text:
Mildred Otero CHCI Alumnus September 2008
Mildred Otero
Brooklyn, NY
Senior Education & Child Welfare Policy Advisor, Office of Senator Hillary Rodham Clinton (D-NY)
Fellowship 2003-2004: Office of Senator Hillary Rodham Clinton (D-NY)
What have you been doing since you finished the CHCI program(s)?
When I finished my fellowship I chose to stay in Washington, D.C., working first at the Children Defense Fund with Marian Wright Edelman, then for Senator Jack Reed of Rhode Island and in 2006 returning to the office of Senator Hillary Rodham Clinton.
What impact did your CHCI experience have on your career and development as a leader?
My fellowship had a profound impact on my professional journey. CHCI made it possible for me to come to D.C. and chart a new professional course. I was able to incorporate all the things I learned from my previous work experience into the policy I currently work on. I was also able to learn new and different skills as well as delve into new areas of policy.
How have you stayed engaged in community service?
I have not been as fully engaged in service as I would like given my recent schedule…but I look forward to rededicating myself to service in the very near future.
What advice would you give current and future CHCI participants?
Take advantage of every opportunity, this fellowship is a unique chance to do new things and expand your horizons. Be sure that when it's over, you can look back and know you have done that.
Where do you see yourself in the next 5-10 years?
Wherever I am, I expect to be working to better the lives of children in our country. It has become an important part of my professional and personal journey. And I trust that will always continue.
Past Alumni of the Month
Gladis Molina - August 2015 Alumnus of the Month
Michael Anthony Vargas - July 2015 Alumni of the Month
Desiree Flores - June 2015 Alumna of the Month
Guillermo Raya - May 2015 Alumni of the Month
Nathaly Arriola - April 2015 Alumnus of the Month
Miguel A. Blancarte, Jr. - March 2015 Alumni of the Month
Martha L. Bahamón - February 2015 Alumni of the Month
2013-14 CHCI Alumni Executive Board - January 2015 Alumni of the Month
Mariana Kihuen - December 2014 Alumnus of the Month
Henry Fernandez - November 2014 Alumnus of the Month
Ricardo Zavala - September 2014 Alumnus of the Month
Miryam Catherine Granthon-Gerdine - August 2014 Alumnus of the Month
Angelica Reza Wind - July 2014 Alumna of the Month
Ray Mateo - June 2014 Alumni of the Month
Hayde Calderon - May 2014 Alumni of the Month
Arnoldo Avalos - April 2014 Alumni of the Month
Elizabeth Cedillo - March 2014 Alumni of the Month
Marvin Figueroa - February 2014 Alumnus of the Month
Cris Garza - January 2014 Alumnus of the Month
Jaden Felix - December 2013 Alumni of the Month
2013 Distinguished Alumni - October/November 2013 Alumni of the Month
Fabiola Carrion - September 2013 Alumnus of the Month
Juan C. Otero- August 2013 Alumnus of the Month
Norma Dominguez - July 2013 Alumni of the Month
Francisco Heredia - June 2013 - Alumnus of the Month
Raymond Rico - May 2013 Alumnus of the Month
Alejandra Castillo - April 2013 Alumnus of the Month
Yara Lorenzo - March 2013 Alumnus of the Month
Antonio E. Sandoval & Milagros "Mimi" Aledo-Sandoval - Alumni Couple of the Month
Abel Herrero - January 2013
Jessie Mosqueda - December 2012
Kenia Seoane Lopez - CHCI Alumnus November 2012
Hon. Liza Rodriguez - 2012 Distinguished Alumnus & October 2012 Alumnus
Melissa Chabran - CHCI Alumnus June 2012
Jessie Ulibarri - CHCI Alumnus May 2012
Congressional Staff-CHCI Alumni April 2012
Anthony Alcoser-CHCI Alumnus March 2012
Diana Mendoza-CHCI Alumnus February 2012
Betsaida Alcantara-CHCI Alumnus December 2011
Orson Aguilar - CHCI 2011 Distinguished Alumnus & September 2011 Alumnus
Cynthia T. Cruz-CHCI Alumnus August 2011
Miguel Lopez - CHCI Alumnus July 2011
Alejandro Becerra - CHCI Alumnus June 2011
Staff Members for the Harvard Journal of Hispanic Policy - CHCI Alumnus May 2011
Happy 30th Anniversary CHCI Fellowship Program!
Raul Magdaleno - CHCI Alumnus March 2011
Carlos Elizondo -- CHCI Alumnus December 2010
Ana M. Polanco -- CHCI Alumnus April 2010
Sami Hamed -- CHCI Alumnus March 2010
Couple Edition -- CHCI Alumnus February 2010
CHCI Alumni Association Chapters' Special Edition - October 2009
Edith Rocío Robles -- CHCI Alumnus August 2009
Silvia Inéz Salazar--CHCI Alumnus July 2009
Francisco J. Uribe CHCI Alumnus June 2009
Heidy Servin-Baez CHCI Alumnus April 2009
March 2009: White House Edition
William (Bill) Arce CHCI Alumnus February 2009
Stephanie Valencia CHCI Alumnus January 2009
Miguel Ayala CHCI Alumnus December 2008
Eric Rodriguez-CHCI Alumnus November 2008
Sonia Ramirez CHCI Alumnus October 2008
Mildred Otero CHCI Alumnus September 2008
Juan Ciscomani CHCI Alumus August 2008
Leo Prieto CHCI Alumnus July 2008
Octavio Saenz CHCI Alumnus June 2008


text: General Music News May 1, 2012 17:13:00 GMT -8 Quote Select PostDeselect PostLink to PostMemberGive GiftBack to Top Post by Drew on May 1, 2012 17:13:00 GMT -8 Apr 30, 2012 12:35:08 GMT -8 Pea said:Remember that cute little band called the Morning Benders? Ya know, the one that changed their name to one of the worst names ever? POP ETC! Yep. That one. Well, that clearly wasn't enough! A complete devolution into musical diarrhea followed suit! I present to you, the worst song of 2012:This isn't that bad if you imagine the lyrics as ironic./board suicide


text:
Glass Houses
|Glass Houses
|Studio album by Billy Joel
|March 10, 1980
|Rock, new wave[1][2]
|Family Productions/Columbia
|Phil Ramone
|Billy Joel chronology
|Singles from Glass Houses
|Professional ratings
|Review scores
|Rolling Stone
|Smash Hits
Glass Houses is the seventh studio album by American singer-songwriter Billy Joel, released on March 10, 1980. It features Joel's first song to peak at #1 on Billboard's Pop Singles chart, "It's Still Rock and Roll to Me." The album itself topped the Pop Albums chart for six weeks and was ranked number 4 on Billboard's 1980 year-end album chart.[6] The album is the 41st best selling album of the 1980s, with sales of 7.1 million copies in the US alone. In 1981, Joel won a Grammy Award for "Best Male Rock Vocal Performance" for his work on Glass Houses.[7]
This album was the third collaboration between Joel and producer Phil Ramone, following The Stranger and 52nd Street.
Opening with the sound of glass shattering, Glass Houses has more of a hard rock feel than Joel's previous albums. The cover shows Joel poised to throw a rock through the two-story window of his real-life waterfront glass house in Oyster Bay. On some versions, the back cover shows Billy looking through the hole that the rock made in the glass. This alludes to the adage that "people in glass houses shouldn't throw stones."
Some reviewers, like Stephen Thomas Erlewine, believe that the album was Joel's response to New Wave and punk rock (Joel does reference both New Wave and punk rock in the lyrics of the song "It's Still Rock & Roll To Me"). Erlewine concludes, "[The album] may not be punk -- then again, it may be his concept of punk -- but Glass Houses is the closest Joel ever got to a pure rock album."[1]
In 2004, the pop-culture journalist and rock critic Chuck Klosterman praised the album in an essay on Joel titled "Every Dog Must Have His Every Day, Every Drunk Must Have His Drink" from his book Sex, Drugs, and Cocoa Puffs (the title of the essay refers to a line from the Glass Houses song "Don't Ask Me Why")[8] In particular, Klosterman praised some of the more obscure tracks from the album including "All for Leyna", "I Don't Want to Be Alone", "Sleeping with the Television On", and "Close to The Borderline."
Track listing[edit]
All songs written by Billy Joel.
- Side one
- "You May Be Right" – 4:15
- "Sometimes a Fantasy" – 3:40
- "Don't Ask Me Why" – 2:59
- "It's Still Rock and Roll to Me" – 2:57
- "All for Leyna" – 4:15
- Side two
- "I Don't Want to Be Alone" – 3:57
- "Sleeping with the Television On" – 3:02
- "C'était Toi (You Were the One)" – 3:25
- "Close to the Borderline" – 3:47
- "Through the Long Night" – 2:43
- Billy Joel – acoustic piano, synthesizers, harmonica, electric pianos, accordion, vocals
- David Brown – acoustic & electric guitars (lead)
- Richie Cannata – saxophones, organs, flute
- Liberty DeVitto – drums & percussion
- Russell Javors – acoustic & electric guitars (rhythm)
- Doug Stegmeyer – bass guitar
- Producer: Phil Ramone
- Engineer: Jim Boyer
- Assistant engineer: Bradshaw Leigh
- Mastering: Ted Jensen
- Photography: Jim Houghton
Grammy Awards[edit]
|Recipient / Nominated work
|Glass Houses
|Best Rock Vocal Performance - Male[7]
|Album of the Year[9]
American Music Awards[edit]
|Recipient / Nominated work
|Glass Houses
|Favorite Pop/Rock Album[10]
|Billy Joel (performer)
|Favorite Pop/Rock Male Artist[10]
Chart positions[edit]
Year-end charts[edit]
Certifications and sales[edit]
|Australia (ARIA)[32]
|5× Platinum
|Canada (Music Canada)[33]
|5× Platinum
|Hong Kong (IFPI Hong Kong)[34]
|Japan (Oricon Charts)
|New Zealand (RMNZ)[36]
|United Kingdom (BPI)[37]
|United States (RIAA)[38]
|7× Platinum
^shipments figures based on certification alone
- ^ a b Thomas, Stephen. "Glass Houses - Billy Joel". AllMusic. Retrieved 2011-08-25.
- ^ "Glass Houses Review | Billy Joel | Compact Discs | Reviews @". Ultimate-guitar.com. Retrieved 2013-08-26.
- ^ Glass Houses at AllMusic
- ^ "Billy Joel: Glass Houses: Music Reviews: Rolling Stone". 2008-02-28. Archived from the original on 2008-02-28. Retrieved 2011-08-25.
- ^ Cranna, Ian. "Billy Joel: Glass Houses". Smash Hits (April 3–16, 1980): 31.
- ^ a b "Billboard.com - Year End Charts - Year-end Albums - The Billboard 200". billboard.com. Retrieved 2008-09-11.
- ^ a b "Past Winners Search". grammy.com. Retrieved 2011-11-01.
- ^ Klosterman, Chuck. Sex, Drugs, and Cocoa Puffs Scribner, 2004.
- ^ "GRAMMYs' Best Albums 1980–1989". grammy.org. Retrieved 2011-11-01.
- ^ a b "8th American Music Awards". Retrieved 2011-11-01.
- ^ a b Kent, David (1993). Australian Chart Book 1970–1992. St Ives, NSW: Australian Chart Book. ISBN 0-646-11917-6.
- ^ "austriancharts.at Billy Joel - Glass Houses". Hung Medien (in German). Retrieved 2011-11-01.
- ^ Library and Archives Canada. Retrieved 2011-11-01
- ^ "dutchcharts.nl Billy Joel - Glass Houses". Hung Medien, dutchcharts.nl (in Dutch). MegaCharts. Retrieved 2011-11-01.
- ^ "InfoDisc : Tous les Albums classés par Artiste > Choisir Un Artiste Dans la Liste" (in French). infodisc.fr. Retrieved 2011-11-01.
- ^ a-ビリー・ジョエル "- Yamachan Land (Archives of the Japanese record charts) - Albums Chart Daijiten - Billy Joel" Check
|url=scheme (help) (in Japanese). 2007-12-30. Retrieved 2011-11-01.
- ^ "charts.org.nz - Billy Joel - Glass Houses". Hung Medien, charts.org.nz. Recording Industry Association of New Zea Land. Retrieved 2011-11-01.
- ^ "norwegiancharts.com Billy Joel - Glass Houses". Hung Medien, norwegiancharts.com. VG-lista. Retrieved 2011-11-01.
- ^ Salaverri, Fernando (September 2005). Sólo éxitos: año a año, 1959–2002 (1st ed.). Spain: Fundación Autor-SGAE. ISBN 84-8048-639-2.
- ^ "swedishcharts.com Billy Joel - Glass Houses". Hung Medien, swedishcharts.com (in Swedish). Sverigetopplistan. Retrieved 2011-11-01.
- ^ "Billy Joel - Glass Houses - hitparade.ch". Retrieved 2011-08-08.
- ^ "Chart Stats - Billy Joel - Glass Houses". UK Albums Chart. Retrieved 2011-11-01.
- ^ "allmusic ((( Glass Houses > Charts & Awards > Billboard Albums )))". allmusic.com. Retrieved 2011-11-01.
- ^ "Album Search: Billy Joel" (in German). Media Control. Retrieved 2011-11-01.
- ^ "Austriancharts.st - Jahreshitparade 1980" (in German). Hung Medien. Retrieved 2011-10-04.
- ^ "RPM Top 100 Albums of 1980". RPM. Retrieved 2011-10-03.
- ^ "Les Albums (CD) de 1980 par InfoDisc" (PHP) (in French). infodisc.fr. Retrieved 4 February 2012.
- ^ 1980年アルバム年間ヒットチャート "Japanese Year-End Albums Chart 1980" Check
|url=scheme (help) (in Japanese). Oricon. Retrieved 2011-09-12.
- ^ "Complete UK Year-End Album Charts". Retrieved 2011-10-04.
- ^ "Top 100 Albums of 1981". RPM. 26 December 1981. Retrieved 6 December 2010.
- ^ "Top Pop Albums of 1981". billboard.biz. 1981-12-31. Retrieved 2012-02-24.
- ^ "ARIA Charts – Accreditations – 1980 Albums". Australian Recording Industry Association.
- ^ "Canadian album certifications – Billy Joel – Glass Houses". Music Canada.
- ^ "IFPIHK Gold Disc Award − 1983". IFPI Hong Kong.
- ^ Oricon Album Chart Book: Complete Edition 1970-2005. Roppongi, Tokyo: Oricon Entertainment. 2006. ISBN 4-87131-077-9.
- ^ THE FIELD id (chart number) MUST BE PROVIDED for NEW ZEALAND CERTIFICATION.
- ^ "British album certifications – Billy Joel – Glass Houses". British Phonographic Industry. Enter Glass Houses in the field Keywords. Select Title in the field Search by. Select album in the field By Format. Select Gold in the field By Award. Click Search
- ^ "American album certifications – Billy Joel – Glass Houses". Recording Industry Association of America. If necessary, click Advanced, then click Format, then select Album, then click SEARCH
|Preceded by
The Wall by Pink Floyd
|Canadian RPM number-one album
May 10 - June 28, 1980
|Succeeded by
Emotional Rescue
by The Rolling Stones
|Preceded by
Against the Wind by Bob Seger & the Silver Bullet Band
|Billboard 200 number-one album
June 14 - July 25, 1980
- Albums certified quintuple platinum by the Canadian Recording Industry Association
- Albums certified gold by the International Federation of the Phonographic Industry of Hong Kong
- Albums certified platinum by Recorded Music NZ
- Albums certified gold by the British Phonographic Industry
- Albums certified multi-platinum by the Recording Industry Association of America
- Billy Joel albums
- 1980 albums
- Albums produced by Phil Ramone
- Columbia Records albums
- Grammy Award for Best Male Rock Vocal Performance
- English-language albums


text:
Bracelet, cuff, copper and brass, 17mm wide, 2-1/2 inch diameter. Sold individually.
All products (except FREE items) apply to your discount level.
More Details.
Item Number: H20-2565JD Have a question about this item?
The twisted wire patterns on this cuff bracelet accentuate the earthy glow of copper and brass. Bracelet slips on easily and adjusts to fit most wrist sizes comfortably. A terrific bargain for individuals using copper metal bracelets as a healing tool for preventing illness and soothing arthritic conditions, or for those just looking for a stylish cuff. Due to the handcrafted nature of the bracelet, size, shape and design may vary.


text:
Enhancing Social Capital in South Asia
Since its formation, the India Research Center (IRC) has worked to enhance intellectual capital creation by working with academics and business leaders in South Asia.
The Global Colloquium on Participant-Centered Learning (GloColl) is an HBS course for faculty at business schools in emerging economies who are trained in interactive methods of teaching and learning.
Executive Education
in India
Driving Growth Through Innovation — India
August 2016 (Mumbai, India)
Innovating new products and services in India can be complicated by an unpredictable market and unfamiliar culture. This program helps business leaders develop and market differentiated products and services by identifying and leveraging new opportunities. Participants leave with the latest tools and strategies to manage today's diverse risks and to position their companies for future success.
Maximizing Your Leadership Potential — India14-17 December, 2015 (Mumbai, India)
This program helps companies build visionary leaders who can manage disruptive change and exploit emerging opportunities in a shifting global economy. By exploring diverse approaches to complex leadership challenges, you will learn how to adapt your management style to the situation at hand, build more productive teams, and lead your organization to greater success across India and the globe.
Leading Growth Through Customer Centricity — India
March 7-10, 2016
(Mumbai, India)
Learn how to create a truly customer-centric organization that can help your business innovate, compete, and grow. Designed for senior executives operating in India and the surrounding region, this new program gives decision-makers new knowledge and tools for transforming an organization that sells products and services into one that delivers differentiated customer value-and sustainable business success.
Building a Global Enterprise-India
April 2016
(Mumbai, India)
This program is designed for senior leaders who seek strategies to expand within and beyond this compelling market. Offered jointly by Harvard Business School and the India Research Center in Mumbai, the program marries on-the-ground, research-based knowledge of India with the global perspective of one of the world's leading business schools-a combination unavailable in any other executive education program.
Improving Corporate Performance and Profitability — India
May 2016
(Mumbai, India)
Build a strategic advantage for your company by implementing powerful performance evaluation systems that drive performance and improve profitability. This leadership program explores how local and multinational companies manage operational risk and create corporate value in India and beyond. You will emerge with a blueprint for capitalizing on growth opportunities in challenging times.
Aligning and Executing Strategy — India
June 2016
(Mumbai, India)
Position your organization for long-term success in the global marketplace by integrating the design and execution of highly effective business strategies. In this intensive program, senior executives who do business in India will explore the core components of strategy building-among them competitive environment and competitive advantage. You will learn how to align your organization in order to optimize your strategy, capitalize on opportunities, and drive growth.
Negotiations and Dealmaking-India
28 Sept - 01 Oct, 2015
(Mumbai, India)
Drive your strategy forward and create value for your firm through stronger negotiation skills that prepare you for any business situation. You will learn how to analyze each deal, overcome obstacles, adapt your strategies to changing conditions, and create value for all parties. Backed by proven negotiation framework, you can get better results-whether you are closing a routine sale or inking a high-stakes deal.
Corporate Social Responsibility - India
October 28 - December 19, 2015
(Mumbai, India)
With well-crafted CSR strategies, companies operating in India can drive sustainable business success, fulfill government mandates-and help to address the country's challenges. In this program, CSR decision makers and NGO executives will explore global best practices for aligning CSR strategies with company goals, integrating CSR throughout the organization, building productive partnerships, and maximizing business and social value.
Managing and Transforming Professional Service Firms-India
04-07 January, 2016
(Mumbai, India)
This program provides firms with proven approaches for managing client expectations, developing staff, and formulating business strategies. Offered jointly by Harvard Business School and the India Research Center in Mumbai, executives will leave the program well positioned to capitalize on growth opportunities in India and beyond.
India Research Center
The India Research Center (IRC) was established in 2006. Based in Mumbai, the IRC is the second most recent addition to the School's network of Global Centers. Following significant economic policy transitions during the early 1990s, India is now proving to be a major force within the world economy. As a result, the IRC supports the School's faculty in its research interests on the emerging trends that are quickly transforming and shaping the region. Research to date has included the study of information technology, biotechnology, healthcare, agribusiness, and corporate governance within this dynamic region.
In March 2008, Harvard Business School appointed Anjali Raina as Executive Director of the India Research Center.
Land Acquisition in India: Public Purpose and Private Property (C)
Alfaro, Laura, Lakshmi Iyer, and Rachna Tahilyani
February 2014
No abstract available
Wal-Mart Lobbying in India?
Ramanna, Karthik, and Vidhya Muthuram
January 2014
In 2012, as part of a routine disclosure under U.S. law, Wal-Mart revealed it had spent $25 million since 2008 on lobbying to "enhance market access for investment in India." This disclosure, which came weeks after the Indian government made a controversial decision to permit FDI in the country's multi-brand retail sector, created uproar in India. Lobbying by multinationals drew strong emotions in India, evoking images of the millions spent by Enron in the 1990s to "educate Indians"-a suspected euphemism for bribery. Opposition political parties accused Wal-Mart of bribing the Indian government, which, on the eve of a general election, appointed a judicial commission to investigate Wal-Mart. Already under pressure from allegations of bribery in Mexico, Wal-Mart risked becoming embroiled in another embarrassing scandal. How had the company landed in its current situation and how could it respond to the investigation into its India-related lobbying?
Schneider Electric: Becoming the Global Specialist in Energy Management
Macomber, John D., and Rachna Tahilyani
December 2013
Global electrical products company assesses growth and market demands in India. Company must decide between a product acquisition or developing a service business. Students need to be aware of different country conditions, demands on implementation of different strategies, and impact on culture. Also discusses energy performance contracting in the context of making India's energy generation capability more efficient.
Coffee Wars in India: Café Coffee Day Takes on the Global Brands
Yoffie, David B., and Tanya Bijlani
November 2013
Café Coffee Day (CCD) is contemplating how to respond to the entry of Starbucks into the Indian coffee chain market. The case study describes the emergence of CCD as the leading coffee chain in India, with over 1,400 cafes in India. In early 2013, Starbucks, the world's leading coffee chain company, opened its first 11 outlets in India's metropolitan cities with local giant, Tata, and promises of a national roll out. CCD management debated whether there was plenty of room for both Starbucks and CCD in India's large growing market, or whether Starbucks' entry required CCD to respond more assertively.
Eko: Mobile Banking and Payments in India
Gupta, Sunil, and Rachna Tahilyani
November 2013
No abstract available
BMVSS: Changing Lives, One Jaipur Limb at a Time
Datar, Srikant M., and Saloni Chaturvedi
September 2013
Bhagwan Mahaveer Viklang Sahayta Samiti (BMVSS) is an Indian not-for-profit organization engaged in assisting differently-abled persons by providing them with the legendary low-cost prosthesis, the Jaipur Foot, and other mobility-assisting devices, free of cost. Known for its patient-centric culture, its focus on innovation, and for developing the $20 Stanford-Jaipur knee, BMVSS has assisted over a million people in its lifetime of 44 years. As the founder, Mr. D.R. Mehta, thinks about the financial sustainability of BMVSS, he must devise a strategy that will sustain its human impact well into the future.
Transport Corporation of India (A): The Cross-selling Conundrum
Narayanan, V.G., and Saloni Chaturvedi
July 2013
Transport Corporation of India (TCI) was a logistics company that provided multi-modal transport solutions to its customers. Set up in 1958, TCI had grown from a "one man, one truck, one office" setup to a company with revenues of $400 million in half a century. TCI's growth had been assisted by the creation of individual divisions that provided specialized services to its clients-Freight, Express, Supply Chain Solutions, Seaways, and Global. In 2012, the company renewed it efforts to foster cross-selling across the divisions with the hope that this would increase customer stickiness and foster growth. However, as the company tried to push the cross-selling agenda across its various divisions, it faced myriad issues. It needed to educate its divisional sales staff about the services provided by divisions other than their own, to motivate them to cross-sell, and to create intra-division confidence to facilitate cross-selling. While the joint managing director, Vineet Agarwal, under the guidance of his father D.P. Agarwal, vice-chairman and managing director, TCI, in conjunction with TCI's executive committee, had introduced initiatives like training across divisions, competitions on cross-selling, and tracking of cross-selling leads, he was not sure that these were enough. Were there other ways in which TCI could successfully cross-sell? Could they put in place a system that specifically incentivized cross-sales to motivate sales staff? The (A) case focuses on TCI's cross-selling efforts and the strategic decisions before it. Cases (B), (C), and (D) discuss specific situations that demonstrate issues related to the cross-selling initiative.
Transport Corporation of India (B): Choosing the Right Candidate
Narayanan, V.G., and Saloni Chaturvedi
July 2013
No abstract available.
Transport Corporation of India (C): Dealing with Shortcomings in Service Quality
Narayanan, V.G., and Saloni Chaturvedi
July 2013
No abstract available.
Transport Corporation of India (D): Business Development across Divisions
Narayanan, V.G., and Saloni Chaturvedi
July 2013
No abstract available.
Growing Financial Services in India: Aditya Birla Financial Services Group
Healy, Paul M., and Rachna Tahilyani
July 2013
Aditya Birla Financial Services Group is a large, broad-based, Indian financial services institution offering products ranging from life insurance and mutual funds to private equity. The company has witnessed a turnaround in recent years and regained lost market share. However, in recent years, concerns about investor protection has increased financial sector regulatory oversight specifically in the asset management and life insurance space and changed the rules of the game. Additionally, the central bank has invited new banks to apply for licenses to operate in the country. In the face of these changes, the company has to figure out what its strategy should be to realize its vision of becoming a leading integrated financial services player offering customers a menu of products that support their needs at different stages of their lives.
Nanda, Ramana
July 2013
Sidharth Gupta, CEO of Getit Infomediary Ltd., had just received a term sheet from Helion Venture Partners (Helion), one of India's independent venture capital firms, offering to invest Rs 200 million in return for an equity stake in the company. His dream of transforming Getit from a regional print company into a digital company with broad geographical reach was within grasp. However, Gupta had to act fast; Helion's term sheet would expire in a fortnight if unexecuted. Bank finance and trade credit had tided Getit through tough times in the past, and Getit still had a Rs 250 million bank line to draw on. Should he take the venture capital investment? And if so, what implications would this have for his family business and for him personally?
Naina Lal Kidwai: Investing in Her Country
Groysberg, Boris, and Anjali Raina
May 2013
This case showcases the 30-year career of Naina Lal Kidwai, chairman of HSBC India, a leading woman business leader globally. It demonstrates how Kidwai spent a lifetime overcoming barriers as a woman in a male-dominated profession and as an Indian in the global marketplace. Now, as opportunities to play a role in the environment are beginning to open up, she has to decide the next direction to take in her career.
Equitas Microfinance (B): Response to the Andhra Pradesh Crisis
Narayanan, V.G.,
V. Kasturi Rangan, and Vidhya Muthuram
May 2013
No abstract available.
Equitas Microfinance (C): Advent of Regulation
Narayanan, V.G.,
V. Kasturi Rangan, and Vidhya Muthuram
May 2013
No abstract available.
Aadhaar: India's 'Unique Identification' System
Khanna, Tarun, and Anjali Raina
April 2013
No abstract available
E-Commerce in Asia: Challenges and Opportunities
Gupta, Sunil, and Tanya Bijlani
February 2013
Asia is becoming increasingly attractive to businesses, especially to e-commerce firms that thrive on global and scalable business models. Yet, most global e-commerce players, with a few exceptions, have failed to achieve significant success in Asia. This article describes five major challenges that e-commerce firms face in emerging Asian markets.
Asia Business Insights
Nalli Silk Sarees (B)
Narayanan, V.G., Namrata Arora, and Vidhya Muthuram
January 2013
Presents the company's perspective using an interview format. Ramnath K.Nalli, vice chairman of Nalli Silk Sarees Private Limited, and his daughter, Lavanya Nalli (HBS MBA 2011), the fifth generation entrepreneur to be involved in the family business, discuss customer preferences, buying behavior, and price sensitivity for cotton and silk sarees.
Blackstone's Investment in Intelenet
Lerner, Josh, Sandeep Bapat, and Rachna Tahilyani
January 2013
Three years had passed since Blackstone's investment in Intelenet Global Services, their third largest investment in India. Great progress had been made, but now a new challenge loomed. Globank, a large global bank, was Intelenet's largest customer. Intelenet's contract with Globank was set to expire in the next seven months, and all of Intelenet's assets and people working on the account would move to Globank. Amit Dixit, managing director at the Blackstone Group, estimated that in the next four years this would result in Intelenet losing $160 million of revenue and $48 million of EBITDA. Blackstone could either channel large amounts of capital and human resources towards renewing the contract or focus on growing third-party business at Intelenet. Dixit had to firm up his strategy quickly in order to begin negotiations with Globank.
Building Brand Infosys
Deshpandé, Rohit, and Vidhya Muthuram
January 2013
Infosys Limited was India's second largest exporter of IT services with annual revenues of $7 billion and a market capitalization of nearly $26 billion in 2012. The company, headquartered in Bangalore, India, had built its reputation as the Indian IT bellwether whose credo was to "under-promise and over-deliver." Throughout its 31-year history, Infosys and its iconic co-founder, N.R. Narayana Murthy, were admired and respected for delivering excellence while conducting business in a legal, transparent, and ethical manner. It was one of the few software companies that recognized the value of a strong brand in the business-to-business (B2B) market and chose to develop its brand not through expensive advertising but by building core values, client trust, and leveraging Murthy's personal integrity and principles. In 2011, the company introduced its new brand positioning, Infosys 3.0. A key component of the new brand positioning was the Products, Platforms, and Services (PPS) business, headed by Sanjay Purohit. This case focuses on the company's efforts to makeover its brand in the U.S. market amidst several challenges.
Nalli Silk Sarees (B)
Narayanan, V.G., Namrata Arora, and Vidhya Muthuram
January 2013
Presents the company's perspective using an interview format. Ramnath K.Nalli, vice chairman of Nalli Silk Sarees Private Limited, and his daughter, Lavanya Nalli (HBS MBA 2011), the fifth generation entrepreneur to be involved in the family business, discuss customer preferences, buying behavior, and price sensitivity for cotton and silk sarees.
Intuit Inc.: Project AgriNova
Eisenmann, Thomas R., and Tanya Bijlani
November 2012
In late 2008, a team from Intuit's office in Bangalore, India, is evaluating an opportunity to launch a new venture that would use SMS to deliver crop price information to farmers in India. The case describes the structure of Indian agriculture and the problems experienced by farmers, who were often exploited by middlemen who entered into obtuse private arrangements with wholesale buyers. After five weeks of research, the team concludes that the opportunity warrants further exploration. The question is, what should they do next?
I Paid a Bribe (Dot) Com
Ramanna, Karthik, and Rachna Tahilyani
August 2012
Anti-corruption web platform "ipaidabribe.com" leverages the transparency and anonymity of the Internet to encourage private citizens in India who have been the victims of corruption to self-report details of bribes paid, including the bribe amount, the name of the corrupt official, and services rendered. The ipaidabribe.com portal then aggregates these data to create maps and charts of corrupt activities across Indian cities. The theory is that such data will build awareness and shame, raising the cost of corruption. But after initial successes-buoyed by visibility generated from mass street protests against corruption in 2011-traffic to the website has slowed. The question before spouses, ex-bankers, and ipaidabribe.com co-founders Ramesh and Swati Ramanathan is how to generate and sustain interest in the web platform so that they have real impact on retail corruption in India. Possible solutions discussed include teaming up with local governments and police, focusing attention on one or two Indian cities, and franchising ipaidabribe.com internationally to create more visibility.
Sarvajal: Water for All
Macomber, John D., and Mona Sinha
June 2012
Entrepreneur wrestles with business model using SMS and RFID technology, franchising, and leasing to rapidly grow off-the-grid water purification business without subsidies. The company seeks to provide potable water services to rural and urban India where the public infrastructure does not exist. Past efforts have been stymied by rural operations problems including expensive technologies, challenging maintenance issues, cash management problems, lack of capital, and lack of a business model that makes sense for retail operators without subsidy. Using a franchising model that relies on seasoned local entrepreneurs, communication technology that monitors flows and quality, payment technology that takes cash out of the equation, and a "capital light" leasing model, the company hopes to create and share a new business model. If successful, the model can be copied by other social entrepreneurs with a market-based pricing scheme to provide other forms of infrastructure in emerging markets.
eHealthpoint: Healthcare for Rural India
Hamermesh, Richard G., Mona Sinha, and Elizabeth Vrolyk
March 2012
Healthpoint Services sought to address rural India's shortage of quality and affordable healthcare with a multi-service platform that comprised telemedical health clinics called eHealthpoints, clean drinking water, a diagnostic lab, and a pharmacy. Could they convince rural Indians to leapfrog from local healers to telemedicine? And could they convince investors that their capital intensive, bundled offering was a high-growth, self-sustaining venture? Healthpoint Services grappled with multiple challenges: changing mind-sets of patients and investors, generating traffic at their eHealthpoints, expanding their product portfolio, and growing within and outside India.
Aadhaar: India's 'Unique Identification' System
Khanna, Tarun, and Anjali Raina
March 2012
The case focuses on the execution challenges facing Nandan Nilekani, the chairman, and Ram Sevak Sharma, director general and mission director of the Unique Identification Authority of India. India had no nationally accepted way to prove identity and hence 42% of the population at the base of the pyramid had to resort to bribery to access entitlements, while a web of fake or multiple identities facilitated criminal diversion of government subsidies. UIDAI was tasked to deliver a unique identification number to every Indian resident. This involved the issue of a total of 1.2 billion unique IDs by 2020 and an interim goal of 600 million UIDs by 2014-the largest data management program in the world. The case deals with the challenge of implementing a towering vision, of executing on an epic technology project, and of changing minds on an unprecedented scale. It examines the forces that both facilitate and derail change. It also examines the leadership style and motivation of Nilekani and the transition in skills required to move from building a global organization to working within the Indian bureaucracy.
Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor (B)
Khanna, Tarun, and Tanya Bijlani
September 2011
Narayana Hrudayalaya (NH) has expanded into a multi-specialty health city in Bangalore and has grown to twelve locations across India. The hospital plans to build 300-bed secondary-care hospitals in smaller cities across India, with a goal to operate 30,000 beds in seven years, which will make it comparable with the world's largest hospital chains. NH operates the world's largest tele-cardiology network, which provides consultations to people in 800 locations across the world, including 53 African countries. Management also plans to open a 2,000-bed hospital in the Cayman Islands to provide underinsured Americans with tertiary care procedures at 40% below U.S. prices, thereby bringing Dr. Shetty's model of compassionate care at affordable prices to the developed world.
Indian Railways: Building a Permanent Legacy (B)?
Musacchio, Aldo, Tarun Khanna, and Rachna Tahilyani
September 2011
Supplement to case 710-008
State Bank of India: Transforming a State Owned Giant
Lal, Rajiv, and Rachna Tahilyani
April 2011
February 2011: O.P. Bhatt reflected contentedly on his five-year term as chairman of State Bank of India (SBI), India's largest commercial bank. He had led SBI on a journey of transformation from an old, hierarchical, transaction oriented, government bank to a modern, customer focused, and technologically advanced universal bank. In 2006, when Bhatt assumed leadership, SBI had been losing market share for over two decades to private and foreign banks. Analysts and industry observers had predicted that at the prevailing growth rates ICICI Bank, a private bank launched in 1994, would overtake SBI in terms of deposits in four years. However, by 2010, SBI had more than doubled its profits, deposits and advances; regained market share and won the Asian Banker Achievement award for the strongest bank in the Asia Pacific region.
Hindustan Unilever's 'Pureit' Water Purifier
Rangan, V. Kasturi, and Mona Srivastava
April 2011
The case asks students to formulate a strategy to respond to various competitive threats to its Pureit water purifier, launched in 2008, targeted at millions of low-income Indian consumers who did not have access to safe drinking water. The case describes in detail the product development and launch process that required HUL, the $3.5 billion Indian subsidiary, to innovate on many different fronts. It details competitive actions since the launch to set the stage for what the company should do next.
Hollywood in India: Protecting Intellectual Property (A)
Iyer, Lakshmi, and Namrata Arora
March 2011
In January 2010, Fox Star Studios is preparing to release the Bollywood film "My Name is Khan" in Indian and international markets. What strategies should the company adopt to protect their intellectual property? How much should the company invest in anti-piracy initiatives? Should releases be restricted only to more secure digital screens? Should the company be concerned about the frequent comparisons of the movie with Forrest Gump, in light of several recent cases of Hollywood studios suing Bollywood producers for plagiarism?
Hollywood in India: Protecting Intellectual Property (B)
Iyer, Lakshmi, and Namrata Arora
March 2011
Supplements the (A) case
YES BANK: Mainstreaming Development into Indian Banking
Chu, Michael, and Namrata Arora
December 2010
YES BANK, founded in 2003 and highly successful, has consistently been profitable meeting the Indian government's Priority Sector Lending (PSL) requirements, unlike virtually all other private sector banks, which view PSL activity as a necessary but loss-making part of their portfolio. To do this, YES BANK created a distinct Development Banking practice, under the purview of the Corporate Finance division. But now, the Development Banking team is contemplating going to the board to take the concept one step further: pro-actively investing in PSL-qualifying activities not as a matter of regulatory compliance but as business. Should the bank devote significant financial and human resources into an ambitious Financial Inclusion Program to serve previously unbanked rural populations through a rapid expansion of its branch network and the use of nonbank business correspondents? In addition, should the bank commit part of its scarce capital to Tatva Capital, a private equity venture focused on renewable energy, clean technology, waste management, water and sanitation, food and agribusiness, affordable housing, healthcare, and education and livelihood creation? Is the board ready to incorporate development banking into the mainstream of the bank, or will this turn out to be a major error in judgment?
Leadership in Corporate Reporting Policy at Tata Steel
Ramanna, Karthik, and Rachna Tahilyani
October 2010
The case describes the challenges faced by Tata Steel, India's largest private sector steel company, as it transitions from Indian GAAP to IFRS. It first describes those challenges in the context of the institutional voids that make IFRS adoption difficult in India. The case then focuses on how companies in emerging markets might represent their interests at the IASB, the standard setting body for IFRS.
MindTree: A Community of Communities
Garvin, David A., Rachna Tahilyani
September 2010
MindTree is a mid-sized Indian IT services company known for its knowledge management practices, its collaborative communities, and its strong culture and values. The CEO has set a goal of becoming a $1 billion company by 2014; to reach that goal, employees must create several new businesses. The head of knowledge management must decide how his function should change in order to become more supportive of innovation and new business development.
Zensar: The Future of Vision Communities (A)
Garvin, David A., and Rachna Tahilyani
August 2010
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation. As the company grows, managers must decide how to scale the Vision Community process so that it retains its spirit of employee involvement and engagement while encompassing a larger, more geographically dispersed group of participants.
Zensar: The Future of Vision Communities (B)
Garvin, David A., and Rachna Tahilyani
August 2010
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation. As the company grows, managers must decide how to scale the Vision Community process so that it retains its spirit of employee involvement and engagement while encompassing a larger, more geographically dispersed group of participants.
Pratham-Every Child in School and Learning Well
Datar, Srikant M,
Stacey Childress, Rachna Tahilyani, and Anjali Raina
July 2010
The case focuses on how Pratham, a non-governmental organization, provided quality education to underprivileged children in India by collaborating with the government. It focuses on the problem Madhav Chavan, the founder, is trying to solve, the contributing factors that have caused this problem to remain unsolved until now, Madhav's theory of change, questions about whether these activities (inputs) will affect the outputs and have an impact, what will it take and how will we know if Pratham is successful, and recommendations about what Madhav should do next.
IDFC India: Infrastructure Investment Intermediaries
Macomber, John D., and Viraal Balsari
July 2010
Indian financial intermediary matching international capital to local infrastructure decides how to balance range of services, risk-adjusted return, margin pressure, and nation building. IDFC was chartered with partial ownership from the Indian government to help evaluate policy and be a model for how private finance could be attracted to public infrastructure. As the nation and company grow, the firm also grows and embarks on a strategy of rapid expansion, offering a wide new range of financial products and participating in many aspects of the supply chain. Teaching questions include revisiting the original mission, contemplating the reduced margins and increased risks that come with entering a number of domains that already have established incumbents, and the trade-offs between maximizing shareholder return (for example through investments in full tariff power projects in rich cities) and maximizing the benefit to the nation (for example through subsidized tariff water projects in poor states).
Tata Nano-The People's Car
Palepu, Krishna G., Bharat N. Anand, and Rachna Tahilyani
June 2010
The case explores how Tata Motors, India's largest automobile company, developed the Nano, the world's cheapest car. The case focuses on the translation of Ratan Tata's (chairman of Tata Motors) vision of a safe affordable car for the masses by Ravi Kant, managing director of Tata Motors into the Nano Project. The case raises questions around breaking the price-quality barrier and changing existing internal processes to accommodate revolutionary new ideas. The dilemma of success-Tata Nano was a runaway bestseller-left Tata Motors debating how large a bet they should make on the Nano and what kind of capacity commitment this requires.
Bardhaman (A): Shrachi and the West Bengal Housing Board
Macomber, John D., and Viraal Balsari
June 2010
A real estate developer decides whether to enter into a public-private partnership with the government of West Bengal to develop a township on farmland. The decisions include whether to expand operations from the company's base in Kolkata to Bardhaman, 100 km away; whether to subdivide and sell raw land lots or follow the developer's vision and build a planned township; whether to enter into a public-private partnership with the government of West Bengal, led by the Left Front and the Communist Party of India as equity partners; or whether to also accept a private equity firm into the project, what to build, and in what sequence.
Bardhaman (B): Bengal Shrachi and the Township Design Decision
Macomber, John D., and Viraal Balsari
June 2010
A real estate developer in West Bengal chooses between two master plans for a 260-acre new township considering design, financing, and phasing. Two detailed master plans are considered, one with a radial design and an internal town square and one with a grid design and internal focus on parks and water features. The designs have different revenue potential, different cost implications, and different phasing decisions. The analysis includes soft issues and aesthetic issues such as what contributes to the feel of a place and what contributes to various land uses supporting each other (retail, residential, office). The analysis also includes a detailed proforma for each plan. This case builds on "Bardhaman (A): Shrachi and the West Bengal Housing Board."
TeamLease: Putting India to Work (Il) Legally
Khanna, Tarun, and Anjali Raina
June 2010
This case focuses on the growth dilemmas facing Manish Sabharwal, co-founder, TeamLease Services Pvt. Ltd. TeamLease is a human resource outsourcing and temp staffing company located in India, which has grown rapidly from 2002 to 2009. Set in the context of the highly regulated Indian labour market, the case raises the questions of how entrepreneurial leadership and strategy formulation can leverage the opportunities represented by the gaps between what the law says and what the market needs. It provides an opportunity to examine the concepts of power and influence and how they can be created and wielded to catalyze change and build a new industry that is technically illegal.
Indus Towers: Collaborating with Competitors on Infrastructure
Gulati, Ranjay,
Francisco de Asís Martínez-Jerez, V.G. Narayanan, and Rachna Tahilyani
April 2010
The case describes the formation of Indus Towers, the largest telecom tower company in the world that has a joint venture created to build and manage the passive infrastructure of wireless telecom operators by bringing together three competitors in India's tough telecom market-Bharti AirteI, Vodafone Essar, and Idea Cellular-and merging their tower holdings. It focuses on the issue as to how do you collaborate with your competitors in setting up towers but engage in a brutal competition with them in the marketplace?
The Dabbawala System: On-Time Delivery, Every Time
Thomke, Stefan, and Mona Srivastava
March 2010
Describes the Mumbai-based Dabbawala organization, which achieves very high service performance (6 Sigma equivalent or better) with a low-cost and very simple operating system. The case explores all aspects of their system (mission, information management, material flows, human resource system, processes, etc.) and the challenges that the Dabbawala organization faces in a rapidly changing environment. An outside consultant proposes the introduction of new technologies and management systems, while the leading logistics companies (e.g., FedEx) come to Mumbai to learn about the Dabbawala system.
Hindustan Unilever Limited
DeLong, Thomas J., and Mona Srivastava
February 2010
This case illustrates Hindustan Unilever Limited's conflict resolution and people development policies using a "leading from the middle" example. The story centers on the challenges faced by an HR manager at a factory who must meet organizational objectives while handling multiple trade unions that are resisting change as well as having conflicts amongst themselves.
Indian Railways: Building a Permanent Legacy?
Musacchio, Aldo, Tarun Khanna, and Rachna Tahilyani
October 2009
No abstract availabe
Dharavi: Developing Asia's Largest Slum
Iyer, Lakshmi, John D. Macomber, and Namrata Arora
August 2009
Maharashtra state is accepting bids to redevelop Dharavi, the largest slum in Asia. A real estate developer assesses the risks and tenders a bid. The bid conditions include providing new free housing to tens of thousands of slum dwellers, which is anticipated to be paid for from the revenues from developing and selling market-rate housing. While the primary concerns are cost of construction, cost of capital, and revenues from sale of units, the analysis must consider many aspects of risk including political risk, foreign exchange risk, market risk, and execution risk. Further, the discussion covers social aspects including whether the slum should be redeveloped at all, whether it should be redeveloped by government or by the private sector, and whether to accomplish it in large chunks or in smaller increments. Additional topics that can be covered include consideration of what happens to commercial activities formerly run from slum dwellings, whether the market-rate units will indeed sell for high prices if there are tens of thousands of former slum dwellers housed nearby, and whether the slum dwellers will be allowed to resell their units or whether they must remain in them. Other issues include timing of the project, guarantees to and from the government and the private parties to mitigate risk, and whether this model, if successful, can be extended to other slums in Asia.
Mistry Architects: Innovating for Sustainability (A)
Edmondson, Amy C.,
Robert G. Eccles, Mona Srivastava
April 2009
Describes an architecture firm founded and run by a husband and wife team, Sharukh and Renu Mistry, that emphasizes "green" building. The firm presents an unusual mix of projects-spanning the spectrum from larger corporate projects to small private homes. The mix also includes more profitable work and projects deliberately selected for social good, including the design of orphanage communities for SOS Children's International and other nonprofit organizations. The mix engages teams of young architects in different kinds of learning opportunities and allows them to manage these projects with an unusually high level of independence. The firm's founders are dedicated to being both very client-oriented and environmentally responsible. This can lead to some difficult choices and the case illustrates one example. The firm has been commissioned by SOS to design homes for some villages destroyed in the December 24, 2004 tsunami. The preferred design is thatch roofs which is in keeping with the local environment. However, the villagers want a more functional (and more expensive) reinforced cement concrete roof. Sharukh must decide which of his principles is to dominate in this situation.
Mistry Architects: Innovating for Sustainability (B)
Edmondson, Amy C.,
Robert G. Eccles, Mona Srivastava
April 2009
This case is a follow-up of Mistry Architects: Innovating for Sustainability (A) (Case 609-044). In Case (A) Sharukh and Renu Mistry found and run an architectural firm dedicated to being both client-oriented and environmentally responsible. The case uses a difficult design decision in a tsunami rehabilitation project to illustrate the challenges faced by professional services firms, and the role of innovation in meeting the needs of multiple stakeholders. The specific design decision is to make a choice between thatch roofs which are environmentally friendly, versus reinforced cement concrete roofs that the villagers desire for its functionality. Case (B) reveals and explains the firm's choice, while describing how the community rebuilds itself after the tsunami, as well as how the firms evolves. A (C) case discusses the future plans of the firm including growth and succession issues.
Mistry Architects: Innovating for Sustainability(C)
Edmondson, Amy C., Robert G. Eccles, Mona Srivastava
April 2009
This case is a follow-up to "Mistry Architects: Innovating for Sustainability (A)" (Case 609-044) and (B) (Case 609-086). In Case (A) Sharukh and Renu Mistry founded and run an architectural firm dedicated to being both client-oriented and environmentally responsible. The case uses a difficult design decision in a tsunami rehabilitation project to illustrate the challenges faced by professional services firms and the role of innovation in meeting the needs of multiple stakeholders. The specific design decision is to make a choice between thatch roofs, which are environmentally friendly, versus reinforced cement concrete roofs that the villagers desire for their functionality. Case (B) reveals and explains the firm's choice, while describing how the community rebuilds itself after the tsunami, as well as how the firm evolves. The (C) case discusses the future plans of the firm including growth and succession issues.
Special Economic Zones in India: Public Purpose and Private Property (A)
Alfaro, Laura, Lakshmi Iyer
April 2009
In 2005, the government of India enacted the Special Economic Zones (SEZ) Act in order to attract investment, generate export revenues, and create manufacturing jobs. However, several planned projects faced difficulties in acquiring land for setting up the SEZ. In December 2007, the government introduced a new piece of legislation, which proposed to extend the power of eminent domain to allow the government to acquire land for SEZs. Was this the right response to the land acquisition problems of private firms? Was the SEZ strategy the right one for India's economic growth?
Tata Motors in Singur: Public Purpose and Private Property (B)
Alfaro, Laura, Lakshmi Iyer, and Namrata Arora
March 2009
In October 2008, Tata Motors canceled their car manufacturing plant in West Bengal state, in the face of widespread farmer protests over land acquisition issues. This meant abandoning a project in which the company had invested $300 million and delaying the launch of the Nano, the world's cheapest car. What strategy could Tata have pursued to avoid this outcome? Would similar problems arise in Gujarat state, where the project had been relocated?
Accenture's War for Talent in India
Eccles, Robert G., David Lane, Namrata Arora, and Prabakar "PK" Kothandaraman
February 2009
No abstract available
The Suzlon Edge
Vietor, Richard H.K., and Juliana Seminerio
January 2009
With prices of oil, coal and gas at historically high levels, the wind industry had installed more than 20,000 MW of wind energy, representing a $37 billion investment in 2007. Besides high prices, wind energy represented a solution for consumers seeking an energy source that would not add to the problems associated with global climate change. Suzlon Energy Limited (Suzlon), India's largest manufacturer of wind turbines, had evolved from a small family-run business into a global enterprise spanning four continents in just over a decade. But would the costs associated with the aggressive growth policy be too much for a young company to handle?back to top
Cognizant Technology Solutions
Eccles, Robert G., David
Lane, and Prabakar PK Kothandaraman
August, 2008
In the highly competitive information technology outsourcing industry, Cognizant Technology Solutions has developed a strategy to differentiate itself by emphasizing building very close client relationships through its "Two-in-a-box" (TIB) model. This model is based on having two people share complete responsibility for the client. In the U.S. or Europe, the "on site" person, along with his or her relationship management team, is responsible for understanding the client's needs, obtaining projects and properly scoping out the work. The "offshore" person in India or elsewhere, along with his or her delivery team, is responsible for completing the project in a high-quality and timely way. The same top- and bottom-line metrics are used to evaluate the performance of both the on-site and offshore managers. This strategy (as opposed to ones based on things like low cost and innovation used by Cognizant's competitors) is intended to build deep and strong client relationships that will maximize Cognizant's "share of wallet." One interesting aspect of TIB is Cognizant Business Consulting, a 1,700-person group which advises clients in the context of helping them develop IT solutions for their business challenges. More recently, and as the next evolution of the TIB model, Cognizant is developing what it calls "Cognizant 2.0" or C2. C2 is a delivery platform based on Web 2.0 technology that enables Cognizant to subdivide work into tasks that can be allocated wherever in the world the best resources within Cognizant exist based on cost, expertise and availability while at the same time maintaining collaboration and integration to ensure timely and high-quality delivery.
Fortis Healthcare (A)
Herzlinger, Regina, and
Pushwaz Virk
May 2008
Should the Indian hospital chain enter the medical travel market or should it focus on expansion in the under-served Indian market? Is its business model appropriate to its goals?back to top
Michael Fernandes at Nicholas Piramal
Anteby, Michel, and Nitin Nohria
October 2007
Michael Fernandes, the Director of Custom Manufacturing Operations at the pharmaceutical company Nicholas Piramal India Limited (NPIL), schedules a meeting with three of his reports, whose interpersonal conflicts with one another are causing his business development function to falter. He struggles to know how to handle these conflicts and bring the three into a productive working collaboration. Fernandes is in charge of incorporating NPIL's new acquisitions in Canada and the United Kingdom to market NPIL globally. His three direct reports are each involved in different aspects of NPIL-the Canadian operations, the British operations, and the global business development-and the case explores the team dynamics among them. Unless Fernandes can resolve the conflicts, the integration of the acquisitions is in jeopardy.
Biocon Limited
Krishna G. Palepu, and Anath Chepuri
September 2007
Biocon Limited was facing significant pricing pressure in their cash cow business, that primarily consisted of manufacturing Active Pharmaceutical Ingredients (APIs). To combat this commoditization, Biocon's leadership had chosen an innovation-led strategy. This new strategy consisted of licensing and developing proven molecules from strategic partners to leapfrog competition and create large molecule biologics in India. The company understood that its transition from an API to an innovation-led company focused on new biologics would require patience and a risk-taking mindset. Although there was some commonality in the bioprocessing aspects of both approaches, the regulatory approvals, product development paths, and market-access timelines were dramatically different--almost diametrically opposed. Analyzes Biocon's strategic decisions, as well as the risks and challenges associated with migrating from a manufacturing to an innovation-led enterprise. How would they balance short-term pragmatism versus long-term vision? Do they have the appropriate human resources to scale and innovate? Is their India-centric strategy appropriate, since 86% of their end-market demand is in the U.S., Europe, and Japan? Fortunately, early indications with their innovation-led strategy were showing positive signs and demonstrable results--such as their biogenetic insulin and monoclonal antibody launch in India. Their lead oral insulin project, with a planned $100 million budget, was meeting its milestones and deliverables. Many critical business challenges are detailed in this case. Nevertheless, given their fully integrated business model and significant manufacturing base, the odds are in Biocon's favor to overcome these challenges and lead India's biotechnology revolution.
Can Bollywood Go Global?
Jones, Geoffrey G., Surachita Mishra, and Alexis Lefort
July 2007
Considers the opportunities and challenges facing Indian film producers in accessing the global film market. Provides a historical context by describing the history of the cinema and the rise of Hollywood to global dominance by the 1920s. Although film industries continued elsewhere, including Great Britain and France, their products had limited international appeal. Discusses the rise of the Indian film industry and the industry structure. Bollywood films, produced in Mumbai (formerly Bombay), are the most well-known genre. They are typically long, melodramatic, and musical. There are also regional language films produced in Chennai, independent films, and "crossover" films, typically incorporating the experience of the Diaspora in Western countries. Bollywood films in particular have sold well in Southeast Asia and among the Indian Diaspora. Raises the issue whether Indian content films can compete with Hollywood in global markets and to what extent a change in content is necessary for this strategy to work.
HCL Technologies (A)
Hill, Linda A., Tarun Khanna, and Emily A. Stecker
June 2007
When Vineet Nayar became president of HCL Technologies, a global IT services business, in April 2005, he knew the company needed drastic change. Since its founding as a hardware company in the 1970s, HCL had grown into an enterprise with $3.7 billion in revenues and a market capitalization of $5.1 billion. The company had 41,000 employees in 11 countries, but it was ill-prepared for the increasingly competitive market. With the shift from hardware to software and services, HCL had slipped behind its Indian competitors and multinational companies. Details the first phase of the transformation Nayar led in hopes of rejuvenating the industry pioneer. The tagline for this phase was "Employee First, Customer Second." Can be used in strategy, change management and leadership courses.
Fabindia Overseas Pvt. Ltd.
Khaire, Mukti, and Prabakar PK Kothandaraman
April 2007
Fabindia is a for-profit Indian retail company with the stated mission of providing employment to weavers and traditional handicraft artisans in rural India. Established in 1960 as an exporter of home furnishings, Fabindia has grown as a consumer-facing retailer of apparel, home furnishings, organic food, and body care products, and has plans to expand further. Given their mission, their supply chain is fragmented, geographically scattered, and unpredictable. Can they overcome these challenges and still grow profitably while staying committed to their mission?
Punjab and Kerala: Regional Development in India
Iyer, Lakshmi
March 2007
Between 2000 and 2004, India's economy grew by 6.35%. Focuses on the states of Punjab and Kerala, which emphasized sharply different development strategies. The states had to decide whether to focus their investment efforts on physical capital or improving social indicators. Both states faced constraints in the form of budget deficits, competition from other states, and coordination with central government policies.
Infosys in India: Building a Software Giant in a Corrupt Environment
Abdelal, Rawi, Rafael Di Tella, and Prabakar PK Kothandaraman
January 2007
Shortly after Infosys was founded in 1981, its managers faced a major turning point when they made a decision to operate without giving in to the petty corruption rife in the Indian economy. Within just a few years, that decision had truly defined the company. Over the next 25 years, Infosys managers went to extraordinary lengths to avoid even the most modest of practices that they considered inappropriate. Explores the practices and methods that Infosys adopted instead, considers their costs, benefits, and generalizability, and contextualizes the problem within Indian political and economic institutions that continue to evolve.back to top


text:
SSA GT Challenges
August 18, SSA Global Technologies (SSA GT)
(www.ssagt.com), and EXE
Technologies, Inc. (NASDAQ: EXEE) announced the signing of a definitive
agreement under which SSA GT will acquire the embattled global supply chain
execution (SCE) provider. Under the agreement, a subsidiary of SSA GT will merge
into EXE Technologies and all holders of EXE Technologies outstanding common
stock will receive $7.10 per share in cash, which represents an 18 percent premium
over EXE Technologies' closing market price on August 15, 2003.
one hand, SSA GT's acquisition spree might result in many manufacturing and
distribution global enterprises that currently use a plethora of diverse products,
ending up eventually dealing with virtually only one vendor. Still, the dichotomy
is that the vendor in this case, SSA GT, will still have a slew of disparate
products in its fold, which are yet to start seamlessly talking to each other.
That is where the cultural difference comes to light—while SSA GT's CEO Mike
Greenough considers underlying technology a plug-and-play commodity that does
all the integration behind the scenes and is transparent to the user, Baan's
continued excruciating efforts (i.e., time, money, and human resources-wise)
and other recent delays to deliver its next-generation Gemini
product and OpenWorldX integration framework, to be rolled
into the future SSA GT Enterprise Integrator platform (not
to mention SAP's colossal task to deliver the still evolving
NetWeaver platform) certainly shows that we are not there yet
(see What's
Wrong With Enterprise Applications, And What Are Vendors Doing About It?).
Thus, SSA will have its platter full attempting to integrate EXE, as well as its other recent acquisitions while maintaining and improving customer support for EXE's two main WMS products. It certainly cannot postpone the strategy roadmap delivery indefinitely, and we certainly do not envy the VP of solutions positioning on his or her impending daunting task. Good luck to anyone trying to rationalize and produce a standard price and discounts' list that would take care of what goes with what and in which order (and particularly what cannot go together) for new users, and of existing customers' requests for special (often bordering on blackmail) incentives' to remain within the SSA GT's fold.
On the other hand, SSA GT with Mike Greenough at the helm, has many times surprised even the biggest skeptics by turning around seemingly non-viable vantage products (which iBaan, EXE, and Ironside certainly are not) and ailing vendors (which Baan and EXE have been). In any case, WMS installations are expensive investments that customers are loath to ditch, add, or switch particularly during a tight economy. The market is seemingly not yet ready to just abandon well-crafted SCE components for one-size-fits-all suites, for a number of reasons. One would be the mere complexity of warehousing operations, which has demanded serious customizations of earlier generations of WMS, making upgrades almost impossible. Further, despite the efforts of companies to integrate their supply chains, most still have functional silos between planning and execution, manufacturing, accounting, and logistics. The reality is that logistics cost data and constraints are required to develop truly optimal financial and manufacturing plans. Packaged suites may come in handy for highly repeatable, conforming processes in the back office, but that is not necessarily the case for more fluid, customer-specific, distributed processes, like distributed order management across geographic boundaries.
It is quite likely that SSA GT will at least do enough not to push existing EXE customers to unwillingly jump ship. But, only time will tell whether SSA GT will embrace the grandiose agent-based collaborative vision of current EXE leaders or if it will stop short at delivering merely tactical, manufacturing-oriented SCE chunks of new functions. We might be able to discern more of the strategy after the next acquisition, likely in the not so distant future.
This is Part Four of a four-part note.
One detailed the event and the Market Impact.
Two covered EXE.
Tree discussed the impact on SSA GT.
User Recommendations
This is indisputably great news for long disconcerted EXE customers, as revival efforts by a relatively new CEO Joe Cowan were taking longer than expected, and possibly for some users within the SSA GT's fold (all on the condition that the deal goes through). Thus, combined respective customers should consider these events as a move toward a more viable position for their IT investment, and treat it in a "business as usual manner" but with open eyes. The mission for current and potential users is to discern SSA GT's product development strategy viability within the product line/industry in question. EXE's grocery retailers and 3PL customers should strongly demand from SSA GGT to clearly articulate its vertical strategy, while existing and prospective non-SSA GT manufacturing users of EXE products should try to discern whether the vendor will pay adequate attention to the requirements coming from outside its installed base.
Users will benefit from approaching SSA GT and informing themselves about what the company plans for future service and support (or discontinuation and/or product stabilization?) of its individual products are, and what would the ramifications of migrating (or not) to its new product offering be. Users should vigorously question the management on how the product line will evolve in the future and investigate all alternative solutions now, to fully understand the situation and options.
Users in the retail, wholesale distribution, manufacturing, and third party logistics (3PL) businesses with sophisticated warehousing requirements should give EXE a prominent position on short lists, especially those using an open n-tier architecture. Users in grocery retail and automotive aftermarket segments may want to include EXceed 2000 in selections over the short term (12 to 24 months), but should be aware of the extent of modifications needed to make the product fit their needs. Also, they should not be terribly surprised to see SSA GT scale down its enhancements of the product in favor of EXceed 4000 or Warehouse BOSS. In any case, prospective customers should expect tactical, manufacturing-oriented WMS functions from SSA GT in the short and medium term, and the customers that need these capabilities today should evaluate EXE's 4000 offering, which will most likely survive in the long run under SSA GT. Customers should ask about the company's plans for technology rewrites and integration with other SSA applications. Customers evaluating WMS applications should consider what SSA offers but should monitor how SSA addresses the transition of EXE's products into its target verticals.
Become involved in SSA GT's Global Guide groups and EXE's Industry Advisory Board, since by voicing concerns and requirements that might have otherwise been overlooked by SSA GT you will be increasing the likelihood of your system's future enhancements. Some products will most likely not receive major functional enhancements owing to aging technology.
the new product strategy is crystal clear and publicly committed to by the new
owner, we advise potential users to warily evaluate the products even within
their vertical sweet spot. (Of course, learning about new features and attractive
pricing would be beneficial, at least for information and for leverage with
other vendors.) We suggest evaluating the bells-and-whistles, price, reference
sites within your industry, and corporate viability of other vendors as well,
before making a selection. Current SSA GT customers with OEM-ed components from
many partnerships such as Logility, Applix,
or Digital Union should clarify any ramifications of the above
recent acquisitions on their current IT investment.


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The Orioles received a little payback in New York Wednesday afternoon, falling 12-3 to the Yankees. To say this game was much like Tuesday's 11-5 Orioles win, though, would hardly be accurate. Like the Orioles did Tuesday, the Yankees got an early grand slam in a seven-run inning. But that's really where the similarities between the two games, ends.
Zach Britton (L, 1-1) turned in one of the very worst pitching performances for the Orioles this year. In the first, he Allowed a one-out, solo home run to Curtis Granderson (29), followed by a double from Nick Swisher. Robinson Cano picked up a cheap base hit on a tapper to first baseman Mark Reynolds, who flipped to Britton covering. The toss was a bit high, and Britton couldn't handle it. Swisher, who'd moved to third on the play, scored when Andrew Jones hit a sac fly, making it 2-0, and that's where thing s stood heading into the Yankees' third.
As Chris Tillman showed Tuesday, while it may not be easy to atone for a lousy inning early in the game, it is possible to keep the opposition right where it is, and give your offense a chance to make a game of it. While it wasn't quite the offensive explosion Tillman enjoyed after his poor first Tuesday, the birds' bats did have an answer for the Yankees two run first, in the Orioles' half of the second.
Wilson Betemit hit a one-out single, followed by a double from Reynolds. Endy Chavez then grounded out to first, scoring Betemit, and cutting the Yankees lead in half at 2-1.
But Britton could simply not uphold his end of the bargain. His fastball was flat. His sinker, didn't. He missed spots by six inches to a foot, regularly. And, against the New York Yankees—even playing as poorly as they have been recently—that is a sure-fire losing formula.
In the Yankees' second, Casey McGehee—acquired from the Pirates at the trade deadline—led off with a walk. One out later, McGehee moved to second on a passed ball. He moved to third on a Jayson Nix base hit, and scored on a single from Derek Jeter. One out later, Swisher plated Nix, and the Yankees led 4-1.
Britton completely fell apart in the third. With one out and the rain falling, he walked Russell Martin and McGehee, back-to-back. Ichiro blasted a 3-1 fastball deep into right-center. Adam Jones, playing shallow in left center, got a great break on the ball, but his route forced him to overrun the ball. At just the last possible moment, a step from the warning track, Jones'—still in mid-stride—made an amazingly athletic adjustment. His body still carrying him toward right field, Jones reached his glove hand behind his head and back toward left field, to make terrific catch.
On Britton's next pitch, Nix blasted a ground rule double to left-center. McGehee scored, making it 5-1. Buck Showalter decided, with the Yankees hitting everything hard and the game still within reach, it was time to go to the bullpen for Kevin Gregg.
Gregg had quietly put together a very nice run, having stranded 10 of 12 inherited runners in 2012. In July, he'd given up a run in just one of his ten outings, pitching to an ERA of 0.84. But Wednesday, we flipped the calendar to August. On Gregg's third pitch, Derek Jeter delivered a two-run single, making it 7-1. Granderson singled. Swisher walked, and the bases were loaded for Robinson Cano.
Gregg worked ahead of Cano, starting him 0-2. But he just could not put him away. With a 1-2 count, and on the fifth pitch of the at-bat, Cano pounced all over a nothing slider right down the middle, and hit it into the right field seats for a grand slam. A seven-run inning, with all seven runs scoring after two were out, and capped off with a grand slam. Sound familiar? The Yankees led 11-1. Suddenly, the rooting interest in the New York rain began to spike.
The Orioles offense didn't exactly wither away after that. Nor did they produce the stunning comeback similar to Tuesday's. The birds, in fact, had runners on in every inning of the game, except the ninth. The Orioles put two runners on base in each of the fourth, fifth, and sixth, coming up empty in each. In the seventh, JJ Hardy hit a home run to left (15). Chavez doubled home Reynolds in the eighth, making it 12-2. The Yanks tacked on one in the bottom of the eighth for the 12-3 final.
After taking 2 of 3 at Yankee Stadium, the birds get an off day Thursday, and fly south to Tampa in a weekend series. Tommy Hunter (4-6, 5.68) goes for Baltimore, vs. Tampa lefty Matt Moore (7-7, 4.08). First pitch is scheduled for 7:10 Friday night.
The GOOD:
- Three hits from Hardy, including a home run. Two RBIs from Chavez.
- Two shutout innings from Matt Lindstrom.
The BAD:
- Britton looks like a guy who is either, A) still hurting physically, or B) not yet big league ready. His line: 2.2IP, 7H, 7ER, 3K, 3BB, 1HR.
- The Orioles left 11 runners on base, and went 0-15 with RiSP.


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Major Overhaul on Bridge in Brooklyn
Construction on the Hamilton Avenue Bridge over the Gowanus Canal is on schedule. Also, 9W ramps in NJ under construction.
Construction on the Hamilton Avenue Bridge over the Gowanus Canal is on schedule. Also, 9W ramps in NJ under construction.
NJDOT Revamps Intersection
The New Jersey Department of Transportation recently began construction to improve the intersection of Route 23 and Route 94 in Hamburg, New Jersey.
The project involves realigning and widening the existing intersection and addition dedicated left turn lanes on all four approaches. New Jersey-based general contractor Concrete Construction Corporation will also build crosswalks and traffic signals with pedestrian push buttons. For aesthetic improvements, brick borders between the sidewalk and curb will installed and new sidewalks will be constructed.
The project will also include the construction of the Orchard Street Extension, which will intersect with Route 94 and Main Street. Ten diagonal parking spots, sidewalks and crosswalks will also be part of the new street extension.
A new 13-space parking lot on the corner of Route 23 and Linwood Avenue will be added as well as a small park of the Route 23 and 94 intersection.
Demolition and utility work began on the $5.8 million project in March 2008. It is slated for completion in the fall of 2010.
"Improving this intersection will make traveling downtown in Hamburg Borough safer," said NJDOT Commissioner Kris Kolluri. "Safety is paramount to residents who travel this intersection on a daily basis, and we are pleased to have been able to work closely with the local officials to bring this important project to construction."
Hamilton Bridge Reconstruction Underway
One of last three skewed, moveable, bascule bridges in the United States, the Hamilton Avenue Bridge over the Gowanus Canal in Brooklyn, is undergoing a major restoration.
As part of the New York City Department of Transportation's ongoing bridge evaluation process, the structure underwent an inspection and was scheduled for construction because of weather, age, daily traffic and pedestrian use effects.
The 66-year-old bridge has two parallel leaves, one for the northbound roadway (East Bridge) and the other for southbound traffic (West Bridge), each with four lanes, which will be widened to accommodate the 45,000 vehicles that use it daily, estimated NYCDOT.
The reconstructed Hamilton Avenue Bridge will feature new mechanical and electrical operating systems, an improved fender system and navigation lighting for marine traffic. The existing control house and gate tender house will also be renovated.
The new bascule leaves will be fabricated, shop assembled and tested off-site then shipped to the site and erected on the rehabilitated piers, said NYCDOT.
NYCDOT will use the float-out technique by lowering the old bridge in pieces or wholly onto a barge or vessel to be shipped away. The new bridge will be installed in one piece by the use of waterways and onto the piers by the float in technique, explained Craig Chin, assistant press secretary for NYCDOT.
"The existing east Hamilton Avenue Bridge was cut into sections, lowered in barges and shipped away," said Chin. "Because of tight and unsafe conditions in addition to narrow width of the canal and the geometry of the bridge, float in technique was not used here." NYCDOT, however is anticipating the use of both techniques in the construction and demolition of the West Bridge.
Nebraska-based Kiewit Corporation won the project bid for $55 million in August 2005 and the team began the first of five construction phases that same month.
The team completed phase two, the East Bridge replacement, in August 2007 as well as phase three, performing fabrication and preparatory work off-site for the southbound lane work, which is phase four and will begin in June.
The most challenging aspects of the project were technical issues and fabrication of bridge components including steel and machinery, said Chin. "All components must come together for [an] almost perfect fit so that a movable bridge functions properly as it should . . . tight area to work in the site, maintenance and protection of marine and vehicular traffic during reconstruction in addition to underwater excavation for submarine cable installation added excitement to the already challenging project."
Traffic delays have been anticipated and all work requiring full roadway closure has been scheduled for summer periods when overall traffic volume is reduced and school bus traffic is at a minimum, said NYCDOT.
The project is slated for completion in January 2009, but NYCDOT has included an incentive in the contract to drive an earlier date. "We anticipate that early finish will be possible given that lessons were learned during last summer's reconstruction of the East Bridge," said Chin.
To reconstruct the East Hamilton Avenue Bridge, the incentive and disincentive were $25,500 per consecutive calendar day. For reconstructing the West Hamilton Avenue Bridge the incentive and disincentive are $13,500 per consecutive calendar day. Each incentive has a maximum of 12 days.
NJDOT Begins Major Ramp Construction in Fort Lee
Construction has recently started on the New Jersey Department of Transportation's project to reconstruct the Route 9W ramps onto I-95 in Fort Lee in Bergen County.
"This $4.4 million project will improve safety throughout this vital interchange and increase the efficiency of the Route 9W ramps," said NJDOT Commissioner Kris Kolluri. "These improvements represent a tangible increase in safety for the commuters who travel this intersection on a daily basis."
The project includes widening southbound Route 9W, as well as the ramp to westbound Route 4. On southbound 9W, a right-turn lane leading to the Route 4 ramp and I-95 ramp will be added. A raised concrete curb median along Route 9W will be constructed to prevent motorists from making left turns and cross movements.
To improve traffic flow, new sign support structures and ground-mounted signs will be installed.
NJDOT plans to keep Route 9W open in all directions throughout construction, with the possibility of single lane closures.
here for more Infrastructure News >>


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December 2008
Evening Shuttle - Be Safe. Ride Smart.
Would you like to study late into the evening at the main Library, but you don't want to walk home in the dark? Perhaps you would like to have a warm ride back to your residence hall. Then Be Safe and Ride Smart on EKU's evening shuttle. It picks up on University Drive in front of the Crabbe Library at 9 p.m., 10 p.m., 11 p.m., 12 a.m., and 1 a.m.


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Group bookings
Group booking discounts in the hotels of Bulgarian ski resorts. Book online a ski holiday for groups in Bulgaria! Get special discounts for groups and children!
Group bookings
Book online a ski holiday for groups with BulgariaSki.com!
For a group booking a minimum of 7 rooms or 14 persons is usually required, however this may vary by hotel. Almost each hotel offers special discounts for children, as well. Whether it is self catering or all inclusive, travelling as a group can make your holiday extra special.
Do not miss to get your special group booking discount in the hotels of Bulgarian ski resorts!
Use the form below to request a quote for a group ski holiday! BulgariaSki team will get in touch with you as soon as possible.


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Article ID: 977518 - View products that this article applies to.
When you restart the Distributed File System Replication (DFSR) service on a server that is running Windows Server 2008, or you restart the server, the following event may be logged in the DFS Replication log:
After some time has passed, DFSR logs event ID 2214. This event indicates that the database recovery process has finished. During database recovery, replication performance is slowed.
Log Name: DFS Replication
Source: DFSR
Event ID: 2212
Task Category: None
Level: Warning
Keywords: Classic
User: N/A
Computer: MyDfsrMember.contoso.com
The DFS Replication service has detected an unexpected shutdown on volume Drive_Letter. This can occur if the service terminated abnormally (due to a power loss, for example) or an error occurred on the volume. The service has automatically initiated a recovery process. The service will rebuild the database if it determines it cannot reliably recover. No user action is required.
This issue occurs because the Service Control Manager (SCM) uses the default time-out value of 20 seconds for stopping a service. In some complex DFSR implementations, this time-out value may be too short, and DFSR stops before the appropriate database is closed. At service restart, DFSR detects this condition and performs the database recovery.
To resolve this issue, you can change the default time-out value that is used by the SCM by adding the following registry value:
Value Name WaitToKillServiceTimeout
Data Type REG_SZ
String 20000 milliseconds (default value)
To specify the wait time, follow these steps:
For more information, click the following article number to view the article in the Microsoft Knowledge Base:
(https://support.microsoft.com/kb/146092/ )How to Increase shutdown time for services to close properly
Article ID: 977518 - Last Review: November 20, 2009 - Revision: 1.1
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