Business Missions

I have been planning to write this Blog and especially about all my business Missions for quite some time, but each time some or the other reason kept me from Flying into this part of the world. 

So now here I am .

I am a Professional Pilot with more then 8  years experience of Flying on different types of Air crafts in different countries with accident free flying record. I started my flying career from Skycabs    [ Colombo ] and worked for many Airlines Training Companies from different parts of the world. We trained more then 350 Pilots who are now flying world wide. I am a member of the Aircraft Owners & Pilots Association [ USA], Royal Society of Aeronautics [ UK], Delhi Flying Club, Aeronautical Society of India, MP Flying Club Indore, Aeronautical Research Society.I am a frequent flyer on AA, Air India, Air Canada, British Airways, Cathey Pacific, DeltaAirlines, Emerites, Ethihad, Jet Airways, Kingfisher and many more.

I started my 1St Business Mission from beautiful country Sri Lanka where I got lot of  help from 2 Pilots Capt Suranjan De' Silva and Capt Morais. Later on I learnt

diplometic relations from the Officers of Indian High Commission at Colombo.

I cant forget all festivals we celebrated together at Indian High Commission at 

Gall Road Colombo.  Visiting at Trincomoly and Jafanas in small Russion Aircraft

was an awesom experience in Life. 

Next Mission back at home was Mission Kashmir for 45 days at Royal House Boat of Mr Gulam Hassan Kairali. The whole family supported me like

anything with their love.   During this mission I not only learnt about beauty of

Kashmir but also learnt about Indian Defence who kept us Safe and secured. 

Mission to Philippines was a Business Mission which gave me lot of exposure of Asian Aviation . During this mission I did  not only learn about culture, beauty of

Philippines  but also learnt about Aviation Development in a small country like

Philippines.  Flying from Macton Cebu to Dumagiti on a small Piper Aircraft

was a very different experience altogether. Capt Rynel Busbus helpd me a lot through out  the mission. 

I  came back from Canada and London on an Invitation of Govt  of Canada for Mission To Canada. I am so Thankfull to Mr Vittal of Govt of Canada and Mr  Wayne Gouveia VP of the  Air Transport Association Of Canada  (ATAC)  without whom's lot of help and Guidance  the Mission would not be possible. 

Now something on my personal front:

I like to travel, collect coins and stamps and explore new avenues and possibilities and turn them to my advantage. For me my friends are my biggest assets.

I have a small Farm House [ Asiatic AgroTech Research Center ]

at Gram Gunawad, Dist Dhar Madhya Pradesh India where We grow medicinal plants and herbs. We are also into organic farming (which apparently is the latest fad) of wheat and soyabeans.

I love challenging jobs, that no Pilot would venture into, Flying an Aircraft on a scheduled route daily is just not my cup of tea. Nor can I just sit and make a software for flight simulator like all other software companies make.

I am an explorer by nature and I know it comes with a price but for which I am always willing to pay. I do not fear the unknown but believe riding high on it. 

My upcoming Books

After a little success of AeroSoft as India's Best Aviation SEO services, [ As per Altavista, Bing, Hotbot, Google & Yahoo search engines ] With lot of encouragement from my friends and philosophers I have finally made up my mind to write following books with a deadline.

[1] Be an Aviator Not a Pilot

http://beanaviatornotapilot.in/

» Synopsis

Be an Aviator Not a Pilot is a story of Pilots in Aviation who are unable to cope.

This is not a book to teach you how to get into an Aviation School or even how

to live like a Pilot. In fact, it describes how one can become a Successfull Aviator

not just an Airplane Driver [ So called Pilot ] with very small changes in life.

[2] Mistakes only New CEO can Afford

» Synopsis

Some Hidden Mistakes New CEOs Make, How To Unlock the Secrets That Drive

Growth and Profitability in day to day corporate culture. Also how can one take advantage

of recession better. How to improve productivity with low cost, No frill, recession proof

work culture.

[3]  College Campus and Placements in Recession

http://college-campus.co.in/

» Synopsis

College Campus and Placements is a story of Students of B grade and C grade B School and Engineering Colleges, Management Gurus and HR Managers of many Colleges who are unable to cope due to Global Recession.    This is not a book to teach you how to get a decent well paid Job to live like a Professionals. In fact, it describes how one can become a Successfull Professional even in the time of Global recession with very small changes in life. Also Why abroad trained Students are better Professionals.

But ...

Always remember Takeoff is optional Landing is compulsory 

Happy Landings........

Capt. Shekhar Gupta

CEO 

AeroSoft  Corp

shekhar@aerosoft.in 

www.aerosoft.co.in

Bankers and aircraft lessors to Kingfisher Airlines

 have invoked about Rs 835 crore (Rs 8.35 billion) of corporate guarantees by the airline's primary promoter-vehicle UB Holdings, owned by liquor baron Vijay Mallya.

While announcing its results on Wednesday for the quarter ended June, UB Holdings said about a tenth of the corporate guarantees for Kingfisher Airlines were being invoked.

The company's exposure to the airline, as on June 30, "include investment in equity of Rs 2,114.28 crore (Rs 21.14 billion), corporate guarantees to banks/aircraft lessors of Rs 8,919.86 crore (Rs 89.19 billion), loans and advances of Rs 1,814.14 crore (Rs 18.14 billion) and other receivables of Rs 165.62 crore (Rs 1.65 billion).

Certain corporate guarantees have been invoked and Kingfisher Airlines is under negotiations in this regard with the beneficiaries," UB Holdings said in a statement.

Promoters hold about 36 per cent stake in Kingfisher Airlines, and 90 per cent of that has been pledged.

UB Holdings' net profit for the quarter fell 29.8 per cent to Rs 1.32 crore (Rs 13.2 million), compared with Rs 1.88 crore (Rs 18.8 million) during the corresponding period last year.

Net sales, however, rose to Rs 98.64 crore (Rs 986.4 million), compared with Rs 70.03 crore (Rs 700.3 million) during the year-ago period, the company stated in a filing to the BSE.

HOW UB HOLDINGS HAS SUPPORTED KINGFISHER AIRLINES


Rs 2,114.3-crore (Rs 21.14-billion) investment in equity

Rs 6,732.6-crore (Rs 67.32-billion) guarantees
given to banks

Rs 2,187.3 crore (Rs 21.87 billion) worth of guarantees to aircraft lessors /others

Rs 1,814.4-crore (Rs 18.14-billion) advances given

Rs 165.6 crore (Rs 1.65 billion) interest/commission/logo fees receivable

Despite Kingfisher Airlines being restricted by its bankers not to pay commissions for guarantees given on its behalf, UB Holdings has accrued Rs 13.48 crore (Rs 134.8 million) for the quarter ended June.

This follows total inflows of Rs 64.68 crore (Rs 646.8 million) up to March 31.

UB Holdings has said the guarantee commission of Rs 13.48 crore (Rs 134.8 million) accrued during the quarter was based on contractual obligation, though the recovery could take longer than anticipated, since the associate company for which these guarantees were given was precluded by a bankers' consortium to honour the obligation.

UB Holdings maintains the investment in subsidiaries, including step-down subsidiaries, is considered long-term investment and diminution in their market value and net work, though significant, is considered temporary.

UB Holdings has also been trying to raise resources by offloading a part of its real estate holdings.

During the quarter ended June, UB Holdings sold about 2,300 sq feet of prime retail property.

It also sold office space in UB City, a one million sq ft commercial development in which UB Holdings holds 55 per cent stake, at Rs 20,000 per sq ft.

Think about your past achievements.

If you’re feeling uncertain about your ability to accomplish a big task, take a few moments to remember other things you’ve achieved in your lifetime.

Even if they wouldn’t be considered big achievements to others, if they were difficult for you they count!

Think also about challenges you’ve faced, and how you did what you had to do to pull through them.

Let these memories inspire you to greater heights now – knowing that if you were able to do those things in your past, you are capable of much more than you think.

High Profile Thievs No Law in India to Stop them

1420





Harvard University gets huge grants and endowments every year that it has built up a corpus of about $ 7.5 billon, which is utilised partly to subsidise the brilliant yet poor students from the not-so- rich families in the U.S. and elsewhere, facilitating access and affordability.

That brings us to the pertinent issue what constitutes world-class quality in teaching, research or education in general. Is it the amount of money that is poured into institutions or is it the infrastructure or is it the way they are managed?

Are IIT / IIM graduates world class ?  One has to only look at the number of top managers or even CEOs of the major multinationals of the world — all of them have at least one or a few IIT/IIM graduates at their helm invariably running the show successfully. You name them and you invariably find them all there. There are even senior advisory positions in the Federal Government of the U.S. being manned by Indian expatriates who passed out of the IITs/IIMs. Is it not proof enough of their being world class?

Jairam Ramesh, kicked off a controversy some time ago with his remark that the faculty at our premier engineering institutes, the IITs, is not world class, though he went on to make an equally implausible statement that students of the IITs are, however, world class!

Mr. Ramesh, an IIT alumnus, perhaps thought he knew better than anyone else — without anticipating the backlash his remark may unleash, apart from the potential for boomerang it can have on the subject itself.

Dr. P.V. Indiresan, a former IIT director, retorted jokingly that Mr. Ramesh probably was looking at the mirror when he made the remark, but added that the IITs cannot be world class considering that they are starved of funds for industry-sponsored research or grants from business houses. This was in contrast to the scene in the U.S. and other advanced countries, where funding for research — both basic and applied — is of the order of millions of dollars. He also cited other reasons as lack of infrastructure, lack of stress on research per se, and a ballooning teacher-student ratio contributing to mediocrity. He said that to qualify IIT students nevertheless as world class is ridiculous.
Prof. C.N.R. Rao, Scientific Adviser to the Prime Minister, said the IITs were in no way comparable to the MIT or Cambridge in the quality of research or infrastructure.

HALLMARK

Prof Morton Schapiro, President of North Western University, Illinois, U.S., pointed out during his recent visit to India that access, affordability, and quality are the true hallmarks of a world-class university. He stressed that in the U.S., the institutions which churn out high quality research and graduates, invariably get huge grants by way of endowments from industry, alumni and the Federal Government, all the three working in close collaboration. North Western University operates on an annual budget of about $1.6 billion, of which almost 35% is spent on sponsored research.

Harvard University gets huge grants and endowments every year that it has built up a corpus of about $ 7.5 billon, which is utilised partly to subsidise the brilliant yet poor students from the not-so- rich families in the U.S. and elsewhere, facilitating access and affordability.

That brings us to the pertinent issue what constitutes world-class quality in teaching, research or education in general. Is it the amount of money that is poured into institutions or is it the infrastructure or is it the way they are managed?

Are IIT graduates world class? One has to only look at the number of top managers or even CEOs of the major multinationals of the world — all of them have at least one or a few IIT/IIM graduates at their helm invariably running the show successfully. You name them and you invariably find them all there. There are even senior advisory positions in the Federal Government of the U.S. being manned by Indian expatriates who passed out of the IITs/IIMs. Is it not proof enough of their being world class?

The Indian software major, Infosys, started by a few professionals — most of whom were from the IITs, including its chief, N.R. Narayana Murthy — is today rated as a world-class IT company. I personally feel that the work of our engineers and scientists in the atomic energy and space establishments can be termed high quality.

Does an institution get world-class status only when its members work and perform abroad and not when they work in India offering India-specific solutions for India-centric problems?

Take, for instance, the field of economics. The neo-liberal economic policies being pursued by the U.S. government have resulted in a high unemployment rate, hovering around 9-10 % which requires U.S.-centric solutions specific to the country's economic social and cultural milieu. Whereas, the same may not work in Third World countries such as India or China –with a vast difference in economic and skill levels. The content and delivery of primary and secondary education in India will not be quite the same as that of the U.S. or Europe or even some other Asian countries . The logistics and approach to disaster management during floods or earthquakes in India are very different from what they would be in the U.S. or Europe. Obviously, the research orientation and solutions have got to be different here to be relevant.

Good quality education is always in great demand. In today's competitive world, competitive exams play a very important role in the life of students as well as parents. The admission into a large number of institutes in the country that offer higher education is based on an exam in which thousands of students compete with each other. Test which students have to appear for and do well in for their chances to become brighter for admission (with financial assistance) into a good university.

Gather your energy.

Sometimes no matter how badly we need to get motivated, we just can’t find that inner spark. Try this short visualization and watch how it energizes you: Sit quietly with your feet flat on the floor and take a few slow, deep breaths.

Imagine a large funnel over the top of your head, the narrow end closest to your head, with the larger funnel side opening up above you. See a brilliant golden light streaming down into your funnel and into the top of your head.

Feel this light as powerful energy that courses down through every part of your body, soothing away sluggish feelings, and finally leaving through the soles of your feet and returning to the earth.

Go through this visualization a few times, and then slowly open your eyes. You should feel clear and grounded, and ready to focus on the business at hand.

Cloud computing with AeroSoft

As a metaphor for the Internet, "the cloud" is a familiar cliché, but when combined with "computing," the meaning gets bigger and fuzzier. Some analysts and vendors define cloud computing narrowly as an updated version of utility computing: basically virtual servers available over the Internet. Others go very broad, arguing anything you consume outside the firewall is "in the cloud," including conventional outsourcing.

[ Stay on top of the current state of the cloud with InfoWorld's special report, "Cloud computing in 2012." Download it today! | Also check out our "Private Cloud Deep Dive," our "Cloud Security Deep Dive," our "Cloud Storage Deep Dive," and our "Cloud Services Deep Dive." ]

Cloud computing comes into focus only when you think about what IT always needs: a way to increase capacity or add capabilities on the fly without investing in new infrastructure, training new personnel, or licensing new software. Cloud computing encompasses any subscription-based or pay-per-use service that, in real time over the Internet, extends IT's existing capabilities.

It is a byproduct and consequence of the ease-of-access to remote computing sites provided by the Internet. This frequently takes the form of web-based tools or applications that users can access and use through a web browser as if it were a program installed locally on their own computer.Cloud computing is Internet-based computing, whereby shared resources, software, and information are provided to computers and other devices on demand, like the electricity grid. Cloud computing is a paradigm shift following the shift from mainframe to client–server in the early 1980s. Details are abstracted from the users, who no longer have need for expertise in, or control over, the technology infrastructure "in the cloud" that supports them. Cloud computing describes a new supplement, consumption, and delivery model for IT services based on the Internet, and it typically involves over-the-Internet provision of dynamically scalable and often virtualized resources.
The term "cloud" is used as a metaphor for the Internet, based on the cloud drawing used in the past to represent the telephone network, and later to depict the Internet in computer network diagrams as an abstraction of the underlying infrastructure it represents. Typical cloud computing providers deliver common business applications online that are accessed from another Web service or software like a Web browser, while the software and data are stored on servers. A key element of cloud computing is customization and the creation of a user-defined experience.
Most cloud computing infrastructures consist of services delivered through common centers and built on servers. Clouds often appear as single points of access for all consumers' computing needs. Commercial offerings are generally expected to meet quality of service (QoS) requirements of customers, and typically include service level agreements (SLAs). The major cloud service providers include AeroSoft, Microsoft, IBM, Salesforce, Amazon and Google.

Cloud computing is at an early stage, with a motley crew of providers large and small delivering a slew of cloud-based services, from full-blown applications to storage services to spam filtering. Yes, utility-style infrastructure providers are part of the mix, but so are SaaS (software as a service) providers such as Salesforce.com. Today, for the most part, IT must plug into cloud-based services individually, but cloud computing aggregators and integrators are already emerging.

InfoWorld talked to dozens of vendors, analysts, and IT customers to tease out the various components of cloud computing. Based on those discussions, here's a rough breakdown of what cloud computing is all about:

1. SaaS
This type of cloud computing delivers a single application through the browser to thousands of customers using a multitenant architecture. On the customer side, it means no upfront investment in servers or software licensing; on the provider side, with just one app to maintain, costs are low compared to conventional hosting. Salesforce.com is by far the best-known example among enterprise applications, but SaaS is also common for HR apps and has even worked its way up the food chain to ERP, with players such as Workday. And who could have predicted the sudden rise of SaaS "desktop" applications, such as Google Apps and Zoho Office?

2. Utility computing
The idea is not new, but this form of cloud computing is getting new life from Amazon.com, Sun, IBM, and others who now offer storage and virtual servers that IT can access on demand. Early enterprise adopters mainly use utility computing for supplemental, non-mission-critical needs, but one day, they may replace parts of the datacenter. Other providers offer solutions that help IT create virtual datacenters from commodity servers, such as 3Tera's AppLogic and Cohesive Flexible Technologies' Elastic Server on Demand. Liquid Computing's LiquidQ offers similar capabilities, enabling IT to stitch together memory, I/O, storage, and computational capacity as a virtualized resource pool available over the network.

 http://canadian-aviation-news.blogspot.com

http://canadian-aviation-news.blogspot.ca

http://newzealand-aviation-news.blogspot.com

http://newzealand-aviation-news.blogspot.co.nz

http://australian-airlines-news.blogspot.com

http://australian-airlines-news.blogspot.com.au

http://uk-aviation-news.blogspot.com

http://uk-aviation-news.blogspot.co.uk

http://malaysia-aviation-news.blogspot.com

http://malaysia-aviation-news.blogspot.com

http://philippine-aviation-news.blogspot.com

http://aviation-news-india.blogspot.com

http://aviation-news-india.blogspot.in

http://capt-shekhar-gupta.blogspot.in

http://capt-shekhar-gupta.blogspot.com

http://visit-madhya-pradesh.blogspot.com/

http://asiaticblogs.blogspot.com/

Cloud Computing Journal,
Cloud Computing PPT,
3 Kings of Cloud Computing,

Lufthansa’s unenthusiastic embrace of BMI is a sign of the times

ON JULY 1st Lufthansa finally took control of BMI, the second-biggest carrier at Heathrow airport. But the only person celebrating was Sir Michael Bishop. A fortnight earlier the 67-year-old entrepreneur had forced the German airline to honour a decade-old put option to add his 50% stake to the 30% it already held, albeit at a lower price: £223m ($368m) rather than £292m.

That the deal had to be imposed on Lufthansa, almost literally on the steps of the High Court in London, was a sign of the times. Until quite recently, the chance to acquire BMI's 11% share of take-off and landing slots at Heathrow would have been enviable. In 2007 American airlines, eager to take advantage of new “open skies” rules, were paying up to £25m for each pairing of slots. But these days, faced with one of the most savage downturns in the history of a notoriously cyclical industry, Lufthansa is desperately trying to conserve cash and cut capacity to match plunging demand.

The airline recently warned that without fierce cost-cutting measures it would fail to make even an operating profit this year. In the first four months of 2009 its premium traffic fell by 15%, while traffic within Europe dropped by 37%. Blair Pomeroy, of Oliver Wyman, a consultancy, points out that the last thing Lufthansa needs just now is to spend precious money and management time trying to sort out a struggling, sub-scale airline such as BMI.

It shows just how bad things are if even Lufthansa, one of the world's most powerful airlines, cannot see how to make money by bulking up at Heathrow, one of the most coveted bits of real estate in aviation. According to IATA, the trade body that represents most of the world's airlines, the industry is on course to lose $9 billion this year. Although passenger volumes appear to have bottomed out and freight recently recorded a small increase, IATA's boss, Giovanni Bisignani, fears that the worst is yet to come and that once the summer holidays are over the crisis will intensify.

The problem, according to Brian Pearce, IATA's chief economist, is that “fares and yields are still collapsing” in most of the world because capacity cuts have yet to catch up with the fall in demand. Deliveries to airlines that ordered new planes near the top of the cycle are running at a rate of about 100 a month and will continue at that pace well into next year because the penalties for late cancellation are so high. It is also hard for airlines to mothball planes they are still paying for. American majors were able to slash capacity much faster than their European and Asian counterparts because many of their elderly planes were fully depreciated. In just a few months last year, United Airlines grounded nearly 100 of its elderly Boeing 737s.

Another anxiety is the price of jet fuel, which has risen by nearly 50% since the beginning of the year and by over 30% since early May. Mr Pearce says that his forecast assumes oil at $65 for the rest of the year—five dollars below the level it reached this week. Each extra dollar adds $1.6 billion to the airlines' costs.

If cash continues to evaporate at its present rate, even the strongest airlines will need to raise money. But the price they will pay for it could cripple them for years. Even airlines with healthy balance sheets, such as American and Southwest, are having to pay 10-11% on secured debt. United offered a yield of 17% on $175m worth of debt issued last week.

Sir Richard Branson, the founder of Virgin Atlantic, has mischievously suggested that his old rival BA could go bust. Aviation analysts think that unlikely. But its chief executive, Willie Walsh, admits it is facing a “fight for survival”. In the last financial year, BA recorded its worst-ever loss: £401m, £331m of which was chalked up in the first three months of 2009. The airline was getting through £2.7m a day in February and had cash reserves of less than £1.4 billion at the end of March.

Usually, about 65% of BA's profits come from its routes across the North Atlantic, most of it from passengers paying a £4,000 business-class fare to New York. So far this year, BA's premium traffic is down by about 17%—hardly surprising when much of it used to come from deal-chasing bankers. Mr Walsh is right to be fearful, particularly if unions balk at his plans to cut 3,500 jobs and opt to launch a summer of strikes.

IATA's Mr Pearce sees some signs of recovery in Asia. But he expects only a long, hard grind for airlines in Europe and America. European regional airlines, squeezed on one side by low-cost rivals like easyJet and Ryanair and on the other by the big network operators, such as Air France-KLM and Lufthansa, are especially vulnerable. Although overstretched by the acquisition of BMI and two smaller airlines, Lufthansa is strong enough to weather the storm better than most. But not as well as Sir Michael, who realised some time ago that the best way of making money from the airline industry was to leave it.

Capt Shekhar Gupta
CEO
Asiatic International Aviation Corp.
Mission To Canada
# 108 AMBIKAPURI EXTN,
AIRPORT ROAD,INDORE 452005,
Madhya Pradesh, INDIA
www.MissionToCanada.co.in
shekhar@missiontocanada.co.in

airlines recession
Recession 2012
Recession in India
Recession in America
Double-Dip Recession
Recession Fears
Recession 2011 India
United States Recession
2008 Recession