`பரியேறும் பெருமாள் பி.ஏ., பி.எல், மேல ஒரு கோடு’ – படத்தின் ஒரு வரிக்கதை இதுதான். இதன் பின்னால் இரண்டரை மணிநேர சினிமாவாக விரிந்தது பல தலைமுறைகளின் கசப்பு நிறைந்த வாழ்க்கை. தண்டவாளத்தில் தலை சிதறிக்கிடக்கும் கருப்பி, தீண்டாமையின் கொடூரக் குறியீடு. இரண்டாயிரம் ஆண்டுக்கால வலியை இரண்டு டீ கிளாஸ்கள் வழியே சொன்னபோது நீர்க்கோலமிட்டன கண்கள். ‘நான் இங்கதான் இருப்பேன், ஆசைப்பட்டதைத்தான் படிப்பேன்’ எனப் பரியன் வெளிப்படுத்தியது கனத்த அரசியல் முழக்கம். ‘எது அவசியம்னு தெரிஞ்சு பேய் மாதிரி படிச்சேன்’ – கல்வியே சமூக விடுதலைக்கான சாவி எனத் தீர்க்கமாகத் தீர்ப்பெழுதியது மாரிசெல்வராஜின் பேனா. ‘நான் யார்’ எனக் கேள்வியாக எழுந்து, அதன் பதில் உமிழும் வெறுப்பைக் கடந்து, மாற்றத்தை உறுதியாக முன்னெடுத்து… இப்படிப் பல தளங்களிலும் பயணித்தது பரியனின் கதை. இந்த கதை மனித சமூகத்தின் அறியாமைகளை வெளிக்கொணரும் ஒரு தீ கற்றையாக வெளிச்சமேற்றி இருப்பதால் அந்த கதையை எழுதி இயக்கிய சகோதரர் மாரி செல்வராஜுக்கு நமது நிறுவனத்தின் “நான்ஸ்டாப் நட்சத்திர நாயகன்-2018 ” விருதையும் ஆனந்த விகடனின் 2018ற்கான சிறந்த கதைக்கான விருதையும் நமது நிர்வாக இயக்குனர் பெருமையோட வழங்கினார்.
கோலிவுட் வரைந்து வைத்திருந்த ஏராளமான விதிகளை ‘பரியேறும் பெருமாள்’ வழி அடித்து நொறுக்கினார் மாரி. கல்வி நிலையத் தீண்டாமையை திரைவிலக்கிப் பட்டவர்த்தனமாகப் போட்டுடைத்தான் பரியன். ‘ஞானத்தங்கமே’ என உருக்கும் குரலுக்கு ஆடும் செல்வராஜ் போன்ற பாத்திரப் படைப்பைத் தமிழ்சினிமா இதற்கு முன் கண்டதில்லை. கதாபாத்திரங்களை, வசனங்களை எழுதிய விதத்தில் மாரிக்குள் இருந்த தேர்ந்த எழுத்தாளர் வெளிப்பட்டார். அவற்றையெல்லாம் படமாக்கிய விதத்திலும் தன் பாய்ச்சலைக்காட்டத் தவறவில்லை மாரி.
மிகநேர்த்தியாக ‘நீங்க நீங்களா இருக்கிறவரைக்கும், நான் நாயாதான் இருக்கணும்னு நீங்க நினைக்கிற வரைக்கும் இங்கே எதுவுமே மாறாது’ எனப் படம் பார்க்கிற ஒவ்வொருவரையும் சுயவிசாரணைக்குட்படுத்தியது. ஆணவக்கொலை, தேவதைக் கதை, ஆங்கில அறிவிற்கான அளவீடுகள் எனப் படம் பேசிய கதைகளும் களங்களும் ஏராளம். சாதிப்பாகுபாடுகளுக்கு எதிராக நிமிர்ந்து நின்ற பரியன் தமிழ்சினிமாவுக்கு அடையாளம் காட்டியது, தவிர்க்கவே முடியாத ஓர் ஆகச்சிறந்த படைப்பாளியை!
அப்படிப்பட்ட திறமைசாளிக்கு நமது சேர்மன் திரு.கே.எஸ்.அன்வர் அவர்கள் வழங்கும் விருது என்பது திறமைசாளிகள் ஒவ்வொருவருக்கும் நமது நிறுவனத்தின் மூலம் வழங்கப்படும் விருதாகவே கருதப்படுகிறது.
இந்த விருதை வழங்குவதின் மூலம் உள்ளபடியே பெருமிதம் அடைகிறோம் நாம்!
“இனிமே இதுதான் இது மட்டும்தான்”
E-commerce companies having foreign direct investment, like Flipkart and Amazon, will now have to look for ways to restructure their businesses so as to obviate the curbs on selling products of companies in which they have an equity stake. The government’s new FDI guidelines also restrict them from selling exclusive-only products on their platforms.
The jury, however, is still out on how easy or difficult it would be for e-retailers to carry on with their model of discounting after engineering structural changes.
Analysts FE spoke to said both Flipkart and Amazon will have to disband their current structures of doing business wherein they hold equity stakes in companies which sell products on their platforms.
“E-commerce players need to relook their operating strategies in India on account of the new rule on cap on equity participation by them in their suppliers entities. Going forward, suppliers will not be permitted to sell their products on the platform run by such marketplace entity. This will impact back-end related wholesale group entities and need to remove them from the e-commerce value chain. Time has come to look at franchise channels, rather than equity investments channels to do business in India,” said Rajiv Chugh, national leader, policy advisory & speciality services, EY India.
Franchise model means companies like Flipkart and Amazon need to enter into re-seller agreements with Indian companies and sell their products. Since these companies will store and sell multiple brands they won’t come under the clause which restricts these platforms from selling exclusive-only products. Further, online players will have to enter into such franchise agreements with multiple players because the guidelines prohibit from purchasing more than 25% from a single vendor. The moment the 25% cap is breached the vendor would deemed to be a group company of the e-commerce platform.
Chugh said the new guidelines will see Indian retail firms like Reliance Retail, Pantaloons, Big Bazaar, etc deriving immense advantage.
For Flipkart and Amazon, the other option according to some analysts, is lowering their equity in the supplier companies to below 26%. Chugh said the FDI guidelines define group companies as ones having 26% or more equity by the parent firm. If, for instance Amazon reduces its stake below 26% in its supplier firms, the current selling arrangement can carry on.
Yet another option could be restructuring the equity in supplier firms in such a manner that the equity becomes indirect rather than direct.
According to an analyst with a law firm, the parent firm can create an Indian controlled firm which can then have a subsidiary firm, which can have vendors which supply to the parent firm. In such a scenario, the parent will not have a direct equity in the vendor firm and can obviate the guidelines.
Arvind Singhal, managing director of Technopak, a management consulting firm, said that such equity restructuring may not work. “Since the guidelines are aimed at the two companies (Flipkart and Amazon), it would be very difficult for them to indulge in this kind of exercise. The better option for them would be to challenge this policy as it is discriminatory. Both the companies have made huge investments in the country (Amazon $5 billion, Flipkart $16 billion) and created jobs. It is unfair to target them,” he said.
On revised FDI gui delines, Flipkart in a statement said: “Government policy changes will have long-term implications for the evolution of the promising sector and whole ecosystem. It is important that a broad market-driven framework through right consultative process be put in place in order to drive the industry forward”.
Amazon India only said that it is still evaluating them.
The government tightened norms for online retailers, making it more difficult for the ones having large FDI to offer high discounts – something which was being opposed for long by the offline traders.
The new guidelines, which will come into effect from February 1, says that e-commerce entities, which operate a marketplace, will not be allowed to exercise ownership or control over their inventories. Any ownership or control over the inventory will convert the business into an inventory-based model. The rules further state that the inventory of a vendor will be deemed to be controlled by an e-commerce marketplace entity if more than 25% of the vendor’s purchases are made through the marketplace or its group entities. Any outright equity investment in the vendor will also bar the entity from selling on the marketplace.
Leading online players own or have invested in companies that procure goods in bulk from companies and sell them to their “preferred vendors”, which would list the same products at cheap prices.
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NON STOP COURIER AND CARGO PVT LTD South Asia`s leading courier and integrated air express package distribution company with dedicated aviation services. We have the most extensive domestic network covering over 25,498 locations, and service more than 220 countries and territories worldwide through our Sales alliance with BEAT, the premier global brand name in the express distribution services.
Amongst the key factors that have contributed to our leadership position are our strategic network and infrastructure, our development and widespread application of Technology in our processes, our consistent and high service quality, Customer Service. However, the most vital element in our success is our people, our most valued asset. All our achievements have been possible because we have a team who believes in themselves and their company, a team with a winning attitude.
We invite you to be part of our family of learners and achievers. The differentiation we seek in our new recruits that sets them apart from the rest, are passion and enthusiasm for work, service quality and customer care. Our customer is the focus of all our activities and the most important constituent of our business. We expect all our people to `go the extra mile` for our customer.
We are a learning organization and encourage development of knowledge, skills and attitudes to enable our people to perform to their full potential. We have developed a corporate-wide training programme to bring learning to the work place through the use of in-house, qualified trainers and the intranet. Individual training needs are identified, training objectives are set, the appropriate module implemented and, finally, the effectiveness of the training is analysed and evaluated through the training MIS. The objective of the training is to build competencies to respond to the dynamic business environment, and to build leadership. Most of our managers have risen from the ranks.
Our high-performers are well rewarded. We have exciting sales incentive schemes for our sales force, and our Bravo Blue Darter Award for outstanding performance and resourcefulness in the day-to-day processes.
We have instituted an annual ESS (Employee Satisfaction Survey) programme to assess employee satisfaction levels across various functions and units. Satisfaction levels with dimensions such as Immediate Leadership, Corporate Leadership, Organizational Identification, Work-Group Co-operation and Job Conditions are analysed, and action taken to induce continuous improvement in these areas through employee involvement. We also have a Guaranteed Fair Treatment Policy to ensure that employee grievances are addressed, if unresolved, at the highest management levels of the organization.
Our Guiding Principles
- We will treat each other fairly and with respect and dignity.
- We will encourage freedom in communication of thoughts and ideas in all our interactions.
- We value integrity and we will be uncompromising in upholding it at all times.
- We will ensure that our People First philosophy serves as a driving force behind the success of our organization.
- We will encourage and inculcate in all a winning attitude.
- We will encourage learning, self-development and building effective leadership.
- We will provide a work place where each and every employee is nurtured and who, in turn, will nurture the organization, thereby creating wealth for stakeholders.
- We will expect our people to be accountable for all their actions related to the company.
- We will drive the First Time Right concept to achieve 100% Quality and Customer satisfaction.
- We will encourage passion and enthusiasm for Work, Service Quality and Customer Care.
- We will project a positive, caring and professional image of ourselves and our services at all times.
- We will avoid waste by being conscious of the impact of all our actions on the environment.
- We will continue to be a law-abiding, apolitical and secular company
The logistics industry in India is currently worth $160 billion, and is expected to touch $215 billion over the next two years, according to the Economic Survey 2017-18. Employing 22 million people in India presently, the logistics industry is expected to be the largest job creator in the country by 2022.
A bunch of entrepreneurs had seen the opportunity that the sector offers early, with advanced technology as their tool. And a few of them have established themselves as players to bet on, as proven by the funding they have raised.
For instance, seven-year-old Delhivery–backed by Tiger Global Management and Nexus Venture Partners, among others–has raised $257.5 million so far. The Delhi-based company was founded by Mohit Tandon, Sahil Barua, Bhavesh Manglani, Kapil Bharati, and Suraj Saharan.
Ecom Express, which was founded in 2012 by TA Krishnan, Sanjeev Saxena, K Satyanarayana, and Manju Dhawan, has also around $180 million, while Bangalore-based Black Buck–founded by Chanakya Hridaya, Rajesh Yabaji, Ramasubramaniam B in the same year–has raised around $130 million from investors including Tiger Global and Sequoia Capital.
However, the list of prominent logistics startups does not end here. Investors are keen to build on an industry which will grow at 13 percent over the next three years, according to research firm CRISIL. The following startups have surely caught their eye:
- Stellarvalue was launched in Mumbai in 2016 by Anshuman Singh, who had earlier played a crucial role in building logistics for the Future Group. In private equity from Warbug Pincus, it has got $125 million, and was among the first to introduce blockchain technology in building value chain.
- XpressBees: Pune-based XpressBees counts Chinese conglomerate Alibaba along with SAIF Partners and IDG Ventures among its investors. Founded by Supam Maheshwari and Amitava Saha in 2015, XpressBees has raised around $150 million in four rounds, and is now owned by SoftBank-backed online retailer for baby products FirstCry.
- ShadowFax: Spread over Bengaluru and Gurugram, ShadowFax is backed by angel investor Zishaan Hayath as well as Snapdeal founders Kunal Bahl and Rohit Bansal, along with NGP Capital and Qualcomm Ventures. Having raised $22 million in Series C funding in August, ShadowFax now has total $41 million in its kitty.
- ColdEx: As the name suggests, this Delhi-based company focuses on cold chain solutions for food and FMCG sectors. Founded by Gaurav Jain, with a headstart in 2005, the company has raised $36 million from Asia Climate Partners. Their clientele includes MNCs like Startbucks, KFC, and McDonald’s, among others.
- Let’s Transport: Launched in Bengaluru in 2015, LT has raised around $17 million from investors including Rebright Partners and Shanghai-based Fosun Capital. Angel investors Neelesh Bhatnagar and Manish Dhingra, among others, also back this startup, which was founded by Pushkar Singh, Sudarshan Ravi, and Ankit Parasher.
- ElasticRun: Backed by Kalaari Capital and Norwest Venture Partners, this Pune-based startup has raised $17 million since its launch in 2015. Co-founded by Shitiz Bansal, Saurabh Nigam, and Sandeep Deshmukh, ElasticRun has been largely run on stealth mode following an asset-light model.
- Porter: Four-year-old Porter, based in Bengaluru, has raised around $14 million from investors including Sequoia Capital and Kae Capital, along with a few angel investors. Founded by Vikas Choudhary, Pranav Goel, and Uttam Digga, Porter merged with Mahindra Group’s logistics aggregator platform Smartshift earlier this year.
- Fareye: This five-year-old Delhi-based startup has raised $13 million from DHL and SAIF Partners. Founded by Kushal Nahata, Gautam Kumar, and Gaurav Srivastava, the company has a global footprint, and serves companies like Walmart and Amway, in addition to providing SaaS solutions for ecommerce.
Mahindra Logistics on Thursday posted a 38.2 percent rise in September quarter net to Rs 19.1 crore on margin expansion.
The Mahindra group’s logistics arm had posted a net profit of Rs 13.8 crore in the year-ago period.
Its overall revenues grew by 10.9 percent to Rs 927.4 crore for the reporting period, against Rs 835.9 crore in the previous year.
However, the gross margin widened to Rs 75.6 crore from the year-ago’s Rs 63.3 crore, which helped push up the profit.
“We continue to remain optimistic on the growth potential of the sector. We are encouraged by the government plans and actions for improving the logistics sector,” he said.
The company’s scrip closed down 1.96 percent at Rs 538.65 apiece on the BSE, as against a marginal 0.03 percent correction in the benchmark.