Attempt these TRICKY QUESTIONS and prove that you are a GENIUS.
If you could answer atleast 10 questions correctly, no doubt you are not an ordinary, but a genius, proud of your parents.. (means you will get nothing for your brain if sold in the market as it is used to a large extent...)

1) 10 Birds in a field. 2 were shot, how many were left?
2) A box has nine ears of corn in it. A Squirrel carries out three ears a day, and yet it takes him nine days to carry out all the corn. Explain?

3) Why do white sheep eat more than black sheep?
4) I have 2 coins in my hand that add up to 60 ps. One of the coins isn't a 50ps piece. What are the coins?
5) A fisherman was asked how long was the fish he had caught. He said "it is 30cms plus half its length" How long was the fish?
6) A Hammer and a Nail cost31. If the Hammer cost30 more than the Nail, what is the cost of each?
7) It takes 7 men 2 hours to build a wall. How long does it take 3 men to build the same wall?
8) "I will bet you1" said Ram, "that if you give me2, I will give you3 in return."
"Done," replied Shyam. Was he?
9) Some months have 30 days, some months have 31 days. How many months have 28 days?
10) A truck driver is going the wrong way on a one-way street and then goes up onto the sidewalk brushing several pedestrians. Many people see this happen and yet go about their business as if nothing had happened. Why?
11) Who is not, not, not a person that has not, not set foot on the moon?
a.Neil Armstrong
b.Your mom
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.
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Answer to the Questions

1) 2 - the others flew away.
2) He has 2 of his own ears, so he carries out only 1 ear of corn per day.
3) There are more white sheep than black sheep.
4) 50 ps and a 10 ps (The coin that isn't a 50 ps piece is a 10 ps. The other coin is the 50 ps).
5) 60 cms.
6) Hammer Rs 30.50, Nail Rs 0.50
7) No need to bother, the 7 men have already built it.
8) Shyam accepts the bet, gives Ram Rs 2. Ram does not give Tom Rs 3 so loses the bet and has to pay Shyam Rs 1. Result Ram gains Rs 1.
9) All months
10) He is walking
11) Your mom

Dear Apple: Why Are You So Afraid Of Google, Android, And Samsung Group?

Apple won its court battle against Samsung Group, but it may have just lost the war against Android. Samsung may have it correct when they say that this $1.05 Billion court decision is a sad day for them, but also for the consumer.

I believe it is a sad day for you, too, Apple. You are taking a path of litigation that has proved to earn revenue for companies out of sync with the market, but that comes at a high cost. Yes it protects your assets and IP. I understand that. But the true cost is it will turn you into a bully.

I know that’s going to upset a lot of people. So let me clearly say that I really love what Apple does and has done. I had an early Mac. My best friend worked on the Lisa, back in the day. I’ve seen and liked a lot of Apple stuff. I have iOS devices and adore their elegance and the plethora of apps available. I plan to keep using them. But I believe you are missing the forest for the trees, the universe for the consumers. The universe revolves around many other things besides a phone or tablet and sometimes do not directly involve a consumer at all.

Instead of out-innovating everyone else, as you always have, you have signaled to the world that you may be out of truly fresh ideas. Sure the iPhone5 and iPhone 6 (or whatever the next one is called) and Mini iPad will usher in some new consumers and fans, but competitors won’t continue to make Samsung’s mistakes. In some ways, you may have heralded a new era of innovation, sans Apple. Take a look at other companies that spend most of their time in lawsuits and patent battles. They are dinosaurs, in modern decay.

Sure, you have amazing patents in the mobile world as well as in many other things like home automation. But spending much of your energy in legal defense mode leaves you less energy and enthusiasm for innovation. Stop it, Apple. Go back to the days when you built things that people could tinker with. Go back to extreme innovation and just move faster than Samsung.

You’ve made it so that all or many of your potential collaborators and strategic partners had to choose Android. Amazon Kindle runs on a version of Android. Barnes and Noble’s Nook, too. And hundreds of phones, tablets, and other devices like alpine ski goggles and NASA satellites. But you already know this.

I know it is silly of me to think that you will listen, Apple. All of your fans are going to fill the comment stream calling me stupid and worse. That’s okay. I hope they email you my post and their comments, too. You could shift gears and find a way to open up. There’s room for both iOS and Android. You’ve been doing pretty well financially up to now, right?

 If you’re not foaming at the mouth at this point, here’s a long roundup of the best stuff I’ve found on the web over the last week around the future of Apple, Samsung, Google, and Android. Not in any particular order.

source Forbes.com

Nike, Adidas Want To Color Your Shirt With No Water

https://twitter.com/ashishgupta1990

5 Things Failure Teaches You About Leadership

As you reflect upon your career and future, step-back and assess your body of work and how it has impacted the manner in which you lead.    What makes you a stronger leader and provides you the perspective to cast a greater vision and help others achieve more?  It is the wisdom embedded within your failures.   Understandably, most people would rather not talk about their failures, but it sure does teach one how to manage adversity; for example, to understand why certain dots didn’t connect in their career, or why certain relationships or opportunities went awry.

Failure ultimately shapes you as a leader.

Failure is the most powerful source for know-how and understanding.  It teaches you about survival, renewal and reinvention of yourself and the organization you are leading.

1.      Confront Your Failure and Learn from It

2.      Build Your Team and Make the Business Better

3.      Trust Your Gut and Make More Decisions

4.      Second Chances are All Around You

5.      Appreciate Your Leadership Responsibilities

for details click on the linkhttp://www.forbes.com/sites/glennllopis/2012/08/20/5-things-failure-teaches-you-about-leadership/

The hidden winner from the Apple vs Samsung decision

Apple walks away with a ruling that Samsung copied the iPhone. Samsung will appeal and look to have the decision mitigated as much as possible. And over in the corner, Microsoft and Nokia look at each other, nod their heads, and smile. This was a good court verdict for Windows Phone.

Round one of the Apple/Samsung patent dispute is over, with Apple in the ascendancy. The public perception is not going to be over certain models of older Samsung handsets, the exact patents and software methods used, or the differences between Samsung’s UI layer TouchWiz and Google’s default Android UI layer.

It’s going to be ‘Android copied the iPhone’.

for more details follow the link http://in.finance.yahoo.com/news/who-is-the-winner-from-the-apple-vs-samsung-decision.html

Start A Company When You're 25 -- Not     

             When You're 52

You need industry expertise to start a company, right? You need to have spent 30 years learning the ins and outs. Everyone should already know who you are. At this point you’re also making over $300,000 a year and have a family with 3 kids, 2 of whom are going to college next year. Starting a company means you probably will not receive a paycheck of substantial size for a while, and you have a huge risk of failure.

At age 25, the sky is the limit. You generally have no mortgage, no children and maybe just a cat to feed. You can store all of your possessions, if you have any, live in a filing cabinet/your space at the incubator, and shower at the gym when needed. You’re only making maybe $50,000 a year, so if you make $40,000 in a startup it’s not that big of a risk. Working late is not a problem. You’re used to staying up until 1am for homework. You also see incredible inefficiencies in the market and want to change it. You have no fear of challenging “market standards”. 

Naturally, I would argue that a 25 year old should start a company, under the guidance and coaching of an older mentor who has been in the industry before. If you’re young and sharp, you will quickly learn the industry, and you will ask your mentors thousands of questions. You’ll also challenge the industry norms, and your mentors will let you know if you are off your kilter.

The challenge for a 25 or 30 year old running an early-stage company is recognizing the fact that one day you may be replaced by the 52 year old. Is this a bad thing? Absolutely not. If your company has grown to the point of a large Series A or B round, you should seriously ask yourself who the best person to run the company is because your VC certainly will. Is it you? Is it a seasoned exec?

I believe much of that depends on the individual and the company’s growth stage. It’s your job as the CEO of your company to constantly question who is best for the situation and gracefully step aside when needed. Some people are better suited to run firms at various stages. Ultimately you may find yourself as the type that only wants to start firms from the early stages, and then either just focus on the product development or start on the next market changing idea.

Source forbes.com

Lost Money In Stocks? Use it to Save Tax


An important rule of investing is not to be swayed by market volatility. If you panic and sell your stocks when they are

down, you may repent later. However, if the stocks you bought a few months ago are running into losses, the best thing 

to do is sell them and buy them back. This simple, two-step strategy can help you save a neat packet in tax.

Here’s how it works. 

Your losses are notional till you don’t sell your stocks. If you sell them, you can book short-term capital losses, which can 

be adjusted against profits from other assets. If you have run up losses of Rs 1 lakh and sell your stocks, you will be 

allowed to adjust this Rs 1 lakh against gains from certain investments, including short-term capital gains from stocks. 

So your losses from stock A can be adjusted against profits from stock B, thus nullifying your tax liability. 

What’s more, the unadjusted losses can be carried forward and set off against future profits for up to eight 

financial years.

 This also applies to equity mutual funds. 

Here are a few things you ought to keep in mind while booking losses.

Short-term losses only 

When it comes to stock investments, tax rules allow only short-term capital losses to be carried forward. This means that 

the stocks you bought more than a year ago will not be eligible. Long-term capital losses from stocks cannot be 

adjusted or carried forward if the securities transaction tax has been paid. The logic is that since there is no tax on the 

long-term capital gains from stocks and equity- oriented mutual funds, there should be no provision to adjust their 

losses against other gains. 

It is possible to carry forward long-term capital losses from stocks only if you strike an off-market deal with the buyer and 

the transaction is not routed through a stock exchange. However, it’s not easy finding someone who is ready to agree to 

such a transaction. Besides, long-term capital losses can be set off only against long-term capital gains.

First in, first out rule

It’s important to remember that the sale of stocks and funds is on a first in, first out basis. The shares you bought first 

will be sold first. So, if you have been buying small quantities of a stock for more than a year and sell some of your 

holdings now, be careful when you calculate the short-term losses. For, what you assume to be a short term loss can 

actually be a long-term loss, which cannot be carried forward. 

Let’s assume that starting January 2010, an investor started buying 50 shares of a company in the first week of every 

month. By now, he would have accumulated 750 shares of the company. If he sells 250 of these now, he can book shortterm 

losses only for the 100 shares he bought in April and May 2010. The 150 shares bought in the first three months of 2010 will be treated as long-term capital assets since they have completed a year. 

How to go about it
When you buy and sell shares on the same day, you don’t actually take delivery of the stocks. Such transactions are treated as speculative by the taxman and can be disputed by the tax department if you want to book losses. In some  countries, such as the US, if a taxpayer wants to book losses, there should be a 30-day gap between the sale and subsequent purchase of shares. Though there is no such rule in India, it is best to wait for a day or two before you buy back the shares. This will ensure that the shares bought previously are out of your demat account before the new shares come in. If you think the share price might rise after you have sold, buy more shares of the company first and then sell  them a few days later. The first in, first out rule will ensure that the shares that were already in your account are treated as sold. Also, keep the contract notes of the transactions handy. You will need to mention the details of the transactions in the tax form when you file your returns.

File by due date
 The most important thing is that you can carry forward short-term losses only if you file your income tax return by the due date. Though you can safely file your return by the end of the assessment year without fear of penalty, you will not be allowed to carry forward the losses. That’s one more reason to file before 31 July this year.

Source Casansaar.com

Widows getting cheated out of Social Security

It’s no secret that women live longer than men. But a new study by the Wharton School’s Retirement Research Center suggests that some professional financial advisers neglect to take that fact into account when they tell clients how to time their Social Security benefits.

The mistake could cost women who outlive their husbands—and who might benefit from a significant monthly check into their 80s or 90s.

Slightly more than half of women 65 and older rely on Social Security for three-quarters of their income, according to the Employee Benefits Research Institute. Choosing when to start taking benefits—a decision that can be affected by factors like health, savings and other sources of income—is complex even for pros.

While seniors can start receiving checks as early as age 62, doing so means they’ll get less each month than they would if they waited until the maximum age of 70 to start taking distributions. Spouses that don’t work—usually women, in the baby boomer generation currently reaching retirement age—also receive benefits based on their partners’ earnings.

But women’s longevity is not being taken into account in the calculus, the study found. “At age 62, there’s a lot you can do,” says co-author Andrew Biggs, a former Social Security Administration official. “You may have a big 401(k), you can go still go back to work. At 72, there are a lot fewer options.”

The study, which posed questions about a number of specific scenarios to a group of about 400 professional financial advisers, suggests that many are tailoring their advice to the needs of the husband without thinking as carefully about the impact on the wife.

For instance, presented with a 62-year-old man in average health who wants to retire right away but has, together with his wife, saved $800,000, only one in five advisers suggested he put off taking Social Security as long as possible. The recommendations were made despite the fact that with such a large nest egg, the couple appeared to face little immediate need for cash and the decision would significantly crimp the woman’s survivor benefit should she become a widow.

The National Association of Personal Financial Advisors and the Financial Planning Association, two trade groups for advisers, didn’t immediately respond to calls seeking input about the study.

Of course, while most financial advisers are men, the study doesn’t prove that these conclusions were driven purely by chauvinism. A more charitable explanation might be that the advisers perceived the chief breadwinner in each scenario as their client.

Another, says Biggs, is that the educational materials provided by the government, while recently improved, haven’t historically done a good enough job of emphasizing the issue.

Billionaire Ty Warner gives woman $20,000 for her cause after asking her for directions

A woman who helped a lost man ended up with a surprise $20,000 gift.

That's what happened last month when Jennifer Vasilakos guided Ty Warner when he stopped and asked for driving directions in Santa Barbara, Calif.

While Warner didn't know exactly how to get to where he was going, Vasilakos didn't realize who she was helping.

Warner is the billionaire founder of Ty Inc., the Beanie Baby company.

Vasilakos was at the intersection trying to raise $20,000 for a stem cell procedure she needs to help save her life because she suffers from kidney failure and does not qualify for a transplant.

She describes their encounter in her blog:

I often get asked by random strangers for directions.  Not one to miss an opportunity, I handed him my flyer and he made a fifty dollar donation.  As he drove off, I thought that was the end of our encounter... He'd returned after an hour or so.  Rolling down his window, he reached out his hand and introduced himself.  I immediately recognized his name.  He was kind and sincere as he looked directly into my eyes...  I listened as he repeated over and over that he was going to help me.  That my fundraising was done.  That I didn't need to worry any longer.  He said he would send a check after he returned to his offices during the week.

He was true to his word. Vasilakos, an herbalist and Reiki teacher, received a package on July 16 with a $20,000 check and with a handwritten note from Warner. The note read in part, "Someone up there loves you because I was guided to meet you Saturday. I never lose my way, but fate had me lost and ask you for directions. The rest of the story I hope will be a wonderful new life for you."

"Of course I started crying, because that's what girls do," Vasilakos said. "I'm incredibly thankful to Ty Warner and to everyone who has supported me with love and prayer."

The check cleared a few weeks later and she booked a surgical procedure at an undisclosed foreign hospital to begin hematopoietic stem cell treatment. Hematopietic treatment takes a cell from the blood or bone marrow that can renew itself and develop into a variety of specialized cells.

"After I serendipitously met Jennifer, I further educated myself on her stem cell needs. I was shocked that this particular type of treatment wasn't available to her in the U.S.," Warner said in a media release. "My hope is that we can bring this lifesaving treatment to the forefront so that it can become more readily available and provide alternatives for people like Jennifer."

So the chance meeting allowed both Warner and Vasilakos to each continue on their journeys.

iPhone 5 Will Replace Touch Screen with Keyboard

Read more: http://www.onlytrick.com/2012/06/iphone-5-will-replace-touch-screen-with.html#ixzz24ZI7WKMv

Managing in the New World Economy

The end of the twentieth century ushered in what came to be

called the New World Economy, which combined increasing 

globalization advances in information technology and new forms

of corporate organization in ways that redefined the role of

operations management. None of these aspects were novel by 

themselves of course. Business has been international since 

nations were first created and traded among themselves and 

international corporations date from the trading companies of 

the Middle Ages. Similarly modern information technology has

been progressing rapidly since the development of the 

computer in the mid-twentieth century in fact, since the telegraph 

a hundred years earlier. And companies have been 

experimenting with different forms of organization for hundreds 

of years. What made the New World Economy different however was the way the newest forms of all three intertwined in 

complex ways to create whole new industries and approaches to business.

Three factors made the New Economy’s form of globalization different from that which existed before:
The collapse of the Soviet empire in the late 1980s led to a repudiation of state controlled central planning around the

world. This failure, when contrasted with the success of Japan and other East Asian countries that had adopted various 

forms of market capitalism eventually led more than half the world’s population to enter the global market economy 

during the last fifteen years of the twentieth century. In addition to Russia and Eastern Europe, China, India and several 

Latin American countries opened up their borders to foreign commerce. 

Advances in information technology and corporate organization made managing foreign operations much easier than 

ever before. This particularly applied to global sourcing. 

Companies combined the power of Information Technology (IT) with an increased willingness to outsource operations

to create novel types of partnerships with customers, suppliers, and even competitors. These networks interacted in

synergistic and self-supporting ways, and rapidly became global in scope as managers recognized that countries they 

earlier had dismissed as developing were fully capable of mastering the latest advances in information and process 

technology.

Indeed, many companies found that these developing countries, which previously had tended to focus on making

components and relatively low value added products, were now becoming tough competitors in high-tech products. 

Ironically they often found it easier to train workers who had little previous industrial experience in the skills and 

discipline required by TQM and lean production than it was to persuade their own older experienced workers to adopt 

these same techniques. Again and again, visitors to factories in China, Mexico, and Southeast Asia expressed

astonishment at the speed with which their workers were able to master the most advanced approaches to production

management. In the early 1990s for example, the Cummins Engine Company’s factory in San Luis Potosi, Mexico was 

judged to be the most successful adopter – in a worldwide network of more than fifty plants of the new production 

system that the company had encouraged all its plants to utilize. Similarly one of the top rated factories in HP Compaq’s

worldwide network was in Penang, Malaysia.

In addition to the problems they faced in traditional products and services managers increasingly struggled to introduce

and manage new, information intensive products. As the New World Economy expanded its reach they discovered that 

many of the principles and methodologies that had proven successful in traditional industries no longer seemed 

effective in this new context. Partly, this was due to the new opportunities and challenges associated with doing 

business in new environments. More importantly, though it was due to the very different assumptions and characteristics 

of information intensive operations. Although some familiar operations management concepts and techniques 

continued to be applicable to such operations, many were not. In fact, in some important areas those traditional 

approaches appeared to be almost 180 degrees of course. There are important differences between the old and new 

economies and their implications for operations management teaching and research. 

The bulk of these differences arise out of fact that many of the basic assumptions that managers and academics tend to 

make when thinking about managing operations are inappropriate for information intensive operations. Unfortunately 

these assumptions are so deeply embedded in traditional thought processes that the people involved in operations 

seldom are even aware of how fundamentally they influence the way they look at the world (it is said that the last thing a 

fish discovers is water) and define their domain. By domain we refer to the kinds of problems that interest them and the 

tools they feel need to be mastered in order to address those problems. 

The organizational unit of analysis is an operating unit (e.g. a factory, a company or a division / business unit within a 

company) Most introductory OM courses emphasize problems that occur within relatively small organizational units. The 

rationale is that within such a bounded organization a manager can exercise control that is, make decisions and directly 

oversee their implementation. As one result of this instinctive desire to control operations, almost invariably the default 

mode is a decision to do something yourself within the organizational unit rather than involve organizations and people 

outside your control.

The Dakota, New York's most exclusive building

The Victorian-era German Renaissance co-op apartment building at 72nd Street and Central Park West is best known as the home shared by John Lennon and Yoko Ono from 1972 to 1980 and the site of Lennon’s murder. Ono still lives there, as do many other celebrities, but being famous is no guarantee of residency at the Dakota, and neither is simply having ample savings.

The gabled and turreted Dakota is a square structure with a porte cochère leading to a central courtyard that served as a turnaround for carriages. While the outside looks fairly tame, inside, no two of the luxuriously appointed apartments are alike, as many were tailored to the specifications and whims of their first occupants.

The Victorian-era German Renaissance co-op apartment building at 72nd Street and Central Park West is best known as the home shared by John Lennon and Yoko Ono from 1972 to 1980 and the site of Lennon’s murder. Ono still lives there, as do many other celebrities, but being famous is no guarantee of residency at the Dakota, and neither is simply having ample savings.

The gabled and turreted Dakota is a square structure with a porte cochère leading to a central courtyard that served as a turnaround for carriages. While the outside looks fairly tame, inside, no two of the luxuriously appointed apartments are alike, as many were tailored to the specifications and whims of their first occupants.

Famous residents

The arts bent among residents began early, with the Steinways of piano-making fame among the first residents, as well as other names less recognizable in modern times, who in turn brought in guests like Tchaikovsky and author Stephen Crane.

The most expensive Dakota sale ever was the second-floor apartment where Leonard Bernstein lived, pictured above.

The first asking price was $25.5 million, but it sold for $21 million, and Lenz’s real estate commission on this sale was over $1 million. Apartment 23 has four bedrooms, four bathrooms, a great room with wood fireplace and park views, library, formal dining room, a windowed kitchen with breakfast room and both original and restored window details.

The Dakota boasts another jaw-dropping sale in recent years. It’s a cellar storage room with four walls, electricity, a half-bath, and a small window—and a price tag of $801,000. After a bidding war, it sold in 2008 to John M. Angelo, a hedge fund manager, CEO, and member of the board at Sotheby’s, who has combined several co-op units into one residence elsewhere in the Dakota.

Apple Becomes Biggest Stock of All Time

Barely a year after supplanting Exxon Mobil as the largest stock in the current marketplace, Apple entered the record books Monday, becoming the most valuable stock to have ever traded.

The difference between Apple and Exxon Mobil's market caps is bigger than the individual market caps of 98 percent of the S&P 500 companies.

details in linkhttp://finance.yahoo.com/news/apple-becomes-biggest-stock-ever-162421101.html