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1. Can a receipt for payment be dated 15 days after the date of payment with no payment details being mentioned on the receipt?
2. If the date of an ECS mandate is prior to the due date, such a mandate cannot be accepted, but if you pay before the due date by cheque, it is fine!
3. If you pay before 31st March but the debit in your account is in April, you can still claim tax benefit for such payment, even though the law requires you to make payment before 31st March. What happens if such a cheque bounces? You may still get credit in tax! Some people may be using this loophole deliberately.
4. State Bank of India says that signature verification can be done only by the branch manager. It says, even their existing customers must furnish a photocopy of their passbook for past one year while applying for a loan. When I pointed out that the branch is on core banking mode and they can see the whole account at their end, I was told this is the procedure and must be followed.
5. A private sector bank says that a company is not an entity in law! If you want a car loan on a company’s name, then the MD must be a co-borrower because that is the policy. Also, you must get your signature verification on four different forms; one form will not do because that is their procedure.
6. Salary accounts cannot be in joint names of husband and wife. Some
banks allow this and some don’t. So what is the real position? If you
want to protect the salary-earner, then the operating authority could be given
to the first-holder only. Why not have the account in joint names?
Anil Agashe, Pune by email
PRO-INVESTOR REFORMS NEEDED
The last
issue of MoneyLIFE was very good. The stocks selected for analysis are all
quality stocks. Nava Bharat is showing good strength. About Shree Cement, all
we can say is that in a bearish market, people forget values and in a bull
market they chase euphoria. Thanks for your piece on Genus with its unique
features. About the unusual re-listing price of KGN and Sylph Technologies, the
regulators stand exposed once again. Also, in Shyam Telecom and SVPCL,
investors will be the only losers. There is a lot of work to be done for our
market to be fair. Events like KGN, Sylph or English Indian Clays make a lot of
investors lose confidence in the market. They believe realty and gold are much
safer investments, even if they are more expensive. These incidents should be
seen as trust-breakers rather than just a single act of over-speculation. I
remember one incident of 1995-96. I bought shares of Gujarat Fun and Water Park
after reading an article in The Economic Times and looking at its financial
results. The stock was hitting upper circuits. Just a week after my buying,
trading stopped and remains so until today. I don’t know why. That was my
first step in the market. It was a lesson to study stocks, before purchasing
any. I also believe that, in general, all IPOs need to be regulated and IPOs
from government companies should be banned. People invested in these companies
and lost 40%-80% of their capital in just a few months. Even without the crude
oil price factor, how can a company valued at Rs5,000-Rs10,000 crore during its
IPO trade at just Rs2,000-Rs4,000 market-cap after few months?
Santosh Mhamunkar, by email
UNWANTED DEPOSITORS
Despite my submitting 15H (being a senior citizen and a high net worth customer
from the beginning of April 2007), this is the third year when TDS has been
deducted. This compels us to file the IT return just for the TDS refund;
otherwise it is not required as income is less than taxable limits. Of course,
getting IT refund is the other pain. Many customers have closed their Quantum
Flexi accounts. I had it taken up to the highest level but in vain. Even the
Income Tax department specifies one TDS exemption form for one financial year.
Other banks, like Axis Bank and HDFC Bank, ask for only one form. It is all due
to ICICI Bank’s scant regard for small customers. Also, despite
reminders, if one does not get the IT refund, then what is the recourse? Is
there a way one can approach CBDT or the IT Ombudsman? How effective is the IT
Ombudsman? I congratulate MoneyLIFE for taking up issues normally ignored by
other publications.
LOST MONEY IN FUNDSS
Our ranking of fund houses does not favour
those that make too many NFOs. (This is because NFOs are usually planned when
the market is bullish. As we have pointed out time and time again, what is a
good time for funds to raise money may not be the best time for investors to
subscribe.) However, this kind of ranking may not be correlated to short-term
fund performance. Unfortunately, we do not offer recommendations on individual
portfolios and that too of mutual funds. The problem with your approach of
investing in many diversified equity funds is that they have very similar
exposures and they fall and rise often at the same time. In short,
collectively, they don’t offer any diversification. --
Editor
FINE PROGRAMME
DUPED BY RELIGARE FRANCHISEE
Help Us to Help You
HOW TO REACH US
Please refer to Crosshairs under the heading “Not Wanted” (MoneyLIFE, 8th
May). It is true, that when organisations are small, they run after new
customers to prove their customer-friendliness. When they become bigger, they
have scant regard for the same customers on whose shoulders they rode. ICICI
Bank is no exception. They were keen to welcome people to open an account when
they came out with the new concept of ‘Quantum Flexi Account’. Many, like
me, opened such accounts. Things went very well for a few years. Now, they
indirectly dissuade customers from continuing their Quantum Flexi accounts. To
harass customers, they started deducting TDS on interest for every swipe from
FD - despite customers submitting their TDS exemption form (15G or 15H, as
applicable). Their contention is one must submit the TDS exemption form for
every withdrawal where tax becomes applicable on the interest. They
categorically confirmed that we need to submit 12 forms for each month!
Bipin I Shah, 403, Dimple Heights, Asha Nagar, Thakur
Complex, Kandivali (East), Mumbai
I am enclosing the list of mutual funds in
which I have invested as an SIP (systematic investment plan) or a one-time
investment. In your recent analysis of fund houses (cover story, MoneyLIFE,
22 May 2008), I did not find any of my mutual funds among the top five. I am
worried that I may not have picked the right fund houses and the right schemes.
Also, in the past year, I have lost money in whichever fund I invested in as
SIP. Although I am in no hurry to withdraw my money and am a long-term
investor, please advise me on what I should do?
Commander Samir Gupta, by email
We thank MoneyLIFE for the music
concert of Begum Afroz Bano on 1 June 2008. The music was just great and
nostalgic, taking us back to the great musical times of yesteryears. Your
magazine has done a great service not only to the senior music stalwart but
also to listeners and lovers of such music which is hardly heard these days. Pt
Birju Maharaj commented very rightly that if the corporate world spent even
one-tenth of the amount they spend for cricket, to promote a few cultural
activities of our country, they would do a good service to our rich heritage.
We hope you continue in this direction to serve the society and provide an
inspiration to other corporates. After all, performing arts need patronage to
thrive and will not then die, as we all fear.
Drs Rodhan and Rekha Shroff, by
email
I have worked for ONGC for 31 years and
resigned at the level of executive director, corporate planning. I have joined
Reliance Industries in their petroleum division as senior vice president,
geosciences. I am an account-holder with Axis Bank and I also hold a joint
account with my wife Dr Anjana Sen in the same bank for portfolio management.
Sandeep Roy Choudhury is our wealth manager. My wife and I opened a pair of
trading accounts with Religare, recommended to me by an old colleague in
Nov/Dec 2007 for Rs five lakh each. I am regretting the decision. Supradip
Ghosh, who has a franchise with Religare, made great promises. Even as late as
April 2008, he stated that all my capital investment would be returned to me by
June 2008 with profits. He kept me in the dark about my investment and went
about trading recklessly. I was able to get the Excel sheets showing statements
of transactions only at the intervention of their corporate office. These
clearly indicate how recklessly the investments have been made. Mr Ghosh now
callously states that ‘everybody else has suffered like that’ and has no
plans to redeem such losses. This is in total contrast to what he had promised
when he came for the sales talk.
I am a service-class person and all this money is tax paid. My wife has booked
a flat in Faridabad and this money would have come in handy for paying my loan
instalments. I had sent mails to Religare but other than their usual form
letter and the account statement, they have nothing else to say. I had a
discussion with Sandeep (Axis Bank) who suggested that I seek your help. I
would like to discuss the matter with a senior person in Religare who could
take up the issue seriously, own the responsibility for such erosion of capital
and suggest means to redeem the loss. The account needs to be shifted from an
incompetent franchisee like Supradip Ghosh to a more conscientious wealth
manager. A plan of action to redeem this loss needs to be worked out. I need
your personal intervention to take up the matter at the highest level with
Religare. Small investors like me need protection and should be made aware of
the risks involved before tall claims are made by Religare or their
representatives. Kindly also advise if this matter should be brought to the
notice of SEBI, unless it is resolved.
Gautam Sen, by email
MoneyLIFE offers its readers a unique
service -- of helping redress individual grievances on a best-effort basis.
However, we have limited resources to devote to this effort and can only pursue
complaints that come to us by email. We request readers to please send us crisp
complaints with all the facts on email (not as an attachment) and send us the
supporting documents only if we ask for them. We cannot handle physical
letters. -- Editor
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A pointer to the lack of a central thought lies in the way the book is introduced on the flap of the dust jacket – full of wrong notions and weak ideas. The very first sentence reads: “For the first time since the rise of Western capitalism, entrepreneurs in China and India can ignore New York and London – and still build companies worth billions.” This is a bizarre statement. Could the Tatas have bought Corus without global capital? Even as Khanna was writing this book, dozens of Chinese companies were issuing shares in New York. Experts estimate that India received $40 billion last year from foreign private equity companies for investment in real estate. India’s rickety finances, weakened by continuing corruption and inefficiency, has been propped up by billions of dollars of foreign portfolio investment year after year, until the game was up this year, due to which the market has sunk by 50%. It is factually wrong and simply preposterous to say Indian entrepreneurs can ignore New York and London. The book also claims that “China and India are embracing the world on their own distinct terms.” Isn’t that stating the obvious? Every country has unique features, shaped by history, policy framework and entrepreneurial culture. Botswana and Brazil will obviously deal with the world in distinct terms, as did Singapore and Taiwan.
There are three parts to this book. Part I titled ‘Foundations’ has four chapters that cover statecraft, information and transparency, how China can build by diktat and financial sectors of the two countries. Part II titled ‘Enterprise’ has five chapters that cover Infosys of India and TCL of China; the difficulties of foreign companies in doing business (examples of Microsoft in China and METRO Cash & Carry in India); how the Chinese Diaspora (the famous Bamboo Network) made a big difference to China’s growth; a description of how China’s rural folks are better off; and, finally, the poor healthcare facilities in the two countries. These sections are packed with information – often of the mundane variety. Part III is titled ‘Future’ and, not surprisingly, is the smallest. After all, it is always so easy to describe, but so hard to prescribe. It has four chapters: China’s hard power – its foreign policy to win over despotic regimes from Burma to Africa, to grab natural resources; India’s so-called soft power (Bollywood and other means of winning over the world); and two chapters on historical and corporate connections. Why should the last two chapters appear in the segment on ‘future’ is unclear to me except as a means of bulking up the section. Unfortunately, unlike the other chapters, Khanna could not have packed the ‘future’ section with yesterday’s information! He had to offer ideas and pointers, which are absent. Indeed, throughout, the book only describes. It never prescribes even though businessmen apparently asked him whether they can make money in India and China. The book is precisely meant for those who ask such inane questions and for Harvard and Yale students who cannot locate either of the two countries on the map. After all, if you want to read this book you have to be prepared to encounter sentences like: “The Taj Mahal Hotel borrows its name from India’s best known architectural symbol, located in the northern city of Agra, and stands facing the Gateway of India, a spectacular structure overlooking the Arabian Sea, built to commemorate the visit of King George V and Queen Mary to Bombay in 1911.”
That leaves me with one final issue. What does the title mean? India and China have a population of 2.4 billion. A billion entrepreneurs out of them, that too from countries that rank a poor 120 (India) and 83 (China) among 178 countries in the World Bank’s ranking of ‘Ease of Doing Business’? – Debashis Basu
If innovation is the key to value creation, Asian Paints (APIL) offers
a good example. Stocking paints is a nightmare. You need to keep hundreds of shades in a large number of pack sizes. Multiply the two variables and you find that you will need huge retail spaces for a product for which competition is strong. Asian Paints has introduced an innovation that has completely changed the game....
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