Why India does not have a vibrant strategic culture

Manmohan Singh bemoans its absence. In the halcyon days of his first term, Singh, attempting to change the strategic outlook of this giant nation, was often heard complaining, "We must develop a strategic culture in this country."

He joins a large number of Indian intellectuals who decry our apparent lack of ability to plot out India's "strategic thought" or even plan a "grand strategy".

To a casual observer, India's actions — or lack thereof — often appear to be a result of who the government spoke to last, or based on ad hoc considerations that undermine India's interests. What makes this outlook interesting is that foreign analysts writing about India, seem equally clear that India does not have a vibrant strategic culture.

So Inchoate 

Many of us would agree with George Tanham who wrote in his seminal RAND study on Indian strategic thought: "[India] is an extraordinarily complex and diverse society, and Indian elites show little evidence of having thought coherently and systematically about national strategy."

Why do we seem to be an inchoate mass of chattering classes, government, national security establishment and politicians, all working at cross purposes, with the result that nobody quite knows why we do what we do or whether Indian interests are at all being advanced in the global marketplace?

India, many argue, does not have a strategic culture because it has never faced an existential threat. The burden of being around for millennia has given a sort of timelessness to its strategic outlook.

Off the Mark

On a more mundane level, though, part of the problem is the lack of an articulated grand strategy — that makes it difficult for either practitioners or analysts to figure out exactly why we do what we do. For instance, why do we hanker after a permanent seat in the UN Security Council, even without veto power?

The fact is, it is part of an otherwise unarticulated Indian trait that we must be acknowledged as a great nation, even if we missed the boat in the first place. Second, the wild accusations of "sellout" during the negotiations before the India-US nuclear deal missed the point about why we were entering into the deal in the first place. This resulted in most of the strategic debates being wide off the mark. When "strategy" does find voice, Indian "interests" are often expressed as third person "values", again unnecessary in the modern age.

Ironically, this is why think tanks or strategic analyses remain hopelessly emasculated even in this information age — their discourse depends mainly on published stuff in the media, because the establishment freezes them out of the processes behind real decision-making. This means think tanks are also personality-driven, depending on their personal contacts within the "system".

Second, a severe lack of capacity constrains India's national security apparatus — the number of bureaucrats in the foreign office has been a subject of discussion for some time. What is less talked about is the system itself, which doesn't really lend itself to strategic thinking. Since the national security/ foreign policy system functions through silos, the division "handling" say, Iran-Pakistan-Afghanistan, is also responsible for the grand strategy therein. This sucks the oxygen out of any policy planning or strategy exercise within the foreign office.

Back to the Epics

The truth, as always, is complex. What is strategic culture, and do we have it? Kanti Bajpai writes: "Strategic culture consists of two parts. The first is the central strategic paradigm — the basic assumptions about orderliness in the world. Included here are assumptions about the role of war in human affairs, about the nature of the adversary, and about the efficacy of the use of force. The second part is grand strategy, or the secondary assumptions about operational policy that follow." Bajpai says there are three streams of Indian strategic thought — Nehruvian, neo-liberal and hyperrealist, saying that core values remain common to all, but strategies differ.

Is there a strategic culture in India? Actually, yes. There are core strategic values that India has embraced and lived by since Independence despite changes in strategic, foreign and security policies. It is inspired by not only the Arthashastra, but the Ramayana and the Mahabharata also, leavened by the complexities and contradictions inherent in Indian thought that have evolved over centuries of being a culture that encompassed and assimilated "foreign" influences.

Tanham says, "Four principal factors help to explain Indian actions and views about power and security: India's geography; the 'discovery' of Indian history by Indian elites over the past 150 years; Indian cultural and social structures and belief systems; and the British rule (raj)."

The Need for Autonomy

Shivshankar Menon, in a tribute to strategic guru K Subrahmanyam, describes the bedrock of Indian strategic thought as defined by "Subbu" — the need for "strategic autonomy". Often mistaken as a synonym for non-alignment, this is actually much closer to flexible realism. Menon says, "India is alone, along with the USA in an earlier age, in seeking to industrialise and accumulate power as a democracy."

Therefore, Indian strategic culture is a function of our assimilative history. As Menon says, "Strategy is not just about outdoing an adversary who is trying to do the same to you. It is also about finding cooperative solutions and creating outcomes in non-zero-sum situations, even when others are motivated by self-interest and not benevolence."

India could face shortage of air traffic control officers

With burgeoning air traffic, India could soon face a severe shortage of air traffic control officers (ATCOs), a top aviation official said today, asking theAirports Authority of India to take immediate steps to recruit them in large numbers. 

Responding to the suggestion by DGCA chief Arun Mishra, AAI Chairman V P Agrawal said the average annual intake of ATCOs was about 250, apart from an almost similar number for communication officers. "We will step up this recruitment process in the coming days," he said. 

They were speaking at the opening of the four-day Asia Pacific Regional Meeting of the International Federation of ATC Association here. 

Expressing concern over airlines criticising "high airport charges", the AAI chief said the navigation charges in India were "25-30 per cent lower than Europe and China. And yet, the IATA (International Air Transport Association) speaks of high charges." 

He said the improvements in air traffic flow management and navigation systems had led to lesser fuel burn for aircraft and has helped airlines save lot of resources. 

Referring to the new satellite-based augmentation system GAGAN to be implemented next year, Agrawal said the Indian Air Force has also come forward to cooperate in the flexible use of airspace that would considerably improve air traffic flow over the Indian airspace. "This will be a game-changer". 

Terming ATCOs as "unsung heroes of aviation" who kept the skies safe, the DGCA chief said a major challenge facing the aviation sector was its rapid growth which was yet to be matched by developments in infrastructure and manpower. 



He said the country would "very soon face severe shortage of ATCOs" and asked AAI to think of innovative ways to produce such professionals to meet the high growth in civil aviation. 

Mishra also asked the AAI and other professionals in the field to carry out more studies to facilitate fatigue risk management, pointing towards the "arduous and tiring nature" of their job to keep air travel safe and secure. 

The ATCOs not only cover 130 airports across the country, but the vast Indian airspace comprising 9.5 million square kilometres, including the oceanic airspace.

Bigger challenge than Kilimanjaro? Atul Haku Shah hopes to rule Africa's supermarket

When Atul Shah travelled to the US for a year in 1983 he was just 17. But he had no interest in a formalhigher education in America and didn't head for a fancy B-School. Instead, he spent the 12 months studying the retail sector and working in supermarkets. He was developing a business strategy for his own family business back in Kenya.

"My parents had immigrated to Kenya from Jamnagarin Gujarat in the 1940s, long before I was born. My father had then set up a small retail business in Nakuru, a city near Nairobi," says Shah. Even as a student in secondary school, he was passionate about the retail business and worked part-time in the family store.

The trip to the US was to get a better understanding of big retail formats and hone his skills. "The sheer size of the retail industry in America was an eye-opener and I was convinced that we could start a retail revolution back in Africa too," says Shah.

Retail Spread

His father Nemchand had acquired a small retail business called Nakuru Mattresses in 1978, which had then evolved into Nakumatt, the family retail store mainly selling mattresses.

While, over the years, the product offerings had expanded into various other things such as FMCG and consumer durables, it was Atul, after his return from the US, who is credited with starting the retail revolution in East Africa with the first superstore in Nairobi in 1992 called Nakumatt Mega.

Today his group, Nakumatt Holdings, is the largest retailer across East Africa, and the Nakumatt Mega network has spread to 27 locations in Kenya and has expanded to Uganda, Rwanda, Burundi, Tanzania and South Sudan.

In 2008, Nakumatt opened its first store outside Kenya in Kigali (Rwanda). And in June 2009, the first Nakumatt store in Uganda opened in central Kampala. Uganda is one of the big markets for Shah and in November 2010, Nakumatt acquired Payless Supermarket, a supermarket chain in Uganda.

Anchored in Africa

"There is a huge business opportunity in Africa in formal retailing formats, which I plan to tap in the years to come. In Kenya, too, the retail revolution is catching on and we are identifying smaller towns to set up supermarkets, hypermarkets and convenience stores," says Shah.

And though he is quite happy being referred to as theKishore Biyani of East Africa, after India's retail king and Future Group CEO, he has no plans to either enter the Indian retail space or even tap the Indian stock market.

"We are currently a family-run business, with my two sons Neel and Ankoor too having joined the company. When we look at tapping the market, it will be in Africa," says Shah.

The company has an annual turnover of $450 million. It also runs a loyalty programme across the countries it is present in called Nakumatt SmartCard which has a membership base of 500,000. "We are firmly committed to Africa and serve over 200,000 customers daily in the region with a range of over 75,000 products. For me, the future is definitely here in Africa and I hope to have a much bigger footprint in other parts of this continent too in the next five years," says Shah.

Foreign Money, Local Sourcing

He has been closely watching the developments on the policy front, over foreign direct investment in the retail sector in India, to compare with his own experience of having developed deep relationships with the agricultural sector in East Africa. "About 50% of our products come from the agricultural sector and we source most of it locally. Though we don't directly reach out to farmers, we have deep relationships with the farming community through our suppliers in this region," he says. The group now directly employs over 5,500 people locally.

Shah, who has an extended family in Gujarat, likes to visit India occasionally. But his life and work is in East Africa which he considers his only home. Atul Shah, who is called Haku Shah by family and friends, recently climbed to the top of Kilimanjaro, Africa's tallest mountain, as part of a charitable initiative by his company. Taking the retail revolution into the interior parts of East Africa is proving no less a challenge.

Straight out of Agatha Christie: Why Tata IHC's Orient Express bid has historical and literary value

It is not often that a company gets an opportunity to acquire a piece of history. In 2005, the Tata-controlled Indian Hotels purchased Pierre, a New York hotel, built just before the Great Depression. It was inaugurated with great fanfare in the 1930s, but economic troubles quickly forced it out of business.

A painful business reorganisation followed, but with fortunes dwindling, it was left to Paul Getty with wealth from the Stanford oil business to lead a remarkable turnaround.

Orient-Express, the international luxury hotel resort chain that is Indian Hotels' latest target, does not boast such an impressive pedigree having been established only in the 1980s, but it has something else for which the history-conscious Tata group will be ready to walk the extra mile. A name, a lasting name.

In 1934, the year when Agatha Christie's novel Murder on the Orient Express was published, the name Orient Express (also called the Venice-Simplon Orient Express) was associated with just a train. A fashionable and popular service running between Paris and Istanbul with stopovers at Venice, Belgrade, Bucharest and Vienna. The modern, post-World War II makeover that resulted in the name being transplanted to a chain of luxury hotel resorts, and had not yet happened.

Christie's book was inspired by a real-life event, when, en route from Istanbul, the train was trapped in Turkey for six days in deep snow. On another occasion, the author herself was stuck on board for 24 hours due to floods.

Her authorised biography quotes in full a letter to her husband detailing the event. The letter includes descriptions of some passengers on the train who influenced the plot and characters of the book, in particular an American lady, Mrs Hilton, who was the inspiration for Mrs Hubbard.

The book made the train service world famous, but it had acquired a different sort of fame during World War I as trenches littered central Europe's rural landscape and the sound of artillery and the smell of gas poisoned the air and the earth and maimed an entire generation of able-bodied men.

Love, Hate & Propaganda

Robert Baden-Powell, better known to the world as the founder of the Boy Scouts movement, used to travel in the train as a lepidopterist, sketching butterflies and collecting smaples. What was unknown to the world at that time was that Baden Powell's sketch books had coded drawings of enemy fortifications along Yugoslavia's Dalmatian coast. In 1920, the then president of France Paul Deschanel found himself in an embarrassing situation when he stumbled out of the train in his pyjamas and bathroom slippers. With great difficulty, he reached the signal box to be greeted by the signal man. "I am the president of France," Deschanel said. The signal replied without batting an eyelid. "And I am Emperor Napoleon".

Despite its great popularity, one man hated the train and its service with all the intensity that he could muster. Adolf Hitler took particular interest in one car of the service which had been used by the Allies as a conference room when the Germans signed the surrender document on November 11, 1918.

After his troops stormed Paris in 1940, Hitler ordered the same car to be brought to the place of the signing in 1918 before asking the exhausted Allies to surrender. Five years later, as his own defeat appeared inevitable, the car was blown up to prevent it from becoming a symbol of Allied triumph.

The Cold War did not provide any exciting episodes for the train service but it was being increasingly associated writers and movie makers. Graham Greene's Stamboul Train was based on the Venice-Simplon Express, and a cavorting Sean Connery makes a daring escape in the train in the Bond thriller From Russia with Love.

The service finally came to a halt in 1977 (though a super-luxury train by the same still continues to run) but the name has survived thanks to a an American businessman James Sherwood after he purchased Venice based Hotel Ciprani in 1976. Sherwood, who had earlier founded London based shipping company Sea Containers Ltd, then took control of the Venice-Simplon Orient Express, which was operated by Compagnie Internationale des Wagons-Lits in 1982 after he had bought two of the original carriages of the train at an auction in 1977. After acquiring the tourist train, Sherwood continued to build on the brand and currently operate high end hotels, cruise and train services around the world.

Indian Hotels Company makes $1.86 bn offer to buy Orient-Express Hotels

Indian Hotels Company, the hospitality chain owned by the Tatas, along with an Italian fund has offered to buy Orient-Express HotelsLtd (OEHL), in an attempt to break a five-year impasse during which the Tata Group's efforts to increase its influence over the operator of luxury hotels, restaurants and tourist trains had always been firmly rebuffed.

In a statement issued on Thursday evening, IHC, which owns 6.9% of OEHL, said it had teamed up with Charme II Fund, an Italian Fund managed by Montezemolo and Partners SpA, to make an offer to purchase all the shares of NYSE-listed Orient-Express it does not own already.

IHC and its partner have offered to pay $12.63 per share, a 40% premium to OEHL's closing price on October 17, 2012, and a 45% premium to its 10-day moving average.

The announcement drove up the shares of the Bermuda-based company by 38%, the biggest gain since its shares started trading in 2000, according to Bloomberg News.

The total value of the transaction is $1.86 billion, including Orient-Express' net debt, the statement from IHC said. Indian Hotels would finance the deal through a combination of debt and equity, the statement added.

While Charme II Fund will invest $100 million for a minority stake in the combined company, the Tata Group has secured debt financing from Bank of America NA, ICICI BankBSE -0.86 % and Standard Chartered Bank.

Simultaneously, Indian Hotels has also entered into an agreement with James Sherwood, former chairman and founder of Orient-Express, whereby Sherwood has agreed to waive certain rights that would have been triggered in the event of an acquisition of Orient-Express by Indian Hotels. Bank of America Merrill Lynch is advising the Tata Group on the deal.

Charme II fund was founded by Luca Cordero di Montezemolo, one of Italy's most prominent businessmen who serves as chairman of Ferrari SpA as well as vice-chairman of UniCredit.

The New York Times quoted a letter from RK Krishna Kumar, vice-chairman of IHC, to Philip Mengal, CEO of Orient-Express, expressing "disappointment" that the latter's board was not willing to consider "a substantial equity investment by IHCL".

IHC currently holds over 71 lakh 'Class A' shares of Orient-Express aggregating to a 6.9% equity stake, acquired in stages during 2007 and 2009.

Earlier Attempts Rebuffed

The IHC board has given an 'inprinciple' approval to the management to make an offer to the Orient-Express board, seeking its consent for acquiring the outstanding 93.1% Class A common shares of the US hotel chain.

OEH has two categories of shares — Class A and Class B. Class A shares are traded on the NYSE while Class B shares, which have higher voting rights, are controlled by a Bermudabased subsidiary of OEHL, Orient-Express Holdings.

"Total funds required to consummate the transaction are in place. IHC also has an agreement with Montezemolo & Partners, an important Italian company directly owned by the Montezemolo family that is the manager of Charme II Fund, which will be a minority shareholder in the SPV set up for the transaction," the IHC note to BSE said.

"Indian Hotels has great respect for Orient-Express and its collection of unique luxury hotel properties around the world, and we are very excited at the prospect of bringing our two great companies and brands together," said Krishna Kumar. "We believe this premium all-cash offer represents a compelling and immediate value proposition for Orient-Express' shareholders and provides Orient-Express with access to the additional capital necessary to preserve its properties and heritage while potentially expanding its footprint."

"While we would have preferred to negotiate confidentially with Orient-Express, US securities laws required public disclosure of our proposal. However, we are prepared to devote all necessary resources to expeditiously complete due diligence. We look forward to Orient-Express' prompt reply and the opportunity to engage in further discussions that will result in a mutually beneficial transaction for both companies' shareholders and other constituencies," Krishna Kumar was quoted as saying.

In the past, Indian Hotels' efforts to increase its stake or seek control had been rejected by the company. The former CEO of Orient-Express, Paul White, had earlier written to Krishna Kumar saying he didn't believe "there is a strategic fit between your predominantly domestic Indian hotel chain and our global portfolio of luxury hotels".

The Orient-Express management had ring-fenced the company from any potential hostile attempt by including a "poison pill" clause. But by approaching the board directly and not the other shareholders, the Tatas may circumvent those roadblocks.

"By making it an Indo-Italian effort, they are trying to pacify the board and even the Orient-Express shareholders," said an investment banker following the development. The Tatas have also proposed to keep Orient-Express an independent company with an independent management team. Even as recent as August, the Tatas had said they had no immediate plan to take over Orient-Express.

"The Orient-Express is a good and strategic fit for us. However, nothing is on the table now for acquiring it. We may look at options later as it will be a longterm investment for us," Ratan Tata had told at the 111th annual general meeting of the company.

The bid comes just weeks after Indian Hotels posted a drastic drop in profit in the first quarter ended June to Rs 4.03 crore against Rs 21.31 crore in the yearago quarter and Rs 65.21 crore in the March quarter. Indian Hotels has been buffeted by the global economic downturn, which has affected occupancy rates in the US, and is saddled with consolidated debt of over Rs 3,500 crore.

How to get rid of unwanted body hair by shaving

FACIAL HAIR 

Fact: An average man spends five months of his lifeshaving his facial hair 

Majority of working men prefer to sport the clean-cut look — it's a globally acceptable 'corporate grooming standard' Statistics don't lie: 84% shave daily, while only 16% prefer to maintain well-defined shadow stubbles, moustaches or beards. 

RAZORS & BLADES 

What to use: As each person's hair growth pattern is distinctly different (even within members of the family), always choose your blade or razor based on your individual needs. Never make your buying decision based on a friend, a colleague or a relative's recommendation. You will need to try a variety of brands and blades — disposables, single, double or triple, until you find the right one for yourself. 

How to use it: Always shave after your bath. The combination of body gel, soap, shampoo and water will make the hair softer and open up your pores resulting in a smoother and cleaner shave. It also prevents unnecessary nicks, cuts, abrasions and an after-shave irritation. 

What not to do: At all costs, avoid a reverse shave. When you shave against the grain, the blade rakes across the skin and pulls the hair more harshly up and away from the face — this leads to the likelihood of nicks, razor burn and ingrown hairs. Your razor is as personal as your toothbrush — for sake of hygiene and to prevent infections, never share it with anyone. 

Upkeep: A single use disposable blade should never be used twice. The primary disadvantages — lower quality shave, skin irritation or in-grown hairs afterwards. On the other hand, a double or triple blade can be used until it gets blunt or when it begins to pull your skin or skips areas it shouldn't. Using an old or a blunt blade can also result in a rash, red patches or a painful razor burn. 

Maintenance: When not in use, never leave your razor wet or with hair on it. This can attract bacteria and lead to skin breakouts. Rinse your razor (ideally with a warm antiseptic solution) after each use and cover it once it's dry. 

What you should know: You will need a flexible monthly budget to restock and refill. Most brands (both local and international) are priced rather high and claim their blades last a lot longer than they actually do. I am yet to come across a make that can guarantee a good shave, after just about a week of regular use. 

CLIPPERS, GROOMERS & TRIMMERS 

Spoilt for choice: You can choose from a huge variety on offer — both electric and battery operated that can be used to shave, shape, trim or remove your facial and body hair. As some models are specifically for body hair and others for facial shaving, understand the products features, before you make your purchase. Pick one that suits your requirements. I personally like the new range from WAHL and Philips. Both brands are priced well and can be trusted for durability and quality. 

Plus: Fewer cuts in the skin, quicker shaving and no need for water supply. Experienced users actually use their gadgets on the go, either on a long haul flight and some even in their cars — on the way to an important meeting! Most people also find that they do not experience ingrown hairs or razor bumps, when using an electric or battery operated shaver. 

Minus: Some don't always cut the whiskers as close as wet shaving does and they require a source of electricity or batteries that need a charge. With the kind of power outages we have seen recently, having a wet shaving set on stand-by is almost imperative! 

Usage: Before you use a motorised razor, your skin may need to be dry and preferably clean. Follow the manufacturers instructions. Set the blade to the kind of shave you need — there's normally an option available. Based on the end result you want to achieve, choose between a direct, close or a further apart setting. 

After care: Dust and brush the blade when you are done with it and keep it covered until next use. 

BEFORE & AFTER SHAVE 

Pre: Douse face and neck with a water-based moisturiser before you sleep. Wake up with soft & well-nourished skin and be assured of a close and hassle free shave. 

Post: If you have very dry skin, you may use a soothing after-shave balm (by Nivea), oil (by Clarins Men) or a water-based moisturiser (by Shiseido Men) on the affected area. I don't recommend after-shave lotions as their overuse can sometimes result in dark batches or sunburn. 

Home Remedies: Old timers have good reason to recommend the use of Alum to soothe and cool the shaved area and I endorse the suggestion. You may also apply aloe vera jelly, both as a skin conditioner and an antiseptic — which is best when derived fresh, from cutting the aloe vera leaf into two. This medicinal plant is easy to grow at home and thrives well in most parts of India. 

CREAMS, GELS, SOAPS & FOAMS 

For a wet shave: Lathering or lubricating agents such as cream, gel or foam should be used. Lubricating and moisturising the skin to be shaved ensures a smoother shave and helps prevent a razor or skin burn. Squeeze out the required quantity from the can, tube or bottle and spread evenly on the target area. Allow the product a minute of rest before running your razor through it. 

Using regular body soap is never recommended as they can leave your skin feeling both dry and flaky. You may however use an old fashioned shaving soap (Crabtree & Evelyn) and a classing shaving brush to work up a lather with. Surprisingly, some men even use shampoo or shower gel to shave. 

Recommended brands: Nivea & GilletteBSE 0.88 % for gels and foams and Godrej, Dettol and Old Spice for creams. Choose your lubricant based on your skin type - dry, oily or sensitive skin. 

NOSE & EARS 

It's unsightly to see hair sticking out from the ears and nose. Use a facial hair scissor (its an ordinary scissor with blunt ends so you don't hurt yourself) or a trimmer for removing the hair growth. Based on the amount of hair and how fast it grows back, you should do this at least once or twice a month. Nose strips can be used to remove the hair that grows on the nose. You would need to use these, about once every 10 days. 

Tip: Avoid pulling the hair out with tweezers or your fingers — this can often result in unwanted pimples — that can be both long-term and painful. 

CHEEKS & BROWS 

Clean hair that grows around the eyes and on upper cheeks. This is a sensitive area and pulling hair out can be a bit painful, at least for the first few times. Removing the hair from the centre of the brows is highly recommended. It can open up your face and make you look both brighter and well groomed. This can be done with threading and should ideally be done by your barber or stylist when you go for your haircut. Even if the centre of your brows are naturally clean, trim long and loose strands that tend to stick out from the centre or sides of the brows. Always balance the ends of your brows — the inner end of the brow (that meets the nose) should always be lower than the outer ends (that touch the temples). 

Tip: Lifting the ends of your brows makes your face appear slimmer and more angular and has the affect of a (non-surgical) facelift, by drastically enhancing and accentuating the natural shape of your jaw line. 

BODY HAIR 

Fact: Body hair removal and trimming is not just restricted to women. A recent market survey by Philipsreveals that almost 80% women think excessive body hair in men is a turn off. Another interesting finding: 61% men seem to dislike their own body hair. 

Myth: Removing the hair on your body, will make it grow back thicker, faster and a lot more. 

When: It's best to start only when the hair starts to grow either too rapidly, begins to feel uncomfortable or get a bit out of control. 

Who: Most models, actors, body builders, some sportsmen and a lot of 'real' men do it. While some claim to do it purely for 'professional reasons', a lot actually do it because they prefer to look or feel smooth, clean and well defined. Hair removal now transcends barriers of age, caste, creed, economics, culture, religion and last but not the least — sexual orientation. Most men, who do it once, are likely to repeat the process but may not always admit to doing so. Like getting a tattoo done, the end results are said to be addictive. 

1. Clippers or trimmers: Especially useful if your growth is long, thick or bushy. A clipper may not always remove the hair completely but can shorten the length to a level that's very close to skin. A clipper is best to use if you like your body retaining some of its natural hair. 

2. Hair Removing creams: This is by far the quickest and most convenient way to remove body hair. They are many brands that make hair removal creams — Veet, Jolen, Jojoba, Anne French etc. Though none of these have launched a male-specific product yet, almost half of their consumers are believed to be men — both in urban and rural India. If you are using a hair removal cream, and follow instructions on the packaging. Avoid creams if you have very dry or sensitive skin. To play it safe, apply a water-based moisturiser for a few days before and after using the cream. 

3. Wax: Waxing removes hair from the roots and is therefore the most effective. The advantage: it keeps your skin looking and feeling smooth for days, if not weeks. But the process can be a bit painful and can often lead to skin breakouts, if done by an inexperienced person. Alternatively, you may use wax strips (by Veet) to target specific areas. 

Chest & abs: Recommended if you unbutton your shirt, wear deep-neck tees or collarless tops. For a completely slick and clean look, remove all the hair — down to the roots. For a more real feel, trim as necessary. 

Underarms: If you want to prevent sweating, stay cooler & feel lighter, keep underarms completely clean. 

Arms: If you wear sports vests, short or half sleeve tops, trim or remove hair on arms and forearms too. 

Fingers & Hands: Trim the hair on the hands and fingers — if you occasionally wear full-sleeve shirts or jackets and if your hands are excessively hairy. 

Legs: Trimming the hair on the thighs and calves works a lot better than going completely clean - not only because it looks more manly and real, but also because it's a lot easier to maintain. 

The vitals: Remove excessive hair to keep the area dry. If you have sensitive skin and are prone to a rash, go completely clean, as and when needed.

Royal Enfield looks to expand overseas presence

Premium motorcycle manufacturer Royal Enfield, a part of Eicher MotorsBSE 0.09 %, is looking to expand its overseas presence on the back its recent launch the 'Thunderbird 500cc', a top official said today.



"Yes. We are looking at (new) markets. We have to please our customers...," Royal Enfield Chief Executive Officer Venki Padmanabhan told reporters here. 

Royal Enfield is one of the preferred brand in California, the US, which he said, has one of the most stringent emission norms. 

Padmanabhan, after unveiling the Thunderbird 500cchere, said besides exporting to the United States, they ship to over 40 developing and developed countries. 

"We sell few bikes in California. I would say, exports contribute about 4,000 units a year. We export to some of the developed markets like United Kingdom, Germany, France and Australia," he said. 

Royal Enfield currently exports 500cc motorcycle range manufactured from its decades old 10acre plant in Thiruvottiyur situated near here. 

Expressing hope that the new plant coming up at Oragadam, near Chennai at an investment of Rs 150 crore would reduce the waiting period for some of its models, he said the company would have a combined capacity of 1.50 lakh units once it becomes operational. 

At present, some of the products from Royal Enfield comes with a waiting period of over six to eight months, according to a company official. 

Royal Enfield produces about 10,000 units a month from its Thiruvottiyur facility. It inked an MoU with the Tamil Nadu government for setting up the new plant, in which it was alloted 50 acre land at the SIPCOT Industrial Park at Oragadam. Royal Enfield announced investments of Rs 150 crore for the new plant. 

The Oragadam facility is likely to begin production by first quarter of next financial year, Padmanabhan said, adding, they have combined capacity of about 150,000 units annually.

China-India 1962 War: Arunachal Pradesh will benefit by developing trade & friendship links

Let me make the first statement: Arunachal Pradesh is an integral part of India. But over the years it has remained isolated from mainland India, mainly because it is located in the eastern-most corner of India. It is incidentally the largest North-Eastern state in terms of area, and it shares a 1,680 km-long border with three foreign nations: China, Bhutan and Mynamar. 



With China alone, Arunachal shares a 1,080 km-long border. To stretch the introduction a little further, it is India's land of the rising sun and home to 26 major tribes and over 100 sub-tribes who speak different dialects. Apart from abundant forest resources and huge hydro-power potential, the state has mineral resources like oil and gas, dolomite, graphite, coal, quartzite, limestone, marble etc. 

When students from the north east were targeted in Bangalore in August via hate SMSes, the population from Arunachal Pradesh was mostly unaffected. Yes, there were anxieties, but they did not leave the city in fear. Maybe they are too small a number to be noticed by those who were spreading rumour. 

We need to devise institutionalised ways to make the integration of the north-east with the rest of India more meaningfully. Currently, central government employees are given a little more incentives in their LTA if they choose to visit the north-east. 

The government also sponsors youths from various parts of India to visit the north-east to get first-hand experience. I suggest, both the Centre and state governments must devise more schemes whereby people from the rest of India are encouraged to visit the north-east and understand the region better. 

On China, my views are straight and simple. China is an economic giant and we need to enhance trade ties further. But Arunachal Pradesh will benefit if we develop trading links by land. So far the only border trading point between India and China is located near Nathu La in Sikkim. 

I suggest we must work towards converting the 1962 war routes as trade and friendship routes. In October 1962, Chinese soldiers occupied Tawang located in the western part of Arunachal, then called North East Frontier Agency, or Nefa. On east Arunachal, Indian and Chinese soldiers fought at Walong. We all grew up with stories around those battles. 

I strongly believe that after 50 years, both New Delhi and Beijing must enter into a serious dialogue to make Tawang-Bum-La and Walong-Rima trading routes a reality. Let those be named as friendship routes. Once those land routes are opened for legal trade, entrepreneurs from Arunachal will be able to export products such as rice, oranges, orchids and handicraft items to China. 

In recent years, the connectivity to those border towns has improved, making it easier for them to handle goods coming from Assam plains too. The Rupai-Walong and road to Tawang are being widened. Tawang has always been a popular tourist spot. Let it also be known for serious business with China.