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By PR Newswire
October 3, 2018 04:15 PM EDT
MOUNTAIN VIEW, Calif., Oct 3, 2018 /PRNewswire/ --
TSMC selects Synopsys as its "Partner of the Year" for interface IP and implement enablement for 8th consecutive year
TSMC has certified Synopsys' digital and custom implementation platforms and reference flows for the Synopsys Design Platform, including IC Compiler™ II place-and-route for 5-nm design infrastructure and WoW Design Solution
TSMC and Synopsys collaborate to develop and deliver VDE Cloud Solution
Synopsys' portfolio of high-quality DesignWare® Interface IP has achieved proximate to 100 successful tapeouts in TSMC's advanced FinFET processes from 16nm to 7nm
Synopsys, Inc. (Nasdaq: SNPS) today announced that TSMC has recognized Synopsys with four "2018 colleague of the Year" awards for Interface IP and joint development of 5-nanometer (nm) design infrastructure and Virtual Design Environment (VDE) Cloud Solution, plus joint delivery of the Wafer-on-Wafer (WoW) Design Solution. Synopsys and TSMC gain collaborated for more than 18 years, most recently to accelerate the adoption of FinFET technology for optimum power, performance, and district for the 5-nm process. This is the eighth consecutive year Synopsys has received both IP and electronic design automation (EDA) accolades from TSMC.
"We are honored to receive these prestigious awards from TSMC," said Dr. Michael Jackson, corporate vice president of Synopsys' Design Group. "Through this benign of abysmal engineering collaboration with TSMC on its 5-nanometer processes, WoW Design Solution, VDE Cloud Solution, and interface IP, they gain enabled a state-of-the-art design platform and IP portfolio in a proven path that designers can purloin to accelerate their time-to-market goals."
"We gain presented the 2018 colleague of the Year award to Synopsys in recognition of their collaboration to deliver significant innovations in the realm of semiconductor design," said Suk Lee, senior director of TSMC's Design Infrastructure Marketing Division. "With its extensive high-quality DesignWare IP portfolio, certified Design Platform, and Cloud Solution, Synopsys and TSMC are addressing their customers' needs to achieve their design goals and accelerate production."
Synopsys, Inc. (Nasdaq: SNPS) is the Silicon to Software™ colleague for innovative companies developing the electronic products and software applications they depend on every day. As the world's 15th largest software company, Synopsys has a long history of being a global leader in electronic design automation (EDA) and semiconductor IP, and is too growing its leadership in software security and character solutions. Whether you're a system-on-chip (SoC) designer creating advanced semiconductors, or a software developer writing applications that require the highest security and quality, Synopsys has the solutions needed to deliver innovative, high-quality, secure products. Learn more at www.synopsys.com/.
Editorial Contacts:James WattsSynopsys, Inc.650-584-1625 [email protected]
View original content:http://www.prnewswire.com/news-releases/tsmc-recognizes-synopsys-with-four-partner-awards-at-the-open-innovation-platform-forum-event-300724011.html
SOURCE Synopsys, Inc.
Copyright © 2007 PR Newswire. total rights reserved. Republication or redistribution of PRNewswire content is expressly prohibited without the prior written consent of PRNewswire. PRNewswire shall not be liable for any errors or delays in the content, or for any actions taken in reliance thereon.
By Pat Romanski
Oct. 14, 2018 09:30 AM EDT
By Pat Romanski
Oct. 14, 2018 07:45 AM EDT
By Elizabeth White
Oct. 14, 2018 06:00 AM EDT
By Zakia Bouachraoui
Oct. 14, 2018 03:15 AM EDT
By Zakia Bouachraoui
DXWorldEXPO LLC announced today that the upcoming DXWorldEXPO | DevOpsSUMMIT | CloudEXPO fresh York will feature 10 companies from Poland to participate at the "Poland Digital Transformation Pavilion" on November 12-13, 2018. Polish Digital Transformation companies which will exhibit at CloudEXPO | DevOpsSUMMIT | DXWorldEXPO involve total in Mobile, dhosting, Cryptomage, perfect Gym, Polcom, Apius Technologies, Aplisens, ELZAB SA, TELDAT, and Rebug.io.
Oct. 14, 2018 02:30 AM EDT
By Yeshim Deniz
Oct. 14, 2018 02:00 AM EDT
By Zakia Bouachraoui
Oct. 14, 2018 01:30 AM EDT
By Zakia Bouachraoui
Oct. 14, 2018 12:45 AM EDT
By Yeshim Deniz
Oct. 14, 2018 12:30 AM EDT
By Pat Romanski
Oct. 14, 2018 12:30 AM EDT
By Liz McMillan
Oct. 14, 2018 12:00 AM EDT Reads: 2,839
By Zakia Bouachraoui
This is going to be a live demo on a production ready CICD pipeline which automate the deployment of application onto AWS ECS and Fargate. The very pipeline will automate deployment into various environment such as Test, UAT, and Prod. The pipeline will retreat through various stages such as source, build, test, approval, UAT stage, Prod stage. The demo will utilize only AWS services including AWS CodeCommit, Codebuild, code pipeline, Elastic container service (ECS), ECR, and Fargate.
Oct. 13, 2018 11:30 PM EDT
By Liz McMillan
Oct. 13, 2018 10:30 PM EDT
By Yeshim Deniz
Oct. 13, 2018 10:00 PM EDT
By Elizabeth White
Oct. 13, 2018 09:30 PM EDT
What is left roaming their wilderness of mirrors depends on the mood swings of the Goddess of the Market. No wonder an outcome of Eurasia integration will be a death blow to Bretton Woods and “democratic” neoliberalism, says Pepe Escobar.
By Pepe EscobarSpecial to Consortium News
Get ready for a major geopolitical chessboard rumble: from now on, every butterfly fluttering its wings and setting off a tornado directly connects to the battle between Eurasia integration and Western sanctions as foreign policy.
It is the paradigm shift of China’s fresh Silk Roads versus America’s Their course or the Highway. They used to be under the illusion that history had ended. How did it promote to this?
Hop in for some essential time travel. For centuries the Ancient Silk Road, elope by mobile nomads, established the competitiveness criterion for land-based trade connectivity; a web of trade routes linking Eurasia to the – dominant – Chinese market.
In the early 15th century, based on the tributary system, China had already established a Maritime Silk Road along the Indian Ocean total the course to the east coast of Africa, led by the legendary Admiral Zheng He. Yet it didn’t purloin much for imperial Beijing to conclude that China was self-sufficient enough – and that emphasis should be placed on land-based operations.
Deprived of a trade connection via a land corridor between Europe and China, Europeans went all-out for their own maritime silk roads. They are total close with the spectacular result: half a millennium of Western dominance.
Until quite recently the latest chapters of this gallant fresh World were conceptualized by the Mahan, Mackinder and Spykman trio.
The Heartland of the World
Halford Mackinder’s 1904 Heartland Theory – a product of the imperial Russia-Britain New remarkable Game – codified the supreme Anglo, and then Anglo-American, horrify of a fresh emerging land power able to reconnect Eurasia to the detriment of maritime powers.
Nicholas Spykman’s 1942 Rimland Theory advocated that mobile maritime powers, such as the UK and the U.S., should aim for strategic offshore balancing. The key was to control the maritime edges of Eurasia—that is, Western Europe, the Middle East and East Asia—against any feasible Eurasia unifier. When you don’t requisite to maintain a large Eurasia land-based army, you exercise control by dominating trade routes along the Eurasian periphery.
Even before Mackinder and Spykman, U.S. Navy Admiral Alfred Thayer Mahan had promote up in the 1890s with his Influence of Sea Power Upon History – whereby the “island” U.S. should establish itself as a seaworthy giant, modeled on the British empire, to maintain a balance of power in Europe and Asia.
It was total about containing the maritime edges of Eurasia.
In fact, they lived in a mingle of Heartland and Rimland. In 1952, then Secretary of condition John Foster Dulles adopted the concept of an “island chain” (then expanded to three chains) alongside Japan, Australia and the Philippines to encircle and contain both China and the USSR in the Pacific. (Note the Trump administration’s attempt at revival via the Quad–U.S., Japan, Australia and India).
George Kennan, the architect of containing the USSR, was drunk on Spykman, while, in a parallel track, as late as 1988, President Ronald Reagan’s speechwriters were silent drunk on Mackinder. Referring to U.S. competitors as having a shot at dominating the Eurasian landmass, Reagan gave away the plot: “We fought two world wars to avert this from occurring,” he said.
Eurasia integration and connectivity is taking on many forms. The China-driven fresh Silk Roads, too known as Belt and Road Initiative (BRI); the Russia-driven Eurasia Economic Union (EAEU); the Asia Infrastructure Investment Bank (AIIB); the International North-South Transportation Corridor (INSTC), and myriad other mechanisms, are now leading us to a all fresh game.
How delightful that the very concept of Eurasian “connectivity” actually comes from a 2007 World Bank report about competitiveness in global supply chains.
Also delightful is how the late Zbigniew “Grand Chessboard” Brzezinski was “inspired” by Mackinder after the drop of the USSR – advocating the partition of a then decrepit Russia into three divide regions; European, Siberian and Far Eastern.
All Nodes Covered
At the height of the unipolar moment, history did seem to gain “ended.” Both the western and eastern peripheries of Eurasia were under tense Western control – in Germany and Japan, the two captious nodes in Europe and East Asia. There was too that extra node in the southern periphery of Eurasia, namely the energy-wealthy Middle East.
Washington had encouraged the development of a multilateral European Union that might eventually vie the U.S. in some tech domains, but most of total would enable the U.S. to contain Russia by proxy.
China was only a delocalized, low-cost manufacture base for the expansion of Western capitalism. Japan was not only for total practical purposes silent occupied, but too instrumentalized via the Asian development Bank (ADB), whose message was: They fund your projects only if you are politically correct.
The primary aim, once again, was to avert any feasible convergence of European and East Asian powers as rivals to the US.
The confluence between communism and the frosty War had been essential to avert Eurasia integration. Washington configured a sort of benign tributary system – borrowing from imperial China – designed to ensure perpetual unipolarity. It was duly maintained by a formidable military, diplomatic, economic, and covert apparatus, with a star role for the Chalmers Johnson-defined Empire of Bases encircling, containing and dominating Eurasia.
Compare this recent idyllic past with Brzezinski’s – and Henry Kissinger’s – worst nightmare: what could be defined today as the “revenge of history”.
That features the Russia-China strategic partnership, from energy to trade: interpolating Russia-China geo-economics; the concerted drive to bypass the U.S. dollar; the AIIB and the BRICS’s fresh development Bank involved in infrastructure financing; the tech upgrade inbuilt in Made in China 2025; the shove towards an alternative banking clearance mechanism (a fresh SWIFT); massive stockpiling of gold reserves; and the expanded politico-economic role of the Shanghai Cooperation Organization (SCO).
As Glenn Diesen formulates in his brilliant book, Russia’s Geo-economic Strategy for a Greater Eurasia, “the foundations of an Eurasian core can create a gravitational tug to draw the rimland towards the centre.”
If the complex, long-term, multi-vector process of Eurasia integration could be resumed by just one formula, it would be something affection this: the heartland progressively integrating; the rimlands mired in myriad battlefields and the power of the hegemon irretrievably dissolving. Mahan, Mackinder and Spykman to the rescue? It’s not enough.
Divide and Rule, Revisited
The Oracle silent speaks.
The very applies for the preeminent post-mod Delphic Oracle, too known as Henry Kissinger, simultaneously adorned by hagiography gold and despised as a war criminal.
Before the Trump inauguration, there was much debate in Washington about how Kissinger might engineer – for Trump – a “pivot to Russia” that he had envisioned 45 years ago. This is how I framed the shadow play at the time.
In the end, it’s always about variations of Divide and Rule – as in splitting Russia from China and vice-versa. In theory, Kissinger advised Trump to “rebalance” towards Russia to contest the irresistible Chinese ascension. It won’t happen, not only because of the might of the Russia-China strategic partnership, but because across the Beltway, neocons and humanitarian imperialists ganged up to veto it.
Brzezinski’s perpetual frosty War mindset silent lords over a fuzzy mingle of the Wolfowitz doctrine and the Clash of Civilizations. The Russophobic Wolfowitz doctrine – silent fully classified – is code for Russia as the perennial top existential threat to the U.S. The Clash, for its part, codifies another variant of frosty War 2.0: East (as in China) vs. West.
Kissinger is trying some rebalancing/hedging himself, noting that the mistake the West (and NATO) is making “is to contemplate that there is a sort of historic evolution that will march across Eurasia – and not to understand that somewhere on that march it will encounter something very different to a Westphalian entity.”
Both Eurasianist Russia and civilization-state China are already on post-Westphalian mode. The redesign goes deep. It includes a key treaty signed in 2001, only a few weeks before 9/11, stressing that both nations renounce any territorial designs on one another’s territory. This happens to concern, crucially, the Primorsky Territory in the Russian Far East along the Amur River, which was ruled by the Ming and Qing empires.
Moreover, Russia and China entrust never to conclude deals with any third party, or allow a third country to employ its territory to harm the other’s sovereignty, security and territorial integrity.
So much for turning Russia against China. Instead, what will develop 24/7 are variations of U.S. military and economic containment against Russia, China and Iran – the key nodes of Eurasia integration – in a geo-strategic spectrum. It will involve intersections of heartland and rimland across Syria, Ukraine, Afghanistan and the South China Sea. That will proceed in parallel to the Fed weaponizing the U.S. dollar at will.
Heraclitus Defies Voltaire
Alastair Crooke took a remarkable shot at deconstructing why Western global elites are terrified of the Russian conceptualization of Eurasia. It’s because “they ‘scent’…a stealth reversion to the old, pre-Socratic values: for the Ancients … the very notion of ‘man’, in that way, did not exist. There were only men: Greeks, Romans, barbarians, Syrians, and so on. This stands in obvious opposition to universal, cosmopolitan ‘man’.”
So it’s Heraclitus versus Voltaire – even as “humanism” as they inherited it from the Enlightenment, is de facto over. Whatever is left roaming their wilderness of mirrors depends on the irascible mood swings of the Goddess of the Market. No wonder one of the side effects of progressive Eurasia integration will be not only a death blow to Bretton Woods but too to “democratic” neoliberalism.
What they gain now is too a remastered version of sea power versus land powers. Relentless Russophobia is paired with supreme horrify of a Russia-Germany rapprochement – as Bismarck wanted, and as Putin and Merkel recently hinted at. The supreme nightmare for the U.S. is in fact a truly Eurasian Beijing-Berlin-Moscow partnership.
The Belt and Road Initiative (BRI) has not even begun; according to the official Beijing timetable, we’re silent in the planning phase. Implementation starts next year. The horizon is 2039.
(Wellcome Library, London.)
This is China playing a long-distance game of retreat on steroids, incrementally making the best strategic decisions (allowing for margins of error, of course) to render the adversary powerless as he does not even realize he is under attack.
The fresh Silk Roads were launched by Xi Jinping five years ago, in Astana (the Silk Road Economic Belt) and Jakarta (the Maritime Silk Road). It took Washington almost half a decade to promote up with a response. And that amounts to an avalanche of sanctions and tariffs. Not suitable enough.
Russia for its portion was forced to publicly advertise a elucidate of mesmerizing weaponry to dissuade the proverbial War Party adventurers probably for suitable – while heralding Moscow’s role as co-driver of a brand fresh game.
On sprawling, superimposed levels, the Russia-China partnership is on a roll; recent examples involve summits in Singapore, Astana and St. Petersburg; the SCO peak in Qingdao; and the BRICS Plus summit.
Were the European peninsula of Asia to fully integrate before mid-century – via high-speed rail, fiber optics, pipelines – into the heart of massive, sprawling Eurasia, it’s game over. No wonder Exceptionalistan elites are starting to rep the sentiment of a silk rope drawn ever so softly, squeezing their gentle throats.
Pepe Escobar is the correspondent-at-large for Hong Kong-based Asia Times. His latest reserve is 2030. ensue him on Facebook.
Kasaragod is not exactly the site where coffee-table conversations lead to genre-defining start-ups. Kerala’s northernmost district is considered one of the most backward in the state, and the only time it hogged national headlines was when the deadly pesticide endosulfan used in cashew fields contaminated water channels, leading to one of the worst cases of pesticide poisoning in the world a few years ago. Yet, it is here that one of the most cutting-edge technology innovations that India has seen of late took birth. Four friends from the local LBS College of Engineering got together in 2008 with an understanding simple enough: how to search for whatever-is-it-that-you-want through your basic no-frills mobile phone.
Today, 15 million subscribers employ their innovation SMSGYAN, an offline search engine that helps users to search the Web by sending text message. Early this month, the company announced that it touched the one-billion queries mark. “We drew inspiration from the success of companies affection MobME started by youngsters before,” says Abhinav Sree, co-founder and COO of Innoz Technologies Pvt Ltd. “Today, Kerala has a favourable ecosystem to champion startups,” he says. Innoz, a Thiruvananthapuram-based technology startup, will gain its representative in a 106-day voyage from San Diego on January 9, 2013. The voyage, “Unreasonable at Sea”, is an experiment in global entrepreneurship as it will gain 11 globally accepted entrepreneurs on the cruise, who will hold discussions with industrialists in 14 countries, before returning to Barcelona at the conclude of the voyage.
Sree, one of the many fresh faces of Emerging Kerala Inc, is waxing eloquent about the potentials of a condition that till recently was considered a black pocket for businesses. Until a few decades ago it was impossible for a Kerala-based unit to retreat for a public issue without citing its location as a risk factor in the prospectus. The capital market’s perception of risk had more to conclude with the alleged labour militancy of Kerala, an image that the condition had to live with in the 1970s and ’80s. But perceptions about Kerala gain seen an Arabian Sea change with the fast-paced economic growth that it has achieved in the past few years.
The fresh Faces
The account of MobME, the start-up that inspired the likes of Innoz, exemplifies the changing perception about traffic and enterprise in Kerala, which had viewed capital with suspicion for decades. What began as a campus startup in 2006 has just announced it will retreat for an IPO in 2013. The company is among the 882 startups incubated with funds from the department of science and technology, Government of India, and the first of these to retreat public.
Sanjay Vijayakumar, the 28-year-old CEO of MobME Wireless, says the company that was set up with a capital of Rs 2.5 crore has already paid several times that amount as taxes to the government. MobME offers value-added services for telecom players and m-governance for government sector, and will be the first IT company from Kerala to tap the capital market.
It will be listed in the SME exchange. “We provided investment champion to five campus startups from the state,” says Vijayakumar. He underlines the fresh surge in Kerala Inc by noting that in the Thiruvananthapuram Technopark alone, 145-odd firms gain already been launched by 20- and 30-somethings. He thinks that Kerala with 100% teledensity and 100% literacy has the potential to grow fast. MobME has too taken the initiative to launch a Start-Up Village in Kochi with the befriend of Central and condition governments. Kris Gopalakrishnan of Infosys is the chief mentor in the Start-Up Village and it already has Oracle, BlackBerry and IBM setting up innovation zones.
Minding Own Business
Taking inspiration from the fresh green shoots of enterprise, even Kerala’s closely held family businesses are responding in kind, and many are going for strategic stake-dilution; companies that were hitherto confined to the condition are going for a pan-India presence while many others are inking strategic tie-ups with leading global players.
Nowhere is the repercussion of this fresh wave felt more than in the state’s booming service sector, especially pecuniary services. To gauge the repercussion that the Kerala-based service sector companies gain made in the Indian traffic sector, consider this: in 2011, when the Reserve Bank of India was sticking to a tense liquidity policy, three cash-for-gold companies from Kerala — Muthoot Finance (George Group), Muthoot Pappachan Group and Manappuram Finance — together pumped in a whopping Rs 1.8 lakh crore as gold loan into a fund-starved economy. That the loans were 35% of the estimated fiscal deficit of the country for 2012-13 will establish this disbursement in perspective.
The Gold Standard
Kerala, which has one of the biggest gold reserves in the world, thanks to the Malayali’s obsession with the yellow metal, always had a flourishing gold-loan industry. But it was only around five years ago that the top players from the condition started looking out. Today, the top three firms rule the Indian market, pumping solid cash into the nook and cranny of the country. As on September 30, 2012, Muthoot Finance had 3,853 branches, with a gold loan outstanding of Rs 23,440 crore.
In the first half of the year, about 127 tonnes of gold were pledged with the company against loans. Muthoot Fincorp has more than 3,000 branches with two-thirds of them located outside the state. Manappuram Finance has proximate to 3,100 branches of which 84% are located outside the state. The Indian consumer’s appetite for liquid cash notwithstanding, the players themselves believe their own efforts gain played a major portion in this massive outreach. “A high-voltage marketing crusade by the major players gave greater visibility to the gold loan product and transformed it from a loan of eventual go to a lifestyle product,” says KP Padmakumar, executive director, Muthoot Finance.
Money is in Currency
Actually, total that gold loan innovation helped in unlocking the value of idle gold reserve in the country is not an aberration. Despite its oft-professed rhetoric against capital and assorted monopolies, Kerala always had an affinity for innovation in pecuniary products and services. And gold loan and chit traffic were the two traditional pecuniary products that were tried, tested and perfected in the state. CJ George, managing director of Geojit BNP Paribas pecuniary Services, says a side-dish of history would befriend digest the fresh wave of success.
He should know. Geojit, a company that George floated 25 years ago, became Geojit BNP Paribas after a strategic tie-up with BNP Paribas in 2007. Today it has 540 offices spread across the country and rakes in annual revenue of Rs 300 crore. George remembers that in the 1950s and ’60s, the largest concentration of commercial banks in the country was in Thrissur in central Kerala and not in any metro. This ensured a ready-made background for the growth of pecuniary sector companies, and too supplied wannabe entrepreneurs with a equable stream of people primed for employment in this highly skilled sector.
IT Bandwagon Running Late
In fact, it is this HR factor — imagine highly skilled middle-level bankers who are mostly basic graduates in zoology, history or literature — that could befriend Kerala recover lost time as it gets about collecting its entrepreneurial marbles. Thanks to this ready-to-go manpower, what had started as a few isolated attempts in tourism and finance sectors in the eventual decade, has now become a more broadbased movement covering many sectors affection ayurveda, finance, food processing, manufacturing, IT and even retail. VK Mathews, chairman, CII Kerala, says that in terms of political and gregarious stability and the availability of employable youth, Kerala has a remarkable edge over other Indian states.
“Cent per cent literacy and a towering level of political awareness ensure that only legitimate traffic models are allowed to be set up in the state. Units that are legitimately set up, professionally elope and are globally competitive can survive in Kerala,” he says. Mathews is too the executive chairman of Thiruvananthapuram-based IBS Software, which is one of the leading software solutions provider for the global aviation industry. IBS Software, NeST Technologies and UST Global are some of the successful homebred IT companies that gain establish the condition on global IT map. Recently, two startup companies based at Technopark in Thiruvananthapuram won the 2012 edition of Nasscom Emerge 50 Awards this year, in a continuing trend for a few years now.
In 2011, four companies from Kerala had won the awards. But for the only south Indian condition that had missed the IT boom completely — despite setting up India’s first software technology park in 1990 — doesn’t total this towering talk of tech prosperity sound a bit strange? Being late has its own advantages, says Anoop P Ambika, secretary, GTech. “When Tier-I cities affection Bangalore and Chennai are getting choked with higher rentals and weighty traffic, Thiruvananthapuram and Kochi present a compelling choice before multinationals,” he says, adding a caveat that total this would depend on infrastructure growth on a war footing.
The fresh Deal
Geojit’s George says everything depends on the fresh traffic leaders. “Family businesses started professionalising when youngsters or the second-generation in the family joined with more insights and exposure,” he says. Many family businesses gain thus promote to recognise that break and markets prevaricate outside Kerala.
“They total started professionalising their management and expanding outside,” says George. Economists affection N Ajith Kumar, director, Centre for gregarious and Environmental Studies (CSES), point out that the growth that they see now is a bit lopsided. “In the product sector, it remains to be seen how far they can compete with players in other Indian states especially since wage rates in Kerala are high,” says Ajith Kumar. When it comes to manufacturing, Kerala suffers an inherent disadvantage because of its geographic location. Yet, the very geography comes handy in tourism, and fields affection technology — two massive undersea cables open into condition shores and the sliver-shaped structure makes for an simple universal broadband network.
Sweat of the Brow
Still there are exceptions affection the V-Guard Industries and Eastern Group which gain charted a rare course in manufacturing success in a condition notorious for shunning difficult labour. For V-Guard, the electrical products major from the state, expansion beyond Kerala borders was portion of a deliberate strategy to provide a platform for the second generation of entrepreneurs in the family.
“We wanted to give the youngsters a bigger platform though it would add up to competing with national players,” says Kochouseph Chittilappilly, chairman of the Rs 1,000 crore-plus V-Guard Group that’s today present in total Indian states except J&K. In the food processing front, Navas Meeran of the Rs 700-crore Eastern Group of Companies operates in 12 states and has recently gone for a strategic tie-up with McCormick, one of the leading spice products companies in the world. “A large number of companies from Kerala are looking beyond the condition borders with renewed interest,” he says.
Remittance & Tourism
Given the agrarian nature of the state’s economy, the industrial development in the condition historically was the result of the investment that came from outside. An entrepreneurial class that invested in the state, generated a surplus and expanded their core traffic beyond the Western Ghats was conspicuous by its absence.
This class emerged only after the condition saw a tourism boom in the mid-to-late ’90s. “The tourism industry in the condition had a 20-year epoch of equable growth,” says Jose Dominic, managing director, CGH Earth Group of hotels. The equable growth of the industry over such a long epoch led to the tower of fresh resorts, home stays, hotels, tour operators, transportation companies and houseboat owners in the state. An entrepreneurial class emerged along with the tourism industry’s growth. The message of liable tourism that they establish forward has caught the fancy of the major markets. The tourism industry too attracted substantial investment by non-resident Keralites (NRKs) in hotels, convention centres, shopping malls etc.
In fact, the Cochin International Airport Ltd (CIAL) is one of the largest infrastructure projects to be built with the participation of NRKs and India’s first major airport built outside the public-sector ambit. At another level, the Kudumbasree movement — a much-storied poverty alleviation programme hinged on self-help centres that made and marketed home products — revived the entrepreneurial spirit in the state. The interplay of these dynamic socio-economic forces saw the Kerala economy reviving and posting towering growth rates throughout the second half of the eventual decade.
Even in areas where the condition has its core strengths, affection agribusiness (cashew, rubber and spices), major players started emerging only in the recent past. In spice oils, local companies gain in association with global players made Kochi the headquarters of world oleoresin and spice oil market. Kerala-based companies affection paragon and VKC gain cornered a major share of the rubber footware market in the country. In cashew, companies affection Delinut and Vijayalakshmi cashews gain emerged as national players.
However, the dynamics of gregarious change happening in the condition gain started reflecting in its pattern of economic development. The serious shortage of semi-skilled and unskilled workers in the condition has led to large-scale inward migration of workers from Bihar, UP, Jharkhand, West Bengal, Orissa, etc. Attracting and managing migrant labour would be a serious challenge that the investors will gain to negotiate in the coming days.
As is the case elsewhere in the country, the shortage of land has become a major issue in recent times, with land-based agitations raging in various parts of the state, the most recent being the proposed airport at the sleepy Aranmula — if completed this would be the fifth “international” airport in a condition that’s the size of Bastar district in Chhattisgarh. The government says it is pitching in with what it could.
It has announced a package to promote entrepreneurship among students — any student who wishes to promote his traffic by creating knowledge, jobs, innovation and wealth will be given 20% attendance and 4% grace brand in their respective courses. Vagaries of policy implementation notwithstanding, the government seems to gain got its priority right. Students, it reasons, are insulated from the rhetoric-laced development vision that looked at total kinds of capital with equal suspicion and equated development with exploitation. While its own stand regarding the gallivant to relax FDI in multi-brand retail hardly inspires confidence, the condition hopes its fresh generation will gawk beyond themselves.
Sunrise sectors: Top 5 Players
A. Gold Retail
1. Joy Alukkas 2. Malabar Gold 3. Kalyan Jewellers 4. Josco Jewellers 5. Bhima Jewellery
1. Kottakkal Arya Vaidya Sala 2. Sreedhareeyam Eye Hospital 3. Dhatri Ayurveda 4. Kunnath Pharmaceuticals (Musli Power) 5. Nupal Remedies
1. Muthoot Finance 2. Muthoot Fincorp 3. Manappuram Finance 4. Chemmannur Gold Loan 5. approved Finance
D. Food Processing
1. Eastern Condiments & Spices 2. Double Horse (Manjilas Group) 3. Nirapara (KKR Group) 4. Saras Spices (Anna Group) 5. Melam Masala (MVJ Foods India)
1. NeST Technologies 2. IBS Software 3. UST Global 4. SunTec 5. Qburst Technologies
A Chequered Past
For the past three or four decades, Kerala was where businesses went to die, thanks to trade union militancy. However, the condition hasn’t always been that hostile to capital. It has several firsts to its credit, as the timeline shows:
* Cochin Chamber of Commerce & Industry, established in 1857, is one of the oldest, next only to Calcutta Chamber (1830) & Bombay Chamber (1836)
* Technopark in Thiruvananthapuram, launched in 1990, was the first IT infrastructure park in India
* Keltron, launched in 1973, is India’s first and largest electronics corporation in the public sector. Today, it’s known more for the rocket components it supplies to Isro and for managing virtually every second traffic light in the country
* India’s first large-scale fertiliser unit, FACT, was set up in 1943 near Kochi. Some of the first companies in the country had promote up in Kochi: Pierce Leslie & Co in 1862, and Aspinwall & Company incorporated in 1867
* Banking infrastructure was well developed in the princely states of Travancore and Cochin, and the Malabar region.Thrissur had largest concentration of banks in 1950s & ’60s. Today, it is one of the world’s largest hubs for jewellery shops
Betting on the Future
A bunch of fresh players treads the unbeaten path.
Sea To Home
Online fish market. Fresh catch from the Kerala coast delivered in an ice box within 24 hours to Delhi & Bangalore, apart from cities in Kerala.
New venture promoted by students on mobile and wireless innovation. Winner of MIT International Award for telecommunications and among the Red Herring Global 100 technology companies.
Mobile & media entertainment company. Winner of Nasscom Innovation award and Nasscom Emerge 50.
Smartphone app development promoted by student entrepreneurs. Makers of Tuk Tuk Metre, a GPS-based autorickshaw fare calculator. In tandem with Microsoft, the company has now automated front-end ops of Delhi Police and has establish it on a cloud for public access called ‘Know Your Police Station’.
Salt Mango Tree
Consultancy services and gregarious networking media branding company with operations in Kochi and Delhi. Main clients: Federal Bank, SABMiller, Fortis Healthcare & Eastern Group.