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The original contract for 126 aircrafts to be manufactured in India was scrapped by the NDA government and in its place, it was decided to buy only 36 aircrafts directly from France. The reasoning given was that India needs the aircraft urgently and hence, instead of prolonged negotiations, lets order smaller number of imported aircrafts instead of manufacturing them in India.While it is difficult to say whether money has changed hands or not, ….circumstantial evidence suggests things are not as clean as they seems to be.Let’s examine the issue from many different perspectives.Perspective one: Government Tendering Process: Anyone who has worked with government or knows the process knows very well that Government tendering process consists of broadly two parts: a technical bid and a financial bid. Only those contenders who qualifies for the technical bids ultimately signNowes to the stage of financial bids. Once the financial bids are open, L1 ( least cost vendor) gets the tender. When the bids started, MIG 31, F 16, F 18, Saab Gripen were rejected on technical grounds which left only Eurofighter Typhoon and Dassault Rafale in race. Those who fails in technical bid, their financial bids are not opened. Rafale and Typhoon ware found, more or less, equal in performance. Rafale won solely on price bids as it was found to be cheaper by almost 10%. The Government is allowed to do price negotiation only with L1 ( Least costly supplier- in this case, its Rafale) vendor. Please note that the negotiation is generally allowed only for prices. However, the Indian Government later on introduced “make in India” and other other offset clauses which were not required at all. If India buys any aircraft in bulk, all the offsets as well as repairs and maintenance are done at HAL ( Hindustan Aeronautics Limited). If the numbers are truly large like in this case, even the assembling happens at HAL. HAL is quite competent to do that. One of the best Multi role, air superiority aircraft SU 30 is being assembled at HAL factories. HAL has an expertise of more than 50 years to assemble, overhaul and maintain these aircrafts. HAL does majority of the work itself while it has more 100+ vendors ( PSUs and private entities too) to handle many other outsourced jobs. Hence, “make in India” is this case was putting wool before eyes. It was already a “make in India” project since it was clear from outset that the aircrafts will be manufactured in India. Once a tender has been opened and awarded. Introduction of additional clauses certainly gives a definite spin to the whole story. Moreover, what was the need to scrap a tender for 126 aircrafts to be manufactured in India with another tender to buy only 36 aircrafts manufactured in France. Secondly, if we are buying only 36 aircrafts and that too all imported and assembled in France, then where will the defence offset clauses go- in greasing the aircraft or in changing tyres of the aircraft?Perspective Number two: Competency: Imagine you are Apple Inc. Indian Government floats a global tender to buy one billion PCs or laptops. Apple won the contract. However, it has to manufacture the PCs/Laptops in India only through Indian vendors. Whom do you think Apple will partner with:Partner A who has an experience of manufacturing desktops and laptops for 50 years + who has already successfully executed many projects with foreign partners and also has manufactured his own computers with slightly inferior specs or withPartner B who has multiple interests like cinema halls, mobile telephony, DTH TV, Financial Services and scores of other businesses. Moreover, the financial stability of partner B is in doubts and even an international rating agency like Moody has withdrawn their rating once they started defaulting on dollar denominated loans. ( I hope you got the message from the analogy above. If Dassault does not partners with HAL and chooses a dubious partner like Reliance who has no experience in aviation and is on verge of bankruptcy, then its serious. Its serious not only for the public exchequer but also for defence of the country. Tomorrow, if Reliance ADAG goes bust, there will be problems in delivery for IAF)Perspective Number three: Emerging Eco System in Indian defence industry: There are rumors that India is soon going to float a tender for 100+ single engine fighter aircrafts for which groups closed to PM had already tied up with foreign manufacturers. Adani group which is in to mines and agri business has tied up with Saab Gripen and TATA group has tied up with Lockheed Martin for manufacturing F 16 for Indian Air Force and F 18 for naval variants of F 18 Super Hornet. The interesting thing here is that neither Adani, TATA or Ambanis have any experience in manufacturing any aircrafts ( leave alone fighter jets). What could have been the probable reason for these foreign manufacturers to tie up with Indian partners when Indian partners are not bringing anything substantive to the table?Perspective Number four: Cost of Single Aircraft Vs Life Cycle Cost: When a tender of 40–50 thousand crores was floated where a single aircraft will cost above 700+ crores, it is simply not possible that Indian Government has missed out such crucial point. It appears that all such discussions on public forums are merely Eye Wash to divert attention from the actual going ons. Assuming a worst case scenario of not considering life cycle costs which are much more higher than buying an aircraft simply, will not it be fair to either scrap the tender or give Eurofighter Typhoon also to share its life cycle costs to see which one is cheaper considering that both aircrafts were found equal in performance and there was only 10% price difference in them?To sum up all discussions, it appears that Indian partners are being brought up in the deals only for one purpose: To facilitate the deals, something in which they have competency for 70 years. The world financial markets are becoming more transparent now. Panama, Paradise, Swiss banks …everything is moving towards greater disclosures. Hence, facilitating deals in a “Swadeshi way” seems logical for a government. Rafale may prove to be the Bofors of BJP government in the coming days.

I am considering four types of investments (one is actually insurance) here. I earn around 1 Lac per month.CryptosI research on them and buy undervalued tokens. I would cap my investment to a maximum of 2.5–3 Lac here. I have already invested 1.6 which currently values at around 6 Lac. I expect them to rise to 20+ Lac by 2018 end.StocksI have analyzed over 300 stocks fundamentally. I have classified them into three categories. Portfolio Grade stocks (those who have given good returns in last 10 years and are fundamentally good companies) in which I would be investing continually and would not sell them until I see serious management/business issues.Momentum Grade stocks (those that can give good returns in the quarter), I would stay invested in them for a period of 3 months at least.These stocks usually would be 50% of short term investments.Potential Multibaggers that I consider less risky. 35% of the capital reserved for short term investments would go into it. I may hold them for at least one year unless there occurs some serious business concerns.Risky multibaggers/Turn around Stocks. Yes, because I want to face some loss to verify my researches. They may also give gain. Remaining capital for short term investments would go into this.I would re-balancing last three categories every quarter.I have also made a list of few penny stocks (usually less than Rs. 10). I will allot a small amount to them and leave them to grow. It is highly risky but I already consider that money as lost.Mutual FundsI do a SIP of Rs. 18000 per month. It is diversified into three categories.Rs. 6000 in small cap, Rs. 6000 in ELSS and Rs. 6000 in Large Cap/Diversified equity funds.Also, in case of market falls considerably, I would be investing lump sum amounts in consistently performing equity funds. I have not set any amount for it. It would depend upon availability of free cash. Once these lump sum investments signNow 5–10 Lac, I would reduce the burden of SIPs, break a few funds, may take a small loan or withdraw from PF and would consider buying a home. I think I could meet this target in 10 years.I will buy a term insurance cover of 2 Crores.Lastly, I would be investing a lot of time in books. I aim to read 50+ non fiction books every year. I started late this year (in May) and have completed 30. I mostly read on economics, politics, human evolution, biographies/autobiographies, theology and technology.EditSomeone in the comments asked me about income. He told me it would be too much and seems impossible. First of all, its an investment strategy. May be I would not be able to invest so much. Secondly, the answer was written with a view that wealth building is possible even if your monthly income is low. It is all about your spending habits.I earn around 110K(thousand) per month. I divide it like this:10K - Rent and Electricity Bill3K - Ration and Vegetables (Advantage of living in shared apartment)1.5K - Maid for cooking and cleaning0.5K - Internet0K - For commute Since my company provides Uber for Business for free./0.3K - Mobile Bill per month1.0K - Food/Snacks in office3K - other household expenses on average basisThis leaves me with around 90K per month for investment. I divide it as:18K SIP (Mutual Fund SIP part achieved)10K Personal Loan EMI (I took it when I was captivated by consumerism, it will reduce as I will end the loan once for all) and Credit Card bills10K Cryptos(which would reduce down the line because I invested in a few ICOs, recently electroneum gave me a profit of around $1000. I guess I would not have to put any money further to it. Still, I am considering. Crypto part achieved.)40K each month to savings account.12K Variable (Utilized for traveling or other purposes)Now, lets analyze various investments.Cryptos - I think I have already explained about it.Stocks - Every quarter I would have around 160K in hand. Let’s say I put 100K in Portfolio Grade Stocks every second quarter.And once I have put 50K in momentum grade stocks, 35K in potential multibaggers and 15K in risky multibaggers(which I have already done). This money would be rebalanced so no further investment or only a small amount is drawn for further investments to it.Penny stocks. Let’s say I have identified 6 penny stocks and average cost per stock is Rs. 10. Consider I have bought 1000 stocks of each. Total one time investment is around 60,000. (I have already procured half of it)Mutual funds - I think i am clear about SIP part. Now the 160K I have at disposal for two quarters in a year. 100K goes as lump sum amount.Since, I leave 60K every quarter in my account I can easily pay one time in year the premium for term insurance which amount to around 32K.Let’s consider these investments for three years considering no increase in my salary. I am taking this time duration since I may not marry in these 3 years.I have invested 2.5–3 Lac in cryptos. (I guess no further investments)Around 6 Lac in portfolio grade stocks. (Will keep buying)Around 6 Lac in mutual funds as lump sum. (I guess I would invest for two more years)Around 6.5 Lac in mutual funds as SIP.Still, I would have 6 Lac cash in hand. (A part of this money may be further utilized for investments, unforeseen expenses that may come)Since, it depends upon market and other things. These figures are only an approximation. A few may be more. A few may be less. But, I guess except for the crypto all would be greater because personal loan(5.5K/Month) will die soon. Also, if I get a hike of 10%(around 11K). I would increase SIP by 5K. Rest amount would be adjusted to inflation and for procuring more comforts in life.I guess I have answered the person’s doubts clearly and he would be satisfied.Edit:For people who want to know about my stocks portfolio can find it here:Stocks Portfolio by Arjit Agarwal on Experiments, Experiences and EccentricitiesEdit 2:A few people mentioned their concerns regarding raids on exchanges by IT Department. Although, I cannot say in its exactness. But, if you have seen the movie Special 26, you should not get worried unless you have been engaged in evading taxes. In fact, I see it as a positive sign because Government may regulate exchanges and you don’t have to worry about run away of exchanges.The Government is not bad. We have a tendency to have negative feelings about our bosses, our government and sometimes our parents and teachers too. This is human nature as I have seen my colleagues criticizing our manager who was actually very good in his work and a very fine person.Also, Indian news channels present news in a very exaggerated form. Exaggeration hides truth and causes chaos. Income Tax Notices does not mean that your wealth is confiscated. It simply means there is some discrepancy in the taxes one has paid and one should have paid. It is more of a request notice from government to pay taxes or explain non-payment of taxes.Edit 3:Every month I would be participating in one ICO (Intital Coin Offering). All my ICOs for now have performed well and have given more than 10x returns.

Originally answered: What is the biggest scam you’ve ever seen?The sad irony of the Kargil Coffin Scam was that not even a single such transfer case was used to carry the slain soldiers during the Kargil war of 1999. Those transfer cases arrived much later.And they were Caskets, not Coffins. Thus ‘Kargil Coffin Scam’ is a misnomer.Caskets are rectangular boxes with hinged lids while the Coffins are tapered at the head and foot with unhinged lids.What Indian govt. at the time ordered was somewhat like this—In 2001, the Opposition, led by SoGa of Congress, disrupted the parliamentary proceedings accusing the BJP led NDA government of a major scam in a Defence equipment deal.The allegations were, primarily, on the basis of a CAG report that claimed that NDA government had purchased the reusable aluminium caskets from the US at an exorbitant rate of $2500 apiece when the actual price is just $172 per casket.The Opposition wasted no time in exploiting the erroneous report to its advantage.The Untold TruthHere’s the step-by-step development of the said (and sad) episode laid out in an in-depth investigative report by Chidanand Rajghatta, the TOI correspondent in Washington, dated Dec 13, 2001.Source: http://timesofindia.indiatimes.c...Origin:The alleged scam has its roots in Somalia where a large Indian contingent was on a UN peacekeeping mission.In 1994, seven Indian doctors of the said contingent were killed in a mortar attack in Mogadishu.Lt. Col. Danish, an Indian pathologist, and Victor Baiza, a US mortician, were tasked with the autopsies, the embalmment procedure and finally sending the mortal remains back to India.The caskets used for the purpose were US Army standard issue aluminium transfer cases along with the body bags.Here it must be noted that India at that time was, and still is, using wooden (and cardboard) boxes for the mortal remains of its martyrs minus the body bags.During long-distance hauls, the bodies, after the autopsy, would arrive in pretty bad shapes what with the decomposition process already set in owing to the time passed between a soldier’s death and his arrival back in the country. The insides of the wooden boxes, and sometimes the outside too, would become a mess drenched with the bodily fluids oozing out of the bodies.The shipment from Somalia carried a note from Victor Baiza that if the Indian govt. chooses to keep the caskets then the price per case would be $2000.The MoD (Ministry of Defence) sent them back. However, the reusable transfer cases had the curiosity of the Indian officials piqued. They were impressed. Victor Baiza was felicitated by the Brig. M.P. Bhagat for the job well done. He also received a letter of appreciation from the Indian government.Shortly afterwards, the quest for procurement of such transfer cases on a permanent basis began.In the period encompassing 1995-1998, Baiza received several letters from the MoD regarding the purchase of aluminium caskets.The involved officials, here, erred. Victor Baiza was only a retd. soldier-turned-mortician who owned a funeral parlour in Texas. He was not the casket manufacturer. The officials should’ve contacted the actual manufacturers directly.In anticipation of a potential deal on hand, Baiza started a new company, Buitron and Baiza Casket and Funeral Suppliers, with partner Fred Buitron.Baiza was now quoting a price of $2500 instead of the earlier $2000.The Indian end was adamant on the initial quoted price.Baiza argued that the US govt. has stopped all further orders of the caskets as they are overstocked. Now only one company is manufacturing them and it has increased the price at its end too.Baiza, here, was also considering the bureaucratic channels he’d have to navigate through as the Clinton administration has imposed sanctions on India post Pokhran nuclear tests of May 1998.The procurement thus underwent a period of lethargy only to be revived back with vengeance during the Kargil war of 1999. India was fighting a literal uphill battle and was taking in considerable casualties.In August 1999, Baiza finally visited India. The Kargil war had already ended by then. The new price he quoted was $2663 per case.A week of back and forth on the price with the MoD officials in New Delhi, he signed a deal of $1.5 million promising 500 aluminium transfer cases along with 3000 body bags at $2500 per case and $80 per body bag.The first consignment of 150 caskets and 900 body bags was scheduled to arrive on Feb. 22, 2000. The rest within eight months from the date of the contract.The first lot arrived on the said date. By which time, several months had passed since the Kargil war. The caskets, obviously, could not be used for the Kargil martyrs.A hitch in the dealA flaw in the arrived items is discovered soon. The MoD officials found out that each casket weighs 54 kg whereas in the contract the weight mentioned was 18 kg per casket.Baiza admitted it to be a secretarial oversight from his end. The specification offered by him was that all caskets would be made with an 18 gauge thick aluminium sheet. An 18-gauge casket. It erroneously got noted down as an 18-kg casket.The US standard issue casket weighs the same i.e. 54 kg apiece. The caskets sent earlier from Somalia were also of the same weight.Hence, he said it was impossible to bring down the weight to 18 kg.It, however, failed to convince the Indian officials. The entire deal was promptly scrapped.No army official was consulted before scrapping the contract. Otherwise, they would have sided with Baiza as they had better knowledge of the caskets than the obstinate MoD desk jockeys.The UproarThe fake allegation spree commenced in 2001, after the CAG report, with Congress party accusing the NDA govt. of skimming off millions in the said deal which also included hand-held thermal imagers and snowsuits.The major culprits, according to them, were the then Defence Minister George Fernandes and the Prime Minister A. B. Vajpayee.They, conveniently, ignored the fact that purchase orders under Rs. 5 crore do not signNow the Defence Minister’s desk for approval. Or that the ambassadors from India and US had already declared in writing that the caskets in question cost $2768 apiece.Kafan Chor (Coffin Thief) they would shout, including SoGa, whenever the Def. Min. tried to put forth the facts in the Parliament.The Case and AcquittalIn June 2006, the CBI registered a case.In August 2009, it filed a charge sheet against the three Army officers—Major General Arun Roye, Colonel SK Malik, and Colonel FB Singh—and the US supplier, Buitron & Baiza.In Dec 2013, a special CBI court found no evidence and discharged all the accused.On Oct 13, 2015, the Supreme Court gave a clean chit to the former Defence Minister George Fernandes and the then Prime Minister Atal Bihari Vajpayee of any misconduct in the fake Kargil Coffin Scam.ObservationChidanand Rajghatta in his report says—“In fact, the purported price of $172 for a coffin would be unbelievable in a country where death is a costly proportion.”His inquiries had further revealed that the normal casket price ranges from $500 to $2500 depending on the material used i.e. wood or metal.The reusable aluminium caskets India was interested in were the made-to-order ones designed as per US Army specifications. They are in the $2000-$3000 price range.The $172 per casket claim by the CAG in his report could actually be the rental price for a single casket.OutcomeThe entire exercise, over the years, with all its good intentions thus ended in futility as 150 top notch aluminium transfer cases still lie unused in some army warehouse instead of playing a role in imparting dignity to the final journey of a martyr.It is evident that the entire brouhaha over the fake Kargil Coffin Scam was actually the scam played by the SoGa led Congress on the NDA govt. and on the Indian public.The Real ScamCongress knew that by, falsely, dragging the plight of martyred Kargil War Heroes they could play with the sentiments of us Indians.It would tarnish the honest image of Late Shri A.B. Vajpayee and his govt. and thereby polish the image of Congress.It was one of the greatest scams they ever played on the Indian public.Present DayNow replace the word ‘Coffin’ with ‘Rafale’ and go through it again. You will find the beginning of the same false narrative being constructed around the French fighter aircraft deal.The focal point of the Opposition’s 2019 election campaign will be Rafale Scam and Lynchistan like narratives inflated with hot air.SoGa’s son, RaGa, is attempting to lead the charge this time. And failing thus far.As for BJP, it has failed to offer a forceful fact-based counter-narrative, to date even when it claims to have actually saved some Rs. 59 crores per (fully equipped) fighter jet in the deal.Nonetheless, it needs to act fast and sharp.NaMo wouldn’t want to repeat the same mistakes committed by Shri A.B. Vajpayee’s govt. and lose the chair.Source: http://timesofindia.indiatimes.c...; No scam called ‘coffingate’; https://en.wikipedia.org/wiki/Ka...

Pakistani F16 shot down by an Indian MIG 21 on Feb 27, 2019 - Audio and Video Evidence=================================================================MAIN HIGHLIGHTS1. As is clear in comments of the Pakistani onlookers in Punjabi language there is actually evidence of THREE pilots parachuting down after dogfight between Indian MIG-21 and Pakistani F-16B2. One pilot is admittedly Wing Commander Abhinandan Varthman of Indian Air Force (IAF). The other two pilots could only be from a two-seater variant of F16 which Pakistan received from US a few years back. Pakistan initially admitted their existence but changed the story later after realizing that these were not Indian pilots.3. The audio/video evidence as given above , circumstantial evidence ,AMRAAM missile parts, witness reports and radio dispatches of Indian MIG21 pilot taken altogether give out the actual story.4. Also don’t forget to remember that Pakistan showed an extraordinary haste in cleaning up the debris of the crashed planes to avoid media scrutiny. This is generally a classic tell tale sign of cover up.5. ****NOTE**** : IF YOU ARE A WESTERN JOURNALIST OR MILITARY AFICIONADO (OR ANYBODY WHO DOES NOT UNDERSTAND PUNJABI FOR THAT MATTER) PLEASE TAKE THE HELP OF SOMEBODY WHO UNDERSTANDS PUNJABI LANGUAGE TO MAKE FULL SENSE OF THIS EVIDENCE.AUDIO IS A CRITICAL PART OF THIS EVIDENCE AS PAKISTANI VILLAGERS CAN BE CLEARLY HEARD CONFIRMING THE EXISTENCE OF SECOND AND THIRD PILOTS WHO PARACHUTED DOWN AFTER DOGFIGHT IN PART OF KASHMIR OCCUPIED BY PAKISTAN.THIS IS A 100% AUTHENTIC EVIDENCE CONTRADICTING PAKISTAN'S OFFICIAL MEDIA SPIN. IT WAS INADVERTENTLY LEAKED BY PAKISTANI VILLAGERS BEFORE THEY COULD BE TUTORED ABOUT SPEAKING TO MEDIA BY PAKISTAN MILITARY ESTABLISHMENT.=================================================================Since it came out that a Pakistani F16 was shot down by MIG 21 , Pakistani military has been in propaganda overdrive to deny losing any F16 in dogfight with an Indian MIG 21 which also went down.This video provides irrefutable visual evidence inadvertently leaked by a Pakistani bystander who witnessed the dogfight and video recorded pilots bailing out after the dogfight.As is clear in the video and comments of the Pakistani onlookers in Punjabi there is actually evidence of THREE pilots parachuting down after dogfight.One pilot is admittedly Wing Commander Abhinandan Varthman of Indian Air Force (IAF). The other two pilots could only be from a two-seater variant of F16 (F-16B) which received from US a few years back.What further gives credence to this view is contradictory statements given by Pakistani military spokesman and Prime Minister to international media. They claimed that they had arrested TWO Indian pilots after "having shot down 2 Indian planes". BUT in few hours the story changed to only ONE Indian pilot being captured.A highly educated guess, indirectly supported by this videographic evidence , is that the 2nd "Indian" pilot was actually an F16 Pakistani pilot which Indian MIG 21-Bison had shot down before itself being hit.Pakistan military's spin machine is now trying to insinuate that the 2nd "Indian" pilot was actually an "Israeli pilot" who is still in their custody.The problem Pakistan military's spin machine is facing is this video, shot by Pakistani common folks themselves, gives irrefutable evidence of existence of a 2nd pilot (possibly 3rd too) also parachuting down. Since this video is now in public domain the "second Indian pilot" can simply not be made to disappear or explained away to Pakistani and international masses. Hence a mythical Israeli pilot has now been insinuated on the social media to explain this uncomfortable video giving out the actual story.The most credible sequence of events appears to be that Indian MIG-21-Bison shot down the F16 (likely a 2 seat variant) before being hit by another F16 in a many-to-one dogfight. Since the hit happened in mid air and F16 pilot fell down in a highly injured state with his uniform possibly incinerated too. The debris of F16 was probably spread around in Pakistan Occupied Kashmir due to explosion in high air. He was likely mistaken as an Indian pilot initially . Pakistani spokesman went to international media with reports of two captured India pilots without actually caring to verify the identity of second pilot who turned out to be Pakistani pilot. This mistake is now being corrected by creation of " a captured Israeli pilot assisting IAF in dogfight".This video shows that it is not easy for governments to lie so easily in the internet age when mobile cameras are everywhere. The video evidence , circumstantial evidence , AMRAAM missile parts, witness reports and radio dispatches of Indian MIG21 pilot taken altogether give out the actual story.Also don’t forget to remember that Pakistan showed an extraordinary haste in cleaning up the debris of the crashed planes to avoid media scrutiny. This is generally a classic tell tale sign of cover up.The question which Pakistani common folks need to ask their government is who are the 2nd (possibly 3rd) pilots in this video? If they can't get a cogent answer without an Israeli conspiracy theory, they should know with certainty that they and international media are being lied to.

No! Got to go help Mom.We know what you wanted to say, but we don't understand. YOU please try again again try try.They once lost 40% sale because they changed the colour of tomato sauce from red to green.Stop doing whatever you are doing now. Take a break. Colour is not your thing.I will find it myself. Don't worry.Somewhere in France. It wasn't meant for cars and SUVs.Don't feel like going out.Apple Seriously!And do what?Same to you.You are an Idiot!These look familiar. I wish I would have read them before I died.Do what?Guys, you really don't know what you're doing. Where is your imagination? Common sense is a basic requirement for a logo designer.Sh**t!If one is lost, all the rest are jobless.Feel bad because it’s not just a 3d model. They have actually built a real one.And?KOKO!Wives are not that bad.Don't show yourself around.What's that?!Wow!Wait. How are we supposed to use this eraser?Don't trust him.You mean it, huh?This teacher looks suspicious.We understand you. Cheers!Don't worry. We won’t be happy!Hats off to your boss.It’s deep.Either way.There are millions of unprofessional people who think they can do it without designers or some knowledge and sense of design. There are fools who, after years of study, still make such mistakes. For instance, in India, most interior design work is done by architects. Designers also make mistakes because of deadlines. They are creative though.

As other real estate agents have posted, it comes down to whether you had a formal buyer’s agent agreement with that agent. If you did, it isn’t a matter of etiquette. You have a contract. Unless there is a clause added to the contract that exempted certain properties, you agreed that any house purchased during the term of that contract was covered by the contract, regardless of whether that agent actually found the property for you.If you didn’t have a buyer’s agency agreement with that agent, then sure… go ahead and tell them. It will help them understand the importance of getting one signed with future buyers.If you have a buyer’s agency agreement in place, no matter how nicely you inform the agent of your private sale, you are informing them of a bsignNow of contract. You owe them commission. So, it’s probably best to avoid telling them at all.If you had informed your agent up front, that you are potentially negotiating a private sale, but the seller isn’t willing to pay any commission, your position could be quite different. Many agencies might simply let you out of the agency agreement. But if you don’t tell them until after closing… well… good luck.Perhaps as importantly, you are missing out on important services that they could have provided you at no cost to you, and that you may regret not receiving.If you saw a private sale opportunity (say on zillow), and you were interested in that property, you should have contacted your agent and had them arrange it for you. This process would vary by state, but in general, they would contact the seller, and work out a Right to Show agreement with them. That agreement would allow the agent to represent you, as per your buyer’s agent agreement. It would allow the seller to pay a buyer’s agent side commission only. Most “For Sale By Owner” sellers are happy to do this, because they are still paying only half of the usual commission.The result of this would be that you - as the buyer, retain all of the benefits of agent representation, and the seller still pays for it. The seller meanwhile, has essentially forgone their own right to representation as they didn’t list the house with an agent. So they ostensibly saved some money, but they have also put themselves in the position of an amateur dealing with someone represented by a professional. That may end up costing them in the end, but of course, that’s not your problem.There is a common misconception that the work of a real estate agent stops when the contract is signed. This is sooooo not true. Finding you the right property is a small part of what the buyer’s agent does. Especially for the buyer’s agent, the work truly begins when the contract is signed. If you have a professional agent, they will be doing all kinds of legwork on your behalf to ensure that the deal closes smoothly and your rights are protected. Here are just some of the things they should do on your behalf:Making sure you use state approved real estate contracts. These help protect your rights as a buyer.Helping you understand 100% of the contract to purchase. There are a lot of gotchas here. Your agent has been (or should have been) trained to make sure you understand every part of that.Helping you to understand the process of buying the house, the importance of getting a home inspected, what to expect in the loan process, etc.Making sure you stay on top of deadlines for inspections, getting homeowner’s insurance in place, applying for loans, filing addendums, etc. This helps to ensure you don’t forfeit rights or lose the contract altogether.Helping you to review the inspection report, and request necessary repairs.Ensuring that closing date modifications are requested, if something causes the date to change. This happens often with delays in getting loan appraisals done, especially when a government guaranteed loan is involved (FHA, RD, VA, etc.).Helping you avoid pitfalls with local ordinances that may result in extra costs to you after closing. There are sometimes upgrades that an existing owner is grandfathered from that a new owner may have to perform. Your real estate agent should be helping you navigate through those, if necessary.By going around your agent, you lost out on all that. You had to go it alone in the transaction. Maybe you did it all right. Then again, you may realize a year or so down the road that you have problems a real estate agent could have helped you avoid. On top of all that, you may end up having to pay for it.

I negotiate with a major software vendor on a full-time basis. I’m not going to try to invent an “unusual” strategy, because way too few of my customers (who are negotiating deals with the vendor I specialize in) have a grasp of what should be the “usual” strategies.I have to add that our strategy is not based on across-the-table relationships. My client is the customer, and my client hires me to define the best deal for them, not the vendor. I’m not looking for a win-win. I’m looking for a win. By my customer. If it’s a win for the vendor, I’m not offended, but that’s never my goal. If the vendor rep misses the deal and gets fired, that’s not my problem—I measure the result by my customer team’s success. Often the savings we realize save jobs at the customer’s site, so on the jobs front, we are doing just fine.I have, by the way, saved customers about $620 million over the last six years. I work every year with about a half-dozen Fortune 500/Global 2000 customers, plus a couple dozen smaller ones.Define your requirements. We spend 2 or 3 days at a customer’s site talking to relevant decision makers—what are their goals—and to technical implementers—what are they using today, when will they need more, etc. If you define your requirements and estimate what they should cost, you have set a “ceiling” on what you need to pay. This is known in classic negotiation strategy as “best alternative to a negotiated agreement” or BATNA. Because you have defined your needs carefully—and the vendor often has no idea what your real needs are—the vendor’s pitch is now invalid. The vendor team stuffs their proposal with their quota for the customer, their must-sell products, and the stuff they get bonuses for. You look at their offer, and strike out anything that doesn’t meet your requirements. Now you may be at 25% of what they were expecting to sell you.Always have a plan. In the thousands of meetings I have observed and participated in, one thing always sticks out: If only one person in the room has a plan, that’s the plan. By that I mean that you will spend the whole meeting discussing why or why not the vendor’s plan is a good plan, and no time considering alternative plans or approaches. The vendor never comes to a meeting without a presentation focused on what they want to sell. In response, the client must lay down on the table what they want to buy and do everything in their power, including ending the meeting early, to make that the plan. We’ve heard of smart negotiators who, after the vendor distributes handouts to members of the negotiating team and some managers, go around the room, gather up all the documents, and dump them in the recycle bin. Now, let’s start talking about our proposal.You control the schedule. My vendor always engages the customer months ahead of time with a calendar. Here’s when we’ll do the first introductions and overview (their PowerPoint, of course). They they’ll bring in the people who sell product X. Next, the people who sell service Y. They we will finalize the program and estimate costs. They we will get financial approval. Then the agreement will be complete and signed. Throw that out. Only you will decide when meetings are held. Only you will decide who attends meetings. Only you will decide what the agenda is. They’re free to tell you what they would like to talk about, but whether it makes the agenda or not is up to you. Never, ever let the vendor dictate who may or may not be in the room. One time the vendor rep told my customer that one of the customer’s staff would not be invited to future meetings. (He was constantly challenging the vendor with his own knowledge, and if there’s anything the vendor fears, it’s knowledgeable customers). I told the customer that they should make this employee a required attendee for all future meetings—now that the vendor had identified someone they feared, we’re going to put that fear in the room every time.Prepare the agreement that you will sign, independently of anything the vendor is offering. This is important for procurement/purchasing because the vendor will try to go over the negotiator’s head and get to senior management if they can’t crack the negotiator. If you, the negotiator, aren’t bending, the vendor will complain to upper management that the deadline is approaching and they still don’t have a deal. Your manager calls down, says “what’s going on, we need this done!” You say “I have the contract we will sign sitting on my desk. They had it two weeks ago. Anytime they want to sign this contract I will personally courier it to them for signature. It has gone through legal, it has the approval of our team. They may not want to sign it, but it is simply not true that we don’t have a contract ready for signature. It’s the vendor who is stalling, not us.”Manage upward. Make sure that senior people know what you are doing. They don’t want details, but keep them informed about your cost estimates (“we estimate that we should be able to get everything we need for $9.2 million”) and any vendor demands that are blocking signature. You want management to push any issues back to the negotiating team. Management should tell the vendor “you have raised some interesting issues. I trust my negotiating team to take all this into account, so bring that up with them and if they see it your way I’ll approve it.”Make all problems the vendor’s problem. One of my customers at one point said “Our back is against the wall. We need four weeks for contract approval, so we only have two weeks left to finalize the contract.” I told him “your back is never against the wall. We’re going to tell the vendor that we need to see their best and final offer one week from today. If they can’t make that, we’ll execute our contract plan” (which requires only putting in an order with a reseller). That worked perfectly. The vendor, of course, begged for a few more days, but in the end, the customer wrote the deal and met their deadline. So deadlines, budgets, special Ts and Cs , etc. that you need can all be turned into something the vendor needs to do or supply.Negotiate quantity or functionality rather than price. Way too many people wait for a vendor proposal and then try to talk it down 10% or 15%. They may end up with really good pricing for something they don’t need. That’s not a 15% discount. That’s 85% more than they needed to spend. We never negotiate discounts directly. By determining actual requirements we typically come in at 25% to 40% of what the vendor is proposing—and we base that on list prices. I call it “writing your own discount.” In these situations, we have “discounted” the customer’s costs by 60% to 75%. Furthermore, we often still end up with great price discounts. How? The vendor account team really, really needs to squeeze some quota or some must-sells into the deal. So they discount the price of everything else to squeeze their stuff under the price ceiling. We’ve gotten our customers 50% price discounts that way, even though they are buying far less . Less product, bigger discount? That’s a real savings accelerator.Find the mole. The vendor may have some staff in your building to help with support, training, etc. These people are often spies and cultivate friendships with your staff. They sit in the company cafeteria and shoot the bull, but they are also gathering information about new initiatives, quantities, critical requirements, etc. They also try to cultivate staff who might reveal information about the customer’s negotiating team or strategy. We provide customers with a template to send to all employees who are in that position. Never disclose data. Never get excited about anything they show you. At best, “we’ll review that.” If vendor staff ever try to pry out information, inform the negotiating team. In some cases we recall or invalidate badges that let vendor staff enter and roam the building without an escort. Until this deal is over, they’ll be escorted everywhere. Often some of your staff may be compromised. They’ve drunk the Kool-Aid and they really really want the latest Cadillac version of the vendor’s product. They can disrupt negotiations by bringing up constant objections. On one hand, we want the customer’s staff to be able to back our negotiating position, so we listen to such objections and if they’re real we will accommodate them. But we will challenge the employee for a business justification if they say something like “we can’t live without the next version of the product.” Really? It’s not out yet. What’s in it that you need? In many cases they’re feeding you scuttlebutt, not facts.Never forget that you have the money. The vendor wants it. If they don’t put the right deal on the table, they walk away with nothing. You still have your money. Way too many customers feel cowed by the brand, size, and money of a major software vendor. In reality, the contest is only between you and the vendor rep. The rep desperately needs your money to keep his or her job. When the vendor starts dictating to the customer, the wrong dynamic is set up. Push back, strong. They may act like you owe them, but you don’t. They owe you an appropriately sized contract to meet your requirements. “Here is the budget. Here are our requirements. Meet them and you get the money.”NB. Edited 6/16 to change “way too many” in the first paragraph to “way too few”PD

It was apparent when President Trump was campaigning for the Presidency of the United States, that he was not like any candidate in recent history. He would at one point openly mock an Indian Accent and begin to describe his experiences with a call center in regard to one of his credit cards. Of course such stereotyping of Indians can be common in the U.S. and I have heard far more than my fair share during my life. But, even so I was startled that even the last vestiges of “Political Correctness” for many minorities simply was no longer important. The crowd would cheer at this mocking tone, and then some months later he would be elected by the electoral college as the President Elect. Race relations in the U.S. had actually been on a downward spiral even under President Obama, as his presidency which was about bringing change, but instead ended with even more incarcerated minorities than even before. U.S. foreign policies also had largely failed to get anywhere meaningful with two of the world’s most important rising economies, India and China.January 2015, Delhi India.President Obama had been invited to India to sit for the Republic Day Celebrations in Delhi, India. Many in India were reluctant to have a U.S. President for this, as he would mark a distinct tilt towards the U.S. after decades of India’s primary foreign policy being directed at demonstrating the importance of non-aligned cooperation and later Russian reliant defense procurement. Yet here President Obama would squander the meeting by stating upon return to the U.S. that India was a land of “religious intolerance”. This comment did not go over so well in India. Thus, when Trump came to the Presidency many in India were optimistic about what possibilities could be opened. These expectations would not have to wait long to be squashed as Trump carried out what he had talked about.Indian Software Engineer Srinivas Kuchibhotla, was murdered in a racial attack in Kansas in 2017.India would first feel the effect of having the software outsourcing business to be greatly restricted, it was already an industry on the decline due to cloud services. Thus, much of what Trump did by restricting the Visa policies in the U.S. was simply a case of accelerating change for Indian Companies. However his policies created an environment of racial tension as well. There would be several high profile attacks on Indian Americans. As his policies continued he pushed for India to “Correct” it’s trade imbalance with the U.S. Then he shifted to China, and began to unravel American-China trade which had increased every decade since China opened it’s economy in 1978. The amazing aspect was that by restricting trade and the travel of professionals, Trump only hurt the the U.S. economy in the long run. American corporations manufacture their products in China and in effect he made it harder for them to sell their items in the world. There would be exceptions made for companies such as Apple, but the damage was done. China began to decline in demand in respect to purchasing foreign luxury goods and other products. This impacted global growth rates not just the U.S.Prime Minister Modi and Chinese Leader XiAs these events took place in 2018, India and China which had improved relations since 2017 and the brief face off in the Himalayas, moved forward with trade and investments. This progress would be seen during the terrorist attack on India territory on February 14, 2019. For after India’s surgical attack in response to Pakistan's tacit support of Jaiesh E Mohammad, and China’s not labeling it’s head as a Terrorist, the action behind the scenes was anything but what was expected. China would dictate to Pakistan to tone down it’s response to India and to crackdown on terror. China’s role in deescalating the situation was a change from the past. Though it is likely that this will not change the general feelings of Indians to China which are based on the infringement of Indian territory in Kashmir, the current economic linkage is undeniably present. China is investing in India, and even though China remains a deficit producing entity for India on a Macroeconomic level, there is a benefit which has emerged that has not existed since the 1950’s for India. China has finally placed emphasis on maintaining peace in Asia; rather than supporting it’s traditional ally Pakistan. Thus, Pakistan may not count on Chinese assistance during a time of actual war and a similar situation like 1971 would most likely play out.The most telling sign of a paradigm shift is the level of diplomatic exchanges occurring on an ever more frequent basis. Trump has hit India once again by taking away duty free access for a multitude of Indian Products in the past few weeks. It seems now India and China are facing similar circumstances. There will be those who will wish to detract away from the progress being, and they have a legitimate standpoint as history shows a China which turned into an aggressor in 1962 and brutalized Tibet. Yet, this history is unlikely to repeat itself. The age of Mao is long over in China. Even hardcore communist part leaders are no longer drawn to his vision completely. Perhaps an even greater abandonment of his legacy has been the end of the one child policy. But, from the Indian perspective perhaps this was his greatest contribution to the current situation. For China has an aging population and it is extremely unlikely that it would risk the younger component of it’s work force for war. Thus even if we were to negate all else that has changed this enigma would be enough to prevent a land war where large numbers of personnel would be needed. From the Indian side, there simply is no comparing 1962 to the present. For India is today the world’s forth largest economy in PPI terms, and an atomic power. Regardless of how much more China spends on it’s military,India has a credible deterrence capability. The gap between India and China is closing economically in the next two decades. And at the end of the day, India represents a potential market unlike any other in the world. The population of India will exceed that of China in the near future. The potential which India represents has not been seen since the night time skies guided students from China to India before the year 1000, for nearly 1500 years Chinese students came to study in the world’s oldest universities which were in India. The future of peaceful coexistence for all of Asia rests on the future relationship between India and China. The period of the great interchange which lasted from 260 B.C. until the Islamic Invasions of India which began in 1000, represented histories longest peaceful exchange of knowledge between two ancient civilizations. It would see the transfer of Indian Buddhism, Indian Philosophy, mathematics and sciences to China. The genius of Ancient India would become a collective knowledge for all of Asia. It can only be imagined what is possible today if both nations can again harness their creativity in a similar harmony. For it was Deng Xiaoping who stated that the “Century of Asia will not be realized without the development of and co-operation between China and India”List of Popular & Latest Companies from the World | Times of IndiaU.S. Trade Snub Should Be Wake-Up Call for IndiaCan China, Russia and India work together for a fairer order?

I'll speak to my specific experiences and leave it to you to decide how generalizable they are.Our company sells Enterprise Service Bus technology, which is used by developers to either integrate existing systems in the enterprise (and with external partners) or to serve as the infrastructure for a larger distributed system - often both. Our competitors include some of biggest names - IBM, Oracle, Microsoft.So, how is it that we've been able to get into enterprise customers like Bank of America, Dell, United, and others?Bottom-up and out.We make a technology that our end users (developers) love and we have a pricing model that enables them to use us at low scale for a low cost - meaning that they usually don't need to go up to the CIO for approval. We also have a very simple and lightweight deployment model so they don't end up tripping over the central IT department. (Side note - this is very similar to SaaS models, but our technology is primarily used on-premise by enterprises, though we do have a cloud model too).Once those developers succeed on that first project, they then introduce our technology into other projects and then other developers in the company are exposed to it and slowly fall in love with it too. I'm told that that's "viral" (a good thing).Yes, this process can take years but it doesn't require expensive salespeople flying around and, most importantly, it generates revenue and profit all the way through. That's really important when you're bootstrapping your company without any VC funding.Eventually (or not), word spreads far enough in the company that the CIO hears about us and signNowes out to us to talk about a more formal arrangement - getting an "all you can eat" enterprise license with 24x7 support, etc. At that point in time, we're not trying to "sell" in the traditional sense - yes, it is a negotiation, but the technology is already deployed and used. Most of the big obstacles to an enterprise sale have already been dealt with.To summarize, I guess my recommendation would be to take the "enterprise software" you're trying to sell and create a meaningful value proposition at much smaller scales and see how you can attract the end users to be your champions.I don't want to take credit here - I came to this model totally by accident and without any real forethought that this is how it should be done, or whether it would even work. Truth be told, I don't know that this model will continue to work and for how long. Like I said at the top of this post - this is just the story of my experiences. How well this would work in other cases - I wouldn't know to say.This is my first answer on Quora so I hope that it's contributed something here.