Browse Category: Technology

Skoda Octavia vRS: All You Need To Know

This is a very busy year for Skoda India as it is ready to add cars to your wallets. Although we are looking forward to the Kodiak KVS, the Czech automaker leaves no stone to give its customers what they want.

Earlier this month, the automaker has informed us of its intention to introduce new cars in India, including the fast edition Monte Carlo has already been launched and the performance sedan Octavia RS.

The Octavia VRS will be sold in India as Octavia RS and will be the first performance-based model of the Czech automaker in India. While the company is ready to launch the car in India tomorrow, here is a look at what to expect from the car.

The Octavia VRS as the face-lift version of the sedan that was recently launched in India, but gets a glossy black treatment for several external bits like the net, trimmed frame. It also comes with 19-inch alloy wheels

The Octavia vRS comes with LED headlights with LED daytime running lights. The headlights are equipped with an adaptive front lighting system (AFS). The back also sees changes in the shape of a black diffuser and a spoiler in the back.

The stand, at the same time, has a multifunction steering wheel with shift paddles, combined leather / cloth seats, ambient lighting, touch screen entertainment system with Apple carplay, Android Auto MirrorLink and driver assistance system, among others.

The new Skoda Octavia vRS also features a revised suspension configuration and a wider rear track. Dynamic chassis control or DCC is a standard accessory and gives the car the agility it needs.

The Skoda Octavia vRS gets a 2.0 liter TSI engine that produces 230bhp and a maximum torque of 350 Nm.

It can go from 0 to 100 km / h in 6.7 seconds before reaching a top speed of 250 km / l. It is the fastest and most powerful sedan of the Skoda team in India.

Bookings for the Skoda Octavia VRS is underway for ₹ 50,000, and the car should come at a road price of ₹ 33 lakh to ₹ 35 lakh
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Renault may launch Captur by Diwali

The French car Renault plans to make a comeback of its success in flight with the Duster and the small car Kwid, with its new premium SUV, the Captur which is planned for the launch of Diwali.

Sumit Sawhney, Executive Director and CEO of Renault India, told PTI that the same launch will take place in the December quarter but declined to specify whether it could be a Diwali offering or not.

The crossover SUV is also known as Kaptur in some global markets such as Russia and Captur in Europe, based on the Clio platform.

But the Captur that reaches the domestic market is a cross on the Duster platform and will be “at a very high price in the Duster,” he said.

Sounding very optimistic, he said that Captur is a globally proven SUV that had already sold more than one million units. “We hope to repeat the same success here with the Captur.”

According to industry analysts, the Captur will take the Hyundai Crete and the top model can take the Mahindra XUV500, the recently launched Tata Hexa and the Nissan Kicks expected by the end of the year.

According to analysts, the SUV can come in two engine options: a 1.6-liter petrol and a 2-liter diesel powertrain and can be rated around Rs 12 lakh, roughly the same as Crete.

The compact SUV segment is the fastest spin with a quarter of the pie on the market. The launch of this segment is expected to be Renault’s largest SUV, the Koleos, failed here so far retired.

“The compact 5-pass SUV with ‘cross-over DNA’ will be a far superior and much higher offering than the Duster. The new SUV will be deployed at the company’s Chennai plant,” said Sawhney.

The largest European car brand in the country with a market share of around 5 percent has mainly two models: the entry level SUV plumber and two variants of its small car Kwid-0.8 liter and 1 liter, specially designed for this market and the bulk of the market.

Despite the media reports that Kwid is facing the winds against, Sawhney said that the “car sells its expectations, actually exceeds our expectations of 8,000 to 10,000 units in the seven months of 2017.

In fact, in most of the months, we crossed 10,000 units. Together we sold about 58,000 units until 2017. We were the seventh largest car builder here and it is still now. ”

“We have completed a little more than five years, but we are already the first European car brand here. We have a long-term commitment to this market and we will continue to aggressively build our network and develop our offensive strategy to push forward. be among the top 5 players by 2020, “he said.

In this regard, he also said that the company has already opened 300 outlets, becoming the fastest growing network in the country and will have another 20 in December.

“Our network expansion is more focused on small cities, for example, we opened 10 points in a day in Kerala taking the total to 30 in the southernmost state,” added Sawhney.

In the new release it said, the Captur has a sensually sensual French design that is a unique vehicle class, which clearly reflects our new general DNA design.

The Captur will feature features such as C-shaped D-D projectors, a large front grille and alloy wheels.

Inside the cab, the crossover will have a 7-inch touch screen compatible with Bluetooth, USB and AUX, with the exception of steering-mounted controls, automatic climate control and a flat-bottomed steering wheel.

Troubled times: 21 firms seek winding up on their own

Twenty-one companies offered to apply for liquidation within five months of the entry into force of the Bankruptcy and Insolvency Code. These include the subsidiaries of IL & FS and HSBC. Most of these companies are dead or local weapons of foreign companies that consider that it is not viable to do business in the country.

Axiom Managed Solutions, a global company that makes legal solutions, filed a liquidation request to liquidate its business in India. “The company has not considered it viable to operate the company in India and has decided to liquidate,” said Manoj Kulshrestha, an insolvency practitioner who serves as liquidator in the case.

He added that more than 70 percent of the work was completed in the case. The value of the company’s assets is Rs 8 crore against liabilities of just over Rs 7 crore. In voluntary liquidation, the value of the assets must be greater than the debts.

With the opening of the voluntary liquidation process, companies stop trading to facilitate liquidation. The voluntary liquidation rules under the Bankruptcy and Bankruptcy Code of 2016 were issued to help companies get out.

Before the Insolvency and Bankruptcy Code, a higher court would appoint an official liquidator and this would make the process cumbersome. Approximately 900 cases of liquidation were in progress until December.

Vinod Kothari, an insolvency practitioner, said in a number of cases that the parent companies had tried to invest in their subsidiaries, but these investments had not taken off.

Among the companies that have chosen to complete, RAD-MRO Manufacturing, which was planned as a joint venture by MRO-Tek Realty, a listed company whose shares have not been traded once.

The executives of MRO-Tek Realty were arrested for having escaped Rs 1.7 crore in special taxes on products imported for RAD-MRO Manufacturing.

Doklam standoff resolution: India’s greatest diplomatic victory in decades

The end of the Doklam expansion is one of India’s most spectacular diplomatic victories for decades and, like any real victory, does not need to shout rooftops. From start to finish, the execution of India’s strategy here has been flawless and has achieved what India has always wanted – Status Quo Ante – and a much needed counter of the salami tactics in China.

The scope of victory is understood only when we realize how much a personal defeat for Xi Jinping is actually. Xi, clearly identified as the brain of this Gambit of Bhutan, had made a series of assumptions, which turned out to be erroneous. The first was the belief that India could be punished for its MIND-LIE OBJECTIVE by hiding Bhutan away from India.

The logic was that if Bhutan was hurried enough, it had to open direct talks with China through the embassy and thus open to OBOR. Opinion in Beijing seems uniform with respect to the genesis of this particular confrontation: in fact, Xi put personal immersion into the national interest. The net result of the personalization policy was one of the biggest setbacks China has found in recent memory.

Unambiguously, Chinese actions have simply added to the stature of India as a mature and responsible power of the status quo. What had become clear from day one was that China’s options were limited. On the one hand, if China used force, it would set a precedent by which other countries could also respond to the occupation of Chinese lands, not forgetting to destroy several fundamental principles of nuclear deterrence.

On the other hand, if China did not use force, it would be seen as weak – encouraging other neighbors to land on land and sea. Inadvertently, China has imposed itself on a dilemma “Doing and being doomed, not-do-and-be-doomed.” Knowing this well, India has chosen to give China a way out, even if it could have confused the land in dispute in perpetuity – just like China did. It is not a sign of weakness, it is a sign of confidence.

What exactly happened here is that India has not only found the best way to deal with China, but has also created a model for other countries to follow. China, on land, expects other countries to feel passive and not shoot. What India’s actions have shown is that China has very few options, if other countries choose to crouch on Chinese (or disputed) lands. This is now at the heart of Xi Jinping’s troubles in Beijing.

As his purge of opponents intensifies, to counter his visible mismanagement of the economy, opposition to him within the party also intensifies. Beijing was full of rumors of severe criticism that faced within the party accordingly. In addition, Global Times, with its raucous rhetoric, instead of serving as a force multiplier, worsened its situation in the politburo, preventing it from covering its error.

Normally, all Xi Jinping would have to do was tell GT to reduce it. In this situation, he could not, since such a directive would be chosen by his opponents as a sign of weakness. For Xi, even the stars conspired against him. It was particularly painful for him to welcome the BRICS summit Prime Minister Narendra Modi on Sunday with Indian troops allegedly squatting on Chinese soil – an ironic repetition when his troops squatted on our floor while Xi was held in Ahmedabad.

There was also no possibility of reprogramming the XIX Congress of the Communist Party of China, where it should be criticized harshly, albeit privately. This not only about Doklam, where his personal bump led trigger a Chinese blaze to the earth decade, but also of what is considered his poor personal management of the nuclear issue and missile And the deployment of a preventable missile shield that directly threatens Chinese security.

I-T dept seeks Rs 32,320 cr from Hutchison over its 2007 deal with Vodafone

The income tax department has slapped a claim of Rs 32,320 million in taxes, interest and penalties at Hutchison’s Hong Kong-based for its alleged capital gains it has had on the sale of its 11 billion mobile company in India to the Vodafone Group of the United Kingdom in 2007.

In a document submitted to the Hong Kong billionaire stock exchange Li Ka-shing of Hutchison CK Holdings Ltd said that its unit, Hutchison Telecommunications International Ltd (HTIL) was notified of a demand of about Rs 7.900 crore in taxes, Rs 16,430 crore as interest, and another Rs 7,900 crore in penalty.

CK Hutchison’s unit continued to challenge the validity of these taxes, he said. This is the first time that the Hong Kong tax application has been increased. So far, the Indian government had followed the Vodafone tax.

Vodafone was fined for the first time with a tax claim of Rs 7.99 billion rupees in order not to withhold tax payments it made to Hutchison. The exceptional after including the interest and the penalty is more than 20,000 crures.

He challenged the rate and the Supreme Court in January 2012 ruled that the company was not required to pay tax on the acquisition of assets in India Hutchison.

Subsequently, the government in May 2012 changed the tax laws with retroactive effects and required taxes. Vodafone challenged this rate and the question is referred to an international arbitration panel.

In addition to Vodafone, retrospective legislation has been used to impose greater tax liability of Rs 10,247 crore on another British company Cairn Energy Plc. This issue is also referred to an international arbitration panel.

HTIL, a wholly-owned indirect CK of Hutchison Holdings Ltd, received the tax office for a November 24 tax bill, claiming for the year 2016 the proceeds from the sale of its entire 67 percent stake in the Indian company on Vodafone.

“HTIL term between February 13, 2017, the assessment of income tax on a car dated January 25, 2017 in relation to the tax of about Rs 7.900 crore in capital gains” in the 2007 transaction frame plus the general interest of about Rs 16,430 crore, “according to the document.

In addition, “HTIL received August 9, 2017, the Tax Administration on the admission of a penalty order dated July 3, 2017 and a fine of about Rs 7.9 billion rupees,” he added.

Taxes can not validly imposed HTIL, according to the applicant, who added that the order issued by the ISR based on the retroactive legislation to annul the Supreme Court of India in January 2012, which ruled that the acquisition ( Vodafone) was not exempt from taxation in India, they are in violation of the principles of international law. ”

“Accordingly, the company continues to believe that order would have no effect on the company’s financial situation or the results of its operations for some time,” he said without saying what course of action to take.

In 2007, Vodafone acquired a 67 percent stake in the mobile phone business owned by Hutchison Whampoa, which is now part of CK Hutchison. The evaluation project included earnings of around Rs 37.4 billion in sales between 2007 and Vodafone International Holdings BV.

The agreement came about when HTIL was a listed company. Subsequently, HTIL was privatized and ceased operations. Neither Htil nor its subsidiaries have a presence in India.

Despite AI, you need people to execute tech for clients: Cognizant CEO

Even if automation and artificial intelligence (AI) take over the world of information technology (IT), people are still required to execute and transform projects for customers, “explains Cognizant CEO Francisco D ‘ Souza.

The IT services industry faces the threefold challenge of increasing automation, the decline of traditional services and protectionism in its major markets, such as the United States. For Cognizant – it is based on the US but follows the business model of India, given that it has a broad base of workers in low-cost countries like India – being closer to the customer has helped to earn De the transactions.

At the same time, the company says that the skills needed for new jobs are also those that need to be closer to customers. “I often hear that automation, artificial intelligence and all these things will make it less important to have a human talent, which does not mean that there is no role for people in technology,” D’Souza told the Indian Times in an interview.

“If you look at the digital world, it’s not a thing.” A few years ago, I would have said that digital is SMAC (social, mobile, analytical, cloud). Things, the manufacture of additives, the block chain, etc. In each of these areas, customers have multiple technology options and multiple technology providers.

So putting this together for a client has become incredibly difficult. If you are a customer, you need someone to help you make the right decisions through this vast, then integrate everything to make it work, “he said.

“In the field of digital digitization, we are recruiting more and more researchers, designers and data skills, and sometimes these skills may not be available in India and may be in other parts of the world.Even if they are available in India, We can have these skills closer to the client because of the nature of these skills, “D’Souza said.

He added that if he could not talk about the workforce at the end of the year, Cognizant would continue to hire. In addition, with automation, said D’Souza, there was no doubt that some parts of what the company had done in the past had been automated and would be done with fewer hours and people. However, after saying that, he added that the world was becoming more demanding in technology.

In February, Cognizant signed an agreement with activist investor Elliott Management, which had asked the company to return money to shareholders and move its strategy to emerging areas, generating better margins, such as digital. Cognizant committed $ 3.4 billion to shareholders and restructured the board by incorporating three new independent directors.

The results seem to be paying off, with Cognizant boosting year-end forecasts for the following year. “For several reasons, we knew we had to take the picture during a transition, at the same time, there were several things and capabilities that we considered necessary on the board.

Some of these things were technology-based, but they were also capacity-oriented. For example, we look at the size and breadth of Cognizant’s business today. In the future, we felt we needed to add people with experience in managing large global organizations in several companies. Thus, Zein Abdalla brings the Pepsi, “D’souza told the newspaper HT Mint.

Vishal Sikka’s wife Vandana quits Infosys Foundation

Former CEO of Infosys (CEO) and MD (CEO) Vandana Sikka, wife of Vishal Sikka, left the service arm of the IT services company Infosys Foundation. She was the president of Infosys Foundation in the United States.

“Today, I am writing this email to inform you that I have decided to move from my role as President of the Infosys USA Foundation. But, as we know, a person’s passions are not bound by entities that shelter us temporarily “Mrs Sikka said in her resignation email that she also shared on the blog platform, Medium.

Mrs. Sikka, whom Vishal Sikka calls “my companion, my compass, my anchor”, has served the Infosys Foundation for two and a half years. Vandana Sikka holds a masters degree in computer science and was about to set up a boot when the Infosys board invited her to join the philanthropic efforts of the IT giant in the United States.

“We have reviewed the CSR (corporate social responsibility) needs of America, have seen technology and innovation happen in California, and recognize the urgent need for computer education in the publication accessible to every student in the core curriculum framework, “said Sikka. said in an earlier interview with TOI after following the mission.

In a surprising move, which shook the company, Vishal Sikka left Infosys earlier this month. Counsel for Infosys and Sikka both cited Murthy’s constant quarrels and allegations as a reason for the drastic decision. In a conference call by an investor, publishing his resignation Sikka said:

“There has been a continuous beating of these allegations … absolutely disgusting and every day you wake up and there is news or the other.” He became more and more malicious and personal. Murthy said: “I have not commented on the work of Sikka, my problem concerns governance at Infosys, I believe that the fault lies with the board.”

Since then, the Infosys board has seen an important rejig with four members leaving, including Vishal Sikka. Ravi Venkatesan has also resigned from the position of Co-Chair of the Board of Directors. However, he continues to be an independent director.

In the meantime, former CEO Nandan Nilekani was brought back as a non-executive chairman of the company last week, in order to divert the company from the crisis in which it is located, even if the search for a new CEO continues ….

How to root Android to install SB Game Hacker Apk?How to root Android to install SB Game Hacker Apk?

How to root Android to install SB Game Hacker Apk?

The SB game hacking application only works on rooted Android devices. If the appliance is not rooted, follow the steps to route the appliance. (if the device is already rooted, ignore this)

 

Here we are providing the Steps to Root SB Game Hacker

1. Download Kingroot.

2. Before installing, go to Settings> Security> Check “Unknown sources”.

3. Install the Kingroot application.

4. With a single click, the root application of the device (this application is compatible with most devices).

It’s best to try some of the single-click rooting applications including Framaroot and Androot Universal that has the best range.

How to use SB Game Hacker to your potential?

After installing the game, SB Game Hacker Apk is now the important step to use the application to the maximum. The steps are as follows.

1. When the application is started for the first time, a window full of Chinese text will be displayed with the “Yes” and “No” options as shown in the image below.

2. Select “Yes” in this window as your only License Agreement.

3. Now the application closes and displays a floating message as “Request to root access” as in the image below.

4. Now the information box appears indicating that the meaning of the icon as the user registers goes out.

5. When the user has launched the application now, when the user minimizes the application, you can see the Game Hacker’s floating icon in the upper left corner of the screen.

6. The user can now open the game he wants to hack.

7. Start the game and follow some points.

8. Now press the game hacker icon and a search box like this will appear.

9. Enter the numeric entry that should be the score or parts and select Search.

10. If the application displays a single input value to change, enter the desired value as you would with the score. If the application displays a multiple input value to change, play until it displays a single value to change.

Now the game is hacked if the user follows these steps without losing. This is facilitated once the user uses the application again and again.