Budget 2017 Expectations and Predictions by India's Startups and Tech Leaders

The Union Budget 2017 will be announced on February 1, Wednesday. Post the demonetisation exercise, this will be a chance for the government to take stock, and set the terms for the future. Businesses will be looking at Budget 2017 for breaks to help offset any upset during the last few months, while the rest of us look for changes in duties and other taxes, to see if the items we buy are going to become more expensive or cheaper.

Regarding Budget 2017 expectations, Ram Gaddipati, CTO and co-founder of reimbursements platform Zeta, not surprisingly believes that the government should reduce taxes and charges on digital transactions, and further provide incentives for the next several years, until digital payments become "the dominant way of transactions."

"Tax incentives should be provided to people who use digital payment options," Gaddipati adds. Others also have their Budget 2017 wishlists centered around their individual businesses - for example, auto-aggregator Jugnoo's CEO and founder Samar Singla says bike taxis should be defined under 'Negative list' from service tax perspective, and that startups in Budget 2017 should be exempt from paying income tax for ten years, rather than the three currently.

The Budget 2017 wishlist for Shailaz Nag, COO, PayU India (a leading payment gateway) is that the government should spend money to teach people how to make and receive digital payments. "My only expectation from the Union Budget 2017 is the availability of enough funds dedicated to imparting and increasing knowledge and creating awareness amongst Indian users, both merchants and consumers, on how to pay and accept payments digitally," he says. Symantec, meanwhile, is recommending that 8 percent of the overall IT budget be specifically for cyber security with Budget 2017.

Similarly, in its Budget 2017 wishlist, MobiKwik says the government must reduce corporate tax for startups and companies promoting digital payments. It adds that there should be a reduction in income tax for individuals and companies promoting secure digital payments. And also that Budget 2017 should announce sops for fin-tech companies providing data protection.
Apart from asking for sops, plenty of people also had thoughts about the GST. "The Finance Department should give a firm date on implementation of GST and the burden of compliance with regards to GST should be kept minimal," says Jugnoo's Singla. Online apparel store Kraftly's CEO and founder Saahil Goel agreed, saying the government should implement GST as soon as possible, to make e-commerce convenient. "Right now, the State and Central tax make running a business cumbersome," he says. "Once GST comes into the picture, selling online would be much easier."
"The Government should positively aim to introduce the much awaited and hyped GST at the earliest," says Peter Chang, Region Head South Asia, and Country Manager for Asus India. "With its impending implementation, the upcoming budget should not only detail out steps for its successful rollout, but also give clarity on custom duty/ excise duty on mobiles post GST roll out."

 "Additionally, to carry forward the Prime Minister’s vision of ‘Digital India’, the government should consider special incentives and taxation benefits on the entry consumer PC segment, especially for below Rs. 20,000," he adds, saying, "Thanks to the ‘Make In India’ campaign, we have already seen major global smart phone manufacturers set up base in India. The government can now further work upon directionally establishing and strengthening the component ecosystem in India to further enhance manufacturing value chain in India."

Bala Parthasarthy, CEO and co-founder at MoneyTap - a money lending app - talks about the importance of UPI, and says that the government needs to evangelise UPI. “A serious publicity campaign needs to go behind education people,” he says. “Make all (central) government services accept UPI within the next 90 days. The challenge right now is that there are not enough acceptors of UPI.”

He also adds that the government should leave innovation to entrepreneurs. “BHIM app is better than most private bank apps, but banks are not exactly innovators,” he says. “Innovation and adoption can only come if the million entrepreneurs in the country can develop UPI apps, which today they cannot.”

For many, the Budget 2017 forecast is accompanied with a certain degree of optimism. For example, Sanjeev Bhatia, the CEO of Zopo India and Managing Director of Adcom (whose phones were used as "prototype" Freedom 251 handsets) says the electronics and telecom industry's Budget 2017 predictions are quite optimistic, and will be expecting some stimulus post demonetisation impact.

"Also, as GST is on the move, we are looking forward to its implementation for smooth and simplified taxation procedures which will boost manufacturing industry and will benefit all," he says.

“Modi-led government transformed the Indian industry outlook by initiating multiple programs," says Rakesh Deshmukh, co-founder and CEO Indus OS. "Today, Make In India, Digital India, Standup India and Startup India programs not only enrich entrepreneurial dreams but also provide financial aid for making it viable to create long term sustainable impact. We expect focus on these programs to be maintained in this budget as well for positive investor sentiments and overall long term growth."

"Upcoming budget should address and encourage alternative ways for payments especially cashless transactions and offer additional benefits on digital payments," says Akshay Dhoot, Head, Technology and Innovation, Videocon. "Further, we expect differential duty on mobiles to continue as it has helped the Make in India. Videocon believes that the government will announce a budget that will favor local manufacturing and support Government’s Make in India and Startup India campaigns."

 Debjani Ghosh, Vice President, Sales and Marketing Group and Managing Director for South Asia at Intel expressed some dissatisfaction, saying that while the initiatives around adoption of technology have been steps in the right direction, expected benefits of government programs have not been effective.

"For instance, in the area of skill building, which is a significant focus area of the PM, access to mobile phones, largely a consumption device, has been made easier, whereas the same incentives have not been extended to the other screen devices that actually enable skill building," said Ghosh. "As recommended by MAIT, the extension of concessional Excise and Customs Duty benefits should be extended to all ITA goods, including locally manufactured devices such as laptops and PCs will not only trigger innovations in design and manufacturing to address local needs, but also enable citizens to create productive content."

"Similarly, while there has been significant focus on ease of starting of a new venture and related support, the areas where significant hurdles still remain for startups and established companies are the regulations around latest technologies such as 5G, autonomous driving and drone deployment," she added. "Today, it takes a little less than one year for large companies to source an experimental license from DoT to work on new emerging communication technologies, so imagine the plight of startups."

"The hard truth is that we are running out of time, and the government has to look at implementing policies that are not just great ideas but also have great impact – whether it’s for boosting local research and development in the country, or for unifying the country through standard GST," she said. "Finally, while manufacturing is encouraged under Make in India, we should also look at encouraging Electronics Design through incentives, driven by public private partnerships.”


(This story has not been edited by NDTV staff and is auto-generated from a syndicated feed.)

Resource :http://gadgets.ndtv.com/others/features/budget-2017-expectations-and-forecasts-of-indias-startups-and-tech-leaders-1654042

In move to Facebook, Barra leaves unfinished expansion at Xiaomi

After spending three and half years in Beijing leading smartphone-maker Xiaomi Corp's global division, Barra is returning to Silicon Valley to head Facebook Inc's VR efforts. He leaves behind an uneven legacy.

After spending three and half years in Beijing leading smartphone-maker Xiaomi Corp's global division, Barra is returning to Silicon Valley to head Facebook Inc's VR efforts. He leaves behind an uneven legacy.

Barra, 40, was hired in 2013 from Google, where he worked as head of product management for Android, to oversee Xiaomi's international expansion. While he helped boost device sales in India, the company aborted a push into Brazil and its other global efforts have largely stalled. At the same time, Xiaomi lost ground in its home market to domestic competitors like Vivo and Oppo, which worked more effectively with retail stores. Barra arrived with an ambitious vision, but failed to predict and overcome rapid changes in the global smartphone market.

"He did a lot to build up Xiaomi's mindshare internationally," said Bryan Ma, vice president for devices research at IDC in Singapore. "But when you look at the hard numbers, they show mixed results."

Barra's surprise exit comes just a couple of weeks after co-founder and CEO Lei Jun said in a letter to employees that the company had recently faced "unforgettable" challenges and now needed to focus on "sustainable growth." After building its success by selling only online, it's now developing brick-and-mortar stores in China.

Barra declined to comment for this story, but he cited several accomplishments in social media posts as he departed, including the expansion into India and more than 20 other markets. A spokesperson for Xiaomi said Thursday he would continue to advise the company, "for the indefinite future."

When he first moved from sunny California to smoggy Beijing, Barra brought the world spotlight with him. Energetic, globe-trotting, and supremely comfortable commanding a conference-hall stage, the Brazilian-born Barra showed Xiaomi how to introduce its expanding line of products -- which include fitness bands, ear buds, and air filters -- into other countries with a fast-growing middle class.

"He helped to be that ambassador to the rest of the world," said IDC's Ma. "He was that enthusiastic, charismatic guy on stage, who helped explain who this Chinese company was."

From 2012 to 2015, Xiaomi's smartphone sales rose at a furious clip, expanding more than six-fold, powered by online flash sales and savvy social-media. For parts of 2014 and 2015, Xiaomi ranked first in domestic smartphone sales, and local and international media dubbed the company the Apple of China. When Barra joined, he hoped to translate that success abroad, identifying India and Brazil as key targets. The vision was promising enough that in late 2014, Xiaomi was valued at about $45 billion, the highest for any startup in the world at the time.

Yet Xiaomi's position at home soon began slipping. Facing intense competition from Vivo, Oppo and other rivals, Xiaomi dropped from first to fourth among smartphone sellers in China. While it focused on online sales, its competitors worked to become more prominent in retail stores, where the vast majority of customers still buy phones. The challenges at home foreshadowed hurdles in other markets.

"To replicate an e-commerce model from China in India or Indonesia is not as easy as it sounds. Every country has a different internet culture," said Edward Tse, a Hong Kong-based business consultant and author of the book "China's Disruptors," which described the early days of Xiaomi and other Chinese tech upstarts.

By traveling frequently to India -- and chronicling his trips on social media -- Barra helped to build a smartphone business there with $1 billion in annual revenue, an achievement he noted in his farewell Facebook post. Xiaomi is currently ranked third in the Indian smartphone market, with 9% market share, according to Counterpoint Research.

"Hugo spearheaded the idea of how you bring Xiaomi-branded products outside of China," said Gary Rieschel, founding managing partner at Qiming Venture Partners, an early investor in Xiaomi. "He works incredibly hard."

Barra thanked Lei Jun and Xiaomi's fans in his departure post on Facebook. "This journey has been nothing short of spectacular in every way," he wrote, "and I can proudly say that Xiaomi Global is the first baby I helped bring into the world."

Neil Shah, Counterpoint's research director in India, thinks Xiaomi's performance in India may be near peaking. "There's almost a ceiling about how much you can sell online. Sixty to seventy percent of the markets are offline," he said. For online channels, Xiaomi's margins are razor thin, in India and China alike. Chinese rival Vivo, which works closely with retail stores, has already overtaken Xiaomi in India.

IDC's Ma says Xiaomi's prospects in India look positive for the next year, but after that he isn't so sure. "The story in India reflects a lot of what has been happening in China, too. As the market shifts toward offline channels, it favors Oppo and Vivo."

According to IDC, India is now Xiaomi's dominant overseas market -- accounting for 62% of its non-China shipments for the first nine months of 2016. Next up is Myanmar, accounting for 16 percent of shipments. "Myanmar is not exactly the first country that comes to mind when you think of the global smartphone market," said Ma.

After opening with much fanfare in the summer of 2015, Xiaomi's Brazil office closed last year. The company's position in Brazilian smartphone sales peaked in the fourth quarter of 2015 and the first quarter of 2016, with about 1% of the market, according to Tina Lu, head of Counterpoint Research for Latin America.

"Everything they were selling, they were selling at a loss," she said. "Unless you assemble devices locally, you face taxes of about 60%." Xiaomi explored, but never finalized, plans to manufacture devices in Brazil.

A former employee at Xiaomi's Brazil office, which once employed 23 people, said local management struggled to distinguish itself. Beyond the pricing and brand challenges, the outpost had a difficult time coordinating strategy with Beijing, the person said.

Replicating Xiaomi's early success in developing economies turned out to be elusive -- with obstacles ranging from Brazil's heavy taxes on foreign-assembled devices; to patent-infringement lawsuits in India; to the slow adoption of e-commerce in most developing countries compared with China.

"A lot of people, including myself, once thought that if a Chinese technology company can make it there in China, it can make it anywhere. But I got that wrong," said Clay Shirky, an associate professor at NYU Shanghai and author of the 2015 book on Xiaomi, "Little Rice: Smartphones, Xiaomi, and the Chinese Dream."

Resource : http://retail.economictimes.indiatimes.com/news/industry/in-move-to-facebook-barra-leaves-unfinished-expansion-at-xiaomi/56864225

Renault India plans to launch compact SUV, premium small car: Kaptur, Symbol on the anvil?

Renault India Pvt Ltd, the wholly owned subsidiary of Renault S.A., France is one of the most successful car makers in the country last year. Riding on its volume driver, Kwid hatchback and Duster SUV, the Renault India ended 2016 with a market share of around 4.5 percent. To continue positive momentum, the company is gearing up for new launches.

Renault is looking to launch a compact SUV and a premium small car in India, placed above Kwid according to ET Auto. "The company is in a 'portfolio development mode' at a time when it expands retail presence across the country. High local content will be a major focus area for all new products as Renault wants to ensure that car prices are attractive and operating costs are competitive," Times of India quoted Sumit Sawhney, country CEO and MD of Renault India as saying.

He said the company may look at a crossover (SUV), which can hit the market during the second half of this year. In all probability, the model in question is widely rumoured to be the Kaptur SUV, which the car maker unveiled in Russia last year. Renault has already begun testing of Kaptur on Indian roads and test mule was spotted in December.

The India-bound Kaptur is built on the same platform as the Duster SUV. In terms of dimensions, the Kaptur SUV measures 4,333mm in length, 1,813mm in width and 1,613mm in height, and has a 2,674mm wheelbase. The number makes it clear that it is a compact SUV to be pitted against Maruti Suzuki Vitara Brezza, Ford EcoSport and Mahindra TUV300. The Kaptur is expected to draw power from 1.6-litre petrol and 1.5-litre diesel engines with a price well under Rs 10 lakh.

There is no clarity on the upcoming premium small car. The Scala sedan in the current portfolio is a slow seller and hence, Renault may replace it with more modern product. The new generation Symbol sedan has been linked with India arrival recently.

Symbol is the Logan in Brazilian market and pictures of the new generation sedan have been leaked online. The latest version comes with new design language of Renault highlighted with the C-shaped LED DRLs incorporated into the new headlamp units. The grille is in line with the new Koleos SUV. The rear of the car is more cohesive unlike Scala.
Resource
http://www.ibtimes.co.in/renault-india-plans-launch-compact-suv-premium-small-car-kaptur-symbol-anvil-714064

नोटबंदी के बाद डिस्काउंट पर लग्जरी शॉपिंग की डिमांड बढ़ी

अनुमेहा चतुर्वेदी, नई दिल्ली
नोटबंदी के बाद भारतीय लग्जरी कंज्यूमर्स का एक तबका ऑनलाइन प्लेटफॉर्म पर डिस्काउंट वाले लग्जरी आइटम्स की खरीदारी में जुटा है। डिस्काउंट पर लग्जरी प्रॉडक्ट्स बेचने वाले कॉनफ़िडेंशल कुचूर और डार्वीज जैसे पोर्टल्स का कहना है कि 500 और 1,000 के पुराने नोटों को बंद होने के बाद से कुछ कैटेगरी और ब्रांड की सेल्स में बढ़ोतरी हुई है और उन्हें नए कस्टमर्स मिले हैं।

लग्जरी प्रॉडक्ट्स बेचने वाले पोर्टल confidential couture ने बताया कि नोटबंदी के बाद से कुछ कैटिगरी में उसके कैश ऑर्डर में 20 फीसदी बढ़ोतरी हुई है और कई कस्टमर्स 'कभी नहीं इस्तेमाल हुए' प्रॉडक्ट्स के बजाय 'मामूली तौर पर इस्तेमाल किए गए' प्रॉडक्ट्स की तरफ शिफ्ट हो रहे हैं। कॉनफ़िडेंशल कुचूर के फाउंडर अन्वित मेहरा ने बताया, 'पिछले दो महीनों में 'मामूली तौर पर इस्तेमाल किए गए' प्रॉडक्ट्स की सेल्स में 15 फीसदी बढ़ोतरी हुई है। इस सेगमेंट में लुई वितॉन, गुची जैसे प्रॉडक्ट्स का परफॉर्मेंस काफी अच्छा रहा है।'

वेबसाइट्स पर 'कभी नहीं इस्तेमाल हुए' कैटेगरी वाले प्रॉडक्ट्स की बिक्री 30-40 फीसदी डिस्काउंट पर की जाती है, जबकि 'मामूली तौर पर इस्तेमाल किए गए' प्रॉडक्ट्स 40-60 फीसदी डिस्काउंट पर उपलब्ध होते हैं।


Darveys मेंबर्स ओनली फैशन पोर्टल है और यहां पर फेंडी और जिमी चू जैसे ब्रांड्स के कपड़े और अक्सेसरीज की बिक्री होती है। इस पोर्टल के फाउंडर नकुल बजाज ने बताया कि नोटबंदी ने उन्हें डराया और शुरू में सेल्स पर थोड़ा असर भी हुआ, लेकिन बाद में कस्टमर्स का तरीका बदल गया। उन्होंने कहा, 'सेल्स में गिरावट की भरपाई कस्टमर्स से हो गई। अब डिस्काउंट वाले प्रॉडक्ट्स अहम हो गए हैं।' एंपोरियो अरमानी से जुड़े आइटम इस पोर्टल पर 60 फीसदी डिस्काउंट पर ऑफर किए जा रहे थे।

डार्वीज की कुल सेल्स में कैश ऑर्डर की हिस्सेदारी 20 फीसदी थी और नवंबर और दिसंबर में यह गिरकर 20 फीसदी तक पहुंच गई। बजाज ने बताया, 'ऑनलाइन ट्रांजैक्शंस कुल सेल्स का 80 फीसदी हो गया, जो अच्छा है। हम ऑनलाइन पेमेंट से ज्यादा पैसा बना रहे हैं और कस्टमर्स द्वारा प्रॉडक्ट्स लौटाने की संभावना कम है।' डार्वीज की तरफ से सेल्स के आधार पर 30-60 फीसदी डिस्काउंट दिया जाता है।

डिस्कवरी और ट्रायल प्लेटफॉर्म से जुड़ी स्टार्टअप स्मिटेन के मुताबिक, नोटबंदी के बाद इत्र के बिजनेस का परफॉर्मेंस काफी अच्छा रहा। इस स्टार्टअप के को-फाउंडर स्वागत सारंगी ने बताया, 'हम पहले ट्रायल के लिए प्रॉडक्ट्स देते हैं, जिससे खरीदारी के फैसले में आसानी होती है।' पिछली तिमाही में कंपनी की मेंबरशिप दोगुनी बढ़ोतरी के साथ 50,000 हो गई, जो अक्टूबर में 25,000 थी।
Resource :http://navbharattimes.indiatimes.com/business/business-news/post-demonetisation-indian-shoppers-buying-luxury-products-online-for-discounts/articleshow/56864521.cms#

How the Lingerie Industry Fails to Design for Most Women

What are some things the mainstream lingerie industry gets wrong regularly when designing for women? originally appeared on Quora - the knowledge sharing network where compelling questions are answered by people with unique insights.

Oh, where to start? Almost all retailers, including lingerie brands, design products with a “one to many” approach. What I mean by that is that there are standard fit models that most brands use to design their product specs. For bras, companies use a 34B fit model as the “ideal standard” and then evenly grade up and down to get to a 34A and 34C, for example. That means ONE fit model (who is a 34B) creates the sizing for literally millions of women. It’s kind of crazy when you really think about it.

What we do differently at ThirdLove is use real women’s aggregate measurements, body shapes and other input to design each size independently. We look at a 36C or a 34F or a 32B ½ (yes - we added our own unique ½-cups too!) independently and create the right, nuanced specs for a woman of that specific size. We understand that every woman’s body is different, and we design bras from a MANY to ONE approach - i.e. the opposite of traditional retailers.

We size our bras on real women and invite friends of the brand, many local women and our employees to wear-test our products before we launch them in each and every size to make sure our bras really do fit real women right.

Last point here: we focus on quality over quantity at ThirdLove. Bra shopping can be very confusing and overwhelming. Whether online or in a store, sometimes you’re looking for the best Strapless, or T-shirt Bra or Wireless, and there are literally hundreds of options. How do you know which one is best when there are too many to choose from? We focus all of our energy here on creating best-in-class products — which is why we only have one Strapless Bra. And that Strapless Bra is the best one out there. We took over two years to develop it — the first one we created wasn’t good enough, so we pulled it and stopped selling it and went back to the drawing board. We knew we wanted to provide women with a strapless that you never have to tug on to keep up, and one that gives you a great shape under any dress or top. And, based on the customer feedback we’ve received, I think we’ve done just that.

This question originally appeared on Quora. - the knowledge sharing network where compelling questions are answered by people with unique insights. You can follow Quora on Twitter, Facebook, and Google+.

Resource   http://www.huffingtonpost.com/quora/how-the-lingerie-industry_b_14228824.html

Is There A Bed, Bath & Beyond For Health Care?

I recently decided to buy a space heater as a gift for a relative who’s always cold. I took myself over to Bed, Bath & Beyond, coupon in hand (pro tip: they never expire). What greeted me was an overwhelming array of options; I had no idea we needed so many choices when it comes to space heater features.

A salesman quickly helped me narrow it down to two models from one manufacturer. The most amazing thing was how much relevant comparative information was readily available about them: heating abilities, number of settings, timers and shut-off systems, digital displays, anti-tip and other safety features, power consumption, hidden anti-trip cords, etc. I could even scan a code on my smart phone that would instantly take me to online reviews of the products. Most of all, the price of each one was printed in big, bold letters.

I eventually ran out of time and decided to buy the less expensive one. They seemed to perform the same; the costlier one just had a nicer display. (I don’t think this relative reads my blogs, but in case she does: Sorry for cheaping out and I hope you love the one you got.)

Contrast this experience with making a health care decision. Without question, the health care choices you make—when and where to get care, how much to pay for it—are vastly more consequential than buying a space heater. It isn’t overheated rhetoric to say the choices we make about our health care could have life and death implications.

Yet, choosing health care can feel like you got left in a dark room, spun around three times to disorient you, and then had a blindfold put on just for good measure. Unlike Bed, Bath & Beyond, you probably don’t have a “salesman/navigator” to assist in the process and help narrow your options; you can’t easily get comparative information about quality and performance; and good luck trying to find and compare the prices. (You probably don’t get the never-expire coupon either, but so it goes.)

It is obvious that we need to ensure that timely information about health care prices and quality is available, accurate, and understandable. In this era of high-deductible plans, consumers are increasingly paying more out of pocket for their health care and are looking for value. (I’ve written before about the difference between a “consumer” and a “patient”—it is more than semantics.) How much longer will consumers accept a black box of health care prices? Can you imagine walking in to Bed, Bath & Beyond and not being told how much the space heater costs until you’ve already left the store, and you can’t return it for a refund or a discount?

We are making some progress. Some insurance companies are offering tools that make price and quality information available to their members. Both the availability and quality of these tools vary. Consumer Reports recently rated online health care cost and quality tools in New York and nationally and found that 12 of New York’s health plans make these cost estimator tools available; the other nine major plans do not. Some tools are better than others. The information provided may sometimes be out of date; for example, a provider may no longer accept a particular type of health insurance, even if it’s listed on the doctor’s or insurance plan’s website. Sometimes the information is incomplete; for example, it’s not clear how much of a listed price will be out of pocket vs. covered by insurance. Some tools are simply easier to navigate and use than others.

Consumer Reports makes solid recommendations for how health plans can learn from the best-in-class tools. Health plans should ensure that their websites meet high standards for usability, functionality, scope, and reliability. Because there is little relationship between cost and quality (just like with space heaters, the more expensive one isn’t necessarily better), quality information should always be made available alongside price information, and sites should offer clear information that helps consumers understand the value of the care delivered. Consumer Reports also suggests that health plans provide similar information to their covered providers, to facilitate more communication between patients and their doctors about high-value care and to inform decisions about specialist referrals and laboratory services.

While plans work to improve their tools, consumers need to learn some new habits too. Numerous studies have demonstrated that even when these tools do exist, consumers don’t necessarily know about or use them. Consumer Reports noted that only 12.5 percent of the consumers included in its study had previously used cost estimator tools on their insurance plan’s website. Insurers, employers, consumer organizations, health care navigators, and health care providers could all step up to raise awareness by sharing information about the availability of cost estimator tools and encouraging consumers to use them.

There are also policy opportunities in New York State. What if all insurers were required to provide information about cost and quality in order to operate in New York State and that information had to meet certain standards? The State could also move in this direction. As New York implements its all-payer database, it should provide direct consumer access to provider-level information about price, quality, and value through a single website. New Hampshire and Maine already do this and so should New York.

I was being cheeky—sort of—by pining away about Bed, Bath & Beyond. Of course I realize that health care is more complicated than other goods and services we purchase. It isn’t as easy or accurate to make side-by-side comparisons of performance and prices. You don’t have to risk-adjust space heaters. I know that health care isn’t a space heater, or a computer, or a car, or any of the other analogies we like to make to point out how backwards our health care system is compared with other industries. But we should also stop using that complexity as an excuse to remain in the dark ages. The information I had available when buying a space heater was like night vs. day compared to the lack of information and empowerment that health care consumers face all the time. Consumers will eventually vote with their feet; providers and plans who get that and become more attuned to the demands of their consumers are going to emerge on top.

Resource : http://www.huffingtonpost.com/entry/is-there-a-bed-bath-beyond-for-health-care_us_5878f306e4b03e071c14fc56

Reasons Why Women Should Wear Silver Toe Ring

In India, wearing toe rings for married women is an ancient tradition. According to the epic Ramayana, when Ravana took Sita with him, she dropped her toe rings on the way, so that Lord Ram could understand where she had been taken to. So, the history of toe rings in the Indian tradition is significant. After marriage, every women must wear toe ring on the second finger of their feet.
 

The ring has to be made of silver. In Hindi, it is known as 'Bichiya'. In Telugu, it is called 'Mettelu', 'Kalungura' in Kannada and 'Metti' in Tamil. So, you understand that it is interwoven with the Indian tradition, and imperative of state and culture. Now, you may ask why gold ring is not worn on the toes. Actually, according to the Hindu tradition, gold is worshipped as Goddess Lakshmi. So, wearing gold under waistline is not allowed among the Hindus. You will be surprised to know that wearing silver ring is not only common among the Hindus, but also among the Muslim married women. It is true that today wearing toe rings has become a fashion statement; however, there are certain traditional beliefs behind it. Have a look.

1. Erotic Effects: Married women are allowed to wear silver toe rings on the second toe of each foot. It is believed traditionally that silver has some effects in arousing a person and also the sexual desire among married women. Therefore, they wear it. 2. Treats Gynaecological Problems: According to Ayurveda, the nerve of the second toe is connected with the uterus of a woman. So, if women wear a ring on those toes, their toes and nerves will be in a great condition always. And that is good for solving any gynaecological issues.

3. Improves Menstrual Cycle: The regularity of menstrual cycle denotes better reproductive system in women. The connection of the second toe and the uterus keeps your menstrual system regular, which is very important for married women.

4. Keeps You Energetic: Silver is a wonderful conductor. Wearing silver means you get all the positive energies of the world in you. Wearing it on the feet means the positive energies flow upwards and the negative ones flush out from your body through the toe and go inside of the earth. Ayurveda says having some metal on your body is good.
5. Strengthens Your Heart: The nerve from the second toe goes to your heart through the uterus. To supply positive energy to your heart and to remove all the negative thoughts, married women wear a pair of silver toe rings on the second toe of their feet. So, these are certain reasons why Indian married women wear silver rings on their toes. No matter how fashionable it is today, but following the tradition is not bad always. Try it and it will suit you truly.

Resource : http://www.boldsky.com/yoga-spirituality/faith-mysticism/2017/reasons-why-women-should-wear-silver-toe-ring-109515.html