Richard Branson on Intrapreneurs

The business icon talks about empowering employees to break the rules.
By Richard Branson | January 31, 2011




I am incredibly lucky to be able to live in the British Virgin Islands, one of the most beautiful spots on the planet. My family's home is on Necker Island, which is both our home and a luxury resort. Here, I'm much more likely to do my thinking in an office hammock rather than an office chair.
Seeing guests exploring the beach reminded me that one of the first charming things visitors to the BVIs see are signs in the airport arrivals area that designate the immigration channels. Unlike the rest of the English-speaking world, here the signs read "Belongers" and "Non-Belongers," rather than "Residents" and "Nonresidents."
Since I became a resident, I've come to find the term "belonger" amazingly powerful. When a nation embraces its own as "belonging here" as opposed to just living there, it breeds a different form of loyalty. It reminds us that this is where we belong, and so our efforts are not just on our own behalf, but also to benefit the community.
This made me think about how such little, seemingly semantic, details apply in the business world: What if companies had belongers rather than employees? Does what we call each other make a difference in other contexts?
Many millions of people proudly claim the title "entrepreneur." On the other hand, a title that hasn't gotten nearly the amount of attention it deserves is entrepreneur's little brother, "intrapreneur": "an employee who is given freedom and financial support to create new products, services and systems, who does not have to follow the company's usual routines or protocols." While it's true that every company needs an entrepreneur to get it under way, healthy growth requires a smattering of intrapreneurs who drive new projects and explore new and unexpected directions for business development.
Virgin could never have grown into the group of more than 200 companies it is now, were it not for a steady stream of intrapreneurs who looked for and developed opportunities, often leading efforts that went against the grain.
One example that springs to mind was at Virgin Atlantic, about 10 years ago. None of the big expensive seat design firms seemed able to solve the design problems posed by our specifications for our Upper Class cabin, but a young designer, Joe Ferry, volunteered (insistently) to give the project a go.
We set him loose, and the herringbone-configured private sleeper suites that resulted from his "outside the box" creativity put us years ahead of the pack and made for millions of very happy horizontal fliers.
How to unleash the power of intrapreneurs like Joe? The key is to enable them to pursue their vision. But people don't always think of leaders within a company – the managers, executives, and the chief executive officer – as people who enable others. As I learned back when I was starting up Student magazine, "The chief executive officer of a major corporation might only make a couple of decisions a year, but those decisions can affect the lives of millions." What a terrible way to run a company!
So, since this seems to be true throughout the business world, clearly it's time for a major shake-up in the nomenclature of business. What if CEO stood for "chief enabling officer"? What if that CEO's primary role were to nurture a breed of intrapreneurs who would grow into tomorrow's entrepreneurs?
We inadvertently developed this role at Virgin by virtue of the fact that when we've chosen to jump into a business about which we have little or no real knowledge, we've had to enable a few carefully selected people who do know which end is up.
When Virgin moved into the mobile phone industry we had no experience, so we looked for our rivals' best managers, hired them away, took off their ties and gave them the freedom to set up their own ventures within the Virgin Group. Tom Alexander in the U.K., Dan Schulman in the U.S. and Andrew Black in Canada have all done this with great success, aggressively taking Virgin companies in new and unexpected directions.
Perhaps the greatest thing about this form of enabled intrapreneurship is that often everyone becomes so immersed in what they're doing that they feel like they own their companies. They don't feel like employees working for someone else, they feel much more like ... well, I think the only word to describe it is "belongers."

Question and the Answer given by Candidates, most of them are IAS Officers now.

Q.How can you drop a raw egg onto a concrete floor without cracking it?
A.Concrete floors are very hard to crack!

Q.If it took eight men ten hours to build a wall, how long would it take four men to build it?
A. No time at all it is already built.

Q. If you had three apples and four oranges in one hand and four apples and three oranges in the other hand, what would you have?
A. Very large hands.

Q. How can you lift an elephant with one hand?
A. It is not a problem, since you will never find! an elephant with one hand.

Q. How can a man go eight days without sleep?
A. No Probs , He sleeps at night.

Q. If you throw a red stone into the blue sea what it will become?
A. It will Wet or Sink as simple as that.

Q. What looks like half apple ?
A : The other half.

Q. What can you never eat for breakfast ?
A : Dinner.

Q. What happened when wheel was invented ?
A : It caused a revolution.

Q. Bay of Bengal is in which state?
A : Liquid.


Q. How many buckets of water does Pacific Ocean contains?
A : It depends on the size of the bucket.

Richard Branson on the Power of Your People

The celebrated entrepreneur shares his five best tips for business success. 
By Richard Branson   |   January 4, 2011




The people factor appears over and over on my list of top five tips. It is the basis of many entrepreneurial successes and, because many business leaders discount it, innumerable failures. While the current thinking in business schools holds that all someone with an idea needs to succeed are focus, clarity and a good business plan, I have found that bringing together a great team that's united by strong motivation, determination and bravery is much more important. Here's how to get started.
No. 1: Find good people.
The successes of Virgin businesses such as Active, Atlantic, Money and Mobile were all based on our assembling a great management team that had a vision, passion and a real sense of ownership. We look for leaders with the ability to listen to feedback from employees and customers -- this is crucial to keeping a service or product fresh and innovative. Often, when things start going wrong, you'll notice the staff members feel ignored and good ideas are not bubbling to the top. Leaders should have the character to make tough decisions and the passion and ability to inspire their staff and carry them through difficult times. Our best CEOs tend to be unconcerned about the size of their office or the thickness of the carpet.
No. 2: Realize that the employees are the business.
A successful business isn't the product or service it sells, its supply chain or its corporate culture: It is a group of people bound together by a common purpose and vision. In Virgin's case, we fly the same planes as our competitors and our gyms offer much of the same equipment as other gyms. What separates our businesses from the competition? Our employees. The best designed business plan will come to nothing if it is not carried out by an enthusiastic and passionate staff. This is especially true when things go slightly wrong; a friendly and proactive team can often win people round, averting a potential disaster or even turning it to your benefit.
No. 3: Always look for the best in your people. Lavish praise, never criticize.
Rather than focusing on mistakes, a leader needs to catch someone doing something right every day. If this culture of fostering employee development through praise and recognition starts at the top, it will go far toward stamping out the employee fear of failure that can stunt a business, particularly in its early days. When mistakes happen -- which is inevitable -- I always take the position that you have to learn from them, not dwell on what went wrong. It's almost always better not to go over the obvious with the people involved. They know exactly what happened.
No. 4: Don't take yourself too seriously.
We at Virgin pride ourselves on finding the fun in our businesses. We try to ensure our staff and customers feel a sense of warmth and affection. I have led from the front on this -- dressing up in costumes, trying all manner of stunts (not all going 100 percent right!), and generally showing that I do not take myself too seriously. My approach will not work for all businesses, but keeping a sense of perspective and not allowing management to be seen as aloof will help keep your staff onside. To foster a personal interest in clients' needs, it's crucial to ensure employees enjoy what they're doing. Everyone must be proud of the company. This is vital to building lasting success and ensuring an edge over the competition. To find employees who will take such an interest in our customers, we look for people who show genuine enthusiasm and character.
No. 5: Just do it.
Finally, you must have the bravery to give it a go. Starting a business is a big risk; an entrepreneur needs resolve and conviction to overcome the early hurdles. Most start-ups fail in the first few years, so a key ingredient of success is the ability to pick yourself up and try again.
If it starts to look like your business is not going to make it, some on your team might start to lose courage. At that crucial time, your knowledge of the people factor may make or break your company.

Empowering Employees

Richard Branson shares his best tips to keep your team inspired and effective. 

By Richard Branson   |   January 17, 2011 

 Q: As much as I think of you as a role model, I find some of your recommendations rather unrealistic, especially for businesses just starting up. For example, I would like to keep my employees happy and having fun, but find it a great challenge due to limited resources. I am not able to pay my employees well, nor provide a good working environment. My priority right now is to make more money and turn this business into a reality. On the other hand, my employees want good salaries and to work in a slick environment. We have conflicting priorities, therefore I am forced to micromanage my staff to get results. Please advise what I should do to make my employees happy. -- Emily Bosco, Kenya
A: This is a challenging dilemma for entrepreneurs: During a business's precarious launch stage, can one afford to be generous, foster a fun and caring atmosphere, and give employees freedom?
It is not only realistic, but vital to your business's long-term success.
During our early days at Student magazine, I did not have much money to pay my staff or improve our premises. We worked in a basement flat, with a few beanbag chairs, some desks and phones. But the thrill and promise of possible success united us and we all worked long hours in those cramped conditions. No one complained -- everyone was intent on making the magazine work.
The same was true of our first Virgin companies -- a mail-order business selling records, and later, a few record stores. Again, we tried to keep the vibe relaxed, maintaining small, friendly offices. This decision paid off, attracting great team members who were drawn by the flexible working conditions and lively industry.
We always strove to create an atmosphere of team spirit and mutual appreciation. At Student, we had a party or at least a few drinks whenever a staffer brought in an important advertising account, and we celebrated the publication of every edition. We tried to make sure everyone had a great time at work, which generated great loyalty.
My philosophy has not changed: Do something you enjoy and your enthusiasm will rub off on others, ensuring a committed and spirited team. For more than 40 years, I have felt that one of my most important jobs is to attract and motivate great people who genuinely feel their job is more important than just money.
Emily talks about having to micromanage her team. I find this counterproductive: Employees will not take responsibility for their actions if the boss is looking over their shoulders all the time. They will not take the initiative to work that extra hour, make that extra call or squeeze that little bit more out of a negotiation.
The credit for Virgin's enduring and varied success is often attributed to me, but it's actually due to the people who piloted those businesses. My decision to give them autonomy and encourage them to take risks has allowed us to grow while keeping costs down.
Giving my employees room to work has often meant my moving out of the business's headquarters. In the early days I used a houseboat as my office, and later my home in Holland Park, to give my managers the space and authority to make their own decisions.
When things do go wrong, you must teach yourself to listen to your employees and encourage them to find solutions. If you are worried by the business's finances, share this with your team and then listen to their suggestions. Your employees should never feel like hired hands, but your fellow entrepreneurs.
Finally, it sounds as though some employees are not working out at Emily's business. If you are in this situation, take a long, hard look at yourself and how you treat your employees. Then look at your senior team (rot starts at the top), and whether direction is being effectively delivered. Letting people go should be your very last lever.
Managers should never rule by fear. I find enthusiasm, genuine openness and camaraderie with your people are far better. Successful entrepreneurs usually have excellent people skills that exponentially increase their ability to make things happen. So remember: encourage, enthuse, and try to make work fun.

Richard Branson on Managing Change

Virgin Group's founder shares advice on leading a team through a restructuring or merger. By Richard Branson   |   January 24, 2011




Restructuring can be a difficult process. Even if you've done everything right, sometimes the company needs a new direction because circumstances and opportunities have changed. It is well known that over the years we have closed down or sold a number of the 400 or so Virgin companies we have created. Companies are tools designed to fulfill a particular purpose. If they are superseded or no longer needed, our group will sell or shut them down. We try our best not to lose people or know-how, but we do not allow ourselves to get nostalgic about the concepts of the companies. When Virgin renews itself, the critics who tut-tut about all the leaves falling to the ground have failed to spot the tree.
To lead your company through a restructuring, you need to take a cold, hard look at the business. Will you be able to empower your staff to do what needs to be done? It can be superhumanly difficult to change a company's existing culture. This is also something you should consider if you're leading a team that's contemplating a business acquisition -- so many of which end up being disasters because the executives fail to understand the real challenges of getting different types of employees to work together and share the same goals.
We found ourselves grappling with a challenging situation in February 2007, when we relaunched the combined company of NTL, Telewest and Virgin Mobile as Virgin Media, creating the largest Virgin company in the world, with 10 million customers and 13,000 employees across the U.K. Until then I'd always followed a "small is beautiful" business plan. In Virgin's early days, whenever one of our companies topped 100 employees, I would ask to see the deputy managing director, the deputy sales manager and the deputy marketing director. I would say to them: "You are now the managing director, the sales manager and the marketing director of a new company." Then we would split the company in two.
But Virgin Media was neither small nor beautiful. The NTL part of our business, in particular, was in a sorry state. We needed drastic changes in customer service. For one thing, the people dealing with complaints didn't seem interested in helping customers. It turned out they were reading from scripts all day.
This brings me to my next bit of advice: executives and managers overseeing any restructuring or merger should find ways to inspire all employees to think like entrepreneurs. A person's own conscience is the hardest taskmaster of all, so the more responsibility you give people, the better they will perform.
In Virgin Media's case, the scripts went straight into the garbage. We told our call-center employees to solve problems within one call if possible, and we reallocated resources to the front line. There was skepticism at first among former NTL staff. What would happen if one of our customer-service people overstepped the mark and offered customers too many perks? My response: "Live and learn." I didn't think anyone should be criticized for being overly generous when handling a disgruntled customer. If one or two of our people got themselves into a tangle, they'd do better next time.
The lesson I have learned from difficult restructurings is: avoid taking on someone else's legacy. If the people you're responsible for no longer have the enthusiasm and determination needed to relaunch the company, you're better off finding a new team to launch your business.
What if that's not an option? There is an alternative, one of the hardest tricks in the book: restructure your company so that it's very small, very specialized and very expensive. This is an innovation of the highest caliber. Take a large operation and find ways to scale it down, retarget it and remarket it, all the while adding value that justifies the hike in price. If you're able to pull off the small-and-specialized restructuring, your staff may be in charge of a smaller company, but each contributor will have more clout. They will be able to take pride in their successes, and learn quickly and well from their failures.
What's more, you'll be gathering people together so they will bounce ideas off each other, befriend and take care of each other, and eventually start coming to you with solutions and great ideas again. Wouldn't it be wonderful if the new company you create is full of motivated, caring, creative people? Think of what you could achieve.

                                                                                                                                                                    
Questions from readers will be answered in future columns. Please send them to BransonQuestions@Entrepreneur.com. Please include your name and country in your question.

REPORTER_Pakistan_A country with gold mines_PT01

Some Useful Codes for Nokia Cellphones

• *3370# This Nokia code activates Enhanced Full Rate Codec (EFR) - Your Nokia cell phone uses the best sound quality but talk time is reduced my approx. 5%
• #3370# Deactivate Enhanced Full Rate Codec (EFR) .
• *#4720# Activate Half Rate Codec - Your phone uses a lower quality sound but you should gain approx 30% more Talk Time.
• *#4720# With this Nokia code you can deactivate the Half Rate Codec.
• *#0000# Displays your phones software version, 1st Line : Software Version, 2nd Line : Software Release Date, 3rd Line : Compression Type .
• *#9999# Phones software version if *#0000# does not work.
• *#06# For checking the International Mobile Equipment Identity (IMEI Number) .
• #pw+1234567890+1# Provider Lock Status. (use the "*" button to obtain the "p,w" and "+" symbols).
• #pw+1234567890+2# Network Lock Status. (use the "*" button to obtain the "p,w" and "+" symbols) .
• #pw+1234567890+3# Country Lock Status. (use the "*" button to obtain the "p,w" and "+" symbols).
• #pw+1234567890+4# SIM Card Lock Status. (use the "*" button to obtain the "p,w" and "+" symbols) .
• *#147# This lets you know who called you last (Only vodofone).
• *#1471# Last call (Only vodofone) .
• *#21# This phone code allows you to check the number that "All Calls" are diverted to.
• *#2640# Displays phone security code in use .
• *#30# Lets you see the private number.
• *#43# Allows you to check the "Call Waiting" status of your cell phone.
• *#61# Allows you to check the number that "On No Reply" calls are diverted to .
• *#62# Allows you to check the number that "Divert If Unreachable (no service)" calls are diverted to .
• *#67# Allows you to check the number that "On Busy Calls" are diverted to
• *#67705646# Phone code that removes operator logo on 3310 & 3330
• *#73# Reset phone timers and game scores.
• *#746025625# Displays the SIM Clock status, if your phone supports this power saving feature "SIM Clock Stop Allowed", it means you will get the best standby time possible .
• *#7760# Manufactures code.
• *#7780# Restore factory settings.
• *#8110# Software version for the nokia 8110.
• *#92702689# Displays - 1.Serial Number, 2.Date Made, 3.Purchase Date, 4.Date of last repair (0000 for no repairs), 5.Transfer User Data. To exit this mode you need to switch your phone off then on again.
• *#94870345123456789# Deactivate the PWM-Mem.
• **21*number# Turn on "All Calls" diverting to the phone number entered.
• **61*number# Turn on "No Reply" diverting to the phone number entered .
• **67*number# Turn on "On Busy" diverting to the phone number entered .
• 12345 This is the default security code .
• press and hold # Lets you switch between lines.

Richard Branson on Customer Service - Entrepreneur.com

Richard Branson on Customer Service

The Virgin Group founder explains why your team is only as strong as its weakest link.

 

The Virgin Group founder explains why your team is only as strong as its weakest link.

By Richard Branson   |   January 10, 2011

I have always liked Sam Cooke’s old hit song, "Chain Gang." It comes in handy when I’m talking about customer service. That’s because delivering good customer service requires frontline workers to receive support from co-workers – in effect, a chain reaction of teamwork that is consistent from beginning to end. And the chain of assistance is only as strong as its weakest link.
I love hearing reports of good care, especially when they’re shared by a Virgin customer. But no matter what the source, there’s usually a lesson to be learned. To prove I’m not always bashing our competitor, British Airways, I’ll tell a consummate customer story that involves that other British airline:
An Executive Club passenger left his leather coat in the airport lounge. He rushed to the front of the plane and asked if he could get it. "Sorry, sir, too late," replied a member of the cabin crew. "But don’t worry. I’ll tell the ground crew and they’ll have it sent to you." He was convinced he’d never see his favorite coat again. Seven and a half hours later, when the flight arrived in New York, an agent met him at the door of the aircraft with his coat. They’d put it on a Concorde flight that beat his slower 747 across the Atlantic! (Of course, British Airways can no longer pull off that trick, since the Concorde is no longer in service.) The airline could have put the coat on a later flight and the customer would have been just as grateful. But going the extra mile builds massive customer loyalty and brand-enhancing benefits. You can be sure that passenger talked up the airline for years, and now even the founder of a rival company is telling the tale. How great is that?

Another story that demonstrates the importance of the service chain involves Virgin Atlantic. An Upper Class customer’s free limo failed to connect with him at his New York City hotel. (It turned out the customer had been waiting at the wrong door.) He jumped in a cab to Newark Liberty International Airport, a fair distance from the city. Traffic was bad. By the time he got to the airport he was angry, late, and panicking. But the Virgin agent calmed the fuming customer, apologizing profusely and assuring him that he would not miss his flight. From her own pocket, she refunded his taxi fare and rushed him through to the gate with 10 minutes to spare. Like the leather jacket incident, it demonstrates how great customer service can convert a negative into a positive.
But here the chain breaks. The agent told her supervisor what happened and asked to be repaid the $70 cab fare. Rather than congratulating the agent on saving the day, the supervisor asked for a receipt. When her answer was, "There was no time for that," he chastised her. He said, "No receipt, no reimbursement. You’d better take more care next time."
One thing was certain: Any Virgin employees witnessing their supervisor’s scornful reaction to a colleague’s exemplary deed would be unlikely to display the same resourcefulness. Which means that the customer loses – and so does the entire company.
Happily, the story came to the airport manager’s attention and he quickly took steps to redress the imbalance between company procedures and customer service. He advised the finance team that he’d approved the cash shortfall, while the supervisor got a quick refresher on how important we at Virgin think it is to "catch people doing something right."
Eventually I heard this story, and it truly impressed me. The next time I flew through Newark, I made a point of seeking out the agent who had made us proud. I remarked, "I don’t have a taxi receipt, so you probably can’t help me." Her astonished smile said it all.
No company can train its front-end people to handle every situation, but you can strive to create an environment in which they feel at ease "doing as they would be done by."
Good customer service begins at the top. If your senior people don’t get it, even the strongest links further down the line can become compromised, as the story shows. Finally, poor customer service can also be relished … if you experience it at the hands of a competitor! At such moments you might catch me humming another old favorite, Aretha Franklin’s "Chain of Fools."

Questions from readers will be answered in future columns. Please send them to BransonQuestions@Entrepreneur.com. Please include your name and country in your question.

Recent Articles from Richard Branson

• Richard Branson on the Power of Your People
• Richard Branson on Taking Chances
• Richard Branson on Passing the Bad-News Buck

Job Fair at Superior on Jan12

Dear viewers Superior University is organizing a job fair at Superior University Raiwand Road Campus on Jan12,2011. More then 100 national and multinational companies are coming. Its a great oppertunity for those who are seeking for job and for those who are doing jobs to communicate with the 100 companies representatives. It not only help in communicating with these representatives but also can drop there CV's there which is so much helpful as visiting 100 comapnies and dropping CV's there takes lots of time and effort but here there is an oppertunity to catch these 100 companies at one platform that is Superior University.

It was a good event.In Last Job Fair 70 Organizations participated and more than 20,000 students & professionals attended the event from all the universities of the country.

Enry : Free
Time : 9a.m-5p.m
Venue : Superior University Raiwand Road Campus,Lahore
Facebook Link : http://www.facebook.com/pages/Superior-University/84491738929

Good News (for Pakistan) from New Zealand

Good News (for Pakistan) from New Zealand

Daily Express News Story

Daily Express News Story

World Cup 2011 schedule

Date Local GMT PST Match Details Venue

Feb 12, 2011 09:30 04:00 09:00 Kenya vs West Indies, 1st Warm up ODI Colombo

Feb 12, 2011 09:30 04:00 09:00 Sri Lanka vs Netherlands, 2nd Warm up ODI Kandy

Feb 12, 2011 14:30 08:30 13:30 Bangladesh vs Canada, 3rd Warm up ODI Day Night Match Chittagong

Feb 12, 2011 14:30 09:00 14:00 Ireland vs New Zealand, 4th Warm up ODI Day Night Match Nagpur

Feb 12, 2011 14:30 09:00 14:00 South Africa vs Zimbabwe, 5th Warm up ODI Day Night Match Chennai

Feb 13, 2011 14:30 09:00 14:00 India vs Australia, 6th Warm up ODI Day Night Match Bangalore

Feb 15, 2011 09:30 04:00 09:00 Ireland vs Zimbabwe, 7th Warm up ODI Nagpur

Feb 15, 2011 09:30 04:00 09:00 Kenya vs Netherlands, 8th Warm up ODI Kandy

Feb 15, 2011 14:30 08:30 13:30 Bangladesh vs Pakistan, 9th Warm up ODI Day Night Match Mirpur

Feb 15, 2011 14:30 09:00 14:00 Australia vs South Africa, 10th Warm up ODI Day Night Match Bangalore

Feb 16, 2011 09:30 03:30 08:30 Canada vs England, 11th Warm up ODI Mirpur

Feb 16, 2011 09:30 04:00 09:00 Sri Lanka vs West Indies, 12th Warm up ODI Colombo

Feb 16, 2011 14:30 09:00 14:00 India vs New Zealand, 13th Warm up ODI Day Night Match Chennai

Feb 18, 2011 14:30 08:30 13:30 England vs Pakistan, 14th Warm up ODI Day Night Match Mirpur

Feb 19, 2011 14:30 08:30 13:30 Group B : Bangladesh vs India, 1st ODI Day Night Match Mirpur

Feb 20, 2011 09:30 04:00 09:00 Group A : New Zealand vs Kenya, 2nd ODI Chennai

Feb 20, 2011 14:30 09:00 14:00 Group A : Sri Lanka vs Canada, 3rd ODI Day Night Match Hambantota

Feb 21, 2011 14:30 09:00 14:00 Group A : Australia vs Zimbabwe, 4th ODI Day Night Match Ahmedabad

Feb 22, 2011 14:30 09:00 14:00 Group B : England vs Netherlands, 5th ODI Day Night Match Nagpur

Feb 23, 2011 14:30 09:00 14:00 Group A : Pakistan vs Kenya, 6th ODI Day Night Match Hambantota

Feb 24, 2011 14:30 09:00 14:00 Group B : South Africa vs West Indies, 7th ODI Day Night Match Delhi

Feb 25, 2011 09:30 03:30 08:30 Group B : Bangladesh vs Ireland, 8th ODI Mirpur

Feb 25, 2011 14:30 09:00 14:00 Group A : Australia vs New Zealand, 9th ODI Day Night Match Nagpur

Feb 26, 2011 14:30 09:00 14:00 Group A : Pakistan vs Sri Lanka, 10th ODI Day Night Match Colombo

Feb 27, 2011 14:30 09:00 14:00 Group B : India vs England, 11th ODI Day Night Match Kolkata

Feb 28, 2011 09:30 04:00 09:00 Group A : Canada vs Zimbabwe, 12th ODI Nagpur

Feb 28, 2011 14:30 09:00 14:00 Group B : West Indies vs Netherlands, 13th ODI Day Night Match Delhi

Mar 1, 2011 14:30 09:00 14:00 Group A : Sri Lanka vs Kenya, 14th ODI Day Night Match Colombo

Mar 2, 2011 14:30 09:00 14:00 Group B : England vs Ireland, 15th ODI Day Night Match Bangalore

Mar 3, 2011 09:30 04:00 09:00 Group B : South Africa vs Netherlands, 16th ODI Mohali

Mar 3, 2011 14:30 09:00 14:00 Group A : Pakistan vs Canada, 17th ODI Day Night Match Colombo

Mar 4, 2011 09:30 04:00 09:00 Group A : New Zealand vs Zimbabwe, 18th ODI Ahmedabad

Mar 4, 2011 14:30 08:30 13:30 Group B : Bangladesh vs West Indies, 19th ODI Day Night Match Mirpur

Mar 5, 2011 14:30 09:00 14:00 Group A : Australia vs Sri Lanka, 20th ODI Day Night Match Colombo

Mar 6, 2011 09:30 04:00 09:00 Group B : South Africa vs England, 21st ODI Chennai

Mar 6, 2011 14:30 09:00 14:00 Group B : India vs Ireland, 22nd ODI Day Night Match Bangalore

Mar 7, 2011 14:30 09:00 14:00 Group A : Canada vs Kenya, 23rd ODI Day Night Match Delhi

Mar 8, 2011 14:30 09:00 14:00 Group A : Pakistan vs New Zealand, 24th ODI Day Night Match Kandy

Mar 9, 2011 14:30 09:00 14:00 Group B : India vs Netherlands, 25th ODI Day Night Match Delhi

Mar 10, 2011 14:30 09:00 14:00 Group A : Sri Lanka vs Zimbabwe, 26th ODI Day Night Match Kandy

Mar 11, 2011 09:30 04:00 09:00 Group B : West Indies vs Ireland, 27th ODI Mohali

Mar 11, 2011 14:30 08:30 13:30 Group B : Bangladesh vs England, 28th ODI Day Night Match Chittagong

Mar 12, 2011 14:30 09:00 14:00 Group B : India vs South Africa, 29th ODI Day Night Match Nagpur

Mar 13, 2011 09:30 04:00 09:00 Group A : New Zealand vs Canada, 30th ODI Mumbai

Mar 13, 2011 14:30 09:00 14:00 Group A : Australia vs Kenya, 31st ODI Day Night Match Bangalore

Mar 14, 2011 09:30 03:30 08:30 Group B : Bangladesh vs Netherlands, 32nd ODI Chittagong

Mar 14, 2011 14:30 09:00 14:00 Group A : Pakistan vs Zimbabwe, 33rd ODI Day Night Match Kandy

Mar 15, 2011 14:30 09:00 14:00 Group B : South Africa vs Ireland, 34th ODI Day Night Match Kolkata

Mar 16, 2011 14:30 09:00 14:00 Group A : Australia vs Canada, 35th ODI Day Night Match Bangalore

Mar 17, 2011 14:30 09:00 14:00 Group B : England vs West Indies, 36th ODI Day Night Match Chennai

Mar 18, 2011 09:30 04:00 09:00 Group A : Ireland vs Netherlands, 37th ODI Kolkata

Mar 18, 2011 14:30 09:00 14:00 Group A : Sri Lanka vs New Zealand, 38th ODI Day Night Match Mumbai

Mar 19, 2011 09:30 03:30 08:30 Group B : Bangladesh vs South Africa, 39th ODI Mirpur

Mar 19, 2011 14:30 09:00 14:00 Group A : Pakistan vs Australia, 40th ODI Day Night Match Colombo

Mar 20, 2011 09:30 04:00 09:00 Group A : Zimbabwe vs Kenya, 41st ODI Kolkata

Mar 20, 2011 14:30 09:00 14:00 Group B : India vs West Indies, 42nd ODI Day Night Match Chennai

Mar 23, 2011 14:30 09:30 14:30 TBC vs TBC, 1st Quarter Final ODI Day Night Match Mirpur

Mar 24, 2011 14:30 10:00 15:00 TBC vs TBC, 2nd Quarter Final ODI Day Night Match Colombo

Mar 25, 2011 14:30 09:30 14:30 TBC vs TBC, 3rd Quarter Final ODI Day Night Match Mirpur

Mar 26, 2011 14:30 10:00 15:00 TBC vs TBC, 4th Quarter Final ODI Day Night Match Ahmedabad

Mar 29, 2011 14:30 10:00 15:00 TBC vs TBC, 1st Semi Final ODI Day Night Match Colombo

Mar 30, 2011 14:30 10:00 15:00 TBC vs TBC, 2nd Semi Final ODI Day Night Match Mohali

Apr 2, 2011 14:30 10:00 15:00 TBC vs TBC, The Final ODI Day Night Match Mumbai