Google is knocking at every opportunity

Even though Google is knocking at every opportunity, most of its mash-ups have failed to either see the light of day or lost their sheen within a few months, just like web accelerator, Google Catalogue, Google video Player, Google answers, Orkut (it’s popular only in Brazil and Asia, and is a distant loser to facebook and MySpace in US). A fair criticism of Google as per Clayton Moran, Stanford Financial Group is that “It is only strong in one area – search advertising. In order to succeed in video and display, it has bought YouTube and DoubleClick. As such, Google has yet to successfully develop any other advertising service outside search. And, this creates some uncertainty around whether Google can build competitive businesses in mobile, radio, TV and print.”

A reason as to why Google failed in leaving a footprint in other areas could well be that it’s often difficult to be successful in areas that aren’t closely related to your core competency as Rob Sanderson, an expert at the American Technology Research asserts, “Price comparison services have generally been difficult to sustain and Google doesn’t appear to understand marketing either and that lack of competency is curious given how tied they are to advertising as a revenue source.”

Clearly, in the current times, Google has to work hard on making ‘clearly defined’ applications that users are ‘aware of’, and unless that happens, its misses might one day become the most analysed business case study!

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Why MP is considered the ‘next’ destination by entrepreneurs & tourists?

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It’s right at the madhya (centre), and it deserves attention. But there’re more reasons why MP is considered the ‘next’ destination by entrepreneurs & tourists alike – call it the result of ‘completely revamping and professionalising’ the overall state machinery (be it for birds or for the bucks!). sreoshi ghose presents an account...

Giving them company is the other Birla, the Birla Corporation Ltd (from the MP Birla group) that has invested an incredible $62 million in its cement plants at Satna. While on one hand, cement is a major thriving sector in MP, there are players from other sectors that are enjoying every moment of their MP ride like the auto, pharma, FMCG & beverage & IT sectors, as Ashwani Lohani, MD, Madhya Pradesh State Tourism Development Corporation (MPSTDC) asserts, “The private sector investment in various sectors in the state has witnessed a boom in the last three years due to the extremely proactive role being played by the government.”

The auto sector is mainly based in Pithampur, near Indore. From Bajaj Tempo to Eicher Motors Ltd. (who have worked their way up the ladder of economic prosperity over the past two decades) to Kinetic Motors (which has come a long way in the past half-a-decade), all have a plant there. Eicher’s manufacturing facility at Pithampur, has an annual production capacity of 20,000 units. Its experience in the state as a company official terms it, has been “excellent”. Even Nicholas Piramal has a pharma R&D & production plant in Pithampur. Then there are other districts which have attracted major investments from other sectoral giants like the Raisen district, where beverage major Coca-Cola India has a plant and Procter & Gamble has an advanced technology detergent manufacturing plant. In Chindwara district, there is an HUL unit and in Malanpur, there is a Cadbury India plant. Indore among many investors has Ruchi Soya Industries Ltd. (edible oil refinery) and IPCA Laboratories Ltd. (drug facility). IPCA also has a plant at Ratlam. Then there is a Ranbaxy Laboratories plant at Dewan district.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Minimum networth criteria

SEBI has decided to raise the minimum networth criteria for portfolio managers to Rs.2 crore from existing Rs.50 lakhs. Portfolio managers, whose networth is less than Rs.2 crore at present, will have to augment it to at least Rs.1 crore within the next six months and to Rs.2 crore in six months from the date of announcement of this regulation.

Currently, IPO allotment takes 21 days and the refund process takes a further two weeks. But, banks were not paying interest on the money, which means investors are losing interest for 36 days while banks are benefiting from the float. But with the new rule investors will now enjoy interest on the same. So far, after every oversubscribed IPO, there are grievances of non-receipt of refunds from the investors. However, with the electronic lien system in place investors can get back their money right after the allotment.

While many analysts feel that the new system will make the IPO process more efficient and hassle-free. A few like Ashvin Parekh, National Industry Leader, Global Finance Services, Ernst & Young feel, “From the policy point of view, it’s a very significant move but from the process point of view it is equally critical. It calls for substantial amount of process challenge.” One thing is certain though, when it’s about getting their money back, investors now can breath ‘very’ easy.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Reliance communication's plan to enter the GSM space

No doubt, in every business, the fight has always been to secure the top slot. This has not only forced players to act proactively but also to enter into agreements of co-opetition with each other. For instance, the aggressive streak in Reliance Communication’s (RCOM) plan to enter the GSM space by end-2008 not only forced other telecom service providers like Vodafone-Essar, Bharti Infratel and Idea Cellular to alter their course but also pushed them to merge their wireless-infrastructure businesses to help cut costs and improve efficiencies – all, to benefit all.

While undoubtedly, it’s a win-win situation for all the parties involved, what many have missed is that beneath their sleeves and behind this ‘win-win’ facade, each player has an Ace which will enable them to strike that blow needed to give them the coveted sceptre, something they would have failed to achieve on their own!

That was as far as the companies were concerned. But wouldn’t this hamper industrial growth? “Although the coming together of telcos will prove advantageous at the back-end, in terms of providing economies of scale and cutting down on operational costs, but they would never divide their customers,” reasons Ravi Shekhar, Manager, Springboard Research. This means, no matter whatever they do, competition remains alive, in a healthy form.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
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CAS is implemented

Besides, if and when the 2nd phase of CAS is implemented, Tata Sky and Dish will not be the only players vying for consumer attention. Sun TV’s DTH arm, Sun Direct, has already spread its wings in the north Indian market, the stranglehold for these two biggies. Says Tony D’Silva, COO, Sun Direct, “We still have issues in getting appropriate content to appease the North Indian market, but there are far greater South Indians in North India than North Indians in South India, which is a huge market that we are looking at.” Besides, players like Reliance and Airtel (with their respective DTH services) are keenly waiting in the wings for this second round of CAS. Given enhanced competition, the fight for subscriber attention will be supreme and players would have to shell out big money on promotions, further underlining the red on their balance sheets.

Be that as it may, the fact remains that the DTH market in India is hopelessly under-potential as of now, with merely 5-6 million subscribers (including viewers of Direct TV, offered by DD), in a country of over 71 million cable and satellite homes. Says Prakash Bajpai, President and CEO, Home and Enterprise Business, Reliance Communications, “There’s space for all. Competition has always been good for the industry. See what it has done for the telecom sector,” adding that the more the number of players, the more faster the entire segment will grow.

Agreed competition has played a vital role in making India the second largest telecom market till date, but the government has played an active role to make telephony popular and affordable. If DTH too wants to trot on the same path, political will and support would be a major prerequisite. In fact, the DTH Operators Association of India – DOAI (a la COAI) – has been designed to be that combined voice of the industry, which will enable them to lobby to improve their lot.

The Telecom Regulatory Authority of India (TRAI) has also come to the aid of the sector, with a suggestion that broadcasters should offer a la carte system to DTH operators, allowing customers to subscribe to individual channels (as opposed to bouquets), making it more cost effective. TRAI also suggests that broadcasters charge 50% less from DTH operators in comparison to cable in non-CAS areas. If implemented, DTH players are likely to become more cost competitive vis-à-vis analog viewing. Until then, the colour will remain red, and not out of choice.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
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Burn expansion

What media analysts are waiting with bated breath is the manner in which the latest war pans out. For that will not only deliver a verdict on the strategy of the Jain brothers to go for slash and burn expansion, but also decide the fate of Hindu as the most formidable print media house in the South along with Malaylam Manorama. In a first of its kind in the world, TOI has launched an ambitious plan to break the mould of a newspaper being city specific. It has had mixed results in markets like Kolkata, Hyderabad and Bangalore. Chennai is clearly the last frontier.


This war is further complicated by the fact that The Deccan Chronicle is already a brutally aggressive player in the Chennai market. The paper claims a circulation of 3 lakh in Chennai though analysts reckon that it commands 30% of the market while Hindu still controls more than 50%. “Deccan Chronicle is going to launch its Bangalore edition very soon, probably in 2 months. Apart from this we are planning our Coimbatore and Trichy edition which might be a reality in a year from now,” avers Bhagwan Singh, Chief of Bureau of Deccan Chronicle’s Chennai Edition. It has also launched a pink paper called Financial Chronicle and has tied with NDTV to provide content for a local metro channel.

In many ways, this media war is reminiscent of Mumbai in 2005 when both Hindustan Times and DNA invaded the hitherto impregnable market of TOI. Both have decisively broken the TOI monopoly in Mumbai, though there is still no final verdict on who is winning the war.

N. Murali is not about to give up. “We are more interested in protecting the already existing market which was around 50% earlier,” he says One thing is for sure. Murali and Ram will have to do more than, much more than merely protect their turf. The Jain brothers are ruthless predators who leave no stone unturned when it comes to invading and capturing a market. They have already landed on Marina Beach. Mount Saint Thomas is not too far away. The last frontier is now tantalisingly close.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus