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India Govt. gives green signal to biggest-ever defence deal with US

2011-06-13T15:40:00.003+05:30

India has formally cleared the biggest-ever Indo-US Defence deal , the $4.1 billion contract for 10 C-17 Globemaster-III giant strategic airlift aircraft. All decks for the almost Rs 19,000-crore deal, which will support over 22,000 jobs in the US as Barack Obama himself put it, were cleared last month, as was first reported by TOI. On Monday, the Cabinet Committee on Security chaired by PM Manmohan Singh gave the final go-ahead for the contract, under which the 10 Globemasters are to be delivered to IAF between 2013 and 2015.

Capable of carrying a maximum payload of 77.5 tonnes, which can include combat vehicles, artillery guns and battle-ready troops, the Boeing-manufactured Globemasters will seriously boost India's swift power projection capabilities in its "primary area of geo-strategic interest'' stretching from Persian Gulf to Malacca Strait.

The Globemaster from "Block 19'', which India will get, after all has a maximum range of 9,200 km. "They can carry twice the load of our present IL-76 `Gajraj' aircraft (IAF has around a dozen of these Russian-origin aircraft). Importantly, they can also operate from short airstrips,'' said ACM Naik. The Globemaster deal, which some have termed "exorbitant'', will assuage the US, which is still to reconcile with its F/A-18 `Super Hornet' and F-16 `Falcon' fighters losing out to European fighters in the India's $10.4 billion project to acquire 126 jets.

Arms deals in the bag

* 2002: $190 million for 12 AN/TPQ-37 firefinder weapon-locating radars

* 2005: Rs 937 crore for three VVIP Boeing Business Jets

* 2006: $92.5 million for amphibious vessel USS Trenton, with 6 UH-3H helicopters

* 2007: $1.2 billion for 6 C-130J `Super Hercules' aircraft

* 2009: $2.1 billion for 8 P-8I Poseidon maritime patrol aircraft

* 2010: $170 million for 24 Harpoon Block-II missiles to arm Jaguar fighters

* 2010: $822 million for 99 GE F-414 engines for Tejas Light Combat aircraft

* 2010: $257 million for 512 CBU-105 sensor-fuzed weapons

* 2011: $4.1 billion for 10 C-17 Globemaster-III strategic airlift aircraft
In pipeline

* Four more P-8Is for almost $1 billion

* Six more C-130Js for over $1 billion

* 145 M-777 ultra-light howitzers for $647 million

* Multi-million dollar deal for Javelin anti-tank guided missiles

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

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Coca Cola acquired local brand Thums Up hoping to kill competition.

2010-07-23T14:21:00.001+05:30

The move backfired and Thums Up is still India’s largest selling cola drink. Despite MNCs and big national brands, the staying power of local flavours continues, says Savreen Gadhoke

Bombay, March 15, 1959: Seven semi-illiterate women with a borrowed capital of Rs.80 assemble at a vacant terrace to start their entrepreneurial journey in an endeavour to support their livelihoods. The sales of their product touched Rs.6,196 in the first year itself and in no time the number of workers (only women, fondly called ‘sisters’) catapulted into hundreds and thousands of sisters coming together and joining hands. In 1968, the company opened its first branch outside Mumbai in Gujarat and also added new products to its portfolio. Today, the same company has its annual sales exceeding Rs.3.5 billion with over 80 branches all over India and 45,000 women employees. The product is Lijjat Papad (yes! the same one with a toothy rabbit as its ambassador) started by Shri Mahila Griha Udyog. Lijjat Papad is perhaps the best instance of a regional brand successfully going national. In its 50-year long journey, Lijjat Papad has set precedence for countless regional brands to fulfill their dreams of going pan-India (and even overseas). But what does it take for a regional brand to spread its wings and fly in national – or even global skies?

“Basically,” says Neeta Wali, Director, Brand Talk, “it is the theory of 4Ps only that has to be extended wisely and smartly when a regional brand plans to roll out its offering nationally.” Here, the most important is, of course, the product itself. What products are on offer and are they enough to satisfy or meet the demands of a national audience? Although Lijjat Papad started its business with a single product offering (papad), it subsequently added new stuff to its portfolio like masalas, flour and bakery products. As net income grew, the sisters diversified into other areas like matches, agarbattis and leather products as well. Besides, Shri Mahila Griha Udyog also started producing a detergent powder by the name of Sasa, which became an instant hit. Although papad by itself did appeal to a national audience; but it was also the diversification and addition of new product offerings that added economies of scale to the business, which eventually allowed it to catapult into a strong national brand to reckon with.

Pricing too has played an important role in the journey of regional brands charting a national roadmap. A classic example of a price-warrior has been Nirma, launched by a small time chemist at the Gujarat Government’s Department of Mining and Geology, Karsanbhai Patel in 1969. Priced at a lowly Rs.3 per kg, Nirma gave HLL (now HUL) many sleepless nights, giving tough competition to Surf priced at Rs.15 per kg. Nirma was established as a home-grown regional player with a unique consumer proposition and a special focus on rural as well as low-income groups. “Knowing your target audience is very essential. Even when you roll out nationally, your customer does not change. So, your pricing should be such that it appeals to a pan-India audience,” says Anand Ramanathan, Advisory Service Manager, KPMG. Even when Nirma spread its wings across the country, it maintained its consumer proposition and continued to focus on its target audience only.

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Source : IIPM Editorial, 2010.

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

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I don’t have a philosophical disagreement with global collaboration

2010-04-03T11:30:00.003+05:30

Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

He’s living in the same house for the last 40 years; and claims that even his food habits, friends and hours of work have remained mostly unchanged. The only changes that excite Sam are the ones he’s implementing at Madison. Excerpts from our interview:

4Ps: You once believed that a good agency is one that is small with a select clientele. Looking at Madison’s billings today, we assume that you’ve changed your mind about that?
SB: (shrugs) I always wanted to be a craftsman, not a manager. Today, I have inadvertently become a manager. I left Mudra because Mudra wanted to become the largest and the best agency and I did not relate to the agency’s objective. I believed that a good agency should be small with a few large clients.

4Ps: Today, however, is different?
SB: (laughs) Consistency is the virtue of fools! I started Madison with just two clients – Godrej and Nelco. For the first 5 years, I did not even look at any other client because I was so afraid of letting down existing clients. Today, I view things differently as I am certainly better resourced than in 1988.

4Ps: The Ambani flavour had spread in Mudra during your stint there? Your key takeaway from there?
SB: I learnt a lot from the Ambani’s – especially that every job must be done and done on time. I’ll narrate one incident of more than 26 years ago when remote phones had just about started appearing. One weekend I was away on vacation. I was in a swimming pool in this resort and Anil Ambani managed to reach me even there over some urgent matter that he wanted to discuss. This really told me that the word impossible did not exist in the Ambani dictionary.

4Ps: And TV as an advertising media became your passion during those years at Mudra.
SB: In the early days there was simply no television content available. So we not only had to think of advertising but also in terms of organising relevant programming. Remember, I’m talking about the time when only DD was there. So unlike today, when channels like Star and Zee look after their own viewership, back then we had to slog to create viewership.

4Ps: And you carried that learning to Madison...
SB: In Madison, I was involved in creating Shanti on DD during the afternoon slot. It was a risk. At a time when advertising was mostly restricted between 8:30-10:30pm, we had the nerve to ask DD to give us 325 afternoon slots between Monday and Friday. Nobody bothered to watch TV on weekdays and that too in the afternoon. We changed that with Shanti and brought in P&G and Godrej as advertisers. The clients were happy because we bought them air time at cost effective rates. Most people make the mistake of not fully understanding that clients/ advertisers actually hate advertising. It is only media owners and ad agencies who love advertising. Our search at Madison therefore has always been to find cost effective solutions for clients that help build brands.

4Ps: Are you saying that cost effective solutions are a prerequisite to brand building?
SB: Absolutely! Advertising per se has become so expensive that most brands have to do big time jugglery to have affordable and workable plans. But to get to that elusive El Dorado of a perfect fit one needs cost effective solutions. We are standing on shifting stands. We have to keep doing new and different things to catch attention and grab consumer’s mind.

4Ps: Is that why you are diversifying your offerings? Given the quicksand world of advertising, where you yourself have sometimes suffered big lows, what’s your risk assessment on this expansion?
SB: Madison’s lowest point till date was in 1998, when our partnership with DMB&B broke. They were a huge billion dollar enterprise and we were the size of a pin compared to them. They were asking for something that we did not agree with. So we parted ways with them and also some big accounts (like P&G and Phillips) in creatives. Almost 60-70% of our revenues vanished overnight. I was disheartened but even then I knew that I’ll never give up.

4Ps: Where does Lara fit into the picture? Are you grooming her to step into your shoes?
SB: Yes. I think that today the person who runs Madison World needs to have skill sets that go beyond advertising and its craft. You need specialist managerial skills and Lara fits in beautifully. She is not as dogmatic as I can be and so both of us are able to look at newer opportunities, identify gaps and fill them.

4Ps: But are you not expanding too fast? I mean, from 5-6 units in 2004, you’ve almost 20 units today.
SB: See, we are constantly making some successful and some not so successful attempts at predicting the future. Remember, advertisers do not come to us because they like advertising. They come because they want a solution to a marketing problem. Our specialist units in entertainment, outdoor, rural and mobile marketing will help us do just that. My dream is to be the agency of choice for every large client, not every client.

4Ps: But these other units are not really doing much to enhance the Madison bottomline yet?
SB: Madison World’s billings have today crossed Rs.2,000 crores and most of it is brought in by Media and MOMS (outdoor unit). My dream is that every unit should be as highly regarded as media is. In terms of billings – Media will obviously remain the highest because it’s a Rs.20,000 crore market. In comparison, the other units cater to still nascent markets. Outdoor and PR are doing rather well, but they can never match up to media billings.

4Ps: What about selling out to a global player. The industry is constantly speculating along that lines?
SB: I do not have any philosophical disagreement with global collaboration or partnership. But the partner must respect what we bring to the table. It must be a win-win partnership and serve the interests of our clients, employees and shareholders – in that order.

4Ps: For now, what do the challenges ahead look like?
SB: Decline in profits, not enough money and cash flow problems – but we can make that sacrifice to deliver to our clients. Following that model, if we have survived for 22 years, I know we have a viable business model. Besides, one of these days, I’ll prove the industry wrong about MC2’s ability to churn out great creatives.

4Ps: Madison World’s billings today stand at Rs.2,700 crore. How soon do you hope to reach Rs.5,000 crore?
SB: I don’t dream of becoming a Rs.5,000 crore company. That’s not a part of our DNA. But if tomorrow there is an opportunity, we will not let go. Our primary purpose is to improve our ability to provide cost effective solutions to advertisers. If we do that honestly, Madison World’s growth will be a by-product. If we focus only on Madison’s growth, we will lose the plot!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

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Is the glass half full or...

2009-09-11T14:47:00.001+05:30

IIPM fights meltdown, places 2300 students By Education Mail Bureau

Slowing economic activity in India has had a ripple effect on loan portfolios of banks, says a report by Credit Analysis and Research (CARE). The report states that the total number of Non-Performing Assets (NPAs) with banks in India will triple from 1% of total advances in FY08 to 2.7-3% by FY11. Retail loans are expected to be most affected due to the job losses and salary cuts that are defining the mood of India Inc. The total rise in credit card and personal loan NPAs will be the highest touching 10-12% according to the report. The report pegs the growth in banks’ advances to 15-17% in 2009-10, and 19-21% in 2010-11, with infrastructure sector driving growth.

But there is a twist in this tale given the recent bullishness in the economy, thanks to a stable government, the manna of 6.8% quarterly growth and rapid stock market recovery. According to V. Krishnan of Ambit Capital, “a three-fold increase in the gross NPAs (as indicated in the CARE report) seems a little far-fetched. There is far more bullishness in the economy today (in terms of business confidence) which conversely generates confidence in lending. Frankly, we do not foresee deterioration in asset quality to that extent.” Are the pessimists listening?

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Source : IIPM Editorial, 2009

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

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PRITI NAIR, MANAGING PARTNER, BBH INDIA

2009-08-24T12:55:00.001+05:30

IIPM Best B-school

1. Surf Excel’s ‘Dirt is good’
2. Hutch to Vodafone’s transformational campaign
3. Entire Ghajini campaign created by brand Aamir Khan
4. Bingo!’s ‘No confusion, great combination’ was awesome
5. Tata Sky Plus campaign featuring Aamir Khan and Gul Panag

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

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Not just about saving 2 buckets of water, or was it?

2009-08-06T13:03:00.000+05:30

Professor Arindam Chaudhuri’s Profile

Brand: Surf
Agency: Lowe
This one not only blew the brand’s trumpet loud n’ clear, but also sent out a social message with Member of Parliament Shabana Azmi endorsing it enthusiastically. HUL claimed a powder that reduced water consumed in the washing of clothes and sold it as a social campaign to save water. Sales of Surf zoomed 15% after the campaign. Interestingly, before Shabana, HUL had test-launched this campaign with south Indian star Revathy Menon. Now that’s called testing waters... oops, in this case, saving water!

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

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‘Effectively’ articulating home truths

2009-07-24T15:47:00.002+05:30

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Yes! It’s tough to say which ‘Big Idea’ will knock the brand into the consumer head. But Santosh Desai discusses a few key patterns that emerge from past successes

4PsB&M: What according to you is the key to making effective campaigns?
SD: Campaigns that make consumers experience some hitherto unsaid truth about them work. The Times of India’s integrated campaign – A day in the life of India – picked up everyday instances in the common man’s life and wove a brand promise around it. For example, when a welcoming parapet is built across the road overnight and disappears the moment the expected VIP conclave passes, the connect forms immediately when consumers say, “Yeah. That’s exactly what happens!” The receiver fuses with the message and takes the brand higher in consumer conscious. SBI Life’s ‘old couple’ commercial works with the same creative thought. The moment you see the campaign, there’s an immediate recognition of the protagonists. Virgin Mobile has managed to do just that with its Think Hatke campaign, capturing and articulating the mood of India’s increasingly irreverent youth.

4PsB&M: How important is the storyboard? Are ‘creative’ less effective?
SD: A campaign is effective when the brand is an integral part of that effectiveness. The storyboard is important. Via the script, a campaign should be able to occupy a previously vacant perch in the consumer lifestyle. For that, the marketing brains need to painstakingly endeavour to find an unexploited area in consumer life and creatively fill in the blank. Saffola did exactly that when it identified the growing importance of health among their target audience (urban consumer). The Saffola Gold Kal Se (I’ll start from tomorrow) campaign was built on the human behaviour to procrastinate on their health needs. “In the meantime, have Saffola,” the campaign reiterated. The brand found a perch in consumer lifestyle that was previously empty, and plonked itself there by creating a new space for itself.

4PsB&M: Is humour effective?
SD: Campaigns that speak a category truth in a compelling and visceral way are the ones that race ahead in the ‘effectiveness’ meter. And what can be more instinctive than humour? Population Services International used an absurd character called Balbir Pasha to bring the issue of HIV/ AIDS out of the closet. The campaign got eyeballs and ensured that the proportion of people who felt the risk of HIV increased substantially. Humour or absurdity removes a product/ service or an idea from the realm of reality and scales up the brand in consumer mind space.

4PsB&M: The 4Ps B&M listing of India’s 100 most effective campaigns over the last decade boasts of only a few celeb-driven ads. Comment?
SD: Well, it’s not that campaigns revolving around celebrities don’t work. They do, but only when celebrities are used as message amplifiers rather than attention magnets in their own right.

The Airtel Value Add services campaign used Vidya Balan and Madhavan to communicate the sort of quiet romance required by the storyboard, which a Saif and Kareena could perhaps never deliver. Trick is, if one conceptualises a campaign with an idea rather than a celebrity – it tends to do rather well. Lux has a story which is the celebrity itself as the primary promise, so the strategy of being the beauty soap of film stars works. But in most cases, making the celebrity your primary promise is not a good idea; instead use celebrities to multiply the primary promise!

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

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VIJAY MALLYA - BANGALORE ROYAL CHALLENGERS EST. LOSS: RS.64.8 CRORE

2009-06-24T14:02:00.001+05:30

2300 IIPM students get jobs

Bangalore Chinnaswamy Stadium clubhouse was looking ahead for another profitable season. But, today we can see all hapless faces in and around the stadium. “Last year we had more than Rs.20 lakh business from seven matches. We were hoping we can make it bigger this time,” says Ravikumar, Food and beverage head of the clubhouse. IPL means nearly seven matches a month and the stadium stands to lose Rs.400 crore this year.

Had there been no IPL this season, it would have been a situation of no loss no gain for the franchisees. But, IPL in South Africa will surely add more losses to their already red-smeared balance sheets. Rakesh Singh, Chief Marketing Officer, Chennai Super Kings says, “BCCI has assured us that they will take care of the escalated costs due to the venue shift.” Additionally, BCCI and Modi have also promised that they would compensate the franchisees for any loss in revenues (in the form of gate receipts, in-stadia revenues, et al). But still there is no clarity on whether BCCI will compensate the franchisees completely or partially for the losses incurred. Or could this just be a gimmick that Modi is playing (so that the franchisee owners support the event) expecting that if the season is a hit, none of the franchisee owners will ask for compensation. However, a BCCI insider revealed that the board plans to spend Rs.120-150 crore to compensate the franchisees. Even after that compensation the collective losses of the franchisee could well be over Rs.120 crore. So, both BCCI and the franchisees will eventually be losers!

And it is not just the franchisee owners and BCCI that would bear the brunt of this shift in venue, even peripheral businesses like hotel, airlines, travel companies, clubs, et al, would be hit hard. As per industry sources, last year, the hotel and travel industry got a boost of Rs.50-55 crore during IPL, which will be lost this year. Roughly 4,000 rooms per city (where the matches were held) were booked during last season. This year again the hospitality industry was looking forward to an upswing of 20-25% in their occupancies and put an end to a lull period imposed on them due to the recent terror attacks. “The IPL matches attract a lot of visitors and the teams too are accompanied by delegations and executives who require accommodation facilities. With the shift in IPL venue from India this year, this advantage will be a lost opportunity for the hospitality industry,” informs, Ajay K. Bakaya, Executive Director, Sarovar Hotels & Resorts. Even the local tourism industry, which hoped for a 15% boost in revenues due to IPL is crestfallen. Moreover, shifting IPL due to security reasons will negatively impact the country’s image as a tourism destination.

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Source : IIPM Editorial, 2009

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

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Of late, Bajaj Auto has seen some of its worst days ever! But will new launches alone prove the gracious saviour?

2009-05-06T17:21:00.001+05:30

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Bajaj has hit the jackpot in the Indian automotive market, during the past with its ultra-successful Pulsar. Also true is the fact that it has also been successful to a considerable extent in luring entry-level bikers, away from Hero Honda’s 100cc bikes towards its 125cc offers. But then good times didn’t last forever, and clearly the ‘change factor’ (away from the 100cc offers) didn’t do the desired wonders for Rajiv, and for which Bajaj paid the price. And the challenge still stands tall, as even of today, 65% of the two -wheeler market consist of the entry-level machines...

Clearly, the move away from the entry level bikes came too drastically, and too suddenly. Bajaj had to realise that the Indian two-wheeler market needs a gradual conditioning to graduate to the 125-135cc from the 100cc levels... Admitting the same, Rajiv Bajaj states, “The biggest mistake we made was the XCD125, which we created by looking at someone else (Hero Honda). We should’ve delivered what the consumer was looking for...” However, S. Sridhar, CEO – Two-wheelers, Bajaj Auto is still optimistic about his bet as he says, “The falling sales just don’t matter as we are the way we are. We just can’t stop innovating...” Well, innovation is good, but Sir, the Indian middle-class consumers will most definitely take some ‘more’ good time to accept disruptive innnovation!

So, how is it faced against numero uno Hero Honda? As per Murad Ali Baig, Auto Expert, “The only problem with Bajaj is strong competition against it! Hero Honda has a sense of continuity in their approach which makes them the market leader...” And this leader isn’t quiet either, as it plans to ride on seven new models in 2009. Indeed, ‘continuity’ is the word for success in a price-conscious & high-involvement market; to which however, Rajiv has his justifications as, “The Hero Honda consumers demand ‘continuity’ and Bajaj’s consumers demand ‘change’.”

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Source : IIPM Editorial, 2009

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

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Neither the terrorists nor the government cares

2009-03-18T16:16:00.001+05:30

"The Srilankan army continues to shell and bomb every place where people have sought asylum, especially those places which have been announced as ‘safe-zones’. Even as terrified Tamils flooded one such ‘safe-zone’, a barbaric incident took place. The army started heavy shelling. Three hundred people died on the spot, and many were injured. I saw it myself.” Thus said an E-mail from a Catholic priest to DBS Jeyaraj, senior political analyst of Sri Lanka. Jeyaraj didn’t disclose the identity of the priest for security reasons.

According to Human Rights Watch (HRW), an estimated 300 local staff members of the UN's humanitarian organisation are trapped in the Vanni area because LTTE refuses to let them go. Altogether, some 250,000 civilians are now trapped. "The government can't just blame everything on the LTTE and wash its hands off,” says Brad Adams, Asia Director of HRW. The latest artillery attack on the paediatric ward of Puthukkudiyiruppu hospital in Vanni, the last functioning health centre in the war zone, killed many, and most of them were children and women. Though it is not clear who fired on them, Dr Thurairajah Varatharajah, the top government health official in the area, said the shells appear to have been fired by the Srilankan army itself.

Amazingly, Srilanka's defence minister Gotabaya Rajapaksa told Sky TV's Alex Crawford that the attack was justified because hospitals are not allowed to be there inside war zones and that is what the area was when the shelling was done. Tragically, most people were unaware of the 48-hour time for safe passage offered by the government, Dr Satyamoothy, Government Medical Officer of Killinochchi, told BBC Tamil radio channel.....Continue

Time to Wake up!

2009-02-24T12:34:00.001+05:30

Coffee and tea can go for a toss as there are healthier ways of staying awake for students. Sleepy students can now try acupressure to help them stay awake in class. A tap on the top of the head or a massage on the back of the neck for several minutes releases a chemical called endorphin in the brain, say researchers, making the sleepy come ‘to life’! Researchers at University of Michigan taught the students to do acupuncture on themselves. ....Continue

To maintain world peace and harmony would be the biggest challenge for Obama

2009-02-17T14:58:00.003+05:30

This global malnutrition is not only due to logistic problem, though that’s what the media claims, but also because of variegated political relationships that’s there with the US and southeast Asian countries. You have to be protectionist, like USA is, and all Asian countries should also be protectionist.

Even Obama won’t compromise on USA’s security issues, but at the same time, I am sure he would be far better in considering issues like maintaining a peaceful relationship with southeast Asian countries, and for that matter, overall with Asia. I don’t know exactly what his intention is or what’s there in his mind on the issues, but the way he managed his election campaign gives me a feeling that he knows how to maintain peace and harmony. But still, the future is uncertain and in the US, a president is expected not to do anything at the cost of the emotions of Americans.

We all know about terrorism disturbing world peace, and this is one of the core reasons Obama will maintain a symbiotic relationship with India, China, Pakistan and so on. For his own country, he can’t allow any illegal organisation that’s mushrooming within Asia, but this is something which all American presidents have focused on, and the policies would not be different. So how is Obama different from the others? The answer is, he’s the first Afro-American president and he understands better the emotions and sentiments of the developing nations across Asia.....Continue

Kat's being possessive!

2009-02-11T12:33:00.001+05:30

Insecurity and stardom go hand-in-hand and Katrina Kaif is the latest one to be bitten by this bug. Apparently, Kat is insecure about Salman Khan for his intimacy with "London Dreams" co-star Asin, as he celebrated his birthday with her while Kat was away. Moreover, she's also struggling to get noticed by Akshay Kumar with whom she's given the maximum hits because now, the Khiladi Kumar is apparently recommending his CC2C co-star Deepika Padukone and not Katrina to producers. Possessiveness can't turn things positive Kat!....Continue

Passion in Krishi Bhavan

2009-01-30T11:33:00.002+05:30

Raghuvansh Prasad singh, RJD MP, Bihar

Many of his mannerisms are like those of Lalu Prasad. Invite him to any wedding in his constituency and he is there, not counting caste or class of the family. And if he is invited to more than one ceremony the same day, he will partake of food at one but get it packed from the rest of the homes, wishing to hurt none.

But the similarities end there. Indeed, Raghuvansh Prasad Singh is considered by many as a good old chap but ‘totally useless’… ask him for a favour and he will tell you details of the official procedure! Thirty years of politics has seen his career untainted, despite the fact that he presides over one of the most cash-rich ministries: rural development. If there is no specific work in Delhi on a weekend, you’ll find him taking the round of his constituency Vaishali. He is making a house in Patna, but with a bank loan of Rs 2.5 lakh… they say other ministers and chief ministers build palaces for themselves!

Yet, there are critics. Says muscleman-turned MLA Munna Shukla of Janata Dal (U), who gave him a tough run in the elections: “If he is so honest, why is he the general of the utterly corrupt Lalu Prasad army?” Nonetheless, if you find the lights on after 10 pm in the chamber of any minister whose office is in Krishi Bhavan, it is his. There indeed I get to meet him after 9 pm. “I do not attend birthday parties, social programmes or some stupid inauguration here and there, so might as well finish of some pending work,” he smiles. And this spells disaster for the staff members of mantriji.

"vested interests"

2009-01-14T13:02:00.001+05:30

How does one account for this paradox then? One is too old to work in the bureaucracy, but not too old to hold a major political portfolio! Neurologists say it is possible at age 75 to have an IQ of 100 and yet be able to give the correct answers of only half as many questions as at age 21.

Of course, retirement ages have been mandated for a purpose. A man of 60 may be in full control of his faculties, and yet lack the energy and zest for work of somebody half his age. You simply cannot get around these physiological facts. The reaction time slows down and various "vested interests" come into play. As one psychiatrist said of Shivraj Patil's repeated changing of suits after the Delhi blasts this year: "He is a narcissist obsessed with sartorial matters, unmindful of the country's safety!"

Officially, almost no young politician takes the retirement issue up for discussion. BJP spokesperson Rajiv Pratap Rudy, himself in his mid-40s, is one such. "Technically speaking there is no such provision in the Constitution. The age of an individual cannot define the limits of his contribution in politics. Each must decide for himself or herself how much work they have the energy to do," he says. D Raja, National Secretary of the Communist Party of India, agrees: "Politics is not like other professions. Politicians know when they should retire."

Says sociologist Vijay Lakshmi Nanda: "It is the job of the political parties to choose and raise the right kind of people. It is their job not to select and represent too old and inefficient representatives. If all the candidates are old, who are we going to vote for? The problem is the right kind of people are not reaching there." In most cultures, the young prefer to stay away from politics.....Continue

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The Sunday Indian

Madhya Pradesh Chief Minister Shivraj Singh Chauhan

2009-01-09T13:57:00.002+05:30

How many new faces are expected in the new ministry?
Let’s keep that issue on the shelf for a while, please!

What are the major challenges you face in your second term?
Challenges are a constant reality. The BJP government has completed some major developmental projects in the last term. Some new projects have been worked out as well.

We started those projects with due dialogue and consultation with the people for whom those specific projects were meant. To do that, we organised massive mahapanchayats (public hearings). However, all the projects have not been completed, so we have to ensure that they come through. Our biggest challenge is to make Madhya Pradesh a fully developed state in the next five years.

What will be the priority sectors for the new government?
There are some formalities to set up the new government. These may be over soon. But work has not stopped. We have started work already. At the very outset, we have held a meeting on potable water. It is our top priority to give drinking water to all the areas of the state.

Besides, we shall work ceaselessly for the uplift of women. We shall make the projects that are running more effective. We shall take up the issue of large investments in the state and augment industrial growth with an eye to generating employment. Power generation is a top priority.

Even as Congress conceded defeat, yet they have promised to extend positive cooperation. How do you see that?
The BJP does not have reservations on taking help from anyone so long as it benefits the people of the state. We feel people must rise above sectarian politics and together participate in the development of the state.

We sought the support and mandate of the people precisely for this purpose, and we got their blessings for our work. We have always welcomed positive cooperation for the development of the state, which is our highest goal......Continue

Carnatic's digital incarnation

2009-01-07T15:22:00.003+05:30

Lovers of Carnatic music rejoice! Besides the month-long classical music fair in the form of live concerts that will be held in the Tamil month of Margazhi (December 15 to January 15), you will now be able to enjoy such musical treats from the comfort of your neighbourhood multiplex. On December 18, "Margazhi Raagam", a 110-minute film of nine songs performed by popular Carnatic singers Bombay Jayasree and TM Krishna, will hit the big screens.

Bringing this whole new musical experience to you is Jayendra, director and well-known ad filmmaker. “Live concerts have their own charm, but they also come with their own disadvantages, like low audio quality and noise disturbances. Visually too the result is not so satisfying, keeping in mind the distance between the stage and the audience, and the unflattering lighting. Besides, the microphone positioned right in front of the singer makes it virtually impossible for the audience to see emotions on the singer’s face. There are a lot of factors like that. But in "Margazhi Raagam", such shortcomings have been erased,” Jayendra told TSI. ...Continue

India is still fumbling for a response to Pakistan in the aftermath of its worst ever terror strike, writes Ranjit Bhushan

2009-01-02T17:14:00.004+05:30

So what can India do more substantially? According to former foreign secretary Kanwal Sibal, India should immediately suspend the composite dialogue with Islamabad, along with a slew of other measures: suspend rail and road communications, suspend cross-border and LoC border trade and even reduce Pakistan High Commission's staff strength.

Islamabad has already refused firmly to hand over either Dawood or Azhar. Some experts say that while the LeT is being accused of being the mastermind, there is enough to suggest that the well-trained commando killers were from Pakistan Army, engineered to create opportunities for moving their beleaguered troops from the Afghanistan border to the Indian side, particularly because American drones have continued to hit Pakistani positions on the Pakistan-Afghanistan border.

The US, aware of the potentially volatile situation in south Asia, and certain knowledge that if India engages Pakistan on its eastern border then its war on terror in Afghanistan would be compromised, rushed in Condoleezza Rice to assuage India’s feelings. And she commended India's restraint so far. But Rice told the media on her arrival: "I have said that Pakistan needs to act with resolve and urgency, and cooperate fully and transparently, and that message has been delivered."

In 2002, after the attack on the Indian Parliament, the then NDA government had backed the demarche with heavy troops mobilisation and a threat to fight a "once and for all" battle with Pakistan. That never happened. This time, however, the world waits with trepidition as to what the next move is going to be....Continue

What does one have to be -- and do -- to become a shankaracharya?

2008-12-23T12:31:00.002+05:30

The authentic Hindu religious tradition prescribed a much more austere anointing procedure. The Sanskrit scripture Mathamnaya Upanishad clearly lays down the shankaracharyas’ selection process and in Mahanushashan Upanishad are listed the rules for eligibility. It is a foolproof process. The tradition is that shankaracharyas anoint their successors during their lifetime; following which the anointed person is granted recognition by the Kashi Vidvat Parishad. This is a 150-year-old organisation with 35 living members -- most of them eminent Sankrit scholars. So how come things have gone so horribly wrong? For, barring minor disputes over posts and perks, there seems nothing much wrong with the KVP’s activities. The rot that has set in is entirely due to various vested interests, which have raised at least three similar sounding committees like the Varanasi Vidvat Parisgad, the Varanaseya Vidvat Parishad and the Akhil Bhartiya Vidvat Parishad. And bodies like these have been covertly selling degrees and posts – with the result that dozens of self-styled shankaracharyas have sprung up in different parts of the country.

The life sketches of the likes of Sudhakar Dwivedi show how these nondescript people, who somehow found the money to buy their grandiloquent titles, came to sully and ultimately criminalise the faith. Dwivedi, the son of a police sub-inspector (who retired early this month) quit his job in 1993 to become Swami Amritanand. And then, along with his friend Rajesh Pachauri, he set up the Sharda Sarvagyapeeth in 1999. In 2003 he moved to Kashmir where he declared himself a shankaracharya.

The septuagenarian Shastri vividly remembers the 2003 developments. “KVP vice- president Ram Yatna Shukla and its spokesman Shivji Upadhyaya came to me with Pachauri to say they had convened a meeting of the KVP executive to anoint Amritanand as shankaracharya of Jammu. And they claimed to have the support of other KVP members like Adya Pradas Mishra, Rammurthy Chaturvedi, Rajeshwar Upadhyay, Vashishtha Tripathi and Paras Nath Tripathi. I objected on two counts. One, Jammu isn’t a peeth. The northern seat of Shankaracharya is in Badrinath. And two, I came to know that Dwivedi had two wives and that the matter was in court.”...Continue

Farmers are reeling under power crisis and rain shortage

2008-12-20T13:50:00.002+05:30

KARNATAKA : POWER CRISIS

The agricultural yield, including food grains and vegetables, have gone down by more than 50 per cent this year. Adding to the farmers’ woes, there was a loss of groundnut crop worth Rs 225 crores. Of the 1,45,533 hectares of land cultivated during the kharif season, 90,389 metric tonnes of crops in 1,41,730 hectares of land were spoiled, agriculture department officials informed. This ‘powerless’ situation has affected not only Chitradurga but farmers across the state. “Over 37 per cent of the land in Karnataka is cultivatable, and around 50 lakh acres of land is irrigated through pump sets. But shortage of rain, followed by severe power shortages, will only worsen the situation.

This is responsible for the spiraling prices of vegetables,” says KS Puttannaiah, president of Karnataka Rajya Raitha Sangha, who holds the government responsible for the current crisis. “The government tends to mislead the farmers, assuring them free power supply during the monsoons. But when the rain stops, the load shedding begins,” complained Kodihalli Chandrashekhar, working president of Karnataka state farmers’ association. Some drastic needs to be done to bail out the farmers. Now!....Continue

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The Sunday Indian

Global meltdown might not be that bad for India's commoners

2008-12-17T14:02:00.000+05:30

India's real estate market too is witnessing some troubled times as prices are collapsing. Again, good news: prices here have always been irrational as demand for decent housing always outstripped supply, and for the fact that Indian real estate giants rarely make houses for the the masses. For them the market was always people from high income bracket and NRIs. With NRIs losing jobs faster than resident Indians, the crashing of prices will do more good than harm to the common man. And the news of lower inflation rates due to recession acts as an icing on the cake for him. This recession is a lesson on the risks of having an export-oriented economy. Interestingly, India's saving grace can be its large domestic market that can guarantee against vagaries of global fluctuations. Its time for India Inc to realise the efficacy of giving more importance to the needs of the common man lower down the pyramid. Telecom companies have shown how permeating down the socio-economic ladder have proved to be a boon for the industry thus making it one of the largest as well as the fastest growing markets of the world which, recession or no recession, continues to grow. Its now time for rest to follow the cue and unleash the potential of India’s latent but colossal rural market. Only that would ensure immunity from global recession. Certainly the common man would not be complaining about it, even if it's recession....Continue

Cain and Abel revisited?

2008-12-13T15:26:00.000+05:30

YSR’s heart overfloweth for the rights of the minorities, you bet. He is not just continuing with the benefits of Haj subsidy for the Muslims, he has thought up a new scheme for the Christians, modelled around the Haj facility, and has promised to do the same for Sikhs and Parsis as well. But will this ensure that Andhra people will agree to live under his dispensation happily ever after? No chance, for he has ended up splitting the Christians themselves because of a nuance that is typical of Andhra Christians.

Andhra Pradesh Chief Minister YS Rajasekhara Reddy is going to give all 'white-card' holding Christians Rs 20,000 as a subsidy for visiting the sanctums in the Holy Land. On the face of it, it is a ‘progressive move’, extending communal facilities and increasing benefits to Christians. But clearly, this is a case of trying to woo voters from that denomination. The state government is setting up a separate wing for Christians in the state’s minority welfare department, along with the constitution of Christian Minority Finance Corporation.

The Haj House in Hyderabad that hosts pilgrimage to Mecca will now play host to the Christians after the departure of last batch to the Haj on November 16. The state government has allocated a budget of Rs two crore for the financial year 2008-09 and the seven-day package is being organised by Andhra Pradesh State Minorities Finance Corporation. Mohd Ali Shabbir, minister for Minorities Welfare, said the funds allocated to the ministry would be dispersed to all minority groups according to their population and Rs 1.27 billion has already been allocated by the government for minorities' welfare in the 2008-09 budget. The Congress government claims that the budget was increased by five times during the last four years. ...Continue

On 16th November, 1988, Benazir Bhutto was elected as the Prime Minister of Pakistan in the first ever open elections of the country.

2008-12-06T12:11:00.001+05:30

I also remember that Bhutto’s stance to ease tension with India was resented by the establishment. There were accusations in the newspapers that Bhutto had passed on secrets to the Indian government regarding Sikh extremists who were allegedly trained in Pakistan. This was nothing new. In 1972, when her father Zulfikar Ali Bhutto signed the historic Simla Accord, he was also accused by right-wing parties of compromising on the national interests. Bhutto studied in elite schools and was not proficient in the national language Urdu when she entered the realm of politics but she was quick to learn the language, though the common man was amused at her accent and grammatical mistakes.

She was also an ‘eastern’ wife. During a book launch ceremony at Karachi Press Club, when a stringer from TIME magazine asked her if it was true that she had strained relations with her husband, she became furious and snubbed him. No wonder, she always denied corruption charges against Zardari.

Strangely enough, despite the fact that she studied at Harvard’s Radcliffe College and Oxford, she was superstitious and used to visit faith healers, anxious to know about her fate. At the same time, she was also daring and would not hesitate to visit places where security was inadequate. In fact, her tragic death on December 27, 2007, in Rawalpindi, was the result of a security lapse.

Like her father, Bhutto too had a photographic memory and party workers would be astonished when she would address them right even if she had met them only once.

I believe that her brief tenure as Pakistan’s Prime Minister (1988-90 and 1993-96), and exit from power, could be attributed to mainly two factors: One, her husband Asif Ali Zardari’s passion to accumulate wealth, and two, her inability to organize Pakistan People’s Party on democratic lines. Pakistan People’s Party always remained under a dynasty.....Continue

Sunshine ‘n Siesta

2008-12-01T17:00:00.000+05:30

After just one day of being in the capital of Oman, Muscat, I knew, for sure, where the world should head for some peace and tranquil moments. And, there would be nothing better than adding the temptation of food to this inclination. The city is more like an urban village where the objects are cosmopolitan and the days are slow-paced, leaving ample time at hand for the residents to actively engage in favourite pastimes! This proved to be a great learning experience for me, for I was staying at a relative’s place and therefore, got a local’s perspective to the otherwise bookish knowledge that travellers usually have. Though, that also left me at their mercy for travelling around. Not that I can’t commute on my own, but what with a city that only has cabs in the name of public transportation; and finding one unfortunately renders a similar experience as fetching an auto in Delhi’s heat. While good climate conditions set in by mid-October, the best time to visit Muscat is from December to March when the weather is pleasant and breezy. By October, the sandy, expansive beaches and well-developed green parks start brimming with people of different ethnicity – local Omanis, Indians from all parts of India and a smattering of Europeans.

Surrounded by sea on three sides, it is a haven for sea lovers and sun bathers during these pleasant months. In fact, it is quite common for people there to keep a set of chairs and a barbecue kit in their cars to set out for the beach in the spur of the moment. The green spectacle of the city with flowers all around, contradicts the natural dry, arid flora and fauna of the country. Popular as a trading port between the east and the west since 1st century BC, the city has seen most of its economic and infrastructural development after 1970....Continue

The tall paced menace!

2008-11-21T12:23:00.000+05:30

He’s young, he’s fast. With a lethal pace-accuracy combo, 19-year-old Ishant Sharma has troubled the best of batsmen, most notably Ricky Ponting. The young turk opens up in a tête-à-tête with Neha Sarin

Fast bowling never had a lot of exponents in India, though now we have a whole pack of talented pacers. What inspired you to take up fast bowling?
Bowling fast for Team India is nice and I think whoever is good and in form plays. I just work hard and not think about anything.
All I think is that I have to play for my country for 10 years and do well. Fast bowling came naturally to me because of my lean body.
Unlike guys who concentrate on batting, I concentrated on bowling. Is physical intimidation necessary to be successful as a fast bowler?
When I started playing cricket, my height and lean physique helped.
But now I just think about bowling fast. I stick to my strength and don’t try too many things. I just concentrate on how to bowl at the right areas.
And if you believe in yourself, you can do what you want.
Your bowling tormented the best of Aussie batsmen, most famously Ricky Ponting. What was the secret behind your impact?
I just focussed on accuracy and speed. If your bowling is 140+ andlands at the right places, it’s pretty good and trust me it’s not that easy.
And if you bowl at that speed in the right direction, that does the job. We don’t target certain batsmen.
We bowl to the batsman’s weakness.
I remember, Sachin telling me that if you bowl in the right areas for four overs, then you could mean trouble for Ponting.
I did that and it worked.
For a bowler, how different is the mindset in a test match as compared to an ODI or a T20 match?
In a Test match, you have things to come back to. But ODIs or T20s have nothing much for the bowlers.
If you look at the scoreboard, it says 40 runs in four overs!
Who are your favourite bowlers in the Indian side?
Bowling completely depends on rhythm and a bit of luck. I think Sreeshanth, Irfan Pathan and Zaheer Khan are all great… You’re being diplomatic...
Am I? (grins) I admire McGrath and Munaf Patel is my favourite Indian bowler.
How has your experience been in the IPL with the Kolkata Knight Riders? How’s Shah Rukh Khan been as an owner? Shah Rukh is a very nice guy.

He’s extremely down to earth. You know, he couldn’t be there for some matches, so he sent out individual messages to each of the Knight Riders, apologising...!
Plus, playing for the Knight Riders is great and playing alongside Ponting and Ganguly is even better.
Shoaib Akhtar had mentioned that you should be groomed and nurtured and protected from injuries. Are there any special fitness measures that you take as a fast bowler? ?
No, I don’t take any specific measures. We have a physiotherapist who keeps a check on our bodies. Our trainer then helps us work on those areas.
Training a lot strengthens our bodies and that’s the most important thing which really helps.
The Aussies and South Africans are naturally fit and broad but I am happy with what I am.
Which other fast bowlers do you admire or have modelled yourself after?
When I started playing, everyone was very helpful in the Delhi team.
But I really admire Glenn McGrath. He has also done really well in the IPL.
His body language is perfect and he is forever hitting the right areas.
Whatever he wants to do, he can do it.
If he wants to bowl a yorker, a full ball or a bouncer, he would do it.
It might look easy but it’s not an easy thing to do. It takes a lot of practice to do that and that’s the greatness of McGrath.
People say that you were always a naughty and hyperactive child. How much of that has gone to shape your fast bowling temperament?
Yeah, I’m naughty! (laughs).
I am just 19 and at this age everyone is naughty!
I just like to enjoy life and hang out with my friends. Aggression is fine in cases when someone says something to you on the field and you don’t just listen... but otherwise, it can also be bad.
Considering that, your comments on Sreesanth- Bhajji fiasco...
Sreeshant and Bhajji are in the end playing for the same country and will continue to have fun and be friends.
They might have had something between them.
I think the media reacts too much about all this.
You were a part of a tour (Australia) where the phrase ‘spirit of cricket’ came up for discussion quite a lot. Do you think the ‘spirit of cricket’ is relevant or necessary today?
You can’t enjoy your game if you can’t give your 100 percent… that is called playing in the true spirit.
In the Indian side everyone knows that spirit, especially when we wear the country’s cap. And so it is very relevant.
You have a good height and an athletic build. Did you not ever consider taking up any other sport? Or had cricket been the first choice always? I had started playing cricket after my Xth class board exams.
Before that, I played cricket only for passing time with those childish rules like ‘one-tip-one-hand out’ etc.
But after Xth I joined the club and it was there that I was told that I could do well if I concentrated on the game.
I liked bowling fast so I started concentrating on my bowling.
You have played with Kumble, Ganguly and Dhoni as captains. Who do you admire the most as a captain?
You know all of them have something special. For example, Dhoni maintains good communication with all the players and Kumble and Ganguly have their own ways of captaincy.
So they all are good.
I think good communication between a captain and the players is very necessary to make a good team.
You are only 19 and have achieved a lot. What have you planned for yourself?
I have always been in my own world. I just love whatever I do and I love to enjoy life.
I don’t have too many expectations from myself because then I’ll put too much pressure on myself.
I like spending time with my family... which I don’t get to do these days.
When I go back home, I usually spend most of my time catching up with my friends, which really angers my mom (laughs).
So my life is like any other 19-year-old’s and I like having fun the way any 19-year-old would!

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The Sunday Indian

At Microsoft, it’s not about filling numbers but hiring right talent, finds surbhi chawla

2008-11-13T11:06:00.000+05:30

Q: Are there other specific programmes to develop and nurture innovation and leadership within the organisation?
JG: Microsoft focuses a lot on leadership. We’ve individual one-on-one leadership programmes where one learns different leadership skills. On reaching a certain level, the emphasis on leadership increases as there is a very set criteria on what competencies you get measured on and there is a very programmatic way of how you develop as a leader.

Q: Any USP in terms of the HR practices followed at Microsoft.
I personally feel that HR as a function should enable and drive the change for the entire organisation. I don’t think HR should do what they are told to do. On the contrary they should do what they feel is right for the company. HR should be in the driver’s seat vis-à-vis being in the follower’s seat. Microsoft India and the economy that we work in is undergoing significant change, so I think we are always looking ahead of time and figuring out what would be different 2-3 years from now and how we can stay ahead of the game and that is our gameplan. ..read more

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Beyond everyone’s forecast, European economies are now the biggest sufferers of the US subprime crisis

2008-11-06T13:32:00.000+05:30

What began as a problem in a single sector, in a single economy (US housing market) has today metastasized into severe dislocations in broader credit and funding market. The crisis has moved beyond the US and subprime market to prime real estates markets, consumer credits and corporate credit markets. Amid such a milieu the spill over of the man made crisis in the global financial market is being governed by the trio comprising – weakening balance sheet, continuing de-leveraging process and the burgeoning challenges of the macroeconomic environment. Says Tine Olsen, Economist, Moody’s Economy, “A year after the subprime shock, the global economy is still suffering, and the end of the credit crisis is nowhere in sight.”

In fact a year after the genesis of the subprime shock, similar features are beginning to emerge in Europe. Be it losses in terms of subprime, ABS (asset backed securities), ABS CDOs (credit default obligation) or Conduits/SIV (special investment vehicle), Europe is only next to US. Signs of a downturn are becoming all the more evident in European housing market. Market prices of property derivatives today are suggestive of an outright home price decline in the UK with a time lag of around two years (wrt US). At a time when the lenders are tightening standards, many borrowers of fixed rates in UK are set to witness a rate increase of 100 to 200 basis points (bps). This will in all certainty add to yet another source of stress in the already stressed market. It is but obvious that with an increased stress (result of the spill over) write offs and repossessions are set to increase....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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At the world's end...

2008-10-21T16:39:00.000+05:30

If only the world was flat, Ushuaia, (pronounced as u’swaia) the southernmost city of the world would have marked the end of its territory…and, who knows, sailing further south, a little across the Atlantic would have been a usual route to enter the rest of the celestial world. Well, that’s how quixotic and imaginative this South American city tucked between mountains and the Beagle Channel of the Argentine region, Tierra del Fuego can make you! The magnificent mountain scenery with the channel in the backdrop isn’t merely a feel-good feature but has a functional value of saving Ushuaia from the severe cold as well. While the temperature here has never been so tolerable that one can move freely without clothes, the indigenous inhabitants (Yamanas, now extinct), until the 19th century moved around stark naked in the biting cold to hunt for sea lions and swam in the chilling cold water to catch shellfish. In fact, they would fall sick when they wore clothes at the insistence of the missionaries! Another facet of the recent history, though unpleasant, was the prison built in this far, faraway land where any further journey led to the dead cold of Antarctica. Now a museum – Mueseo Maritimo – this suffocating prison is another example of how most of the virgin places of the world have evidenced some of the most telling tales of human kind.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Poll khol!

2008-10-11T15:20:00.000+05:30

How polls are becoming a national pastime

The voice of a RJ came over the radio, “A list of new seven wonders is being made, would it be right if the Taj Mahal was not on the list? Don’t let that happen, please cast your vote on these numbers right now!” This was the appeal that could be heard across all radio stations in India about a year ago, when Indians were suddenly and explicably gripped by ‘wonder frenzy’. Determined to get their ‘worthy’ contestant in the final list, it became a national mission for all to cast their vote multiple times, and exhort others to do the same. It was as if an international version of Indian Idol was being played, with Indians rallying behind their beleaguered contestant. The efforts paid off, Taj was on the list when the results were declared. Amid enthusiastic back-slapping and bouts of self-congratulations, it was forgotten that the poll was conducted by an obscure ‘for-profit’ organisation from Switzerland, which had no backing from any international body! After receiving a ‘cut’ from more than 100 million votes cast world over, New 7 Wonders Foundation (which had conducted the polls and had pledged to donate 50% of the proceeds to conservation of monuments of the world) quickly declared that it had hardly earned anything from the ‘world’s largest poll on record’ and hence was unable to fulfil its obligation. As for the grand poll, once the voting frenzy subsided, no one remembered the results, save for the fact that ‘Taj made it’!...Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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These eleven remind you of 300

2008-10-07T16:19:00.000+05:30

The BCG report elaborates how MNCs struggle in RDEs like India, win-win partnerships are the best option

We admired their supreme fighting skills as depicted in the Hollywood flick 300, as they resisted a much larger Persian army that came in scores. Fact is that Spartans were indeed phenomenal warriors. It is said that the world learned a lot from their fighting techniques. Cut to the 21st century corporate world, the Boston Consulting Group (BCG) seems to have identified some such Spartans in the RDEs (Rapidly Developing Economies) of the world! In its latest report titled ‘The BCG 50 Local Dynamos’, BCG has highlighted 50 such companies from ten key RDE countries like China, India, Brazil et al, which have successfully resisted competition, both from MNCs as well as state owned companies in their respective domestic markets. Eleven companies from India have been identified as among the 50 dynamos like Bharti Airtel, Titan (from Tata), ITC Limited, ICICI Bank et al as leading the pack, ranking it second in the list. China ranks number 1 with 15 companies in the list.

“Proper supply chain management, local understanding and above all, market penetration are factors, which help these domestic companies to stay far ahead of their foreign counterparts,” explains Sushil Dungarwal, Senior Analyst, FICCI. Agrees Harit Shah, Analyst, Angel Broking, who feels that, thanks to the local expertise, once the companies have “proper execution skills in place, the job is already half done.”...Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Easyday’s for bharti?

2008-10-03T14:39:00.000+05:30

Learning from the Reliance experience, the Bharti-Wal-Mart combine is kicking off its retail operations in a low-key manner

Learning from other’s mistakes is a sign of true wisdom, it is said. Sunil Bharti Mittal-led Bharti Group seems to be exhibiting the same as it braces itself for the first roll out of Bharti Retail stores in the country during the first week of April, where it is expected to invest $2-2.5 billion by 2015 and employ around 60,000 people. But interestingly, the planned launch is hardly a fitting trailer to what this prolific venture between the Indian telecom czar & the $204.20 billion Bentonville retail behemoth Wal-Mart is planning to achieve in the Indian retail space.

The most obvious reason is that Bharti seems to have learnt its lessons from what Mukesh Ambani had to face with his retail endeavour (or shall we call it a debacle?), which, ironically has been given the tag of the Indian Wal-Mart due to its aggressive, high profile expansion plans which invited the ire of several middlemen and unorganised retailers. Surely, as the name of the proposed chain – Bharti EasyDay suggests, even the tag Wal-Mart is being avoided. After all, Bharti would also not want a furore at the Centre.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Refused to throw up a winner for Democrats

2008-09-22T14:50:00.000+05:30

There are now basically two schools of thought that revolve around the future prospects of the two candidates. One school of thought says that Obama has a better chance to defeat a Republican candidate. There are two reasons behind this logic. The first is that Obama offers a vision for real change while Hillary practices a middle of the road kind of politics that embraces many Republican themes. Second and more important is the deep resentment and even hatred that the Clintons trigger amongst Neo-cons and the deeply conservative Americans who detest the very thought of another Clinton in the White House. There is a strong chance that Hillary as the Democratic candidate will attract an avalanche of sleazy allegations, a tidal wave of Monica Lewinsky jokes and a lot of mud thrown at the alleged peccadilloes of the former occupants of the White House. Some of the mud might stick and sink the Hillary candidacy. This school of thought thinks that most Democratic voters are smart and seem to realise this fact.

Yet, it would be foolhardy to write off the precision run election campaign of Hillary whose biggest asset would the deal making and negotiating skills of her husband and former President Bill Clinton. According to many analysts, while Obama may be attracting the media attention with highly publicised endorsements and support, Bill is busy furiously talking to and pumping hands with the people and the movers and shakers who really matter in the Democratic Party. And his eight years as President have left him with a huge fund of goodwill generated through his politics of patronage. Without any doubt, Bill now plays a decisive role in deciding the fortunes of Hillary and her candidature. Her top strategist, Mark Penn said, “The race will drag on for weeks longer; this is not going to be decided any time in the near future.”

Either ways, whether Hillary or Obama eventually win the nomination and the Presidency, they will create history. And they will inherit the job of the most powerful man on earth from a man who has decisively transformed America into the most hated nation on earth. That is when the real politics will begin.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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Communities is an inherent part of its business strategy

2008-09-20T15:48:00.000+05:30

CSR is actually bundled along with the company business charter that the union cabinet outlined while allowing the incorporation of the company. The charter for the then – proposed gas corporation was: “to create necessary infrastructure for transport, processing and distribution of gas, to set up facilities for segregating natural gas into different components by a process called fractionation. Secondly, to acquire gas assets of Oil and Natural Gas Corporation and Oil India Limited. And lastly to act as coordinator for gas sector to ensure proper utilisation of gas.” Judge the significance of the words ‘proper utilisation’ that mentioned in the last line against the backdrop of the fact that gas flaring was then rampant in both onshore and offshore fields. This burning issue figured regularly in Parliament in the form of written questions. But things have changed today. There are hardly any questions that are asked about flaring. The new questions now primarily relate to supply, shortage and the price of gas that’s being supplied by various producers.

Over the years, GAIL has created awareness about the eco-friendly and energy-efficiency virtues of gas over liquid fuels and coal across the country. Thus, the more gas it transports and markets, the stronger it emerges as a protector of the environment, which has slowly become a vital component of CSR of corporates the world over. One should thus not feel surprised to find the catchline ‘Blueprint for a Greener Tomorrow’ donning the cover page of GAIL’s annual report for 2006-07.

The annual report stated that “as we expand our gas pipeline networks, reaching the green fuel to newer ports of call, we are proud to contribute in our small way towards the preservation of the environment by making the gas available to increasing parts of the country, helping curb hazardous emissions and provide clean fuel for city transportation.” GAIL adds value to its business-embedded CSR activities by amplifying them at the project sites and through a slew of philanthropic, medical, educational, vocational, explicit environment protection and other welfare activities across the country.

The very business of laying and operating pipelines confers additional advantage and challenges on GAIL when it comes to fulfilling CSR. It has to know the people, understand their problems and aspirations, and it has to do with communities located along the length and breadth of its pipelines network. The company has thus to reach to the people cutting across caste, culture and geographical boundaries, unlike other companies that have the easy option of funding a few show-piece CSR projects located in villages around their factories.

Take the case of GAIL’s proposal to lay a parallel pipeline for transporting gas in the existing right of undertaking (ROU) of Vijaipur (MP)-Dadri(UP) pipeline to carry more gas to these two states as well as to Rajasthan and Haryana. In August 2007, it decided to commission a ‘Population Density Index’ survey, 200 metres on either side of entire pipeline route. The survey would identify dwellings and all public places such as schools and dispensaries where more than 20 persons assemble.

Such data would not only enable GAIL to factor in the safety requirements and future expansion prospects, but also help it know about the lack of public facilities along the route. This enables the company to spread and stretch its resources on CSR initiatives over diverse locations ranging from supply of water tankers in Ajmer district of Rajasthan, to funding of a respiratory disease treatment centre at Agartala in Tripura.

And GAIL does innumerable activities across the entire CSR spectrum all over the country in a low-key fashion. It has hardly ever invited the media to report on its CSR operations, unlike other companies that want the world to perceive them as socially-responsible corporate citizens. The company sets aside 1% of its profit after tax for CSR initiatives every year. It has an explicit CSR policy in place for several years.

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Source : IIPM Editorial, 2008

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

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Google is knocking at every opportunity

2008-08-11T15:01:00.000+05:30

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?

2008-08-08T16:11:00.000+05:30

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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

2008-08-06T16:12:00.000+05:30

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

Read these article :-
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Reliance communication's plan to enter the GSM space

2008-08-05T14:28:00.000+05:30

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

2008-08-04T15:37:00.000+05:30

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.

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Source : IIPM Editorial, 2008

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

Burn expansion

2008-08-01T15:04:00.000+05:30

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.

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Source : IIPM Editorial, 2008

Banking on this potent Nucleus

2008-07-31T16:39:00.000+05:30

With over 2,000 employees providing solutions to the BIFS sector, the HR at Nucleus helps to align the intellectual capital with the company’s growth By sachin bharel

Remember when you last saw a typewriter being used in an office for typing those long boring official documents? Don’t scratch your head, for the once ‘ubiquitous’ typewriter no longer adds to the glory of the offices of the corporate world. Reams & reams of epitaphs have been written on the demise of the typewriters after the advent of the best & latest technology (read computers) that delivered at the speed of light. Technology has completely revolutionised the way work is done, in offices as well as at home. Be it in retail (with RFID technology) or FMCG (with supply chain management) or for that matter in banking (with Internet & mobile banking) (at home and at office), it is mastery over technology that has taken these sunrise sectors to a much superior level.

Rather than being caught at the backfoot, the Indian Banking sector, for one has used technology to its best advantage. So, gone are the days of standing in long queues to get a check cleared or for cash withdrawal or for paying your daily utility bills. With Internet & mobile banking, even long-haul transactions are now done in mere seconds. And all this has been possible with the development of key banking software products that caters to the technology needs of the banking & financial services. Nucleus Software Exports Limited is one such company that has been a frontrunner in providing software solutions to the banking & financial services industry. From retail banking to corporate banking, cash management, trade finance, Internet banking and credit cards, the company provides software solutions to the entire banking value chain, not only in India but globally in countries like US, UK, Australia, Japan, UAE and many more. Nucleus Software boasts of over 150 customers in more than 100 countries. With manpower of over 2,000 people spread across the globe, the company attributes its success to its sound HR that has worked hand in hand to smoothen out the processes & systems and has aligned the intellectual capital to achieve the common goals. Speaking to 4Ps B&M, Ravi Verma, VP & Global Head-HR reveals, “Here the HR works proactively to meet the expectations of the employees. Once the old benchmark is over, the HR takes a step forward in understanding the new expectations of its people. It needs to be more in sync with the needs of the employees and contribute to the growth of the organisation.”

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Source : IIPM Editorial, 2008

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

Rocked the Indian streets

2008-07-30T16:41:00.000+05:30

Interestingly, the Warbug deal in 2005 not only rocked the Indian streets by being the biggest stock trade, but also sent shivers to the boardrooms of global PE firms. SMC, a Private Equity firm reckons, “It (Warbug-Bharti) was a landmark deal suggesting the absorption depth of Indian corporate at the investment stage and hence, bringing India on the global radar of PE Funds.” In fact, in 2007, India raked in the highest amount of Private Equity, comprehensively outstripping China, which attracted only $8.3 billion PE investments during the same period. The future seems even more enticing.

Evalueserve forecasts show that by the year 2010, India will see a staggering $20 billion worth of PE receipts. “Our research also shows there are more than 366 firms currently operating in India and another 69 are planning to start their operations soon. In total, they seem to have amassed $48 billion earmarked for investments in India during the next three and a half years, (July 2007 – December 2010),” says the latest Evalueserve report. As of today, ‘shooting northwards’ is how one can easily describe the gargantuan increase of PE investments in India. As discussed earlier, PE investments are not an alien phenomenon and have been quite prevalent in the country for more than three decades, even playing a significant role in the Silicon Valley story. It was in 1975 when Risk Capital Foundation become the first VC-PE to kickstart its operations in India. After that, many Indian institutions like Industrial Financial Corporation of India (IFCI), ICICI, among others, started mushrooming all over the place. There was no considerable action in the Indian VC-PE space until the end of the mid and late 90s. With the dot-com boom, the VC-PE phenomenon got a shot in the arm and in 2000, the value of deals skyrocketed to $1.16 billion. Then post the dot-com bubble bust, investments plummeted and reached a low of $470 million in 2003. But since 2004, there has been a secular rise in PE inflows.

The broad umbrella of Private Equity also encompasses some new deal variants that perhaps need mention. Consider the case of Bennett, Coleman & Co. Ltd., which has bought stakes in different companies in consideration for modest cash payment along with branding and advertising agreements with the investee company. These fall under Private Treaties. There are many big names like that of Dainik Jagran, HT Media, Dainik Bhaskar and Network 18, which are known to be associated with Private Treaties (by already having or planning to spin off new departments for the same).

International movies

2008-07-29T17:07:00.000+05:30

Vidyuth Bhandhary, General Manager, NDTV Lumière opines, “Currently, the only supply of international movies is renting or purchase of few popular titles or through pirated DVDs. We believe there will always be demand for good cinema, irrespective of which part of the world it is from. We intend to bridge this demand-supply gap and provide ‘cineasts’ with the opportunity to watch good international cinema.” UTV’s World Movies, on the other hand, has taken an entirely different approach. Giving a miss to Indian multiplexes or home videos, World Movies has gone on-air in the first phase itself. Dilshad asserts that the strategy was crafted after positive results of all the test-marketing and focus group discussions. “We’re very clear about the movies that we want. We want the kind of movies that Indians would like to watch – action, thriller, crime, horror, romance, drama – that would click with the Indian audiences. The only pre-condition being that the movies that we get have to be hits in the countries that they were made in,” she explains.

But one important question remains unanswered. Would there be many takers for this kind of cinema? Dilshad enthuses, “The global Indian is all over the place. When we talk in terms of cuisines, people are not just going to tandoori restaurants any more. They are trying out Italian, Mexican or Spanish. There’s a tendency to experiment and people are game for different foreign language movies.” World Movies and NDTV Lumière also need to contend with the prevailing audience perception about these foreign films being boring and intellectually driven parallel cinema. However, Dilshad is quick to differ. “We’re not here to intellectually stimulate your brains, but simply to entertain.”

Small surprise that after a relatively soft launch, World Movies has now launched an aggressive marketing campaign to educate viewers, promote their movies and do away with that ‘intellectual-arty’ image. World Movies has yet to carve its niche in the Indian cable & satellite industry. But, even before the actual TRP wars begin for the nascent channel, competition from existing dedicated English movie channels on Indian television is hotting up. For starters, Star Movies (and later HBO) have adamantly refused to show ads and promos of World Movies on their respective channels.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

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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
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Sugary sweet petrol!

2008-07-21T12:06:00.000+05:30

When IIPM comes to education, never compromise

Classy backward integration move by oilcos

Soon we may have Reliance Sugar and Hindustan Petroleum Sugar, just like we have like Tata Salt. And what makes us think so? Well, of late, oil companies have got busy in sugar exploration than just oil exploration. Mukesh Ambani’s RIL, HPCL and other players have acquired defunct sugar mills on a long term lease basis in the state of Bihar. Commenting on the occasion, Nitish Mishra, Sugarcane Development Minister, Bihar says, “RIL, HPCL, besides Rollon and a state-based industry were on Friday awarded financial contracts for the revival of 6 of the 13 state-run sugar mills in Bihar.”

On one hand, the move will pump in some life into these sick mills and on the other, the government hopes to mop up as much as Rs.3 billion from these deals. But the question really is: Why are these oil majors making sugar sector their next juncture?

For companies, the deal is a masterstroke as it will ensure a cheap and a steady source of ethanol. At the moment, a blend of 10% ethanol is allowed in petrol. However, limited supply and therefore rising prices of raw material for making ethanol was proving to be a deterrent till the moment. But with the acquisition of the sugar mills, the oil companies have struck a backward integration masterstroke which also saves the environment. Now, finally things seem to becoming sweet for these companies. Like SAIL & the Tata Group who long back acquired captive iron-ore mines and are now enjoying its benefits, these oil majors too have securitised key raw material supply in ethanol production which will pay them off in future. Surely these sugary sweet moves will fuel the growth of the petroleum giants...

Edit bureau: Siddharth Nahata

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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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B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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IIPM - Admission Procedure
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Process

2008-07-18T12:37:00.000+05:30

Maruti Udyog Ltd. has bagged the ‘Most Customer Responsive Company’ award by Avaya Global Connect in association with E&Y and ACNielsen for the second time in a row. Need we say more?

Maruti has been in the business for long which has helped it consolidate and develop a service & distribution network, which supports its numero uno position. In the last five years, Maruti has used the weapons of competitive pricing, with the launch of new models. An average sale of six lakhs cars per year and holding 50% of the market share can be largely attributed to the Consumer Management Process at Maruti, which has further added life to its Rs.50 crores accessories market (expected to grow to Rs.100 crore by 2011). Surely, Maruti has some processes in place to boast about!

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Source : IIPM Editorial, 2008

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

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B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

IIPM makes business education truly global

The Indian Institute of Planning and Management (IIPM)

IIPM Campus

Ready for the ‘Big’ B

2008-07-17T17:13:00.000+05:30

Ambani now set to entertain masses in small-town India

It’s a futuristic strategy. The pieces are surely falling into places to complete the jigsaw puzzle. It’s over the next 1-2 years that you will realise the grand media blueprint of Anil Ambani’s Big Entertainment. “Many of the pieces that we have been working on for the last two years (like Zapak, BigAdda, Bigflicks, and Big 92.7FM) are now connecting together,” reveals Rajesh Sawhney, CEO, Reliance Big Entertainment. He adds that the next three years will be significant for bringing about the revolution that ‘Big’ has planned.

So, what does this vision entail? In the first place, it’s about focusing on three areas – movies, radio and internet. The second plank is to enter areas that have potential, but are either in unorganised hands or have just taken off. The third foundation is to grow locally, and later make noises globally. The fourth is to be prepared for a convergent India, bound to happen soon. In effect, Big Entertainment may emerge as the next Disney, with Anil Ambani as the Rupert Murdoch in waiting.

Let us first take a look at the way in which the Indian media industry is likely to grow in the near future. By 2011, it is poised to touch the magical figure of Rs.1 trillion with a CAGR of 18% (as per the 2007 FICCI-PWC report). Even if he manages to capture about 15-20% of the total potential, Sawhney can create a global-sized conglomerate. Big Entertainment has a vertical presence from multiplexes and exhibition spaces to processing, content creation, animation studio, to visual effects. As Nikhil Vora, Media Analyst, SSKI India, points out, “With better realisations, reduced leakages and multiple revenue streams, the Indian film industry may register 17% CAGR over 2006-10.”

“We believe it will outgrow GDP and opportunities will not only be in Bollywood but also in regional cinema and animation,” explains Sawhney. But different tactics are being employed in each arena. The animation model is not outsourcing-led, but IT-centric. The plan is for the company to make 6-7 movies targeting the Indian audience over the next three years and also look at opportunities internationally. In addition, they are also keenly eyeing the home video market, which currently, constitutes about 6-7% of the total movie pie. And if you look at Hollywood, it comprises the single largest revenue source (30-35%) of any movie.

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Source : IIPM Editorial, 2008

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

Read these article :-
B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

IIPM makes business education truly global

The Indian Institute of Planning and Management (IIPM)

IIPM Campus

Hand-held devices

2008-07-14T17:55:00.000+05:30

The next level in hand-held devices, overlooking the multi utility capabilities offered by the likes of iPhone and Nokia N95, are definitely on the cards, but more importantly, it is the concept of unified communication that will take centerstage in 2008.

The most important communication challenge for organisations worldwide is to bridge the gap between telephony and computing, to deliver real time voice, conferencing and messaging to the desktop environment. Companies like Cisco and Nortel are already working toward this and the year 2008 will see a lot of solutions unfold in the field of unified communication, delivering services like real time telepresence (audio/video) or live communication.

When talking about the core futuristic technology, it is almost impossible to ignore Intel. The largest semiconductor manufacturer in the world has ruled the computer processor market for decades and now in 2008, it is all set to revolutionise the whole computing concept with the launch of its new laptop processor codenamed Penryn. With an enhanced micro architecture optimisation (45-nanometer manufacturing process), Intel’s latest virtualisation technology, larger caches and dynamic acceleration technology, this new product from Intel’s stable is a sure shot winner even before its commercial launch. “Best yet, this feat, coupled with our industry-leading architectures, means faster and sleeker computers, longer battery life and better energy efficiency. Our objective is to bring consumers a new class of computers delivering a full Internet experience in ever-smaller, more portable form factors,” said Paul Otellini, Intel president and CEO. And to storm into the NAND flash arena, Intel will use its new platform called Menlow, targeting ultra mobile PCs and mobile internet devices. Another breakthrough product coming from Intel’s portfolio is the Z-P140 PATA Solid-State Drive, a fast and low-powered processor, ensuring high capacity performance for digital entertainment & mobile internet devices.

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Source : IIPM Editorial, 2008

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

B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)

So what gives?

2008-07-12T13:13:00.000+05:30

Being cautious, maintaining the status-quo, playing safe… willing to wound but afraid to strike… is that the real situation? It’s a tough call. At one level, there has certainly been a conscious effort to keep pace with the new woman. However (as Swapan perceptively points out) to go the road less travelled, be bold, audacious and break new ground by embracing uncomfortable (and unspoken) real life issues in terms of contemporary realities is – alas –something that is, almost, zilch.

Our guess is that it has to do with comfort levels, not wanting to rock the boat, being happy by making all the right noises at the right forums - and most importantly, yelling the famous lines is complacent self-defence: Why mend it if it ain’t broke, babe... right?

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Source : IIPM Editorial, 2008

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

Club #1, live it! And this ain’t just fancy!

2008-07-08T17:09:00.000+05:30

He likes playing golf. He’s a fan of rock music, loves driving sports cars and owns 9 chartered planes. Wait, we’re not talking of Tiger Woods here; nor is the reference to the lead singer of some rock band; and no, it’s not Richard Branson either (though our man loves Branson’s autobiography ‘Losing My Virginity’). But, Manav Singh, MD of Club One Air probably has picked up traits from the best in probably every field; something that sets him apart from run-of-the-mill CEOs in the Indian context. Dressed in a purple shirt and tie combination, with keen eyes scanning the ‘strategically’ divided geographical India on the white board in his office, Singh exudes a different aura altogether. Unlike others in the aviation sector, this man deals with high net-worth individuals (HNIs) and chartered planes; and currently boasts of a clientele comprising of the who’s who from both the business and political fraternity of India! “I think that the general airline industry is cluttered, considering the size of the market. Growing at 40% is not healthy for anybody. The airlines just went for an overkill. Healthy growth would mean growing at about 10%,” is how Manav expresses his view on the oversupply in Indian mass ‘air’ transportation.

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Source : IIPM Editorial, 2008

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

Here’s a no-brainer: Who’s the real ‘josh’ behind Ford India?!

2008-07-07T11:52:00.000+05:30

ARVIND MATTHEW...
Chairman & MD, Ford India
Here’s a no-brainer: Who’s the real ‘josh’ behind Ford India?!
Ah! Of course Arvind Mathew, MD & President, Ford India. And there’s more to him than just being the first Indian to lead the car maker’s operations in the country! From being a Business Analyst at Ford Motor Company since 1990 to capturing the throne at Ford India in 2005, he for sure has lived upto the high expectations of all. His focus on mid-sized car segment also proved critical for Ford. Also, while talking to 4Ps B&M about his market control plans, he discarded the very thought of focusing on numbers as, “My objective is ‘brand’. We are not chasing numbers like others! We want to attain brand recognition and we have done a good job at that...” Sure enough, that’s being modest... But hold on! Check his planner, for he’s got numbers sketched there for sure!

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Source : IIPM Editorial, 2008

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

Well, here comes the ‘Lister’, hope everybody knows what to expect from him...

2008-07-04T16:10:00.000+05:30

ANAND KRIPALU...
MD, Cadbury India
Well, here comes the ‘Lister’, hope everybody knows what to expect from him...
It is not without reason that during his stint at Hindustan Lever Limited (HLL), Anand Kripalu was called a “Lister”; an HLL lingo for someone who is identified as a potential top performer in times to come. No wonder then that innovation is the name of the game at Cadbury now that Kripalu himself is working towards pushing sales at both modern retail and mass markets. Having exorcised the ghost of worms in chocolates controversy successfully, now under Kripalu’s leadership, Cadbury is planning to spin off its drink arm and focus exclusively on the confectionary space in India; where the firm wants to establish market leadership. Just last month, Cadbury announced its entry in the Rs.180 crore domestic bubble-gum market. Speaking on the occasion of the launch of bubble-gum ‘Bubbaloo’, Kripalu said, “We want to grab 10% of the Indian bubble- gum market, which is growing by 20% each year, in the next 18-24 months.” Leveraging his more than two decades of experience in different roles, Kripalu now wants to take Cadbury into the confectionery space with ‘Bubbaloo’. But for this veteran of the consumer goods industry, “This is more an extension than a strategic shift.” We totally agree!

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Source : IIPM Editorial, 2008

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

HDFC

2008-05-23T17:07:00.000+05:30

Aditya Puri is confident that FY08 will be great for the banking sector...

You open a grocery shop in the name of HDFC; take our words, it will give the godfathers in the business a nightmare. As a brand, HDFC breeds trust and integrity that gels with the consumer psyche. Says Renu Sud Karnad, Executive Director, HDFC Ltd., “Integrity, transparency, trust and professional service are important pillars of the brand HDFC. And most importantly, people (both employees and customers) are our brand ambassadors.” Be it life insurance, banking or asset management, HDFC has generated tremendous clout in all these businesses. “Since most of HDFC’s Group companies are in financial sector, the power of the HDFC brand and the values associated with it, has had a significant bearing on these companies. (Also) the Group companies’ own efforts to align with HDFC brand values, has helped each of them succeed in their respective fields,” adds Renu. An umbrella brand that has nurtured all under it – is the reason why HDFC has skyrocketed from 52nd position last year to a commendable 9th rank this year. What’s more, HDFC as a brand has been created via ‘word of mouth’, sans any overdose of jarring advertising, which perhaps attaches significant doses of customer loyalty to its strong brand identity. Market buzz is rife that HDFC Bank may merge with the parent soon, can you imagine the sheer size of their combined might then? A mind-numbing $18 billion!

For complete IIPM article click here
Source:- IIPM Editorial, 2008
An IIPM and Management Guru Prof.Arindam Chaudhuri's Initiative

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The Sunday Indian

Politically correct?!

2008-05-05T11:38:00.000+05:30

Pratibha ADVANI... Ghoomta Aaina made her a household name; not that she needed an intro!

Elegance and leadership are in the genes of this multi-faceted lady… and despite being the daughter of L.K. Advani, she has created an identity for herself as Managing Director, Swayam Infotainment, a leading production house that makes programmes for a number of TV channels. Known to be ultra soft-spoken, Pratibha Advani, has a mind of her own and having dabbled in zoology, real estate and acting, she now is seemingly content with her entrepreneur initiative in TV programming. Since politics runs in her blood, Pratibha has also written columns for the English mouthpiece of RSS ‘Organiser’, besides accompanying her father for ‘yatras’.

A proud L.K. Advani spoke at length to 4Ps B&M about his daughter: “Pratibha has been doing very well and whatever she has achieved has been on her own merit and ability. She made two decisions before entering the television industry. First, not to deal with politics at all but only with entertainment, business or health and second, to avoid using her surname as much as possible to gain influence. In fact, I still remember an interesting incident. When she interviewed Vidhu Vinod Chopra he said that the biggest problem in the film industry is piracy and the Home Minister (then LK Advani) was doing nothing about it. Later on a colleague of his told him that Pratibha is Advani’s daughter. He felt guilty and called to apologise.”

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting Planman Marcom Planman Technologies Planman Financial Planman Motion Pictures GIDF The Daily Indian IIPM Think Tank

The Sunday Indian

Srei Infrastructure Finance Limited

2008-04-02T12:47:00.000+05:30

How do see your three principle lines of business in financing, doing in future?
SREI has identified and is committed to infrastructure equipment finance, infrastructure project finance and renewable energy product finance. All these areas are experiencing quantum growth in the country today. On an average, we are growing at 35-40% annually and believe that growth tempo will remain more or less similar in all the segments. Putting numbers to the growth rates today is useless, since the nationwide targets are humungous.

What’s next? What are the plans on the anvil?
SREI has tied-up with BNP Paribas, the giant French Bank which is also Europe’s biggest player in equipment finance sector. The bank has a presence in 11 countries.
SREI owns the largest market share in the infrastructure equipment segment in the country. In that sense, the association is clearly a perfect fit and will go a long way in growing this business manifold, especially at a time when the financial needs in Indian infrastructure is exploding furiously.

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Fly more for low cost

2008-03-24T11:34:00.000+05:30

And now, guess what? With low cost carriers having captured the imagination of the nation, the story is all set to soar higher – and higher! According to latest reports, a number of Asian no-frills airlines have trained their sights on the Indian marketplace and are considering a move into the crowded skies here. These include Indonesia’s Lion Air, Malaysia’s Air Asia, Thailand’s Nok Air, Saudi Arabia’s Sama Airways, Tiger Air (which is a JV between Temasek Holdings and Singapore Airlines), among others. Of these, Nok Air has already started daily flights from Bangalore to Bangkok (the return fare is about Rs.10,000) from the first week of June. Tiger Air has already got permission to fly to six cities in India from Singapore – Chennai, Goa, Cochin, Kozhikode, Trivandrum and Kolkata. What’s more, American carrier Sapphire Airways has plans to launch services to India from next year (San Fransisco to Bangalore via Munich) at fares that will be lower than those charged for direct flights. Of course, the airline hasn’t as yet got an approval from the US Federal Aviation Authority. But everyone’s pretty sure that that’s not going to be a problem! So get set to fly, fly, fly – at great rates at that!

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

The Sunday Indian

The subprime lending crisis is not an isolated event & it won’t be easily contained

2008-02-29T10:02:00.000+05:30

A recent research piece by Bank of America estimates that approximately $500 billion of adjustable rate mortgages are scheduled to reset skyward in 2007 by an average of over 200 basis points. 2008 holds even more surprises with nearly $700 billion ARMS subject to reset, nearly ¾ of which are subprimes.

It was not supposed to be this way. 1% teasers or 3% 2/28’s were supposed to be rolled with no points into something resembling… well…1% teasers & 3% 2/28’s. Instead today we have nearly 7% fixed rate mortgages & not a teaser to be found. Congress, regulators, even Fed officials are stepping in & warning mortgage originators (even mortgage buyers!) that they’d better be careful & only make good loans. Those nasty capitalists! They must have gotten carried away a few years ago. Somehow all those BMWs in the New Century parking lot in Irvine, California didn’t attract much notice in 2006. Now, well, there’s nary a Prius to be found there, but lots of outraged politicians in Washington, that’s for sure. The right places to look for contagion are therefore not in the white-washed Bear Stearns hedge funds, but in the subprime resets to come & the ultimate effect they will have on the prices of homes – the collateral that’s so critical in this asset-backed, & therefore interest sensitive financed-based economy of 2007 & beyond.

In the near future, delinquencies will lead to defaults & then to lower home prices, then we have problems & the potential for an extended – not a 27-day Paris Hilton sentence.

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting Planman Marcom

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Irrespective of the hits that the varmint simian creature took, you loved the special effects, didn’t you?

2008-02-15T12:17:00.001+05:30

Irrespective of the hits that the varmint simian creature took, you loved the special effects, didn’t you? There was something, how do we put, lovable about the fiendish imp, wasn’t there? Snap back! We accept that the sector has seen special effects of quite some sorts this year. According to Assocham, the sector is expected to become a $60 billion piping hot commodity by 2010. If that didn’t leave your mouth wide open, the estimation of $180 billion by 2020 (PHDCCI) will unquestionably do so. The IT sector alone will entail more than 150 million square feet (2010) in the commercial realty domain. In the residential domain, current shortage of 20 million homes will further keep realtors’ dimples alive.

The icing on the cake, the estimated growth rate of 35% of the retail sector will work as firecrackers in the realty fiesta. B. P. Dhaka of Parsvnath Developers Ltd., quips, “The real estate sector is maturing day by day and in times to come the sector is going to be a more transparent and a stable one.” Haven’t we heard that one before? But seriously, when we drove through the roads around newly constructed buildings and residential locations in New Delhi, Mumbai, Pune, Bangalore, Chennai and Hyderabad, we nowhere near slowing down, spawning overnight billionaires. Believe this or not – four out of the seven new entrants in the illustrious Forbes Billionaire List, 2006, were from the sector (K. P. Singh of DLF, Ramesh Chandra of Unitech, Pradeep Jain of Parsvnath, Vikas Oberoi of V. O. Constructions).

Worryingly, this misleading ‘billionaire’ advertisement is adding to hordes of ostensible ‘entrepreneurs’ and investment firms ready to rock the realty cradle by a technique now known as ‘carpet investment bombing’. Nearly two dozens of USbased funds are raising more than $3 billion to grab a pie of the immense opportunities. The list of thespians includes heavyweights – Blackstone Group ($1 billion), Goldman Sachs ($1 billion), Citigroup Property Investors ($125 million), Morgan Stanley ($70 million) et al. Even developers are finding it hard to keep themselves out of this golden bird. In all, more than $20 billion is expected to pour in the sector from foreign lands. Dubai’s Nakheel Group signed a $10 billion deal with DLF for Tier l & ll cities, apart from many more such deals. Shravan Gupta, Executive Vice Chairman & MD, Emaar MGF Land Pvt. Ltd., reveals to B&E, “Emaar MGF has committed a capital outlay of $12 billion in a phased manner over the next four-five years.”

For Complete IIPM Article, Click here
Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Cold War deja vu!

2008-02-05T11:55:00.000+05:30

One wonders, why did the world undergo the trial & tribulations associated with the Cold War nuclear politics? The question gains added salience especially when one sees the West & Russia walking the beaten tracks & once again entering into a dangerous missile race.

The recent withdrawal of Russia from its obligations under the conventional forces in Europe (CFE) treaty certainly doesn’t portend well, either for global peace or for the continent (Europe), which has presumably bid good bye to war as an instrument of state policy. The treaty came into being in 1992 (the collapse of Communism saw a revised treaty, CFE II enacted in 1999) as a confidence building measure between NATO & former Warsaw pact nations to reduce the deployment of conventional forces between the Atlantic Ocean and the Urals.

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

The problem with the Indian healthcare is that at the moment, it can only be, at best, described as a ‘bitter pill’ in a ‘sweet bottle’

2008-01-24T12:22:00.000+05:30

The problem with the Indian healthcare is that at the moment, it can only be, at best, described as a ‘bitter pill’ in a ‘sweet bottle’. The pills may be bitter, but they have positive effects... So while on one hand, losses are a melancholic representation of Fortis’ actions, the sector has got one way to go – up! Firstly, India lacks a social security system. CII predicts that India has the potential to attract 1 million tourists per annum, which could contribute upto $5 billion annually to the economy. And with a massive 84% of Indians under no medical insurance protection (as per McKinsey report), surely one can well expect rich returns to accrue from investing in this medical giant. With McKinsey further proclaiming that unhealthy proportion of the Indian population would dangerously increase from to 47% in 2012 (due to increase in lifestyle related diseases), Fortis’ seems to be on the right path...

When questioned about growth and M &A plans, Shivender responded, “M&As come second. What’s more important to us is the strategic placement of our units. Till now, the focus location for Fortis had been the Northern belt where we progressed through a hub & spoke model but now we’re eyeing a more pan-India presence.” With upto 90% of total players in the industry being unorganised and with other organised challengers like Apollo, Max Hospitals & Wockhardt spreading wings fast, Fortis has to fight hard for many good number of years ahead. And for that, Shivender could well have to endure many more jet lags and sleepless nights ahead…

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Victimised...

2008-01-17T11:30:00.000+05:30

of brutality & torture beyond limit

History has proved several times that weakest has always been suppressed, tortured & exploited. The reason is its inability to unite, organise & express their agony. Unfortunately, this is true with millions of children in homes, schools, factories, agri- fields, & brothels. Their silence oft en speaks tons about the trauma they oft en go through. It is estimated that more than 130 million girl children & women have gone through some form of genital cutting. United Nations Population Fund (UNPF) revealed that more than 5,000 girls & women are killed each year in the name of honour killing. Most child pornographies are the severe form of sexual brutality. Millions of street children are abused by drug dealers & armed groups. An estimated 2.8 million children are affected by HIV/AIDS making them the instant cases of castaway of an already fragile society. Those who are not castaway per se, perpetually wait for help. Incidents of teachers severely beating up pupils is not a stray incident either in India or in many developing ones. While many of the rest, prefer to take their own lives away rather than facing the humiliation of failure. While those who remain alive, trudge along, dying a death every day.

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Look who’s in the race to drive Jaguar

2008-01-09T13:16:00.000+05:30

Cult brands like Ford’s Jaguar and Land Rover are up for sale, and both Tata and Mahindra & Mahindra are in the race to acquire them. The two have also been shortlisted by Ford as bidders. To acquire Jaguar and Land Rover, Ford paid $2.5 billion and $2.7 billion, respectively. However, analysts have valued both the brands far below, at the range of $1.3-1.5 billion. Tata Motors has quite a few options to wrap the deal. It may enter into a joint bid with Italian auto-maker Fiat or the Tata-Fiat JV might add private equity players, or it can go the single way, as the company has a cash base of more than Rs.60 billion.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Taming the tantalizing tentacles of change

2007-12-28T11:17:00.000+05:30

Located on the Eastern Express Highway and nestled amidst the greenery of Vikhroli, Mumbai; Godrej Consumer Products Limited (GCPL), a 110- year-old enterprise has created space for itself amongst millions of Indians with soaps, toiletries, fabric-care, baby-care and hair-care products. And with ‘change’ being heralded as the crest to conquer for every corporation, India Inc. too is learning fast. Surely, this very ubiquitous battle demands a bolstering of their respective human resource wings.

With a legacy that is over a century old, and having withstood numerous changes both in business and personnelrelated matters, Godrej had incorporated change in its vision much before others. Speaking exclusively to B&E, Sumit Mitra, VP (Human Resources) at GCPL, talks on the changes witnessed in the human resources domain of the company, “When I joined the company about 10 years ago, Godrej was an organization that had more of administration and industrial relations (IR) focussed activities happening.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Trade buries the hostilities: a new era for US-Vietnamese ties

2007-12-12T12:02:00.000+05:30

The US, on the other hand, wants to learn from its past mistakes and acknowledge that trade alone can help it establish the strategic leverages (it was in 1994 that US had lift ed the trade embargo against Hanoi. The trade between the two was worth US $ 9.7 billion at the end of 2006) and bury the existing anti-Americanism in the region. Bush is also telling the Vietnamese about the importance of multi-party rule and democracy

The magnanimity displayed by the erstwhile foes bears testimony to the fact that over the last three decades, the world has indeed moved a large distance away from the barriers erected by ideology. It is a welcome development that economic imperatives are now guiding the two nations to resolve their long-pending differences amicably.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

And kiss ‘n make up with Pakistan?

2007-12-04T14:19:00.000+05:30

Pakistan perennially remains the emotionally disadvantaged Siamese sibling of India whose existence is a predicament more for itself than for India. It took more than sixty years for India to reach the trillion dollar mark in GDP. Would India have taken lesser time if Pakistan had been more, ahem, loving? One guesses not. But born on the pretext of a separate nation for Muslims, the fact cannot be wished away that Pakistan has not digested the existence and success of a secular India whose Muslim population is bigger than its own. Over the years, as it witnessed the increasing stability of India against all odds and its rising economic and strategic prominence in the global arena (while Pakistan’s slide continued), the powers within the nation become hell bent on killing India’s social harmony.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

L3 outbids mighty Raytheon…

2007-11-28T13:23:00.000+05:30

L3 Communications Holdings has been granted a $2.04 billion contract by Pentagon. L3 would provide tactical transport aircraft to service the US Army as well as the air force. L3 along with Italian partner Finmeccanica SpA’s subsidiary Alenia North America Inc., Boeing Co. and Global Military Aircraft Systems had outbid Raytheon. Massachusetts based Raytheon had partnered CASA, a subsidiary of European Aeronautic Defence & Space Co. NV, (EADS). L3 would build 78 C-27J Spartan cargo planes, which would replace C-23 Sherpa, C-36, a few C-12s and other established transport aircraft s like Boeing’s CH-47 Chinook.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Alarm bells

2007-11-21T11:36:00.000+05:30

In a survey conducted by ICMR (Indian council for market research), involving about 1,000 parents in the age bracket between 30-40, living in major metropolitan cities, it was found that Indian parents are also waking up to the potential harmful effects of video games on their children. More than 3/4th of the respondents interviewed agreed that their child played video games, with 2 in every 3 parents fearing that s/he might be addicted. About 60% also said that their child regularly buys video game related products, a classic symptom of overdependence.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Who said Dalal street feels media stocks are bitter?

2007-11-13T16:23:00.000+05:30

While the Sensex continues to make and break records, media and entertainment stocks have not been far away from the limelight and at present offer good opportunities. At current levels, some of the media and entertainment stocks’ performance seem stupendous and have outperformed the index as well. Recently, stocks like Entertainment Network (India) Limited, UTV Software, Balaji Telefilms and HT Media have appreciated by 102.20%, 93.63%, 92.16% and 39.85% (January 1, 2007 to July 9, 2007) respectively. Due to the gradual liberalization by the government, the sector has seen considerable amount of foreign and domestic investments. Even increasing private equity investments, Initial Public Offerings (IPOs) and mergers and acquisitions are acting as catalysts and fuelling growth. For the first quarter of 2007 there has been investment worth $640 million already by private equity firms in this sector. There are certain segments like the radio and news that continue to be strictly regulated, which leaves enough scope for opening up, hence more investments. These investments will definitely give a fillip to marketing and new product development in these sectors fuelling overall growth. Radio and entertainment segments are expected to grow even faster at a CAGR of 20%-30%. Like cousins in the IT sector, some media companies too are getting listed in global markets. UTV and Indian Film Company of TV18 have been listed in London’s AIM. Who knows, we might see some global acquisitions too.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Chávez is busy building a military machine to protect sovereignty

2007-11-01T15:28:00.000+05:30

During his three day tour, Chávez visited several Russian weapons factories. The two countries discussed military technical cooperation that helps Venezuela build advanced technologies and help it obviate the need to depend on Washington for military assistance. Venezuela has already purchased over 50 helicopters, 24 Su-30MK2 warplanes, as well as 100,000 Russian AK-103 assault rifles. Russian submarines are certainly on the agenda of Chávez. “Most likely, Chávez will buy five Project 636 submarines with missile systems, but it could end up buying nine,” said Ivan Konovalov, noted Strategic expert from The Centre for the Analysis of Strategies and Technologies, while talking to B&E. He adds further, “… the submarine deal could be split into two or three parts, and include construction of submarine bases and training of submarine crews and, in future, might also include the purchase of advanced Tor-M1 air defence systems.”

Clearly Chávez seems to be on a shopping spree, building military infrastructure free of any ‘imperialist’ pressures. Only time will tell if Chávez is successful in altering the uni-polarity of the world and the hegemony of the United States of America.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Google always looks to venture into different services

2007-10-26T16:29:00.000+05:30

Mark Blowers, Senior Analyst, IT Infrastructure, Butler Group, says “Google always looks to venture into different services whether e-mail, chat, text messaging based search. So, its venture into voice communication was expected as that would be what consumers would want. Through this purchase, Google is positioning itself as a true player in communication.”

This makes matters worse for soft ware giant Microsoft, which might not be feeling really that big now. Struggling to compete with its relatively young counterpart, which has blatantly marched ahead to steal the show when it comes to online advertising, as well as its unquestioned dominance in the web search category. Noticeably, as per Nielson/Net ratings, Google is leading the Internet search market space with 55% market share followed by Yahoo (22%), MSN (9%) & AOL (5.4%).

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. अरिंदम चौधुरी'स Initiative

SREI: A ‘loan’ ranger...

2007-10-22T12:23:00.000+05:30

One time – city of refugees, city of joy, city of tram-cars with disjointed electric lines, city of ‘addas’... that’s ‘Mahanagar Kolkata’ for you! When can we start associating this heritage city with industrialisation, where star corporations like ITC are few & far between? Well, there is one name that comes to mind from the city of Kolkata, as a leader in the rapidly growing sector of infrastructure financing in India. And interestingly, in a field where one would consider banks to be showing the way, this leader in this sector is an NBFI by the name of SREI Infrastructure Finance Ltd. (formerly known as SREI International Finance Ltd.).

Since 1989 (liquidity crunch period), there’s one name that has carried the baton of infrastructure development in this city. What started with basic equipment financing has now grown to encompass project financing & renewable energy product financing as well. States Hemant Kanoria, Vice Chairman & MD, SREI, “From 1989 till now, we are in the entire value-chain of infrastructure... So, everyone, who is working in this particular field, would have to necessarily deal with us & we have to deal with them.” The company, which stepped in with the vision of being the most inspiring global infra- structure financial institution with passing time, has gone on to leave quite a mark on Kolkata’s infrastructural landscape & stood the test of time. Within a span of 17 years, the assets under management for this company have reached Rs.50.83 billion.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Change management

2007-10-15T13:11:00.000+05:30

Huge reserves of natural mineral & metal resources acts as accelerator for strong growth in manufacturing sector. This country contributes 40% of the entire continent’s industrial productions and 45% of mineral productions. Importantly, 50% of electricity is produced here, thus making it as a ‘Power Hub’ of Africa. This production facility attracts huge foreign investors & can eventually boost the economy & infrastructure. Luxury car manufacturing plants are not only pumping in investments but also generating skilled & unskilled employment. It is the largest gold & platinum exporter (contributes 29.1% to GDP)

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India