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).
Read also :-
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).
Read also :-
v
asically 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.
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.
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.”
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.
ery 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.
erely 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.
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.
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.
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.
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.
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! 
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.