Showing posts with label IIPM Admission Detail. Show all posts
Showing posts with label IIPM Admission Detail. Show all posts

Monday, September 10, 2012

AOL: THE HOUSE THAT TIM IS BUILDING

Former Google key man Tim Armstrong is cutting deadwood, exploring new businesses and being trigger happy like how. But his current assignment at AOL could prove to be a career killer. 

But when on September 29, 2010, AOL acquired three Internet startups – namely TechCrunch Inc., 5Min and Thing Labs – reportedly for an amount of over $100 million, it had even the most supportive analysts questioning Tim’s logic in the acquisition. Apparently, this is a move on the part of AOL to become a pure content based entity. According to Armstrong, even though the subscription business still generates a major chunk of their revenue, it is mostly on a decline. As the new content strategy is supposed to work on the mechanism of affiliating advertisers to the content, AOL is planning to invite marketers to work with its editorial team and produce customised content. With this, Tim hopes that ad money will follow suit.

Unfortunately, even if this does work, the fact is that Tim is relocating resources in a suspiciously unproductive manner, and even a seat-of-the-pants analysis is enough to give the reasoning.

After the Time de-merger, AOL was and is basically left with two businesses – subscription and advertising. Subscription, the business responsible for generating almost all of the company’s profits (as per the latest SEC filings by AOL) is alarmingly declining by 30% per annum. It constitutes almost 25-50% of AOL’s web traffic. The advertising business, which consists of a $600 million deal with Google and is powered by the subscription business (due to w


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Monday, September 03, 2012

UTV’s Global Broadcasting

UTV’s Global Broadcasting division posted a remarkable turnaround in the last year. CEO M. K. Anand speaks to B&E on the favouring factors and future expansion

B&E: UTV Entertainment Ltd. (a part of UTV Global Broadcasting) posted a profit of approx `355 million as opposed to last year’s loss of `820 million. How did you manage the turnaround?
MK: There has been a big write down that has happened on the inventory side, there has been some consolidation and all movies in the movie library have been taken in and written off. Right now we are sitting on a library which has zero cost on our profit and loss account. So our programming cost has significantly reduced because of that. In general, there has been an operational efficiency improvement between Q3 last year and Q1 this year by absolutely 100%. We were operating at `110 crore; this year our target was `220 crore. In order to achieve those numbers we needed to get `55 crore of revenue. In the year which ended at `110 crore, you would expect that the quarter would have made 27 crore, so the one ending at `220 crore should make somewhere about `35 crore in Q1 but we actually did around `50 crore. So we have already set the run rate for Q4 in Q1 and that’s how we move forward. The GRP increase happened in Q3 last year after a lag of 3 months. We were anyway planning to monetize. In Q4 we did significant marketing; we became sponsors of Goafest, which is the biggest ad event for the advertising fraternity and our ad rates have substantially increased over the last year after that. Also, all the channels were operating at 50% inventory utilization and right now we are operating at 100%.

B&E: UTV has been toying with various genres with Bindass, 3 movie channels and a news channel. What further expansions are expected now?
MK: A movie business is required as a portfolio player. It is better to have flanking businesses, like a movie business, which are bulk driven in nature so that it becomes easier for you to negotiate business with distributors and advertisers, as long as they are profitable, obviously. But our network will concentrate on the 15-24 target group and we will not push ourselves into the GEC (General Entertainment Channels) business. We are at a life-cycle where the GEC business will go lower. It’s like the mainframe business of the 1990s. If you already had it, it was good; but if you didn’t, it was better to have a desktop business rather then a mainframe one.


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Friday, August 24, 2012

Mohit Khattar

Managing Director, Godrej Nature’s Basket, talks to b&e’s angshuman paul about the peculiarities of the industry and the company’s future plans

B&E: Don’t you think the Godrej Group has been too late in recognizing the potential of retailing?
MK: I can’t comment on other businesses of Godrej group but regarding Nature’s Basket, yes. Five years back, the group didn’t have any intention to foray into retail. But during the last two years, the group has moved on and we are exploring all possible opportunities for growth; and one of the biggest opportunities in recent times is in the retail industry.

B&E: Ernst & Young claims that organised retail accounts for an approximate 4% of the total retail sector market, and players are in an inordinate hurry to capture the retail sector. Is this the reason that propelled you to join the retail bandwagon?
MK: We are not into the trading business and we don’t believe in doing something just because other players are doing it. Our retail brand was an initiative to offer everything that the Indian consumers’ palate would require. Most of these are gourmet retailing, which Indian consumers have never seen before. That was the reason we rolled out Nature’s Basket.

B&E: Gourmet retailing already has brands like ‘Le Marche’ functioning. Given that, how do you think your brand is unique?
MK: We are tying up with many foreign brands and will be providing a wide array of products related to food and beverages. Moreover, we have our own food products [of the company]. We started operations in 2005 and in five years, we have done our market-research, set up our logistics and supply chain. We are fully prepared to expand our presence now and we know we won’t come across a situation where we will have to shut down a store once we’ve opened it. We have ten stores while Le Marche has just eight.

B&E: Yes, you have ten stores, but the first store was rolled out in 2005. Do you think the pace at which you’re growing is relatively slow?
MK: The type of format that we are offering [in fine dining] is very exotic and we did not want to roll out stores unless we have done our ground work. Our conscious steps have paid off; we did not have to shut down our stores like other brands had to do in Mumbai. Nature’s Basket is different in terms of the products, offerings and services that are offered. Our target audience are the people living in metros and we can’t be expanding in every nook and corner of the country.

B&E: But then, even in metros, you are present only in Mumbai and Bengaluru. Will you continue to follow this retail penetration strategy in the future too?
MK: Not really. Of course, we didn’t expand in all cities across India as we didn’t believe in going places where we don’t have a market. And then there’s no point in opening stores unless you are financially or logistically prepared for the same. In gourmet retailing, we don’t have much competitors and we are the only one having presence in two metros. We will be rolling out Nature’s Basket in other metros too by the end of this year.


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Wednesday, August 22, 2012

An electric shock or a safe recharge?

Despite promises, Reva has been struggling over the past decade to strike gold when it comes to sales. But with M&M acquiring a controlling stake in the electric carmaker, much is expected to change in the near future. So has Anand Mahindra placed an electrifyingly winning bet? by Pawan Chabra

He was all of six when he surprised many by winning an award for having designed a remote-controlled toy car during one such competition at school. Chetan Maini’s love for machines had just started bearing its first fruit. Much water has flown under the bridge since then, but what has remained unchanged in the past 34 long years has been Maini’s (today the Chief of Technology & Strategy at Mahindra Reva Electric Vehicle Company) love for machines. He started Reva in 2001 and nine years later, has witnessed the change in ownership at the electric car manufaturing company. And just like every other journey, there have been times of thirst for Maini too. This mechanical engineer (from Stanford University) turned entrepreneur’s has been time and again running after banks to finance his business plan. He finally seems to have found solace in Anand Mahindra’s cash-loaded arms. On May 26, 2010, Mahindra & Mahindra (M&M) bought a majority stake (55%) in Reva. [Post-sale to M&M, Maini’s family will hold just 31% in the new Reva. It’s now called Mahindra Reva Electric Vehicle Company. The other large shareholder will be Lon Bell, the other co-founder, who holds 11%.] So, the question bothering many a well-wishing heart is – Is this really the end of problems for Maini? Seemingly, yes. But chances are, the Oracles might just be proven wrong this time.

Interestingly, for the lesser informed, Reva had joined hands with GM India in December 2009, for developing an electric version of Spark for the Indian roads. The final product was to hit the market in December 2010, and was to be sold via GM’s sales & distribution network. GM however called off the deal (most likely for information security purpose) once M&M entered the scene. So, while many are grieving over GM’s loss in the process, the more pertinent issue to mull over would be to question what the transaction brings to the table for both Reva & M&M.

“The deal between M&M and Reva is beneficial for both the parties in their own ways. While Reva will benefit financially, Mahindra can add Reva’s technology to complement its vast existing portfolio,” says Pankaj Karna, MD, Maple Capital Advisors. So for now, Maini’s footsoles can take some rest from rambling about in search of fresh fund infusion, as the stake purchase by M&M brings-in close to Rs.450 million for the electric carmaker. For M&M of course, the case is stronger. It gives it the much needed hybrid edge, something which it would have been eyeing for long now. Maini’s brainchild would further strengthen M&M’s electric vehicle portfolio, that as of now consisted of only a three-wheel vehicle called Bijlee apart from a yet to be launched ‘Maxximo’, an electric-powered mini-truck.


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Tuesday, August 21, 2012

generation X thought ‘family is foremost'

If generation X thought ‘family is foremost’, for generation Y, are parents a pest?
 
People all over the world look up to India’s culture, especially because of our strong family bonds, and it’s a sad sight when tiny tiffs lead one to an impulsive decision of walking out of home. Opines Dr. Sanjay Chugh, “Living on your own makes you learn new things about life and your own self. It makes you more independent, self-reliant and responsible, if the freedom is rightly used. All these are desirable qualities, that’s why, if there is opportunity along with resources, rarely would anyone like to ignore it.” But the days ahead might not turn out to be all rosy. “Separating is an important decision and so, the family’s mental preparedness is crucial. If both the parents and the child are mentally and emotionally ready, then the whole shift could be far more peaceful and stress free. If not, the chances of emotional breakdowns are high”, said Sanjay.

To avoid reaching a crossroad of heartaches, both parents and children need to realise that where there’s love and understanding, a little adjustment can definitely be accommodated.


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Tuesday, August 14, 2012

Dependants of jawans killed by Maoists struggle to stay afloat. A report from Orissa by B&E’s Dhrutikam Mohanty

A few days after the surgery, not only did her department pester her to report back to duty, she also received a phone call claiming that she had taken a loan of Rs . 40,000 from the PWF and that the amount would be recovered from her. She was totally stunned. Pratima alleges that an additional Rs. 20,000 was withdrawn by the SP, Cuttack against her name. Says Pratima, “While the government has promised to bear the complete cost of my medical treatment, it is painful that people from the department are fraudulently withdrawing money in our name and then trying to recover it from us.”

When the doctor treating her learnt that the police department wasn’t going to bear her expenses anymore, he stopped taking proper care of her. He discharged her even though she had not recovered fully. She continued to receive notices from her department to join back.

At her tether’s end, Pratima met the then Director General of Orissa Police, Gopal Nanda, as a last resort. He not only waived off her loan but also ordered that she be assigned an office job. She could now see light at the end of the tunnel. But Pratima is still nursing the wound in her leg. It hasn’t healed because of the unseemly haste with which the doctor discharged her from hospital. We ask her how much she has got by way of compensation. She replies, “What compensation are you talking about? I haven’t received a single penny.”

Pratima points out that it has taken the government two years to set up a board to prepare a detailed report on those who were injured in that Maoist strike. She adds, “As for my own case, one of the two board members who examined me was the same doctor who discharged me untreated. I, therefore, don’t have must expectations from this board.”

Now meet Jayakrishna Bardhan, a superannuated government employee who resides in the outskirts of Bhubaneswar. Though he retired in 2004, he still does the rounds of government offices. Sometimes he is in the provident fund section of the police headquarters requesting the dealing assistant to push his file. At others, he is seen in the pension section inquiring about the release of his family pension. It isn’t his own retirement benefits he is chasing. Jayakrishna’s policeman-son was killed in a Maoist attack and all he is asking for is the legitimate compensation for an irreparable loss.

Bardhan and his family reside in a single-storey building in Gadakana area of Bhubaneswar. It has neither a boundary wall nor a proper approach road. The entrance has no door bell. So we knock on the grille. The family’s pet dog, Blackie, barks in response. Jayakrishna is soon at the door to usher us in.

His elder son, Ajit Bardhan, was an Orissa police sub-inspector posted in the Maoist-infested Sundargarh district. While on patrol duty, Ajit was overpowered by a group of Maoists and abducted. The very next morning – the date was July 16, 2009 – his body was found near Jharbeda. Darkness descended on the slain cop’s family. Unable to withstand the shock, Jayakrishna suffered a heart attack. Ajit’s widow, Rosalin, who was expecting her first baby on August 7, experienced acute labour pain even as arrangements were being made to take her husband’s body to Puri.

The Orissa chief minister, Naveen Patnaik, came down to Ajit’s residence to express his condolences to the bereaved family. When he learnt about the condition of the cop’s father and widow, he immediately instructed senior officers to make all arrangements for them.

But nothing moved after that. Say Jayakrishna, “I am still wandering from one office to another for the release of my son’s provident fund amount and family pension. They haven’t even paid a small amount of Rs. 17,000, which I spent on my treatment after the heart attack. The CM had declared the government would bear all the expenditure. I have been to the Rourkela SP’s Office and the IG Operation’s office on several occasions, but nothing has been done. It is humiliating. It is as if they are going to do us a favour. Did my son lay down his life in vain?”

Ajit Bardhan, in a letter to his wife Rosalin, had once written that it would be the happiest moment of his life if he were to die serving the nation. If only he knew what would be in store for his family after his death, he might have changed his view. Rosalin, who recently got a police job under the rehabilitation scheme, is still waiting to get her other dues. She says, “My father-in-law has taken much pain to get my husband’s legitimate dues and I couldn’t help him because of my job and daughter Arushi.” Arushi is only eight months old.


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Friday, August 10, 2012

The Budget can do is set a time frame

The least the Budget can do is set a time frame and an action mechanism to address the issues pertaining to its legitimate growth as an Industry of the future

Some of the measures that would be welcome by retailers would include the painting on the canvas of a long term vision by the government; the setting up of an existing or a new ministry to explicitly handle the requirements of the retail sector; the evaluation of various licensing laws, both central and state, that govern the retail trade by default than by design (as the laws are clearly not meant for large players who are much more reliable); the rationalisation of acts like Weights and Measures, Shop & Establishment. Besides these, reatilers would appreciate revising Labour Laws, 24x7 work hours, work timings for women etc. from the purview of the involvement of malls & reputed retailers; the abolition of service tax on rentals that is adding huge burden to the already stretched economics of retail; and many allied matters.

The least that the budget can do is set a time frame and an action mechanism to address the issues pertaining to its legitimate growth as an industry of the future. The retailers are hoping that this year’s budget would be the watershed year for its future in India. Fingers and toes crossed!




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