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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.

Read more....

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.

Prof. Rajita Chaudhuri's Website
domain-b.com : IIPM ranked ahead of IIMs
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine
IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
IIPM B-School Detail

Saturday, August 11, 2012

You know you’re going wrong when fashion trends transform your wardrobe from being cool to terribly cruel...

Larger animals have clamps or a rod applied to their mouths while rods are inserted into their anuses, and they are painfully electrocuted. Gassing, decompression chambers, and neck-snapping are other common fur-farm slaughter methods. A video shows raccoon dogs in China – where most of the world’s fur comes from – being hit in the face with metal pipes, picked up and slammed hard on the ground, skinned alive and thrown in a bloody pile, still alive. One dog in the video lifts her skinned head and blinks her eyelashes at the camera as if to say, ‘why?’

In India, the leather industry plays an important role in the economy, and while leather leggings thankfully haven’t yet made their way to this side of the globe, wallets, belts, shoes etc, are made out of leather. While most Indians are proud of this industry’s growth, its methods of operating are shameful. “Cows, sheep and other animals are crammed into trucks in such high numbers on their way to slaughter that their bones snap, they get trampled, suffocate or die en route. At the slaughterhouse, all of these animals have their throats slit in full view of their companions,” reveals Poorva. While style icons like Madonna will continue to wear fur, other more responsible and compassionate celebrities like Michelle Obama and Charlize Theron are a better example for those eager to stay in step with fashion. And if you must have the fur, opt for faux fur, and so ensure that at least you have no blood on your hands.

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Tuesday, July 31, 2012

Bob, you have a pendulum there!

Getting classified as India’s best traded stocks is always the ultimate incentive to be in the Sensex. Concurrently, when a stock drops out of the Sensex, very few have the wherewithal to make it back. B&E commentates on those few which did claw their way back..

The growth of the equity market in India has been phenomenal over the past two decades. In fact, right from early 90s, the stock market has witnessed heightened activity in terms of various bull and bear runs. While in the 90s, the Indian market witnessed a huge frenzy in the steel sector, it’s real estate that has caught the fancy of the investors recently. And not just sectors, stocks too have fared on the whims and fancies of the so-called investors. Result: Only a few could survive the test of time, and the rest went into oblivion. Interestingly, there were also those who made a comeback from the grave. Blame it on the strategic outmanoeuvres or the sheer investor sentiment for their dismissal, but one thing is sure – they fought hard to regain their seat among the 30 bellwether stocks that constitute the Sensex.

It was 2006, when Bajaj mysteriously decided to ignore the entry-level motorcycle segment and started focusing on the premium segment to grab higher margins. But the new strategy fell flat on its face. Not only did the move open gates for its arch rival Hero Honda to take a seemingly unassailable and massive lead, it also dampened the investor sentiment. Subsequently, a company which had once narrowed down the difference in monthly unit sales between itself and Hero Honda to a mere 30,000 units (in May 2006), was forced to remain content with just the low-hanging fruits. In fact, as of January 2009 the difference was 244,334 units. In the process, Bajaj had lost (on March 14, 2008) its prestigious tag of being a constituent of Sensex. In the past when we have met Rajiv Bajaj, MD, Bajaj Auto, he had accepted this strategic mistake, “The biggest mistake we made was that we didn’t focus on the 100cc segment. And since most of the volumes come from that segment, we lost market share to Hero Honda.”

2009 thus turned out to be quite an eventful year (and also a remarkable one) for Bajaj Auto. To start with, Bajaj once again surprised itself and the industry by making a comeback into the entry-level segment with the launch of of the 100cc variant of Discover. The company followed this up by announcing its exit from the scooters segment and its decision to drop the parent brand from its product portfolio. The last two decisions once again set tongues wagging in the industry and caught many offguard. But by the end of FY2010-11, Bajaj Auto was standing tall and even the critics were offering its light-spirited, yoga-loving MD grudging admiration. The company reported a revenue of Rs.170 billion last fiscal and its net profit soared to Rs.36 billion at a whopping growth rate of 41%. Even the company’s bike sales crossed 3.3 million units in the last fiscal, showing a stellar growth of 35%. All this at a time when input costs were hardening and inflation picking up. Well, there was yet another reason to cheer about. The company had made a re-entry into the BSE Sensex (on December 6, 2010).

Read more....

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Thursday, July 26, 2012

Jnnsm : Time to Prepare for Phase II

Shubhranshu Patnaik, Senior Director, Deloitte Touche Tohmatsu India Private Ltd.

The Jawaharlal Nehru National Solar Mission (JNNSM) was launched last year with the objective of achieving 20 GW MW of grid-connected (and 2 GW MW of off-grid) solar capacity in India by 2022 and to provide an environment for innovation, efficiency improvement and scale in the country to accelerate solar energy’s march towards grid-parity by 2022.

Over Phase I of JNNSM, 1 GW of solar power is targeted by 2013. As a significant first step towards achieving this, the Government of India, through a tariff-based reverse auction process, successfully selected 37 developers offering 620 MW (450 MW of solar thermal and 150 MW of solar PV projects) to sign Power Purchase Agreements with NNNV. Further, about 100 MW of projects, were allowed to migrate under the JNNSM at feed-in tariffs specified by the CERC (Rs 17.91/kWh for PV and Rs 15.31/kWh for solar thermal).

The auction settled the debate on the viability of CERC’s feed-in tariffs as qualified bidders bid substantive discounts over CERC tariffs up to Rs.5.75/kWh for solar PV and Rs.4.82/kWh for solar thermal. Despite unavoidable criticisms of the reverse auction process, caps on capacities, etc., investor participation was overwhelming and the government and NVVN deserve credit in having conducted the process in a time-bound manner and conveying the seriousness of the program to the global community. Phase I is at best a proof of concepts, the test of which is not just the successful award or even commissioning of projects but in its scalability, given the 20 GW target set out under the mission by 2022. It is time therefore to ascertain the progress under Phase I and prepare for Phase II of the mission.

Of particular interest is the realisation of the solar thermal potential in India, which is central to achievement of the ambitious targets under JNNSM. Solar thermal technologies are emerging in nature and there are only a few operating plants around the world, although several are in the planning / development stage.

Solar thermal plant designs ideally require accurate local irradiation data and extensive engineering inputs in calibration and design of solar fields. Relying simply on the satellite-derived data can lead to faulty conclusions, as some players are finding out with ground-measuring instruments. The above uncertainties combined with the lack of solar development experience amongst bidders and the fact that very few solar thermal bidders actually aligned with solar technology providers at the bidding stage, has increased the risk-perception amongst lenders and made it extremely hard for these projects to get non-recourse financing. Over three-fourths of all projects under JNNSM face challenges in achieving financial closure. This remains an important area to be addressed by the government and multilateral financial institutions (MFIs).

Thursday, June 21, 2007

This is not where the sky wars end

This is not where the sky wars end. After the Jet-Kingfisher brou-haha, e-mails have been floating where another billboard (of GoAir) has been placed atop Jet’s and Kingfisher’s saying, “We’ve not changed. We’re still the smartest way to fly.” (Go on, we give you time to laugh out loud). GoAir has not confirmed that the viral marketing campaign has been initiated by them (but, isn’t it obvious!). “When elephants dance, ants too get in the way,” is what Seth has to say about GoAir jumping in. Now, that’s having some real fun at someone else’s expense!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
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Tuesday, June 12, 2007

Exim Policy

This slowdown is one

reason why this target looks tough to achieve. It has negative implications for another key sector of India – textiles, which contributes around 13% to India’s exports. During Apr-Oct 2006, RMG (readymade garments) exports to US grew by 6.2%, increasing India’s share in US imports to 4.3% according to AEPC. That is perhaps why the government has decided to include 16 more nations in the list to be traded with. This could be a significant boost for Indian industry, as it seeks to bridge the trade deficit.

For complete IIPM article click here

Source:- IIPM Editorial, 2006

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

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Wednesday, May 16, 2007

Atruism in human as well as world affairs is that if you threaten people, they will defend themselves

Last October, North Korea conducted a nuclear test in the mountains near the Chinese border, apparently a dud, yet with

enough firepower to inch the world a bit farther toward nuclear Armageddon. Last July, North Korea resumed long-range missile testing – also a fizzle, yet with the ominous signals. Leon Sigal, one of the foremost experts, sets the context as, “When President Bush took office, the North had stopped testing longer-range missiles. It had one or two bombs’ worth of plutonium and was verifiably not making more. Six years later, it has eight to 10 bombs’ worth, has resumed longer-range missile tests, and feels little restraint about nuclear testing.” Reviewing the record, An example for cooperation was set more than a decade ago. Haltingly and unevenly, the Clinton administration began a process to normalize the US political and economic relations with North Korea and guarantee its security as a non-nuclear state. In the year 1994, North Korea agreed not to enrich uranium.

For complete IIPM article click here
Source:- IIPM Editorial, 2006

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

Tuesday, April 17, 2007

Exclusivity’s curse!

What do Royal Dutch Shell

(MCap of $118.8 billion), Unilever ($39.4 billion), KLM ($12.3 billion) & Logica CMG ($5.31 billion) share in common (besides being heavyweights in their respective sectors)? Well, they belong(ed) to the Anglo-Dutch mixed race! And while strategists have debated over the solidarity of such entities, UK’s Barclays bank’s merger with Dutch-ABN Amro gives them another chance to analyse them in the present too! Barclays found the Dutch (ABN Amro) willing to join hands for a gigantic $174.71 billion entity! So, will this merger be a rare success? Or will it prove what Booz Allen Hamilton comprehensively stated (in its report – ‘Merger Integration: Delivering On the Promise’) that “despite many promises based on solid synergistic potential... most mergers fail”?

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

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

Saturday, March 17, 2007

Naina ‘L’ Kidwai: An ‘L’ for laurels

Being the daughter of a CEO of an insurance company, Kidwai had the genes of an achiever that showed from a very early stage.

As a natural leader, her traits were on the fore with her being the school captain and then the President of the college students’ union, before she went on to lead iconic corporations. After graduating in economics from Delhi University, Kidwai completed the Chartered Accountancy course and joined Price Waterhouse & Co. (as it was called then) as a trainee; after which, she earned the prestigious Harvard degree and returned to India to join ANZ Grindlays (now Standard Chartered) and the then JM Morgan Stanley. By the time Kidwai joined the HSBC group in 1997, she had obtained investment banking credentials second to none.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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