Showing posts with label IIPM Institute. Show all posts
Showing posts with label IIPM Institute. Show all posts

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.


Monday, August 13, 2012

A B&E EXCLUSIVE INSIDER

As subhash chandra plans a gradual exit, B&E catches up with him and his two sons to discover more of what’s going on at work

If you thought that that sounded much like the veteran Chandra, you would be right, as even Punit says, “We both focus on profits!” But that’s where the similarities (on the business front) between father and son end. Vanita Kohli Khandekar, an independent media consultant and writer, tells B&E, “Chandra is a visionary and no one can match him at that. But a big problem at Zee was execution. Chandra is very good at spotting business opportunities, while Punit is more of a hands-on operational guy. He gets involved with the nitty gritties and that is what the channel needs today.” Amit Goenka gives a similar feedback between his father and elder brother as he says, “My father is a great visionary, while Punit is a perfectionist.” After fixing up the group’s GEC, Punit is now focusing on expanding the regional and sports channel portfolio. The company has acquired the remaining 45% stake in Taj TV and as few know, its management is in the process of restructuring the entire sports business under the Ten brand. The sports bouquet of Zee will be made a separate entity and will function as a subsidiary. Also, Zee Sports will be renamed Ten Action (the proposed name) and a new golf channel (Ten Golf) will be added to the sports bouquet. So what’s the rationale behind this restructuring? Punit says, “We believe that Ten Sports is a formidable brand within the sports genre in the country, and garners the highest viewerships in the genre on any non-cricket day. And since Ten Sports and Zee Sports functioned as separate entities, we could not club the two channels and offer it to advertisers. Therefore, Zee Sports was not able to piggyback on the popularity of Ten Sports, either on the distribution or the ad-sales front.”

Apart from that, niche content is on Punit’s priority list. Zee is exploring the opportunity to launch niche channels in genres like action, sports (pool & golf), home shopping and the likes. The company is also going to launch two high definition channels soon. Industry experts say that the Indian market is not ready for niche channels as of now. But Punit counters, “If you wait for it to become viable, you will never be in the game. We have always been ahead, because we see an opportunity before anyone else can.” The niche channel business will bloom once the number of digital TV homes grow. Punit projects that there will be around 45-50 million digital homes in the country over the next five years. Thus, they plan to invest in the niche category over the next few years.

But the wine has not been sweet forever. Chandra’s elder son has had his fair share of disagreements with his father, and he candidly admits that and offers, “I am a firm believer of the saying that by the time you realise that your father was right… you have a son who thinks his father is wrong!” He cites one example: During his early days, unlike Chandra, Punit strongly believed that it was important to rope-in celebrities and go for high buzz programming to remain competitive. However, time and again, he felt that his belief was being proven wrong and that his father was right after all. [That explains why Zee TV has mostly stayed away from roping-in celebs and high buzz programming, even if such a strategy had worked well for other channels.] But that had also created a disconnection between the channel and the young audience, whose importance had been gradually but steadily increasing in the TV space. Till date, Zee doesn’t believe in high buzz programming. But Punit is not the one to give up, as he says, “One phenomenon cannot determine that it will work well in general, forever... After all there has never been a second KBC.” Surely, when Punit takes ‘total’ control of Zee, you will witness one big change. Take a guess.

Till date, Punit has managed to pump life into Zee, while his younger sibling Amit, has built a Rs.24 billion business in the gaming space, almost out of nothing. However, their lottery business has had to face a lot of regulatory issues and Amit feels that is the biggest challenge for Playwin in the years to come. Like his father and elder brother, Amit too never loses his focus on the bottomline; as he shares his continuing worry about slowing growth and falling margins in the gaming business. He says, “Playwin is profitable but not as profitable as other businesses of the Zee group. Margins are low, and not more than 2.0-2.5%. In terms of revenues, we expect a slow growth of 7-8% over the coming year.” Amit is also keen on other businesses. He shares, “Currently, there are few areas in the media vertical, where we are either not strong or absent as a group. One of them is the interactive space, and I am interested in getting personally involved with this space soon. Over the next six to nine months, many new events will unfold...”


Friday, October 26, 2007

Google always looks to venture into different services

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%).
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

Monday, October 22, 2007

SREI: A ‘loan’ ranger...

One time – city of refugees, city of joy, city of tram-cars with disjointed electric lines, city of ‘addas’...HEMANT KANORIA, VICE CHAIRMAN & MD 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 SREI1989 (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.
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

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

Thursday, October 04, 2007

Women make better primate watchers than men is discriminatory or true

After nearly a decade along this primate path, I believe that the Vervet (monkeys) and Chacma (baboons) have further aided my understanding of our relationship to the environment, culminating in the theory that we are not one species above but one species amongst all others, and that conservation when focusing simply on serving people and less on biodiversity is unlikely to achieve successful long term initiatives. A feminine perspective of the environment is still less apparent than a male one. Developing poorer countries where socio-economic, or religious and cultural factors have influenced the scarcity of African and Asian women in primate conservation in the past, have been fortunate in having the knowledge of Leakey’s “angels”.

Since democracy in 1994, South Africa has been slowly moving away from a patriarchal society. The battle to eradicate poverty and remove inequity jostles for top position with environmental degradation and the effects of global warming.

Floods and droughts brought about through climate change have found wildlife struggling to adapt to changing ecosystems that are also responsible for rural Africans increasingly moving to towns, highlighting the fragile relationship between humankind and eco-systems. In areas where humans live side by side with wild animals, and resources are competed for, ongoing conflict between humans and wild animals has escalated. The Vervet monkey and Chacma Baboon are merely two species that continue to be shot, poisoned and captured as human habitats encroach further on their territories. These primates are listed on Appendix two of C.I.T.E.S., yet their populations are not officially monitored; reports reveal escalating damage to troop structures as well as dwindling numbers. If this trend continues, our primates face extinction.
For Complete IIPM Article, Click on IIPM Article
Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Tuesday, September 11, 2007

Do we ever care at all?

The Indian bureaucracy is well Do we ever care at all?-IIPM Editoralknown for designing lopsided development models. There is hardly a semblance of sanity in the thought processes, which plans India’s future. In their zeal to build fl yovers, they conveniently forget that pedestrians too have to be provided for. Highways are inaugurated with great fanfare, paying scant regard to the fact that shops and residences along the highway can be traffic hazards. They spend millions on advertising Goa as the ultimate tourist destination in India, but hardly bother about the cows, which squat right at the entrance of the Airport to greet the incoming tourists. This lack of holistic planning is much evident in the way we have encouraged consumerism without thinking about how we would dispose off the waste created by high consumption levels.


For Complete IIPM Article, Click on IIPM Article
Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Tuesday, September 04, 2007

The government as well as Indian cement companies need to address mining related environment hazards

A recent report bycement:Environmental issues CSE reveals some anomalies, though. The report covered 80% of the sector and stated that the top players are poor environmental managers, who are concerned “more about economics than environment.” Grasim was rated mediocre and ranked ninth and ACC (now a part of Holcim) was awarded the third position. India Cements was way down the table. Interestingly though, Indian cement producers have been found to have significantly lower carbon dioxide levels as compared to their European and American peers. It is also true that cement companies are playing a major role in reduction of fl y ash (from power sector) and blast furnace slag (from iron & steel plants), which are used for making blended cement. So what exactly are critics raising their eyebrows for?
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

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