Indraprastha Gas Ltd.

Entry Price: Rs.144
Target Price: Rs.161
EPS: 15.4 (FY10E)
P/E: 9.4 on FY10E EPS
Time Duration: At least one year
Rationale: Promising business model, robust growth in CNG vehicles and PNG customers in NCT of Delhi, timely expansion plans and low industry competition provides a long term & stable visibility to company’s future performance and growth trajectory. However, due to the supply side pricing constraints, margins are expected to remain under pressure.

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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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The off screen TRP war

The small screen is sizzling with TRP wars with the launch of myriad of new shows like Sach Ka Saamna on Star Plus, Is Jungle se Mujhe Bachao on Sony, Color’s India’s Got Talent and Rakhi ka Swaymvar on NDTV Imagine. While GECs are seriously fighting the war of one-upmanship to garner maximum TRPs; the off screen rating war among the rating agencies Television Audience Measurement (TAM) and Audience Measurement Analytics Ltd. (aMap) is raising the temperature of the TV town. aMap has partnered with Eurodata TV Worldwide (an international rating agency, which compiles viewership data of 2000 channels in 80 territories across five continents) to provide international TV ratings in India besides doling out Indian TV ratings across the world. This tie-up will strengthen aMap, which has not been able to gain much stranglehold despite being in the business since 2004, in this off screen TRP war. aMaps’ large sample size and quick data delivery (overnight) for events and shows gave it the initial kick. On the other hand, being in the industry for over a decade, TAM enjoys an edge as it is more like a TV rating currency. As the Indian economy is getting increasingly interwoven with the rest of the world, in the context of television, this means that there is greater international advertiser interest in the Indian market. International interest in the Indian culture is also increasing. Take for instance, Brazil’s latest hit show Caminho Das Indias (India’s Way) is about an Indian upper-caste girl falling in love with a Dalit boy. Driven by such trends, international broadcasting companies, content providers, et al, are all looking to do business in India. International broadcasters are looking to have a comprehensive data that gives them a hint of what works in the Indian market and this is where aMap will get a strong edge over TAM. “This move will give advertisers and broadcasters in India their first ever preview of the TV program performance around the world, an opportunity to study successful formats the world over and therefore to identify successful opportunities in India...” says Amit Varma, CEO, aMap. It’s time TAM bucks up, for it won’t be too long before aMap races ahead of it.

Pallavi Srivastava

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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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Not cheap! It’s economical…

Bajaj Auto’s over reliance on brand ‘Pulsar’ and increasing focus on the 125cc-plus motorcycle market garnered it a heavy loss in not only its market share in the two-wheeler segment, but also in its bottomlines. However, Bajaj Auto is revisiting its strategies and is now all set to make a comeback into the 100cc segment with its Discover DTS-Si, which will hit the showrooms from July 27 onwards. Interestingly, Bajaj Auto’s plan to reign in more market share in the 100cc segment is a bit different from the strategy formulated by the company in the first place. But will the discovery of Bajaj Discover be able to create the desired position in the executive segment for Bajaj Auto?

There is no denying that Bajaj Auto’s strategy riding on the superior technology and advanced designing fronts has been very successful to tap the consumer in the premium segment. The company is banking on the same pillars to replicate its success in the executive segment. If the words of Rajiv Bajaj, Managing Director, Bajaj Auto are to be believed, “In terms of sales and profits, this fiscal will be the best ever for Bajaj Auto.” Introduced as a 125cc model and presently selling in a 135cc version, Discover has been operating in the Indian market for over five years now and is well poised to take on Hero Honda’s executive model – Splendor and Passion by which the company plans to take the sales figure to around the 2,00,000-units mark. And if Bajaj is able to create a new category in the executive segment, the company may garner a healthy share of the entry level segment.

Pawan Chabra

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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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How the hand Rocked the Lotus, Elephant, Bicycle, Lantern...

The revamp of the 124-year-old party and brand continues. Says Santosh Desai, CEO of Future Brands, “Congress as a party has understood that Indian elections are the largest marketing exercise in the world and that inclusive growth can be the best USP of the Congress brand.” But, inclusive growth does not mean literally going back to the villages embracing the old dogmas of socialism. The appointment of Nandan Nilekani as the head of the Unique Identification Authority with the rank of a Cabinet Minister sends out another powerful message about the new brand Congress – talent is welcome, even if it is from the private sector. If and when Nandan Nilekani succeeds in his mission, the Congress would have used a private sector entrepreneur to execute one of the most critical ‘public’ tasks. Tamper proof I cards can ensure the poor actually get the benefits from social welfare schemes. And if money meant for the poor actually manages to reach the poor, brand Congress would have nurtured a massive base of loyal consumers (Voters). There are twin benefits of this ‘private-public strategy, according to Congress insiders. Having Nandan Nilekani lead this mammoth task will be a big hit with the Gen Next that idolises successful and ‘ethical’ entrepreneurs like Nilekani and looks up to them as role models. Then again, Nilekani’s success means more than 400 million rural consumers will have a solid reason to choose Congress over other brands.

This unabashed and unapologetic ‘coupling’ of Brand Congress with the aam aadmi can be seen even in the Budget presented by Finance Minister Pranab Mukherjee. He has simply junked the old – and insidious – habit of finance ministers of doling out largesse to corporate titans and Dalal Street while paying lip service to the poor. This Pranab budget is all about rural India, about farmers and about poor Indians everywhere. And more importantly, the Budget has not taken any step to take the Indian economy back to the bad old days of crony ‘socialism’. This aam aadmi socialism yes; but of a kind where entrepreneurs and wealth creators will have a key role to play. Senior Congressmen understand the potential power of this strategy. Says Congress spokesperson Manish Tiwari, “ The Budget is a judicious mix of short term stimulus, medium term fiscal prudence and long term institutional reform.” When asked about how the market is perceiving the Budget as a marketing exercise, the politician Tiwari is quick to retort, “I don’t think the Budget can be really seen as an image building exercise or a kind of a political platform. A Budget can be evaluated in the context of circumstances.” Tiwari may be coy, but the marketing and advertising world knows that the budget is actually a huge boost for the new brand identity of Congress.

And lest you think that brand Congress is now all about doling out sops to the poor without a future vision, please re-examine what the Minister for Human resources Kapil Sibal has been saying for a while. Sibal has loudly and persistently made it clear that the private sector must play a key role in revamping India’s messy education system. Sibal and his team understand clearly that India can never reap the demographic dividend with the current education system where rent seeking and corruption is rife and rampant. Sibal is laying down a vision where the young – both rich and poor – will have more choices when it comes to education and careers. Once implemented, this strategy will create one whole generation of loyal consumers who have not yet reached the legal age of voting!

And of course, no matter what you and I say or the aam aadmi says, Brand Congress will also be closely identified and linked with Brand Gandhi. Like it or not, it is Sonia Gandhi who first gave a new lease of life to the dying Congress in 2004. In 2009, the CEO to be Rahul Gandhi is getting ready to take over from his mother, with sister Priyanka always around as a strategic advisor. Says Ad guru Prahlad Kakkar, “While Sonia resonates to dignity and simplicity, Rahul implies to modernity.”

That, as rivals of Brand Congress have realised painfully, is an unbeatable identity for a brand to have!

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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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From Black Monday to Golden Monday

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The life and times of UPA : Five years on, every piece is falling in place for India even in torrid times for the global economy... And the world is watching!

The message from the election results 2009 is loud and clear: Indians have emerged and India’s thinking has improved. Evolving is a continuous process in any country’s life and we have displayed it thoroughly this time.

Exactly five years back, on May 17, 2004, when UPA came to power, the capital market welcomed it with a ‘thumbs down’, sending the market to the ‘lower circuit’ of -10%, (infamously known as ‘Black Monday’). Make no mistakes; it was justified then, because of the fear of ‘unknown’. The market wasn’t able to digest how the new government would handle the ‘emerging’ Indian ‘growth story’. Until then, the capital market participants were on a high about Indian prospects, with a flurry of reports from global research houses suggesting the rise of India as a super-power. The market had feared whether the then government would prove to be a spoil-sport.

However, God is living somewhere in New Delhi since then. Almost everything went right in Indian economy in terms of GDP growth, industrial production, rainfall, exports, Balance of Payments, demographics, FII & FDI inflows. Indians are extremely lucky to be served by some of the finest brains in the form of ministers and regulators at RBI and SEBI. An enviable team with abundant knowledge and qualifications, comprising of Manmohan Singh, P. Chidambaram, Y. V. Reddy, Montek Singh Ahluwalia and C. Rangarajan has given proper direction to the unleashing strength of Indian economy. This has helped India survive the impact of an unprecedented global crisis with least possible injuries. All of them truly deserved to be called as the ‘leaders’ rather than ‘regulators’. What is most striking is that these ‘leaders’ are not just intellectuals but balanced and matured individuals. And, the ever-maturing Indian voters have taken notice of their efforts and blessed them with thumping success in the current elections. After five years, on May 18, 2009, the capital market has welcomed them with a big ‘thumbs up’, sending market to ‘upper circuit’ of +20%, (famously titled ‘Golden Monday’). That’s right, this is the best election result India has had in the last 30 years and this is the best ever capital market performance. So, the ever-related Delhi politics and Mumbai capital markets have seen full circle from ‘Black Monday’ to ‘Golden Monday’.

Way to go...

In the previous UPA government, the Congress had a tough time convincing the Left to implement any developmental projects. Of course, in a way this helped Congress to take shelter for any of their under performance. However, this time they are extremely well placed with a clear mandate, improving global economy, best of demographics and quality leaders. This obviously raises expectations on their performance delivery. The world is looking at India, and the investors are looking at Indian government.

One thing is for sure: the level of confidence in the tone of market participants has increased substantially. Unless there are any global shocks, India should be flooded with fresh investment, increasing job opportunities and rising capital markets. Revival in PSU IPOs and disinvestment will help the government reduce its fiscal deficit and IPO markets, in general, will be revived sooner than later. Further, the government can relax FDI guidelines to some extent encouraging more foreign inflows in industries such as retail, mining, telecom and insurance.

As the government is free from the ‘Left’ load, it can think of ‘right’ things. If all goes as planned (of course, not possible as per Murphy’s Law), during the tenure of this 15th Lok Sabha, India will truly emerge as an economic superpower. And also, Indians will enjoy their best times ever in their standard and quality of living. These future generations will live in much better living conditions than their erstwhile generations have ever done.

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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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ANISHA MOTWANI, EVP, MKTG, MNYL

IIPM Best B-school

1. Cadbury’s ‘Kya swaad hai zindagi ka’ campaign
2. ‘Thanda matlab Coca Cola’ campaign
3. The ‘Czechoslovakia’ ad from Max New York Life Insurances
4. ‘Yeh Fevicol ka mazboot jod hai, tootega nahin’ commercial
5. Closeup’s ‘Kya aap Closeup karte hain’ campaign

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

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S. NARAYAN, MKTG MNGR, VOLVO INDIA

Shahrukh khan is coming to IIPM - IIPM 4Ps Quiz

1. Airtel’s ‘India ka atoot network’ campaign
2. Happydent White
3. Thums Up
4. Chevrolet’s ‘I’m Indian, I’m Chevrolet’ campaign
5. Sony Ericsson’s ‘Thump!’ campaign featuring Hrithik Roshan, which led to growth in Sony Ericsson’s market share

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

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S. D. GUPTA, VP, CORP AFFAIRS, WHIRLPOOL

Shahrukh khan is coming to IIPM - IIPM 4Ps Quiz

1. Happydent chewing gum’s campaign for sparkling teeth
2. ‘Yeh Fevicol ka mazboot jod hai, tootega nahin’ campaign
3. Asian Paints’ ‘Har ghar kuch kehta hai’ campaign
4. Maggi Tomato Ketchup’s ‘It’s different’ campaign
5. ‘Mummy ka magic;’ campaign from Whirlpool

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

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Godrej’s strategic makeover...

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Adi may be old in years, but he does not want his brand to look old for sure. So to reinvigorate brand Godrej and give it a youthful appeal (at par with his aggressive Korean rivals), Adi Godrej and his senior management team adopted a complete makeover strategy for ‘Godrej’ at the beginning of FY 2008-09. The message of change was drilled into the collective psyche of the 23,000 strong Godrej ‘family.’ At that time, Adi Godrej told 4Ps B&M, “There has been a major change within us and we at Godrej have welcomed this change. Our employees have responded to this change positively.” The makeover, complete with fresh colours in their durable portfolio, paid off handsomely for Godrej. The group invested smartly in IPL’s season I to communicate the change. Ask them and Godrej Consumer Products Ltd. (GCPL) claims that the makeover gave required thrust for brands like Cinthol and Ezee. Insiders claim that the overall group has seen topline growth of over 20% in the year ended 31st March 2009. It’s April 2009, the onset of another fiscal year; the future beckons and the sprawling 3,500 acre Godrej ‘campus’ in Mumbai is still reaping in the gains of change!

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

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Mixing pleasure with business all the way...

IIPM Best B-school

He’s been in the business for the last 16 years and coming from a family of chartered accountants, he sure knows a thing or two about monetising his passion
Apart from his flair for creating clean western silhouettes, this designer from Mumbai has managed to crack some smart deals with corporate houses. He stepped boldly into retailing in 2003 in collaboration with up-market retail store, Benzer. His first prêt line Rocky S Jeans saw great interest from a host of chain boutiques and ever since this designer has experimented with a host of prêt creations. With Akshay Kumar & Beyoncé Knowles as clients, Rocky S indeed knows which side of the bread is to be buttered. He shares his designs at making money...

4Ps B&M: Why haven’t Indian designers been able to build sustainable brands?
RS: I don’t think we’re missing out big time but we have lately realised that from the long run sustainability perspective of the brand, we need to focus more on the affordable segment. See, designers today have two types of collection in their portfolio – the haute couture for the high-end customers and the ready-to-wear prêt line. In order to create a popular brand, I think we need to focus on the prêt line.

4Ps B&M: The Indian designer wear industry is unstructured. Comment.
RS: We haven’t grown as compared to the European designer industry. But, if you consider any designer brand from Europe, you will see initially they have been supported by big business houses. This trend however, till date, is conspicuous by its absence in India. The Indian designer wear industry is lacking funds and therefore we need support from the corporate houses. It can be in the form of tie-ups with retailers or even from venture-capitalists.

4Ps B&M: But, why is corporate interest missing?
RS: I think this is because it requires a lot of transparency to generate investments. If someone is investing in your business, he/she has full liability to know what exactly is happening with the money. We are still in a nascent stage to maintain such transparency and thus, many designers are now starting to become more organised. Some of us have now even begun to pay attention to financial audits.

4Ps B&M: Given the global recession, do you think fashion industry must resort to cost-cutting?
RS: Yes! Remember at the end of the day you need to make money and so like any other business organisation you need to have your financial plans intact. The recession has affected the global fashion industry badly, as visible in the London and Milan Fashion Weeks.

4Ps B&M: How do Indian Fashion Weeks compare with the London or Milan Fashion Weeks?
RS: The fashion events at London and Milan are much bigger than the Indian Fashion Weeks, but at the same time, please remember that they are over 20-30-years-old and we are just a decade old. Showing your collection in Indian fashion weeks will cost you between Rs.6-12 lakh but for global fashion events the cost is almost double.

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

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“It is not an ideal scenario”

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From shift in the IPL’s venue to the overall cricketing in the sub-continent. satish chapparike caught up with ICC’s Chief to talk about all this and more...

4Ps B&M: What’s your view about shifting IPL from India?
HL: Safety and security is paramount and IPL is a domestic tournament run by the BCCI. If the organisers and the Indian Government are unable to reach a compromise to allow the tournament to take place with what are deemed to be the necessary levels of security, then those organisers will do what is in their best interests. From the IPL’s perspective it is not an ideal scenario.

4Ps B&M: Do you think that the terror attacks in Pakistan will have a long term impact on cricket in the sub-continent?
HL: Security has always been a concern no matter where the game is being played. It is impossible to predict the long-term impact of the issue on cricket anywhere. It is something that we have said we will begin to discuss at the ICC’s Board meeting, set to take place in Dubai in the middle of next month.

4Ps B&M: The situation in Pakistan, Sri Lanka and India is worrying. So what is going to happen to 2011 World Cup, which is slated to be played in the sub-continent?
HL: Currently there is no plan to change the hosts of the 2011 ICC Cricket World Cup. The sub-continent countries – Pakistan, India, Sri Lanka and Bangladesh are still the hosts of the event. We will continue to monitor the situation closely. However, there is always a back-up venue for any major ICC event and for this event it is Australia and New Zealand, which was agreed by the ICC Board sometime ago.

4Ps B&M: Don’t you think IPL is growing beyond BCCI and ICC in terms of business venture and economic goliath?
HL: IPL is owned and run by BCCI, which is a member of ICC. IPL is a domestic event and to try to compare it to an ICC international event is not appropriate. ICC events such as the World Cup and the ICC World Twenty20 involve international teams, which are also ICC member countries.

4Ps B&M: One cannot deny that there are talented young cricketers in ICL who have been denied a chance of representing their country. Comment.
HL: ICC is in favour of a resolution to the issue of ICL, as that is in the best interest of cricket. It is an issue that will be considered during the ICC’s next Board meeting in Dubai.

4Ps B&M: With Twenty20 becoming so popular, will test cricket become extinct?
HL: Test cricket is the pinnacle of our game, cherished by international players as the ultimate in our great sport. Our members have also expressed a desire to ensure the primacy of international cricket, particularly test cricket. In fact they have formed a working group made up of representatives of all ICC members to ensure that test cricket is promoted well so that it continues to flourish. ICC and its members believe there is space for all three formats of the game to be embraced by all.

4Ps B&M: What are your plans to revive test cricket?
HL: Test cricket is strong. One simply needs to look at the recent series between South Africa and Australia & the ongoing performance of the Indian cricket team to support this fact. ICC’s members are determined to ensure it grows stronger and the working group referred to already is one way of ensuring this. Each format has its own history. Test cricket is 132-years-old but still appeals to many people around the world. Even ODIs have been going for almost 40 years and have produced nine ICC Cricket World Cups dating back to 1975. Twenty20 cricket too has brought a new audience to the game, inspired a more positive approach in the other formats and produced a thrilling inaugural ICC World Twenty20 in 2007. The game is lucky to have such a great spread of formats.

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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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Satyam and Subhiksha! The two have a deeper connect than just the alliteration effect.

The former is a case of malfeasance and the latter may be driven by negligence, but both represent failures of India Inc. in these troubled times, says Pawan Chabra...

It’s like the lull after the storm. The two-storey structure in Delhi’s Neb Sarai district wears a deserted, gloomy look. On the ground floor, a big, rust-eaten lock has shut the door to the Subhiksha discount store that services the area, telling a tale of gross mismanagement and misplaced ambitions of R. Subramanian, the 40-something managing director of the now floundering retailer. The top floor residence converted into an office is home to the north zone headquarters of Chennai-based retailer. But that was till a few weeks ago. Employees on the retailers’ rolls (who incidentally have not been paid their salaries since October) have stopped coming to work because vendors and the landlords’ goons hound them for unpaid bills. The empty cubicles here today tell another poignant tale of the more than 20,000 direct and contractual employees of the disgraced retailer...

“You can’t trust RS (R. Subramanian),” a senior manager at Subhiksha’s Delhi office laments on condition of anonymity. “In our last telecon, he told me he’s sending October-November salaries for the entire office. The cheques did arrive by post, but only to bounce the next day,” he adds disgustedly. It’s not just the employees at the beleaguered retailer, investors, banks and sundry other creditors who are chanting a similar mantra: overnight, the dapper IIM and IIT educated entrepreneur, R. Subramanian has turned from being a hero to a big zero. To be fair, his business model was indeed outstanding and arguably even copied by the likes of Kishore Biyani and Mukesh Ambani. Those who once recognised him to be a dynamic, intelligent man and hailed his ability to talk on two mobile phones, use the laptop and still have a business dialogue with those sitting across the table from him; are now on a fault-finding spree. “Subhiksha was a firm centralised in R. Subramanian. There was never any management committee that we knew of; the CFO could not sign a Rs.5 cheque; and there were no balance sheets available for the last one year,” says another hapless Subhiksha employee. For the year ended March 31, 2007 (there were no accounts audited after June 2007), Subhiksha’s profit before tax was Rs.18.36 crore on a turnover of Rs.839.56 crore.

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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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With the success of the FZ16 & YZF-R15, Yamaha India is back with a vengeance.

So does this dual-blast attack leave the current premium segment topdog, Bajaj Auto panting? Pawan Chabra answers...

What’s ‘power’ when it comes to two wheelers? Is it more vital than ‘mileage’, for aren’t bikes supposed to go light when it comes to burning that lethal hole in your wallet? So what’s more important? Well, the answer is – both, depending on when! Confused? Recall how Yamaha set the Indian roads on fire for two-wheelers with the launch of its RX100, then considered perhaps the most therapeutic creation man had ever created for India! That was reality then, and suddenly ‘power’ had attained an all new meaning for the Indian two-wheeler freaks! Cut to today, you’d learn to appreciate that the bookish types were after all right when they’d claimed how fuel costs would one day become an important determinant of consumer choice in this product category. Power-bikes had failed in the face of Hero Honda’s ‘fuel-efficiency’ might. Yamaha, was merrily grounded, and worse, with time, it faded into the past... living merely for the sake of its past glories!

Then the inevitable happened, proving how no thought, technology or even product for that matter lasts forever. And suddenly power-hungry speedo-maniacs found another reason to raise a toast to the longevity of their adrenaline glands! The Pune-based Bajaj Auto launched the Pulsar range in the year 2000, and the premium segment simply came alive... resurrected! Power-bikes were back into being fashionable amongst the Indian populace! And this trend continues till date. So what’s the latest in this game of Mr. Might versus Mr. Mileage? Well, Mr. Might continues to rule (at least for now), and has even found another contender to don the top hat in Yamaha India!

Interestingly so, Yamaha’s slumber has been broken. And don’t bless the ever rising summer temperatures in India for this; it was perhaps the pain of having been banished from two-wheeler stardom as long as 13 years back that played the alarm gong! The R15 & FZ16 launches just worked magic for the company – precisely what the doctor had prescribed. Even though the models are not crank happy rocket-ships like the legendry RX100, they offer much more for the present style & performance craving youth. The premium offerings have taken the market by storm. If numbers speak louder than words, here are some for the uninformed: Yamaha posted a mind numbing 192% growth in the month of January 2009 (sales for January 2008 stood at 18,320 units), while on the other hand, arch-rival Bajaj saw its sales deflated by a heart-rending 34%. The irony is that,w Yamaha can continue giving more nightmares to Bajaj. But is comeback ‘sustainable’ is the question to be asked...

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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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Swords are flashing in the skies as aircraft majors Boeing and Airbus get ready to fight with grit and splendour.

4Ps B&M’s Ratan Lal Bhagat scans the battle field...

Swaying the razor sharp swords, delivering flying kicks, mind-numbing punches and artful killing moves; the Samurais were the ultimate masters of war. Fighting till their last drop of blood, the Bushido following knights did everything to keep their flags flying high. Even in the worst situations their sole motive was to knock their opponent down and emerge victorious. Today the global skies are witness to a similar warfare between two modern Samurais, Airbus and Boeing, masters in their own right. After rivaling each other in almost everything, the two are fighting the Battle of Kawanakajima and the victor will take the honours. In these difficult times winning or loosing is a matter of survival; a minor slip and the other would deliver the deathly kick.

For decades Boeing had been the undisputed emperor in the arena with numerous successful jetliners. Hinged with multiple projects being pursued and then being cancelled (the Sonic Cruiser project being one of them), Boeing began to lose ground to a competitive and aggressive Airbus. Subsequently in 2003, Boeing lost the crown of market leader to Airbus, which gained an upper hand by offering an aircraft in almost every commercial aircraft class. The Toulouse based manufacturer has gradually expanded it’s family of aircrafts that now includes the A330, A340 and the mammoth A380, making a huge dent in Boeing’s market share. The A320, for instance, has been preferred by several low cost operators over the traditionally used B737 series. “Not only does it (A320) offer the widest fuselage in the market but it offers the most space and passenger comfort. When it comes to operating cost the A320 Family is simply the best,” said John Leahy, COO, Airbus. But Boeing has no plans to take the blows lying down and is leaving no stone unturned to gain back what it lost. The American is all set to combat the Airbus lineage with its own salvos including the 737, 777, 747-8 along with its most ambitious and talked about project: the Dreamliner 787.

In a major blow to Boeing, however, customer expectations for higher operating costs have helped Airbus outdo Boeing. “Airbus aircrafts are considerably more fuel efficient and profitable, and many airlines plan to replace aging aircrafts with the new planes,” supports Michael Englund, Chief Economist, Action Economics. Airbus has also developed a universal cockpit design for its entire fleet. This helps in optimum pilot utilisation thus saving training cost. This eventually has led to the increasing market share of Airbus lately.

Over the last fiscal, Airbus has won 777 net orders (900 new gross orders), valued at a mouth watering $100 billion at catalogue prices. “At Airbus we are prepared and confident: our leadership team is aligned, integration is progressing well and we have a solid financial basis...” said Tom Enders, CEO, Airbus. This has fuelled the growth of Airbus in terms of market share now at 54% for all commercial aircrafts. “In terms of aircraft deliveries, Airbus exceeded Boeing in 2008 by more than one hundred planes (483 to 375), but Boeing had to defer delivery of approximately 100 planes because of a labor strike,” explains Craig Fraser, Analyst, Fitch Ratings, thus discounting the lead and putting both of them on the same podium.

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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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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

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In India, the idea of corporate governance is well received; however, its implementation is left stranded.

IIPM set to beat economic slowdown

Regulators certainly need to develop draconian teeth just like the US had put in after the Enron case, feels Manish K. Pandey…

It was just three months ago, when it had won the coveted Golden Peacock Global Award for Excellence in Corporate Governance for 2008. Come 2009 and B. Ramalinga Raju, the former and now disgraced chairman of India’s fourth largest IT firm, Satyam “relieves the burden on his conscience” by bringing to light, one of the biggest-ever frauds in Indian corporate history. Shocking, mind-numbing, atrocious, disgraceful, cheats, and so on… adjectives pour in from all directions as the mystery starts unfolding.

Events still continue to unfurl but as they now pave a way deep inside Satyam’s financials it’s clear that Raju couldn’t have done it alone. As per critics the pliant partners at Price Waterhouse, the so-called ignorant directors, nearly quiescent government body (Ministry of Corporate Affairs) and, above all a horde of politicians who supported Raju (presumably for favours) were his shrewd partners in the crime.

In whatever direction the investigation may point out, but the Satyam fiasco has certainly revealed the dark underbelly of Indian capitalism. It has not only questioned the integrity of promoters but also the levels of corporate governance in India. The objective of the corporate governance is to build an environment of trust and confidence among shareholders by augmenting company’s performance and accountability. So how can a management with only 10% stake decide on a Rs.80 billion investment and 90% of the shareholders have no say at all in the deal? Isn’t it just a mockery of corporate governance rules?

Certainly this is not for the first time that such a thing has happened. Instances ranging from the South Sea Company in 1720 (popularly known as South Sea Bubble where the company got exclusive rights to trade in the South Seas through unethical means) to Daily Mirror’s Robert Maxwell in 1980’s (manipulation of the pension schemes run by Maxwell’s businesses), to Enron in 2001 (that created a web of SPVs to hide debt on its books and inflated revenues), to Lehman Brothers in 2008, and many others alike prove the point at the international front.


Even in India it’s not for the first time. However, the only difference is that the scandals are not of this magnitude. Like Satyam, Sterlite too was alleged to adopt fraudulent practices to bag a tender floated by GAIL last year. Even Bearings (promoter of BFL), abstained from voting when their business was getting acquired by MphasiS. How can we forget Global Trust Bank, where the auditors were again Price Waterhouse?... India Inc. too is full of such examples.

No doubt change has come to corporate India - from family-owned businesses that were involved in issues such as nepotism, mismanagement, lack of transparency, et al to a scenario where companies are professionally managed – but the pace of it has been really slow. Even today still more than half of the companies on the benchmark indices Sensex and Nifty are family-controlled which hampers the evolution of corporate governance in India. In an exclusive interaction, Naresh Gupta, MD, Adobe India tells 4Ps B&M, “Indian corporate culture is still in a nascent stage as opposed to their American and European counterparts. Moreover, a deep integration with global environment has quickly come to them. But, Satyam fiasco will make sure that corporate governance matures in India.”

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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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‘Singh’ definitely is a ‘Kingg’

1500-plus IIPM students placed across the country with 44 bagging international offers

As Akshay Kumar romanced Katrina Kaif in Egypt, it became one of the biggest thunderstorms to have hit the tinsel town in 2008. The buzz created by Singh Is Kingg was such that it became a runaway hit even before it was released and earned great bucks in paid previews: Rs.50 lakh in India and £50,000 in UK. The rustic innocence of Akshay Kumar as a village-boy made him the undisputed King of Bollywood. In fact, what made this flick iconic was the fact that just before its release, Manmohan Singh won India’s first confidence vote of the decade in the Lok Sabha on July 22, 2008 enabling him to pursue the Nuclear Deal with US. The release of the film also coincided with the Indian cricket team’s Australian tour, where Bhajji, after the much hyped quarrel with Andrew Symonds became another King for Indians. Good or bad – publicity is, after all, publicity!

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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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IIPM set to beat economic slowdown
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No more selfish motives in broadcast media

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The Telecom regulatory Authority of India (TRAI) which also regulates the broadcast media has advised the political parties, religious bodies, urban and local bodies and state governments to stay away from public broadcasting. The regulatory authority has recommended that political & religious body and the state governments should not be allowed to run and own broadcast outfits like cable, DTH, TV channels et al. Those who are already involved in such business should plan to phase out in another three to four years. The recommendations, if made binding by the government, will surely benefit the broadcast industry as the involvement of such parties in the business has put a question mark on the integrity of the medium. There have been debates on the issue raising concerns that such involvements may lead to the misuse of the medium to fulfil the political and other considerations of the party in concern.

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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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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

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IS GREEN THE WAY TO GO?

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With global success stories like these to swear by, almost every marketer in India is wondering whether the green gamble will pay off this side of the Indus! And instead of losing sleep over the question, they are following the age old way – that of testing the market by soft-launching green products and services and letting consumers be judge and jury. Leading the pack without hesitation are the IT behemoths, who know that they can’t forever avoid the growing breed of environmentalists who swear by the sword to oppose them for anything that hurts the environment. If HCL Infosystems, the lone Indian-origin hardware company, introduced a complete lineup of eco-efficient consumer and business notebooks, compliant with the RoHS (Restriction of Hazardous Substances) directive last year, global giant Dell plans to produce (and also market in India) laptops and desktops that will use 25% less energy by 2010. Many IT majors have even begun designing their products in consideration of its environmental impact at each stage of the product’s life cycle. While the first steps have only just been taken in India, globally technology giants have been benefitting from their green initiatives for some time now. Apple, in fact, has discovered that going green literally translates into alternative revenue streams. Apple recycled 13 million pounds of e-waste in 2006, equivalent to 9.55% of all Apple products sold seven years earlier. Watchers at Apple expect these revenues to reach 20% in 2008.

Even Big Blue is keenly acquiring green hues, and is not restricting itself to merely eco-efficient notebooks. Under ‘Project Big Green’, IBM is selling green solutions to those corporate data centres where energy constraints and costs are limiting their ability to grow. The promise is that these solutions will help each data centre to cut their energy costs by half (a typical 25,000 square foot data centre spends $2.6 million in power annually). In India, the Big Blue (or should we say green!) has already executed data centre projects exceeding 2.5 lakh square feet for over 55 clients. Neeraj Sharma, Director, Infrastructure services, IBM (India) told 4Ps B&M, “Monetarily speaking, IBM saw strong signings performance of its Green Data Center services offerings that were announced in the second quarter of 2008. Nearly $220 million in new business have been signed in the 2nd quarter of 2008.”

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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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Gyanendera Kashyap of 4Ps B&M analyses the ifs and buts of the deal...

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Is it the futuristic upturn in the auto industry or merely a ploy to eliminate competitors that is guiding the merger negotiation between GM and Chrysler? Gyanendera Kashyap of 4Ps B&M analyses the ifs and buts of the deal...

Centenary celebrations for General Motors, indeed glorious for the long-heritage American carmaker; but what did it receive as its 100th birthday gift? An accumulated jaw-dropping $58.41 billion in net losses for the bygone quarters! And then there was the uninvited Wall Street devil, doing all in its might to break the backbone of all Detroit four-wheeled giants. So what’s it like for GM today? The firm, arguably is currently in the leanest phase in its history, so much so that some critics believe that filing for bankruptcy would be the best hope pill to cure the fatal disease of extinction.

Over the last five years, it has invariably been in the red and on a cumulative basis has suffered losses to the tune of a pathetic $44.57 billion. The reasons: sales and profits have declined in the past many quarters for all three; manufacturing units are being closed down, again by all three; and most importantly, while the entire American auto industry is reeling under pressure, two of them (GM & Chrysler) are discussing a possible merger (Christ!!!). David Wyss, Chief Economist, Standard & Poor, attempts an explanation of the turbulent environment as he points out, “Sales of new vehicles are hurt by the recessionary economic environment and the increasing difficulty of financing for US buyers.” Very true for US, but the current situation as a result of the ongoing dislocation in the credit markets and deteriorating economies in Asia and Europe are no different for global automakers alike. Amid this turbulence, consolidation cannot be ruled out. And this is exactly what GM and Chrysler are talking about. Negotiations in the power corridors of Detroit are reflective of the competition from Japanese automakers and the need for restructuring. But what is worth pondering over is the fact that a year earlier, GM (which had lost out the bid to merge Chrysler with itself to Cerberus Capital Management) had concluded Chrysler wasn’t a good fit. A year later, and suddenly so, it thinks that it has found a saviour and is discussing a possible merger?!

Usually mergers account for more job losses rather than additions, and this is what is the worrying fact. At a time when behemoths are filing for bankruptcies and seeking for Fed assistance, downsizing in the name of corporate restructuring would amount to an absolute catastrophe. Skepticism prevails over the merger or a tie-up between GM and privately-held Chrysler, as it would not do much to address either company’s financial issues in terms of reducing structural costs. As a matter of fact, over the bygone four quarters, GM has posted terrifying losses and its sales of $38.1 billion during Q2, 2008 represent a fall of 18.2% as compared to the same period a year back. On the other hand, Chrysler lost $510 million during the first quarter of 2008 and its sales declined by over 25% as compared to the previous quarter. (This also raises questions over the logic behind the valuation of Chrysler at $7.4 billion which was bought by the PE firm Cerberus Capital Management last year.) Moreover, given the fact that GM is trying to free up $15 billion by 2009 and Chrysler’s admittance that it won’t be in a position to post profit in 2008, the merger is clearly not a ‘natural and healthy’ fit for the two ailing bigwigs! Instead a partnership or expanding existing ties would be more financially viable.

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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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The scramble is on in Africa

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Africa has certainly captured the world’s at­tention. In fact, global leaders – both business and political – are making regular and long stopovers at a land once called ‘The Dark Continent.’ Raison d’être: Africa is on the verge of an economic rebirth. Statistically, many of the fastest growing economies in the world are in Africa, providing global brands an opportunity to invest and reap returns. “After Africa there will be no ‘there’. The landscape has its challenges but there are large returns to be made,” agrees Dr. Aditya Dev Sood, Founder, Center for Knowledge Societies, which recently came up with a report on the Tata-fication of Africa. And that’s the reason why every sane country or brand in the world is busy making plans for its Africa sojourn, if not already there. The most desperate of the lot seem to be the two Asian giants – China and India – who not only have flooded the continent with their wares but are also gearing up for a war which will result in the next colonisation of Africa, but this time in terms of brands. Jindal Steel, Kirloskar, TCS, Tata Motors, Aptech, Satyam, SBI, Bank of Baroda, Exim Bank, Ranbaxy, Cipla, HCL, NIIT, Dabur, Tata Coffee, BHEL, Tata Power, Suzlon, Essar, OVL, Havells India, Videocon, UB group… the brand list from India goes on and on! Even those who seemed to have lost their past glory in the continent because of the colonial preeminence are once again making strategic investments across the continent. For instance, Tata Motors was a well known truck brand in Africa well into the 1960s, when it was finally supplanted by European competitors (once the colonial powers in the continent). Now, the resurgent Tata Group has been making strategic investments in Africa to regain its supremacy. In fact, the Group wants to launch its much hyped people’s car – Nano – in Africa much before its official launch in India.

And that’s the case with every other Indian brand. While FMCG major Dabur has recently set up a new manufacturing facility in Nigeria with an investment of about $4 million, the $5-billion durables-to-oil Videocon Group is gung-ho over its African investment plans ranging from telecom to consumer durables to oil. The Exim Bank of India has recently (in March 2008) signed a MoU with African Export-Import Bank (Afreximbank) to extend a $30 million line of credit to finance Indian exports to Africa.

Says Pawan Goenka, President, Mahindra & Mahindra, “There are a couple of important markets like Africa on our radar. Though 95% of our sales come from India at present, but we will have a separate renewed strategy for these markets soon.” There are more examples of such Africa-fication by Indian brands. In fact, CII expects India’s exports to reach $500 billion by 2013, if the past growth trend continues.

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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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gyanendra kashyap moves amidst the marketers this festive season and discovers that it really is the best of times and also the worst of times...

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Be it India or the US, the fun and frolic of the festive season will be far from what it used to be. Haigh offers his candid view, “This year’s festive season is most definitely going to be a less merry period for high street retailers. With consumer credit shrinking, retailers are going to feel the squeeze as consumers look to cut credit spending habits on gifts by looking for alternative, cheaper, value for money options.” However, in the case of India, experts are grasping at potential silver linings. Shushmul Maheshwari, CEO, RNCOS E -Services, spells optimism, “The recent pay hikes and arrears given to more than 5 million government employees after implementation of 6th Pay Commission report can bring back the lost momentum in the industry. Rising advertising expenditure, various promotional schemes will give further boost to industry sales.”

But while an increase in advertising and marketing spends by companies have upped sales in a majority of categories, yet the distressing fact is in the weakening rate of acceleration. Take Agro Tech Foods (Sundrop, Act II, Rath), which increased its ad spend by 70% in 2007-08. Its sales have tanked correspondingly by 2.64%. Similarly, P&G Hygiene and TTK Healthcare, which increased their ad spends by 11.44% and 5.45% respectively, saw a corresponding drop in sales by 6.14% and 6.45% and the list continues with the sorry saga.

So is advertising the pivotal point which governs sales? Maheshwari explains, “More than ad spending, consumer purchasing power plays an important role in driving sales. Although various companies have increased their ad spending by 15% to 20% in the past but high inflation, sky rocketing consumer loan rates and shrinking disposable incomes are slowing growth rates in 2008.” To overcome the tumultuous phase, Titus, Senior Creative Director, O&M, suggests, “Companies could have a meltdown budget. Keep money aside. And if there is no fall, then the money can be classified as savings.”

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
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IIPM, GURGAON
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IIPM’s 36th Glorious Year of Academic Excellence
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
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Why is HUL worried?

IIPM, GURGAON

Predictably, for now the categories that are attracting maximum momentum in Indian retail are low-involvement ones – food (especially staples), perishables, personal care, apparels and accessories. Let’s say a Mrs. Roy goes for her monthly shopping to a Big Bazaar outlet. She assuredly picks up HUL’s Surf Excel detergent, moves on and picks up Care Mate, an in-store personal care label of the retailer, loves a Tee she bought for her 3-year old (the brand is another in-store label called Little Devils), but when she reaches the dairy products section, she can’t see her favourite brand of butter (it’s there actually – hidden in the second row). What she sees instead is Fresh-n-Pure butter. Puzzled, she asks the in-store helper for his opinion, who assures her of the quality. Even the price is lower than the usual big brand she buys. Boasts Rakesh Biyani, CEO, Future Retail: “The price that we offer is also much lower than any other player.” Result: she happily drops Fresh-n-Pure butter into her overflowing shopping bag and makes for the cash counter.

And that, my dear reader, in a nutshell, is why big brands are feeling the heat. Hindustan Unilever, P&G, Marico and ITC to Madura Garments and Arvind Mills have begun shivering in anticipation of the brand bloodshed that awaits them. As the organised retail cart gathers more momentum, and as more retailers realise that private labels not only give them better margins (they can rake in as much as 20% higher margins as opposed to outside brands), but also put them in a position of strength to negotiate betters terms with the big outside brands, the die will unflinchingly be cast in the retailer’s favour. In the US, 20% of all store sales on an average come from private labels, and the percentage zooms up to about 30% and over 50% in Canada and Europe respectively. And while some retailers have tuned in to the Marks & Spencer model a la Tata’s Westside and Trent, others like Spencers and Nilgiri have proven that even the supermarket model (a healthy mix of private labels and outside brands) can flourish in India. Explains Thomas Varghese, CEO, Aditya Birla Retail, “That private brands are slowly beginning to capture share of market in almost every category is a fact. Sales are increasing at rates faster than the national brand counterparts.”

As for the consumer, he is lured by the promise of similar quality and a cheaper price tag. A big reason why private labels are priced competitively is because they have virtually non-existent marketing and distribution budgets. Marketing is done for the store rather than for in-store brands. While this may be a point of frustration for many private label managers, yet absence of such costs enables retailers to pass on the benefit to consumers and also improve overall product quality. Walk into a Westside store, and you’ll see sneakers that look similar to a pair of shoes from Nike, just at much lower prices. Nike refuses to comment and when we asked Smeeta Neogi, Head-Marketing, Westside, she simply said: “We don’t see a reason for a brand to be threatened by another.”

But the fact is that in-store brands are winning the price war. There is also the underlying factor that the point of purchase (the retail store) is under the retailer’s control and he can choose to display his brands more favourably than outside brands. Adds R. Subramanian of Subhiksha: “We focus on in-store advertising for our brands as it influences the buying behaviour of consumers.”

However, organised retail has only just penetrated 5% of India’s total retail environment. So, clearly these private labels are missing out on a large untapped market segment. Besides, low prices cannot entice the really brand conscious consumer. Analysts feel that this is where branding comes in and global retailers like Wal-Mart and Tesco have set a classic example of positioning their private labels by deeper penetration, and by tying up with other retailers across segments. This ‘multiple availability’ format ensured that global retailer Carrefour could create successful brands in the personal care segment. Has the same begun to happen in India? “You can’t tie up with rivals to promote your private label, but you can always do that with players who are not into typical retailing business,” replies Damodar Mall, CEO, Innovation & Incubation, Future Group. Sources reveal that Future Retail is already mulling a tie-up with BPCL’s In & Out Stores. Such multiple availability of these private brands will send the signal that a new brand has arrived in the market. But that’s not enough to create brand value. Retailers are now resorting to channel blurring, and in some instances, even advertising their respective brands (Remember John Miller from Future Brands). “If food services companies bring their products on retailers’ shelves, then retailers can also sell their products through food service outlets. Such co-branding is common in Europe,” explains Jonathan Banks, Business Insight Director, The Nielsen Company, UK.

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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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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Are the heydays for American legacy brands over? Steven Philip warner wonders...

4Ps Power Brand Awards 2007

Another arrogant American brand Tommy Hilfiger is undergoing a similar trauma. Where ‘European’ brands like Gucci, Louis Vuitton, Chanel, Cartier, Christian Dior, Fendi, H&M, Zara et al find a mention in the 2008 Milward-Brown rankings of the world’s top 100 brands, the American Tommy is nowhere in the list! Legacy, right? Tommy unlike its European counterparts refused to allow its garments’ production units to move to low-cost nations, advertised to the bare minimum, and all we have today is a shadow of what Tommy Hilfiger was! It has been plagued by what Beth Higgins of Euromonitor International states as, “Yesterday, it was a company-oriented marketplace. Today it is focused on the customer. The companies should keep innovation up.” Lack of innovation and pricing faults got better of Tommy!

Then there are other American brands which have just failed to give up the addiction to ‘I am legend’ tag; GM being one. Its glorified Hummer and other fuel-guzzling machines and its unwillingness to move towards making fuel-efficient cars have brought the brand close to the hangman’s noose. Ford is another example. Having been the supplier of vehicles to the US army, the ‘big-car-big-engine’ maker forgot that the consumer market is more elastic than the armed forces. Result: despite having made efforts at revamping its product mix, the company has not been able to make any ‘brand revival’ impact on consumers. Both Detroit giants were too proud about the economies of scale they had achieved. The result: Ford and GM reported the highest loss ever in their histories during 2006 & 2007 respectively; both being the global highest for those years!

Then there are instances of big business for banks becoming bad business for brands. Think about it, Citi, the world’s largest banking giant has lost value on both globally recognised branding rankings – Interbrand’s Survey 2008 and Millward Brown’s 2008 Survey. New CEO Vikram Pandit is taking bold steps, hiving off unprofitable assets and taking bolder job-cut decisions. But will it revive the once glorified and legendary Citi? Ask a broker on Wall Street, and he’d bet more on a sub-Saharan bank! But then, Citi isn’t the only one close to the grave; names like Merrill Lynch, Lehman Brothers, Bear Sterns, Freddie Mac and Fannie Mae have already kissed the dust. Guess why? Unlike their competitors, the brands had no representation in retail banking and had grown to what they were by taking huge risks! One day, the bet didn’t pay off and it was over for them. Realising this, Goldman Sachs and Morgan Stanley have even denounced their investment banking dreams having received a nod from the Fed to start off a retail banking arm on September 22, 2008. Guess you’ll soon have a Goldman Sachs bank branch opening right near your home… Would you trust your savings with it?! There are also experts who doubt the very fact that the American financial giants had strong brands, ever! One Brent Scarcliff, Creative Director, Scarcliff-Salvador Inc. feels that, “Companies like Merrill Lynch, Lehmann Brothers and Citi never had strong brands; they are commodity companies who are highly vulnerable...” Their model of existence had clearly become unsustainable, but they gave a blind eye to the warnings; they were too proud to! Experts, weren’t they? Now, encomiums would be written about them whose brands crashed faster than even the twin-towers!

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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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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

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Korean and Japanese clients treat agencies like ‘agents’ or ‘suppliers’

IIPM’s 36th Glorious Year of Academic Excellence

Sprint across from telecom to consumer durables and the story is no different. In a sector dominated by just 5-8 major advertisers, the year 2007 saw 11 accounts coming under review. Insinuating at the frequent agency changes in the segment, a top-notch veteran of the ad-world, under condition of anonymity, fires: “Korean and Japanese clients treat agencies like ‘agents’ or ‘suppliers’. They believe that suppliers have to be changed every now and then... Worse, agencies are putting up with this rubbish.” Clearly, ad agencies have cause to worry. Their very raison-de-taire is under threat?

Besides, competition and media fragmentation is forcing advertisers to acknowledge that it’s really not easy to reach out to the masses with frugal budgets. If ad spends in 2007 totaled Rs.22,721 crore; estimates suggest that the sum will rise to a mind baffling Rs.36,731 crore by 2010. Rising ad spend is accompanied by an even greater weightage on accountability from the clients side. Every paisa spent on communication needs to count, be justified and superimposed with insane media costs, life is not getting any easier for marketers. “Margins are coming down. Competition is heating up. The business is getting cut-throat with cost-benefit ratio and value-for-money aspect taking on scary dimensions. Market dynamics have changed and most categories are swirling in turbulent markets,” offers Dentsu’s Gulu Sen, suggesting that the scenario is prompting (forcing?) clients to get sharper, clued-in and informed.

The perform or perish scene is adding to the already high churn-rate of CMOs in companies – average tenure of a marketing chief nowadays is at best 18-24 months in the high drama, high competition environment. Small surprise that a new CMO prefers to bring in an agency that he/ she is comfy with, so that he rakes in results quickly to please his new bosses. And here’s the biggest proof of the diminishing role of agencies. In the good old days, when agency was partner, creative hotshots had access to even the CEO, MD and Promoter of the company; now his area of influence has been reduced to just the brand’s marketing team, so the call for changing the ad agency can actually be taken at the CMO level. So while CMOs are lamenting the seeming lack of adrenalin-pumping enthusiasm from their agencies, the flustered agency guys are almost taking it as a personal insult.

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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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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Combating rural shrinkages with IT

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As the urban-rural divide in India keeps growing, technology will play a pivotal role in bridging the gap

Sriram Raghavan,
President, Comat Technologies

The economic empowerment of rural India is much talked about. There is no one who confesses ignorance on the subject; on the contrary everyone speaks about the rural-urban divide. The good news is that there is agreement on the need for the economic empowerment of rural India. The reality, regretfully, is otherwise. Rural India is still waiting in the ranks to participate in India’s economic revolution. A recent visit to the hinterland provided first-hand exposure on how industrious people could be if they were presented with the right opportunities. For instance, 40-year-old Khan, who owns a small house spread over a quarter of an acre is content staying back in his rural surroundings as a ‘tractor driver’, while his brother works in Kolkata. Although he earns barely enough to educate his children and feed his family, he would not consider moving elsewhere as long as there were employment prospects in his village. And if there were sufficient job prospects in his area, his brother would also return to their village. He is hopeful that opportunities will be available to the people of his village soon. If training were available (“where are the ITIs?”), Khan stressed, he would himself find a better job. People cannot be prevented from migrating to urban areas in search of opportunities as this is a real and global phenomenon. Since the invasion of TV and information overload, aspirations among rural folks have grown. An ‘opportunity giant’ needs to be created to satiate their desires. If we address this and improve opportunities in rural areas, villages will turn into small towns, small towns into bigger ones and these into cities. There is no “rural urban divide” in such a continuum.

“Rurbanisation” can be achieved through the creation of better job prospects in these areas. Delivery to rural India amongst the old economy industries is plagued by problems of infrastructure, roads, permits, laws, sops etc. In contrast, ‘new economy’ opportunities that are technology intensive can be better delivered through the information highway and be moved out of the big cities into towns and large villages. Citing C.K. Prahalad, who opens his best seller The Fortune at the Bottom of the Pyramid with, “If we stop thinking of the poor as victims or as a burden and start recognising them as resilient & creative entrepreneurs and value-conscious consumers, a whole new world of opportunity will open up.” There is huge opportunity in moving back-end work relating to government services to rural areas. A foremost challenge for governments is the digitisation of records and this itself is a huge opportunity to be performed and delivered locally. Governments can provide incentives that’ll enable creation of digital repository of public records. This alone will keep thousands of rural graduates employed.

The government can also provide subsidies for connectivity, procurement of ICT infrastructure & training infrastructure that will allow for businesses to move out of cities. While governments recognise that moving work out of big cities & towns is the answer, they tend to stop at tier two & three towns. These kind of opportunities can be provided at any level and if the right incentives are in place, real opportunities will emerge. It won’t be long before businesses start to outsource their work and before long we will see rural India transforming into the back office for urban India. Collaboration towards genuine Public-Private-Partnership (PPP) to reach out to rural masses who are even today oblivious to the dramatic transformation technology can bring about is the answer to “Rurbanisation.” For PPP models to succeed, it’s important to have progressive & decisive partners. We have already seen this with the governments of Karnataka, Uttaranchal, Haryana, and several others. Clearly, it’s time to seize this opportunity and launch inclusive initiatives that will energise our rural economy.

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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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IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
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IIPM, GURGAON
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Philips DVD Mini Hi-Fi System

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Technical Specification

Dolby digital, progressive scan component video, 2x75W RMS/2600W PMPO, 3-way Speaker System with MAX bass port, incredible Surround™, digital sound control, virtual ambience control, plays DVD, (S)VCD, MP3-CD, WMA-CD, CD(RW) & Picture CD, 40-preset digital tuning, stereo cassette deck, karaoke.
PRICE: Rs.25,999
WARRANTY: 1 year service warranty

With digital sound control, the Philips DVD Mini Hi-Fi System offers you a choice of pre-set Jazz, Rock, Pop and Classic controls which you can use to optimise the frequency ranges for different musical styles. Not only this, the virtual ambience control (VAC) feature creates a virtual sound environment that helps the system to digitally impersonate the sound traits of particular rooms or environments such as concert halls, the cinema, discos, et al. Further with a 3-way speaker system with MAX port and incredible surround technology, the system radically amplifies the sound field to have you every bit of it.

Marketers’ delight: It’s got the looks, and it sings loud and clear!

Tester’s note: Pros – Great sound quality. 40 channel preset FM/AM , DVD /CD Playback. Con – Limited video format support.

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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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IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
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The DNA saga

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Both Delta and Northwest Airlines face a gory bloody end, if...

Circa 2005: Delta Air Lines, Northwest Airlines (NWA), United Airlines, US Airways et al file for bankruptcy protection. Circa 2006: Delta rejects a takeover bid by US Airways Group Inc. Delta also launches an aggressive campaign to protest the takeover bid [remember the ‘Keep Delta My Delta’ campaign]. Both Northwest and Delta suffer debilitating consecutive losses of $2.83 billion and $6.2 billion respectively. Circa 2008: Delta and Northwest decide to merge their operations in a pursuit to become the number one global airlines.

The story has just one import: Delta and Northwest better merge fast if they need to even have a ghost of a chance of survival! With the accelerating fuel pricing, and killing pricing pressures, global airlines are simply folding up. As Richard Anderson, Delta CEO, commenting on the proposed merger, said to his employees, “We believe that consolidation in the airline industry is inevitable.”

So why’s the deal raking in the support? First, it comes on the heels of both airlines closing 2007 with profits, though relatively spartan (Delta: $1.61 billion; NWA: $2.09 billion). Second, the new consolidated entity ‘Delta’ will be worth $17.7 billion, will have mind boggling revenues of $31.7 billion, (higher than American Airlines’ $22.9 billion sales; FY07), would have a fleet of 800 planes and employee strength of 75,000. Third, Delta then will also displace American Airlines in terms of traffic to become the #1 airline in the world; and will even control a massive 25% of the US air travel market. Fourth, despite the glorious figures above, both the airlines involved are using this as a survival strategy rather than as a leadership strategy. As Peter Harbison, Executive Chairman, Centre for Asia Pacific Aviation, put to B&E, “This is a merger that needs to happen, both for the airlines concerned and as a precedent for immediate imitation. If this opportunity is lost, there will be blood.” Gory... very gory...

Pallavi Srivastava

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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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IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
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When IIPM comes to education, never compromise
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
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TARIQ ALI - baring the truth

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TARIQ ALI
baring the truth

None have influenced political writings about Asia and the way they are written than Pakistan born historian-commentator Tariq Ali. He has changed the basics of political writing and taken it to another level. It is thanks to him that the West has started seeing events in a perspective that their government and media don’t allow. So, instead of seeing the Israel-Palestinian conflict as war of civilization, a large section of population in the West now perceives it as a nationalist movement. Voices and murmurs about infringement of human rights in the occupied territory can now be heard, which were taboo ten years ago.

It is he who had the courage to talk about fallout of terrorism in Kashmir, when most of the western world saw it as a separatist movement and called dreaded terrorists mere militants. He has single handily made the “Asian point of view” relevant in the West. As Asia emerges as an economic and strategic powerhouse, job for Tariq Ali is clearly cut out. Nations like India and China will need to strengthen their soft power in order to have their say in the global arena fearless intellectuals like Tariq Ali will certainly be playing key role.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
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4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
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JHUMPA LAHIRI - India’s Universal voice

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JHUMPA LAHIRI
India’s Universal voice

Exquisitely observed characters. Elegantly measured narrative. Gentle, wise yet unassuming voice. Fearless open sensuality. Hidden complexity spun and weaved from simplicity. Prose of uncommon elegance and poise… Jhumpa Lahiri is all this and much more. Right from her debut collection till her latest zonker of this April release, this beautiful and gifted young lady has been wooed by awards, accolades and appreciation in profusion.

Lahiri’s strengths are those of a master story teller exploring a terrain that is at once both intensely personal and yet totally universal. They illuminate in undramatic, simple actions and activities in a magical fashion giving it a life of its own. What does the future augur for this brilliant and sensitive writer? Plenty. Lahiri’s three books have certainly placed her and India on the world map and reminded lovers of great literature that it is possible - even in these cynical times - to embrace both mass & class appeal if you are true to your art and craft & have the genius to chronicle mundane things in a way that engages, entertains, enriches & finally empowers…

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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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IIPM - Admission Procedure
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4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
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The importance of agriculture and its role in socio-economic..

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The importance of agriculture and its role in socio-economic in India can be realised from the fact that the majority of population depends directly or indirectly on agriculture. The agriculture sector contributes only about 18% of the total Gross Domestic Product (GDP), with around 60% population depending on the same. For development of agriculture APMC Act or Agriculture Produce Marketing Committee Act should be dismantled and more access to free market should be provided to the farmers. On the lines of Special Economic Zones, 750 Special Agriculture Zones or Agro-processing Zones, should be developed. This will allow specialised agriculture and resources sharing that will in-turn lower the production cost and increase efficiency. To let in this improvement percolate all the farmers, even in the most remote area, there is urgent need of 75 new agriculture research institute and extent the irrigation facility to 75% of land area, which now covers only 55% of land. The agriculture should be more technology intensive, wherein the farmers should be told about latest technology and scientific methods of agriculture. For imparting this kind of knowledge, farmers should be updated with latest improvement in framing and for this 750 small agriculture information centres should be opened. Schemes like ‘Saksham’ should be extended to 75000 villages from current target of 50000 villages and should cover 75% of rural population instead of 50% population. The success story of ITC’s numerous projects should be widened and should reach benefit 75000 villages of India (only 35000 villages had been covered).

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
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Uncertainty rules the sentiments on the Street

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Although there may be long-term positive effects of the various Budget proposals this year, investors, traders and speculators seem unhappy with the Finance Minister, writes gyanendra kashyap

The Sensex high of 20,873.33 (in January, 2008) was followed by the bloodbath later in the same month. But that’s not where the tragic tale ends. The fact is that the market has come down by nearly 22%, thanks to global cues arising out of concerns that the US economy is on the verge of a recession. Amidst such a choppy ride, the Union Finance Minister, while presenting his recent Budget (an election one by all means) only added to the woes of the nervous primary and secondary markets. Investors in stocks and commodity exchanges have to now gear up to grapple with a few unfriendly measures. The proposed hike in short-term capital gains tax, bringing transactions in the commodity exchanges under the transaction tax net (on the lines of Securities Transaction Tax), and spreading the service tax net to cover stock and commodity exchanges, as well as the depository and clearing corporations are going to affect volumes and dent sentiments. The $15 billion loan waiver (termed as an ‘emergency measure’ by the finance minister) to benefit 40 million ‘distressed farmers’ has further hit the banking sector. Considering the uncertainty over the burden of the losses to be shared by the banking sector, the share prices of banks have dipped, so much so that the share price of the largest bank, SBI, declined by close to 12% to touch Rs.854.15 (on March 5, 2008) since the Budget day. And despite mixed responses to the Budget, the numbers at the BSE show no confusion – it’s not something to smile about!

Of the several surprises that the Finance Minister, P. Chidambaram sprung, the most debated ones have been the hike in the short term capital gains tax from 10% to 15%, and the introduction of commodity transaction tax. However, considering that the tax on short term capital gains had been reduced from 20% to 10% in the last Budget, a 50% increase this year is not likely to have a major impact in the long term. Subhasis Gangopadhyay, Advisor to the Finance Minister, observes, “The short term capital gains tax has been introduced to promote long term investment.

It is not going to make much of a difference.” The FM had himself stated in his speech that there was “merit” in equating the taxes on short term capital gains and dividend distribution tax. Conclusively, it is a prudent measure to curb speculation and induce long term investment. The logic seems to have found support from experts as they feel that increasing the tax rate will further encourage investors to have a longer range commitment and discourage unhealthy speculation. The Mutual Fund industry has been optimistic about the proposal. Ajay Bagga, CEO, Lotus India Asset Management, says, “It’s better, the churning will be stopped which is what we in the industry look forward to as long term investors. It will restrain investors from short-term liquidation.” Agrees Sandesh Kirkire, CEO, Kotak Mahindra Asset Management, “The rise in short term capital gains is a positive step taken to make the domestic investors elongate their investment horizons.”

The fact that service tax will be imposed on Unit Linked Insurance Plans (ULIPs), a move to create a level-playing field with Mutual Funds, has brought in the much-needed enthusiasm. Yet, few argue that it is a big market dampener for sentiments and more so for the foreign institutional investors (FIIs). The brokerages feel that it would impact sentiments negatively (trading volumes will be hit) in the short run. From a macro perspective, it will not hit businesses hard, for as the market progresses from speculation-based trading to a more fundamental and value-based one, the opportunities for making money would not be totally missed. Agrees Srikanth Velamakanni, CEO, Fractal Analytics, “While it is an unpopular move, and the market has reacted negatively to it, the move may be useful for small investors because it would reduce the volatility of the market and incentivise investing for the long term.”

Any introduction or raising of taxes is sentimentally not very welcome. “With the addition of Commodities Trading Tax, the market will become unusable for risk management,” complains Jignesh Shah, MD & CEO, MCX. Analysts agree that the introduction of the tax is bound to adversely impact the already-nervous secondary and primary markets. The disenchantment to this can be gauged from the fact that the commodities market regulator, Forward Market Commission (FMC), has countered saying that it was wrong to compare the commodities and the equities market since both had a different character altogether. Further, it has taken up the cudgels on behalf of the commodity exchange to exempt futures trading from the proposed tax. Perhaps, the FMC is yet to learn the “no rollback” comment of the Finance Minister during his interactions with the CII National Council members. The proposal will amount to a 0.017% levy on options premium and the sale price of a commodity derivative. The purchaser will be required to foot in 0.125% on settlement prices of options in commodity derivatives or goods. Adds Shah, “Indian commodity market will become inefficient and not serve its economic purpose of enabling risk management at this cost of trading, which is far inefficient compared to global cost, and business will migrate from regulated exchanges to international markets or unofficial local market.” This could lead to a tapering off in secondary market liquidity, and a further drop in the liquidity on the commodity exchanges.

The change in the treatment of securities transaction tax as a deductible expenditure against business income, and proposing a tax on services of stock exchanges will further hit sentiments. The changes in securities tax would result in a higher effective tax outgo, which will impact volumes of day traders and arbitrageurs. Bringing it under the service tax net will increase the transaction cost for traders and investors. According to Amitabh Chakraborty, Economist, Religare Securities, “Arbitrageurs and traders will be the most hit. They are the ones who create liquidity in the market.” The move would have been welcome had it been introduced when the market was in a bull phase.

The Budget has not met the expectations of many, argues Gary Bennett, Managing Director & CEO, Max New York Life Insurance, “The FM has not taken any specific action to promote long term savings, including investments for retirement through exemptions under section 80C.” Bert Paterson, MD & CEO, Aviva Life Insurance shares a similar opinion, “The Budget is yet another lost opportunity for the insurance sector. Instead, the asset management services for ULIPs have been brought under the service tax net which could have an adverse impact on long-term savings.” The market has responded to the Budget in a mixed fashion, but only when the proposals come into effect will we witness the actual impact. Considering the negligible effects, some of the proposed changes will be forgotten. Whatever be the case, the Sensex may anyway head southwards.

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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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Inglorious uncertainties!

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The economic scenario in the new year appears to be dark

Dark clouds, which had begun to hover over US economy towards the fag end of 2007 are beginning to spread, engulfing developed & developing economies across the globe. The all pervasive dollar decline coupled with food shortages across the globe are the chief causes of concern in the recently released Global Risk Report 2008, released ahead of the ongoing World Economic Form summit. “The discussions in Davos will certainly be dominated by the economic challenges we have at the moment,” says Klaus Schwab, the founder of the Davos forum.

“The report projects an increase in the likelihood of pandemic risk materialising. What makes the risk even more challenging to meet is the fact that their is lack of awareness among the populations in developing countries with regards to the economic consequences of Pandemic outbreaks,” says B. S. Nagaraj, Practice Head-Public Policy & Risk Management, Hill & Associates (India) Private Limited while speaking to B&E. The theme at this years’ meet at Davos has aptly been titled: “The power of collaborative innovation.” All said and done, the leaders will have to be extra innovative to prevent the global capitalism from adopting protectionism.

B&E edit bureau: Atul Bharadwaj

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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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Sardar of planning

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Setting right priorities to manage national capital & make it efficient

He is Manmohan’s man in the Planning Commission. But he is there because he deserves it. Needless to mention that Montek has stood up to the challenge over the past few years to provide direction to the Planning Commission in the era of ‘LPG’ (liberalisation, privatisation & globalisation). He has undoubtedly introduced fresh management techniques in the commission, because he firmly believes that it is “more of a consultative body.” And he does not consider himself to be an “economic czar.” His biggest achievement is giving much awaited impetus to agriculture, education & health sectors in the 11th Five-Year-Plan (proposing to raise allocations by almost 75% of the total expenditure as compared to 55% during the 10th Plan). In fact, for the first time, the allocation for the education sector has increased to 19.4%.

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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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Damming the declining dollar!

IIPM’s 36th Glorious Year of Academic Excellence

The plummeting dollar indices fresh chasms in OPEC

With the oil prices on the cusp of touching the century mark, the global oil politics is in full swing. The political wrestling was in full display at the recently concluded OPEC summit, where on one hand, Venezuela & Iran desired some action over the dwindling fate of dollar by pricing oil in a basket of currencies. And the time tested US ally, Saudi Arabia, aptly preventing the dollar from appearing on the agenda.

At the end of the two-day summit, the final communique of OPEC concluded: “We affirm our commitment . . . to continue providing adequate, timely & sufficient oil to the world market.” The declaration helped in further fall of the dollar, which the Iranian President had described as a “worthless piece of paper.” The Iranian leader was ably assisted by the Venezuelan President Hugo Chavez, who in his inimitable style condemned the flawed US foreign & military policies as the main driver of high oil prices, he added, “If the US followed through on military threats against Iran, oil could double to US$200 a barrel.” The US profligacy certainly is one of the factors driving the oil prices high & the dollar to decline. Although, the dollar issue was ducked at the summit, but it has been agreed upon that the respective finance ministers, will meet to discuss dollar impact on their economies, prior to the scheduled meet of the OPEC oil ministers in Abu Dhabi on 5th December.

Reasonably-priced oil must continue to flow through the global commercial veins uninterrupted. As King Abdullah, the Saudi leader avers, “Oil is an energy that is about construction & development and should not be turned into a tool of dispute and whimsy.”

B&E edit bureau: Atul Bharadwaj

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

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K for Kerala, K for Kar’toonz’

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K for Kerala, K for Kar’toonz’
P. Jayakumar, CEO, Toonz Animation speaks up for the state...

"Tourism is often considered the bloodline for Kerala. It’s time that this notion changes with IT parks, SEZs and hi-tech parks and facilities mushrooming in the state. It’s become the new dream destination for profit lovers!"

Gone are the days when Kerala was tagged as the ‘non-investor friendly state’. Once touted as a nightmare for investors because of the strong presence of organised labour unions and also unfavorable government policies and ideologies, Kerala now boasts of many ‘firsts’ and ‘bests’ in various sectors. The state has evolved by leaps and bounds in attracting investments to gargantuan proportions. When Toonz Animation India Pvt. Ltd. was established in 1999 in Technopark, the state barely took its infant strides to lure fat-pursed investors. Technopark, the brainchild of the then government, to attract investment in IT sector and tap the burgeoning demand for software professionals, was the initial step in this direction. The success of this ‘Greenest IT Park’ set the tone for massive infrastructure development projects in Kerala especially in IT and ITES sector. The reasons for Toonz Animation establishing the business in Kerala are two fold. The State is known for its rich artistic talent. We wanted to tap this immense human talent available that would serve as the feeder for the animation workforce. Secondly, the availability of modern infrastructures in terms of state-of-the-art communication facilities at Technopark also influenced our decision to set up base in Kerala.

Kerala has emerged as one of the preferred investment destinations in South Asia due to its proactive industrial policies, pro-enterprise incentives, skilled manpower, abundant resources, state-of-the-art infrastructure and low cost of operations. The state also enjoys worldwide connectivity due to its strategic location and unparalleled legislative policies that have attracted business from the flourishing global markets.

With the emerging investment opportunities and ready supply of educated workers, big companies have started plugging into Kerala in large numbers. Kerala today has the highest literacy rate amongst all the Indian states. This is both a matter of pride and a fantabulous opportunity for participants who want to ensure their growth and success in the state.

The Government of Kerala has undertaken several policy measures and incentives for attracting corporate and individual investors into the state, especially in the sectors of Information Technology, Tourism and Agriculture.

The establishment of Industrial parks, Special Economic Zones and considerable tax holidays have resulted in bullish investments in many sectors including manufacturing and knowledge-based industries.

Government sources estimate that investments to the tune of Rs.10,000 crores are in the pipeline. The setting up of ‘Smart City’, ‘Hi-Tech city’ and ‘Info Park’ along with other proposed ventures would lure a lot of investment to the State. For the present growth patterns to sustain, successive governments in Kerala will have a significant role to play.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Brijesh Jacob (30), Grey Worldwide.

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Brijesh Jacob (30), Grey Worldwide. After meandering through life trying to sell anything from Carrier Aircons to his soul, this 30-year-old Calcutta-born and bred Malayalee decided to settle for advertising. The pay wasn’t good but anything to ensure that he never had to step out in the merciless Calcutta sun. And by this time, boosting the circulation of The Statesman (where he was working at that time) did not have the same kind of charm. A few years, agencies and a PG in Mass. Comm. later, coupled with a shift to Mumbai, Brijesh finds himself responsible for the creative product of Grey Mumbai. Prior to this, he was a Creative Director with Lowe, Mumbai. That was where he learnt the tricks of the trade. But it’s in places like Rediffusion DY&R and Saatchi & Saatchi, where self-admittedly, he has taken his first steps to success. He has won metals at Asia Pac Adfest, Promax and Outdoor Awards and has been a finalist at Cannes and New York festivals. All these apart from having his work featured in leading advertising annals like Campaign Brief’s Work. When he isn’t dreaming about that dream car or house, he is busy stuffing himself with rice, dal and fish curry and mindlessly cheering for Arsenal.

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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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K Raheja Group

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

Investee: K Raheja Group

Investor: Ishaan Real Estate

Investment Value: $251.63 mn

Ian Hendersen, Chairman, Ishaan Real Estate, said in his interview, “Investment in the initial portfolio of assets is being completed, largely according to a plan, and the increased net asset value reflects the strong demand for our properties and the enormous potential of the Indian property market.” IRE is the holding company of K Raheja Corp floated in order to raise money from foreign markets. IRE leverages the muti-decade experience of the K Raheja Corp. in the Indian real estate sector.

Ishaan Real Estate (IRE), a real estate fund listed on LSE’s Alternative Investment Market (AIM), invested $251 million in K Raheja Corp.’s various projects located in western and southern India. This investment was part of the $412 million that company raised through its global IPO in November 2006. IRE holds a 40% stake in each of Raheja’s eight projects comprising shopping malls, IT parks, hotel projects and residential projects. The Raheja Group at present has expansion plans for their residential, IT park projects and SEZs. Apart from that, the company has major expansion plans for Globus stores, one of their retail ventures. They will be spreading to all parts of the country, and have 152 stores by the year 2012, which will need an investment of nearly $200 million. Also, their other brands such Shopper’s Stop, InOrbit Malls, Mindspace and Commerce Zone will rake in additional investments in the wake of rising demand.

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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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UEL (Eenadu Group)

When IIPM comes to education, never compromise

Investee:

UEL (Eenadu Group)

Investor: Blackstone Group

Investment Value: $275 mn

UEL Chairman Ramoji Rao was quoted as saying that “the company had several financing options, including an initial public offering, but we went with Blackstone because we wanted to leverage the group’s experience and track record in the global media sector, and which has holdings in some of the fastest-growing media firms in the world that include Sirius Satellite Radio, VNU, CineWorld and Universal Orlando.” No doubt, a good decision by UEL, as the industry where the group is dominant has definitely changed over the last few years. Due to increased competition, margins of Eenadu Group have eroded. And, therefore, a capital infusion seems quite timely for the company.

Amidst the deluge of PE investments into the Indian telecom and realty sectors, Indian media was definitely not a silent viewer. It got its fair share of PE attention when Blackstone, the world’s largest leveraged-buyout firm, pumped in $275 million into Ushodaya Enterprises Ltd. (UEL) to pick up a 26% stake in the Eenadu Group that owns the leading Telugu daily Eenadu and one of the largest private television networks in the country, ETV. However, according to sources, Blackstone has subsequently reduced the size of the planned deal and, under the amended terms, it is looking at a 14% stake for Rs.590 crores or a little less than $150 million in UEL – all due to hurdles in obtaining the green signal from the Foreign Investment Promotion Board. But, according to latest reports in leading news dailies, Blackstone has succeeded in getting the Finance Minister P. Chidambaram to formally sign on a revised deal to invest around $150 million in UEL. It seems that the deal is finally taking shape.

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Source : IIPM Editorial, 2008

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

Read these article :-
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"We Will be larger than AIR by end of this year”

IIPM, GURGAON

The confident Prashant Pandey, CEO, Radio Mirchi, thinks advertising on radio can grow four times in the next five years. And Mirchi will become the country’s largest radio player

In 2007, the Indian radio space buzzed. As players like Big 92.7 FM and SUN FM entered the market, questions were raised on the non-expansive strategies of pioneers like Radio Mirchi. But Mirchi’s tale has a twist. It doesn’t believe in increasing the number of stations at the cost of revenues and shareholders’ returns. But despite competition, Mirchi is the largest private FM player (in terms of revenues) in the country with a pompous 45% market share in the private FM space. Mirchi is “above most TV channels, barring a few” and, in 2008, it expects to outshine AIR. 4Ps B&M’s PALLAVI SRIVASTAVA met Prashant Pandey, CEO, Radio Mirchi, to find out how he hopes to achieve this objective.

How do you see Radio Mirchi as a brand?

Mirchi is a very strong brand in the country. It is a sunshine brand and that’s why when listeners tune in to Radio Mirchi, they immediately are in a pep mood. In fact, we find demand for Mirchi in the global market among overseas Indians. So, we are looking at taking Mirchi global. However, we haven’t decided any timeline, or a strategy for that. It’s just a thought.

What are the plans for Mirchi in 2008?

We will look at participating in the future expansion of radio in India. In some small way, we will participate in the balance frequency of Phase II and may be, if there is Phase III, then we will certainly look at participating in that. But when I say expansion of radio, I don’t only mean increasing the number of stations. We will largely be working on growing the listenership in major markets. If you look at the market, you wll realise that there is a lot of uncovered ground. For example, in a city like Delhi or Bombay, there are 60-70 lakh listeners, but they can become a crore because of the density of population in such cities, and the fact that access to radio is not a problem. So, we will be primarily working at building the category in the major markets over the next year. We’re looking at growth this year, although last year witnessed a bit of turmoil due to competition. Of course, when competition comes in, existing operations get disturbed for some time. So, we look at the coming year as being one of significant growth in terms of revenues. We also expect the profit margins to rise.

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Source : IIPM Editorial, 2008

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

Read these article :-
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IIPM in Financial times (Print Version)
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The Indian Institute of Planning and Management (IIPM)
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AD’s OOH affair

IIPM - Admission Procedure

Almost a veteran, AD’s World is totally charged up to take on the new onslaught

OOH la la! That’s what the Rs.1200 crore Out-of-home industry is singing after the Supreme Court on October 16 approved the Outdoor Advertising Policy for New Delhi, allowing hoardings on road after a hiatus of 10 years. Little wonder that OOH is the most talked about dimension in the world of advertising at present, with big names like Times Group, ADAG, et al, flocking toward it. However, agencies like AD’s World have been betting heavily on this sector for a long time. Since AD’s World started in March 1992, OOH has not just been its first love, but till date remains its only love. Also an acronym for advertising, AD’s World seeks to pay homage to its founder Ajay Dhawan, by using his initials ‘AD’ in its name.

From a one man show at the time of inception, AD’s World has grown to 11 offices across the country, and clocks a billing of Rs.70 crore annually. The agency has big-ticket clients like Vodafone, Acer, Canon, ING Vysya Bank in its ever-expanding kitty and has registered a three digit growth for the past five years (except one year in which they took a breather to consolidate). Even then, their average growth for the past five years has been an impressive 105.6% on a Y-o-Y basis.

Dhawan emphatically states, “The competencies that has helped AD’s World scale these heights is that while most of the companies in OOH business focus only on static advertising, which is like the last mile apart from the regular buying and planning that all the companies have to do, AD’s World does turnkey project management at retail level as well, so that it does not cover just the last mile but last hundred meters and the last meter as well.”

The agency has always sought attention in the midst of the biggies, so when asked about the strategies they adopt at the time of pitching, Dhawan revealed with a big smile on his face – ‘Flanking’. Simply stated, AD’s World tries to break in to a company through its retail arm and once a connection is established, it tries to get its hands on other services of the company. A case in point is that of Vodafone. Ogilvy handles almost the entire Vodafone account, but Vodafone’s Balloon March was organised by AD’s World in various parts of the country like Kolkata. Maybe these are the strategies that give Dhawan the confidence to comment, “There is no competition in the industry as of now.”

The man is also not too worried with the kind of aggressiveness Times Group & ADAG are showing. Adds Dhawan “It would help getting regularisation and some kind of method to the madness. It would not be a dream to think that if newspapers can have something like Indian Newspaper Society (INS), OOH can also have society, which mandates payments within the set time frame.”

AD’s World has been around for quite some time now and has learnt the tricks of the trade well. Apart from their creatives, they would like to be known for their transparency. This philosophy coupled with the fact that this fiscal, AD’s World has already done three times the business that they had the entire previous year, leaves no iota of doubt that for AD’s World FY-08 would be yet another year of impressive growth numbers and a smiling cash ringer.

Edit bureau: Surbhi Chawla

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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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THERE’S MORE TO UMBRELLAS

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In the first ever survey of Indian consumers, 4Ps B&M and ICMR find out why we opt for insurance - do we prefer private or public insurance, and has our insurance exposure gone up? Also featuring exclusive interviews with Vikram Mehmi – Birla Sun Life, Ajay Bimbhet – Royal Sundaram Alliance Insurance et al.

Thy name is trust, ‘BIG’ trust

The biggest of them all in the whole of Asia for sometime now – Life Insurance Corporation of India (LIC), is only getting bigger by the day.... Its sole objective till date, has been to spread life insurance widely and in particular to the rural areas and to the socially and reasonably backward classes in India; with an aim to gain access to all insurable persons in the country by providing them an adequate financial cover against death, and at a reasonable cost. It also believes in maximising mobilisation of people’s savings by making insurance-linked savings adequately attractive.

It goes by demand and thus LIC of India, as part of its endeavour to come out with new products over time, has launched Group Critical Illness Rider. The product is targeted chiefly at the employer-employee group who have taken group insurance products earlier or are planning to buy a group insurance product. T. S. Vijayan, Chairman, LIC, said, “Human capital is important for the success of any organisation. The employees are subjected to three key risks - death, disability and occurrence of critical illness which influences the individual employee’s physically and financially and, consequently, the organisation. Hence, LIC has come out with a comprehensive group insurance scheme with Critical Illness (Accelerated) Rider.” Thoughtful, in this age of efficiency control!

Figures however, are not that thought-provoking with LIC registering Rs.22,761.49 crores as premium collections during the first six months of FY 2007-08, marking a decline of 2.87%, as compared to a year back. Indeed, at a time when competition is gnawing hard at its margins, the giant needs to work with volumes than margins.

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

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Coming of (ramp)age!

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With its ‘Indianness’ philosophy, the Bhilwara Group has woven a most admirable web

As you step inside the Corporate Office of the Rs.28.58 billion Bhilwara Group in Noida (also called Bhilwara Towers), the first thing you notice is the grandiose crescent shaped logo which says, ‘Proud to be Indian, Privileged to be Global’. You ponder over the words as you walk across the lobby to meet the man at the helm of this textile, graphite, steel and power behemoth. His vast cabin reeks of patriotic jingoism, manifest in the portraits and photos of freedom fighters adorning the walls. In the next few minutes you come to learn from the man himself – Riju Jhunjhunwala, Joint Managing Director, Rajasthan Spinning and Weaving Mills Limited (RSWM), Bhilwara Group – that you are in a temple where everyone worships everything Indian. More importantly, everyone bears an indomitable passion of bulldozing India on to the forefront of the global textile map.

Incidentally, the textile business of the LNJ Bhilwara Group comprises six companies that contribute the maximum to the top line of the entire group. Of these, the listed flagship textile arm of the Bhilwara Group – RSWM (annual revenues worth Rs.10.75 billion) - has the Mayur brand in its portfolio (with over 7% market share in the suitings segment), which has done extremely well in the value-for-money segment over the last one year. From roping in Bollywood biggie Salman Khan as its brand ambassador on Valentine’s Day earlier this year to launching its ready-to-wear collection, Mayur has certainly been creating waves. Says Jhunjhunwala, “We’ve revamped our brand positioning to become a leader in the ready-to-wear formal dressing. In the front-end, we have roped in Salman and in the back-end, we’ve re-structured our management.”

While RSWM is flying high on the Mayur brand, the other textile arms of the Bhilwara group cannot be ignored either, primarily Maral Overseas Ltd., a major producer and exporter of Polyester/ Viscose Blended yarn in India; BSL Suitings, which peddles premium worsted tags; and BMD Ltd., an automotive furnishing unit that boasts clients like Honda, Maruti, GM, Ford, et al, in its kitty.

However, it’s RSWM that has clearly taken a lead for the LNJ Bhilwara Group, with a renewed and enhanced focus on the bottom of the pyramid segment over the last year. RSWM is betting high on the ready-to-stitch segment, which they forayed into in February this year. The bid is to tap the high-potential consumer base in semi-urban and rural India (largely cornered by the unorganised players). In April, the company set up a low cost denim manufacturing unit in Rajasthan to cater to the price-conscious consumer segment. Following suit, Reliance Mart, Mukesh Ambani’s hyper retail format also announced a similar venture in October. But, while Reliance has the winning proposition of having its own retail outlets to market these wares, Mayur, for now, has no such pan-Indian retail presence.




On the other hand, the presence of the brand in the global market has given it a shot in the arm in recent times. As much as 50% equity purchase in the Spanish company SISA S.A. will not only allow RSWM to leverage SISA’s brand image in the global higher value-added yarn market, but will also help it leverage the expertise of SISA in fashion trends and dyeing. “SISA brings with it a speciality and value-added yarn business in global market... It adds an established and well reputed marketing network to our operations, which’ll enable us to obtain better realisations for our high-end yarns,” says Jhunjhunwala.

With RSWM leading the way, Bhilwara’s textile business may not be setting the ramps at the Meccas of fashion on fire; but the group’s careful strategy of reaching out to the price-conscious Indian masses is likely to pay off sooner than later. Especially with the rising disposable incomes in tier II and tier III cities and towns, Jhunjhunwala may do well to actually start planning for those exclusive brand outlets now, a la Reliance Mart!


Edit bureau: Bikram K Jena, with inputs from Angshuman Paul

Source : IIPM Editorial, 2008

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

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Paving way for a ‘pure’ future

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The company has come a long way, achieving turnover of Rs.30 crore in the first three months of this fiscal year. Kent RO expects to touch the Rs.100 crore mark by the year end & Rs.200 crore by the next year. However, Kent RO still faces tough competition in the market, as its RO technologies expensive compared to the Ultra Violet technology that Aquaguard and other water purifiers use. Adds Gupta, “On one side we have competition from a generic name – Aquaguard, while on the other side we have packaged mineral water.” So what entices a customer to go and buy a more expensive product that is even a late entrant in the market? The answer is simple, Kent-RO provides two advantages – firstly, a better quality product that can purify even dissolved impurities in water that no other purifier can and secondly the consumer gets the convenience of on the spot availability. Explains Gupta, “The reason why people prefer this is that the packaged water will still have chances of contamination during the process of transportation or pilferage as you call it. On the other hand, you can be sure of the quality that is made with your water at your home.”


Feeling the threat of its superior technology also convinced Aquaguard to come out with a water purifier with RO technology. But clearly in this segment Kent RO has leap-frogged ahead of competition. Leaving no stone unturned, the company has been marketing the brand and technology in a big way. Roping in the three Deol girls gave the brand instant eyeballs. Asserts Gupta, “I had to do two things; one to educate my customer and other to build trust. Now our brand is associated and known through Hema Malini.” Besides direct marketing channels & dealers’ network, Kent- RO products are also visible in branded retail stores such as Big Bazaar, Reliance et al. Moreover, it has tied-up with Indian Oil for better visibility. And with people getting educated and wanting the ‘BEST’, Kent RO will soon reap the rewards of its investments.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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And the chase goes on...

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ABN Amro shareholders must decide now

The road to the ABN Amro acquisition has been quite a peculiar one for Barclays. After initial speed bumps, the company would have expected a smooth ride, but till date, it’s hardly paydirt time! Blame the Royal Bank of Scotland (RBS) team, including Spain’s Santander & Belgian-Dutch Group Fortis, which gave an irresistible counter offer of $97.8 billion for the Dutch bank, and which led Barclays to increase their bid to $93.1 billion and include 37% cash in the earlier all-stock deal with help from China Development Bank & Singapore state investor Temasek Holdings. However, the amount still falls short of the RBS offer, which is over 90% cash. To top it all, the ABN Amro board, which earlier recommended the Barclays deal, has decided to take a neutral stance now.

The logic for a merger – no matter who gets the bounty – is pretty clear. A Barclay-ABN Amro combine will create Europe’s second largest bank after HSBC, with synergies in retail banking, securities & asset management operations. Moreover, they will be able to tap opportunities in the growing markets like Netherlands, Asia & Latin America. John Hitchins, UK Banking Leader, PricewaterhouseCoopers, explains, “A matured domestic market is one of the factors leading banks in Europe to merge, in order to get entry into new markets.” As far as the RBS consortium is concerned, they are looking to split the assets amongst themselves, which the ABN Amro board finds risky.

With the board now in a muddle, the ball is in shareholders’ court. If cash is what they want, RBS is the obvious choice. But would they be able to fathom seeing their beloved bank being broken up? Well, maybe they would too!

Edit bureau: Aditi Soni

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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HCL

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While other IT majors have begun to impress with flamboyant statements, HCL is stuck with a fuddy duddy image

This company virtually gave birth to the Indian computer industry, three loooong decades back. Cut to the present, HCL is still very much a proud Indian. Talk about low-end computers or high-end business solutions, the company practically has it all. The brand spans the entire infotech and digital spectrum today. Talking on the brand virtues, an HCL spokesperson told 4Ps B&M, “The single most important factor that has contributed to the success of the brand is differentiation.” Shiv Nadar, Founder, HCL, further adds, “What we have built across technologies, is the legitimacy and ability to be there.” Creativity, which too is an important facet of brand’s personality, reflects in its penetration across verticals such as aerospace and life sciences. HCL, as a brand, endeavours hard to not tread the beaten path, but do things differently. Now, it is focussing on a ‘Blue Ocean Strategy’ of creating uncontested market spaces in unexplored territories, expecting 50% of its future business to come from technology areas that it has not entered yet. Though galloping ahead with its ‘FEARless’ campaign the brand needs to get rid of its fuddy duddy image. Brand HCL has gained enough stature to take on the world, this will help it to do the same, in style!

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Source : IIPM Editorial, 2008

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

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The Next Media Czar!

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He was always media savvy and had close Bollywood connections. Is Ambani Jr. dreaming of becoming a media tycoon now?

India’s legendary businessman, Dhirubhai Ambani might have had some sleepless nights because of Ramnath Goenka’s crusade against him (remember Mithunda’s character in Mani Ratnam’s Guru – a film inspired by his life?), but Dhirubhai’s younger heir, Anil Ambani seems to be playing it safe. Slowly and steadily, this media savvy entrepreneur is cornering a larger share of the bourgeoning media and entertainment industry worth Rs.437 billion (FICCIPwC report).

It was in the year 2005 that Jr. Ambani gate-crashed into the media scene. Till 2005, Adlabs was a film and entertainment software company (with meagre presence in film production and multiplexes) when Ambani controlled Reliance Capital bought a 51% stake in it for Rs.350 crore. Today, Adlabs boasts of a diverse portfolio of film processing, distribution, production and exhibition and even has FM stations.

Moreover, Ambani’s recent deals in the channel space speak volumes about his growing interest in what is one pillar of media and is witnessing huge expansion at this point of time. Only recently, Ambani upped his stake in Aroon Purie’s TV Today (which has Aaj Tak, Headlines Today, among others under its umbrella) by 15% through Reliance Capital; along with floating an open offer to buy another 20%. Moreover, Reliance Capital also acquired 5% in Network 18 Fincap Ltd. which operates channels like CNBC TV18, CNN-IBN, et al (Ambani also has stake in NDTV, Zee Enterprises and UTV Software). Ambani’s presence may not be significant in the conventional media (read: TV & Print) but mention new media: you catch him right there.

ADAG’s IPTV and DTH (Reliance Bluemagic) – called the future of television viewing – are expected to be rolled out by the end of this year and in the DTH space, Ambani will take Zee (Dish TV), Star (Tata-Sky), Sun TV and Bharti head-on. Says, Timmy Khandari, Executive Director, PwC, “Anil Ambani’s stated intention is big in the convergence area. Reliance is the only player that has the technology behind it to sustain new technologies of distribution. In IPTV, it has both brandwidth and the last mile connectivity.”

Where a strong presence on the world wide web is still a far fetched dream for many a established media players, Ambani’s ambitions have scaled that front too. What started with a single gaming portal on the Internet (Zapak.com) has not only expanded to an email portal (Zapakmail.com) but also to a community website (Bigadda.com a la Orkut), a movie download site for the NRIs (Bigflicks.com) and more are on their way. Grapevine has it that Zapak is already scouting for acquisitions abroad to fructify its investment of $100 million (over the next three years) which also includes setting up gaming cafes across the country with the first 8 unleashed as soon as within this month. Says Rohit, Sharma, COO, Zapak Entertainment, “Broadband is at the inflection point now with India’s 50% population comprising youth less than 25 years. Moreover, nobody has cracked the right property with tech strategy as Zapak.” Marketed aggressively, Zapak has made a niche for itself in only few months of its launch.

Ambani already has a major pie of Bollywood in his arsenal. Adlabs has a 70% share of the movie processing market; has ventured into distribution with hits like Krrish, Guru, Bheja Fry, Spider-man 3, et al, to its credit; it is also produced films like Gangaajal, Bluffmaster, Namastey London, Nishabd. Also, Ram Gopal Verma’s Sholay, Sarkar 2, Marigold are under production. Through a majority stake in Siddharth Basu’s Synergy Communications, Adlabs also has some popular television properties like KBC, Jhalak Dikhla Ja under its belt now.

As far as film exhibition is concerned, Ambani has big plans for this big growth area too and has outlined 315 screens in 130 locations across the country by 2009. Recently, Adlabs signed a deal with Rave Entertainment. The deal gives Adlabs control over 23 screens in North India. “Coupled with our own aggressive growth path, we are well on our way to becoming the market leader by July 2007. By end of March 2008, we will have a presence in 70 cities, spread over all significant film territories that contribute over 80% to the domestic boxoffice collections,” said Manmohan Shetty, CMD, Adlabs Films. PVR definitely has reason to worry. Moreover, Adlabs has also been approaching theatres to digitalise their screens. The new technology will use Reliance’s fibre optics (spread across the country) as the distribution tool, dramatically bringing down costs of multiple prints. Slightly off the league but not completely off it, Adlabs also ventured into the booming FM radio industry by acquiring 45 licences for its BIG FM, of which 18 have already been launched. Says an ecstatic Tarun Katial, CEO, Big FM, “After all the stations are rolled out, Big FM will touch every 5th Indian...”

With so much happening, it is not surprising that Adlabs has posted a growth of 174% in consolidated revenues at Rs.106 crore for the quarter ending March 31, 2007. It has also earmarked around $180 million to be invested over the next three years and the break up is 40% in film exhibition, 15% in processing and infrastructure creation for production services, 20% in content production and distribution. 25% has been kept aside for new initiatives.

While analysts may accuse him of focusing on too many areas and not having leadership in any, there is a smart strategy behind it all. Competition in the telecom sector has gone through the roof and will increase further with the entry of global giants. But, his position as one of the largest telecom players will go a long way in consolidating his position as a strong media player too, all thanks to technology. Right now, his every acquisition or venture in the media sector may not make big news but if everything works in the traditional scheme of things of Reliance (that is lot of buzz and dirt cheap prices), it would not be long when Ambani will claim the title of the next Media Czar!

Edit bureau: Surabhi Agarwal

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Source : IIPM Editorial, 2008

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

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OOH is out-of-the-box!

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Catch him when he’s out of home!

OOH! They are coming for you and can get you anywhere; while using a dustbin, climbing an escalator, or even while using a public loo!

In today’s high-paced life, marketers are gearing up to catch the consumers where they spend most of their time – Out of Home! Yes! Even though, as a medium of advertising, Out of Home (OOH) existed even before TV happened, but as the innovative quotient is going up, traps are becoming increasingly unmissable. Savour this: Zapakmail.com has painted many malls with humorous (and easy recalled) messages reading: Easy Download here (above loos and downward escalators), easy uploads here (upward escalators). All this is a part of its jumbo marketing drive (the total campaign is worth an eye-popping $1.5-2 million) which includes viral campaigns, TVCs, road shows, et al. Arun Mehra, CMO, Zapak Digital Entertainment explains the choice, “Conventional medium is now boring. Marketers take almost similar punches so we opted for something that is innovative and connects instantly.”

As the clutter on television and print media increases, marketers are opting for other mediums like Internet, out-of-home and radio (isn’t 360˚communication the hottest trend in town!). In another out-of-box promotion, The Great Indian Laughter Challenge (TGILC) has tied up with the BMC (Brihanmumbai Municipal Corporation) and over 1,000 dustbins and garbage vans are branded with messages like: “Kachra aur purane jokes yahan feykein”. And speaking of innovation, come across those people dressed up in bandages yet? Boasting slogans that speak of consequences of cracking old jokes, laughter vans are conducting ‘laughter check-ups’ and are identifying funny bones in people, across Mumbai and a few other cities. According to Ajay Vidyasagar of Star One, the drive was carried out to reinforce TGILC’s status as the pioneer of stand-up comedy, as also to promote the show. And when it is about catching the audience unaware, nothing works better than saying something cheeky and impudent, eh?

Edit Bureau: Surabhi Agarwal

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Source : IIPM Editorial, 2008

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

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2 WHEELERS

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From men clad in bell-bottoms flaunting their legendary Lambretta to Chetak becoming the owners’ pride and on-lookers’ envy to modern day leather jacket clad youngsters doing va...va... vroom... on their mean machines... all this while, the twowheeler industry has held its cranium high.

However, in the current aeon (as compared to a decade back), the dynamics of the industry has undergone a 360-degree transformation. It has not only marked the end of the geared scooters, but bikes have increasingly started ruling the minds of Indian consumers and companies. Moreover, in case of bikes, the war between the makers is not restricted to mere cosmetic makeover. Instead, it has been elevated to the next level with technical makeovers becoming a part of the players’ arsenal. Hero Honda and Bajaj – the number one and the immediate follower introduced the revolutionary fuel injection in the two-wheeler segment (Hero Honda in Glamour and Bajaj in Pulsar).

And there were others too who jumped into the party... with greater enthusiasm (if you please!). There was TVS which made all preparations for that moment when these leaders would fail and it would pick up the momentum from where they left, walking away with the spoils...

And with its revolutionary products like Apache, TVS is no more a third choice for the Indian consumer. Then of course, can we forget the multinational titans like Suzuki and Honda Motors & Scooters India (HMSI) which are aggressively expanding their footprint on Indian soil and making huge progress when it comes to usage of advanced technology that too with an unshakeable do or die spirit. On a lighter note, the situation can well be described as a world war in the domestic twowheeler industry, and rightly so, since India is already the world’s second-largest two wheeler market.

Interestingly, in this era, it appears that scooters are making a strong comeback (with almost every player in the industry possessing at least one ungeared two-wheeler in its portfolio). And here too, the technological race has been flagged off. The scooter giant Bajaj has moved a step ahead of competition by introducing the fuel injection technology in the ungeared scooter space, which is at the moment dominated by HMSI.

Bajaj, which took the industry by surprise when it launched the Pulsar range, now plans to take biking in India to a new level by introducing 250cc+ bikes in collaboration with Japanese samurai, Kawasaki. It is also learnt that Bajaj is betting on the dual-fuel strategy and compressed natural gas powered bikes would be launched in a matter of a few months from now.

But having said that, it would indeed be wrong to predict a victor, as there are still a host of unplayed manoeuvres on the Indian twowheeler chessboard. Moreover, it will be interesting to observe the dynamics of the industry over the next half decade, since on one hand, Bajaj plans to move out of the bread and butter entry level segment of the industry in a phased manner, while Hero Honda continues to focus on that very segment with even HMSI planning an imminent entry into the space.

Well, what will payoff is a different story. As far as the industry is concerned, its future is positively sealed. With the two-wheeler industry continuing to grow at a CAGR of 15% for two years that is FY 2007-2009, and with all the two wheeler majors announcing major expansion plans (Bajaj Auto plans to invest Rs.15 billion over the next four years and Hero Honda plans to pump-in roughly Rs.4 billion in FY 2008 to take its total capacity to 4.4 million units from the current levels of 3.9 million units), the prediction for this robust industry will stump many a gloomy soothsayers.

However, in the long term, as the Indian market matures and the premium segment become the bread and butter of the industry instead, the current kings may have to face a series of bouncers from HMSI and Suzuki, taking into consideration their R&D edge especially in the premium space. But one cannot completely write-off Indian czars, more so since they have already started working in this direction. Intensive R&D, benchmark product launches and ultimately striking the right chord with consumers will be deciding factors for the success of this sector as a whole.

If the premium segment is hot, so are ultra-cheap cars. Can the industry overlook the threat that Tata’s and Nissan’s ultra-cheap (dream) cars would give to the current market pie of two-wheeled tycoons? Are they geared for it? We’re willing to wait, and so are you, we hope, for the future will tell tales of men that perished on burnt out two-wheels while on a high speed highway; and of kings that donned the crown and zoomed ahead, past all that mattered. Ah! and yes, on the very same Indian highway!

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Source : IIPM Editorial, 2008

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

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• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Acer :- Life is busy. Acer makes it easy

Why Study Abroad When IIPM Gives You 3 global Advantages!

BRAND : Acer
AGENCY : Dentsu marcom
BASELINE : Life is busy. Acer makes it easy

DESCRIPTION: Passengers on a flight are getting irritated over hanging of their laptops. Enter Hrithik Roshan, who merrily whistles a tune. Everyone looks back at him, when he says, “Problem? No Acer ‘e’ ki? The Acer ‘e’ technology that reduces setting so easily, that manages your power, your presentations, your security, almost everything you know.” The V.O. says, “Acer 5583 laptop powered by Intel’s Centrino duo processor technology.” Hrithik signs off saying, “Life is busy, Acer makes it easy.”

4Ps TAKE: Even as there’s stiff competition amongst PC companies, Acer is out with yet another ad using the delectable Roshan. Having launched Acer laptops in the Indian market, the power idea is now to boost sales. Roshan, as usual, manages to grab attention as he describes the product’s USP: the ‘e’ technology that will never let you down. The setting of the ad, inside an aircraft, subtly positions the product as a brand to be aspired. This one’s an ace up Acer’s sleeve.

For Complete IIPM 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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The Sunday Indian - India's Greatest News weekly
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ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
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http://indian-magazine.blogspot.com/
http://iipm-leadership-skills.blogspot.com/
http://dare-to-think-beyond.blogspot.com/

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

China galloping onwards to third position

Why Study Abroad When IIPM Gives You 3 global Advantages!

China, which is always being compared with India on every parameter, will now soon be the world’s third-largest economy. According to the country’s National Bureau of Statistics, the Dragon has been snorting fire like never before and its growth rate in 2006 went up from 10.7% to 11.1%. Now, it is all set to overtake Germany, which is currently in the third position (the US is, of course, numero uno, and Japan is at number two), with its total output being estimated at $2.705 trillion (21.1 trillion yuan), and its foreign reserves touching a new high of $1.33 trillion. And it’s not just the Dragon that has been growing at breakneck speed. Singapore too is witnessing a similar boom. According to Singapore’s trade ministry, GDP grew an annualised 12.8% in the quarter ended June 2006, exceeding all expectations! A lot of the growth is being attributed to the real estate sector.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit Below....

The Sunday Indian - India's Greatest News weekly
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review

These are some more IIPM sites :-
http://iipm-management-courses.blogspot.com/
http://iipm-mba-bba-institute.blogspot.com/
http://iipm-mba-institute.blogspot.com/
http://iipm-top-institute.blogspot.com/
http://unparalleled-iipm-course-contents.blogspot.com/
http://indian-magazine.blogspot.com/
http://iipm-leadership-skills.blogspot.com/
http://dare-to-think-beyond.blogspot.com/

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

After OPEC, a gas cartel! Well, Putin is impressed

IIPM PUBLICATION

What was meant for all, actually fall into the hands of countries that behaved like corporations. First it was Organisation of Petroleum Exporting Countries (OPEC) world’s foremost recognised oil cartel; now a gas cartel appears to be in making, courtesy, Vladimir Putin’s Russia and Ahmadinejad’s Iran. The intentions of Vladimir Putin can be gauged from the act when recently Putin took the whole world by surprise by planting its flag on the ocean floor under the North Pole in a symbolic gesture to claim the rights to the sea-bed, which could be rich in oil and gas.

Russia happens to be a dominant player in the natural gas and a major supplier to many erstwhile USSR countries and other European countries. Russia’s state-controlled Gazprom exports natural gas to nine European countries. Russia has world’s largest proven natural gas and eight largest oil reserves. As such Russia has the ability to dictate gas prices and influence the natural gas supply, Russia turned off the natural gas tap to Ukraine and Moldovo in January 2006 and threatened to pull out the plug to Belarus and Georgia in late 2006 over price negotiations. The above examples not only damaged Russia’s image as a reliable energy provider, but also made it quite apparent that Russia is using gas a political tool to gain economic mileage.

A string of deals by Russia with other Central Asian countries like Kazakhstan, Turkmenistan & Uzbekistan indicates for a high probability of Russia along with countries mentioned above, along with Iran joining hands for a natural gas cartel. “A gas OPEC is an interesting idea,… our main aim is to co-ordinate our activities with an eye to the solution of the main goal of unconditionally and securely supplying the main consumers of energy resources,” Putin said in a Kremlin new conference. But past instances fail to prove Putin’s viewpoint, where Russia has used gas as a weapon to control its neighbours.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

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• Hindustan Times Article - Publisher goes underground
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The Attenborough heirlooms

IIPM Mumbai Parables - Stories that change life

Brothers in caste, creed & deeds...

They are perhaps the most famous brothers in the living memory of the British; where one was labelled as the most trustworthy public figure in a poll; the other claims the same faith among his peers and admirers of his school of work. Though their life’s work has been dedicated to subjects as different as chalk and cheese, their single-minded obsession with the same, is a direct give away to the fact that these two stalwarts are kinsman in spirit as much in body.

While Richard Attenborough, born on August 29, 1923, was the eldest of three siblings, David Attenborough was three years his junior and the middle child. Their father, the principal of University of Leicester, set high benchmarks for his three sons. Where Richard, a laggard in studies, wished to pursue acting, he set him the challenge of winning the much sought after Leverhulme drama scholarship from The Royal Academy of Dramatic Arts. David on the other hand faced the test of winning the open scholarship in order to attend the natural science trips at Cambridge. And so they set forth upon their journey uphill, though opting for two entirely different trails.

An 18-year-old Richard made his professional debut on stage and a year later in 1942, he enacted the role of a deserter in, In Which We Serve. From there on he would go on to epitomise the English wimp in the chunk of his films of the next two decades. He pursued roles of darker hues too, such as that of Pinkie the Hoodlum in Brighton Rock (1947). He also starred in Satyajit Ray’s 1977 movie – Shatranj Ke Khiladi. In 60s, he divided his attention between acting & production and along with writer/actor Bryan Forbes, he set up Beaver Films. In the late 60s, he began to direct movies too and his very first – Oh, What a Lovely War! – garnered much acclaim. Three more directorial ventures followed in the 70s followed by his magnum opus Gandhi (1982), which bagged three Oscars, including one for Attenborough as the Best Director.

Unlike his brother, David showed no inclination in getting in the front or at the back of the camera and completed his graduation in 1942 in Natural Sciences at Cambridge University. He started out editing children’s science text books & in 1952 he moved to BBC. Initially, he became a producer in the Talks Department; the head of his department disapproved of his teeth, which discouraged him to get in front of the camera but it wouldn’t be long before he managed to produce and present the three part series – The Pattern of Animals – during the making of which he met Jack Lester. The result of that association was Zoo Quest, which upon Lester’s illness, Attenborough would go on to anchor. As the show steadily rose to become Britain’s most popular wildlife show, so did Attenborough’s career graph. In 1952, he became responsible for introducing his countrymen to colour television as Controller of BBC2. Eight years after he took on editorial responsibilities of both the BBC networks as Director of Programmes, he grew jaded of his routine and decided to introduce some colour into his life too – he resigned and returned to making programmes! Based on South Asia’s natural history, Eastwards with Attenborough became the first of several series that include the 1979 13- part series, Life on Earth, his ode to Antarctica – Life in the Freezer (1993) – among many others.

Old age hasn’t slowed down the Attenborough brothers at all. In his 70s, Richard starred in movies like Jurassic Park (1993), Miracle on 34th Street (1994) & Elizabeth (1998). Going strong in his 80s too, his latest directorial offering, Closing the Ring, will premier on September 14, at the 2007 Toronto International Film Festival. Equally robust, 2000 witnessed David Attenborough in State of the Planet, which focussed on the environmental crisis and more recently in Sharing Planet Earth that aired on June 24, 2007.

The Attenborough brothers have received many prestigious honours too, where Richard was knighted in 1976, Sir David was awarded the Order of Merit in 2005. On the face of it Richard & David Attenborough are siblings who couldn’t be more disparate and though their routes differed, their final destination was the same – the hearts of their audiences and the minds of generations to come.

Edit bureau: Anu Gulmohar

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

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The Sunday Indian - India's Greatest News weekly
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IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review
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The Indian Institute of Planning and Management (I...Time for Awards at IIPM

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
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Rising of India

The Sunday Indian - India's Greatest News weekly

Six decades have now passed since Independence. And the textile sector has had a key significance for India, even before Mahatma Gandhi launched the revolutionary Swadeshi movement. But while liberalisation & organized retailing have enhanced the prospects, Indian apparel is yet to achieve its rightful place on the world map. Will we ever be able to catch up?

Think of the word ‘apparel’ and you are pushed back into a psychedelic state of mind, with your highly intensified receptors almost blinding you with the fl ashy, theatrically lit ramp. Then you could feel overpowered by the razzle-dazzle brought forward by the troupe of bedazzling models (not forgetting those goose bumps) & struck dumb (and deaf) by the overwhelmingly stupefying proceedings. The applause follows them all – and there you’re left wondering if there could be a better showcasing opportunity to the hundreds of beauties that just passed by… leaving you in a trance (well, almost)! At the end of it all, something plays on your bewitched mind; a question – “did I miss something?” And it’s already the next day before you realise that it was in all sincerity meant to be a fashion parade to showcase something which can crudely be referred to as ‘textiles talent’!

Think what you want to, but textile honchos around the world take advantage of this craze with the case in the Indian context being no different as the real ‘models’ of India Inc. gear-up fast for a ‘creativity-filled’ autumn ahead. And with multi-million dollar game plans, the industry is teeming with players ready to create a splash, well realising the potential of the fiercely growing Indian textiles market – a fact corroborated by global equity giant Blackstone Group’s 50% stake buyout in Gokaldas Exports on August 21, 2007 for a handsome Rs.6.76 billion. The fact of the matter is that, currently, one can only witness ‘growth’ smeared all over the Indian textile mart as Ravi Thakran, President (Asia-Pacific) of Louis Vuitton Moët Hennessy (LMVH) justifies, “Today, India stands first in terms of setting up production units... To top it all, it also enables the investing party to have a grip on the fast growing home market...” All this only further testify es why more and more foreign entities are sensing bright prospects for their investments in garments manufacturing & outsourcing business in India.

As per CRISIL, the Indian textiles sector is forecasted to touch a sprawling $110 billion in net revenues (domestic sales & exports) by 2012 – a dazzling appreciation of 479% when compared to the $19 billion during 2006-07. Exports, too, are predicted to escalate to a breathtaking $50 billion by 2010! Keeping in mind the immensely fertile development, it comes as a little surprise that Indian textile titans are relentlessly upgrading their manufacturing infrastructure and pumping in resources on a large scale to make India the world’s next fashion capital. Sure enough, India will have to bite the bullet in order to achieve this feat as there are various challengers even in this regard. However, Gianluca Bollani, Fashion Coordinator of Corneliani votes for India as far as offerings are concerned as he maintains, “Compared to other Asian countries, India has a unique offering in the textile world and those are value added products like special cotton yarns, fabrics, made-ups et al. Most Italian fashion houses today resort to India for these value added products.”

Well, whether it makes it to the top is still a question subject to many constraints, but there’s still another carrot and that’s the domestic haute couture market, which is currently steaming ahead at an annual growth rate of a noteworthy 10% (as per CII). No wonder, the Ambanis and Wadias are fast getting their acts together with primo brands – Vimal & Bombay Dyeing, respectively. But with other relatively smaller players already capturing a major share of the market – although in a fragmented fashion – both globally & in Indian sub-continent, the question remains – “Isn’t it an act too late?”

Well, ill-strategies and utterly discouraging government norms forced many textile mills to close shop during the 1970s & 80s, which was also considered a rampant fragmentation period in the textile industry as D.K. Nair, Secretary General, Confederation of Indian Textile Industry (CITI) exclaimed, “Many textile mills in the mid-1980s couldn’t even dare to diversify. Then there were labour laws at that time, which always supported the labourers (unions) and never looked at the problems faced by manufacturers...” However, what ultimately resulted was a plethora of unorganised players coming together with their aggressive growth strategies... And today, these are the very entities which are minting colossal profits, promising to take on the world of textiles by storm & challenging global titans!

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Source : IIPM Editorial, 2007

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

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ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
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Growing @ Talent.com

IIPM International Student Exchange Programme

Handpicking talent right from the campuses, nurturing them on the job and infusing a sense of ownership to a large extent helps in retaining talent at HCL. The highly dynamic IT industry is experiencing a staggering attrition rate of around 20%. Some companies have even gone ahead, claiming a massive 30% attrition. However, HCL has an altogether different take on the attrition issue. The rate of attrition for younger employees – who have been a part of HCL Info systems – for less than five years - is around 15-18%. However, the attrition figure for employees who have been around for more than five years, it is a miniscule 5%. Punekar feels that the younger lot coming in today is simply short of direction. They are in a hurry to reach the top and hence resort to job hopping, but once they stick around in an organisation for more than five years, then they prefer to stay.

Talk to Punekar for sometime and one more aspect of his personality that shines brightly is his passion – not only for the company, but also for the work he does. No wonder, this HR veteran has inculcated a culture driven by ‘passion’ in the company as well. Today, HCL in industry circles is known as a company driven by passion, where passion even takes precedence over processes. All of these show HCL as being a very informal organisation. But informal does not mean that the employees are left altogether to do as they like. Like all known organisation, HCL too has in place a proper performance appraisal system whereby employees across the country are constantly monitored with the help of the right soft wares. The HCL philosophy is simple: ‘what gets measured, gets reviewed and what gets reviewed, gets improved.’ States Punekar, “We’ve a matrix to measure performance of the employees on a daily basis.” At HCL, performance results in handsome rewards and the right kind of remuneration. Punekar further reveals, “We have pioneered a lot of things as far as rewards are concerned. We were the ones who introduced the concept of profit sharing and also the first ones to bring the concept of ESOPS in India.” In fact, by 2005, HCL had covered all its employees under their ESOPS programme.

Rewards aside, HCL also knows how to touch the heart of its employees. In 2001, HCL contributed and encouraged its employees to build their own houses under a project called HCL Towers. In addition to it, to make life simpler for employees, HCL provides facilities like transportation, administrative facilities et al. Though HCL may justifiably claim not to be a full-fl edged soft ware focused company but one cannot deny that for this ‘Entrepreneurial Incubator’ of the Indian IT industry, HR certainly ensures that the HCL garden is always blossoming with talented and well-managed human capital.

(H)uman (C)onduct (L)ist

• Calls itself a campus organization as trainees are picked up straight from campuses.
• Received the highest rating of Five Star in the ‘Dataquest-IDC Best Employers Survey,’ 2005.
• HCL wins IMM Top Organisation Award 2007 for Excellence. Human Resource Development was one of the key parameters for the award.
• HCL Support wins the DQ Channels-2006 Gold Award for Best After Sales Service on a nationwide customer satisfaction survey conducted by IDC.
  

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
The Sunday Indian - India's Greatest News weekly
IIPM Mumbai Parables - Stories that change life
IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Tick-Tock, Tick-Tock

IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES

Intel India has successfully deployed its tick-tock model and the results have been outstanding. As Rahul shares, “You have the next generation micro architecture and then you have the next generation processor. Th at is what challenges Intel as it changes the paradigm every year. So, it is an inward challenge that Intel has & for us that’s one of the critical things keeping us ahead of technology.”

Further elaborates Praveen Vishakantaiah, Director, Digital Enterprise Group (DEG), Intel India, “The ‘TICK’ piece is to make sure that we’re able to take a mature architecture and then benefit from process technology advancements. The ‘Tock’ is to take a mature architecture and to move it into an advanced architecture mode. So innovations have to come up not only on the process side but also on the architecture side, once every year. The challenge is to ensure that each of these ticks and tocks keep going in step with each other.”

All the different divisions of Intel, be it the Mobility Group, have their separate individual goals and targets, though the common Intel philosophy persists. Take DEG for instance, as Praveen elaborates, “DEG plays a strategic role on how clients will go forward in the market between the servers & mobility space. We’re primarily focusing on the Xeon platform, clearly one area where Intel globally is doing very well. Intel India DEG is strategic in nature at this point...”

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Source : IIPM Editorial, 2007

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

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ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

TCL goes local in India

ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...

Chinese consumer electronics manufacturer, TCL, is mulling to set up a manufacturing unit for colour TV & DVD player in the northern part of the country within the next three years. TCL had conducted a study to locate manufacturing sites in India & Noida came out as a preferred location. Apart from meeting domestic demands, the site would also be used as its global sourcing hub and would supply to players like Sony & Philips. Local manufacturing would also enable it to supply products to retail majors like Reliance & Wal-Mart. However, the company is tight lipped about the investment and capacity details of the plant.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
IIPM Economy Review
IIPM :- Cicero's Challenge is going global
The Indian Institute of Planning and Management (I...
After CDMA, will nokia miss the 3G bus ?
Time for Awards at IIPM
STUDENTS AGAINST CORRUPTION & KICKBACKS : SACK
HRIC :- Human Resource Intelligence Cell
Heavy dut(t)y stress Sanjay Dutt Bollywood Actor
The Business of B-School Rankings & The Big Farce
36TH Full Time Programme In Planning & Entrepreneu...

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

When in Frome...

IIPM Best MBA Institute

.... You can do your own thing at the community exposition!

There are cultural festivals and religious festivals, national festivals and seasonal festivals... Here’s a community festival. Home to artists and manufacturers both living and working in the small historic market town in South West England, the Frome Festival promises to be a literary and musical bonanza to include more than 110 events over a period of 10 days – from July 6 2007 to 15. The sense of community, derived from shared interests, is visibly strong. The days will present a fine symphony of all genres of music – folk, jazz, classical etc. while literature buff s can drown themselves in the world of films, exhibitions, visual arts and other events.

Now seven years old, Frome Festival takes place at the local chapels, Merlin Theatre, Memorial Theatre etc.. A multifaceted feast for all involved, these events looking to enthuse and entertain would have a common emphasis – art. A treasure trove of historic and architectural marvels and a hub for contemporary arts, Frome Festival might prove more fruitful than visiting 7 different places in 10 days!

An exhibition titled ‘Ground’ inspired by the landscape around will be on in Rock Lane Gallery. Besides, in keeping with the global rave and rant about environment, this festival is busy too with painting the town, not red, but green, that will include the Green Fair, Farmers’ Markets and the Green Music/Movie projects. Youngsters from Frome Community College and Critchill Special Needs School feature in events of storytelling, drama and computer-generated sound scape. The Youth Council holds a series of workshops and a Youth Café at the United Reformed Church Hall. For the young at heart, Frome Recreation and open ground support (FROGS) will have workshops along the river walk and a grand closing ceremony outside what they call Cheese and Grain. Let the magnificent display paint the canvas of your imagination with images that will surely find way to your travel diaries.
Edit bureau: Yefu Daniel Chen

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
IIPM Economy Review
ARINDAM CHAUDHURI’S 4 REASONS WHY YO