“It is not an ideal scenario”

2300 IIPM students get jobs

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.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
Detail of all IIPM branches
1500-plus IIPM students placed across the country with 44 bagging international offers
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
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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...

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
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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.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION