This ‘Thomas’ doesn’t doubt much!

IIPM PUBLICATION

Perhaps it gets no time as it’s too busy ‘Cook’ing up ways to grow...
The Indian economy is booming, and so is the rising propensity of Indians to spend and this is directly impacting the tourism sector. Even net foreign exchange earnings are increasing phenomenally at around 20% annually. Thomas Cook (India), now under Dubai Financial LLC, is one company moving ahead with aplomb to capitalise on the opportunities. The company was recently involved in two major M&A deals – its merger with LKP Forex followed by its acquisition of Travel Corporation (India) Ltd. (TCI) for Rs.1.83 billion.

The company’s acquisition of TCI will facilitate a more ‘integrated operation’ for its travel business (which contributes to 78.5% of its revenues) and would help it gain advantage in the already booming travel & tourism industry in India. Expressing optimism about the potential, Udayan Bose, Chairman, Thomas Cook India Ltd. stated, “In view of the increase in inbound tourism that the country is witnessing, for us to be able to offer two platforms for inbound traffic will be a big advantage in the market.”

The merged entity will be in a position to provide the lowest possible price packages to its customers. Thomas Cook’s recent merger with LKP Forex – a major foreign exchange dealer – coupled with its buying of a 76% controlling stake in the Visa service-provider TT Enterprises are steps to provide a more ‘complete portfolio’ of services to customers. This would assist its financial services unit, which operates at high profit margins of around 57% on revenues.

Thomas Cook (India) also plans to increase its count of travel destinations (latest being Israel) to gain competitive advantage via a combination of financial services, logistics, operational integration & travel offers to the maximum possible domestic & international locations. This company is certainly very paranoid about missing the tourism bus!

Edit bureau: M. Arun

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Source : IIPM Editorial, 2006

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IIPM : Pas(ay) the Parcel!

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Ground Zero of a different kind! At the World Trade Center Metro Manila in Pasay, there’ll be made big business of bargaining between December 7 and 17 at the World Bazaar Festival. A little too early to spot Santa but just in time to stack up on all X-Mas goodie bags for kith and kin of all shapes and sizes! Apart from the king-sized deals, feel completely at home with the musical stage shows, story-telling sessions, and fun workshops guaranteed to regale you with more than you ever bargained for! Of the 7000 coral fringed islands of Philippines, blessed with raw blue lagoons seeming to stand untouched from the birth of time, the uninhabited pockets of paradise are also what you could consider ‘picking’ up!

Compiled by: Neha Sarin

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Does this mean that family-fortunes are being dragged over the edge?

IIPM PUBLICATION
Though less than 4% of family businesses in India have witnessed heartbeats beyond the third generation, yet it cannot be denied that they contribute to more than 60% of national GDP. So has the importance of family-run businesses in India fallen in signifi cance? Certainly not! However, what has received maximum attention of late are the melodramatic splits, which are as real as the studded success stories of men like Dhirubhai Ambani, and Jamshedji Tata. Family run businesses have had to undergo and survive not merely challenges incumbent in a liberalized industrial environment but also radical re-orientations in the oldest institution of civil society – the family – and many illustrious business families have been victims of this double-edged catastrophe. The Birlas, Modis, Sarabhais, Bangurs, Dalmias, Singhanias, Mafatlals, Shrirams, Thapars and Goenkas – pick any and you’d find glory (and fame) and turbulence (and shame) together!

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Source : IIPM Editorial, 2006

Dean of IIPM :- Pofessor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Dialectical dilemma for Communists

When radicalism was imperative...

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Though the Siyaram group has consistently introduced newer brands like Oxemberg and brought in the foreign brand J. Hampstead to India, they all have failed to do the trick for the group. Even their most hyped-up brand ‘Mistair’, launched in 2002, seems to have succeded in creating minimal impact as the gross sales of Siyaram Silk Mills has dropped to Rs.3.40 billion for the financial year 2004-05, from Rs.3.54 billion during the previous year. The same problem is also faced by Govind Rubber Limited (GRL), another group company of the Siyaram-Poddar group. Founded in 1980, GRL manufactures tyres with the brand name International. The company lived its golden days till the liberalization of Indian markets and since then, it’s all about survival and not growth. Its financial data since 2000-01 only shows a deceleration in earnings with gross sales of the company falling to Rs.2.1 billion for the current financial year 2005-06.

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An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

...directed by Nagesh Kukunoor, the latest ad for Maruti from Lowe Lintas wows!

IIPM PUBLICATION
As the word ‘big’ registers in her mind, she explores it throughout the journey – “Esteem tree, esteem road, esteem mountain!” Meanwhile, the Voice Over calls out: ‘The easy to own big car. Big on power, big on mileage.” And the commercial ends with the girl explaining to her pal, “I am more esteem than you.” The story line of the ad surely is ‘wow!’, but just check out the people behind making of the ad – conceived by Lowe Lintas and master-minded by Priti Nair Chakravarthy, the new campaign has been directed by ace Bollywood Director, Nagesh Kukunoor (of Hyderabad Blues, Iqbal and Dor fame) and has been produced by Rajan Vahi.

According to Priti Nair Chakravarthy, Executive Director, Lowe Lintas, the brief to the creative team from the client side was to showcase the ‘joy of a big car.’ Quiz Priti Nair about the usage of father- daughter relation and she is quick to state, “The father-daughter relationship is a very unique & special bond. It’s potent and that’s what we wanted to explore.”

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Brand House Retail would be a gateway for fashion and lifestyle retailing.

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“Brand House Retail would be a gateway for fashion and lifestyle retailing. We want to reach all the segments of textile and various demographic of customers...”

After creating Brand House Retail, the group is looking at introducing its own brands in various segments like ready-to-wear and western casual to fill the gap in the company’s existing offerings. Joshi‘s clear focus is demonstrated by his resorting to an exclusive brand for every class. He adds, “You can’t imagine Reid & Taylor having a woman’s suit! We wanted an international brand like Escada, which addresses all the needs of a modern urban woman. Having an Escada store also helped to unleash retail stores that are exclusively for women. Similarly, we wanted to have a brand that takes care of home linen, so we recently launched Carmichael House. It’s essential to have a separate brand for all segments.”

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Flying over to the land of the hula…

IIPM PUBLICATION
Relaxing in a hammock in Hawaii, a bright Aloha shirt on you, a fragrant lei of fresh flowers dangling around your neck, the breeze carrying with it the soft murmur of the breaking of the waves and the even more mesmerising songs of the Hawaiian houris, whose graceful movements gently rustle their grass skirts… These chants trace their origins to ages ago, when natives sought inspiration from nature and for expressing their emotions, they wove a harmony out of the sounds surrounding them – of the sea, of the wind in the leaves, of the rain pouring from the skies – and synchronised the same with graceful frolic as well...

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The juggernaut of India Inc. rolls on unabated

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The juggernaut of India Inc. rolls on unabated. And as Indian companies chart massive expansion plans, they’re hungry for funds like never before; and banks are only too keen to oblige. But as credit in the economy continues to burgeon, depletion in credit quality across various sectors is emerging as an impending danger that the Indian banks must now be wary of…

“These interrelated crises should be thought of not as natural disasters... nor should they be though of as divine punishment for our over-indulgences as some people would like to interpret them. They are man-made, or should I say, institution- made disasters,” is how Nobel Laureate Merton Miller put it in his speech to the Asia Society at Hong Kong in 1998. He was actually deliberating on the factors that had caused the Southeast Asian financial crisis of the late 1990s.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's (Dean of IIPM) Initiative

IIM Calcutta online programmes do better than the likes offered by XLRI...

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Or is it that perhaps the esteemed administrators at IIMs hope that critics would have forgotten how, not many months back, IIM Bangalore, IIM Calcutta and IIM Kozhikode trampled over each other in their much sophomoric hurry to sign distance education agreements with a private education service provider, DiRECWAY Global? How successful was that? Well, the answers don’t seem to be coming. When questioned by B&E on the IIM-NIIT venture, Amarnath Krishnaswamy, Head (Corporate Communication), IIM Bangalore, expounded, “I don’t know the intricacies of the tie-up; it’s just a training programme that goes a ‘little beyond’...” And when questioned by B&E on the revenue objective, Professor Anindya Sen, Dean, IIM Calcutta, championed that while “IIM Calcutta online programmes do better than the likes offered by XLRI..., the revenue part is something that we don’t want to discuss.” And that’s where lies the most killing anomaly, which is the ostensible reasoning of teaching more students.

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How about a ‘Made in China’ car?

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After painting the world’s consumer market red with ‘Made in China’ consumer products, the Asian economic power house is all set to enter the automobile market. The foray will be spearheaded by renowned Chinese auto-maker, Changan Auto under the ‘Chana’ branded cars, which will be available in three separ ate variants (mini van, combination and open bed van versions) with a 970 cc 53 bhp engine. The models which featured MPFi engine were showcased at the 24th Sao Paulo car show held between October 19 and 29. The cars will use good storage capacity as a trump card. Priced attractively at $12,700, these cars will definitely prove to be a goodalternative to expensive European rivals.

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BOOK EXTRACT

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My name is Bruno Salvador. My friends call me Salvo, so do my enemies. Contrary to what anybody may tell you, I am a citizen in good standing of the United Kingdom and Northern Ireland, and by profession a top interpreter of Swahili and the lesser-known but widely spoken languages of the Eastern Congo, formerly under Belgian rule, hence my mastery of French, a further arrow in my professional quiver. I am a familiar face around the London law courts – both civil and criminal, and in regular demand at conferences on Third World matters; see my glowing references from many of our nation’s finest corporate names. Due to my special skills, I have also been called upon to do my patriotic duty on a confidential basis by a government department whose existence is routinely denied.

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Oil & ardour

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Hugo Chávez in turn will use his place in the Security Council to protect Iran from Washington imposing sanctions on it in response to its nuclear ambitions. The latest incident where Chávez called George W. Bush a devil in his speech at the UN General Assembly criticising the American president’s actions, in trying to gather support from other nations, is a Red Herring.

Iran and Venezuela put together produce seven million barrels of oil a day. Apart from that, Iran’s oil reserves are close to 126 billion barrels, while Venezuela holds 77.2 billion barrels. The new oil well, where the two countries have started drilling, is estimated to contain 18 billion barrels of oil. The two oil rich nations have played their cards very well by engaging the world in issues like nuclear program & multi-polar world. They have their energy resources right in place; after all, most international conflicts are fuelled by petroleum. The onus now is on how the US and its allies respond to this new pact.

Edit bureau: Nidhi Sharma

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Oil & ardour

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Hugo Chávez in turn will use his place in the Security Council to protect Iran from Washington imposing sanctions on it in response to its nuclear ambitions. The latest incident where Chávez called George W. Bush a devil in his speech at the UN General Assembly criticising the American president’s actions, in trying to gather support from other nations, is a Red Herring.

Iran and Venezuela put together produce seven million barrels of oil a day. Apart from that, Iran’s oil reserves are close to 126 billion barrels, while Venezuela holds 77.2 billion barrels. The new oil well, where the two countries have started drilling, is estimated to contain 18 billion barrels of oil. The two oil rich nations have played their cards very well by engaging the world in issues like nuclear program & multi-polar world. They have their energy resources right in place; after all, most international conflicts are fuelled by petroleum. The onus now is on how the US and its allies respond to this new pact.

Edit bureau: Nidhi Sharma

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Patents paying heavy on Samsung

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The Korean chaebol Samsung landed in big trouble as Japan-based Pioneer Corporation has sued Samsung SDI and Samsung Electronics Co. Ltd. in the US for infringement of patents on plasma display panel technology. However, Samsung SDI is planning to respond back by filing a counter-complaint. Apart from this latest litigation, Samsung SDI was also involved in another plasma display patent suit with Japan’s Matsushita Electric Industrial Co. Ltd., in which, a US Federal Court rejected suits saying neither had violated the other’s patents. So will Samsung be lucky this time too?

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The ‘State’ of affairs!

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According to the World Competitiveness Report 2006 (IMD Lausanne) – that measures countries and states in terms of economic performance, business efficiency, government efficiency and infrastructure – Maharashtra was remarkably ranked 37th, ahead of the states in countries like Brazil, Philippines, Korea, Italy, Indonesia, South Africa and Russia. And if one looks at the capital city Mumbai, the record looks even more impressive. Mumbai, the sixth largest metropolitan city in the world (geographically), contributes a whopping 33% to income tax, 40% to total foreign trade and a colossal 60% to the total customs duty collections in India. And just for the records, Mumbai is also home to 90% of all merchant banking activities of the country.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Expansions, takeovers and greenfield projects, cement has it all

IIPM PUBLICATION
It’s indeed extremely eccentric that the cement sector, which was once nursed by the government, has become the centre of gravity for players across the globe. Raison d’être? Well, the sector in a span of two decades the has matured from a dilapidated stage to a juncture where it has outclassed industries in nations like US & Japan to become the second largest cement producer in this gigantic ball game, second only to China. In the last decade, this sector documented a CAGR of 8%, above the world average of 3.5%, and China’s sector average of 7.2%.

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Murthy’s out, not Infy!

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25 years and still going stronger than ever before. The technology powerhouse, Infosys, was a dream of the seven soft ware engineers – spearheaded by N. R. Narayana Murthy. With an initial capital base of merely Rs.10,000 pieced together in the scorching heat of July 1981, it surely hasn’t been smooth rolling all the way; in fact, one of the partners opted out of the venture after spending 8 years. But the remaining six musketeers rallied on. In February 1993, the emerging company opened at the Indian stock exchange at a premium of Rs.85 on their Rs.10 share. Many guff awed at the high price quoted and it raised only Rs.131 million. And of those who did invest, foreign investors outnumbered the ordinary Indian retail investor. Infosys seemed a hapless little fish in the ocean of sharks.

Of course, this fish has now garnered a rock-solid reputation in the domestic and global arena. Ranked today as one of the most profitable companies in India, the milestone was actually laid down in 1999, when its revenues zoomed beyond $100 million. Attaining the coveted SEI-CMM Level 5, that year, Infosys became the first company in the history of India to be listed on the Nasdaq!

In its quest for a true global presence, the company opened offices in US, UK, Canada, France, Hong Kong, United Arab Emirates and Argentina. In 2001, it shot past the astounding revenue mark of $400 million. Netherlands, Singapore and Switzerland too came under the spotlight of Infosys, subsequently.

The venerated icon of the IT industry has an employee strength of over 58,000 worldwide, and is still expanding. Nandan Nilekani, CEO, Infosys emphasizes “Our focus on enhancing skills and domain expertise across the organisation is yielding impressive results. We have built a scalable delivery engine and will continue to invest substantially in systems and processes.” The company’s consulting and off shoring strategy is paying rich dividends, quite literally – this April, the company declared a super colossal revenue of $2 billion and an astronomical $555 million in profits (with a commodious growth rate of 32% in profits and 35% in sales) and gave a bonus of 1:1. With a tagline of “Powered by intellect, driven by values”, one can only expect things to get exorbitantly better. On August 20, 2006, Narayana Murthy retired from office as per the rigid Infosys governance rules. Murthy might be out, but Infosys surely isn’t! Here’s raising a toast to the #1 profitable IT firm, that is #4 in the entire business arena!!

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i-Flex Solutions

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Chairman & MD: Rajesh Hukku
Business without software aides today is unthinkable. And i-Flex is a leader in these aides . With an employee strength of 7,100 and 14 development centres across the globe, the company headed by Rajesh Hukku, is a well sought after brand in the segments it operates in. Due to its close affinity to global majors like HP, IBM, Intel, Microsoft and Oracle, i-Flex has an enviable client base of 660 customers spread across 120 countries. States Rajesh Hukku, “i-Flex through its vision and innovative thinking has become the largest product software company in India and among the first to establish itself as a global brand.”

Apart
from its consultancy business which hovers around business transformation, programme management, IT architecture and strategy, among others, the company is engaged with one of the most prolific portfolios. This includes Flexcube – a complete banking product suite; Daybreak – a comprehensive consumer lending system; as well as Reveleus – an analytical applications suite for technical financial services such as risk management. These are just some of the revolutionary products i-Flex offers to its partners. The company operates through five subsidiaries, including those in USA, Singapore and Netherlands. In India, i-flex has established a fully owned subsidiary-Equinox Corporation, which provides innovative and cost effective customer acquisitions and knowledge process outsourcing services to leading companies worldwide. If statistics are allowed to do the talking, then it gets better. In 2005-06, net income of the company was Rs.2376.5 million, almost Rs.50 million over last year. The company has been riding high on a robust EPS (earning per share) of Rs.31.15, which has shown a consistent growth for the past five years. Going with the prevailing conditions there are big expectations from the company. i-Flex has played its part in making global business effective, and of course, more efficient.

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“Titan will continue to be the pioneer in new designs or even campaigns. We’ll take the industry to another level in India.”

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Gone are the days when people used to buy watches as a device to keep a track of time. Today luxury watches are indispensable and have become an important fashion & lifestyle accessory for India’s fast-growing upwardly mobile denizens. Seeing the huge potential in the market, global luxury brands like Rado, Omega, Tag Heuer and Cartier have entered the Indian market, but they have an omnipresent Indian player to contend with. Yes, the ubiquitous Titan! Titan Industries Limited (earlier known as Tata Watches Limited), like any other brand from the Tata stable, is India’s leading (and the world’s sixth largest) manufacturer of watches and jewellery.

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You’ve come the “wrong” way baby

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Back in the 1960s, a delightful series of tongue-incheek ads appeared in the magazine for a cigarette called ‘Virginia Slims’. It showed two sets of images – one of women in the 1900s and the other, juxtaposed next to it, of a happy modern women. The punch line that accompanied all these ads read, “You’ve come a long way, baby.” It helped create an aspirational image, which appealed to women. This was the 60s and the feminism movement was just beginning to take shape. The strategy worked delightfully well for the company Philip Morris, and from 1968 through 1980s, the brand saw its market share grow up from 0.24% to 3.16%. The ads showed how the modern women was more in control of her life and free to make her own choices. However, the question is really important: Is the modern woman really free? Or has she been simply ‘bondaged’ by modern advertising to live in a world of illusionary freedom? Today, the way women are depicted in ads makes one think – are they a happier lot now, with more freedom and financial independence? Or is it just a superficial change on the surface.

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Yehi hai right choice baby!

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Pepsi ramps up its act…
Seen PepsiCo India Chief Rajeev Bakshi in his new avatar as brand ambassador in their latest TV commercial? He’s taken over the brand ambassador’s mantle to vindicate the cola drink from the recent pesticide controversy! A few Indian states have already banned the soft drink and the consumers’ confidence in the brand has eroded to some extent, so Pepsi is rolling up its sleeves and countering the allegations. Other than its new ad campaign, Pepsi India is sprucing up its act by adding new variants for its brands and is testing the water to introduce a new brand in India.

Although Pepsi denies that it is doing all this for the sake of a makeover, the market buzz is: It is! One big step will be to target the “health conscious” consumer with new variants. Rabo India Finance has estimated that juices market would be worth Rs.550 billion by 2015, so it’s a good time to go to town with Tropicana, the juice brand from the Pepsi stable. The company recently poured out two new flavours: Litchi & Peach Twirl. “Consumers are becoming increasingly conscious about their diet and we wanted to widen Tropicana’s existing portfolio of 12 flavours,” explains Geetu Verma, Executive Director – New Business of PepsiCo India.

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The Manufacturing MAVEN

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Walking into the sprawling and plush office on the 7th floor of a prominent commercial business area in Bangalore, we were warmly greeted by Vikram Kirloskar, scion of the Kirloskar empire – Chairman & Managing Director, Kirloskar Systems Limited and Vice Chairman, Toyota Kirloskar Motor (TKM). But as we were escorted by him to his cabin, it was hard to imagine that under this mild-mannered, smiling and pleasant exterior lies an immensely successful corporate figure who is one of those beacons leading the manufacturing revolution in the country.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Global acquisitions made by Tata Tea

IIPM Best MBA Institute
According to CEO Percy Siganporia, Tata Tea is confident that the global energy drinks market will be worth $10 billion a year by 2009-10; and that is when Tata Tea will reap the real rewards of this acquisition. Percy champions assertively, “Consumer demand is shifting from carbonated soft drinks to non-carbonated functional beverages. Developed markets show a clear trend in favour of unconventional beverages such as enhanced water, and tea is morphing into a health beverage.” In a clear signal that Ratan Tata is ready to not only hit the US market, but also to develop global competence in this nouveau industry, Tata Tea recently announced that its Ratan himself who’ll personally takeover as Chairman, Energy Brands.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Bollywood ‘moves’ Shakira!

IIPM PUBLICATION
The Colombian belly-dancing rocker Shakira, is reigning at the top of the charts with her single Hips don’t Lie but the real buzz is around our very own expert choreographer Farah Khan, who’s been roped in to train the Latino diva for a Bollywood-inspired rendition of the same track at the MTV Video Music Awards on August 31. So while the entire world is trying to ape the moves of the lovely lass with those long blonde locks, she’s going to be swinging to match steps with Bollywood's gyration guru! Well, while Shakira gets ready for steps spiked liberally with our classic pelvic thrusts, we can look forward to some best-of-both-worlds stuff!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Why can’t sales and marketing just get along?

IIPM Best MBA Institute
There are two sources of friction between sales and marketing. One is economic, and the other is cultural.

The economic friction is generated by the need to divide the total budget granted by senior management to support sales and marketing. The sales force is apt to criticise how marketing spends money. For instance, take pricing. The marketing group is under pressure to achieve revenue goals and wants the sales force to “sell the price” as opposed to “selling through price.” The salespeople usually favour lower prices because they can sell the product more easily and because low prices give them more room to negotiate. This clearly means more sales.

Also, the two functions attract different types of people. Marketers, who until recently were more likely to have formal education than salespeople, are highly analytical, data-oriented and project-focused. Salespeople, in contrast, are skilled relationship builders.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Dennis Ritchie

IIPM PUBLICATION
Many believe that for a scientist, there is no parameter of performance measurement because if there was one, Dennis Ritchie would have been sitting atop the ladder. He is the man who created the C programming language which turned out to be a milestone for the history of computer science. Though, according to him, it was a modest achievement, the fact is that if Dennis wouldn’t have created C language, the very famous UNIX would have been a stillborn, and so would have Linux.

Born in Bronxville, New York in 1991, Dennis Ritchie graduated from Harvard in physics and applied mathematics, but his experience at college made him realise that computers could be his destined forte and not physics – a single thought that changed his life completely. Consequently, he joined the Bell Labs Computing Sciences Research Center in the year 1967.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Mr. 5-screen Wonder

IIPM Best MBA Institute
He is one of India’s most enterprising entrepreneurs whose claim to fame is introducing the concept of multiplex cinemas in the country. Since the time he conceived the first PVR in 1997 in New Delhi, the 38-year-old Ajay has added tremendous spice to the average movie-goers’ life. With the presence of 62 screens nationwide, the largest multiplex in Bangalore, North India’s largest multiplex ‘Spice PVR’ in Noida, and a more recent foray in tier II cities like Hyderabad, Lucknow, Mumbai and Indore, his vision of having a sizeable pan Indian presence is almost a reality. This young turk definitely possesses the ability for innovating and finding effective solutions across the entertainment genre. “I believe in leading by example and following the philosophy of practising what you preach.” Last year PVR Limited even raised Rs.1.28 billion from an IPO for funding its growth. And while the Indian entertainment blitzkrieg has given rose to a number of me-too’s in Bijli’s sector, Bijli is now fast-forwarding into the future, with a vision to emerge as a 360-degree entertainment conglomerate. Who knows, he might move into direction and production of Bollywood melodramas next?

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Unhand that Wine!

IIPM PUBLICATION
What is wine if not French! Proverbial home ground to the elixir, from the famed Bordeaux to Burgundy and Champagne, the French cultivate vineyards that speak of the Bishops and Dutch cultivators of the 12th century. La raison; French wine Monsieur... reason enough! The annual extravaganza of The Food and Wine Fair (August 19 – 27) is earmarked as the time for empty cellars – remnants of the previous year’s liquid bounty – to make way for fresh yield and to celebrate the gastronomic fruitage that mother earth has bestowed upon the village of Saint-Pourçain, Auvergne – a principal winegrowing region. Wine tasting accompanied by local folk music & animated dancing highlight festivities that culminate in fireworks and free ball. Even a procession of bejeweled carts, and a cycle race to look forward to. So did we just hear you packing?!?

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Thanda Matlab toilet cleaner

IIPM BUSINESS AND ECONOMY
Suddenly, Indian consumers are waking up to what was considered to be a joke earlier. They now believe stories about how farmers in Punjab, Haryana and Andhra Pradesh have been using the colas as pesticide since they are cheaper! And the stinging words of religious preacher Swami Ramdev – “Thanda Matlab toilet cleaner” – appear less a publicity stunt and more a home truth to the Indian consumer. Suddenly, the March 2006 news about a Consumer Court fining Pepsi Rs.1 Lakh because a condom was found in the bottle is no longer a mere funny incident, but a deadly and poisonous reality that Indian consumers must confront. Forget the gory details of the chemical composition of pesticides found in colas; forget the nitpicking that lobbyists speaking on behalf of cola companies are indulging in; forget the shocking statement from Union Minister Sharad Pawar defending cola companies by saying that pesticides are found even in mother’s milk. Quite simply, the Indian consumer is asking one question: Have cola companies – who claim to be world class – been poisoning Indian consumers despite credible reports of the harmful contents prevalent in their products?

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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P2P has followed the path of all egalitarian movements: It has always been corrupted by the quest for profits

IIPM MANAGEMENT INSTITUTE
One remedial consequence has been a legal option to P2P file sharing by first establishing sites where music and video could be legally purchased: iPod, Microsoft and others have been quick to capitalize on the movement, but actually are using Content Delivery Networks (CDN) and not the P2P scheme of individual sources. While this seems to be similar to P2P on the surface, that is the capability to get instant reward by downloading your music instead of going to the store, it is not really the essence of it, and specifically, has nothing to do with the social aspect of P2P.

Considering the evolution of P2P in its two major aspects, technological and social, we see different evolution paths. On the technology front, what becomes very significant is the way content editors, such as Warner Bros Entertainment, are now using a P2P network such as Bit- Torrent for distributing their legal content for a fee.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Bharti expresses itself with IBM

IIPM PUBLICATION
Bharti Airtel has signed a $100 million with International Business Machines (IBM). The partnership would work towards developing a slew of services and applications in a single delivery platform (SDP). IBM would be responsible for developing, managing and operating the SDP on behalf of Airtel. Bharti would now have an integrated environment of content and application services. The camaraderie is not new as IBM is already managing Airtel’s telecom network operations.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Motorola – rings all the way to India : IIPM

IIPM PUBLICATION

World’s second-largest mobile phone maker, Motorola Inc. has decided to invest $100 million to set up a new facility in India. The new manufacturing facility will be set up in Chennai’s Hi-tech Special Economic Zone. Motorola is following the footsteps of world leader Nokia, which recently announced to set a handset manufacturing plant near Chennai, with an investment of $150 billion. The Motorola facility is expected to be operational by next year. The investment is aimed at boosting the company’s lethargic performance in India, which is definitely among the hottest handset markets with immense growth potential....

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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How better could one define this Goldman vanguard called Steve Kerr?

IIPM MANAGEMENT INSTITUTE
Despite his innumerable responsibilities, Steve balances his personal and professional life. His family is based in Florida, while he works out of New York. So for Steve, those are weekends that allow him to spend quality time with wife D.J. (as he lovingly calls her) and two sons Paul and Zachary. If work seemed passion, Steve is as passionate about playing the piano, and is a master at that, to say the least.

And to think of it, it was supposed to be just a lunch meeting... a meeting, which culminated into numerous subsequent fantastic discussions and thrilling communications. Meeting Steve Kerr, rather, experiencing him over the days, was indeed an exercise worth much more than the learning we gained; where one understood how just a single individual could lead a billion dollar corporation without actually leading it, but being the truest follower and allowing the team to be the truest leader. How better could one define this Goldman vanguard called Steve Kerr?

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Small is in!!!

CVs have interesting futures
The Commercial Vehicle (CV) sector, being highly blasé and unexciting, doesn’t normally make headlines. But lately this sector has been in the thick of action. In a bid to tap into this market, truck monoliths like Volvo & Tata have upped the ante in the Heavy Commercial Vehicle (HCV) game.

Tata Motors has recently entered the 1 tonne segment with the launch of the 0.75 tonne Ace. This vehicle comes under the Small Commercial Vehicle (SCV) category and will cater to last mile operations. According to auto analyst R. K. Dhawan, “There are new restrictions due to traffic conditions and there can be some embargoes on LCVs like Tata 407 & 608, this will make the new segment appealing.” Last mile operations are generally applied in congested areas where large capacity vehicular traffic cannot be sustained. Tata would be taking the fight amidst the market segment dominated by three wheelers. The segment recorded sales of 28,178 units in April-June 2006- 07 (SIAM). Says Debashish Roy, spokesperson of Tata Motors, “Ace will entice three wheeler users to upgrade.” The segment will soon witness a flood of competing products. Dhawan elaborates, “All competitors have suitable technologies in their stable for such a venture.” Players like Mahindra & Mahindra (M&M) and Ashok Leyland are already set to exploit this new segment. Ashok Leyland only gave a rather flippant reference to the availability of technology (which they now have with the acquisition of AVIA’s truck business). Though the positioning strategy of new entrants may not be clear, the market is large enough; more the players the better it is for volumes.

Last mile operations have huge potential for competing players. Nearly 90% of retailing in this country is unorganized and SCVs are the only feasible conduit among the wholesaler-retailer-consumer vicious cycle. A 24% growth in the segment proves the potential. But there is a caveat; the expectant entry of large scale retailers such as Wal-Mart and Tesco, HCVs could also look forward to their place in the sun. Players will have to sense and adapt to variable market demands to ensure long term sustenance.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Sure wanna rid?

IIPM Business & Economy

Not good for your body ‘environment’

There are two kinds of male cyclists: Those who are impotent and those who will be.” Almost a decade ago, when Boston urologist, Dr. Irwin Goldstein quoted this, it caused as much stir as it does when we look at the most amazing configuration of a frame, wheels, a chain, saddle and handle bars – called the very humble ‘bicycle’! No wonder the cobbled streets of Champs-Élysées observe more and more number of participants on the finishing line of Tour de France every year, as it would, this year too. But ruling his statement as a shot in the dark would be calling for unsolicited trouble... the kinds that the detection of testicular cancer in the most celebrated cyclist of all ages – Lance Armstrong – triggered and buttressed. Research regarding this published in The Journal of Sexual Medicine and many others that followed, suggested that excessive pedalling may block certain arteries to reduce the blood flow permanently into that “vital appendage” at the time when guys may want it the most!! Investigations indicated that sitting on narrow bicycle saddles for long hours tends to wield a lot of pressure (almost seven folds more as when we sit on a chair!) on the lower pelvic region. Perineal vascular compression, thus drops the oxygen level in the male genitals by up to 70% causing, in the long run, severe erectile dysfunction in some cases…

However, cycling – the sport that renders the maximum degree of cardiovascular fitness – remains also the safest of all exercises. In fact, a mere 50 injuries per million hours is reported for cycling as opposed to 600 for the most popular game in the world – soccer! So long as you maintain a cycling regime for about few hours a week, breathe relief! But those who plan a La Grande Boucle every day, watch out, before those ‘family jewels’ lose their ‘lustre’!

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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IIPM : India disinvests to develop

IIPM MANAGEMENT COURSES
Though the New Economic Policy was well enunciated, it still needed to be implemented. The first to go were old, ailing, public sector units that took away a huge chunk in salaries and were unproductive. They were a drain, but only now did the government act.

The Disinvestment process was set in place, first by having a department in the Finance Ministry, and then as a separate ministry in the NDA government. The brief: Sell PSUs and raise funds. The UPA government scrapped the Disinvestment Ministry but there’s no going back. Even the Left parties have begun talking of ‘restructuring’ PSUs, an admission that all was not well.

Now with the CPM also referring to the private sector with fondness, the days of PSU behemoths seem to be a distant memory.

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Source :- IIPM Editorial, 2006

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