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.

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

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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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Expansions, takeovers and greenfield projects, cement has it all

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