When in Frome...

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.... 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

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Source : IIPM Editorial, 2007

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

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Those are not just power & energy sectors that will become beneficiaries of this deepening love affair

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Positive Spin Offs

The spin off benefits for the power sector in India too would be tremendous. American utility AES Corporation has already inked an agreement with the government of Chattisgarh to set up a 1,000 MW coal fired power plant at a cost of $1.3 billion. Of course, analysts caution against early euphoria because none of these power projects will eventually materialise if state governments do not reform their State Electricity Boards.

It is not just the power and energy sectors that will become major beneficiaries of this growing and deepening love affair between the two largest democracies of the world. Trade between the two nations is poised to take a quantum leap as a result of this. Both Commerce Minister Kamal Nath and US Trade Representative Robert Portman pledged that the value of Indo-US trade will double in the next three years from the current levels of $21 billion a year. The enormous opportunity that exists for trade to flourish between the two countries can be gauged from the fact that just merchandise trade between US & China (excluding trade in services) is worth $300 billion a year currently.

A Joint Indo-US CEO forum that was set up last July during Manmohan Singh’s visit to Washington has been given the responsibility to ‘fast track’ this process. Ratan Tata heads the forum from the Indian side, while the JPMorgan Chase Chairman, William Harrison, heads the American side. The Deputy Chairman of the Planning Commission and one of the architects of India’s reforms journey, Montek Singh Ahluwalia, has been given the specific responsibility of ensuring that there are no glitches in this exciting journey of Indo- US collaboration that lies ahead.

Of course, it is not going to be an extended honeymoon alone between the two when it comes to trade ties. The controversial WTO negotiations are still deadlocked in agriculture and other areas and the deadline to settle disputes is April 30, 2006. Says Kamal Nath: “Both of us believe that deadlines must be kept. We are working towards it. We have to see how convergence can be reached and modalities worked out before the deadline.” Though just symbolic, the decision of the US government to allow mango imports (!) from India reflects the rapidly changing perceptions in the United States.

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Source : IIPM Editorial, 2007

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

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Nokia in 2007 is how we saw it in 2005

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It was the inaugural issue of Business & Economy, the beginning of a journey, we are sure, will enrich and provoke readers for decades to come. Beyond the excitement of bringing something spanking new into this world, we were concerned deeply with providing a

nalytical stories that could dissect a corporation, a sector, a policy and an institution or even a trend in the most comprehensive, yet readable manner. We genuinely believed that Indian business magazines fell short of genuine analysis & healthy critique. Nokia story was our first attempt to do what we so passionately believed in. Back then, Nokia looked simply invincible & had even become a generic brand when it came to the exploding market for mobile phone handsets. Yet, we predicted that Nokia would face stiff competition from Motorola, LG & Samsung, and that its image could take a beating in the high end of the market. We also wrote that the deal with HCL was in jeopardy. Chest thumping may not be the best of traits; but on this second anniversary of the magazine, we can surely say we were right all the way!

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Source : IIPM Editorial, 2007

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

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An year of restructuring, resurrection, star shooting & cricket! Zee makes waves...

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Doomsayers have written off Subhash Chandra twice, and twice this one-time rice packer from Hisar, Haryana, has risen from the ashes like a Phoenix to prove them wrong. Coming from a humble background, (Chandra is a Class 12 dropout) he has built the country’s largest media & entertainment powerhouse. Today, Chandra is worth a staggering $2.3 billion and is often called the ‘Indian Rupert Murdoch’, though he would disapprove of the tag. Besides, his love-hate relationship with Murdoch is quite well known.

‘Subhash Ji’s’ Zee is still runs in a very traditional manner; yet it has managed to set many precedents in the industry. The work culture has barely few signs of the hip MNC lifestyle, and yet Zee’s channels can be accessed in over 120 countries across the world.

After the de-merger of Zee Tele films Ltd., the group recently announced the financial results of the de-merged Zee Entertainment Enterprise Ltd. (ZEEL) for the quarter ending March 31, 2007. The consolidated revenues for the quarter were Rs.3.84 billion (growth of 10.6%). The consolidated operating profit stood at Rs.951 million, a rise of 112%. Moreover, for the financial year ending March 2007, advertising revenues rose by 32% to touch Rs.7.06 billion and subscription numbers were up by 27%. On a consolidated proforma basis, revenues for ZEEL and its subsidiaries stood at Rs.14.41 billion, while PAT was recorded at Rs.2.4 billion, a growth of 12.3%. On a standalone basis, ZEEL stood at rank 129 in the B&E Power list. Stated Chandra on the results, “We are investing our time & efforts both in reaching out to new viewers as well as in capturing a larger mind share of our existing viewers. And we have succeeded in our effort consistently in the last several quarters.” Added Puneet Goenka, Whole Time Director, “During the fourth quarter, we faced intense competition for eyeballs from the Cricket World Cup and other competition. Despite these events, Zee TV has been able to maintain its ratings across time bands and has averaged 211 Gross Rating Points for the quarter…”

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Source : IIPM Editorial, 2007

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

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IIPM : The Indian Institute of Planning and Management
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One for all!

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Reliance Communications is rapidly integrating across the telecom domain

In the rapidly developing business hub of Navi Mumbai, a mini technology enclave has become the object of tremendous respect and admiration. It’s the Dhirubhai Ambani Knowledge City, home to Reliance Communications, a company that has now come into its own, and is now within striking distance of Bharti TeleVentures, when it comes to market share. Once you step inside the Knowledge City, magnificent steel architecture and glass buildings grab your attention even from a distance; pretty much the way Anil Ambani’s crazy expansion spree has boggled the minds of all and sundry. And as you move a little inside the National Operation Centre (which monitors the entire cellular and land line network of Reliance across the country), you can’t help but get inspired, yet again, from the very familiar words inscribed alongside the picture of the legendary Dhirubhai Ambani – “Growth has no limit at Reliance. Only when you dream it, you can do it.”

Standing true to Dhirubhai Ambani’s words, RCL has emerged as one of the fastest growing companies in India with a momentous 612% increase in its net profi ts (which now stand at $734 million) for the financial year, ending March 31, 2007. “During the year, each of our businesses recorded strong revenue growth and expanded their margins, deriving leverage from the growing scale of operations. We are delighted at the many firsts and record achievements at Reliance Communications, in the first year of our listing,” said a proud Anil Ambani. While the wireless business witnessed a growth of 46%, reaching $2.48 billion, the broadband business performed exceptionally well with revenues of $265 million, registering a staggering 123% increase.

Of course there have been troubling developments as well. Perhaps the most critical one was losing out in the bidding for Hutch, further exacerbated by the fact that Vodafone has gained an entry into the Indian telecom Armageddon. And their planned entry into GSM remains... well... in the planning stage! Would such stumbling blocks kill the RCOM dream? Or can the younger Ambani pull a rabbit off his multi flavoured hat?..

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Source : IIPM Editorial, 2007

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

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The smiles are finally back in the sector... or are they???

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Despite their proven metal reserves, the cities of Bokaro, Bhilai, Rourkela & Bellary were largely labelled as qualmish, putrid, bygone & defunct till even the dawn of this century. For long, companies in these regions were performing feebly and were deep in the red, even going to the brink of bankruptcy, exacerbated by the downturn in the sector. This compelled analysts & to write-off this highly capital intensive metal industry and be largely cynical about the comeback potential of this metal industry, especially after the IT boom took over across India.

However, the so called old-world metal sector is back with a bang, breaking all myths and qualms surrounding it. With metal czars scoring astounding profits and announcing elephantine capex plans, all the scepticism from the sector has been alienated and these townships have received a spanking new lease of life. In fact, most of the companies posted their highest ever sales and profits in FY07.

The maximum number of entries in the elite top ten chart of B&E 100 are from the metal sectors only – SAIL (4), Hindustan Zinc (6) & Tata Steel (7) knocking down sun rise and new world sectors like IT, banking & telecom showcasing its supremacy in the Indian economy. Stated S.K. Roongta, Chairman, SAIL on the performance of the company, “Strong demand for steel, market-driven product- mix, higher value-added special steel production and improved techno-economic parameters helped Steel Authority of India Ltd. (SAIL) to achieve a record turnover...” Right from companies in the ferrous metal index to those operating in non-ferrous topography, all are having a gala time. It is interesting to note that the dynamics which led to the downfall of the sector are the ones that have been responsible for its renaissance as well.

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Source : IIPM Editorial, 2007

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

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Despite rupee appreciation, home markets offer immense opportunities for Indian textile firms!

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Clearly, the sector is on a high and so are the companies. Raymond recorded a net profit of Rs.2.02 billion, mainly pushed by a JV with Belgium’s largest producer of high-end denim, United Cotton. Gautam Hari Singhania, Chairman & Managing Director, Raymond, adds, “We see continued growth in our textile and apparel business with our world-class vertically integrated facilities, strong product development and branding skills. In respect of our JVs, especially in denim, we are working closely with our partners to make the businesses realize their goals.”

Arvind Mills too, at a profit of Rs.1.19 billion, has been riding high after a joint venture with US-based VF Corporation, to design, market and distribute VF’s branded lifestyle apparel in India. But it was Gokaldas Exports that crossed the milestone of Rs.10 billion in apparel sales, a figure that has never been achieved by any Indian apparel firm. In this regard, Vivek Hinduja, CEO at Gokaldas Exports, shared with B&E, “The year 2006-07 enabled us to have a bigger global presence; and we have almost doubled our production capacity in this fiscal.” Expectably, in the time to come, we may see some more companies playing it big in the global arena. One can expect mid-sized companies too participating in this rally, after a series of measures announced in Union Budget 2006-07. The government provided support by allocating Rs.5.4 billion to the technology upgradation fund, giving interest subsidies on term loans up to Rs.2.4 billion, assigning Rs.1.9 billion for integrated textile parks, reducing excise & import duties, customs duties etc. Though the industry is currently going through a rough patch, as issues like rupee appreciation & slowdown in the US had a negative impact on exports, the domestic market offers immense opportunities. For once, India beckons!



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Source : IIPM Editorial, 2007

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

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The power of unleashed animal spirits

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After considerable brainstorming and some number crunching (alright, we admit it: after a lot of number crunching and soul searching!), the editorial team at Business & Economy and the IIPM Think Tank decided to seal this issue with a KISS! Before you get us wrong, our kiss harks back to that old cliché that says, Keep It Simple, Stupid! In this age of information overload and overdose, people oft en tend to forget that simplicity and brevity can never be matched by jargon and mumbo jumbo when it comes to explaining things. And the final pristine fact is that truly, there can be no other factor more important than the profit figure to assess the current position of any firm, across industries, across geographies. So B&E decided to take net profits as the parameter on which is based our exclusive list of 100 most profitable companies of India.

Readers of Business & Economy are familiar with the fact that corporate India is awash with profits at this moment. Even public sector companies have registered astonishing profits in 2006-07. So while Dalal Street celebrates, we also pay a tribute to a few visionaries who pioneered the rise and rise of India Inc. in the 1990s when pundits had written off Indian companies. Hats off to J.R.D. Tata, Dhirubhai Ambani, Aditya Birla and O.P. Jindal – four men who took profits to a new moral dimension. The dreams they dreamt are turning into a reality now.

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Source : IIPM Editorial, 2007

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

Profit from death

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Safety, not profit is the need

While the annual death toll of passengers travelling in the Indian Railways refuses to come down amidst the burgeoning profits of the organisation, it would not be entirely improper to raise questions as to whether the zooming profits of the entity is oft en at the cost of the compromising the safety of passengers who have trusted it. The latest report of The Comptroller and Auditor General (CAG) raises precisely that very point. It pinpoints the railways’ ignoring of safety measure just to make profit and condemned it for overloading wagons, which in turn, affects the already bad shaped rolling stock, bridges and tracks. The increased tariff receipt of 15% was achieved by overloading wagons and ignoring the safety standards. The impact of these overloaded wagons on railway track is life taking due to rail fractures and weld failures. The desire of increasing revenue without increasing the freight charges is at the crux of this immature strategy. Could they have been able to compromise on safety of passengers if there was competition in this sector from private entities? Well that’s why competition is not all that bad.

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Source : IIPM Editorial, 2007

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

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A beach resort… Come for a month, at least

The pied piper cardiologist: Naresh Trehan

36TH Full Time Programme In Planning & Entrepreneu...

Escorts Heart Institute and Research Centre in Delhi, from being a Mecca for heart patients has now turned into a war zone between leading cardiologist Dr. Naresh Trehan and Shivinder Mohan Singh, Managing Director, Fortis Healthcare. Dr. Trehan, who had a 10% stake holding in Escorts was sacked by Shivinder Mohan Singh as the Executive Director of Escorts for conflict of interest over Trehan’s stake in Medicity. However, everything Has now been put to rest with Trehan resigning From Fortis to join Apollo.

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Source : IIPM Editorial, 2007

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

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IIPM ABOUT :- IIPM KNOWLEDGE CENTER
Money for nothing...
Topic: India – China: A Growth Comparison
Who says US is on the brink of a recession?...
Thanda karta sabko ek
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No Ark this time!

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After the five mammoth extinctions in the earth’s history, the Ordovician Extinction (440 million years ago), the Devonian Extinction (about 375 million years ago), the Permian-Triassic Extinction or the Great Dying (250 million years ago), the fourth mass extinction (205 million years ago) and the fifth mass extinction (65 million years ago) we perhaps are now parking ourselves at the edge of another mass extinction… all thanks to global warming! Almost 30% of all species of plants and animals would be extinct by 2050 as the repercussions are being estimated! A living breathing example of climate change related extinctions is taking place in the Costa Rican jungles where as many as seventeen species of amphibians have disappeared, even as the numbers of monkeys and certain reptile species is on a downward slide. Climate change, it is being believed has led these creatures to fall prey to a kind of fungus of the skin that has wiped out the exquisite Golden Toad and at least two varieties of Harlequin Frog, amongst others only found in Costa Rica, almost confirming their extinction. This phenomenon of mass extinctions also threatens species in West Asia and other vulnerable corners of the globe.

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Source : IIPM Editorial, 2007

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

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IIPM going global
On "IIPM - Arindam Chaudhuri - Planman"
IIPM Alliances
Warming up for doomsday?
If you have it, flaunt it
A beach resort… Come for a month, at least
IIPM ABOUT :- IIPM KNOWLEDGE CENTER
Money for nothing...
Topic: India – China: A Growth Comparison
Who says US is on the brink of a recession?...
Thanda karta sabko ek
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... the author does, and so does every possible statistics related to the United States.

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Lakshmi has been very good to shareholders in the last weeks. Defying any gravity, the US stocks – and behind them most other markets – hit new all time highs, late May. But the Dow Jones, currently flirting with the 13,500 mark – not to speak of the Sensex’ record run above 14,000 – faces a lot of hurdles on the way farther north.

US economic indicators keep painting a bleak picture. The annual economic growth rate has now slowed down to a dismal 2.8% after expanding 4.4% a year earlier. A look at the key factors for the US economy shows no relief – with 70% of American GDP coming from consumers and falling incomes in 3 of the last 4 months, add to the worries of a housing market that is about to tip to the downside, exposing homeowners to the new horror word of 2007: negative equity or “my house is less worth than my mortgage.” All recent housing numbers have fallen back to recession levels, last seen years ago.

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Source : IIPM Editorial, 2007

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

Money for nothing...

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Let’s go twenty tiresome years back – in the wake of the 1970s ‘oil-shock’, Texasbased oil-giant Exxon (now Exxon Mobil) had invested a mountain-load of free cash totalling $500 million for development of ‘alternative fuel’ technology. The only returns they received were in the form of unbelievably high costs and poor forecasted returns. The mission was abandoned within a couple of years of its initiation and the whole world sniggered, pointing their fingers at Exxon’s fanaticism (or so they thought) to harness solar energy and develop it as a viable alternative to fossil-fuels. Cut to the present – the very same ‘resounding laughter’ has turned into a ‘global war-cry’ – a war by, for and of the oil world, against the devil called ‘pollution’!

And the critics today are for sure cursing themselves hoarse for having jeered at all oil and auto majors who ever dared to imagine that alternative fuels must be sought after. Now here we are – neck to neck and running the race for survival against time... winning would mean victory and ‘life’, while losing out... extinction!

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Source : IIPM Editorial, 2007

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

Bring out the colours of shadows

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BRAND: Olympus
HEADLINE: Bring out the colours of shadows
BASELINE : Your Vision, Our Future
AGENCY : Mudra

4Ps TAKE : Here’s a camera that can easily differentiate between a horse and a zebra – intrigued? That’s precisely what the headline of this ad does, intrigues one to read on... Peddling its new 7.1 megapixel camera, Olympus puts forward its Shadow Adjustment Technology (SAT) which enables the camera to detect and brighten shadows instantly... The ad goes into the details of how and in short the product assures a true to life picture every time. The ad is detailed, brings out the product attributes with ease and even mentions the prices. The visual is appealing with the lush-green scenery in the backdrop and a zebra which brings out the USP. The catchy and powerful headline instantly grabs eyeballs. So, stop living in shadows, here’s a chance to be a ‘real-life’ photographer!

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Source : IIPM Editorial, 2007

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

Indian PC industry is at a crossroads and the key lies in maintaining a balance between style and affordability

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Just over half a decade ago, Indian PC industry was in doldrums. Stagnating sales, signs of negative growth and a seemingly unending quest for growth drivers ruled the industry. Back then, home-grown PC brands like HCL were struggling to survive as MNC behemoths like HP, Compaq and IBM dominated the industry. Even when a series of negative quarters rocked the industry, these giants exhibited tremendous growth rates (to the tune of 44% in 2000-01), along with boasting a whopping combined market share (comprising nearly 50% of the total market).

Then began the advent of IT into banking, financial services, insurance, et al, and so began the resurgence of IT and telecom sectors. Also government aided projects provided a major boost to the commercial segment of the computing industry. Meanwhile, there was another revolution taking place side by side – the rise and rise of the great Indian middle class. All these factors clubbed together to give rise to an age when the computer would become very very ‘personal’. And the rest, as they say is history.

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Source : IIPM Editorial, 2007

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

Wide enough to drive a truck through

IIPM PUBLICATION

But phenomenally, the arguments that dollar opposers hold stems from one logic – head to head, the euro wins hands down! For one, the global debt markets today are now swamped with more and more of euro denominated bonds. By the 2nd quarter of 2005, while there was a yoy decline of 0.7% in the amount of dollar denominated bonds, the amount of euro denominated bonds increased by an impressive 1.1%. The case is the same even in forex rates! April 27, 2007, was one of the overwhelmingly historic days since the birth of euro, when it skyrocketed to an all-time high value of $1.3688. And as if that weren’t enough, today, more and more countries are diversifying their reserve holdings into euros. As per IMF’s COFER (Currency Composition of Official Foreign Exchange Reserves) data, the share of euro in the foreign exchange reserves of all countries, over the past few years, is increasing to historical highs. Data reveals that while the share of euro has increased from 14% during the 1st quarter of 1999 to 17.08% during the 4th quarter 2006, the share of dollar has significantly dropped from 54% to 42.88% during the same period. Evidently, despite the ‘dollar dolls’ continuing to root for a cause that doesn’t seem completely lost still, there is a huge looming danger that the ‘euro heroes’ might just end up swamping away the yankee currency in many more ways than one. If all that doesn’t seem like someone’s ear being bitten off , Sir, what gives?!?

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Source : IIPM Editorial, 2007

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

Labour Day becomes ‘May Day’ as staggering unemployment rates debilitate future economic growth

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Let’s roll the drums, shall we? Did we hear you say why? Hey, even this year, the Labour Day passed off with astounding progress to write home about, didn’t it? Well, wasn’t that what most of the governments of developed nations said? Wasn’t that the reason why we brought out those belly dancers (read, sycophantic economists) for supporting our tub-thumping gangs of politicians and bureaucrats? Like we mentioned in the heading above, we reserved just one response for all this... “Geez!”

Much like the ceremonial gestures attached to the sickle and hammer clad red flag, the internationally acclaimed date for ameliorating the plight of workers has been reduced to simply a public relations exercise. In global terms, the concerns for honourable working conditions for a common worker have dwindled at a dramatic pace. In fact, the new paradigm based on ‘efficiency based market forces’ has meant that wages, employment and the economic independence of the marginalized section of the society have been relegated to mere statistics.

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Source : IIPM Editorial, 2007

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

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The ‘Retail Revolution’ is all about distribution

IIPM PUBLICATION

Wal-Mart is not just a retail-wonder but also a classic example of a well developed and well managed supply chain. Wal-Mart’s sophisticated distribution system and information technology to track inventory has significantly improved its efficiency and productivity – making it far more profitable than other retailers. With India sitting on the brink of a retail revolution, supply-chain management will soon have a prominent role to play. “Convenience” is the food, your calling card, your courier, and all at a petrol pump!

When ITC entered into the biscuit business, it knew that if it had to make a place for itself among giants like Britannia and Parle, then apart from offering a large variety of products, it had to have a distribution network. It’s common knowledge that the FMCG products distribution channels are very important. So ITC used its old distribution network and soon all paan-beedi shops had stocks of biscuits too! Today, ITC has made a place for itself in the Indian biscuit business. Its brand is now available in nearly 1.8 million outlets – a little more than the 1.5 million outlets of Parle.

Dell’s unique distribution system (direct to home) helped it to gain a strong hold in the PC market. It helped it to reduce costs (no warehousing costs or middle man cuts) and overtake Compaq, which commanded a large market share.

From banks to biscuits to booking tickets, all have found a new way to destroy competition – a unique distribution strategy. If you want to stay ahead and retain your customer, you need to delight him with innovative ways – and in this case, it’s no big mystery... Just dial D for distribution!

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Source : IIPM Editorial, 2007

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