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

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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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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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