Rising of India

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Six decades have now passed since Independence. And the textile sector has had a key significance for India, even before Mahatma Gandhi launched the revolutionary Swadeshi movement. But while liberalisation & organized retailing have enhanced the prospects, Indian apparel is yet to achieve its rightful place on the world map. Will we ever be able to catch up?

Think of the word ‘apparel’ and you are pushed back into a psychedelic state of mind, with your highly intensified receptors almost blinding you with the fl ashy, theatrically lit ramp. Then you could feel overpowered by the razzle-dazzle brought forward by the troupe of bedazzling models (not forgetting those goose bumps) & struck dumb (and deaf) by the overwhelmingly stupefying proceedings. The applause follows them all – and there you’re left wondering if there could be a better showcasing opportunity to the hundreds of beauties that just passed by… leaving you in a trance (well, almost)! At the end of it all, something plays on your bewitched mind; a question – “did I miss something?” And it’s already the next day before you realise that it was in all sincerity meant to be a fashion parade to showcase something which can crudely be referred to as ‘textiles talent’!

Think what you want to, but textile honchos around the world take advantage of this craze with the case in the Indian context being no different as the real ‘models’ of India Inc. gear-up fast for a ‘creativity-filled’ autumn ahead. And with multi-million dollar game plans, the industry is teeming with players ready to create a splash, well realising the potential of the fiercely growing Indian textiles market – a fact corroborated by global equity giant Blackstone Group’s 50% stake buyout in Gokaldas Exports on August 21, 2007 for a handsome Rs.6.76 billion. The fact of the matter is that, currently, one can only witness ‘growth’ smeared all over the Indian textile mart as Ravi Thakran, President (Asia-Pacific) of Louis Vuitton Moët Hennessy (LMVH) justifies, “Today, India stands first in terms of setting up production units... To top it all, it also enables the investing party to have a grip on the fast growing home market...” All this only further testify es why more and more foreign entities are sensing bright prospects for their investments in garments manufacturing & outsourcing business in India.

As per CRISIL, the Indian textiles sector is forecasted to touch a sprawling $110 billion in net revenues (domestic sales & exports) by 2012 – a dazzling appreciation of 479% when compared to the $19 billion during 2006-07. Exports, too, are predicted to escalate to a breathtaking $50 billion by 2010! Keeping in mind the immensely fertile development, it comes as a little surprise that Indian textile titans are relentlessly upgrading their manufacturing infrastructure and pumping in resources on a large scale to make India the world’s next fashion capital. Sure enough, India will have to bite the bullet in order to achieve this feat as there are various challengers even in this regard. However, Gianluca Bollani, Fashion Coordinator of Corneliani votes for India as far as offerings are concerned as he maintains, “Compared to other Asian countries, India has a unique offering in the textile world and those are value added products like special cotton yarns, fabrics, made-ups et al. Most Italian fashion houses today resort to India for these value added products.”

Well, whether it makes it to the top is still a question subject to many constraints, but there’s still another carrot and that’s the domestic haute couture market, which is currently steaming ahead at an annual growth rate of a noteworthy 10% (as per CII). No wonder, the Ambanis and Wadias are fast getting their acts together with primo brands – Vimal & Bombay Dyeing, respectively. But with other relatively smaller players already capturing a major share of the market – although in a fragmented fashion – both globally & in Indian sub-continent, the question remains – “Isn’t it an act too late?”

Well, ill-strategies and utterly discouraging government norms forced many textile mills to close shop during the 1970s & 80s, which was also considered a rampant fragmentation period in the textile industry as D.K. Nair, Secretary General, Confederation of Indian Textile Industry (CITI) exclaimed, “Many textile mills in the mid-1980s couldn’t even dare to diversify. Then there were labour laws at that time, which always supported the labourers (unions) and never looked at the problems faced by manufacturers...” However, what ultimately resulted was a plethora of unorganised players coming together with their aggressive growth strategies... And today, these are the very entities which are minting colossal profits, promising to take on the world of textiles by storm & challenging global titans!

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Source : IIPM Editorial, 2007

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

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Growing @ Talent.com

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Handpicking talent right from the campuses, nurturing them on the job and infusing a sense of ownership to a large extent helps in retaining talent at HCL. The highly dynamic IT industry is experiencing a staggering attrition rate of around 20%. Some companies have even gone ahead, claiming a massive 30% attrition. However, HCL has an altogether different take on the attrition issue. The rate of attrition for younger employees – who have been a part of HCL Info systems – for less than five years - is around 15-18%. However, the attrition figure for employees who have been around for more than five years, it is a miniscule 5%. Punekar feels that the younger lot coming in today is simply short of direction. They are in a hurry to reach the top and hence resort to job hopping, but once they stick around in an organisation for more than five years, then they prefer to stay.

Talk to Punekar for sometime and one more aspect of his personality that shines brightly is his passion – not only for the company, but also for the work he does. No wonder, this HR veteran has inculcated a culture driven by ‘passion’ in the company as well. Today, HCL in industry circles is known as a company driven by passion, where passion even takes precedence over processes. All of these show HCL as being a very informal organisation. But informal does not mean that the employees are left altogether to do as they like. Like all known organisation, HCL too has in place a proper performance appraisal system whereby employees across the country are constantly monitored with the help of the right soft wares. The HCL philosophy is simple: ‘what gets measured, gets reviewed and what gets reviewed, gets improved.’ States Punekar, “We’ve a matrix to measure performance of the employees on a daily basis.” At HCL, performance results in handsome rewards and the right kind of remuneration. Punekar further reveals, “We have pioneered a lot of things as far as rewards are concerned. We were the ones who introduced the concept of profit sharing and also the first ones to bring the concept of ESOPS in India.” In fact, by 2005, HCL had covered all its employees under their ESOPS programme.

Rewards aside, HCL also knows how to touch the heart of its employees. In 2001, HCL contributed and encouraged its employees to build their own houses under a project called HCL Towers. In addition to it, to make life simpler for employees, HCL provides facilities like transportation, administrative facilities et al. Though HCL may justifiably claim not to be a full-fl edged soft ware focused company but one cannot deny that for this ‘Entrepreneurial Incubator’ of the Indian IT industry, HR certainly ensures that the HCL garden is always blossoming with talented and well-managed human capital.

(H)uman (C)onduct (L)ist

• Calls itself a campus organization as trainees are picked up straight from campuses.
• Received the highest rating of Five Star in the ‘Dataquest-IDC Best Employers Survey,’ 2005.
• HCL wins IMM Top Organisation Award 2007 for Excellence. Human Resource Development was one of the key parameters for the award.
• HCL Support wins the DQ Channels-2006 Gold Award for Best After Sales Service on a nationwide customer satisfaction survey conducted by IDC.
  

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

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Tick-Tock, Tick-Tock

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Intel India has successfully deployed its tick-tock model and the results have been outstanding. As Rahul shares, “You have the next generation micro architecture and then you have the next generation processor. Th at is what challenges Intel as it changes the paradigm every year. So, it is an inward challenge that Intel has & for us that’s one of the critical things keeping us ahead of technology.”

Further elaborates Praveen Vishakantaiah, Director, Digital Enterprise Group (DEG), Intel India, “The ‘TICK’ piece is to make sure that we’re able to take a mature architecture and then benefit from process technology advancements. The ‘Tock’ is to take a mature architecture and to move it into an advanced architecture mode. So innovations have to come up not only on the process side but also on the architecture side, once every year. The challenge is to ensure that each of these ticks and tocks keep going in step with each other.”

All the different divisions of Intel, be it the Mobility Group, have their separate individual goals and targets, though the common Intel philosophy persists. Take DEG for instance, as Praveen elaborates, “DEG plays a strategic role on how clients will go forward in the market between the servers & mobility space. We’re primarily focusing on the Xeon platform, clearly one area where Intel globally is doing very well. Intel India DEG is strategic in nature at this point...”

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TCL goes local in India

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Chinese consumer electronics manufacturer, TCL, is mulling to set up a manufacturing unit for colour TV & DVD player in the northern part of the country within the next three years. TCL had conducted a study to locate manufacturing sites in India & Noida came out as a preferred location. Apart from meeting domestic demands, the site would also be used as its global sourcing hub and would supply to players like Sony & Philips. Local manufacturing would also enable it to supply products to retail majors like Reliance & Wal-Mart. However, the company is tight lipped about the investment and capacity details of the plant.

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

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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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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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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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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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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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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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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

IIPM Infrastructure : Campus

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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36TH Full Time Programme In Planning & Entrepreneu...
IIPM going global
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Warming up for doomsday?
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The Business of B-School Rankings & The Big Farce
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

For More IIPM Article, Visit Below....
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
IIPM Infrastructure : Campus
HRIC :- Human Resource Intelligence Cell

No Ark this time!

IIPM RANKED AHEAD OF FIVE OF THE IIMS

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.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
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
IIPM Infrastructure : Campus