Showing posts with label Prof. Arindam Chaudhuri. Show all posts
Showing posts with label Prof. Arindam Chaudhuri. Show all posts

Friday, April 09, 2010

The movers...


IIPM: An intriguing story of growth and envy

• Reliance Big Pictures, the motion pictures arm of Reliance Big Entertainment has roped in Sanjeev Lamba as its CEO. Prior to this, Lamba was the COO of Zee Motion Pictures. An industry veteran, Lamba brings with him 25 years experience in advertising, consumer products licensing, movies, video games, et al. Lamba has been previously associated with companies like Ogilvy & Mather, Walt Disney and Weinstein.

•Anil Srivatsa, ex-COO of India Today Group-owned radio, Meow FM, is all set to join Kings XI Punjab, the IPL team jointly owned by Preity Zinta and Ness Wadia as its CEO. After having started as a RJ, Srivatsa tried his hands at different verticals of television including production and management, besides DTH and IPTV. At Kings XI Punjab, Srivatsa will take control of the management of the company and revenues.

•Ending her stint with Dentsu Communications, Vijaya Sriram has joined Bates 141 as VP, Chennai branch. Sriram has an experience of 18 years and has worked with agencies like RK Swamy BBDO and JWT and handled accounts of P&G, Aircel, MRF, et al.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Tuesday, March 30, 2010

Redemption for the titans!


Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Its campaign – Diwali hogi cup wali, rightfully mixes the two biggest celebrated events in the country – Diwali and cricket. The campaign includes television commercials (of varying durations), as well as strategic tie-ups with news channels, radio stations and coffee houses to reach viewers. In fact, after India crashed out early from the T20 tournament, the channel had to ensure that the value of the channel was not eroded. “The efforts went in consoling the viewer that a lot more cricket is coming up and hence we felt a serious need for aggressive marketing,” avers Dayani. When it comes to aggressive marketing, 2009 is being considered a watershed year for ESS; but as Dayani claims, ESS had not been dormant even last year.

“We made huge investments last year also. As far as investments during 2009 is concerned, the efforts are on to make the Champions League a unique property in itself,” claims Dayani. In September last year, ESS had paid $975 million for commercial rights of the T20 Champions League for 10 years – the most expensive deal in the history of the channel. But can it become as big as the IPL, especially considering that the club format has never been tried before in cricket atleast? There is a debate brewing there, but many experts opine that it will take a season or two to reach the IPL platform. “After watching tournaments like IPL and T20 World Cup, people can easily relate to the format. However, it may take some time to get familiar with the international club team format that is not known to the sport. But we are confident that it has the potential to become a unique cricket property for us,” forecasts an optimistic Dayani. While that was the sentiment about the modern shorter version of the game, surprisingly, ESS continues its bullish approach to the 50-over format as well. And this is despite the fact that the recently ended Champions Trophy (which was a 50-over format) wasn’t able to garner as high TRPs as the recently concluded T20 tournament did. Experts also believe that increasing competition from channels like SET Max (which owns rights for IPL) and Neo Sports have been a party spoiler for ESS. Then there is an added threat from BCCI, which plans to launch its captive sports channel. But Dayani chooses to differ as he notes, “Competition is always good for the industry, as it makes you proactive.” And the worries seem to fade further with ESS’ plan to launch a round-the clock sports news channel. So for now, with little differentiation in content, the only salvation for the sports channel gods is marketing, in other words, advertise shamelessly! Remember, it’s always the last over in a competitive market!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter

Saturday, March 06, 2010

Burning the tracks, in time!


IIPM 3-year full-time Integrated (MBA BBA) Programme


Then the growth story was jolted to a halt; the smooth run fast becoming a tale of the past. Reason? Although the brand won great recognition amongst youngsters, the price was found to be a significant dampener as research proved how the target group, which consisted of college students could not yet afford this brand. Added to this was its eccentric act to extend its reach from the early jobbers to executive segment. Result – a decline in annual sales by Rs.23 crore for the year ended 2003. The group needed cushion there, to ease the heartache and bounce back. A consumer research followed, which advocated how mobiles/deodorants and sunglasses were the most popular accessories in the purchase list of youngsters. The next cash cow for Fastrack was born in the form of sunglasses. The product fit the bill perfectly as there was no Indian brand presence in this category and Ray-Ban served a relatively premium segment. So as a brand extension strategy, Fastrack ventured into the sunglasses category and again with its time-honoured strategy of economical pricing, it stole the show from unbranded players in this category.

In 2005, the brand went for another repositioning exercise with a new logo. Supported by a new campaign – ‘How many do you have?’, the brand sales increased by Rs.35 crore during 2007. That was another fresh start. Through massive product proliferation & innovative pricing strategy, Fastrack succeeded in maintaining an average y-o-y growth of 30% and has thus become the fastest growing brand under the Titan umbrella in the past four years. With an annual turnover of Rs.300 crore for FY2008-09 and an annual sales of 1.5 million watches, Fastrack is mulling over plans to clock a turnover of Rs.500 crore by FY2011-12; the brand focus shifting from being just a ‘watch’ brand to an ‘accessory’ brand.

So, what is Fastrack exactly doing to facilitate this shift in brand focus? Starting from brand new launches (like bags, wallets and belts) to venturing into new areas (like sports shoes), Fastrack has big plans. “Our mission is to completely envelope the new Indian youth,” announces a beaming Simeran Bhasin, Marketing Head, Fastrack & New Brands.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”

IIPM - Admission Procedure

IIPM, GURGAON

IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you


Tuesday, February 23, 2010

“We are doing a lot of BTL activities around the workshop areas.”


IIPM 3-year full-time Integrated (MBA BBA) Programme

It’s the approach that matters. More so, it’s all about customer interactions when it comes to becoming an auto-service bigwig. A 4Ps B&M exclusive...

4Ps B&M: Two months since you launched Carnation. What’s the distance covered?
JK:
By the end of June 2009, we had started operations in nine locations. The 10th came in July. Overall, our rollout has been quite decent, though some people call it aggressive. We are planning to open another 20 workshops by the end of the current fiscal...

4Ps B&M: How has been the initial response in the country?
JK:
Till date, we have serviced around 8000 vehicles but our motto is to sustain the initial response.

4Ps B&M: 8,000 alright; but then isn’t your model ‘similar’ to that of the authorised and local workshops?
JK:
It’s our approach that is different. The equipment that we use is world-class, which makes us different from the neighborhood workshops. And our approach is to minimise the cost of ownership of a vehicle, i.e. we focus on repairing an accidental part rather than changing it with a new one, unlike the case with the authorised workshops. Our target is very different and we want to be as transparent as water in customer service.

4Ps B&M: What efforts are you making to ensure footfalls? Any great attractive deals for the consumers?
JK:
We are doing a lot of BTL activities around the area where the workshop is located as it suits the current needs of the business and is economical too. Till the time the volume doesn’t build up and consumers aren’t aware of an Carnation experience, it’s of no use to offer them any form of deal or contract with the company.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

IIPM - Admission Procedure

IIPM, GURGAON

IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

Wednesday, February 17, 2010

BIG... BIGGER... ADAG! - Surbhi Chawla reviews the whys and wherefores...


IIPM 3-year full-time Integrated (MBA BBA) Programme


If RCOM added to ADAG’s overall brand value in a ‘big’ way, BIG TV – the company’s DTH venture – also added its brilliant mite, what with its much hyped launch. Add to that tactics like the launch of the new Reliance Energy bill in Mumbai – which has a very customer friendly and an easy to navigate design – and you have a brilliant positive word of mouth doing the rounds. Having said that, it is a clear fact that the recent gas controversy has taken its toll not only on the current ranking but also on group efforts moving them away from the primary business objectives. What is more critical is the scenario if the dispute and controversy continues further, the same might affect future rankings.

But what is more important is that ADAG does not build its brand only through its customers but also through numerous stakeholders on a daily basis. Shah tells us, “Reliance ADAG stocks are investor favourites. The task at hand has been to invest in micro-marketing initiatives rather than hi-decibel campaigns.” To meet this objective, Reliance Capital brand, for example, initiated an innovative drive to connect with its premium customer base through an association with theatre (in one specific case, Reliance Capital sponsored a musical show titled City of Dreams, which went on to be a complete sell out). ADAG, in the meanwhile, has kept reaping the benefits of being a valued brand for investors. The Reliance Infrastructure Fund, despite the market conditions, saw contrarian participation of over Rs.2,000 crores from retail investors, a figure which went completely beyond the forecasts.

The year 2008-09 also saw ADAG migrate ADLABS to BIG cinemas and heralded the launch of new BIG multiplexes across the globe, including in Malaysia and US. The BIG brand was also in the news for inking a multi billion dollar deal with Steven Spielberg to produce Hollywood movies.

“The BIG TV Brand will become even bigger with well planned & executed BTL & ATL [below the line, above the line] campaigns nationally,” adds Shah. Brand ‘BIG’ is also expected to strengthen ADAG’s play across platforms in the media and entertainment sectors, utilising the group’s education arms, NIS Sparta and NIS Academy. So where to from here on? How does ADAG make the last mile jump from the number three position to number one? With a lot of patience, and a little lesser of, well, controversies...

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
IIPM Best B School – EVENTS
IIPM conceptualized the grand final of Dare ‘10 — the most prestigious of international B-school student quizzes

Monday, January 25, 2010

Indraprastha Gas Ltd.


Entry Price: Rs.144
Target Price: Rs.161
EPS: 15.4 (FY10E)
P/E: 9.4 on FY10E EPS
Time Duration: At least one year
Rationale: Promising business model, robust growth in CNG vehicles and PNG customers in NCT of Delhi, timely expansion plans and low industry competition provides a long term & stable visibility to company’s future performance and growth trajectory. However, due to the supply side pricing constraints, margins are expected to remain under pressure.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better - Mail Today Survey
Detail of all IIPM branches
IIPM - Admission Procedure
IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’

Friday, January 15, 2010

The off screen TRP war

The small screen is sizzling with TRP wars with the launch of myriad of new shows like Sach Ka Saamna on Star Plus, Is Jungle se Mujhe Bachao on Sony, Color’s India’s Got Talent and Rakhi ka Swaymvar on NDTV Imagine. While GECs are seriously fighting the war of one-upmanship to garner maximum TRPs; the off screen rating war among the rating agencies Television Audience Measurement (TAM) and Audience Measurement Analytics Ltd. (aMap) is raising the temperature of the TV town. aMap has partnered with Eurodata TV Worldwide (an international rating agency, which compiles viewership data of 2000 channels in 80 territories across five continents) to provide international TV ratings in India besides doling out Indian TV ratings across the world. This tie-up will strengthen aMap, which has not been able to gain much stranglehold despite being in the business since 2004, in this off screen TRP war. aMaps’ large sample size and quick data delivery (overnight) for events and shows gave it the initial kick. On the other hand, being in the industry for over a decade, TAM enjoys an edge as it is more like a TV rating currency. As the Indian economy is getting increasingly interwoven with the rest of the world, in the context of television, this means that there is greater international advertiser interest in the Indian market. International interest in the Indian culture is also increasing. Take for instance, Brazil’s latest hit show Caminho Das Indias (India’s Way) is about an Indian upper-caste girl falling in love with a Dalit boy. Driven by such trends, international broadcasting companies, content providers, et al, are all looking to do business in India. International broadcasters are looking to have a comprehensive data that gives them a hint of what works in the Indian market and this is where aMap will get a strong edge over TAM. “This move will give advertisers and broadcasters in India their first ever preview of the TV program performance around the world, an opportunity to study successful formats the world over and therefore to identify successful opportunities in India...” says Amit Varma, CEO, aMap. It’s time TAM bucks up, for it won’t be too long before aMap races ahead of it.

Pallavi Srivastava

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Events at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Monday, January 11, 2010

Not cheap! It’s economical…

Bajaj Auto’s over reliance on brand ‘Pulsar’ and increasing focus on the 125cc-plus motorcycle market garnered it a heavy loss in not only its market share in the two-wheeler segment, but also in its bottomlines. However, Bajaj Auto is revisiting its strategies and is now all set to make a comeback into the 100cc segment with its Discover DTS-Si, which will hit the showrooms from July 27 onwards. Interestingly, Bajaj Auto’s plan to reign in more market share in the 100cc segment is a bit different from the strategy formulated by the company in the first place. But will the discovery of Bajaj Discover be able to create the desired position in the executive segment for Bajaj Auto?

There is no denying that Bajaj Auto’s strategy riding on the superior technology and advanced designing fronts has been very successful to tap the consumer in the premium segment. The company is banking on the same pillars to replicate its success in the executive segment. If the words of Rajiv Bajaj, Managing Director, Bajaj Auto are to be believed, “In terms of sales and profits, this fiscal will be the best ever for Bajaj Auto.” Introduced as a 125cc model and presently selling in a 135cc version, Discover has been operating in the Indian market for over five years now and is well poised to take on Hero Honda’s executive model – Splendor and Passion by which the company plans to take the sales figure to around the 2,00,000-units mark. And if Bajaj is able to create a new category in the executive segment, the company may garner a healthy share of the entry level segment.

Pawan Chabra

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Events at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Wednesday, October 21, 2009

How the hand Rocked the Lotus, Elephant, Bicycle, Lantern...

The revamp of the 124-year-old party and brand continues. Says Santosh Desai, CEO of Future Brands, “Congress as a party has understood that Indian elections are the largest marketing exercise in the world and that inclusive growth can be the best USP of the Congress brand.” But, inclusive growth does not mean literally going back to the villages embracing the old dogmas of socialism. The appointment of Nandan Nilekani as the head of the Unique Identification Authority with the rank of a Cabinet Minister sends out another powerful message about the new brand Congress – talent is welcome, even if it is from the private sector. If and when Nandan Nilekani succeeds in his mission, the Congress would have used a private sector entrepreneur to execute one of the most critical ‘public’ tasks. Tamper proof I cards can ensure the poor actually get the benefits from social welfare schemes. And if money meant for the poor actually manages to reach the poor, brand Congress would have nurtured a massive base of loyal consumers (Voters). There are twin benefits of this ‘private-public strategy, according to Congress insiders. Having Nandan Nilekani lead this mammoth task will be a big hit with the Gen Next that idolises successful and ‘ethical’ entrepreneurs like Nilekani and looks up to them as role models. Then again, Nilekani’s success means more than 400 million rural consumers will have a solid reason to choose Congress over other brands.

This unabashed and unapologetic ‘coupling’ of Brand Congress with the aam aadmi can be seen even in the Budget presented by Finance Minister Pranab Mukherjee. He has simply junked the old – and insidious – habit of finance ministers of doling out largesse to corporate titans and Dalal Street while paying lip service to the poor. This Pranab budget is all about rural India, about farmers and about poor Indians everywhere. And more importantly, the Budget has not taken any step to take the Indian economy back to the bad old days of crony ‘socialism’. This aam aadmi socialism yes; but of a kind where entrepreneurs and wealth creators will have a key role to play. Senior Congressmen understand the potential power of this strategy. Says Congress spokesperson Manish Tiwari, “ The Budget is a judicious mix of short term stimulus, medium term fiscal prudence and long term institutional reform.” When asked about how the market is perceiving the Budget as a marketing exercise, the politician Tiwari is quick to retort, “I don’t think the Budget can be really seen as an image building exercise or a kind of a political platform. A Budget can be evaluated in the context of circumstances.” Tiwari may be coy, but the marketing and advertising world knows that the budget is actually a huge boost for the new brand identity of Congress.

And lest you think that brand Congress is now all about doling out sops to the poor without a future vision, please re-examine what the Minister for Human resources Kapil Sibal has been saying for a while. Sibal has loudly and persistently made it clear that the private sector must play a key role in revamping India’s messy education system. Sibal and his team understand clearly that India can never reap the demographic dividend with the current education system where rent seeking and corruption is rife and rampant. Sibal is laying down a vision where the young – both rich and poor – will have more choices when it comes to education and careers. Once implemented, this strategy will create one whole generation of loyal consumers who have not yet reached the legal age of voting!

And of course, no matter what you and I say or the aam aadmi says, Brand Congress will also be closely identified and linked with Brand Gandhi. Like it or not, it is Sonia Gandhi who first gave a new lease of life to the dying Congress in 2004. In 2009, the CEO to be Rahul Gandhi is getting ready to take over from his mother, with sister Priyanka always around as a strategic advisor. Says Ad guru Prahlad Kakkar, “While Sonia resonates to dignity and simplicity, Rahul implies to modernity.”

That, as rivals of Brand Congress have realised painfully, is an unbeatable identity for a brand to have!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM - Admission Procedure
IIPM, GURGAON


Tuesday, July 21, 2009

Godrej’s strategic makeover...


IIPM Respected Business School

Adi may be old in years, but he does not want his brand to look old for sure. So to reinvigorate brand Godrej and give it a youthful appeal (at par with his aggressive Korean rivals), Adi Godrej and his senior management team adopted a complete makeover strategy for ‘Godrej’ at the beginning of FY 2008-09. The message of change was drilled into the collective psyche of the 23,000 strong Godrej ‘family.’ At that time, Adi Godrej told 4Ps B&M, “There has been a major change within us and we at Godrej have welcomed this change. Our employees have responded to this change positively.” The makeover, complete with fresh colours in their durable portfolio, paid off handsomely for Godrej. The group invested smartly in IPL’s season I to communicate the change. Ask them and Godrej Consumer Products Ltd. (GCPL) claims that the makeover gave required thrust for brands like Cinthol and Ezee. Insiders claim that the overall group has seen topline growth of over 20% in the year ended 31st March 2009. It’s April 2009, the onset of another fiscal year; the future beckons and the sprawling 3,500 acre Godrej ‘campus’ in Mumbai is still reaping in the gains of change!

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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IIPM only B-school in India to be Ranked Ahead of The IIMs in so Many Parameters! Regularly!
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Wednesday, June 24, 2009

“It is not an ideal scenario”


2300 IIPM students get jobs

From shift in the IPL’s venue to the overall cricketing in the sub-continent. satish chapparike caught up with ICC’s Chief to talk about all this and more...


4Ps B&M: What’s your view about shifting IPL from India?
HL:
Safety and security is paramount and IPL is a domestic tournament run by the BCCI. If the organisers and the Indian Government are unable to reach a compromise to allow the tournament to take place with what are deemed to be the necessary levels of security, then those organisers will do what is in their best interests. From the IPL’s perspective it is not an ideal scenario.

4Ps B&M: Do you think that the terror attacks in Pakistan will have a long term impact on cricket in the sub-continent?
HL:
Security has always been a concern no matter where the game is being played. It is impossible to predict the long-term impact of the issue on cricket anywhere. It is something that we have said we will begin to discuss at the ICC’s Board meeting, set to take place in Dubai in the middle of next month.

4Ps B&M: The situation in Pakistan, Sri Lanka and India is worrying. So what is going to happen to 2011 World Cup, which is slated to be played in the sub-continent?
HL:
Currently there is no plan to change the hosts of the 2011 ICC Cricket World Cup. The sub-continent countries – Pakistan, India, Sri Lanka and Bangladesh are still the hosts of the event. We will continue to monitor the situation closely. However, there is always a back-up venue for any major ICC event and for this event it is Australia and New Zealand, which was agreed by the ICC Board sometime ago.

4Ps B&M: Don’t you think IPL is growing beyond BCCI and ICC in terms of business venture and economic goliath?
HL:
IPL is owned and run by BCCI, which is a member of ICC. IPL is a domestic event and to try to compare it to an ICC international event is not appropriate. ICC events such as the World Cup and the ICC World Twenty20 involve international teams, which are also ICC member countries.

4Ps B&M: One cannot deny that there are talented young cricketers in ICL who have been denied a chance of representing their country. Comment.
HL:
ICC is in favour of a resolution to the issue of ICL, as that is in the best interest of cricket. It is an issue that will be considered during the ICC’s next Board meeting in Dubai.

4Ps B&M: With Twenty20 becoming so popular, will test cricket become extinct?
HL:
Test cricket is the pinnacle of our game, cherished by international players as the ultimate in our great sport. Our members have also expressed a desire to ensure the primacy of international cricket, particularly test cricket. In fact they have formed a working group made up of representatives of all ICC members to ensure that test cricket is promoted well so that it continues to flourish. ICC and its members believe there is space for all three formats of the game to be embraced by all.

4Ps B&M: What are your plans to revive test cricket?
HL:
Test cricket is strong. One simply needs to look at the recent series between South Africa and Australia & the ongoing performance of the Indian cricket team to support this fact. ICC’s members are determined to ensure it grows stronger and the working group referred to already is one way of ensuring this. Each format has its own history. Test cricket is 132-years-old but still appeals to many people around the world. Even ODIs have been going for almost 40 years and have produced nine ICC Cricket World Cups dating back to 1975. Twenty20 cricket too has brought a new audience to the game, inspired a more positive approach in the other formats and produced a thrilling inaugural ICC World Twenty20 in 2007. The game is lucky to have such a great spread of formats.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
Detail of all IIPM branches
1500-plus IIPM students placed across the country with 44 bagging international offers

IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON


Wednesday, June 03, 2009

Satyam and Subhiksha! The two have a deeper connect than just the alliteration effect.


The former is a case of malfeasance and the latter may be driven by negligence, but both represent failures of India Inc. in these troubled times, says Pawan Chabra...


It’s like the lull after the storm. The two-storey structure in Delhi’s Neb Sarai district wears a deserted, gloomy look. On the ground floor, a big, rust-eaten lock has shut the door to the Subhiksha discount store that services the area, telling a tale of gross mismanagement and misplaced ambitions of R. Subramanian, the 40-something managing director of the now floundering retailer. The top floor residence converted into an office is home to the north zone headquarters of Chennai-based retailer. But that was till a few weeks ago. Employees on the retailers’ rolls (who incidentally have not been paid their salaries since October) have stopped coming to work because vendors and the landlords’ goons hound them for unpaid bills. The empty cubicles here today tell another poignant tale of the more than 20,000 direct and contractual employees of the disgraced retailer...

“You can’t trust RS (R. Subramanian),” a senior manager at Subhiksha’s Delhi office laments on condition of anonymity. “In our last telecon, he told me he’s sending October-November salaries for the entire office. The cheques did arrive by post, but only to bounce the next day,” he adds disgustedly. It’s not just the employees at the beleaguered retailer, investors, banks and sundry other creditors who are chanting a similar mantra: overnight, the dapper IIM and IIT educated entrepreneur, R. Subramanian has turned from being a hero to a big zero. To be fair, his business model was indeed outstanding and arguably even copied by the likes of Kishore Biyani and Mukesh Ambani. Those who once recognised him to be a dynamic, intelligent man and hailed his ability to talk on two mobile phones, use the laptop and still have a business dialogue with those sitting across the table from him; are now on a fault-finding spree. “Subhiksha was a firm centralised in R. Subramanian. There was never any management committee that we knew of; the CFO could not sign a Rs.5 cheque; and there were no balance sheets available for the last one year,” says another hapless Subhiksha employee. For the year ended March 31, 2007 (there were no accounts audited after June 2007), Subhiksha’s profit before tax was Rs.18.36 crore on a turnover of Rs.839.56 crore.

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Friday, May 22, 2009

With the success of the FZ16 & YZF-R15, Yamaha India is back with a vengeance.

So does this dual-blast attack leave the current premium segment topdog, Bajaj Auto panting? Pawan Chabra answers...

What’s ‘power’ when it comes to two wheelers? Is it more vital than ‘mileage’, for aren’t bikes supposed to go light when it comes to burning that lethal hole in your wallet? So what’s more important? Well, the answer is – both, depending on when! Confused? Recall how Yamaha set the Indian roads on fire for two-wheelers with the launch of its RX100, then considered perhaps the most therapeutic creation man had ever created for India! That was reality then, and suddenly ‘power’ had attained an all new meaning for the Indian two-wheeler freaks! Cut to today, you’d learn to appreciate that the bookish types were after all right when they’d claimed how fuel costs would one day become an important determinant of consumer choice in this product category. Power-bikes had failed in the face of Hero Honda’s ‘fuel-efficiency’ might. Yamaha, was merrily grounded, and worse, with time, it faded into the past... living merely for the sake of its past glories!

Then the inevitable happened, proving how no thought, technology or even product for that matter lasts forever. And suddenly power-hungry speedo-maniacs found another reason to raise a toast to the longevity of their adrenaline glands! The Pune-based Bajaj Auto launched the Pulsar range in the year 2000, and the premium segment simply came alive... resurrected! Power-bikes were back into being fashionable amongst the Indian populace! And this trend continues till date. So what’s the latest in this game of Mr. Might versus Mr. Mileage? Well, Mr. Might continues to rule (at least for now), and has even found another contender to don the top hat in Yamaha India!

Interestingly so, Yamaha’s slumber has been broken. And don’t bless the ever rising summer temperatures in India for this; it was perhaps the pain of having been banished from two-wheeler stardom as long as 13 years back that played the alarm gong! The R15 & FZ16 launches just worked magic for the company – precisely what the doctor had prescribed. Even though the models are not crank happy rocket-ships like the legendry RX100, they offer much more for the present style & performance craving youth. The premium offerings have taken the market by storm. If numbers speak louder than words, here are some for the uninformed: Yamaha posted a mind numbing 192% growth in the month of January 2009 (sales for January 2008 stood at 18,320 units), while on the other hand, arch-rival Bajaj saw its sales deflated by a heart-rending 34%. The irony is that,w Yamaha can continue giving more nightmares to Bajaj. But is comeback ‘sustainable’ is the question to be asked...

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Friday, May 08, 2009

Swords are flashing in the skies as aircraft majors Boeing and Airbus get ready to fight with grit and splendour.

4Ps B&M’s Ratan Lal Bhagat scans the battle field...

Swaying the razor sharp swords, delivering flying kicks, mind-numbing punches and artful killing moves; the Samurais were the ultimate masters of war. Fighting till their last drop of blood, the Bushido following knights did everything to keep their flags flying high. Even in the worst situations their sole motive was to knock their opponent down and emerge victorious. Today the global skies are witness to a similar warfare between two modern Samurais, Airbus and Boeing, masters in their own right. After rivaling each other in almost everything, the two are fighting the Battle of Kawanakajima and the victor will take the honours. In these difficult times winning or loosing is a matter of survival; a minor slip and the other would deliver the deathly kick.

For decades Boeing had been the undisputed emperor in the arena with numerous successful jetliners. Hinged with multiple projects being pursued and then being cancelled (the Sonic Cruiser project being one of them), Boeing began to lose ground to a competitive and aggressive Airbus. Subsequently in 2003, Boeing lost the crown of market leader to Airbus, which gained an upper hand by offering an aircraft in almost every commercial aircraft class. The Toulouse based manufacturer has gradually expanded it’s family of aircrafts that now includes the A330, A340 and the mammoth A380, making a huge dent in Boeing’s market share. The A320, for instance, has been preferred by several low cost operators over the traditionally used B737 series. “Not only does it (A320) offer the widest fuselage in the market but it offers the most space and passenger comfort. When it comes to operating cost the A320 Family is simply the best,” said John Leahy, COO, Airbus. But Boeing has no plans to take the blows lying down and is leaving no stone unturned to gain back what it lost. The American is all set to combat the Airbus lineage with its own salvos including the 737, 777, 747-8 along with its most ambitious and talked about project: the Dreamliner 787.

In a major blow to Boeing, however, customer expectations for higher operating costs have helped Airbus outdo Boeing. “Airbus aircrafts are considerably more fuel efficient and profitable, and many airlines plan to replace aging aircrafts with the new planes,” supports Michael Englund, Chief Economist, Action Economics. Airbus has also developed a universal cockpit design for its entire fleet. This helps in optimum pilot utilisation thus saving training cost. This eventually has led to the increasing market share of Airbus lately.

Over the last fiscal, Airbus has won 777 net orders (900 new gross orders), valued at a mouth watering $100 billion at catalogue prices. “At Airbus we are prepared and confident: our leadership team is aligned, integration is progressing well and we have a solid financial basis...” said Tom Enders, CEO, Airbus. This has fuelled the growth of Airbus in terms of market share now at 54% for all commercial aircrafts. “In terms of aircraft deliveries, Airbus exceeded Boeing in 2008 by more than one hundred planes (483 to 375), but Boeing had to defer delivery of approximately 100 planes because of a labor strike,” explains Craig Fraser, Analyst, Fitch Ratings, thus discounting the lead and putting both of them on the same podium.

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, April 08, 2009

In India, the idea of corporate governance is well received; however, its implementation is left stranded.


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Regulators certainly need to develop draconian teeth just like the US had put in after the Enron case, feels Manish K. Pandey…


It was just three months ago, when it had won the coveted Golden Peacock Global Award for Excellence in Corporate Governance for 2008. Come 2009 and B. Ramalinga Raju, the former and now disgraced chairman of India’s fourth largest IT firm, Satyam “relieves the burden on his conscience” by bringing to light, one of the biggest-ever frauds in Indian corporate history. Shocking, mind-numbing, atrocious, disgraceful, cheats, and so on… adjectives pour in from all directions as the mystery starts unfolding.

Events still continue to unfurl but as they now pave a way deep inside Satyam’s financials it’s clear that Raju couldn’t have done it alone. As per critics the pliant partners at Price Waterhouse, the so-called ignorant directors, nearly quiescent government body (Ministry of Corporate Affairs) and, above all a horde of politicians who supported Raju (presumably for favours) were his shrewd partners in the crime.

In whatever direction the investigation may point out, but the Satyam fiasco has certainly revealed the dark underbelly of Indian capitalism. It has not only questioned the integrity of promoters but also the levels of corporate governance in India. The objective of the corporate governance is to build an environment of trust and confidence among shareholders by augmenting company’s performance and accountability. So how can a management with only 10% stake decide on a Rs.80 billion investment and 90% of the shareholders have no say at all in the deal? Isn’t it just a mockery of corporate governance rules?

Certainly this is not for the first time that such a thing has happened. Instances ranging from the South Sea Company in 1720 (popularly known as South Sea Bubble where the company got exclusive rights to trade in the South Seas through unethical means) to Daily Mirror’s Robert Maxwell in 1980’s (manipulation of the pension schemes run by Maxwell’s businesses), to Enron in 2001 (that created a web of SPVs to hide debt on its books and inflated revenues), to Lehman Brothers in 2008, and many others alike prove the point at the international front.


Even in India it’s not for the first time. However, the only difference is that the scandals are not of this magnitude. Like Satyam, Sterlite too was alleged to adopt fraudulent practices to bag a tender floated by GAIL last year. Even Bearings (promoter of BFL), abstained from voting when their business was getting acquired by MphasiS. How can we forget Global Trust Bank, where the auditors were again Price Waterhouse?... India Inc. too is full of such examples.

No doubt change has come to corporate India - from family-owned businesses that were involved in issues such as nepotism, mismanagement, lack of transparency, et al to a scenario where companies are professionally managed – but the pace of it has been really slow. Even today still more than half of the companies on the benchmark indices Sensex and Nifty are family-controlled which hampers the evolution of corporate governance in India. In an exclusive interaction, Naresh Gupta, MD, Adobe India tells 4Ps B&M, “Indian corporate culture is still in a nascent stage as opposed to their American and European counterparts. Moreover, a deep integration with global environment has quickly come to them. But, Satyam fiasco will make sure that corporate governance matures in India.”

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, March 25, 2009

‘Singh’ definitely is a ‘Kingg’


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As Akshay Kumar romanced Katrina Kaif in Egypt, it became one of the biggest thunderstorms to have hit the tinsel town in 2008. The buzz created by Singh Is Kingg was such that it became a runaway hit even before it was released and earned great bucks in paid previews: Rs.50 lakh in India and £50,000 in UK. The rustic innocence of Akshay Kumar as a village-boy made him the undisputed King of Bollywood. In fact, what made this flick iconic was the fact that just before its release, Manmohan Singh won India’s first confidence vote of the decade in the Lok Sabha on July 22, 2008 enabling him to pursue the Nuclear Deal with US. The release of the film also coincided with the Indian cricket team’s Australian tour, where Bhajji, after the much hyped quarrel with Andrew Symonds became another King for Indians. Good or bad – publicity is, after all, publicity!

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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IIPM set to beat economic slowdown
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Tuesday, March 17, 2009

No more selfish motives in broadcast media


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The Telecom regulatory Authority of India (TRAI) which also regulates the broadcast media has advised the political parties, religious bodies, urban and local bodies and state governments to stay away from public broadcasting. The regulatory authority has recommended that political & religious body and the state governments should not be allowed to run and own broadcast outfits like cable, DTH, TV channels et al. Those who are already involved in such business should plan to phase out in another three to four years. The recommendations, if made binding by the government, will surely benefit the broadcast industry as the involvement of such parties in the business has put a question mark on the integrity of the medium. There have been debates on the issue raising concerns that such involvements may lead to the misuse of the medium to fulfil the political and other considerations of the party in concern.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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Tuesday, March 03, 2009

IS GREEN THE WAY TO GO?


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With global success stories like these to swear by, almost every marketer in India is wondering whether the green gamble will pay off this side of the Indus! And instead of losing sleep over the question, they are following the age old way – that of testing the market by soft-launching green products and services and letting consumers be judge and jury. Leading the pack without hesitation are the IT behemoths, who know that they can’t forever avoid the growing breed of environmentalists who swear by the sword to oppose them for anything that hurts the environment. If HCL Infosystems, the lone Indian-origin hardware company, introduced a complete lineup of eco-efficient consumer and business notebooks, compliant with the RoHS (Restriction of Hazardous Substances) directive last year, global giant Dell plans to produce (and also market in India) laptops and desktops that will use 25% less energy by 2010. Many IT majors have even begun designing their products in consideration of its environmental impact at each stage of the product’s life cycle. While the first steps have only just been taken in India, globally technology giants have been benefitting from their green initiatives for some time now. Apple, in fact, has discovered that going green literally translates into alternative revenue streams. Apple recycled 13 million pounds of e-waste in 2006, equivalent to 9.55% of all Apple products sold seven years earlier. Watchers at Apple expect these revenues to reach 20% in 2008.

Even Big Blue is keenly acquiring green hues, and is not restricting itself to merely eco-efficient notebooks. Under ‘Project Big Green’, IBM is selling green solutions to those corporate data centres where energy constraints and costs are limiting their ability to grow. The promise is that these solutions will help each data centre to cut their energy costs by half (a typical 25,000 square foot data centre spends $2.6 million in power annually). In India, the Big Blue (or should we say green!) has already executed data centre projects exceeding 2.5 lakh square feet for over 55 clients. Neeraj Sharma, Director, Infrastructure services, IBM (India) told 4Ps B&M, “Monetarily speaking, IBM saw strong signings performance of its Green Data Center services offerings that were announced in the second quarter of 2008. Nearly $220 million in new business have been signed in the 2nd quarter of 2008.”

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Tuesday, July 08, 2008

Coming of (ramp)age!


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With its ‘Indianness’ philosophy, the Bhilwara Group has woven a most admirable web

As you step inside the Corporate Office of the Rs.28.58 billion Bhilwara Group in Noida (also called Bhilwara Towers), the first thing you notice is the grandiose crescent shaped logo which says, ‘Proud to be Indian, Privileged to be Global’. You ponder over the words as you walk across the lobby to meet the man at the helm of this textile, graphite, steel and power behemoth. His vast cabin reeks of patriotic jingoism, manifest in the portraits and photos of freedom fighters adorning the walls. In the next few minutes you come to learn from the man himself – Riju Jhunjhunwala, Joint Managing Director, Rajasthan Spinning and Weaving Mills Limited (RSWM), Bhilwara Group – that you are in a temple where everyone worships everything Indian. More importantly, everyone bears an indomitable passion of bulldozing India on to the forefront of the global textile map.

Incidentally, the textile business of the LNJ Bhilwara Group comprises six companies that contribute the maximum to the top line of the entire group. Of these, the listed flagship textile arm of the Bhilwara Group – RSWM (annual revenues worth Rs.10.75 billion) - has the Mayur brand in its portfolio (with over 7% market share in the suitings segment), which has done extremely well in the value-for-money segment over the last one year. From roping in Bollywood biggie Salman Khan as its brand ambassador on Valentine’s Day earlier this year to launching its ready-to-wear collection, Mayur has certainly been creating waves. Says Jhunjhunwala, “We’ve revamped our brand positioning to become a leader in the ready-to-wear formal dressing. In the front-end, we have roped in Salman and in the back-end, we’ve re-structured our management.”

While RSWM is flying high on the Mayur brand, the other textile arms of the Bhilwara group cannot be ignored either, primarily Maral Overseas Ltd., a major producer and exporter of Polyester/ Viscose Blended yarn in India; BSL Suitings, which peddles premium worsted tags; and BMD Ltd., an automotive furnishing unit that boasts clients like Honda, Maruti, GM, Ford, et al, in its kitty.

However, it’s RSWM that has clearly taken a lead for the LNJ Bhilwara Group, with a renewed and enhanced focus on the bottom of the pyramid segment over the last year. RSWM is betting high on the ready-to-stitch segment, which they forayed into in February this year. The bid is to tap the high-potential consumer base in semi-urban and rural India (largely cornered by the unorganised players). In April, the company set up a low cost denim manufacturing unit in Rajasthan to cater to the price-conscious consumer segment. Following suit, Reliance Mart, Mukesh Ambani’s hyper retail format also announced a similar venture in October. But, while Reliance has the winning proposition of having its own retail outlets to market these wares, Mayur, for now, has no such pan-Indian retail presence.




On the other hand, the presence of the brand in the global market has given it a shot in the arm in recent times. As much as 50% equity purchase in the Spanish company SISA S.A. will not only allow RSWM to leverage SISA’s brand image in the global higher value-added yarn market, but will also help it leverage the expertise of SISA in fashion trends and dyeing. “SISA brings with it a speciality and value-added yarn business in global market... It adds an established and well reputed marketing network to our operations, which’ll enable us to obtain better realisations for our high-end yarns,” says Jhunjhunwala.

With RSWM leading the way, Bhilwara’s textile business may not be setting the ramps at the Meccas of fashion on fire; but the group’s careful strategy of reaching out to the price-conscious Indian masses is likely to pay off sooner than later. Especially with the rising disposable incomes in tier II and tier III cities and towns, Jhunjhunwala may do well to actually start planning for those exclusive brand outlets now, a la Reliance Mart!


Edit bureau: Bikram K Jena, with inputs from Angshuman Paul

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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