IIPM MANAGEMENT INSTITUTE

Pssst...How do I tell an interviewer I was fired?

2007-10-03T23:54:00.000-07:00

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

Jack Welch and Suzy Welch Authors of the international best-seller Winning

Most prospective employers, however, hear vague departure stories for what they can be

Que: In my previous job, I was one of those cases where I supposedly “resigned,” but was really sort of fired. What do I tell prospective employers when they ask, “Why did you leave your old job?” (Name Withheld, Hartsburg, Mo.)

Ans: Welcome to a club with thousands upon thousands of members After all, who wants to admit: “I was asked to leave because I was in over my head and couldn’t deliver?” Or: “I jumped before I was pushed because my boss and I just couldn’t get along?”

Now, such “excuses” may have an element of truth to them. Sometimes a boss or company situation is so untenable you just have to get out, and sometimes a job is too small for the person who holds it, or is the wrong skills fit. And, of course, no one wants to burn bridges, so a certain ambiguity around why you left may seem like the only approach.

Most prospective employers, however, hear vague departure stories for what they can be. They hear warning bells that say a candidate is hard to get along with, an inveterate underperformer or a career dilettante.

There is a much better way out of the common hiring bind you find yourself in: Full ownership.

You need to say, “Here’s why I left and here’s how I was responsible for the breach.” Don’t pass blame. And, just as important, don’t play the victim. You need to say, “Here’s what I learned from the experience that will make me a better employee for you.” Make no mistake. We’re not suggesting you pour out every detail of your job implosion. We’re just promoting a perhaps counter intuitive level of specificity.

We have a friend who, after 12 years with the same company, was asked to move on because he couldn’t deal effectively with direct reports who weren’t delivering. Additionally, he just couldn’t cut costs in his operations, even in the midst of a downturn.

Here’s the interesting twist: Our friend didn’t respond to his firing quite the way you’d expect. Most people in his position become defensive and depressed. They enter a state we call the “vortex of defeat,” in which lack of self-confidence feeds upon itself in a downward spiral.

By contrast, our friend took full accountability for what occurred. He told prospective employers, “I’m sitting here with you because I didn’t have the guts to move out employees who couldn’t meet their numbers and I tweaked costs instead of taking the fullbore approach that was necessary. But I can assure you, those mistakes won’t happen again.” And chances are someone will for you too – with full ownership.

Que: What do you think of executive search consultants? (Bill Bryan, New York.)

Ans: A: Ideally, a company has a training program, consistent coaching and succession planning. As a result, it primarily promotes from within. What better way to give employees a sense of opportunity, not to mention to foster speedier, more successful job transitions? Reality, of course, doesn’t work that way.

Many companies consider management development more of a chore than the priority it should be. Still other companies just don’t have enough talent. They’re expanding into new businesses where they have no expertise, or they’re too small to have a bench or their boards have been sleeping and can’t come up with a slate of internal CEO candidates.

And so it happens. They need help looking for help. That’s why executive search consultants exist.

Yes, they’re expensive, slow down the hiring process and can too easily become a crutch. And, yes, internal promotions should always be the first line of defense.

But given the competitiveness of business today, there’s no reason to give up a good offense too. Executive search consultants can give you just that.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Mukesh’s SEZ will have to wait!

2007-09-26T01:01:00.000-07:00

IIPM going global

Mukesh Ambani has once again hit a roadblock with his Navi Mumbai SEZ. Government has deferred its decision on the multi product SEZ based on the objections made by revenue department. Also, the Jawaharlal Nehru Port Trust has objected that the national highway passing through Navi Mumbai SEZ should first be upgraded to four-lane and only then the SEZ could be approved. The Tatas on the other hand have been lucky as they have received the approval for their Gopalpur SEZ project in Orissa.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Topic: India – China: A Growth Comparison
Who says US is on the brink of a recession?...

Plastics: Gagged by the bag

2007-09-13T23:15:00.000-07:00

IIPM ABOUT :- IIPM KNOWLEDGE CENTER

A petroleum product that has lethal effect on the environment and the entire human race has gained popularity owing to its high tensile strength and its low cost. This synthetic substance is perhaps one of man’s worst inventions due to its non biodegradable nature, which makes its disposal an even tougher task. Be it emission of toxic fumes while disposing it off by burning or be it the soil in the land-fills or the water in the oceans, all get contaminated when it decomposes to its natural form. From poles to tropics, from grasslands to deserts and from lakes to oceans, all have remains of this trash in their belt, tossed into them by humans.

The war on plastics has begun to a large extent but there is a long way to go before it makes a dent. Plastic recycling programmes are a common feature in the US and India’s attempt to spread awareness on waste management where Jadavpur University and Paschim Bangal Vigyaan Mancha in Kolkata have come up with a dry waste recycling process is commendable too. This endeavour involves door-to-door collection of dry waste including plastic, metal and e-waste. World Environment Day on June 5 has been aptly selected by the authorities to launch the programme.

Imagine the dead trap of plastics. All the plastic that has been produced till date is still there and as it decomposes, it releases huge amounts of toxic effluents into the air. Progress for sure has been made since the plastic containers and grocery bags have been made with 40% lighter plastics. Still, the pace isn’t fast enough...

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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On "IIPM - Arindam Chaudhuri - Planman"
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Topic: India – China: A Growth Comparison
Who says US is on the brink of a recession?...
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Key US economic indicators paint a bleak picture. The recent housing numbers have fallen to recession levels.

2007-09-11T00:26:00.000-07:00

IIPM MANAGEMENT INSTITUTE

For good news, stay at home and look east – Both India and China look forward to another year of elevated growth. India’s economy is expected to cool from plus 9% to a more reasonable 8% to 8.5%. The cure of Reserve Bank of India, which lately raised the leading interest rate to 7.75%, keeping it in line ahead of inflation, seems to work so far without burdening the stock market which still enjoys huge FDI inflows.

Official China announced to see growth remain above 10% again but begins to admit that inflation is becoming a problem. But buyers beware! One should not take the current climate of low interest rates as a reason to think that the party of easy money will go on forever. Although markets love to climb a wall of worries, at one point the correction will come. With the Dow Jones trading at a loft y 17 times of EBITDA and most major markets blindly following the surge in the US, that is fuelled by a M&A rage never seen before in history, chances for a heft y correction are higher than before.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

California calling . . .

2007-09-06T03:30:00.000-07:00

IIPM Publication

One would wonder what is a link between muscles & environment, well there is. Ask the governor of California, Arnold Schwarzenegger. Without a doubt, California is leading the way in tackling the problems of energy conservation, environmental science & global warming. California has developed innovative & substantial programs for environmental preservation. For starters, California is the only state in the entire US with a flattening per capita electricity usage. They passed AB32 with a commitment to roll back greenhouse gases to 1990 levels by 2020 and a whopping 80% below by 2050. For this the state has initiated new carbon emissions standards, green building initiative, ocean action plan, hydrogen highway et al. They have more coming on board such as Arizona, New Mexico, Oregon & Washington. A few more schemes’ include “Green Building Initiative,” and the accompanying Green Building Action Plan, wherein the governor calls for public buildings to be 20% more energy efficient by 2015 and encourages the private sector to do the same. Welcome to the new age California!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Accepted wherever ...take you

2007-08-31T03:31:00.001-07:00

IIPM MANAGEMENT INSTITUTE

BRAND : HCL
AGENCY : FCB Ulka
BASELINE : Accepted wherever ...take you

DESCRIPTION: A man gives lift to a young guy who turns on his laptop and makes the man think he’s a ‘computer guy’. The guy actually works for HCL and keeps informing the investment banker that HCL’s technology connects him to the stock-exchange and that its software makes cars safer after he loses control of his car on hearing that the stock market has just crashed. The guy keeps informing him about HCL’s prowess through a gas station, a bank and the country side view. In the end, the guy gets off and points at a chopper which will take him overseas for an international project.

4Ps TAKE: Now, that’s an intelligent ad which is simple, enjoyable and clearly brings out the message – ‘India to across the world, HCL’s technology touches lives everywhere!’ This corporate ad from HCL stands out for its sheer style which is not run-of-the-mill and talks about the various aspects of HCL in a lay man language, something that many technology brands’ communication gives a miss as they can’t resist details. The ad informs about the clinching benefits to the brand with ease and through an employee who can’t stop raving about HCL’s advanced technologies. The personality of the brand HCL is visible through and through. The ad requires attention for the message to sink in but is worth it!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

The affordability mantra

2007-08-14T00:29:00.000-07:00

IIPM Publication

If lifestyle computing is a fad then the value segment is keeping the players on their toes as the unorganised sector is still very strong. “We discovered that most people don’t want to spend more than one month’s salary on buying a computer,” says Suchi Sarkar, Marketing Head, HP Personal Systems Group. Little wonder PC brands are storming this segment with reasonable, low end versions. The latest being Dell which is launching desktops for only Rs.10,000. “Seven years back when I entered this industry, the cheapest computer came for Rs.50,000. Today, it is available for Rs.15,000,” adds Sarkar.

Whether it is the style mantra of biggies like Dell, Sony, Toshiba or Lenovo or affordability factor propelled by Acer, Zenith or local PC brands, the big challenge is to maintain a balance between the diverse segments. Don’t we know, whoever caters to maximum segments in the diversified Indian market, rules the roost...

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Real hp!

2007-08-06T22:46:00.000-07:00

IIPM MANAGEMENT INSTITUTE

Horsepower at the Triple Crown – the greatest deed for any steed...

A win that sets apart the thoroughbreds from the wannabes, it is the stuff of dreams for stallions and their owners. Welcome to the world of Preakness Stakes, the shortest and the most elitist of the Triple Crown of Thoroughbred Racing.

One of the three most prestigious high stakes races – preceded by Kentucky Derby in order of occurrence and followed by Belmont Stakes in New York – Preakness is the second leg of the Triple Crown for three year old purebreds, winning which – all three – is the greatest equestrian accomplishment imaginable, attributed to only 11 steeds in the history of the pony races. All entries requiring an age criterion of three years of age entails they be won by a horse in the same year! The last one to pull that off was Affirmed in 1978.

Held on the third Saturday of May in Baltimore, the Preakness Stakes have been termed as ‘The Run for the Black-Eyed Susans’ because of the felicitating garland made up of black-eyed Susans (state flower of Maryland) in the shape of a horseshoe placed around the neck of the winner. It was introduced in 1873 by the state governor and named thus in honour of the colt Preakness, which had won the first race at the venue following its inauguration.

Expectantly, Preakness and the other two races have the most exorbitant money stakes in the game. With the winner taking home an eye-popping two million dollars in cash and the minimum bet being $2000, it’s quite plain to see why it is reserved for the crème-de-la-crème. After the race is over, the replica of the Old Clubhouse cupola is draped in the winner- owner’s silks and the same are applied to the jockey and the horse too. The greatest Triple Crown winner ever has been War Admiral, who won this distinction in 1937 and recorded the best time for all three races. However, even after winning the three, he was not named the Horse of the Year. Reason? A largeheaded, knobby-kneed colt called Seabiscuit was invited to race War Admiral in a one-on-one and in front of a packed stadium, Seabiscuit, first chased, and finally beat him to the finish line! That, of course, is history in every sense of the word. But on May 19, aren’t you cheering?

Edit bureau: Ashish Pratap Singh

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Off you go, dear brother!

2007-07-31T03:46:00.000-07:00

IIPM Publication

Daimler finally sells majority stake in its Chrysler division

The xenophobic Germans have demonstrated their dislike for strangers once again. The union of Daimler- Chrysler, once referred as the merger between equals, and later on as the blooper of the century, has ended. Private equity firm Cerberus Capital Management has finally clinched Chrysler with a $7.4 billion offer. Daimler AG was under tremendous shareholder pressure to get rid of Chrysler, which lost a whopping $1.5 billion in 2006. B&E had also strongly asserted that a sell off is the only way out (B&E issue dated May 3) since Daimler had refused to take advantage of mutual synergies. Dr. Dieter Zetsche, Chairman, DaimlerChrysler AG, stated, “We’re confident that we’ve found the solution that will create the greatest overall value – both for Daimler and Chrysler.”

Well, if giving Chrysler to a PE firm could ensure value, we are all ears, Dr. Zetsche! One can expect Cerberus to look for every possible way to strip Chrysler of its assets and gain some value. Even though it appears that Cerberus clinched the deal at a relatively miniscule $7.4 billion (20% of the $36 billion paid by Daimler at the time of the initial acquisition), it is worth noting that the PE firm will have to bear the brunt of the massive $18 billion worth of pension liabilities still left unchecked. Other than the 13,000 job cuts formalised last year, analysts believe that there may be more.

It will not be a bed of roses for the Daimler Group either. With Chrysler jettisoned, Daimler has not only lost the vital connection with the world’s biggest car market – the US, but also a larger R&D capability, which could have been restructured & harnessed effectively. Furthermore, the German may still have to share $650 million worth of long term liabilities of the child it orphaned. Daimler still owns close to 20% of Chrysler.

The Daimler-Chrysler disaster will now become an interesting case study in corporate history, depicting how even the best can go so horribly wrong. If ever there was an award for destroying shareholder value, Daimler would surely be among the topmost contenders! If only it had made sincere efforts to bond with its now erstwhile American ally, things would have been so different...

Edit bureau: Karan Mehrishi

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Boerse’s buy out operation

2007-07-12T02:06:00.000-07:00

IIPM MANAGEMENT INSTITUTE

An amount of $2.8 billion will soon be involved to buy out US options market, International Securities Exchange (ISE), by German exchange operator Deutsche Boerse, which will help create the No. 1 transatlantic derivatives marketplace. Deutsche Boerse has been keen to expand its reach beyond Germany, particularly in derivatives. It stepped up its search for scale after being denied last year by pan-European bourse, Euro next, which later involved itself in a merger with the New York Stock Exchange. It’s also intimated that ISE will operate as a separate entity under the US regulation and under the ISE brand.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Growing up......every evening.

2007-06-27T05:20:00.001-07:00

IIPM Publication

BRAND: Kwality Wall’s
HEADLINE: Growing up......every evening.
BASELINE : NA
AGENCY : McCann Erickson

4Ps TAKE : Kwality Walls has just launched a new product, MOO, in the market. Now, does that ring a bell? You bet! You immediately start thinking of fat cows, lush green fields and fresh milk — and that’s exactly the kind of connect that MOO is looking for: the health platform. This ad is packed with tons of information about the product, FAQs, and harps on the health angle (at the same time, it’s honest and says, for instance, that MOO is not a substitute for milk). At a time when health has become all-important, and even kids’ diets are being regulated by concerned parents, this is a smart way of getting into the market. The USP is that the Brand is healthy. The power idea is to introduce a new kids’ product at the right time (it’s summer). The visual is simple – yet effective. The reward to the prospect is the trusted Kwality Brand, that is a household name in India. All in all, MOO does make a point!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Women drivers!

2007-06-13T03:39:00.000-07:00

Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u) Initiative

Sandra Bullock’s character, in her recent flick Premonition, is widowed when her husband dies in a car crash and by the looks of it, Sandra’s lady stalker, Marcia Valentine has taken the movie a little too seriously! In an incident that happened at Sandra Bullock’s Orange County home recently, Marcia tried her best to crush Sandra’s husband Jesse James under her car, as a horrified Bullock with her step son looked on! A lot of celebrities are plagued by stalkers but a dangerous obsessive lesbian lover has got to be a first!

Compiled by: Pooja Priyadarshini

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Source : IIPM Editorial, 2007

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Bye, Bye Surf

2007-06-07T00:21:00.001-07:00

Renowned M a n a g e m e n t G u r u :- Professor Arindam Chaudhuri

Marketers making washing powders oft en wax eloquent about how detergents are not harsh on the hands and do not spoil the clothes. But oft en blisters on the hands and the state of clothes aft er just a single wash tell a different story. Well no more! A new washing machine from Sanyo is all set to revolutionise the way clothes are cleaned. The Aqua AWD-AQ1 launched by Sanyo is a water conservator’s dream machine – so designed by engineers that it does away with the use of water while cleaning clothes. Christened as SteamWasher it would spin at an incredible speed of 1,320 revolutions per minute (rpm) to minimise wrinkles and dirt. Seems weird to think about a washing machine where no water is used, but its actually true!

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Source : IIPM Editorial, 2007

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European banks look for scale

2007-06-03T23:13:00.000-07:00

IIPM MANAGEMENT INSTITUTE

It’s a deal that effortlessly puts to shame any other of its kind in the history of the $8.5 trillion global private banking industry (value of Assets Under Management). Yes, we are talking about the bidding war for ABN Amro, which is by far the largest bid in the financial services industry. There’s Barclays with a whopping $91.2 billion offer & the Royal Bank of Scotland (with Fortis & Santander) with a higher $98.5 billion laid out. Rijkman Groenink, Chairman, ABN Amro (after the Barclays bid) stated, “The merger fits well with our objective to provide significant value for shareholders.” Well, even if the management had overlooked the fact that the two are classical misfits – operationally (chief earners being capital business for Barclays & M&A advisory for ABN) & geographically, size is a compelling value proposition that European banks now refuse to ignore.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Set Up New Biotechnology Research Centers

2007-05-29T22:46:00.000-07:00

IIPM MANAGEMENT INSTITUTE

Another regional bioincubator officially kicked off in the Basque region five years ago. Actively promoting company creation, the local authorities set up new biotechnology research centers, with top-of-the-line facilities in genomics, structural biology, and many other related fields. Though the area does not have a long history in biological research, as is the case in Madrid and Barcelona, its rich history in engineering and manufacturing provides the basis for the government’s recent push to expand into biology.

“We can use our know-how and expertise to create biosensors, or robotics and automation for biology, which is what some of the companies are involved in,” says Maria Aguirre, head of BioBask, the government agency in charge of the effort. In the last four to five years, she adds, a new company has been created, on average, every three months. Sixty companies are already part of the initiative, and the Cooperative Research Center (CIC bio-GUNE), a multidisciplinary center to advance research in biology and health, opened last year.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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The anatomy of an ‘artistic’ mind

2007-05-24T23:48:00.000-07:00

IIPM Publication

Picture this – a man playing chess, the interiors of his brain exposed, allowing us to peep into his mind at work, as he mulls over his next move (which he’ll never really take); or a horse rider with his cranium split into two, holding his brain in one hand and a sword in another, showing the muscle structure of his slit - up body ; or the goriest of them all, a pregnant woman with her abdomen ripped apart, showing her foetus curled up inside pushing her internal organs aside… Won’t they make for a few of the most gruesome sights you’d ever come across in your life? The horror will only mount as you realise that these captured moments were nothing but ‘real life’, suspended in artificial animation for eternity.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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Warming up...

2007-05-18T22:36:00.000-07:00

IIPM MANAGEMENT INSTITUTE

Cash in on global warming
Globalisation is passé, as in relatively! In its place comes another contender – ‘Global Warming’. As temperatures soar across the world, some big names are cashing in. Lehman Brothers’ recent report, ‘The Business of Climate Change’, warns that companies that don’t respond effectively to changes in physical and economic environments, face extinction.

Even as new ideas like ‘Green Products’, ‘Save the Earth’ campaigns and something as baffling as ‘Carbondioxide trading’ come into existence, the corporate arena is witnessing considerable activity. Some examples of steps taken include Yahoo! Autos giving ‘Green Ratings’ to cars, Wal-Mart advertising a trio of ads (TV and print) supporting the just-gone-by Earth Week, FedEx launching hybrid trucks et al.

And then there are opportunistic companies like Ben and Jerry’s in the US, which initiated a ‘Lick Global Warming’ campaign to promote ice-cream sales! Talk about smart selling…

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Such MBA CEOs “more aggressive” and “responsive”

2007-05-15T01:21:00.000-07:00

IIPM Publication

Not only are such MBA CEOs “more aggressive” and “responsive to the presence of growth opportunities,” they also have “a stronger tendency to engage in diversification moves,” proven to be extremely critical factors to increase shareholders’ wealth. In fact, despite age old inhibitions even in Fortune 500 corporations, the benchmark 2006 survey titled Corporate Leadership by the exemplar London Chamber of Commerce shows how the proportion of MBA CEOs in Fortune 500 giants is continuously increasing to now reach a very promising 42%; female CEOs are even better at 45%. The final word in HR researches, the SpencerStuart 2006 Route To The Top survey, corroborates this (for example, in 2005, only 35% of Fortune 100 CEOs had MBA degrees), and shows how a smashing 62% of all S&P 500 CEOs now have at least one type of an advanced degree (MBA, Master’s, Doctorate etc). In fact, even at Bachelor’s level, the BBA qualification, after the engineering degree, was held by the maximum number of S&P 500 CEOs.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Hong Kong denied true democracy

2007-05-09T22:21:00.000-07:00

IIPM MANAGEMENT INSTITUTE

As Donald Chang recently took over the coveted post of the Chief Executive (CE) of Chinese-ruled Hong Kong, the simmering discontent in the region started coming out of the closet. In the first ever ‘election’ for the post of CE after the city returned to the Chinese rule in 1997 – Chang won over his pro-democracy rival Alan Leong. The Electoral College vote, wherein Chang defeated his opponent by a 649-123 vote margin is alleged to have been heavily rigged.

The election in the region remains almost an in-house secret affair. According to the Civil Human Rights Front, “It was shameful that out of seven million Hong Kong residents, only 800 could vote in the CE Election.” More importantly Chang has stated his intentions to put ‘Equal and Universal Suffrage’ demand on hold till 2012 & concentrate more on ‘economic and social transformation’.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

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“We are a small player in ACs, but are aiming at a market share of 10% by the end of this year by expanding our distribution network”

2007-05-03T00:15:00.000-07:00

IIPM Publication

The Koreans entered India at one go with their entire product portfolio and a trailblazing advertising campaign. That is not all. Despite competitive pricing strategies adopted by its rivals, Whirlpool consistently sported the premium pricing tag. “Leadership cannot be achieved through price cuts. If one is a true leader, the consumer will pay a premium,” boasts Arvind. The claim is not backed by analysts, who state that high prices are a major bottleneck to reach out to masses in price sensitive segments. “If somebody offers the bare essentials of a product with lowest prices, people will definitely pick that up,” says Pavas Bhatia, Principal Consultant of Technopak. Perhaps this is how Haier stole the show by selling 55,000 units of ACs during its debut year, while Whirlpool still manages a no-show in the area. Considering that the AC segment is poised to grow at 20% during 2007, the highest among all products in the Rs.300 billion Indian home appliances industry, this segment has proved to be a major loss for Whirlpool.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Times aren’t easy for the Republicans as the Democrats seem to be realising that times are changing...

2007-04-28T03:29:00.000-07:00

IIPM MANAGEMENT INSTITUTE

I have a theory about the Bush administration abuses of power that are now, finally, coming to light. Ultimately, I believe, they were driven by rising income inequality.

In 1980, when Ronald Reagan won the White House, conservative ideas appealed to many, even most, Americans. At the time, we were truly a middle-class nation. To white voters, at least, the vast inequalities and social injustices of the past, which were what originally gave liberalism its appeal, seemed like ancient history. It was easy, in that nation, to convince many voters that Big Government was their enemy, that they were being taxed to provide social programs for other people. Since then, however, we have once again become a deeply unequal society. Median income has risen only 17% since 1980, while the income of the richest 0.1% of the population has quadrupled. The gap between the rich and the middle class is as wide now as it was in the 1920s, when the political coalition that would eventually become the New Deal was taking shape. And voters realize that society has changed.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

Richtor embraces the thrill philosophy

2007-04-23T03:22:00.000-07:00

IIPM Publication

Vaughn Richtor’s suave and savvy looks might melt a million hearts, but he shrugs with modesty when questioned about the core values that drive him, “I say to people, do your best, no matter whether you succeed or not.” Richtor embraces the thrill philosophy, going for endeavours that have a solid difficulty quotient, “I love taking challenges especially when people say you can’t do it. I also do not expect other people to come and rescue me and this makes me totally free.” Quizzed on his favourite leader, he divulges, “To name one, it’s Jack Welch; and I have learned a lot from his book.”

While our sojourn with the banker might have come to an end, what clearly remained was an experience sharing exercise that allowed us to understand the bait that this banking baron has used throughout his life to impress others – his smile... it never stops :-)

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned M a n a g e m e n t G u r u and Economist) Initiative

The Air Conditioner battle is at full steam, and the major players are ramping up their acts

2007-04-18T00:58:00.000-07:00

MANAGEMENT GURU

It’s the time of the year when scorching summer rules the Indian sub-continent & brings to surface the manmade weapon designed to combat brutal heat waves – the Air Conditioner (AC).

Consumer Electronics & Appliances Manufacturers Association (CEAMA) forecasts the AC segment to grow at a fiery annual rate of 20% during 2007 – the highest growth among all other products in the mighty Rs.300 billion Indian consumer durables industry. Hence, without a speck of doubt, the players in the sector are gearing up to cash-in on the sizzling hot opportunities offered by 2 million units-per-annum AC sector. Talking exclusively to B&E about the interesting war ahead, Suresh Khanna, Secretary General, CEAMA confidently asserted, “In case of ACs, naturally, maximum sale happens during the summer. Due to increased competition, there has to be differentiation brought in as the major selling proposal & so players will have to launch newer products to sustain their individual positions.”

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Source : IIPM Editorial, 2007

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

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Beware: The 'series' killer now rolls in India

2007-04-11T04:00:00.000-07:00

MANAGEMENT GURU

As a part of its 'long-term plans in India', BMW India Pvt. Ltd., (wholly-owned subsidiary of German automobile goliath BMW) inaugurated its €20 million assembling plant in Chennai. This plant has an initial capacity to roll out 1700 vehicles a year. While the production of its 3-series has already begun, 5-series sedans are slated for a roll-out in May-June this year. Made exclusively for India, these cars fall in a range of Rs.2.6 million to Rs.4.2 million. The automobile major expects to sell 1,200 units in the country in very first year, out of which, 90% will be locally manufactured from this plant which is fifth in Asia.

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Source : IIPM Editorial, 2007

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

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Dreams passed over

2007-03-30T04:01:00.000-07:00

MANAGEMENT GURU

It’s eligible for the best cast (in parts), art, sound, costume, music but not picture. Precisely the reason why the biggest snub of 2007 would pinch director Bill Condon much, having once received the nod for screenplay of Chicago – a musical again – in 2003, a movie that went on to win the Best Picture that year. Dreamgirls, a delightfully eloquent musical, with a heartwarming soundtrack, serenading the story of a soul-singer galgang along with a manipulative manager through their backup-singer to lead-singer days, masterfully reprises the Broadway musical of 1981 by the same name. Now, particularly after producer Laurence Mark notched the Best Motion Picture/Musical or Comedy at the Golden Globes, the slip would be sorely felt. Eliciting some unforgettable performances from Jennifer Hudson and Jamie Foxx, if not for the adventure of an extravagant Hollywood musical, the picture could have well screamed “And I Am Telling You I’m Not Going”...

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Source : IIPM Editorial, 2007

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

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Portable hard drives for mobile phones promise to delight consumers

2007-03-24T01:44:00.000-07:00

MANAGEMENT GURU

If Seagate has its way, it won’t be long before you are toting around with a 10 GB hard drive wherever you go and accessible through your mobile phone. Seagate has unveiled a tiny hard drive – the size of a credit card, with dimensions of 3.5x4.7x.47 inches and a weight of just 2.5 ounces, under the monicker DAVE, short for Digital Audio Video Experience. “Mobile telephony is undergoing a multimedia revolution and the DAVE mobile content platform will provide even more fuel for the growth of new music and video services over mobile networks,” said Patrick King, Senior VP and GM of Seagate’s consumer electronics unit.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist)
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2007-03-20T03:42:00.000-07:00

IIPM MANAGEMENT INSTITUTE

Quality before protection...
As government readies itself with legislation to give Doordarshan with live cricket feeds, some enquiry into the working and functioning of the giant is urgently warranted. Doordarshan covering about 89% of India’s area and with about 350 million viewers, has almost an unparalleled reach. But it fares abysmally in almost all the criteria of creativity, competition and professionalism. Ironically, while it hides behind the legislation for the cricket broadcasting rights, it’s 5 balls an over presentation due to packed ads has been an example of it’s high greed. In most of the cases cricket telecast at best have been a ‘horror show’.

In its bid to carry forward the stereotyped ‘clean’ broadcasting, Doordarshan has brought most ridiculous form of censorship. The ‘Doordarshanised’ Hindi movies have seen a different story line altogether due to its moralising editing. Its ideology, however, has shifted tremendously with shifting fortunes of the rulers in Delhi.

It’s high time that Doordarshan grows out from the frame of being ‘His Master’s Greedy broadcaster’ to be one that gets run on professional lines. After all, for the millions that unfortunately have to watch it also are entitled to quality of any kind, whatsoever.

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Source : IIPM Editorial, 2007

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

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Codeword is... Quality!

2007-03-15T01:01:00.000-07:00

IIPM Publication

A case in point, is when Northern Gas Network (NGN) appointed Wipro Technologies to integrate systems, also endowing complete responsibility of installation of its new front office work and asset management system. Specifications was to ensure that the system needed to be build to fit the time and budget, while making sure that the gas distribution network was functional without interruptions of any sort or magnitude.

As seen above, the company even at the client servicing front has displayed effective project management and has been effective in record time delivery of projects by creating internal operational efficiency. And the real proof of its success - Its clients praise Wipro and call it a magnificent effort!

So, if you’re looking optimistically ahead to create robust quality orientation in your company, now you know what it really takes!

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Deccan’s chronicle!

2007-03-08T22:12:00.000-08:00

IIPM MANAGEMENT INSTITUTE

Even the holiest of saints have their own share of critics, and Capt. G. R. Gopinath (and his brainchild – Air Deccan), like the cliché goes, is no exception to the rule. The Deccan pioneer of low-cost flying in India, which took wings in August 2003, has literally ‘taken off’ since it first began flying on the Mumbai- Delhi route. Today, it covers a mind-boggling 61 domestic routes – the largest among all domestic private carriers – and is marking an incredible growth in a matter of just nine financial quarters! Even its fleet size has seen no pause, with a further 60 more aircraft orders placed to add to its current fleet of 40! Air Deccan’s phenomenal growth spurred the entry of more than half a dozen low-cost air carriers in India. When we met Capt. Gopinath, the omnipresent question in our minds was, what’s the secret behind this vigorous expansion spree, which witnessed Air Deccan add a mind-boggling 24 new routes during the last quarter?

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

The applause......in India

2007-03-05T01:27:00.000-08:00

IIPM Publication

Brand : Honda Civic
Headline : The applause......in India.
Baseline : Pure exhilaration
Agency : Dentsu Marcom

4ps take : This Brand has always worked on its performance to lure the car lovers all over the world. And it’s not been in vain – that’s what the body copy tells us. The rewards to the prospect are highlighted through descriptions of the accolades won by Honda Civic in India, that too in such a short time. The singleminded focus is to promote Civic (from the stable of Honda) in India after its grand success all over the world. It has to stand out because here it’s an intensely competitive market, so the arresting visual tries to tempt the target audience to take a sneak peak at the sexy product and increase their purchasing intent. Talk about Civic sense!

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Nicely Shocking!!!

2007-02-23T02:40:00.000-08:00

IIPM MANAGEMENT INSTITUTE
The story ‘Shocking’ in your latest issue was a very interesting read and the author has very well reflected the viewer’s point in the story. Some ads are so obnoxious, like Onida and I don’t think such ads do really help to boost the turnover of the company. It’s good that 4Ps- B&M comes out with such story under Big Idea. And hope to see such stories under the Media section too. Because according to me one of the USP that the magazine has is, it bridges business with consumer mind.

Arijit Dutta, RCM,
Reliance General Insurance

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Liquor Laws: How The Others Do It

2007-02-13T23:52:00.000-08:00

IIPM Publication
USA: Every American state has its own laws. In New York, you can buy beer in the supermarket but not on Sundays before noon. Wines and spirits, but not beer, are sold in liquor stores all over which are closed on Sundays.

AUSTRALIA: Illegal to sell alcohol to or purchase on behalf of anyone under 18 years. Also illegal to sell alcohol to anyone who may be intoxicated. Legal limit for drinking and driving is 0.05 Blood Alcohol Concentration, which may be reached for men after two standard drinks in an hour and for women, after one standard drink in an hour.

CHINA: Last year, China began to forbid vendors from selling alcoholic drinks to minors under the age of 18. Vendors will get a warning if they infringe and a fine of 2,000 Yuan (about $250) if they stray again.

DUBAI: Dubai is not a ‘dry’ Emirate though consumption and purchase of alcohol is controlled. Only hotels or private clubs can serve alcohol. There are two companies licensed to sell alcohol for private consumption and their premises are located near supermarkets. To buy alcohol to consume at home, a permit from the CID branch of the Dubai Police department is needed. It has to be renewed annually.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Que: Th ere’s an old saying, “It’s not what you know, it’s who.” How true do you think that is, in terms of career success? (Ling Chen, Jiangsu,China)

2007-02-06T02:32:00.000-08:00

IIPM MANAGEMENT INSTITUTE

Ans: It doesn’t matter. You just cannot let yourself believe it.

Oh! Sure, sometimes a person gets ahead because his father used to work with so-and-so, or his college roommate was part of the this-and-that family or he used to play golf at the same country club with ... etc., etc. but can that be applied to each one of us? Is that practical in any way?

Connections happen. When they do, mediocre people can certainly leap forward faster then they seem to deserve. And yes, that’s discouraging – I do agree. But the minute you start thinking connections are more important to career advancement than brains, positive energy, and zealous hard work, you are signing up for a bad attitude, or worse, our favorite nemesis, self-inflicted victimhood.

You start thinking, “It doesn’t matter what I do. Some dope out there with a better pedigree has the edge.”

Not only is that self-defeating, it’s just not true. The world is filled with people who started with nothing and because of their brains and passion – i.e. what they knew and what they did – created their own connections. Put your head in that place, and keep it there.

The victimhood vortex takes you only one place : down under!

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Engineering your tomorrows

2007-01-26T20:57:00.000-08:00

IIPM Publication

BRAND : Ashok Leyland
HEADLINE : There’s one name... to the Indian Army.
BASELINE : Engineering your tomorrows
AGENCY : NA

4Ps TAKE : Some high-powered shots of Ashok Leyland heavy commercial vehicles combined with the visual of a long highway, go a long way in showing the personality of this brand! In the body copy, Ashok Leyland claims to carry 60 million Indians to their destinations everyday, of having pioneered CNG & vestibule buses in India, among other achievements like delivering the largest number of logistics vehicles to the Indian Army. The clinching benefit to the brand is the communication of these achievements to consumers. A heavy ‘mettle’ ad from this heavy vehicle maker!

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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It’s a big deal!!!

2007-01-17T03:35:00.000-08:00

IIPM MANAGEMENT INSTITUTE

TCS bags Indian IT’s first full service contract.
India’s largest software exporter, Tata Consultancy Services (TCS), has entered into a $65 million contract with British supermarket chain Somerfield. As part of the deal, TCS would take over the entire IT operations, planning and asset management functions for Somerfield. This seven-year deal will help Somerfield save ₤2 million a year. During these seven years, TCS will manage software, 3rd party hardware and services contracts with an estimated value of $100 million. Though this move will render 115 of the 130 Somerfield employees in the company’s Bristol office redundant, they will nevertheless be offered a job by TCS for their UK office. TCS, which employed about 3,000 people in UK had vacancies of 150-200 people. Somerfield is the fifth largest grocery chain in UK with 1,300 stores under its belt.

Phiroz Vandrevala, Executive VP and Global Head, Corporate Affairs, TCS said: “This is the first full services contract win for any Indian company outside India. It shows companies like TCS have emerged as global contenders for complete, end-to-end outsourcing engagements based on parameters like high quality of deliverables and innovative business models.” Though the size of the deal might not be that significant, it will open a new multi-billion market for TCS and other Indian IT majors, in the US and Europe. The company is expecting three more contracts by Christmas this year, which will further propel growth for this $3 billion major.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Miracle on 34th street (1947 & 1994)

2007-01-10T02:29:00.000-08:00

IIPM Publication
Miracle on 34th street (1947 & 1994): The title of this flick aptly hints at how this movie might just be very capable of igniting sparks of belief to overwhelm even the most doubtful soul. Through this Oscar-winning motion picture, making place for the real Santa, aka Kris Kringle (Edmund Gwenn), in your hearts would be a Christmas cakewalk as he questions your beliefs and tutors cynical hearts into betting on miracles and the little joys that Christmas brings along. Surprisingly, even the remake made in 1994 wowed audiences, though not as much as the original masterpiece. Moving and magical, this is a film that celebrates the spirit that ought to shine through every Christmas.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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IIPM Publication :- The children of a lesser god!

2007-01-02T22:49:00.000-08:00

IIPM MANAGEMENT INSTITUTE

Dalit leadership needs to concentrate on education
The recent violence in Maharashtra over the gruesome killing of a Dalit family and the desecration of a statue of Ambedkar in Kanpur is making a strong resonance in the ongoing session of Maharashtra Assembly. Considering the gravity of the situation, the Mahara

shtra government arrested all prominent Dalit leaders on December 5, in order to prevent them from leading a protest rally in Nagpur. "The decision is against the freedom of expression. The state wants to silence leaders who
are supporting the Dalit cause," says Prakash Ambedkar, grandson of B. R. Ambedkar. He is perhaps right, because such moves by government may calm the anger for a while, but such measures aggravate matters in the long run.

It is a sad commentary on the Indian state, that after more than six decades of democratic rule, we are nowhere close to reaching our destination of establishing a rule based on caste-less society.

The landless Dalits constitute 20% of the Indian population. Political expediency precludes their entry into the social and economic mainstream. While every political party claims to champion the cause of the backward castes, none seem to be actually interested in addressing the core problems. ‘Reservations’ is the only solution which our political class has in its kitty for the emancipation of the backward class from the drudgery of injustice and ignominy heaped on them.

The incidents of both Nagpur & Kanpur are a reminder to the Dalits that as long as they continue to be fooled by the politicians, they will continue to suffer. The Dalit leadership needs to take up the cudgels of educating the deprived.

Edit bureau: Kalyan Upadhyay

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

IIPM BUSINESS & ECONOMY :- AN ODE TO THE KING...

2006-12-28T00:09:00.000-08:00

IIPM Publication
Established in the year 1945 as an engineering and locomotive company, Tata Motors (erstwhile TELCO) is today India’s largest automotive company with manufacturing facilities in Jamshedpur, Pune and South Korea. Selling 49,061 vehicles in November 2006 alone, the company now has strong presence in Latin America, Europe and the Far East apart from the Indian sub continent. What started as collaboration with Daimler-Benz (now DaimlerChrysler) to manufacture commercial vehicles in 1954, is now the world’s fifth largest truck-maker. With sales touching an enviable Rs.197 billion, this year Tata Motors crossed the 4 million threshold.

Today, out of the total consolidated revenues, 17% comes from international business. In the commercial vehicle segment, Tata Motors holds an authoritative 65% market share, while arch rivals Ashok Leyland and Swaraj hold no more then 16% and 5%, respectively. With the advent of international reputed brands like Volvo, Tetra and Mercedes, there has been some palpitation in the Tata camp.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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IIPM Press Release :- A Cruise-Mas?!

2006-12-25T22:06:00.000-08:00

IIPM MANAGEMENT INSTITUTE
When the Christmas Fairy officially opens the Christkindlmarket in Chicago post-Thanksgiving (November 23), one wonders if the rejoicing is more about X-Mas or the holiday season! A dazzling Tree Lighting ceremony for a highlight at one of the largest holiday markets set up for until Christmas eve, Christkindlmarket Chicago at Daley Plaza is a perfect family bonanza in the truest spirit of the season. Or just watch the whooping joy on the faces of the kids when they get to be a part of a Sunday Brunch with Santa at the Navy Pier, to know how! One site you can’t come off without a cruise down the heavenly waterfront...

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Is globalization tearing the Indian business family ties apart”?

2006-12-19T04:11:00.000-08:00

IIPM Publication
And what has continuously rattled these conglomerates is vertical disintegration after the splits. For instance, post the Modis split in 1989, their textile chain disintegrated. This thereby affected overall profitability of their textile enterprise. There is also the danger of weakening of their financial position, coupled with a dent on goodwill & financial bargaining power. Another case is that of the Birla family’s cement asset division in the 1980s, post which it only worsened until thankfully, K. M. Birla made it the group’s core business & eventually acquired L&T’s cement business which enabled the group to gain some respect. Then followed the rattling billion-dollar controversy surrounding Priyamvada Birla’s will which exposed the chances of an outsider to gain controlling stakes in various M.P.Birla-owned companies. Dwiwendra Tripathi, a renowned historian, however optimistically notes, “Despite loosening financial control of families over their companies and the divides, the control of business families over their businesses have almost remained unimpaired.”

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Source : IIPM Editorial, 2006

Dean of IIPM :- Pofessor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Another one bites the dust...

2006-12-14T03:42:00.000-08:00

IIPM MANAGEMENT INSTITUTE
They got a franchise from the global giant Massey Fergusion and soon emerged as the leader in the Indian tractor industry. It was much later in the year 1954, when H. P. Nanda set up his first factory – Goetze (India) Ltd. – that marked the entry of the group into the manufacturing sector. In 1961, Escorts set up a manufacturing base to manufacture tractors with a technological collaboration with Ursus of Poland. During that decade, the group burgeoned into an industrial group with collaborations with Ford Motors of US and Yamaha of Japan; and in the year 1969, Escorts Tractors Limited came into being. The year 1983-84, H. P. Nanda denied Swaraj Paul’s attempt to takeover Escorts, a victory that he earned against formidable opposition from the Indira Ghandhi government and the Reserve Bank of India. But this was one spurt of patriotism of the Nandas towards the group and its businesses. Well, what followed later, only saw the company slip towards worse.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

JWT finds a fresh way to lure youth

2006-12-08T21:08:00.000-08:00

IIPM Publication
Undoubtedly, creativity and media planning still remains at its best for JWT, but now, the company has started looking much beyond this daily affair. As the world is banking on the evergrowing internet, so no reasons for JWT to lag behind but make hay while the sun is shining. The advertising company is planning to grab a share of the online pie.

An attempt to tap the youth envisaging their dependence on the internet, how can an ad agency of JWT’s fame not make use of the opportunity before anyone else does. Affirms Rohit Ohri, Head of Office, JWT, New Delhi, “Online service has become increasingly attractive to the marketers in the current scenario as the youth gives the internet a lot more time than the television now, and why not, when it is available 24-hours a day.”

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

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Ash or Sush, What is your choice ?

2006-11-25T00:17:00.000-08:00

IIPM MANAGEMENT INSTITUTE
World peace and women’s emancipation well-worded and behind them, both Sen and Rai made their way into movies. And quite interestingly, both made their foray into Tamil films first – Sush in Ratchakan and Ash in Iruvar. Although their debut work did not get them astounding acclaim, it definitely did open further avenues to Bollywood – somehow that worked wonders for the blueeyed Mangalorean more than it did for the ebullient Bengali. However, where Ash aka Gullu has tasted grand commercial success having worked with some great banners and directors, Sushmita manages to rub off instant charm on all she comes across despite a not-too-great box-office repertoire. Though, of late, Sush has not only broken the jinx with rave reviews for Zindaggi Rocks but also brought to light a hidden talent – her paintings were auctioned for Rs. 25 lacs to raise funds for Imran Khan’s cancer hospital – philanthropy at its beauteous best!

Shattering the cherished conformist beliefs, the two have emerged as true iconoclasts in their own right, embodying till, the middle class values, replete with traditional femininity and poise. Without any qualms in being a single mother or unattached, they’ve once too oft en proved that it is anything but a woman’s world! To us, they are the indigenous, real world women, reposed with splendour and surrealism that will always remain…

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

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Blown away?

2006-11-13T21:02:00.000-08:00

IIPM Publication
Indeed, the Southeast Asian banking crisis was fuelled by a number of factors, and every country had its own sob story to tell. Indian banks still remain reasonably protected from such external shocks thanks to regulatory control mechanisms. Furthermore, as the Indian economy grows, there is tremendous potential for the banks in the arena of corporate lending, which is leading to excellent growth in the sector. But there is a catch. The credit quality is showing a downward trend, which could lay to rest all aspirations of long term prosperity. And like Miller said, over-indulgence should not be discouraged, as the banks are actually driving the growth of India Inc. In that case, the lingering question is – what needs to be done to avoid any calamities in future?

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

Hey, now why did you steal my Coke?

2006-11-09T20:24:00.000-08:00

IIPM MANAGEMENT INSTITUTE
Emerging markets like China and Latin America coupled with a hot European summer, certainly helped Coca-Cola to improve its net quarterly profit figures by 14% when compared to last year’s figures (to reach $1.46 billion for the third quarter ended September 29, 2006), but even this wonderful double-digit push couldn’t save it from yet another ‘controversy’ in the Americas! Yes, the two men who had previously have been charged with ‘pinching’ trade secrets from the giant, and selling them to rival PepsiCo. have accepted their crime before a US judge. The two men – Ibrahim Dimson and Edmund Duhaney confessed to the charge of conspiracy and presently stand a peaceful decade in prison and a fine in excess of $200,000 – how about that for a combo deal! A third accused – Joya Williams, former Company Secretary – has been charged with actually lifting the samples from the company source and passing them onto the two men accused. And when the whole world would have guessed otherwise, PepsiCo. informed the officials at Coca- Cola of the developments as soon as they were approached – talk about the business ethics and values in such a competitive environment!

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

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Volkswagen – fallen but not down!

2006-11-07T22:11:00.000-08:00

IIPM Publication
The profits of Europe’s largest car-maker, Volkswagen, fell for the first time in five quarters. Net income fell 92% as compared to the same period last year, to $29.25 million for the quarter ended September 2006, because of costs for making one-time pension payments. However, operating profit of the Volkswagen group grew by a swashbuckling 90% to $1.26 billion! The company also increased its stake in truck maker MAN AG by 5% to around 20%.

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

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The RBI consulate!

2006-10-31T22:16:00.000-08:00

IIPM MANAGEMENT INSTITUTE
Credit counselling gained acceptance in the US after passing of the Housing and Urban Development Act in 1968. In fact, credit counselling has become mandatory for consumer debtors filing for bankruptcy in the US. And Indian banks can definitely draw some lessons from west’s experience of credit counseling as banks in India are plagued with high level of NPAs. Gross NPAs of scheduled commercial banks stood at a 3.4% of gross advances, alarmingly above the well international norms (see chart).

While flow NPAs can be controlled by way of counselling potential customers, it can also shield people against indebtedness. As per the recent RBI reports, the percentage of indebtedness households in rural areas increased sharply from 23% in 1991 to 27% in 2003. Government should frame a public policy for effective implementation of credit counselling. And to begin with, how about bankers first taking a counselling course themselves?

Edit bureau: Asif Ahmed

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

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Sadly, oil wells can’t buy respect

2006-10-29T20:36:00.000-08:00

IIPM Publication
A recent development that has hogged international economic headlines is the strengthening of ties between the leaders of Venezuela and Iran. There seem to be a whole lot of reasons to have brought them together. But has the real reason come to the forefront?

Iran and Venezuela have always shared cordial ties being members of OPEC (Oil and Petroleum Exporting Countries). But lately, they renewed their relationship status. Mahmoud Ahmadinejad’s recent visit to Caracas was marked by the two nations signing a series of bilateral agreements. The deals mainly focus on setting up a joint petrochemical company, a cement company and a car plant. All this is for a common cause. Iran and Venezuela are heading a group of developing nations that oppose the US. Iran is openly supporting Venezuela for a seat on the UN Security Council against Guatemala, which has the support of the US.

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

Definitely Airbus(ted)

2006-10-26T00:13:00.000-07:00

IIPM MANAGEMENT INSTITUTE
Airbus, the A380 super jumbo manufacturer announced its third delay on September 21, 2006, again claiming 500 kms of complicated wiring on each of its $300 million superjumbo A380s to be the cause. Worse enough, till date (aft er two previous such announcements), the aircraft manufacturer had already postponed the delivery programme of its $15.3 billion A380s project by a year – and this announcement therefore would mean a further annoying wait for all the airliners that are yet to receive their deliveries. Though the aircraft ’s parent EADS confi rmed that the delay is not as bad as it sounds, all know that nothing could be worse for the manufacturer who had already faced loads of criticism after making similar recent announcements. Perhaps their newly appointed head of the programme – CEO Christian Streiff – too failed to infuse new life in the megadream of making Airbus the largest ever carrier in history!

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

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Does money grow on trees?

2006-10-18T22:39:00.000-07:00

IIPM Publication
Interestingly, none of the companies in food processing featured in B&E Power 100. Quite sadly, only around 2% of agrifood is processed in India currently. But with a projected growth rate of 11% per annum, the sector is expected to reach a huge Rs.1,350 billion by 2014-15. Hemendra Mathur, Associate Director, Rabo India Finance, concurs, “When we say the food processing industry is going to reach a boom in 2015, it’s on the basis of abundant raw material that we have from agriculture.” Dr. Camille Miranda Gonsalves, Director, Public Affairs, Monsanto India (ranked sectoral #2 in B&E Power 100), further enunciates, “The key driving force for growth in the agriculture sector is the focus towards increasing the individual farmer’s yield. Technology, as an improved farming technique, will contribute towards profitability per acre, and in turn, growth across the sector.”

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

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India’s largest pharmaceutical corporation in terms of sales & market share, and amongst the world’s top ten generic firms, Ranbaxy rules sectorally..

2006-10-17T00:41:00.000-07:00

IIPM MANAGEMENT INSTITUTE
Unlike its Indian competitors, the company has been steadily increasing its R&D expenditure, from about 7% to an expectant 10% by the end of next year. In this regard, the company has even set up its third R&D centre in its Gurgaon facility, which already houses two other centres that have been operational since 1994. And the number of technical personnel undertaking this R&D effort? A mammoth base of more than 1,000 scientists! Ranbaxy has been engaged in cutting edge research on urology, antiinfective and respiratory diseases. Several clinical trials have reached advanced stages of research, to an extent that the subsequent products will enter markets soon. The well written about RBX 11160 anti-malarial molecule, as well as the RBX 10558 dyslipidemia molecule, are just a few examples of the top notch work going on at Ranbaxy. At the same time, Ranbaxy has continuously fought international companies not only in the market space, but also within the law courts. After the courts invalidated the patent of Lipitor (Pfizer’s best selling cholesterol fighting drug), Ranbaxy will now be able to have access to a market worth an estimated $12 billion by the year 2010. Truly, Ranbaxy knows how to pave its way.

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

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Vodafone bundles itself to get better

2006-10-12T00:29:00.000-07:00

IIPM Publication
Vodafone – the world’s largest cellular service provider – has now decided to foray into the competitive fixed-line broadband market in the UK. It has also signed a deal with the telecom giant British Telecom’s wholesale wing. Vodafone aims at providing its customers with the advantage of availing the bundled packages including mobile and broadband services. Vodafone hopes to fl oat the new service by the end of this year. Upon entering the highly competitive bundled services market, the mobile giant should ready itself to face stiff competition from O2, Orange and Virgin Mobile.

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

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What’s in a name?

2006-10-05T00:54:00.000-07:00

IIPM MANAGEMENT INSTITUTE
Nair goes about her job with élan, taking creative liberty to carry the viewer along on a cinematic journey that meshes together the pathos, irony and humor of the lives of a family of immigrants.

Set in the political maelstrom of 1970’s Kolkata, the tale veers to Ashok Ganguly who migrates to the US of A and marries classical danseuse Ashima and from thereon the story unwinds. Nair’s eye for the whimsical breathes life into the subtlest of nuances and treats the trials and tribulations on show with all the subtlety of a floating butterfly. The vibrant visuals that comprise Nair’s signature style is also apparent, and the distinguished director is in fine fettle, thus dispelling all doubts of those who doubt her mettle...

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

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‘Differentiation’ builds meritocracies, but also breeds resistance. Separate the wheat from the chaff...

2006-10-04T05:21:00.000-07:00

IIPM Publication
So why does it spark “all sorts of resistance,” as you so accurately suggest? By far, the most common reason given is that differentiation is cruel. But we’d make the exact opposite case. Look at it this way. Because of differentiation’s performance appraisals, people always know where they stand. Maybe the news is not always good, but it does allow them to control their own destinies.

Compare that to companies where managers – in the name of kindness – allow people, and particularly under-performers, to stay put for years with a pat on the back. Then a downturn occurs. Middle-aged under-performers, of course, are always the first to get the axe, and one by one, their manager calls them in for a conversation, which usually goes something like this:

“Joe, I’m afraid you have to leave.”
“What? Why me?”
“Well... you were never very good.”
“I’ve been here 20 years. Whydidn’t you ever tell me?”

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

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High-flyers, flying high!

2006-09-25T22:54:00.000-07:00

IIPM MANAGEMENT INSTITUTE
No frills airlines are passé. The name of the game today is all frills attached! Blame it on the terror situation responsible for the hullabaloo at airports all across the globe, for as all-frill airlines have moved on, it is mainly the mainstream and low-cost airlines that are now left bearing the brunt of the whole issue! But Jeh Wadia, Managing Director, GoAir has a different take to it, “It’s not true in the Indian context, where it’s more of perception than reality. All airlines in India have to be as per the government regulations and the DGCA and BCAS. So there’s no question of any special privileges given to any passenger which would make him choose the high-end aircrafts.” And considering the market shares of three most profitable budget airlines in the world – EasyJet, Ryanair and AirAsia – all-frills airlines have a long flight ahead!

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

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In the Land of OZ

2006-09-22T21:52:00.000-07:00

IIPM Publication
Australian Prime Minister John Howard proudly proclaimed in a visit to India in 2002 “Australians do rise to the occasion on the sports field, in the boardrooms, overseas, indeed everywhere.” A very valid observation, if one was to consider the way the economy has come back post the East Asian crisis. It is expected for business investments to remain strong. The government for the year 2005-06 is projecting substantial surpluses, which would be utilised to reduce the pressure on the current account and interest rates.

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

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