WHEN DIFFERENTIATION WORKS

When businesses finally realize they can’t win on price, they try to differentiate their products. Companies, we’re told, should adopt the following: Design cool products like Apple and Bang & Olufsen. Continually innovate like Gillette and 3M. Offer a unique product mix, like Sharper Image. Brand a community like Harley-Davidson & Red Bull. Sell experiences, as Four Seasons, Nordstrom & Starbucks do.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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A LUSCIOUS DEAL FOR PREMIER FOODS

In a move that will create Britain’s largest food producer, Premier Foods PLC is planning to acquire arch rival RHM PLC for $2.43 billion. With this tie-up Premier Foods will add brands like Mr Kipling cakes, Hovis bread & Bisto gravy to its already strong portfolio, which boasts of household names like Branston Pickle, Angel Delight desserts Crosse & Blackwell products and Bird’s custard. This is Premier Foods’ second buyout this year after acquiring the Campbell’s Soup in July for $882 million. Premier Foods has no plans to sell any RHM brand acquired, as this deal has put it in a stronger position to stand up to the country’s powerful supermarket chains.

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Source : IIPM Editorial, 2006

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

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Tata Group

He made sure that his troops meet the performance targets – and in setting targets he followed the erstwhile ‘GE Way’ vision, which was to either be number one, or two. And in that vision, shareholders’ wealth became pristine. From Tata Steel (where the workforce reduced from 80,000 in 1992 to around 35,000 in 2006) becoming the lowest-cost steel producer in the world, to hiving off stakes in many industries, from Tomco to the Ambassador hotel chain, from TCS acquiring Chinese operations, to new found Corus deal, from telecom, to infrastructure, Tata Group leads, and like very few!

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Source:- IIPM-Business and Economy, Editor:- Prof. Arindam Chaudhuri - 2006

STAG FACES A CHOP AT HOUSE OF FRASER

Britain’s high street department store chain, House of Fraser is planning to undergo a facelift in a bid to modernize its image. The store plans to drop its iconic prancing-stag logo which dates back to 1909. Investment firm Baugur, which bought the chain early this year for $668.29 million wants to add some excitement to the store’s image. This move is to reinvent the House of Fraser brand as a “house of fashion, fragrance, footwear & fun”. House of Fraser, which has 66 stores in its chain, reported an 8.8% increase in sales in the second quarter of 2006, as a result of acquiring the businesses of Jenners & James Beattie in 2005.

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Source:- IIPM-Business and Economy, Editor:- Prof. Arindam Chaudhuri - 2006

The boulevard ahead

With such enormous opportunities and strategies been put in place to grab them, the industry is traveling on a highway to moon. With rising international competition, Indian counterparts need to winch up their performance bar and ramp up their technology to achieve higher operational efficiencies. However, the capacity addition race is going to be the ultimate decider. Anyone who can bring in the capacity in a short span and manage to rope in manpower and technology, can emerge as the new kid on the block. A word of caution, however, is ‘not’ to become overbullish because then the next thing that will hit will be the glut, flagging the shine of this golden sector. ‘Too much of haste would mak waste!’ – is what Indian hoteliers have to keep in mind.

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Source:- IIPM-Business and Economy, Editor:- Prof. Arindam Chaudhuri - 2006

TRANSFER TECHNOLOGY

The transfer of technology will cover the manufacture of super critical boilers to meet the requirements of the mega power projects being planned for the country. With this move, L&T hopes to play a major role in the Indian power sector. The expected investment in the joint venture between L&T and MHI is approximated at Rs.450 crore. The 20-year licence would cover an output range from 300 MW to 1000 MW or nominal super critical coal-fired thermal power plants. So, one can just hope that this agreement will help in meeting the demands of a power hungry country like India.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006