International

Intel: change of guard

Otellini’s successor to come into a hard landing

The Paul Otellini era at Intel Corp is drawing to a close. Intel’s legendary CEO will call it a day in May 2013, after working for an astounding 40 years in the service of the world’s largest chip maker. The news came as a shocker, as Otellini, 62, surprised the tech community by announcing to retire three years before Intel’s mandatory retirement age. He has had a stellar record at the helm of Intel since 2005. Intel’s revenue increased by 57% to reach $55 billion at the end of 2011. He also settled an antitrust suit against Intel for $1.25 billion, and went on to convince Apple to put Intel chips in its computers.

Otellini will hand over the baton to a new incumbent at a critical juncture in the company’s 44-year-old history. Until not very long ago Intel strode the tech world like a collossus, enjoying over 80% share of the global market in computer chips and processors. But those days of glory are now a fading memory as new rivals and upstarts such as Qualcomm and ARM Holdings have eaten into the turf that was once Intel’s happy hunting ground. The company also found itself turning up late for the party as new players made rapid gains by moving in fast and capitalising on the big shift towards mobile devices.

The Intel board has begun its search in earnest for a worthy successor who can turn around the flagging fortunes of a company beset by an eroding market share and falling PC sales. Last month Intel’s Q3 net income fell by more than 14% to $3 billion on falling PC sales (its core competence area). According to market research firm Gartner, PC sales fell flat for the seventh quarter in a row during the second half of 2012 and the outlook for the future doen’t look bright either. Will Otellini’s successor be able to step up to the plate and revive Intel’s business in these challenging times?

HP: DEAL gone sour

Autonomy deal blows up in the face

Bad luck seems to have become a constant companion of the US technology major Hewlett-Packard (HP). The latest downer is it’s purchase of Autonomy, a British software company, for a whopping $11 billion last year. How HP, an old warhorse of the tech race, could have been so naive to jump at a deal, which had disaster written all over it from the word go? Autonomy’s numbers were fishy to begin with. Its stated profit margins of around 50% did not seem to translate proportionately into cash flow and its claim of double-digit organic growth in software license revenue appeared too good to be true. And despite being warned by analysts that it was forking out too high a price for the acquisition, the computer maker went ahead with the deal. Not surprising that it has now unravelled with destructive force leaving behind a toxic trail of accounting rigmarole. HP is now engaged in salvaging the situation and limiting its damages. The company has written down $8.8bn in the value of the deal. It has also fessed up to “serious” accounting improprieties at the British company. However, it will take some time before HP is able to clean up the mess and leave the stink behind.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

“We’ll try to close the gaps in our after-sales process”

Neeraj Garg, Member of Board & Director, Volkswagen Passenger cars, talks about the automaker’s plan of action in the all important Indian market

B&E: As compared to what Volkswagen has achieved in markets like China and Europe, it is still early days for the automaker in the Indian market. What it is that VW wants to achieve in India?
Neeraj Garg (NG): As a company, we are looking at becoming a key driver of the growth in India’s automobile market. After we started launching products in the high-volume segments three years back, we have been able to gain a strong position in the Indian market. As compared to a sales volume of 3,000 units in 2009, we sold 33,000 in 2010 and 78,000 in 2011. We are today the sixth-largest passenger car manufacturer in the country. Is this where we want to stop? Certainly not!

B&E: Globally, VW has a plan to become the market leader by 2018. While it is expected that the company will be able to achieve that milestone before the set year, what is your view on the market share that you would like to achieve in India by, say 2018?
NG: What I’d like to say is that if VW wants to keep growing, we will have to keep on expanding our sales volumes here. We are among the top three globally. And because India is a strategically critical market for us, we have to build a very strong footing for ourselves in this domestic market. Three years back, the awareness level of our brand was single digits. Hardly anyone knew what VW stood for. Today, that awareness level has risen by 800-900%, which is a significant jump. Although in this respect we are still way behind companies like Maruti, Hyundai and Tata – whose awareness levels range from 90%-99% – I think we have been able to communicate well with our target segment. We have the potential to climb up the ladder. However, this process will take time. Today, we are catering to only 40% of the total market with our seven-product line-up. Hoping that the industry will sell more cars than the 2.2 million cars sold last year, all I can say is that we are right on track.

B&E: You have outpaced the industry in terms of growth over the past few years. What is the action plan for this year?
NG: This is the time to check whether we are ready for the long-term growth of the domestic market or not. We plan to fill the gaps in our system and consolidate what we have achieved so far in India. For instance, since our sales network has grown exponentially, there are gaps in the after-sales process. We will also be addressing issues like manpower training et al.

B&E: And what about the novelty factor, since your competitors have launched many new models over the past few months?
NG: All our products are new in any case. Vento is one year-old, Jetta is just six months-old and Passat is just nine months-old. India is very different from the developed markets where manufacturers have to snatch away market shares of other manufacturers to grow. India has a lot of headroom for all manufacturers to grow and we will be able to scale up volumes by opening more dealerships and infusing more efficiency into our system.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Pravin Kumar

In an Interaction with B&E’s Akhilesh Shukla, Pravin Kumar, CEO, Spanco BPO speaks on The Company’s entry into The African Subcontinent, tie-up with Bharti Airtel, Expansion plans and The Challenges in Employee retention that lie ahead

B&E: While the entire BPO industry runs on the off-shore business model, Spanco is interested in onshore businesses. What’s the reason behind this?
Pravin Kumar (PK): You’re right. At Spanco, we believe in focusing on the onshore business model – as much as 60% of Spanco’s revenue comes from onshore businesses while the rest is from offshore. The benefit of being in the onshore business model is that it minimises the risk of losing business. Besides, at Spanco, we believe in domain knowledge – that is why we just go for select clients and sectors. Most of our clients are from the BFSI, telecom and banking sectors.

B&E: What are the major investments that you are making in your Africa business, especially after getting shortlisted by Bharti Airtel for customer care and back-end support services?
PK: As soon as we entered into the African market, we got the contract from Bharti Airtel. As a result, we became the largest BPO in Africa on day one itself, with a work force of 2,200 people. We have improved the service level with the existing manpower and infrastructure. Earlier, these customer care centres managed to answer only 30% of the calls; it has now improved to 90%. As a result, the number of calls received per day dipped to 12,000 per day from 15,000 per day (as a result of increased customer satisfaction). We have committed an investment of $20 million for the next three years and are planning to hire 1,500 people by the end of March 2011. In the next two years, we will take the manpower level to 8,000. Further, to leverage our India experience, we plan to train some of the workforce in Africa at our facility in India. We have plans to take 100-125 work forces in batches to India for training. This will start from the next financial year.

B&E: What is the kind of growth opportunity you see for BPO businesses in Africa? How is the market different from that of India?
PK: The BPO sector would be one of the biggest employers in the African subcontinent. In the next five years, this sector will employ half a million people in the region in both domestic and international market. The best part of the continent is that they have people who naturally speak English and French. In some parts of the Africa, they speak Arabic also. Their accent is very close to the European countries. The time difference is less in comparison with India. Besides, as the unemployment rate is high, the workforce is cheaper. The average monthly salary ranges from $200-300. We see a huge growth opportunity for ourselves. The market will become at par with our India operation in a span of approximately three years.

B&E: Apart from the customer and back-end support of telecom operators, what are the other businesses you are planning to tap in the sub-continent?
We already have a tie up with Bharti Airtel for $226 million for running its customer care and back-end support for the next five years. The telecom market in Africa will certainly evolve. After Bharti Airtel’s entry, we have witnessed Spanco’s revenues go up. Besides that, we have also got an opportunity to run 66 Airtel showrooms in Africa. We will soon sign the agreement. That business will also flourish with the growth of telecom market in the region. Spanco would foray into power distribution and power reforms too. The power availability in some parts of Africa is as low as 15%, the maximum is 40%. We can add value to these two areas and the sector has a huge opportunity. And yes, e-governance has a high potential for growth too in the continent.

Read more....

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Throws light on Czech’s post-USSR relations with Russia

In an exclusive conversation with Akram Hoque and sayan ghosh, H.E. Miloslav Stasek, the Czech Republican Ambassador to India, shares his views on EU, NATO and US and throws light on Czech’s post-USSR relations with Russia.

B&E: How are your relations with post-USSR Russia?
MS: We accept each other. We understand Russia is a superpower. It is a very important source of energy because most of the oil and gas coming to Czech Republic is sourced from Russia. In this perspective, Russia is our strategic partner. However, Russia must accept that we are an independent country now. The political dynamics of central Europe have completely changed. We are a member of Western Europe now. The issue of establishing American defence systems is being addressed and we are having regular discussion with Russia on this front. With the new American administration in place, Barack Obama is now thinking of a new system which could handle this issue.

B&E: There are strong rumours that Czech Republic wants the loans ($10 million) back that it gave to Communist countries like North Korea under your Communist regime. Your comments?
MS: We want all our money back (laughs)! After the collapse of the communist regime, we would like to settle all our debts unofficially with all the countries. The money loaned out was invested in some projects that were initiated through the government. We are now talking to international institutions like IMF to find a solution for this issue. North Korea is not the only country where our money is. There are countries like Sudan ($11 million) and Bolivia where these issues need to be settled.

B&E: There has been negligible criticism over hate-crimes against minority groups like Gypsies. Is the Government bothered about this?
MS: The government is bothered and we have assigned one of our ministries the charge of this entire issue. The ministry is focussing on how livelihood of Gypsies can be improved. They have all the rights like any other citizens. The problem is the integration of Gypsies in the national society because they live in cross communities. They don’t send their children to school even for basic education. So the challenge is to change their mentality. That is also a problem with US and Canada.

B&E: As an Ambassador, what are your plans for fortifying relations between India and Czech Republic?
MS: I will do all I can to enhance the extended relations we have with India. I will try to enhance people-to-people, economic, cultural, security and military cooperation. There is a huge potential and we would like to benefit from the economic development of India.

Read more....

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

BP (ERSTWHILE BRITISH PETROLEUM): GULF OF MEXICO OIL SPILL DISASTER

B&E’s Steven Philip Warner talks to various global oil & climate experts from the likes of Goldman Sachs, Credit Suisse, Standard & Poor’s, Argus Research, JBC Energy & Varda Group to find out what awaits BP’s fate? Will BP, which as recently as two months back was the second most valued oil major in the world, disappear?

He still does. And the main one comes in the name of the bill on the clean-up and litigation, which bears the potential to dent huge holes in BP’s pocket. After setting-up a relief fund of $20 billion, in cooperation with the Fed, many experts are forecasting future outflows that could create suicidal pressures on BP’s bottomlines. London-based Kim Fustier, Global Oil & Gas Analyst, Credit Suisse tells B&E, “These total to $28 billion, $35 billion and $49 billion post-tax respectively. We have cut the FY2010-11 EPS outlook for BP by 13% on average to reflect higher clean-up costs and a higher cost of debt. We have cut two quarters of dividends in the second and the third quarter.” BP also has total committed acquisitions amounting to $8.9 billion (as of mid-April 2010), which will further reduce heavily its surplus cash balances, which stood at $5.3 billion, as at the end of March 2010. There is some relief in the form of committed undrawn credit lines amounting to $5.25 billion, however, most of this will fructify only in late 2011 and 2013.

Till date, BP has spent $1.70 billion in the clean-up act; the liabilities are scheduled to touch $6.44 billion for 2010 and $7.08 billion for 2011 (estimates by Credit Suisse). At current oil price levels and debt-equity ratio of the company ($77 per barrel and 30.8% respectively, as on June 22, 2010), the company can afford to pay up anywhere between $6–$7 billion, without disturbing its balance sheet. In defense of BP’s financial competence, Michele della Vigna, Energy Analyst of Goldman Sachs tells B&E, “BP’s cash balances, operating cash flow generation, and bank lines should collectively be sufficient to meet liquidity needs. BP’s near-term financing needs are covered by committed bank lines of more than $10 billion, which would likely obviate the need for BP to turn to the capital markets at a time of stress.” Sounds like the BP ship is prepared for the next iceberg.

But clear and present hope for Hayward’s big oil ship is like spotting a Rolls Royce in Charlotte’s poor suburbs in Northern Carolina. If oil prices fall even slightly below the $70 billion mark, and if BP maintains its current debt-equity ratio, then it can pay up nothing more than $5 billion per year, without raising more capital. In that case, it will either have to opt for higher debt or equity dilution, and in the worst case – sale of assets.

Read more....

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Fac

We take a quantitative stock analysis!

While many international restaurant brands are already in India, a host of others are lining up to commence operations. But almost every CEO B&E met for this story lamented the over-policing by the government... We take a quantitative stock analysis! by Vareen Gadhoke Ray & Swati Sharma

The Economics of Food
Notwithstanding its increased prominence in recent years, the restaurant industry has a history of being fragmented & unorganised, and often suffers the consequence of being compared to the small sweet shops & roadside snack outlets spread across the country. In a market dominated by the unorganised players, the organised segment is estimated to be Rs.70-85 billion [as per "Indian Restaurant Industry 2010", a White Paper prepared by National Restaurant Association of India (NRAI) in association with Technopak Mindscape]. The organised segment of the restaurant industry forms 16-20% of the total restaurant market of Rs.430 billion.

In spite of the slowdown, the restaurant industry in India is still expected to be one of the fastest growing, with a growth of 5% plus until 2011. The organised segment is in fact expected to grow faster than the overall restaurant industry, at 20-25% per annum. And given the faster growth of the organised segment, its share of the pie is expected to increase to 45% (to a size of Rs.280 billion). The reasons for this growth are two fold. First, the growth of current and new organised players, and second some of the unorganised operators becoming organised.

As per a Technopak report, by 2015, the restaurant industry will become Rs.625 billion plus. While this is a fast paced growth, had the Indian restaurant industry occupied a similar share of GDP as the restaurant industry of the US occupies of the US GDP, its value would be Rs.1,800 billion, so the untapped potential is immense. Among the various formats, QSRs & cafes have had the maximum growth over the last few years. While most other countries in the Asia region witnessed single-digit growth, QSRs are expected to grow at 15-20% over the next five years. 

Read more......

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

 

Reserve or reverse, it’s his choice; really!

low growth or inflation; it was a tough choice to be made by the RBI Governor. The problem is, despite a quarterly review of the Monetary Policy, he’s still to make the choice, says Manish K. Pandey
 
It was quite a spectacle on the morning of January 29, 2010, at the RBI headquarters in Mumbai, when a seemingly nervous Duvvuri Subbarao, Governor, Reserve Bank of India (RBI), read out the third quarter review of Monetary Policy 2009-10 in a rather ‘ill-at-ease’ fashion. And why wouldn’t he be? After all, he had a daunting task at hand – to tame price instability without jeopardizing the country’s economic growth. So how did he go about playing with the numbers? While he hiked the cash reserve ratio (CRR) of banks to 5.75% from 5% (this was higher than market expectations of a 50 bps hike on the CRR), he left the repo, reverse repo and bank rates unchanged at 4.75%, 3.25% and 6% respectively. So were these changes enough to guarantee an accomplishment of some sorts?

If one looks at the overnight money market rates, they have remained close to the lower band (3.25%) of the liquidity adjustment facility (LAF) for months now, thereby reflecting the huge liquidity bulge. In fact, the banking system has been depositing over Rs.1 trillion on a daily basis under the LAF window during the current fiscal. Considering this, the two-phased hike in CRR (a 50 bps increase on February 13 & the remaining 25 bps increase on February 27), which is expected to squeeze out Rs.360 billion of liquidity from the system, is certainly not going to make much of a difference to the ongoing supply-demand imbalance. Further on, an immediate hike in interest rates is also an unlikely phenomenon (most bankers have already pointed this out). So the moot question is whether Subbarao has given the right twist to the numbers or not.

Explaining his choice of adjusting the CRR than the interest rates, Subbarao says, “If we had used interest rates, it would mean that the amount of liquidity we would have absorbed would have been more unpredictable.” True, but, was there really a need to tamper with any of them? More dangerously, by increasing CRR, hasn’t RBI made both inflation and growth more unpredictable? In fact, RBI has raised both its growth and inflation forecasts. While on one hand, it raised its end-March WPI inflation target to 8.5% from 6.5% earlier, the GDP growth forecast for FY2010 has been raised to 7.5% from 6%!

Read more....

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Parents: Happy and Gay!

Same-sex couples are coming out for adoption…

One of the best gifts that one could give someone is ‘life’. You may not be God, but in the form of a parent, you could be his personification for a child. Like Sushmita Sen has shown, it’s not essential to be with someone to be a parent either. Being a parent may not be easy, but this call of eternal love and emotion comes from within. In the present day scenario, there has been a surge in the number of gay couples going through adoption agencies. Adoption sure is a tough decision, and so is the procedure. Even for a conventional couple, child adoption isn’t easy. After a formal application and an NOC from CARA (Central Adoption Resource Agency), the couple has to wait till the authorities find a child suitable to their expectations, and unlike the common belief, parents are not permitted to choose their baby. Adoption isn’t as difficult abroad as is it in India, but it’s nearly impossible to adopt here if you’re gay. Homosexuality has found legal acceptance and sex between gays is no longer a crime, but according to the Supreme Court ruling, there have been no comments as regards marriage rights between gay couples or their adoption rights.

It’ll be long before India opens up to the idea of gays getting married and thereafter adopting a child legally, but for those, for whom love knows no boundaries, such beautiful relationships already exist. “I just got my son married to a girl. I found him on the Bandra Station when he was 13-years old. I raised him and supported him to be able to earn his bread. No one taught me how to be a mother, but I knew it... it is a feeling which comes from within. My partner and I never feel that we are incompetent as parents,” says Mr. Girish Kumar a.k.a. ‘Nihsa’, who lives with his partner Mr. Praveen Sharma. Just like all parents, even gay couples assume roles within a family. One assumes the role of the father and the other, that of a mother. All these feelings come to them very naturally. A child strives for love, care, tenderness and optimum support and guidance. These aspects of one’s life are not subject to sex, and can be fulfilled by anyone who feels for it in the right manner.

Read more.....

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

3 Tenets: Navigating change for growth

As consumerism further evolves, companies need to look at different ways to innovate and stay relevant

Gone are days when superior quality of product or being the best of breed was a sufficient barrier to entry and protect market leader positions. Nowadays, there is increased reliance on the softer aspects of business such as building brand awareness/ brand loyalty through marketing communications strategies, establishing strategic partnerships, keeping product features fresh, new and relevant; all while leveraging innovative platforms such as social media.

In these modern times of technology, rapid gratification and labour market mobility, organisational change is a way of life. This change could mean any number of things from shifting organisational culture, to operational processes to strategic directions. One needs to learn to expect it, and plan for it. Microsoft has created a plethora of great examples for dwindling companies that did not prepare for change. Lotus 1-2-3, WordPerfect were all at the top of their game when a little known company called Microsoft entered the market with Windows/Office. These companies underestimated the competitive landscape and now they are struggling relics of the information age. Much as this is true for large businesses, it is also true for small businesses as information savvy consumers will now gravitate towards competitors who are able to offer the best value for money and/or a differentiated buying experience. In order to protect your financial bottom-line, you need to be able to understand the rhythm of your market, separate out the urgent from the important, and build in enough flexibility into your system to be able to change with market needs.

360° Vision
I love the quote, “Without a destination, it is difficult to know which road to take.” When you know what to change, putting the ball in motion becomes the easier part. Some of your change will be a result of internal growing pains e.g. evolution of your product and story, and some of it will have to be driven by your competitors. There has been an explosion in small business growth as, in addition to the traditional groups, several laid off workers have struck out on their own. It is becoming a busy, and noisy, marketplace. With consumer knowledge at an incline, it is imperative to understand competitive positioning so that you can react and change direction when needed. Monitoring competitors’ pricing, product features, sales strategies and anticipated strategic directions are key in prioritising areas of change.

Empowered Organisation
If there is one thing you need to instill in your organisation’s work habit, it is the ability to separate the urgent from the important. Business execution and putting out daily fires is necessary but not sufficient. In doing so, you are probably inhibiting your growth as it becomes difficult to anticipate opportunities, let alone prepare for it. If need be, enable the appropriate employees to take on the lower priority tasks while you shepherd the strategic direction for your company. This means establishing well-understood processes that give employees some degree of freedom to make responsible decisions. Their solution may not be your first pick, but ask yourself, ‘does it get the work done?’ And if so, move on. This sense of ownership of problems will bring efficiency of epic proportions, and will help build a workforce ready to react.
 

 Read more.....

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Now for some ‘Healthistaan’

Pepsi’s new initiative in rural markets faces a branding challenge

Phew! For a change, this is a refreshingly different story. At a time when companies are actually turning enemies of scale, PepsiCo India is actually continuing its untethered initiatives to achieve it in India. Claiming that the FMCG sector remains barely moved by the global slowdown otherwise troubling various industrial sectors of the world, Indra Nooyi, Global Chairman & CEO recently spoke with B&E to inform, “Irrespective of the recession, our sectoral volume growth has been not affected.”

Nooyi has just propagated the ‘Power of one’ strategy globally, and restructuring in India is on track with respect to this strategic direction. PepsiCo India and Frito-Lay will now come under Sanjeev Chadha as one entity and exploit mutual synergies. The company has earmarked another $500 million for expansion in India, hoping to triple its business in the Indian market. It’s a different matter that the company has also announced investments of $3 billion in Mexico and $1 billion in China recently!

Read more......

Source : IIPM Editorial, 2012.An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM - FLP (Flexi Learning Program)

Fractured infrastructure?

Only an efficient public transport system can reduce the usage of personal vehicles

Statistics have been conspicuously crowned as the king of lies. But the fact is that there is no other logical way to prove truth other than the damn statistics. Figures don’t lie and they definitely don’t when we say that lack of proper public transit systems and infrastructure leads to high usage of private cars in India.

This trend is most visible in urban areas. For instance, Delhi has a very high rate of migration. While the population continues to rise, the city has seen a marginal rise in the number of buses in the last four years. Result: the rise in personal vehicles has been 100%. China was facing the same problem till 2006. To solve this, they came up with Bus Rapid Transit (BRT) lines in 2006. The system has been a run away hit and presently 50% of the all the trips in Chinese cities are done through public transport, majority of which are through buses. On the same lines, BRT has been started in India but is still in the trial phase and its future remains uncertain. Japan is another classic case of this trend. The market for new cars in Japan has shrunk from 7.78 million in 1990 to just 4.13 million in 2007. The reason for this is lack of proper parking facilities and the efficient public transportation in Japanese cities.

Not that high number of cars is a bad thing, but too many of them create problems. Pollution, accidents, jams are just to name a few. Indian city roads on an average occupy 12-14% of total land area. It’s 10% in Mumbai and 6% in Kolkata. The same roads carry more and more vehicles which lead to jams and accidents.

Read more......

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

The Dark Knight!

Of all the July 4ths that Bennett hates, he’ll hate July 4, 2008, the most. While the nation rejoiced on this day, he had already been sentenced to 16 years in Federal prison the day before... all thanks to his Dark Knight acts at Refco

“I knew failing to disclose these filings was wrong. I know I was wrong. I deeply regret it,” is how Phillip R. Bennett pleaded guilty, with eyes full of tears, before the US District Judge Naomi Reice Buchwald, on February 15, 2008. And what was his crime? Well he literally killed a company!!! Bennett, the former CEO of Refco Inc., a New York-based leading financial services company, earned fame having made millions for thousands of his clients (even US Senator Hillary Clinton was one!). But there was the dark side to this knight... he mismanaged Refco’s clients’ equity and disguised $430 million of bad debts. During its heydays, Refco was known as the largest non-bank US futures commission merchant of commodities and futures. The company was founded in 1969 by Lt. Thomas Dittmer and his stepfather Ray Freidman (who also had a criminal record!) as ‘Ray Freidman & Co.’ in Chicago. It was eventually relocated to New York. Its base had swelled to 200,000 customers and $4 billion in assets by October 2005. Then doomsday occurred. Many experts claim that Refco’s flameout was one of the most spectacular financial failures in US history amid civil and criminal investigations. Between its IPO in August 2005 and its October 18, 2005 bankruptcy filing, more than $1 billion in investor capital evaporated from Refco’s coffers. Beat this, it took just four days for Refco to transform from being the world’s largest commodities and futures brokerage to a company worth nothing, making it the fastest crash of a publicly listed company ever!

Born in 1948 in Britain, Bennett graduated from Cambridge University and joined Refco in 1981. He became its CFO in 1983 & subsequently its CEO in 1998. Under Bennett’s guidance, Refco advanced into the fast-growing unregulated markets and drifted away from its traditional business of dealing with agricultural commodities. Under him, the company acquired 16 smaller competitors and grew its revenue base by an incredible 24% annually through 2004. What followed however proved him a ‘dark knight’ for his stakeholders.

Read more.......

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Democracies are peaceful

Democracies are peaceful, representative – and terrible at boosting an economy. Or at least that’s the conventional wisdom in Asia, where for years growth in India’s sprawling democracy has been humbled by China’s efficient, state-led boom.

The idea that there is a trade-off between economics & politics is ingrained in the minds of many policy-makers and business executives in Asia, as well as the West. But that idea has never been systematically proven. If India, with its noisy, chaotic, and lumbering political arrangements, can grow, then no other poor country must face a Faustian choice between growth & democracy. A deeper look at the two countries shows that they have succeeded and failed at different times for remarkably similar reasons. Their economies performed when their politics turned liberal; their performances faltered when their politics slid backward. Now, as many poor countries grapple with similar political & economic choices, we must understand this dynamic. It is high time to get the China-India story right.

India’s untold history

That story doesn’t begin in 2008. It’s a horse race that goes back decades, and one that tells us much about the relationship between democracy & growth, governance & prosperity. From an economic perspective, it is not the static state of a political system that matters, but how it has evolved. The growth India enjoys today sped up in the 1990s as the country privatised TV stations, introduced political decentralisation, and improved governance. Contrary to conventional wisdom, India stagnated historically not because it was a democracy, but because, in the 1970s & 1980s, it was less democratic than it appeared.

Many scholars blame India’s first PM, Jawaharlal Nehru, for adopting a development strategy that caused India to stagnate from 1950 to 1990. But this view is unfair to Nehru, and it shifts the blame from the real culprit – Indira Gandhi, PM during much of the period from 1966 to 1984. Nehru’s commanding-heights approach was the reigning ideology in many developing countries, some of which, like South Korea, were quite successful. The issue is not how harmful Nehru’s economic policies were, but why India intensified and persisted in this model when it was clearly not working. To answer this question we have to understand the lasting damage that Indira Gandhi inflicted on Indian democracy.

Read more.......

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Industrial infection

MNCs are hailed as national treasures but their devil-may-care attitude results in tragedies, making them global shame

globalisation is inevitable as we reside in ‘global village’. And the entities which benefit the most, perhaps, out of this phenomenon are modern day centres of affluence & influence – MNCs. As they profit and in the process, enhance employment and production, goes unnoticed is that their drive to profit, which leaves the rest in pain, is their lack of concern and efforts towards safe working of their industrial units, across the globe. While a McKinsey report has exemplified that cumulative market value of top 10 Fortune 500 companies is equal to combined GDP of India & Brazil or total forex reserve of six leading Gulf oil exporting countries in 2006, but their irresponsible, greedy & biased business policies and activities without considering people, environment & legal aspects, have brought apocalypse in form of fatal industrial accidents, environmental hazards, affecting millions in myriad other ways.

Start with Bhopal gas tragedy in 1984; which is the most horrifying industrial catastrophe in history, claiming between 3,000 and 20,000 lives, leaving thousands with serious diseases and injuries. The reaction of Dow Chemical, the global giant providing innovative chemical, plastic and agricultural products and services and responsible for this industrial catastrophe, publicly disowns its accountability. Moreover, it tried to console affected families with mere $300-$500. And when nearly 200 women protested against Dow for its meagre liability and for not really taking any proactive mechanisms to clean up the area stacked with dangerous toxic waste which spreads many gas related diseases in the small town Bhopal, it has sued them for raising voice against the company using it’s political, monetary & muscle power.

When an explosion and fire ruined a fireworks factory belonging to Bright Sparkles Sdn. Bhd. at Sungai Buloh, Malaysia in 1991, causing 22 deaths & injuring 103, Bright Sparkles remained lukewarm in helping victims and their families and compensating the environmental damages it has caused.

Read more......

Source : IIPM Editorial, 2012.

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

For More IIPM Info, Visit below mentioned IIPM articles.
 

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

IIPM : The B-School with a Human Face