Thursday, August 30, 2007

“The company believes in making the best engineered products.”

Adds Rahul Aggarwal, VP, Global Marketing Hub & India Marketing, Lenovo, “The company believes in making the best engineered products.” He mentions at length the superior, innovative additions in Lenovo desktops, “The thinklight for reading in the dark, the face recognition system, the hard disc protection system, the jog dial for quickly moving from music to movies to photos, the roll cage for protecting the screen…” The IBM effect is still visible here.

Then, one wonders, what gives Lenovo a better chance than IBM, which was always famed for these technologies, but failed to convert them into market gains. Here, Rahul clarifies, “IBM’s focus was slowly shifting towards large enterprises, services and soft ware. In client PC segment, on the other hand, the rules of the game had changed...” This, according to him, is where the Chinese edge is helping now.
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, August 14, 2007

Sun in Taro with $454 million

Sun Pharmaceutical Industries Ltd. has entered into final Sun Pharmaceutical Industries Ltd. agreements with its subsidiaries for acquiring Taro Pharmaceutical Industries Ltd. The deal (worth $454 million) will be funded with interior accumulation and proceeds from its FCCB. This multinational has its footprints in U.S., Israel and Canada, of which North America begets more than 90% of Taro’s sales. Dilip Shanghvi, Sun CMD, stated that the company looks forward to working with Taro and its employees further ahead. It’s the apt opportunity for the duo to create increasing value and add a complimentary multinational organization to Sun’s business. More so to the deal, there are bright chances to build on Taro’s expertise in dermatology and paediatrics, along with its speciality and generic pharmaceuticals and over-the-counter products.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Monday, August 13, 2007

Qualcomm’s loss is Broadcom’s gain!!!

It seems to be a never-ending problem for Qualcomm.Qualcomm With a history of lost patent battles, the company has yet again ended up on the losing side in a patent battle with rival Broadcom. This time, Qualcomm has been accused of violating three patents of Broadcom and all of these patents helped the cell phones to process video, work on two types of networks and enable walkie-talkie conversations. Consequently, Qualcomm will end up paying $19.6 million for this violation. We just hope that Qualcomm’s legal woes would end soon.
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, August 09, 2007

Superbly valuable branding!

Let’s consider a few more examples before delving further into this very ‘real’ phenomenon that has attached the prefix ‘iconic’ to the brand legacy of some of the planet’s most successful companies... Nike presents a classic case study in the art of strategic brand establishment and reinforcement, creating a swoosh that eyeballs across the globe identify with anywhere (they could, pun unintended, Just do it!). Or consider the story of Pepsi, a brand that for years on end focused on contending with Coke on the basis of its taste. And then, it decided to throw a bit (a big ‘bit’ at that) of caution to the winds and crafted a brand positioning tactic that was on a completely diverse tangent – “The Pepsi Generation” – that proved a stupendous success in entrenching the brand firmly into the consciousness of the youth. Though the eternal conflict over the Coke-Pepsi market share endures, what’s equally indisputable is the fact that one ‘brand’ new initiative was what it took the giant to create the kind of brand value it has ever since buttressed.
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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Wednesday, August 08, 2007

Have you considered the options – Inox, PVR, Cinemax, Wave, Adlabs, Satyam…

Surely, the mall culture has promoted cinema halls; in fact multiplex owners are being lured to take space within malls to attract the crowds. And even the small towns are not far, look at Cinemax’s expansion plans. Today it has 23 screens, and has become the first investor in over two decades to open a cinema hall in Guwhati, Assam. This brings their screen count to 38 and they aim to scale up & be present in at least 11 states by 2009.

And if you thought that was it, think again. There are players like USA’s Time Warner group, Australia’s Hoyts and South Korea’s Megabox that have evinced more than casual interest in investing into multiplexes. It is very likely that the next year and a half will have a half a dozen foreign multiplexes opening up near our doorsteps.

Clearly, when one of the biggest names in the business – PVR – can start debating over the film revenue share they want as seen with Fanaa, Dhoom 2, Kabul Express & Ta Ra Pum Pum, you know that these traditional movie halls are coming of age. And you bet some will finally establish themselves among the 4Ps B&M 100 Most Valuable Brands!
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Thursday, August 02, 2007

“In a job like this which is 24X7 it is hard to find a perfect balance between work and personal life”

On work life balance, Hans frankly admits, “In a job like this which is 24X7 it is hard to find a perfect balance between work and personal life.” He however believes is emphasising on values and prefers to follows a humble approach in life. Despite his busy schedule, Hans ensures he keeps up his passion for hunting. Also he likes to play tennis and golf. A father of two children, Hans also has quite a keen interest in nature and is extremely fond of open farms.

In an increasingly price driven industry, Hans’ obsessive focus on quality and brand building is commendable. Electrolux is now working endlessly to improve market share and also keeping in mind quality, innovation & consumer focus. And with Hans’ prescience, Electrolux looks well on track to script a turnaround. Of course, with Hans the ‘bounty hunter’ at the helm, competition would do wellto watch out!
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !