The Kerala communists refuse to be disciplined and stop infighting

The Vijayan-Achuthanandan war has been going on in Kerala for several decades. In 1990, VS left all Pinarayi men out from key positions, who got back at VS by meting out the same treatment to VS loyalists during the Mallapuram conference in 2005. He also packed VS’s cabinet with his cronies, when VS became the CM last year, making him a lameduck CM. VS too retaliated by starting an anti-encroachment drive in Kerala.

Party bosses had hoped that the rap on their knuckles in the form of suspension from the politburo would chasten them. On the contrary, the infighting has intensify ed further, with the feuding camps relentlessly plotting fresh moves against each other.

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

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

Shaking hands with ‘Agent Orange’

It is always wise, but never easy to ‘forgive and forget’ an old foe, who has showered your fields with toxic defoliants and subjected generations to come to the ill-effects of the deadly chemical known as ‘Agent Orange’. This is exactly what the Vietnamese President Nguyen Minh Triet has done by undertaking a historic visit to the United States – the first ever by a post-war head of the unified communist state (last November, Bush had visited Hanoi).

Vietnam, one of the fastest growing economies in South- East Asia (registered 8.2% economic growth in 2006), is keen to establish a free trade agreement with the global economic leader (US is Vietnam’s largest export market). “The American firm Intel plans to set up a microchip plant in Ho Chi Minh city, worth $1 billion. The plant will be operational by 2009,” Pankaj Kumar Jha (an East Asia expert with IDSA) told B&E. On this historic visit, Triet is going to woo the American business community, promising that his country would “widely open our arms” to them.

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Source: IIPM Editorial, 2006

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

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

To consider China a friend can be no less than a bomb of a blunder

In addition to this, for years, China was unwilling to accept Sikkim as a part of India. And now, even after they have endorsed the same, their latest intransigence about Arunachal Pradesh is a mere continuation of their long term strategic goals. In the same league, the Chinese interference in the subcontinent is on a rise, be it arming Sri Lanka and Bangladesh or setting up strategic bases in Indian Ocean. China’s economic growth has coincided with a stupendous increase in its defence expenditure, reaching an official level of $45 billion ($70 billion claimed unofficially) with a massive manhunt for oil to fuel the growing economy, where time and again it is confronting ONGC. Yet, it’s not just India. Be it Taiwan, Japan or even United states and Russia, no one knows what the dragon would eventually be up to. In its quest to become the largest economy of the world – as has been predicted by the Goldman Sachs – China would increasingly have face-off s with India. And even though it still makes a lot of sense to maintain economic cooperation with China, under no circumstances can India lower its guard. We paid the price for that in 1962. It’s high time we learnt from history... or from the Chinese DonFeng missiles.

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Source: IIPM Editorial, 2006

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

Boyd’s underestimation dilemma!

Boyd Gaming Corporation has recently updated the cost of its Echelon mega resort on the Las Vegas Strip, to a whopping $4.8 billion. It went up from a formerly expected figure of $4.4 billion. Furthermore, the company’s equal JV with Morgans Hotel Group will result in Delano and Mondrian hotels costing $950 million, this is a full $250 million more than the earlier estimated cost. Boyd Gaming on the other hand unveiled plans for developing a 300,000 square-foot retail path with General Growth Properties. The project overshot to $500 million when it was intended to cost just over $400 million earlier. All expectations seem to go ballistic for Boyd!

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

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

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It would be the failure of our society if we were to lose ourselves in this mad rush of technology

The MMORPG which towers above others in terms of gamers addicted, is World of War craft . Launched in 2004, this behemoth has managed to ensnare more than 8 million gamers worldwide, that’s more than twice the size of its nearest competition, the Guild Wars. Such is the allure of RPGs that careers have been destroyed, relationships ended and some have even died when their bodies could not take the strain of playing for 55 hours straight. Ultimately the question, how is the addictive behaviour of playing video games different from, let’s say, watching TV or talking on the mobile phone for instance? As Dr. Nagpal says – “It would be the failure of our society if we were to lose ourselves in this mad rush of technology. We need to take control and set boundaries.” Amen to that.

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Source: IIPM Editorial, 2006

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

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Yash Raj Films, UTV are other entertainment conglomerates in the making

Yash Raj Films, UTV are other entertainment conglomerates in the making. Yash Raj Films can be called the pioneers of promoting a corporate like structure of the Bollywood industry, which is today inching closer towards more professionalism and corporatisation. Movie marketing, selling of various rights, savvy promotions have become commonplace and even small-budget films are now making money. Thanks to production houses like Sahara One Motion Pictures, PNC, UTV et al which are ready to sponsor low-onbudget but high-on-quality films. Ronnie Swrewvala of UTV seems to have got the synergy funda pretty clear in his mind, he is producing and distributing Indian and foreign films, has plans to launch 8 TV channels and is also gung-ho about digital and mobile content. Meanwhile, Yash Raj has recently tied up with Microsoft to uplift its internet offerings and with Walt Disney to produce animated movies. Moreover, grapevine has it that Yash Raj is in advanced talks with Mukesh Ambani to set up a chain of multiplexes in the country. What is also seems to be evolving slowly is the studio model in Bollywood given the initiatives of Yash Raj Films, UTV Motion Pictures and Adlabs in signing stars and producers. Given all these recent changes, things have surely started looking up for Bollywood which was once in shambles.

Not just in tinsel town, the whole media and entertainment industry is going through a transition. Some of the challenges that face the industry are low internet connectivity and the spectrum crunch which might hinder its future growth. With so much happening, no one knows what model the industry will finally evolve itself into. However, rise of conglomerates seems inevitable and diversification and consolidation will be the way the go.

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Source: IIPM Editorial, 2006

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

The arms and the revolutionary man

It is said that even God needed the help of Gabriel when he had to fight Lucifer. In that case, it is but natural that Hugo Chávez needs his own ‘Gabriel’ to fight off his ‘Lucifer’ (read George Bush). If latest developments provide a hint, then it seems that Chávez has found one, in the form of Putin.

On a recent visit to Russia, the firebrand Venezuelan President Hugo Chávez met his counterpart, the Russian President Vladimir Putin and as expected, they discussed arms & energy. Chávez, a self-declared “enemy” of the Bush regime., is trying to minimize Washington’s global influence, particularly in Latin America. As a part of this strategy, he also visited Belarus & Iran after his Russian sojourn.

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Source: IIPM Editorial, 2006

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

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Google grows from strength to strength, as competition flounders

“GrandCentral is an innovative service that lets users integrate all of their existing phone numbers & voice mail boxes into one account, which can be accessed from the web. We think GrandCentral’s technology fits well into Google’s efforts to provide services that enhance the collaborative exchange of information between our users,” says Wesley Chan, Product Manager, Google.

More importantly, the GrandCentral deal will help integrate the users of Google services like Gmail & Googletalk by providing them with an enhanced voice mail service.

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Source: IIPM Editorial, 2006

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

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Creditably, BMW has become perhaps the only auto company after Skoda, that entered the Indian market with a fully owned subsidiary

Now, since we have done that, we are here.” Creditably, BMW has become perhaps the only auto company after Skoda, that entered the Indian market with a fully owned subsidiary (Sony being the first foreign company allowed to enter with a 100% subsidiary). But discreditably so, BMW won’t be the first auto company ever to suffer continuous losses.

Statistics after statistics are ranted out by luxury automobile CEOs to prove the future of the auto industry. One goes like this for example – while in the year 2000, India had only 5 car owners per 1,000 Indians, the figure is expected to rise to a huge 11 (!!!) by 2010. What the CEOs fail to point out is that the maximum growth will only be in the middle & economy car segments, and almost minimal in the luxury segments.

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Source: IIPM Editorial, 2006

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

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Case study in...

A lot is happening in South Africa. A country that was better known for epitome of violence and apartheid regime is now experiencing a completely new infrastructural development. It accounts for one-third of the sub-Saharan Africa’s GDP & one-fourth of entire continent’s GDP. Unmindful of evident social concerns, it is progressing at near 5%, with a manageable inflation figure. Elite hotels, bars, casinos et al are twinkling all over, pumping millions and are attracting many tourists.


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Source: IIPM Editorial, 2006

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

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

A different kind of small car from Bajaj

Now even Bajaj Auto Limited (BAL) is mulling a small car concept. The new car would be an in-house research & development product from Bajaj. However, Bajaj has made it clear that its small car is not planned to give competition to the much-hyped Rs.1 lakh car from the house of Tata. It would rather be a unique product in itself. BAL aims to give a new definition to small cars by its high technology small car. The small car would be more on the lines of a four-wheeled Pulsar by which the company means a value for money product. But it will be a long while before the senior cousin of the Pulsar sends the pulses racing.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

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

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Shrinking edens drive a wedge between man and his fellow primates

Eight months later, it was time to release Gismo into a wild troop. For the first time, I was exposed to the complex social life of wild baboons as they accepted me as mother of the newcomer. I watched how male aggression, provoked by the presence of men, changes the behaviour of the troop, showing the observer a particular facet of behaviour that tends to dominate the whole. How did this effect the conclusions drawn by male primatologists, and which primate studies were necessary to gain a full impression of primate behaviour? I decided to read both, and along with all that the baboons taught, draw my own conclusions.

With enormous generosity of spirit, Gismo’s new baboon friends directed the release process, aware of our reasons for being there. A crash course in baboon language was necessary to the success of the release; I read the clues each individual offered while forming a relationship with my foster child. What they showed about the inner nature of wild primates changed my life; it was the start of a long process where I imperceptibly touched a lost part of the self – a part lost through civilisation and our self imposed separation from the rest of Nature.

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Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The public cannot be taken for a ride based on flimsy findings

BMJ further adds that lack of sustained human-to-human transmission suggests that AH5N1 Avian virus does not currently have the capacity to cause a human pandemic.” at it was a hoax gets corroborated by the fact that the US created undue panic to help its drug industry. In a knee-jerk reaction, President Bush declared that in “US alone, anywhere from 200,000 (if lucky!) to 2 million people at worst would die from the bird fl u.” The US President ought to have known that AIDS kills 2.8 million people worldwide, and every year obesity kills 300,000 in the US alone.

Extrapolating from the past (1918-19 – ‘Spanish Flu’ – 250,000 deaths in the UK, 1957-58 – ‘Asian Flu’ – killed 33,000, & 1968-69 & ‘Hong Kong Flu’ – devoured nearly 30,000), it was believed that ‘Bird Flu’ was the pandemic waiting to happen. Of course we are not complaining about the fact that it didn’t! But using this fear psychosis to make money is nothing short of diabolical.

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Source: IIPM Editorial, 2007

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

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De‘cement’ing the environment?

On one hand, Holcim, Lafarge & the Birla Group are fighting it out for control of India’s cement sector. But what is alarming on the other hand is that no matter who wins in this war, environment may most certainly turn out to be the loser. That’s because it’s one of those industries, which has by far got one of the worst track records in terms of drastically altering the environmental balance in India.

Chandra Bhushan, Head of the GRP and Associate Director, Centre for Science and Environment (CSE), while speaking to B&E, elaborates on the absolute fallacy of this sector in India, “One simply cannot use the term sustainable for the cement industry, since it doesn’t fulfil the requirements of environmentally sustainable industry. Raw material it uses is non-renewable and its produce is non recyclable.” What is even more compelling is that Bhushan is using such harsh words despite the fact that there is a significant reduction in air pollution and the Indian cement majors today are among some of the world’s most energy efficient producers. The power consumption of ACC, for instance, has declined very drastically. Against 97 KWH per tonne of cement in 2000-01, it has come down to 88 KWH in Apr-Dec 05. Even Grasim’s cement division has won various environment accolades – The Greentech Environment Excellence Gold Award & also the Chattisgarh State’s Sant Gahira Guru Parayavaran Puraskar for environment management.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

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

“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

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Sun in Taro with $454 million

Sun Pharmaceutical Industries Ltd. has entered into final 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

Qualcomm’s loss is Broadcom’s gain!!!

It seems to be a never-ending problem for 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.

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Source: IIPM Editorial, 2006

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

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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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!

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Source: IIPM Editorial, 2006

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

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• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
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• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
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• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
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“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!

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Source: IIPM Editorial, 2006

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

Read more:-

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• Don't Pay for your calls....
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• "There is more money....
• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
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• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
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• ...yeh Hindustan hamaraa...
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• THE GREAT INDIAN DREAM
• IIPM is Here

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Just like PC became a window to the wired world, mobile phone will become a window to the wireless world

The company has also made definite moves for overseas expansions. Although there are segment leaders like LogicaCMG in messaging & Starhome in roaming, the VAS market remains largely fragmented globally. And the critical challenge is local competition, which understands customer needs better through what Chowfla defines as ‘market osmosis’. In this scenario, Bharti Telesoft chooses to leverage heavily on low cost, quality manpower, which allows them to employ a revenue sharing model with clientele. Explains Chowfla, “Instead of charging a $5 million fee up front, we tell the customer that we will work with him in deployment of the solution and share the upside.” This, he asserts, gives them an edge over first world companies. Another major aspect has been presence in diverse segments. Ambar Sur, Director-EMEA (Europe, Middle East & Africa) emphasises, “We want to be horizontal because it gives us the advantages to be able to offer a wider range of solutions...” Bharti Telesoft has a presence in EMEA, Latin America & parts of Asia. But it is not looking at the US market due to low subscriber base, limited opportunities, coupled with a relatively high cost of doing business there.

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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Punjab National Bank (PNB) ‘is a name that you can bank upon

More lately, PNB’s global strategy has seen the company formulating a joint venture with Andhra Bank and Bank of Baroda with a view to acquire potential target banks in Malaysia. The bank has also received clearance from the Financial Services Authority (UK’s banking regulator) for its UK subsidiary. PNB intends to open two branches initially, to later expand across UK.

On the domestic front the company is charting expansion plans for the North-Eastern part of India. Moreover, the company has also inked some agreements and has tied up with companies like Kotak and Motilal Oswal to offer educational loan insurance and on-line trading facilities. The latest results of the company (quarter ending December 2006) showed an increase of 16% in net profits, while the total income of the bank increased by 21%. SC Gupta elucidates PNBs USPs as the largest network of branches under CBS network, reliability of service, range of products and huge resources at beck and call. Guess that justifies why Punjab National Bank is the only bank in India with ‘National’ attached to its name. Ever pondered over that one?

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

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

Read more:-

• News & Article
• Don't Pay for your calls....
• Neha RAWAT's Blog
• Ravi Sanyasi's Blog
• "There is more money....
• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
• IIPM: More about IIPM
• IIPM Alliances - IIPM - by RAVI
• IIPM PUBLICATION
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
• IIPM is Here

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