Showing posts with label Fellow Programme in Management. Show all posts
Showing posts with label Fellow Programme in Management. Show all posts

Wednesday, January 16, 2008

Prick of death...

…drugs at tender age

The killer competition that is becoming a norm than exception in today’s world is taking its toll. While some can, many of the rest fail to cope up with the stress & eventually take recourse to substance abuse for the sake of a momentary escape from the clutches of this suffocating environment of peer pressure. This gets accentuated with the availability of such products in the very vicinity. Studies reveal that in India, everyday, more than 6,000 minors try their first cigarette & out of this, almost half of them take to smoking as habit from then on. More than 15 million children are drug addict in India & the worse, the situation gets worse with street children. These street children who are starving to deaths can easily be forced into these habits. Nearly 1,200 children die of drugs abuse. Moreover, children get easily trapped in drugs habits since their bodies are susceptible to changes.

A collective effort at global level is needed to tackle the rising apocalypse or else mankind would be known as the pioneer of self destruction. Would it make us proud?

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

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

Wednesday, November 21, 2007

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.
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.
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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Tuesday, July 17, 2007

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

Read more:-

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 !