“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.

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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.

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Source: IIPM Editorial, 2006

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

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.

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Source: IIPM Editorial, 2006

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

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