“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.

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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.

For Complete IIPM Article, Click on IIPM Article

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.

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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