Money in Your Mouth --- 362,847 INR

White sparkling teeth are passé. How about tooth grills beset with diamonds to cover up yellowed teeth instead? Rapper Paul Wall is retailing tooth caps, each set in 14-karat gold, with princess-cut diamonds. A set of 10 teeth to cost $8,000! A 'pearly' set of 32... nay, diamonds now! Try getting a good toothpaste instead...

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

A lone ranger demystifies disease in the heart of London …

19th century London is widely considered to be the first such concrete fatality, in more ways than one, when the dreaded killer that is cholera struck the Soho area of the world’s most progressive city in 1854, consuming over seven hundred lives in a mere week-and-a-half. Miasma – a fuzzily construed toxic mist with an obnoxious stench – was the causal factor as believed by health authorities of the period, due to the truckloads of filth and muck teeming at every place except where it should have, from residential culverts and courtyards to neighbourhood gutters and water wells. In The Ghost Map: The Story of London’s Most Terrifying Epidemic — and How It Changed Science, Cities, and the Modern World, author Steven Johnson sets out to chronicle the sequence of events leading to the crazed outbreak of the cholera epidemic at the time, and how a duo’s relentless scrutiny of affairs resulted in an epic stride for the branch of research we now know as epidemiology – the study of epidemics.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

In comes the dark horse

Satyam has come back from the brink to unleash growth

W hat started as a ‘hobby’ (IT) for Ramalinga Raju has emerged into a $1 billion soft ware giant. Aft er long being put in the shade by the big three IT companies (TCS, Wipro & Infosys), Satyam is slowly emerging as a potential IT player in its own right. After the debacle with Sify, Satyam is decisively moving up the value chain to be at par with the best in the business. The quarter ending September 2006 saw the company achieving a strong volume growth of 9.5% and also accelerated growth in verticals like retail & healthcare. The four promoters, B. Ramalinga Raju (Chairman) and his wife B. Nandini Raju, his younger brother B. Rama Raju (Managing Director) and his wife B. Radha Raju together own 9% stake in the company. Satyam has struck historic deals with General Motors, Nissan & Qantas Airways and has 90 alliances with technology leaders around the world. However, lack of skilled manpower & high attrition levels pose a challenge and it would be an acid test for Satyam to prove itself to those who swear by its “enterprise”ing excellence.

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Most Indian business families of today trace their history way back to the First World War period

All these entrepreneurs faced arduous times – class oppression, high import duties and trade tariff s – but the freedom struggle kept them together to even assist their own competitors. The atmosphere was of united collaboration in the face of fierce oppression by the British Raj to stimulate the growth of Indian industry and Indian products. For these zealous entrepreneurs, it was clearly a trial by fire.

Gandhiji was equally disturbed by the poor plight of Indian industries owing to British oppression, and he started the Swadeshi (meaning self sufficiency) movement, where he promoted Indian products like khadi and boycotted British goods. He expressed his belief thus, “I should use only things that are produced by my immediate neighbours and serve those industries by making them efficient and complete where they might be found wanting.”

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Sony Ericsson

BRAND : Sony Ericsson
AGENCY : Dentsu Marcom
BASELINE : I love music

DESCRIPTION: You’d come across people telling themselves while listening to their Sony Ericsson Walkman saying, ‘I love rain’, ‘I love my long commute’, ‘I love the company’, ‘I love shopping’, ‘I love being the substitute’, ‘I love losing myself’. Finally we see a man walking and carrying his handset with a caption saying, ‘I love missing the last bus home.’

4Ps TAKE: The first glance would pass the ad for an international one, but a closer look makes it clear that it was conceptualised to target the Indian market and beat all competition from players like Nokia and Motorola. The Sony Eriksson handset surely is at an advantage for being born from Sony’s stable, with an attempt to leverage the famous Walkman feature. But despite its attempt to add colour & music in the life of Indians, it fails badly! Far from being full of josh, it proves a drab. Certainly, Sony can do better than this... but when?

‘Marc’ my words: Fed needs a lesson on inflation

A few weeks ago, we suggested that contrarian investors should consider investing in bonds, notwithstanding our long-term negative view about the US dollar and US bonds. Our main concern about US bonds, centers on our belief that the US will have no other option but to print money and that the Fed’s priority will be to support asset markets and not to combat inflation.

I may add that the Fed has no idea of what constitutes inflation because the common man’s cost of living do certainly not only increase by “core inflation” but by headline inflation plus about 2% per annum. In time, the Fed’s monetary policies, which are not only misguided but also irresponsible, will lead to far higher inflation, a weaker dollar and rising interest rates. However, two months ago, sentiment about bonds was extremely negative and, for this reason, we expected a bounce in bond prices. Moreover, it was our view that weakening home prices would lead to slower consumption of growth and a weaker economy.

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Bangladesh is now the most corrupt nation; Khaleda’s reign hopefully ends

Prime Minister Khaleda Zia began her second innings after winning the parliamentary polls in 2001. Her victory was marked by her strategic alliance with the Jamaat-e-Islami-Jatiya party. Both BNP and Jamaat profi ted from the popular resentment against the West in the aftermath of September 11 attacks and secured a landslide victory over a moderate Awami League. However, in the last fi ve years, Zia rule has not only led to a sharp rise in corruption levels (Bangladesh stands as the most corrupt country in Transparency International’s Corruption Perception Index) but also turned it into a hub of Islamic militancy. Interestingly though the moderates (including the opposition leader Sheikh Hasina) have been the prime targets of those radicals.

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Talking about equality and justice, is the US prepared to have a black president? Well, hmm, err, ahem...

Obama was elected to Illinois Senate as a Democrat in 1996 and to the US Senate in 2004. With barely two years of experience in the national politics, one could consider him a political novice. But sorry, that’s not true for the hard-headed Obama. Although, he hasn’t come out with dramatically reformist views, his inexperience is proving to be his advantage as people don’t see him as one of the hard-boiled and unsentimental politicians. Obama’s contenders are likely to be Hillary Clinton – the Democrat presidential candidate – and John Kerry, who has already run for Presidency.

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Ambiguity shock: How Western firms lose!

Second, once companies from emerging markets have demonstrated a degree of success, they too, can tap capital and talent markets in developed countries. Like American and European companies, they can raise money by, say, listing themselves on the New York Stock Exchange or on the Nasdaq. Emerging giants oft en become investors’ darlings, making it easy for them to sell equity shares or bonds. In the talent market, intermediaries from developed countries that are trying to fill the gaps in the soft infrastructure in emerging markets help local businesses get more competitive.

Third, multinational companies are reluctant to tailor their strategies to every developing market in which they operate. They find it costly and cumbersome to modify their products, services and communications to suit local tastes, especially since the opportunities in developing countries tend to be relatively small and risky.

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“Democracy promotion”

But the comparison with other regions across the globe can also be made, which depicts the darker side of the Latin American landmass. The comparisons would raise some questions about where programs of “democracy promotion” are needed. Given its new ascendancy, Latin America may come to terms with some of its severe internal problems. The region is notorious for the rapacity of its wealthy classes, and their freedom from social responsibility. Comparative studies of Latin American and East Asian economic development are revealing in this respect. Latin America has close to the world’s worst record for inequality; East Asia the best. The same holds for education, health and social welfare generally. Imports to Latin America have been heavily skewed towards consumption by the rich; in East Asia, towards productive investment. Capital fl ight from Latin America has approached the scale of the debt – suggesting a way to overcome this crushing burden. In East Asia, capital flight has been tightly controlled.

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The vehicle density

In 2001, while roads occupied a meager six percent of the total city area in Kolkata, for Delhi it stood 18% and in Mumbai it was 10%. As a result, the vehicle density in these three cities were 184, 448 and 345 vehicles per kilometer. Naturally, one or two lane roads did not suffice the space requirement of those vehicles and travel became a near-nightmarish experience for many. Experts also claim that while a road is in the construction phase, audit of road design is hardly given any priority. In fact, in a number of cases, the objections raised by auditors are simply ignored and completion meetings are rarely held. This further adds to the total number of accidents in the country.

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What of the future?

It was an event that changed the course of life for 26-year-old Harman Singh Sidhu. In a few weeks, he was about to start a new life in Canada. But one terrible accident in October 1996 brought the world crashing down for the Chandigarh lad, who had dreamt of making it big on foreign soil. While on a trip to Renuka lake in Himachal Pradesh, his car fell into a gorge, causing a spinal injury that tied him to the fetters of disability for the rest of his life. Harman Singh learnt his lessons the hard way. But there are many who do not survive to do that.

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And now, LMW beats Reliance hands down! The Cash EPS story, and more...

Rajesh Exports makes its way to the 2nd position ahead of Jet Airways and Punjab National Bank. Similarly, companies like MRF and IBP Co. lose their places in the top 10, as companies like Honeywell Auto and Madras Cement make their way into the list.

Cash EPS is truly an objective parameter that reflects how efficiently an organisation manages its cash flows. A better organization is the one which keeps constant track of its cash flows and ensures that there are no slacks or surpluses, and core business activities are pursued in an efficient manner so as to generate sufficient cash flows to support short term needs.

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Zee Tele films

But the going hasn’t been easy. Constantly falling TRPs and Star’s clear dominance of prime time prompted analysts to completely write off Zee at one time. But Zee has now bounced back. Ashish Kaul, Senior VP, Zee Network attributes it to the change in leadership, “When Pradeep Guha came in, the mind-set changed from being defensive to aggressive.”

After years of lying low, Zee TV has beaten Sony in TRPs and even managed to replace Star for one week in the prime band earlier this year. According to TAM Media research, Zee TV is firm at the number 2 slot with market share of 20.2% (January to September 2006). But what’s really worked is Zee’s first mover advantage in many segments.

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Bharti Airtel

The first quarter of 2006 witnessed a rise of 53% in revenue figures to Rs.38.56 billion – a far better picture when compared to the depressing 14% revenue growth of all GSM players! Additionally, the total industry is delving over cost-cutting measures to battle the rise in input costs, Bharti Airtel improved their logistics to fight the same. And the end result of being innovative? An eye-popping 48% jump in quarterly net profits to Rs.7.55 billion! Vindicates Sunil Mittal, Chairman & MD, Bharti Airtel, “The company has started the year well with strong operational & financial performance. Under the new management structure, we are confident that the growth momentum will be sustained.” To add to this, the recent deals it has signed, demonstrate the company’s relentless efforts to strive for growth. It inked a $1 billion network expansion agreement on August 24, 2006, with Ericsson.

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Infotech Enterprises Ltd

Infotech Enterprises Ltd
Chairman & MD: B. V. R. Mohan Reddy

Incorporated August ’91, Hyderabad based Infotech Enterprises’ consistent growth cushioned by Compounded Annual Growth Rate (CAGR) of 63% for the past five years speaks volumes for its strong fundamentals and a business model founded on the vision of maximization of shareholder wealth.

Founded by B. V. R. Mohan Reddy, along with full-time Director B. Sucharitha and K. Rajan Babu, Infotech tenders premium services in GIS, engineering design and software development. Besides catering to markets in Europe, Asia Pacific and the US, Infotech Enterprises benefits from a plethora of revenue streams, robust quarterly figures and a premeditated implementation of corporate governance.

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Which is the most important market for you?

Definitely, metropolitan cities. Mumbai is our prime market, but now with Bangalore and Hyderabad markets exploding, South is also growing phenomenally. We are also focusing on smaller towns and suburban areas, as they have a huge potential. We’ve even come out with a new ad-campaign (Daku Dakait Singh...) for this.

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Numbering game’s passé; it’s time for the ‘naming’ game, and then some more!

Till date, Nokia with a 79% share of the Indian market had in real terms exploited the Indian cellular handset freaks that could not resist its 3310, 3315, 1100, 2300, 6610, 6600, 7610 and other numbing numbered series. But perhaps today, think-tanks at the Finnish major are asking a question to themselves – can we fight competition better if we ‘name’ our handsets, instead of using plain vanilla digits for classifying the handsets? The answer is obvious by their announcement of naming their brands hereon.

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America’s Top Ten

Third in line is casino king Sheldon Adelsen at $20.5 billion, followed by Oracle’s Larry Ellison with $19.5 billion. Number five is Microsoft Investments’ Paul Allen with $16 billion. Then, it’s all in the Wal-Mart family with Jim Walton, Christy Walton and S Robson Walton at 6th, 7th and 8th position with $15.7, $15.6 and $15.6 in their wallets. Michael Dell of Dell Computers comes in at number nine with $15.5, followed by yet another Wal-Mar-tian: this time, it’s Alice Walton at $15.5. Those are the top ten for you!

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You need to think and act at lightening speed to win this game

You need to think and act at lightening speed to win this game of one-upmanship. Competitive reactions to comparative ads are the fastest, and most debilitating. Ergo, if your response is not fast enough – and factually superior – you might just have signed your last pay cheque. Consequently, your strategy has to be flawless, for any weakness can prove hugely beneficial for your competitors, who would be anyway braying blood because of your initial brazen attack. Clearly, ‘comparative’ could easily end up being more than what you asked for!

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Sure, FDI is flowing in, but India has to work towards getting much more

Latest preliminary figures according to RBI’s Annual Report released on August 30 reveal that India received $7.7 billion in 2005- 06. Consequently, FDI flows were 37% higher in 2005-06 compared to last year. As proportion to FDI flows to emerging market and developing countries, FDI flows to India have been showing a consistent rise from 1.6% in 1998 to 3.7% in 2005, thereby steadily improving its rank on inward FDI Performance Index (World Investment Report, 2005) indicating improved investment climate.

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The Syria angle is too important to be ignored; Israel must address it sooner or later

The world has two chief aims in the area between Cairo and Teheran: To maintain peace in the wider Middle East so that oil flows freely through the Persian Gulf; to steer the dispute between Israelis and Palestinians toward a settlement that guarantees the safety of Israel in its internationally recognised borders, while meeting the Palestinian people’s legitimate national aspirations for their own state.

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We simply can’t leave the world to the Bushes, Blairs, Olmerts & Ahmadinejads

Another part of the problem is the brazen manipulation of the Persian Gulf region by the UK & US to ensure their oil security. There is little doubt that war in Iraq is basically about oil. For nearly 100 years, first the British empire and then the US have based their Middle East policy on their oil security agenda. This approach continues despite its persistent failure. The US embraced the Shah of Iran, and got the Iranian Revolution. The US embraced and later toppled Saddam Hussein, with an unintended boost for Iran. The US stationed troops in Saudi Arabia and helped create al-Qaeda’s political agenda. The US pushed for elections in Palestine, but then championed the financial strangulation of the newly elected Hamas government.

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150 million times a day

However, the frozen food business in Italy, which falls under the brand name Findus, will continue to remain with Unilever. The company has also refused to part with its ice cream division, whose brands include Magnum. Permira faced stiff competition from bidders including Capvest and a consortium of Blackstone, JP Morgan Partners & Kerry Foods for the frozen foods business. The divestment of the division is expected to be complete by the end of this year. However, the deal’s conclusion now rests on regulatory approval and a green signal from employee works councils. The company is hoping for an after-tax profit exceeding $1.28 billion. The frozen foods division reported revenues worth $1.59 billion last year and was put up for sale in February this year.

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As PC majors’ struggle for margins, the consumer can have a ball in the coming months

And surely so, the festive mood brings in offers ranging from price cuts, freebies with every purchase, incentives to dealers and salespersons and even a slew of new product releases. The reason? “It’s in the festive season that consumers are most tuned to the marketplace and companies most glued to their marketing strategies. This season can turn out to be extremely profitable for companies if they plan their strategies well,” explains Bharadwaj.

The timing, in fact, is perfect; the mood, strategic promotions and income flows combine to make a delicious milieu to loosen purse strings. And, is the mayhem restricted to the candy floss urbanites? No way! India is literally ‘India One’ throughout. “In the rural areas, the increased cash flows (and therefore, subsequent buying spree) are linked to crop payments around this time,” elucidates LG’s Girish V. Rao, “and, of course, in the urban areas, cash flows are linked to the general trend of getting bonuses given out around Diwali.”

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Read More:-

1. John G. Kemeny and Thomas E. Kurtz
2. The World Has Changed Now
3. Gateway Technologies
4. Story About IIPM-The Indian Institute of Planning and Management

Gateway Technologies

But the era didn’t stop here. In 1984, Gateway Technologies (later renamed Compaq Computers) tried to mass produce IBM compatible & affordable PCs. But then personalisation was what Michael Dell got right. The 19-year-old aspiring physician at Texas University had a simple business plan financed by his grandparents – buy PCs from overstocked vendors, jack them with more memory & sell it at 10% to 15% under the actual retail price directly to customers via mail order. The ‘simple’ plan got him an astounding $180,000 in the very first month, kicking medical school goodbye!

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1. Mr. ‘Pleasure’
2. Cadbury: Kuch Meetha Ho Jaye (IIPM Editorial)
3. ‘Carmichael House’
4. India’s trade portfolio
5. Thanda Matlab toilet cleaner
6. Got my mojo working, aha!!!
7. Airtel
8. Relationships and Relationship Marketing!
9. IIPM's New Websites
10. Marshy dessert!

Can Nooyi better that?

And yet, the accolades also conceal challenges that Nooyi faces. The most significant would be matching the track record set by her predecessor Steve Reinumund, who led the $32.6 billion conglomerate since the year 2001. Reinumund has masterminded a net earnings growth of 70% and an 80% rise in Earnings Per Share (EPS) since 2001, not to forget an m-cap crossing the magic mark of $100 billion. His enduring legacy will be the fact that Pepsi’s market capitalisation raced ahead of Coke’s once when he was leading the Pepsi troops. Can Nooyi better that?

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The apparel and accessories mart in India is sizzling!

“We want to give customers the best of international brands,” reasons Kapil Kapoor, Managing Director, Timex Watches, who launched Nautica watches in India in July this year. With this, Timex has created a portfolio of as many as 22 models and has opened retail outlets in almost all metros. Enough action to shake up the Swiss players in the market! Simultaneously, Tata International, in collaboration with Lloyd of Germany, has launched the ‘Lloyd 360° Casuals Collection’ of footwear for the Indian junta. “Playing on the globalfashion mantra, the brand is aiming at a customer base of 25 million in India, giving consumers a product line that emphasizes on product functions with an added value of life,” says OK Kaul, President, Tata International.

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Bollywood embraces the 4th P, as films transcend conventional space…

Star power is no longer confined to the realm of the cinema reel. Bollywood’s increasingly aggressive efforts to market its offerings with media blitzkriegs and nifty merchandising, is fast turning these tactics into auxiliary elements of the movie marketing mix.

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JET-SETTING TO CHINA

Jet Airways is getting a passage to China. With the whole world looking at China as the new emerging superpower, India’s largest private carrier plans to connect Mumbai and Delhi to Shanghai and Beijing and from there on to different US destinations ahead of the 2008 Olympics. This move is aimed at targeting the large number of business travelers who visit China frequently, particularly software professionals commuting between India, US and China. Once this happens, Naresh Goyal’s airline will be the second carrier to fly to China, after Air-India. As of now, Jet can fly directly to China, but it is yet to secure landing rights in the US, but, hopefully, the airline will get clearance from the US Civil Aviation Authorities within a year. Earlier, Jet had plans to fly to New York in 2005, but the plans got scuttled after a controversy. Jet also plans to open up its services to other countries in Europe, which is becoming a hot ticket destination for India. By the end of this year, flights to Zurich will probably be operational; and then there will be more sectors. Watch this space!

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Did we manage to jump the Rubicon?

Poland outlook

Foreign trade: Exports & imports

Merchandise exports touched $96 billion in 2005; which was 32% of GDP. Imports were at $98.5 billion, resulting in a negative goods balance of $2.5 billion. The services balance stood at a positive of $2 billion in 2005. EU countries accounted for around 78% of Polish exports and 62% of Polish imports in the first quarter of 2006.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam chaudhuri

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Satyam Computers Services Limited

Satyam Computers Services Limited, as the full name goes, for years had been labelled a laggard (as compared to the triumvirate of TCS, Infosys & Wipro). Th e company kept suffering from its own strategic mistakes. But with a rocking fi - nancial performance for the quarter ending June – Satyam posted revenues of Rs.14.4 billion (year on year growth of 36.3%) and profits of Rs.3.54 billion (year on year growth of 86.18%) – Satyam has proved many sceptics horribly wrong.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam chaudhuri

‘Broad’ening the horizons…

Even as market analysts are prophesizing the broadband boom, a slew of domestic corporations like Reliance, Bharti, Sify and Tata have joined the fray. And the potential is clearly showing. While BSNL added more than 500,000 connections by the end of 2005, Airtel has clocked an astounding 700,000 more.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam Chaudhuri

Saudi Arabia outlook

Foreign trade: Exports and imports

Merchandise exports touched $126.45 billion in 2005; as a percentage of GDP, this figure was a mind-boggling 180.6, as compared to 125.9 last year. Goods & services, as a percentage of GDP, stood at 60.8. Oil exports for 2005 were at $162 billion, compared to $110 billion last year. Imports aggregated $54.50 billion in 2005 and as a percentage of GDP it was 29.1. In 2004 imports stood at $41 billion.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam Chaudhuri


IIPM Alliances IIPM Ranking IIPM Director's Desk IIPM Dean's Message

Honda Siel revving up plans in India

Honda Siel Cars, India, which already has a manufacturing plant in Greater Noida in UP, is planning its second plant in India. Though the company is yet to finalise the location, Andhra Pradesh, Tamil Nadu, Karnataka & Maharashtra are few states to be shortlisted. The company hopes that second plant will commence after one and- a-half years. Honda is also planning to enhance its present capacity from 50,000 units per year to one lakh, and escalate its investment in the country as well. Honda seems to be highly keen to get into the volume segment.


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Source:- IIPM Editorial, 2006.

Editor:- Prof. Arindam Chaudhuri

Replete with a rich cornucopia of cultural lures

Replete with a rich cornucopia of cultural lures, Vienna – the premier city of Austria and its capital – exudes an air of gracefulness that manifests itself as much in the imperious architecture that looms large over the city as it does in the musical affinities of the locals. A bedazzling blend of old-world Italian romantic leanings juxtaposed against yet-prevalent German orderliness, Julian seemed only too eager to concur with my inference, “Wien (German for Vienna) is moored in nostalgia for sure, but our citizens pride themselves on their reputation for Gemütlichkeit, or coziness.” The ravages of time have not served to dull the sheen of this magnificent gem, and even the carnage of several wars it has been witness to has failed to act as a deterrent; from the detritus strewn, a buoyant citadel oozing with élan and verve has risen.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam Chaudhuri

Mallya Foster‘s’ a drunken dream

While Heineken, the international beer brand from Netherlands is all set to enter India, Foster’s Group from Australia is on its way out of the country because of its inability to make a dent in the domestic market. In 1997, the brand had entered India with a 51% stake in a venture, which included building a brewery in Aurangabad. The brand could never really take off because of stiff competition from the local brands. Industry leader, UB Group, has now made a bid for Fosters. UB had recently acquired the Bouvet- Ladubay, a small French company & the subsidiary of Tattinger – a French champagne major.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam Chaudhuri

THE SIX STYLES OF LEADERSHIP

In our research, we’ve identified six styles of leadership that managers and executives use to motivate, reward, direct and develop others. They include:

• Directive, which entails strong, sometimes coercive behavior
  
• Visionary, which focuses on clarity and communication
  
• Affiliative, which emphasizes harmony and relationships
  
• Participative, which is collaborative and democratic
  
• Pace-setting, which is characterized by personal heroics
  
• Coaching, which focuses on long term development and mentoring

The most effective leaders are adept at all six leadership styles and use each when appropriate. Typically, however, a manager defaults to the styles he or she is most comfortable using, a preference that reflects the person’s dominant motive combined with the level of pressure in the workplace. People motivated mainly by achievement tend to favor pace-setting in low-pressure situations, but to become directive when the pressure is on.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam Chaudhuri

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UB toasts the French ties

After a failed attempt to buy French champagne group Taittinger, India’s leading distiller, United Breweries Group, is now eyeing winemaker Bouvet-Ladubay, a subsidiary of Taittinger. United Breweries, the world’s third-largest spirits producer, has offered around $15 million to acquire Bouvet -Ladubay. Founded in 1851, the French winemaker is recognised as one of the most respected wine-producing firms in France’s Loire Valley. The proposed acquisition would enable the Vijay Mallya-promoted group to foray into the growing wine market in the country. This will also give the group’s spirits subsidiary – United Spirits Limited – the much needed thrust to enter into the high-quality premium wine segment.

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam Chaudhuri

When Honda strikes....

When Honda strikes, others just see and surrender. And the success story has been the same, wherever the company has gone, whatever it has sold, be it giving nightmares to US majors like GM and Ford or its half-brother Toyota. Honda’s entry into global markets has been characteristic of its predator lineage – moving silently into the competitor’s arena, hunting them down without a signal, and taking no prisoners; and that’s precisely the same objective with which Honda – a name derived from a ruthless Samurai killer general – entered India in 1997. So what has been their India war count till now in the two segments they operate?

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Source:- IIPM Editorial, 2006,

Editor:- Prof. Arindam Chaudhuri

Tsavo: stalked by a primal fear!!

East Africa, 1898. And in this remote corner on the banks of the river Tsavo, I set foot on land that is damp with the blood of more than 140 human victims, a land whose nights are nightmares come to life, a land that reverberates with the twin roars of two maneless man-eating lions that did what no army could do – stall the British Empire in its tracks, literally. It is a strange feeling, this primal fear of being eaten alive, to be reduced to just another notch on the food chain, and I saw this fear grow in the eyes and whispers of a whole community who’d christened them the ‘The Ghost and the Darkness’. Disembodied spirits of long dead tribal chiefs who’ve come to fi ght the white man’s iron snake, some said. “The lion’s den… marking its entrance were human bones, metal bracelets and assorted trinkets of natives, all eaten.” (The End of the Game)

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Source:- IIPM Editorial, 2006

Editor:- Prof. Arindam Chaudhuri

INDIAN OBSES‘SEZ’ION

Started in the year 2000, Indian Special Economic Zones (SEZs) have been built after looking at the tremendous success of Chinese SEZs. But unlike its counterpart, Indian SEZs were developed with idea of increasing exports from the country and were part of India’s Export Promotion Policies. Today there are 14 operational and 61 approved SEZs across the country. Export Promotion Council for Export Oriented Units and SEZ said in a recent release that it has received 175 new proposals for development of SEZs in India in 2006, seeking an investment of Rs.1 lakh crore over the next five years.

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Source:- IIPM Editorial, 2006

US companies operating abr

But there’s a problem: US companies operating abroad don’t, in fact, seem to earn especially high rates of return. Why then doesn’t the United States seem to be paying a price for all its borrowing? Because, according to the official data, foreign companies operating in the United States are remarkably unprofitable, earning an average return of only 2.2 percent a year. There’s something wrong with this picture. As Daniel Gros of the Center for European Policy Studies puts it, it’s hard to believe that foreigners would continue investing in the United States “if they were really being constantly taken to the cleaners.”

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Source:- IIPM Editorial, 2006

West Bengal moving Left or Right?

May can be a cruel month for grandiose dreams and ambitions of political parties. It can also be a cruel wake up call for the sundry exit and opinion poll pundits who do crystal gazing in the name of psephology. If you go by the latest media reports and the exit polls tracking the Assembly Elections in West Bengal, there could be a sense of déjà vu for all those who were bombarded by the myth of India Shining and NDA winning during the 2004 General Elections. In West Bengal this time, the media and the pundits are predicting an even bigger victory for the Left Front led by CPI (M) than during the 2001 Assembly elections.

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Source:- IIPM Editorial, 2006

TATA AIG Billed as ‘Most Reliable’

TATA AIG and Bajaj Allianz are pulled by the engine of powerful brand names that the masses trust. The TATA brand is also putting all efforts forward to make a distinction between itself and other brands in the market and by providing bonus and additional facilities, such as giving consent to the highest grace period time for imbursement of premium, and therefore offering their customers a healthy advantage for adding on to their existing customer base as customers. ICICI on the other hand offers prompt service and does not delay openhandedness where payment receipts are concerned. Moreover it also despatches quick reminders.

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Source:- IIPM Editorial, 2006

Mercedes car group - Almost with blind conviction

Even in the short term, Smart has recorded an operating loss of $702 million (previous fiscal year) and is the prime reason for lowering earnings at the Mercedes car group. Publicly, almost with blind conviction, Zetsche has supported turning around Smart, than selling it. But mirroring analysts’ and investors’ sentiments, the company’s shares rose 2% on a recent speculative report about the possible sell off plans of the business.

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Source:- IIPM Editorial, 2006

Delivery pains... - IIPM Article

The truth is, Boeing’s fortunes have seen a cheque red history since Airbus Mehrishi overtook its leadership position in 2003. Since then, Boeing has been embroiled in scandals, with two of its CEOs resigning on ‘ethical grounds’. In fact, McNerney took the reigns from Harry Stonecipher after he was sacked due to his ‘relationship’ with a female colleague. To add to Boeing’s ‘labour pains’, a four week machinists’ strike this year resulted in a $1.5 billion loss in revenues.

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Source:- IIPM Editorial, 2006

Publication and Research, IIPM

That said, SOX is a good example of how quickly a much-needed but over reaching law in the US system can be modified to reflect marketplace realities, and it’s probable the same will happen in regards to immigration. America was built in large part on the brains, heart, and sweat of newcomers, and it must continue to benefit from the future’s best and brightest flowing through its doors from every corner of the world. But even if the return to more open immigration rules is slow, America still has three huge competitive advantages in the global marketplace.

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Source:- IIPM Editorial, 2006

Air India needs gumption and ground level tactics to beat competitors (IIPM Publication)

It’s said that ignorance is bliss. And Air India had been quite blissful till the time competition was absent. But now, with the Government of India allowing domestic private commercial air carriers to fly long haul international routes alongside Air India since the start of 2005, Air India has already started facing threats from private players. Air India, after losing its supremacy in various international routes to British Airways, Cathay Pacific and Lufthansa, has to realise that it is now in danger of seeing even erstwhile domestic airline companies beating them hands down on international flight routes.

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Source:- IIPM Editorial

SOX.. - IIPM Publication

SOX, as the act is commonly called, cast a real chill on risk-taking. And while its requirements affected every company, small entrepreneurial ventures, with their limited staffs and tight cash flow, certainly felt its additional costs the most. Second, there was 9/11, which sparked tough new immigration rules.

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Source:- IIPM Editorial,2006

Pro-Business - IIPM Publication

First, its government and its people are ardently pro-business. They believe in capitalism, and every aspect of the political system bolsters that belief. Taxes, while significant, are not onerous. Calls for protectionist measures are beaten down in favor of free trade initiatives. Second, the US culture celebrates entrepreneurs.

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Source:- IIPM Editorial, 2006

REWRITE CRITERIA FOR PERFORMANCE REVIEWS – IIPM Publication

During employee performance reviews, consider how behaviors and results stack up against the stated values. Do some values consistently trump others? Does lack of commitment to teamwork, for example, get overlooked in the case of the salesperson who exceeds company targets every quarter? Adjust the criteria in these reviews until they accurately assess the values that matter for the long term.

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Source :- IIPM Editorial, 2006

Economic Growth of South and North Korea (IIPM Publication)

Korea experienced a negative growth to the tune of 6.9% in 1998, but strongly recovered to a positive growth of 9.5% in 1999. South Korea has posted a real GDP growth of 4.6% in 2004, reaching $680 billion. OECD has projected the economic growth to be at 4.3% in 2005.

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Source:- IIPM Editorial, 2006

Political gamesmanship over India’s reservations policy could cast a shadow over India’s ambitions of emerg¬ing as a global economic power in the 21st

And, in tune with the politics of compensation for such historical wrongs committed against the backward castes, the demand to extend the sphere of job reservations for SC/STs (Scheduled Cases and Scheduled Tribes) to the private sector is beginning to gain momentum.

When the UPA government came to power in 2004, it promised that it would “initiate a national dialogue with all political parties, industry and other organizations, to see how best the private sector can fulfill aspirations of SCs & STs.”

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Source:- IIPM Editorial, 2006

Publication and Research, IIPM

Quite clearly, the corrupt and the fixers will have a field day fixing the system while the honest will be penalised. More than the increase in the tax burden, the FBT is also reflective of a mentality that is not healthy for healthy growth of markets. Since 1991, businessmen and tax payers have often heaved a sigh of relief as successive finance ministers have made brave attempts to simplify the tax regime and adopt a less adversarial stance towards them.

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Source:- IIPM Editorial, 2006

Publication and Research, IIPM

Bharat Petroleum has announced plans for foraying into DTH. But companies like Larsen & Toubro and distribution giant Hindustan Lever Ltd learned the hard way that diversification without process and structure support would only fail. And for a family run business like the Escorts group, the changing times did not even offer a chance.

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Source:- IIPM Editorial, 2006

Publication and Research, IIPM

He was arrested, tortured and convicted of antigovernment conspiracy in what many considered an absurd show trial. Qutb’s political theory was profoundly shaped by torture. Not only did he regard his torturers as sub-human, he stretched that categorization to include the entire state that ordered this brutality, including the practicing Muslims who passively lent their support to President Gamal Abdel Nasser’s regime.

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Source:- IIPM Editorial, 2006

Publication and Research, IIPM

Re-igniting the revolution Dr. Atkins sparked in the 70s, his new book started the ‘low-carb’ mania, with millions opting for this wickedly miraculous diet. Easing guilt-ridden minds better than any shrive-spiel, this diet allows all meats and fats, and dunks mother’s favourite veggies, fruits, rice, beans, breads and cereals into the garbage can! Rolling their eyes for sure will be the Japanese boasting of the lowest rates of obesity in the world, guzzling and gorging almost all that is ousted by the Atkins diet. Eliminating entire food groups from a person’s platter, it’s no wonder that the waistlines begin to shrink and one begins to “feel the Atkins change” in more ways than one.

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Source:- IIPM Editorial, 2006

SEBs don’t maintain accounts (Publication and Research, IIPM)

The perpetually loss making State Electricity Boards (SEBs) have oft en made news for the huge losses that they have accumulated, and for their inability to deliver regular power to Indian consumers. It was thought that a gradual and transparent process of corporatisation and privatisation would lead to a change in the situation. But reformers had not bargained for one thing: Since SEBs have not followed even the bare basic standards of accounting, nobody has a true picture of the assets and liabilities of these bodies.

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Source:- IIPM Editorial, 2006

BSE is one legacy that India would not want to lose (IIPM Publication)

Murthy couldn’t have been more accurate. Just becoming a corporate entity would not rid BSE of the criticism it has faced in the past. BSE should be able to invest into the best technology available and into ensuring that those processes and structures are maintained, that adhere to global governance standards. Surely, BSE is one legacy that India would not want to lose.

Source:- IIPM Editorial

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Copyright: IIPM-2006