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Tuesday, October 21, 2008

Un‘family’ar

Nirula’s acquisition has brought in welcome change. But the true test of survival starts now...

Like most legendary Indian companies with quality offerings but sans the advantage of scale, this one, too, found the going tough when global sharks like McDonald’s, Pizza Hut and Domino’s swamped the market with their

QSR chains. And when Nirula’s found the going tough, it decided to take the M&A route with aplomb; but only as a target.

Nirula’s got off to a promising beginning in the 1930s, when the Nirula Brothers rolled out a restaurant in the heart of capital. Christened as ‘Hotel India’ it became the keystone of today’s Nirula’s. With lots of firsts to its credit, like introducing espresso coffee, snack bar, ice cream parlour – Nirula’s became the pioneer in introducing the QSR concept in India and created a platform for the modern QSR industry.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, December 26, 2007

Despite mudslinging, this Gandhi family loyalist is all set to be India's first woman President

Born in 1934 under Aquarius sun sign, at Nadgaon village in Jalgaon district in Maharashtra,

Pratibha had displayed her mettle during her school days. Industrious and hardworking, Pratibha completed her graduation at Mooljee Jaitha College, Jalgaon and went on to successfully obtain a law degree from the Government Law College, Mumbai. The daughter of a humble police prosecutor, Pratibha has always been an achiever. She was an all-rounder- good in sports as well as studies. A good table tennis player, Pratibha holds the distinction of winning many titles at the district state and national levels. She jumped into the political fray in the 1960s, becoming an MLA on a congress ticket from Maharashtra in 1962 and went on to maintain vicelike grip over her political constituency till 1985. During the course of her career as a legislature, she honed her administrative and policy making skills through several key appoint- ments. From 1967 to 1972, she was the Deputy Minister in Public Health, Prohibition, Tourism, Housing and Parliamentary Affairs. From 1972 onwards she was promoted to the rank of a Cabinet Minister in the Maharashtra government, holding diverse portfolios like Public Health and Social Welfare, Cultural Affairs and Education. She was the leader of opposition in assembly from 1978-80.

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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

Wednesday, December 12, 2007

‘Truly Asia’ pipeline

Some perceive the nuclear imbroglio in Iran as a problem, others view it as an

opportunity. A psychiatrist would suggest that the difference lies in the perception and an international relations analyst would make us believe that the differences stem from ideological misperceptions which shape the worldview of a nation. On the other hand, a more credible explanation about the respective stands of Malaysia and the US vis-à-vis Iran flow from the politico- economical perspective. It is this perspective which facilitates our understanding of the urge of Malaysia to build a 300 km-long pipeline running from refineries in the west to its east coast.

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Source: IIPM Editorial, 2006

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

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Tuesday, August 14, 2007

Tata Motor’s trucks revamped

In order to compete with global majors, Tata is planning to bring in a new range of trucks after its home-grown

worldclass cars. With the golden quadrilateral highway project in the completion stages, trucks, with more powerful engines, are the need of the hour in order to link the four metros in the country. “We are revamping the whole range of products in commercial vehicles,” Tata Motors’ Managing Director Ravi Kant said. The new trucks would have a complete makeover in terms of styling and would be launched in new markets like Korea. In all probability, there would be a stake acquisition in automo- tive parts supplier, Visteon Corporation. No long term details were however available for the same.

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Source: IIPM Editorial, 2006

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

Monday, July 16, 2007

Do you still think it is necessary to implement Six Sigma throughout an entire organisation?

Que: So why do so many companies still stuff Six Sigma into every nook and cranny?

Ans: Because they have to, especially if they are on the large side. Small companies, because of their relative informality and ease of communication, can sometimes implement change programs here and there and as needed.

But when it comes to introducing radical change across divisions, departments, layers and even countries, employees rarely respond with perfect gusto. They don’t say, “Hey, this new program that’s going to screw up my job sounds just great! Bring it on!” Th ey mutter, “Here comes the new flavor-of-the-month. If I can just ignore it long enough, it will pass.” Such resistance is natural and can even be deserved. But if a company lets those responses play out, it will get, well, nothing in return.

By contrast, consider what happened when General Electric – the company Jack used to lead – decided to implement Six Sigma in 1995. Obviously, the rollout wasn’t without plenty of bumps, but the company did make sure Six Sigma wasn’t one of many initiatives floating around.

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Source: IIPM Editorial, 2006

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

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Wednesday, July 11, 2007

...come to the rescue of Pepsi Gold, when Ooh-Aah-India floundered for the Blue Billion!

To be fair, it was not only Pepsi that used the 2007 Cricket World Cup as a marketing

tool. Others too hitched a ride on the same boat. But you have to give it to Pepsi. After the Caribbean debacle when most brands were seen looking for cover, Pepsi dared to be different, played on India’s emotional attachment with the game, backtracked from the 2007 Cup and is now focusing on the next World Cup. Ooh-Aah–India may not have become the new Indian anthem, but their latest offering has nevertheless taken the Blue Billion campaign a step ahead.

Okay enough! Here’s how the ad goes, for the uninitiated that is. Four teenagers ask a tailor to stitch an India cricket team uniform for them. When the old tailor starts taking measurements, they come up with exaggerated figures. Finally, the old and by now baffled tailor asks them when they would like the delivery. They smile mischievously

at each other and declare four years later (in time for the next World Cup), even as they walk out gulping the (erstwhile) World Cup cola.

Damage control? Guess you are already thinking along those lines. This TVC has actually managed to do much more than come to the rescue of both cricket and Pepsi alike. Says Shoumitra Rai Chaudhary, the Creative Director for this ad: “We were confident about the ads success as we knew that the idea was different and there were less chances of it backfiring.”

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

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

Read more:-