IIPM

Wednesday, August 08, 2007

The free trade regime will drive Mexico towards starvation & utter dependency

A leading goal of

US foreign policy has long been to create a global order in which US corporations have free access to markets, resources and investment opportunities. The objective is commonly called “free trade,” a posture that collapses quickly on examination. Generally, great powers are willing to enter into some limited degree of free trade when they’re convinced that the economic interests under their protection are going to do well. That has been, and still remains, a primary feature of the international order.

The ethanol boom fits the pattern. As discussed by agricultural economists C. Ford Runge & Benjamin Senauer, “The biofuel industry has long been dominated not by market forces but by politics and the interests of a few large companies,” in large part Archer Daniels Midland, the major ethanol producer. Ethanol production is feasible thanks to substantial state subsidies and very high tariff s to exclude much cheaper and more efficient sugarbased Brazilian ethanol.

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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Thursday, August 02, 2007

When I took over Electrolux, my aim was to have a consumer focus

There is an intense

passion involved in taking forward a company he has literally spent his life with – 22 years, to be precise. Hans, who obtained his master’s degree in science & engineering from Chalmers University of Technology, Gothenburg, Sweden, joined Electrolux in 1983. He has been widely credited with refurbishing the company’s image by developing new high end products and introducing programmes that would promote retention of long term global brand recognition. He served as a general manager of the floor care operations at Sweden and later moved to the US, where he assumed responsibility for production & development in the company’s North American white goods operations. In 1998, he assumed charge as Executive Vice President and head of the floor care and light appliances and a member of the group management team. Hans has been at the helm of Electrolux since 2002 and is amongst the youngest CEOs of a global Fortune 500 company. When asked about his vision for Electrolux, Straburg states, “When I took over Electrolux, my aim was to have a consumer focus, to build Electrolux as a global brand and accelerate product development, because what is happening around the world is that consumers are spending more and more money on their homes. During the last 20 years, consumer spending on household products that meet their needs and preferences has doubled.”

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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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.

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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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:-