...where both seem blinded by legal gains, thus forgetting there are real ‘competitors’ to contend with

IIPM MANAGEMENT INSTITUTE
Silent waters run deep – a cliché pertinent to the recent developments in the Food & Beverage (F&B) industry in India. And here we are talking about the discord between the Wadia Group and its French JV partner – Groupe Danone, which has (as reported by a leading Indian pink daily newspaper) agreed to return the Tiger brand to Britannia in a move to resolve the bitter long-standing issue of royalty payments between the two partners, subject to certain clauses .

The two companies have been at constant loggerheads over some issue or the other since 2002, since Sunil Alagh exited as CEO of Britannia Industries after a heated disagreement between the Wadias and Alagh-led management. Danone has never been too pleased with this turn of events. On the other hand, the Wadia camp argues that as Danone registered the Tiger trademark in 74 countries, it was not brought to their official notice despite the brand having been created by Britannia in the 1990s. Moreover, Britannia even refused to reveal price sensitive information to Danone for the first time in August this year, due to which the latter did not book Britannia’s sales for its Q3 consolidated results. Clearly, rift s showing in this 12-year old alliance.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Beat the rush this X-Mas season at the Indian Shopping Festival in aamchee Mumbai between December 1 and 10! Streets converted into a stage for painters, sculptors, musicians and folk artists from the world over are to be the other highlights to catch while you count your savings from the great deals. Not that the Festival be an excuse to make it to the destination of the dreamers. A city to best experience by getting up, close and personal with (outside of curling up with Gregory Roberts’ ‘Shantaram’, that is), its Midas touch lends a magical allure to all it has including its glittering nightlife, omnipresent showbiz, active beaches and solemn Parsi Towers. In short, a world of opportunity on the other side of the ‘Gateway of India’...

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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‘Fame’ily Feuds

IIPM MANAGEMENT INSTITUTE
Succession issues have been the prime accused for many family fiascos. And while each feud possesses its unique triggering factor(s), there certainly exist definite common threads like the conspicuous absence of proper succession planning, an ineffective remuneration mechanism, et al. But thankfully, corporate India can also boast of families that are still effectively managing mammoth enterprises in an increasingly liberalized landscape despite going through rough patches & who have not been mere silent spectators. For instance, Ratan Tata has launched measures since 1998 (also the time when acquisitions we first initiated on a larger platform by global corporations) to restructure his empire – the Tata Group with a view to reduce the total group’s firms from 80 to under 30! Then there was the shrewd C. K. Birla who also streamlined Birla group’s operations.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Pofessor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Inadequate funding of star businesses has led to Escorts capitulating, and not capitalising on some of the highest growth industries...

IIPM PUBLICATION
In the nineties, H. P. Nanda secluded himself from the day to day management of the company and the second generation of Nandas hit the scenes, with Rajan Nanda taking charge of the majority of the group. Rajan started the diversification spree and led the group into the telecommunication sector. Escotel, a joint venture with Hongkong’s First Pacific Company, got the license to operate in Western U.P., Haryana and Kerala. But without proper capital funding, this decision turned out to be a disaster. Moreover, the agri-business was going through a rough patch due to successive monsoon failures, thereby, leaving the company starving for funds. The entrance of Reliance with a more economical CDMA technology proved to be a death blow to the company. Finally, Escotel business was sold off to Idea cellular at a loss of Rs.1.76 billion. This took a heavy toll on the whole Escorts group. Today, the group is debt-ridden. From two-wheelers to capital goods divestment, from profitability to gasping for air, within business group, another one bites the dust.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

IIPM : Time to bet big via online!

IIPM MANAGEMENT INSTITUTE
With almost every company, be it Pepsi, Levi’s or Nike, making their presence felt aggressively online, there is nothing to hold back any successful agency which wants to go bigger than it already is. And yes, there are some constraints in this dream run, as agrees Ohri, “There are no doubts to some constraints. Some push and pull factors exist, but the fact is that the internet is here to stay and therefore we have decided to foray into this new segment.”

JWT has plans to venture into digital and mobile communication as well, which appears to be its main concern right now apart from making acquisitions of online ad space and eyeing related marketing services in India. It will also offer the employees of JWT to explore and try their hands at various other domains.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

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Rendezvous Tarun Joshi, CEO, Brand House Retailing

IIPM PUBLICATION
Explaining the risk of too many brands leading to the fear of cannibalisation, Joshi propounds, “The question of cannibalisation doesn’t arise if you can create the brand for a particular segment. Reid & Taylor is for premium class, whereas Belmonte is for mid-priced segment. We create brands which are totally different from one another and targeted for different classes. To reach every segment of the customer this is a must.” And this expert has his own way of promoting the products. He believes in adopting various strategies to bring the brand closer to the customers. Joshi affirms, “Reid & Taylor is for luxury and so we promote it at an event like this (polo tournament). This is where brand ambassadors help a lot.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

Dallying with Dylan

IIPM MANAGEMENT INSTITUTE
Dylan’s skills as a wordsmith were largely fuelled by his father’s zeal for the English language and his unfulfilled dream of becoming a poet. Dylan’s first poem was published in his school magazine at the age of 11 and some eight years later, one of his poems was even read out on BBC Radio. Soon after, he moved to London where his reputation with alcohol preceded him at parties; even believed to have been bawdy and unruly at times.

Ultimately, it was his romance with liquor that robbed him of his life. His last words would be, “After 39 years, this is all I’ve done”. Poems, short stories, plays, zillions of words, hundreds of compositions, inspiration to generations as they took to heart his poems like And Death Shall Have No Dominion and Do Not Go Gentle into that Good Night… A life littered with messed up relationships and intoxicating poems… Dylan Thomas, a paragon of paradox, a legend of passion...

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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FIGHTING FIRE WITH FIRE

IIPM PUBLICATION
Increased economic activity and credit growth go hand in hand. India’s credit to GDP ratio has steadily increased from 10% in 1970 to over 40% in June 2006, compared to US, UK, China, Malaysia and Japan where the ratio is over 100%. Acceleration in credit poses both opportunities and challenges for policy makers, as credit growth invariably leads to some erosion in credit quality. Decline in credit quality and concentration of credit in particular sectors have almost invariably lead to higher defaults in the developed nations. Gross NPAs of Indian banks are still relatively high at 5.2% of total advances, way above Mexico’s 2.4%, UK’s 2.2%, US 0.8% and Australia’s 0.3%. NPAs not only increase the risk of erosion of banks’ capital, but also restrict the further lending capacity of banks.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Professor Bakul Dholakia, Director, IIM Ahmedabad, famously commented to the media ….

IIPM MANAGEMENT INSTITUTE
On the launch, Professor Bakul Dholakia, Director, IIM Ahmedabad, famously commented to the media, “We could have trained only 60-70 students in a physical class. But under this system, using the same faculty resources, we can train three adtimes the number of students.” Three times?! Just 180 to 210 students?!? One though a distance education setup was supposed to teach thousands. But then, IIMs are not alien to this concept of massive wastage of resources. Just for the sake of bringing out the ridiculous wastage of resources by IIMs, while Harvard Business School teaches 1800 students in a campus of just around 33 acres, guess how much space does IIM Ahmedabad use within its campus to teach around 250 students in each batch. A ludicrous 138 acres! And IIM Calcutta? An equivalent 135 acres. IIM Indore? An inane 195 acres. IIM Lucknow (with 185 acres), IIM Bangalore (with 100 acres), apart from the other IIMs, also form part of this list of institutions wasting infrastructure built on taxpayers’ money.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Sanyo freezes deal with Haier

IIPM PUBLICATION
In a move to revive its lost fortunes, Sanyo Electric Co. Limited on October 27, announced a tie-up with China’s Haier Group in the refrigerator business. The group has also decided to sell its Thai refrigerator plant to Haier. Consequently, a joint venture will be formed in Japan in December when Haier will officially take over Sanyo’s refrigerator design and development operations. Haier and Sanyo are expected to hold 60% & 40%, respectively, in joint venture.

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For a song...

IIPM MANAGEMENT INSTITUTE
The affinity eventually culminates in choice of vocation for Salvo, when he begins work in London as an interpreter and translator of not-so-common African dialects for British hospitals, businesses and – hold your breath – the country’s intelligence! Even though prospects seem to gleam for the ‘top interpreter’ (a selfadorned title he proudly affixes as a testament to his prowess in the art) – skill, good looks and marriage with a charming reporter, Salvo doesn’t quite interpret, so to speak, an escalating yearning for a purpose coupled with a burning quest for his true identity. To further matters, our hero rediscovers amour in a spirited Congolese nurse, Hannah, who envisions a time when she will return to a harmonious country, not the pillaged state that Congo has transmuted into.

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Changing loyalties like clothes, former RSS worker who rose to become CM, is singing Sonia’s paeans

IIPM PUBLICATION
Ann Richards, former US politician had said; “…In politics, your enemies can’t hurt you, but your friends will kill you.” The new 35-yearold Jharkhand Chief Minister, Madhu Kora, a friend of the BJP, finally killed it. On September 18, Koda was sworn in as the Chief Minister of Jharkhand. Koda also became the first ever independent MLA to head a state. Koda is the youngest Chief Minister of Jharkhand.

Madhu Kora epitomises the politics of defections. Having grown up in RSS shakhas, he entered the State Assembly as a BJP member. Denied renomination by the BJP in 2005, he contested as an independent and won. Finding himself, along with four other independents, in an enviable situation as the balancing force in the Assembly, Koda refused to join the UPA Government led by Jharkhand Mukti Morcha Chief Shibu Soren after the polls.

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Tuning to the new Microsoft Zune!

IIPM MANAGEMENT INSTITUTE
For a long time now, Apple’s iPod has been a competition for itself. But now, Microsoft has decided to end the aloofness for iPod, as it is all set to launch its own music and video player called Zune. To intensify the competition further, Microsoft has priced Zune at $249.99 which is almost equivalent to iPod. A 30GB hard drive, three inch screen with Wi-Fi connectivity, FM tuner and an in-built rechargeable battery makes Zune a very lucrative option for an ardent music lover. It also allows sharing of music wirelessly with other Zune users. At last, now the consumers can have a choice beyond the iPod.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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IGNOMINIOUS INDIA

IIPM PUBLICATION
According to a recent World Bank report – “Doing Business in 2007” – India was ranked a pathetic 134 amongst 175 countries surveyed. The report, which ranks countries in 10 different parameters, ranging from starting a business, getting credit, enforcing contracts, paying taxes to even closing down a business, revealed that India was ranked the worst (175) in terms of enforcing contracts, followed by similar pathetic ranks of 158, 155, 139 and 133, in terms of paying taxes, dealing with licences, trading across borders and closing a business, respectively. This report truly reflects how hard it is to do business in India. Even though some states that have nurtured the most profitable companies are leading the way in making India a bearable place, there are miles for India to travel the direction of the global corporate world!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Be quick, or be dead!...

IIPM MANAGEMENT INSTITUTE
The industry is riding on the back of towering cement prices. With demand surpassing supply, prices have gone upto Rs.200 for the period from April to July 2006, an increase of 25% in contrast to last year. The demand is so strong that even the onset of floods in three states couldn’t spoil the party for the industry. K. M. Birla, Chairman, Grasim Industries, commented to media, “The government’s initiatives on infrastructure development and the boom in the housing sector are major growth drivers for the cement industry. In the medium term, the demand and supply situation is expected to be in balance, with a couple of years before the next cycle of new capacity enters the market.” On the subject of rising prices, Swati Korvi, cement analyst, Parag Parikh Financial Advisory Services Limited, enunciates, “We have witnessed a surge in the cement prices owing to the robust demand from housing and infrastructure projects. However, with capacity expansion plans in the pipeline, we can expect some pressure on realizations in FY09.”

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Tata Cyclops Services Ltd!

IIPM PUBLICATION
Out of the top 10 Fortune 500 companies in America, six depend upon Tata Consultancy Services (TCS) for their information technology consulting needs! This fact alone speaks volumes for the strides that have been made by TCS in the global IT arena by pioneering the flexible global delivery model for IT services. In a research report released by Gartner on July 27, 2006, TCS has been ranked amongst the top 20 Technology Service Providers for 2005, and hence, became the only company headquartered in India to be featured.

“As an integrated full services player with global footprint and scale, TCS is presented with valuable growth opportunities in the market place. We have the right structure and leadership team in place, globally, to take advantage of this tremendous opportunity,” bolsters S. Ramadorai, CEO & MD, TCS. The company operates in diverse industries like telecom, banking, fi nancial services, insurance, retail and transportation and has clients like AT&T, Boeing, Nike, GE, and Microsoft . In a scenario where around 90% of TCS’ business comes from repeat clients, multiyear and multimillion dollar deals have been the flavour of the season for the company. Whether it was a $847 million deal for 12 years with Pearl Group or a $250 million deal for five years with ABN Amro, TCS was the busiest of almost all Indian firms.

The financial year 2006 scripted a new chapter of success in the history of TCS, with a robust revenue growth of 36% (revenue crossed Rs.110 billion) and an increased earning per share of Rs.60.63. The strong prodigious results can mainly be attributed to the massive increase in the client base of the company (which stood at 748 at the end of Q4, out of which new clients are just 89). TCS’ success can also be accredited to the company’s strength of successfully providing consulting rather than plain IT solutions, to its high-end clients and standard service offering of system integration to the clients at the bottomend of the spectrum.

Other factors that make TCS stand apart from the competition are its strategic and technical alliances with companies like IBM, Mercury Interactive, Adobe Systems, Microsoft and Compaq amongst others, which have helped it to become a complete solutions provider that deals with consulting, IT infrastructure, asset based solutions and industrial services. Recently, the company became the first Indian IT company to cross a headcount of 60,000 employees. To add to this, TCS will be hiring a stupendous number of 30,000 employees in the current fiscal year. Does TCS rule our ranking? Like we mentioned, like a cyclops.

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Tech Mahindra

IIPM MANAGEMENT INSTITUTE

Vice Chairman, MD & CEO: Vineet Nayyar,
Formerly known as Mahindra-British Telecom Limited, Tech Mahindra is a niche player. It services mainly the telecom sector and provides end-to-end IT services and solutions to this industry, which it has consciously chosen to cater to. Founded in 1986, the company’s expertise lies in solution integration, application development, management, consulting, managing services and product engineering.

Nearly two decades down the line, the company assimilates OSS (Operation Support Systems) and BSS (Business Support Systems) along with its global workforce to provide services to its clients. The company seeks to provide an array of services, ranging from IT strategy to product engineering. The 11,000 employees strong Tech Mahindra is spread over 16 regional offices across the world (Americas, UK, Germany, UAE, Egypt, India, Singapore, Taiwan, Thailand and Australia). In fact, only this August did they finally list on the Indian bourses, with a 44% premium.

Steered by Vineet Nayyar (MD and CEO) the company so far has been earning many accolades and awards. Some among them are being ranked as the third largest BSS SI in the World (Gartner-Dataquest 2006); eighth largest software exporter from India (NASSCOM 2006); 32nd in the leaders category in the global outsourcing 100 (IAOP 2006) and more…

Recently, Tech Mahindra set up a joint venture with Motorola – CanvasM. “This will leverage the synergy of capabilities between Tech Mahindra and Motorola to provide cost-effective service delivery through specialized resources that optimize the development and processes required to create and manage a mobile ecosystem,” said C. P. Gurnani, President, International Operations, Tech Mahindra, on the occasion.

With both, information technology and telecom sectors taking huge strides forward, Tech Mahindra can definitely hope for a buoyant journey ahead.

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The timeless symphony...

IIPM PUBLICATION
And the man taking the Titan legend forward is the company’s maverick Managing Director – Bhaskar Bhatt – whose persona is as dignified as it is charismatic. Bhasker, who joined the company in 1983, has handled Sales & Marketing, HR, International Business and general managerial projects before taking over the reins of the company as Managing Director in 2002. Today he is responsible for steering the growth of Titan Industries. A mechanical engineer from IIT Madras, Bhaskar completed his Business Management from IIM Ahmedabad in 1978. Later, Bhaskar worked as a trainee at Godrej & Boyce Manufacturing Company for 5 years, after which he joined Tata Watch Project and has stayed with them ever since.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Power of images

IIPM MANAGEMENT INSTITUTE
Advertisers today don’t sell products. They sell a life style, an image. The images of women being portrayed in advertisements is scary. It’s sending all the wrong signals – especially to teenagers and young girls, who try to copy the images doled out in generous quantities by advertisers. But the ridicule doesn’t stop ‘fairly’. On another front, all ads showing women put a premium on ‘slimness’. As early as the 1920s, some ads for a cigarette brand ‘Lucky Strike’ ran a punch line, which read – “Reach for a Lucky instead of a sweet.” It tried to associate ‘smoking’ with ‘slim’. That was the start!

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Nike bowls a Yorker

IIPM PUBLICATION
Judge a man by his shoes? Not any more! With shoes getting sportier by the day, it’s all about branding with a sporty edge. So, if it is Sachin Tendulkar, he must be wearing an Adidas and if it is Rahul Dravid, then it must be sporting a Reebok!

But did you know that in the single sport of cricket, shoes serve so many different purposes?

There are different shoes for a batsman, a bowler and a fielder; then, there are sub-sets: A fast bowler’s shoes will be different than that of a spinner! Nike recently launched its cricket shoe called “Nike Air Zoom Yorker”, which is specially designed to enhance the performance of fast bowlers.

New Zealand’s Shane Bond and India’s budding pacer Sreesanth have been roped in as brand ambassadors by Nike for these shoes.

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About Vikram S. Kirloskar

IIPM MANAGEMENT INSTITUTE
Born on November 19, 1958 in Kolhapur, Vikram bagged a Bachelor’s degree in Mechanical Engineering from the Massachusetts Institute of Technology, USA and has worked in various Indian and international companies in different capacities. Vikram’s stint with TKM goes way back to 1997, when he initiated a successful joint venture between Toyota Motor Group and Kirloskar Group. Kirloskar manages the affairs of two separate organisations – TKM and the Kirloskar Group. He spends a lot of time overseeing operations in manufacturing and technology at the Kirloskar Group. He emphatically refers to it as a re-learning stage as he tries to implement the things he learns from the predominant Japanese culture at TKM. He admits that it is difficult at times to bring about a uniform cultural integration in two structurally different companies.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Disaster Ministry

IIPM PUBLICATION

Future name for Home Ministry?
Almost 60% of India is under tectonically active earthquake prone zones; about 8% is prone to landslides; over 40 million hectares is flood prone; while 68% of the area is susceptible to drought. In the 1990s, while the annual loss of life was 4,344 (a relatively low number compared to, say, the 85,000 and above who die in road accidents every year in India), the bigger issue is the 30 million people who are directly affected by disasters each year. Even the loss to physical infrastructure has been astronomical. Despite several previous hazards, it took the catastrophic super cyclone of Orissa in 1999 and the Bhuj earthquake to underscore the need for a multi dimensional strategy involving an institutionalised social, financial and scientific processes that incorporates risk reduction at the planning stage itself. But disaster management has remained as chaotic as ever.

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Paris’ Luv bite

IIPM MANAGEMENT INSTITUTE
Now to update you on the latest from the Blah-Blah queen Paris Hilton... After exploits with Tinkerbell, a 'garbage-loving' ferret, current beau Stavros Niarchos and other strange animals, Paris's love is now going to the illegally-procured sweet darling Baby Luv. The Honey Bear should be mighty pleased with his not-so-Simple Life. But for Paris, who considers it quite alright to break the law and keep her dear Baby close, getting bitten on her arm and rushing to the ER at 3 a.m. might’ve made her rethink her decision. The Los Angeles rethink her decision. The Los Angeles Police Department ( Police Department (LAPD LAPD) probably ) probably calls it plain divine retribution!

Compiled by: Anu Gulmohar

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Greetings in this fiesta

IIPM PUBLICATION
The countdown has begun and it’s time to decide upon the gift s that you would want to purchase for those people who mean so much. Offers have already started to pour in. And, before you even realise, it will be that time of the year when you will be lured by the charm of the beautifully decked up shops loaded with accessories and gift items. To add that extravagant chic to your flamboyant lifestyle, the bigwigs of Indian Inc. are sprucing up their act. The players are becoming gung-ho with launches, discount schemes and promotions to bet big this festival season.

So which are the players in this fiesta? From FMCG behemoths touting their products to manufacturers of watches, sunglasses and, of course, jewellery... the entire jamboree is ready to charm us with the glorious products.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Alan Kay

IIPM MANAGEMENT INSTITUTE
“The best way to predict the future is to invent it,” remarked Alan Kay. Born in 1940 to a musician mother, Kay seemed destined for a musical career. In fact, in school he was a guitarist and a soprano vocalist; even became a professional jazz guitarist in his youth. But the adept young man by the age of three had mastered reading, and by five had read hundreds of books! After expulsion from Bethany College, West Virginia & playing at Denver jazz clubs, his dextrous mind found his calling at the US Air Force. Th ey discovered the boy’s computing proficiency and set him to work on a 5 ft x 3 ft , massive 16KB storage capacity IBM 1401 business computer. Kay later specialised in mathematics and molecular biology. It was this understanding that founded his concept of a computer system that was ‘alive’ – in which each function was like a biological cell, which interacted to carry out complex functions and yet existed separately.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Ms. DLF Damsel

IIPM PUBLICATION
She could have easily made her mark as a Page 3 celebrity, but she had different plans. Daughter of KP Singh, who sits atop the DLF throne, Pia Singh is a low-profile, but astute businesswoman. While her father had the business acumen to foresee a revolution in real estate way before his competitors did, Pia, instead, anticipated a business opportunity within her father’s dreams. She decided to foray into entertainment and retail, the two segments that gelled seamlessly with DLF’s core business. DLF was one of the first companies to enter into the retail sector and can be credited for sparking the much talked about retail revolution. Today, Pia is the Managing Director of DT Cinemas and DLF’s retail business, charting higher growth territories for herself. For now, her strategy is focused on emerging as a national player in the sector and she has already initiated 25 separate projects across the country to fulfil her dream. “DLF retail is well poised to capitalise on its strengths as a comprehensive solution provider in the entertainment and leisure segment by bringing best of quality, service, design and mall management skills into its retail operations,” explains the pretty Wharton School grad, who has also done a film-making course from the New York University. She’s one daughter making her Dad proud!

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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REMINISCING THE PAST
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A Night to Remember!

IIPM BUSINESS & ECONOMY
Culinary Summer Nights in Bacharach (August 25-27) – dreamy as the title itself! Baptised after Bacchus, the ancient Roman God of Wine, Bacharach belongs to the vintage set of medieval European towns, on the banks of the Rhine in Koblenz County, Germany. Lying west of Frankfurt, Bacharach makes for a stunning wine township with its vineyards and castle ruins that smoulder like hot iron in the midst of the magnificent pyrotechnics that emblazon its wine fiesta. Epicurean delight as it is beyond the spectacular view afforded while on the banks or from an excursion boat while on the surface of the romantic river. While earlier as part of the glittering ‘Rhine in Flames’ series, the awe-inspiring fireworks now form the magnum opus capping a festival of wine tastings, open air buffets and other culinary proceedings aimed at promoting local vineyards and specialty restaurants.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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The soft drink giants used Bollywood celebrities

IIPM MANAGEMENT INSTITUTE
Of course, Narain recalls how the soft drink giants used Bollywood celebrities like Aamir Khan to reassure Indian consumers that their products were indeed safe. But much to the chagrin of companies like Coke and Pepsi, the JPC found that virtually all allegations made by the CSE report were correct and that Coke and Pepsi were indeed selling products laced with unacceptable levels of pesticides. The JPC strongly recommended that a law be enacted to set clear norms for health and safety of Indian consumers. Three years down the road, the proposed law is yet to be enacted, notified and enforced. (Do remember it took our Parliamentarians just one day to unanimously pass a law enabling criminals to contest elections!). And now, three years after the original report, another CSE investigation – this time even more widespread & scientifically rigorous – reveals shocking details:

· The average pesticide residues in all brands of PepsiCo were 25 times the norms set by the Bureau of Indian Standards (BIS).
· The average pesticide in all brands of Coca Cola India was 22 times the norms set by BIS.
· The concentration of Lindane, a confirmed cancer-causing chemical, was 54 times the standards set by BIS.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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In comparison to CDN, P2P networks offer relatively free services. However, P2P relies heavily on advertising

IIPM PUBLICATION
On the social front, P2P is an integral element of “social computing”. The key aspect is to enable individuals to communicate directly, and it covers a broad range of interactions. eBay, for example, can be seen as one of the foremost exam ples of social computing, by combining the ability to put buyer and sellers of any type of item together and giving them the ability to actually conduct private financial transactions. The next round of P2P activity covers another aspect of social life: Blogs and wickis, all have the potential to reshape the way we are cooperating and exchanging thoughts by expanding our horizon, and eventually, change our social life. Today, the social concept of putting individuals in contact to conduct private transactions has expanded through sites like Prosper in the US and Zopa in the UK. Both have started networks to put lenders and borrowers in contact. People looking for a small, unsecured loan can be put in touch with people willing to lend money at a lower rate than the typical bank. Of course, the model will need refining and may have some ups and downs as some loans go unpaid. The danger is that, if it succeeds, we may well see financial institutions looking into it as a new channel through which to push their products.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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All roads lead to the Parliament

IIPM BUSINESS & ECONOMY
The government’s plan to perk up unprofitable public sector units (PSUs) with help from a private partner has been made more complex. The law ministry has passed a fresh order, which calls for Parliamentary approval on the matter even before the government can short list potential partners. The change has already been communicated to the ministry of heavy industries (MHI). This recent notification could act as a roadblock for the government’s attempts to revive PSU disinvestments. The law ministry backs its decision by claiming that any alteration in the basic character of a PSU calls for a green signal from Parliament.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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WHO STOLE MY THUNDER? : IIPM

IIPM BUSINESS AND ECONOMY
The Swadeshi movement gained renewed fervour in the late 1980s and early 1990s. There was a widespread fear that if foreign companies were given more freedom with the onset of liberalization, they would certainly destroy Indian companies, resulting in job losses, plant shutdowns and general political and economic turmoil.

One development that gave further impetus to this fear was the sale of Thums Up by Ramesh Chauhan to Coke in 1993. The cola giant who had been kicked out of India in the 1970s made its comeback in the 1990s to find a competitive cola market led by Thums Up, a product of Parle. Coca Cola realised through research that Thums Up, being firmly and favourably entrenched in the Indian customer psyche could not be killed so easily. So it decided to buy Thums Up and Chauhan, in apparent fear of being stomped out by the MNCs, decided to sell off its brands Thums Up, Gold Spot and Limca to Coca Cola. Thums Up remains an integral part of Coca Cola’s portfolio and is used by it as a counter to Pepsi. In retrospect, one could only add that Chauhan’s decision was a bit hasty.

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Source :- IIPM Editorial, 2006

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A GOOD TIME FOR NEMOS

IIPM BEST B-SCHOOL
The question remains, are acquisitions of brands the panacea for the dilemma of stunted growth? Possibly yes, but Samarjit Singh, MD, Candid Marketing (it has clients like Cadbury, ITC Foods, Pepsi & HLL) cautions, “Acquisitions have to be strategically fitting, both in terms of brand and culture.” He blames culture mismatch for failure of HLL’s acquisition of Modern Foods. Moreover, acquisitions should not be without a definite, longterm strategic direction.

Irrespective of failures, the sharks of the Indian FMCG sector have tasted blood and taken the inorganic route with a vengeance. For the Nemos, on the other hand, the strategy should be quite simple – build a strong brand, raise the valuations and sell it off for a good price. The David vs Goliath fable was a fable, after all. A more realistic example to be emulated is that of Thums Up vs Coca Cola...

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Chilled out in the tropics!

Without diversifi cation, Coca Cola’s Indian ambitions remain hollow
Coca Cola India has always been inundated with problems. After its rather unceremonious exit in 1977, Coca Cola returned to India in 1993, but is still reeling. Coca Cola recently announced its results for quarter ending June 2006, which showed a steep decline of 12% in Coca Cola’s unit case volumes in India, as against a steady rise of 4% worldwide. Only saving grace being – Indian operations performed better than those of the Philippines (over 17% decline in sales).

Coca Cola’s problems in India have continued unabated, be it the pesticides chronicle in 2003, or the Plachimada controversy. And the latest results have clearly put Coca Cola on the back foot in India. Meanwhile, its long time nemesis – Pepsi India is witnessing a smooth ride. Why? The answer lies in diversification. States Nirjhar Handa, FMCG Analyst, Pioneer Intermediaries, “With increasing health consciousness, a larger number of Indian consumers are preferring fruit juices over aerated soft drinks.” Unlike Coca Cola, Pepsi has successfully diversified into fruit juices, agri-retailing, et al.

The juice segment in India is growing over 20% against 3-4% growth in carbonated segment. Coca Cola plans to enter with its fruits drink, Minute Maid, which will be pitted against Pepsi’s Tropicana & Dabur’s Real (which together control over 70% of the market). Atul Singh, CEO, Coca Cola India confirms that the company is looking to add “juices and health based products” to its portfolio. But will this be a case of too little, too late? Handa cautions that, “The longer they (Coca Cola) take to enter this (juices) segment, the more they’ll have to spend on brand building.” Further delays will only serve to enhance the prospects of another unceremonious exit for Coca Cola from the Indian peninsula.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Dolce Vita, and how?!

IIPM Business and Economy

Savour two celebrated slices of the delectable Italian pizza…

Myriad mavericks and countless celebrities manage to enthrall fans across the globe with their character and charm, yet only a select few leave an indelible impression on the mind and heart alike. Viva Italia then, on a joyride through the life journeys of the indisputable sex-symbols of the modern era! Ladies and Gentlemen, the two Italian monoliths the globe loves to hate, or just plain adulate: Francesco Totti and Monica Bellucci.

The Italian village of Citta di Castello, Umbria, was the birth place of lissome lass Bellucci on September 30, 1964. Serendipity – in a nutshell – describes Monica’s tryst with modelling whilst she was studying at the University of Perugia in Italy.

Bellucci’s proclivities towards modeling brought her to Milan – the fashion capital of the world – in 1988. The 5'10" buxom babe’s move up the celebrity ladder saw her make a foray into the silver screen in Bram Stoker’s Dracula in 1992. However, stardom eluded her till the tantalising L’ Appartement came along in 1996. This chic romantic French thriller was the platform that saw Bellucci sashaying the ramp to meet the galaxy of stars in the global arena. Fame never left this stunning siren since, with her being regularly ranked in the ‘Sexiest Women’ genre by prominent magazines time and again. Celebdom and controversy being inseparable twins, however, fame was soon followed by farce for Bellucci when she posed naked and pregnant in 2004 for an Italian issue of Vanity Fair, as she looked to voice her protest against Italy’s draconian laws on aided fertilisation. The rebel streak is also certain to surface when she gets to play the role – in an upcoming movie by Jagmohan ‘Provoked’ Mundhra – of our very own, Italy-born daughter-in-law of the Nehru-Gandhi family – Sonia Gandhi.

Terra di Italia was also the place of origin of one of Italy’s most fabulous footballers, Francesco Totti. Born in Porta Metronia, Rome on September 27, 1976, young Totti was all potty about football even as a tot! Just about treading into his teens, Totti made his football debut for the junior team of AS Roma in 1989. The playmaker par excellence boasts the uncanny ability to craft goals from just about anywhere in the opponent’s half!

The mid- field maestro, thus even deservedly featured in Armani’s facce da sport (Faces of Sport) – a compilation of the world’s most talented athletes – in 2004. All was not smooth sailing though, as the iconic Italian was reviled overnight in the 2002 FIFA World Cup when he was waved a yellow card and packed off during Italy’s controversial loss in the second round to South Korea. His disappointing run on the world stage continued even at the Euro 2004 tournament, when he spat at the Danish midfield enforcer Christian Poulsen, subsequently being banned.

Passionate and popular Librans, Bellucci and Totti are renowned across the globe even for their valiant forthrightness. While Monica made her voice heard against her country’s despotic decree linking fertilisation to the conventional family model and for her comparison of Italian women to Muslim women, Totti is a goodwill ambassador for the UNICEF and even went out of his way to publish two joke books scripted on him to raise funds for charity!

Feisty personalities, they’ve been showered with accolades for accomplishments in their respective arenas. While one has been instrumental in increasing Italy’s style quotient globally, the other has been the sporting talisman for Azzurri and still remains a distinct hope of deliverance – despite a broken leg earlier this year – for the forthcoming World Cup. Both have tasted success at an early age, and yet, managed to keep their feet firmly on soil despite the bouquets and brickbats showered at their beliefs and actions, for such is the burden of life when you answer to the name of a belle called Bellucci or trudge forth like Totti!

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri