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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Wal-Mart’s China syndrome
Fixed income markets across the world are showing definite signs of recovery; but face debilitating rate hikes
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The African Growth and Opportunity Act (AGOA)
Barista on prowl for a new partner
The Election Commission & Supreme Court passed verdicts to keep criminals
REMINISCING THE PAST
INFOSYS
Healed by his beloved Olin : IIPM
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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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