...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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IIPM Business & Economy :- Haggle across the street!

IIPM PUBLICATION
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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Dialectical dilemma for Communists
...Or be ACC! India’s largest!

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)