Can naresh goyal really be – sahara?

IIPM PUBLICATION

After giving it a lot of thought, we gave 'Debilitated Aspirations' as the headline for the story we did on the Jet takeover of Sahara. The story pointed out a few aspects that were being missed out in the gush of laudatory stories, about how great an entrepreneur Naresh Goyal was and how far-sighted he was. As usual, Business & Economy took a long and hard look at the deal and came to some unflattering conclusions.

First, it might have been a bad idea on the part of Goyal to buy out Sahara. As subsequent events proved, Jet did try its best to wriggle out of the deal; it is only the iron clad nature of the contract that forced Naresh Goyal back to the negotiating table.

We also contended that while the Jet takeover of Sahara may not have been wise, it was the signal for a wave of consolidation that was bound to be seen in the industry. So have Air India merging with Indian Airlines; Air Deccan and Kingfisher of Vijay Mallya forming a strategic partnership and talk of Paramount Airways trying to take over the Wadia-controlled Go Air. Way to go!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The Real Challenge

IIPM MANAGEMENT INSTITUTE

If Sharma and his team can transcend this dilemma, Nokia’s early success in India can endure as a legend and a lesson for others to emulate. If they get stuck with this positioning riddle, Nokia could be yet another example of how global leaders have failed to find the magic formula in India.

By any yardstick, Nokia is a smashing success in India. According to various market research reports, Nokia commands more than 60% of the handset market in the country. The nearest rivals, Sony Ericsson, LG, Samsung and Motorola barely manage a 10% market share as individual entities.

Yet, Nokia’s invincibility could be deceptive. For one, rivals like BenQ are rapidly emerging as aggressive price warriors. Moving up the value chain, new models from LG and Motorola are already giving Nokia a hard time.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Hero Honda has become the face of India’s personal transportation. The company has not only given people a set of wheels but also great dreams...

IIPM PUBLICATION

With its ‘mass friendly’ approach, the new Splendor NXG launch symbolizes the somewhat obsessive ‘entry level’ approach of Hero Honda. The 100cc segment is where the company’s legions lie and where most of its products are positioned. Like a number of private sector companies, even Hero Honda is market driven and a seemingly high focus on this segment makes it a volume player. But at a time when the market is graduating to higher segments, is it logical for any player to stick to the ‘soon to become’ obsolete sectors? Apparently yes! Anil Dua, VP (Sales and Marketing), Hero Honda valiantly told B&E, “Currently we have a 50% market share and that is a very good share to start with. The positioning of the Splendor NXG will be in the 100cc segment as we think that the 100cc is a very large segment and it can sustain more players easily.” To a certain extent we agree because as per an earlier B&E estimation, the 100cc segment forms the core of the market and the Indian consumer depends heavily on it for his daily commuter solutions. On the other hand, the premium segment contributes a miniscule 16.78% to the volumes. Even if we consider a steady growth trajectory of 36% (as per market reports), the premium segment will not be more than 25,00,000 in the next three years. This figure is not even half of the 100cc segment, which will hover close to 60,00,000 units and that too at a much slower 15% growth rate. In April 2006-07, HH sold 239,594 units (SIAM) in the less than 125cc segment, nearly 258% more than what arch rival Bajaj sold in the same period. With such high level of competency, its certainly not logical to think beyond a segment which contributes up to 93.3% towards Hero Honda’s total sales. However, the question that the company really needs to address is that how long can HH sustain this? Auto analyst Tutu Dhawan told B&E, “Hero Honda is very happy being an executive segment (less than 125cc) player, they don’t see much rational as a premium segment player. Hero Honda says that the premium segment forms just 10% (on average) of their market.”

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Indian Overseas Bank

IIPM MANAGEMENT INSTITUTE

Brief Details of new products launched during the year 2006-07:

1. IOB-NRI Shield: Scheme for Non-resident Indians covering travel related risks during their visit to India. Cover provided for Personal Accident, loss of baggage, loss of passport, delay in receiving checked in baggage. Additionally, fire and allied perils cover is also provided for house property in India in the name of insured. The NRI can also opt for Health Insurance cover under IOB-Health Care plus. Cover provided for amounts ranging from 1.00 lac to Rs.50 lacs. Bank gets commission of 15% on premium collected and Rs. 55 is collected as service charges from customer.

2. IOB-Alankar: Loan scheme for purchase of jewellery to women who are employed or professionals or housewives with a monthly income of Rs.5,000/- (for housewives husbands income will be reckoned). Maximum loan is restricted to 10 times monthly income or Rs.2.00 lac whichever is lower with a margin of 20%. Loan is repayable in 24 EMI. Tie-up arrangement can be entered into with local reputed jewellers for marketing the scheme.

3. IOB-SHG Family Insurance: In tie-up with LIC of India, the scheme provides for life insurance cover to members of Self Help Groups and their spouses for a very low premium of Rs.100/-p.a.. An identical amount of premium is paid by Central Government from the Social Security Fund of India. The spouse is covered for Rs.10,000 for a premium of Rs.40 p.a. The cover to the members of SHG is up to Rs.30,000 for death and Rs.75,000 for death due to accident. Additionally, 2 children of SHG members who are studying 9th to 12th Standard are paid scholarship of Rs.300/- per quarter.

4. IOB Insta Invest: The scheme is launched in tie-up with Mann Financial and securities India Pvt. Ltd for providing online trading platform to our customers for trading in Shares and Commodities. The customers of our bank having S.B. account can open trading account with Mann Financial and whenever trading takes place the S.B. account is credited or debited online as the case may be.

5. IOB-Tax Saver Deposit: In view of the amendments to Section 80 C of Income Tax Act to include bank deposits for exemptions under the section, a scheme to attract deposits was launched. There is a lock-in period of 5 years for the deposit. The deposit can not be closed before maturity and no loan is allowed before completion of 5 years from the date of deposit. The maximum amount of deposit is restricted to Rs.1.00 lac.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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