A Hong Kong holiday...

IIPM: An intriguing story of growth and envy

Hong Kong’s making some extra efforts to boost its tourist inflows. The country’s Tourism Board (HKTB) hosted a ‘Discwover Hong Kong fair’ in Delhi to create the additional buzz about its key tourist attractions. Hong Kong Disneyland Resort, Ocean Park Hong Kong, Madame Tussauds Hong Kong and Ngong Ping 360 were a key part of this mega marketing event.

Pallavi Srivastava

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Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
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It’s called Newton’s 3rd law, Mr. Obama!

Ned Barnett is a Senior Political Media Analyst with experience of running media campaigns for former US Presidential candidates at state level. He writes exclusively for 4Ps B&M on why Obama’s PR campaign is backfiring...

America’s politicians are typically divided between two parties (there are other parties, but they seldom gain representation in Congress, and virtually never achieve real power, even in local or state elections); and typically, politicians “follow the party line.” However, because they are elected individually and are required to live in and come from the district they represent, they tend to oppose their own party when they fear for their own re-election. By pushing the American people so hard that they feel inclined to push back, the Obama administration has motivated hundreds of thousands of Americans to actually pay attention to politics, to get involved and to CARE.

During the Presidential campaign, Obama’s background as a “hardball” community organiser worked remarkably well – however, now that he’s governing, it is backfiring. Why? Because he seems to not be listening to Americans – and when Americans don’t feel that they’re being heard, they speak louder. Please remember, that in the US, the first element of the Bill of Rights allows us Freedom of Speech, Freedom of Assembly and the Right to Petition the Government for the Redress of Grievances. By not listening to people’s free speech and by ignoring their petition to redress grievances, the Obama administration is courting that backlash.

There is a group – once called “the Silent Majority” – of people who tend to not speak out. They often vote, but they don’t protest or demonstrate. They are used to doing things for themselves, and they are much more comfortable “writing a letter” to an elected official, or the local newspaper, than going out in public with their home-made signs. However, because of Obama’s community organising initiatives and his “Change” agenda during the campaign, they have found the courage to step out of their comfort zone and speak out in public. They are not career protesters or life-long political agitators-for-change – this is not their natural milieu, and because of that, they are more emotionally tied up in being heard (and much more prone to real, sustained anger when they’re not listened to).

I am not implying that America is on the verge of a real revolution (of the armed revolt kind), but please remember this from our history if we want to understand this backlash – that it was not the Stamp Act (taxation without representation) that caused the revolution in 1776 – it was the refusal of King George and his Parliament to listen with interest to the American Colonists’ legitimate grievances that led directly to the Revolution that created the American Republic.

There are indeed precedents where Presidents have used the power of organised supporters (union members for instance) to push hard for their programs – the most obvious example is President Franklin D. Roosevelt during the depths of the Great Depression. He was a master at twisting people into activism, and it was effective. However, without the alternative media of today (cable news, Internet), the opposition was unable to push back. His efforts in passing the Communications Act of 1934 (he became President in 1933) reinforced the mandate that broadcasters had to broadcast “in the public interest” which enabled him to monopolise the media as never before to reach people. However, the times were different – especially the technology – so it is hard to compare them directly.

This is especially important in light of the question about how Obama’s media handling is going to change – I don’t think it will. To date, President Obama has seemed to be “tone deaf” – he hasn’t learned from mistakes (he hasn’t even acknowledged his mistakes – he’ll apologise overseas for America’s past actions, but won’t acknowledge his own mistakes). This is, in fact, remarkable. Even Nixon acknowledged mistakes – only Obama among all of America’s Presidents has refused to admit his mistakes.

Clearly, he’s seen his poll numbers fall – he’s seen how his confrontational tactics, especially in the last few weeks, have only ramped up anger and activity of the opposition Yet, he’s only gotten more confrontational. So – unless he has a real “eureka” moment, he’ll continue as is – waiting out his opposition, seeing if they will continue or – like the opposition in Iran and China – fade out after the initial enthusiasm. That may indeed be the right strategy – in democracies, it’s hard to maintain the focus of the “silent majority” who have jobs to go to, bills to pay, families to raise and other life issues that take them away from politics and re-immerse them in what we call “real life.”

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Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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UNLEASHING THE POWER OF THREE

To start operations in times of slowdown and quickly break into the top ten in the very first year of operations is indeed incredible. These guys can’t stop thanking their strong focus on bancassurance

You don’t just rise to be the numero uno within a year of operation do you? So why did we chose the Canara HSBC Oriental Bank of Commerce Life Insurance over other leading players (see chart) in the industry? Well, this new player’s performance has been exemplary, especially when the big bosses of the industry are facing a tough time. In just a year, this life insurer has climbed to the ninth position amongst India’s twenty one private life insurance players (in terms of market share on weighted premium income). Not only this, in April 2009, the company recorded its best sales performance over the previous month than any other private insurer. Guess that’s just one more reason to be counted as a success.

But, when listening to any success story, what strikes first is, how? For a conceptual product, which is actually sold rather than bought voluntarily by consumers, credit for the unprecedented response received by the company goes to its operations based on a bancassurance model, adequate capital, distribution capacity, strong distribution channel and innovative products. Certainly exclusive access to approximately 50 million potential customers and a pan India network of over 4,100 branches does give the insurer an ‘unfair advantage’ over some of its new peers. Explaining the success story, Harpal Karlcut, CEO, Canara HSBC Oriental Bank of Commerce Life Insurance Company, says, “Our success is based on HSBC’s in-depth know-how of bancassurance, coupled with the distribution of Canara Bank and Oriental Bank of Commerce. Our performance has been delivered entirely by bancassurance.” What is evident is the fact that bancassurance has played a pivotal role in helping the new entrant break the clout of the biggies. The CEO agrees, “Each aspect of our business model has been tailored to bancassurance and the specific needs of each of the three shareholding banks; including products, promotion, training, operational support et al.” But the real success of a marketing strategy for an intangible product primarily depends on its execution and the insurer has taken due consideration of this fact too.

Success has many parameters and it seems this insurer has focused on each of them albeit more on bancassurance. But then, they should not forget this is just the beginning. To reach the top they have a long and winding road to cover. That’s when they’ll need a lot more than mere bancassurance to fulfil any leadership ambitions.

Gyanendra Kumar Kashyap

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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High Tech Computer Corp. ever heard about it?

Innovation lies at the heart of HTC, and as company officials claim, 25% of the total workforce is engaged in R&D. Though the company has managed to capture a sizeable presence in India, yet in terms of brand power, it has to make bigger and better marketing efforts, especially when the market has other well-established brands that had moved in much earlier than HTC. Another hurdle for HTC is that, given the fact that it operates in the price points above Rs.10,000, it is clearly gunning the upper crust of the market. Today, the only other player that operates in just the plus Rs.10,000 segment is Blackberry, but its brand is much more recognised and has thus already created a cult following amongst its target group. As Rajeev Makhani, a mobile handset expert and host of Gadget guru at NDTV states, “Blackberry has been widely accepted in the corporate circle, who have actually started a culture of Blackberries. In comparison to that HTC is still small in India.”

Another problem that occured with HTC in the recent past (read: the year 2008) is that, it had made a huge splash by marketing the fact that it has launched the cheapest touch phone, but then the global economic crisis followed and the company suddenly found itself faced against the wall. So where did it go wrong? “What happened with HTC was that it had not hedged against the dollar and was impacted quite adversely and because of that they were unable to launch any new handsets in the Indian market and hence could not keep up the excitement that they had earlier created,” says Ram Makhijani, a telecom analyst. Certainly, any keen observer would have noted the fact that today, HTC only offers 11 products, unlike during 2007, when it had as many as 17! But Sharma dismisses this as the truth as he proclaims, “We are evolving as a company, and what we were doing at that time was right then and what we are doing now is what the time demands from us now.” Defending its claims, HTC also points out that it grew by a whopping 300% during FY‘09 as compared to FY‘08. What’s more, the company plans to sell 1 million units by 2010!

HTC also claims that in its short span there have been a few learnings for them, which they are now applying to the market and is expecting to get good results out of the same. One such learning is that when a person is looking at buying a touch phone especially at such price bands, he/she prefers to get a feel of the same before paying for it and hence, just a dummy may not work. So, HTC has put in place a demo zone at high-end retail outlets to encourage experiential buying.

So, the question remains – will the HTC brand receive more favour in the eyes of Indian consumers? Well, going by Sharma’s confident approach, there is no need to worry for those 25% in HTC’s R&D labs; for the rest (75%) are doing their ‘smart’ selling & branding bit on the field. By the way, I guess HTC could start by disclosing what HTC stands for, as an acronym.

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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EVE Marketing!

The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

On similar lines, MARS has recently launched a new chocolate ‘Fling’ with the punch line ‘Naughty, but not that naughty’, completely dedicated to women. The chocolate is launched only for the Californian market for now. To attract health conscious women as they avoid calories, this chocolate bar has only 170 calories per bar. MARS’ reasoning behind Fling is to give a permissive indulgence to women at 170 calories a bar, and at a recession-friendly price.

Sporting brand Reebok is also not far behind in this race. It has launched a new gym workout - JUKARI Fit to Fly along with a new fitness product line, especially for women. Katrin Ley, Head of Women Division, Reebok said, “These insights proved women perceived exercise as a chore, were unmotivated and uninspired to exercise but would workout more often if the gym was fun.” The initiative will be supported by a global integrated marketing campaign on online media, outdoor, in store and in print in key markets worldwide during the year 2009.

And this Venus effect is not just limited to US! Coca Cola is coming up with a new ad campaign in Europe ‘I am no superwoman’. The campaign is aimed at ‘have it all’ women who want to use the brand as part of the break from the pressure of their job. The company has given a new look to its website. It would be interesting to see that, will Coca Cola be successful in increasing females spending on the brand. Coke is a mass product and they are not launching any specific product for women but trying to capture their attention through ads targeted at them. Similarly, to catch eve eyeballs McDonalds’ McCafe Coffee sponsored the New York Fashion week held in February. The idea is to grab the attention of the tabloid-reading young women who closely follow the event.

Seems like the marketers are making a sincere effort to please the venus populace. But for brands to ensure that they constantly appeal to the eves, the most important thing will be to ensure that they are actually talking to women on a regular basis. One-off campaigns or product launches here and there will result in just temporary flings with women consumers, while a long term loyalty based relationship with them should be the aim of these marketers.

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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How are servers built-in with this feature?

IIPM Programme :- SUPERIOR COURSE CONTENTS

By taking advantage of virtualisation assistance in hardware based on Intel Virtualisation Technology and AMD “Pacifica,” Windows Virtualisation enables workloads such as server consolidation, efficient software development and testing, resource management for dynamic data centers, application re-hosting and compatibility, and high-availability partitions.

The Virtualisation role enables you to create a virtualised server computing environment using a technology that is part of the Windows Server® 2008 operating system. This solution is provided through Hyper-V™. You can use a virtualised computing environment to improve the efficiency of your computing resources by utilising more of your hardware resources. Hyper-V™ leverages hardware-assisted virtualisation: this is available in processors that include a virtualisation option; specifically Intel VT or AMD Virtualisation (AMD-V, formerly code-named “Pacifica”).

How is Microsoft implementing Virtualisation process? How do you deal with “virtual sprawl”?
Microsoft offers a comprehensive set of virtualisation products, from the data centre to desktop assets – both virtual and physical – that are managed from a single platform. Keeping the market momentum in mind, Microsoft is committed to driving the adoption of virtualisation with the aim of enabling the company’s long standing vision of “Dynamic IT”.

Customers can use virtualisation software to deliver the right computing resources to people anytime and anywhere, which creates information technology systems that are more efficient, flexible, and cost effective. To help customers achieve this vision Microsoft focused on firstly expanding on Microsoft’s server virtualisation solutions portfolio with a broader set of client virtualisation capabilities designed to enable optimised desktops and secondly delivering a simple, integrated management solution to manage customers’ infrastructure, from physical to virtual, and from hardware to applications & services.

Microsoft has a number of virtualisation technology infrastructures that provide range of options for organisations to choose from and a number of architectural layers that they can consider when applying virtualisation, including machine, application, presentation & management of various layers. Some of these technologies are:

• Microsoft SoftGrid Application Virtualisation: Microsoft SoftGrid Application Virtualisation turns Windows applications into centrally managed virtual services that are delivered to any desktop or laptop client worldwide. It delivers applications on demand, from any PC on the enterprise network – with no installation needed. It improves IT efficiencies, enables greater business agility and a superior end-user desktop experience.
• Desktop virtualisation: Virtual PC 2007 is optimised for Windows Vista and makes it possible to simultaneously run multiple OS on a single PC. This allows business customers to migrate computers to Windows Vista for a more secure and manageable experience. While keeping a previous Windows environment available to run legacy or custom applications in a virtual setting.
• Platform & Server: For the data center, we offer Microsoft Virtual Server and we recently announced beta availability and the upcoming launch of our enterprise-quality Hyper-V hypervisor, which will be a key feature of Microsoft Windows Server 2008. Specific technologies include
• Windows Server 2008: Microsoft Windows Server 2008 increases server infrastructure flexibility while saving time and reducing costs. Powerful management tools and security enhancements allow organisations to have more control over servers while gaining advanced protection.
• Presentation Virtualisation: Presentation virtualisation isolates processing from the graphics and I/O, making it possible to run an application in one location but have it controlled in another.
•Storage Virtualisation: Storage virtualisation provides a way for many users or applications to access storage without being concerned with where or how that storage is physically located or managed. It enables the physical storage in an environment to be shared across multiple application servers, and physical devices behind the virtualisation layer to be viewed and managed as if they were one large storage pool with no physical boundaries.
• Virtualisation management: With Microsoft System Centre, enterprises can manage both physical and virtual assets for clients and servers, all with the same platform. And by mid 2008, customers will be able to use it.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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JBL GTO937

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Technical Specification

Power handling, RMS: 100W; Power handling, Peak: 300W; Impedance: 2 Ohms; Frequency response (+-): 50 Hz- 21 kHz; Sensitivity: 94db; Cut-Out Diameter: 8-11/16”x 5-7/8” (151mm x 221 mm)
PRICE: Rs.4,900
WARRANTY: 1 year

The revolutionary JBL GT0 937 is a high-performance speaker system capable of being run by almost all header units. According to Sam Kapasi, Brand Director, JBL India, “The GTO937 is the highest selling speaker system in its class. Together with the SE version, the GTO937 has redefined the market.” The product features JBL’s Plus One Woofer Cone and My-Ti Tweeter system. Made out of Maylar/ Titanium composite, the tweeters deliver extra performance, every beat. The woofer cones are specially created for extra bass output and feature a larger diameter, offering rich sound quality. What one gets from the speaker system is pure music, free from unwanted cacophonies.

Marketers’ delight: For that extra ‘mobile’ oomph, plus compatibility with any header unit.

Tester’s note: Pros – Excellent sound quality. Con – Drills a good hole in your pocket, as it is expensive for a car audio speaker of its quality.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
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B&O Serene

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Display:2.1”; TFT: 240*320 Pixels, 256 colours 2.1” Battery life:800 mAh; Standby: upto 225 hours; Talktime: upto 3 hours; Camera: 300K pixel; Network: Triband (GSM 900, 1800, 1900 MHZ), GPRS
PRICE: Rs.84,000
WARRANTY: 2 years

The Serene Mobile is a rebellion of a kind, breaking the conventional mould, and creating newer standards in design. It has a very eye-catching and newly styled circular keyboard doing away with the square one and is literally an ‘upside-down’ phone! The screen resolution and picture quality is comendable with 240x320 pixels resolution and 18 bit (262,000 colours) depth. The two equal parts with vibrant colours, fonts, screen format and size have been designed keeping logical operation in mind. The elegant charger doubles as a docking station, where Serene can interact with the cordless B&O telephone system as well. The small in-built camera with the lens discreetly integrated along the side of the telephone captures as good as any in the market. The phone is loaded with basic features like tri-band, GSM and bluetooth but lacks facilities like 3G, EDGE and IR. Marketers’ delight: The design of the product is such that it’s sure to attracts a lots of eye balls. Clubbed with its intrinsic and extrinsic features the marketers would be laughing their way to the bank.

Tester’s note: Pros – Superlative sound quality & design, especially the motorised hinge gimmick. Cons – Lacks even basic features. No 3G enability. Click wheel hampers dialing. Unconvential but not very friendly user-interface.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
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no place is too safe, not even Japan!

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

Weak political situation made matters worse. Slow-coach mechanism ensured that restoration of the banking system took years to take shape. The revaluation of the yen against all major currencies across the world post 1991 also meant that the Japanese style of export (of selling below marginal costs to garner market share) became redundant due to increased prices of exports. Manufacturing companies like Sony, Toyota, Honda and Mitsubishi started over-producing which backfired. That was one of the causes for the Nikkei crash during the years post-recession. The 1989 recession in Europe and US made things worse for the Japanese giants.

The over-investments by Japanese electronics and auto-giants were synonymous to the over-investments in tech-companies in US before the IT bubble burst in US in 1990s. With banks raising interest rates, thereby denying further ‘easy’ loans, the last option before Japanese companies remained reducing operational costs drastically. In search of lower production hubs, China suddenly became the darling for Japanese companies. This also remains the one major shift in corporate habits post 1991-recession. 2001 saw many Japs like Toshiba, Sony, Olympus, Honda, Kyocera et al announcing a shift in manufacturing of Playstations, TVs, cameras, motorcycles et al to low-cost China. As per a 2001 Nikkei Research report, 71% of 562 major Japanese manufacturers expressed they plan to shift production facilities to China. The 1993 level as Ronald Bevacqua, Senior Economist for Commerz Securities asserted, “China is eating Japanese lunch! More and more low-cost Japanese manufacturing is being shipped over there. Unlike the rest of Asia, China is doing high-end stuff as well.” Even Jesper Koll, Chief Economist, Merrill Lynch Japan added, “The reality is that the de-industrialisation is happening very rapidly in Japan. I can see the Nike model here, where you do the brand management in Seattle and the manufacturing in Indonesia. In Japan, you will do the brand management in Osaka or Tokyo and the manufacturing in China.”

Despite the cost-saving measures adopted for years, presently, the Nikkei hovers around the 12,900-mark. Compare this to the 38,915 mark it touched on December 29, 1989 and you’ll realise that the economy is still ‘just’ recovering from the destructive 1991 shock.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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SHANTANU MOITRA - The Melody Mile

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SHANTANU MOITRA
The Melody Mile

The Indian music industry has come a long way since the first musical talkie Alam Ara. The industry has witnessed many legendary directors, singers, and composers from Manna Dey to Mohammed Rafi to Kishore Kumar. All of them have created a niche for themselves, and following their league is Shantanu Moitra, the man who quit his job in the corporate world to become a music director. “When I shifted to music, I wanted to bring in a new trend, new ideologies. I am very proud of Bengal, the place I come from, which gave me the inherent belief that melody is important,” says the ace music director. He started his career by composing Indipop albums which included Mann Ke Manjeere but he officially arrived with Parineeta. Ask him about competition, and the man replies, “I have a niche of my own, but any good song is my competition and any bad work that I do is my nemesis. Music is a reflection of what I want to do. I never create music keeping the audience in mind; I always create it keeping myself in mind. I believe that in a population of one billion people, there will at least be 100 more like me.”

There are no two thoughts about Shantanu’s imminent rise in the industry, and he is just as confident, “I don’t plan to propagate my growth, I plan to grow. I have the ability to walk away from what I am doing, the day I don’t feel like doing it. I did that once to my corporate life even with no job in hand. The ability to walk away from something makes one stronger.” Considering that he has a film with Raju Hirani called Idiot starring Aamir Khan, and another with Vidhu Vinod Chopra starring Abhishek Bachchan, guess the chances of Moitra walking away from Bollywood are scant!

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
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ROHINTON MISTRY - Writing india’s fate

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ROHINTON MISTRY
Writing india’s fate

“To so many classes I taught Lear, learning nothing myself. What kind of teacher is that, as foolish at the end of his life as at the beginning?” said Nariman Vakeel, the widower protagonist after perennially getting begrudging treatment by his step children in Rohinton Mistry’s novel, ‘Family Matters’. These words not just exemplify a situation shaped by the novelist, but also the common callous treatment that parents across the world are meted out today.

Mistry’s ‘Family matters’ was appreciated so much that it bagged the illustrious Kiriyama award for the India-born writer. In fact, it was not just this novel which had addressed an Indian social problem, all the works that Rohinton Mistry is known for, deal with India’s social issues. From portraying social taboos like castism or the practice of untouchability in India to the emergence of Indian society, through his various books, Mistry has done it all. His book ‘A Fine Balance’ narrates a transparent picture of such obscure practices which have been the cause of concern for the country for long. The works of Mistry have helped in not just identifying the problems that masses in India have faced long, but also in creating awareness about Indian social issues like poverty and caste-based malpractices at the international level.

Mistry’s efforts also made him the only writer to have won the Hart House literary prize twice and gave him further recognition on a global scale. He is one Indian gem who would surely keep on further highlighting Indian issues so that they can be identified internationally; something that India cries out for in desperation to become the stalwart in the current century.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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One-man crusade for Telengana

IIPM - Admission Procedure

Former-UPA minister plans to expose the party in Andhra for leading them the garden path

When Congress’s allies were squabbling to get into the UPA Ministry after the NDA coalition had been surprised in the 2004 General Elections, there was only one ally who was willing to accommodate the interests of the coalition at the cost of self: chief of the Telengana Rashtriya Samiti (TRS), K.Chandrasekhar Rao. Rao, who had already been allotted a portfolio, backed out of the proposed Union Cabinet after allocation of ministries became a problem, saying interests of a separate Telengana were more important, as far as he was concerned.

Last week, Chandrashekhar proved he was as good as his word. He along with three of his other colleagues in the Lok Sabha resigned from its membership, saying their demand for a separate state had been ignored for nearly four years. “We will expose the Congress for leading us the garden path, by making false promises of a separate statehood. We will sound the death knell for the Congress in Andhra Pradesh this time around,” threatened Rao, normally a mild-mannered and reticent man. Rao’s threat is not to be taken lightly. While most politicians merely hold out resignation threats, the TRS chief is serious about taking them to their logical conclusion. In addition to his four MPs (including himself) quitting, 26 MLAs and 5 MLCs quit the Andhra Pradesh assembly on Tuesday to pressurize the Congress to concede their demand for a separate state. Rao and the TRS are, understandably, seething in rage. When the campaign to oust Chandrababu Naidu government led by the Congress gained ground in 2002-2003, TRS was its principal ally. Rao personally led some of his team members into tying up with the Congress, purely on the grounds that the party had supported the Telengana cause.

For the first couple of years, Chandrashekhar Rao held the hope that the Congress would honour its promise for separate statehood. But when it became clear without a shadow of doubt that there was no question of any Congress support, Rao has decided to adopt a hard line. Rao told B&E: “When the Congress was in opposition, 42 of its members, who are now ministers, pledged that Telengana would be created. Now all of them have backed out.” The 47-year-old Rao, who was elected four times to the state assembly from his home constituency of Siddipet in Medak district, quit the deputy speaker’s post, his membership of the assembly and the ruling Telugu Desam Party to revive the Telangana movement. Rao, who began his political career with the Congress as a student leader, has served as minister in the governments of the late TDP founder, N T Rama Rao, & then N Chandrababu Naidu.

He, however, wants to avoid the pitfalls that had prevented the people from achieving their goal of a separate Telangana during 1969-71. “ I have a one-point programme and a single goal -- achieving statehood for Telangana. I am not interested in garnering the support of legislators since I am not here for grabbing power,” Rao asserts. By the looks of it then, he is playing for higher stakes than mere ministries or departments.

B&E edit bureau: Ranjit Bhushan

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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The mother of all inventions

IIPM - Admission Procedure

Indian retailers have decided to capture the niche segments; they are going ‘micro’

Haven’t we heard enough of the retail revolution sweeping across the nation? Yes we have! But one thing which most of us still seem to miss out on is the latest changes in the growth and investment patterns. The fiercely growing Rs.9.3 trillion retail rodeo (as estimated by CII) is heading for a twist in 2008 as both existing biggies and new players start experimenting with innovative retail formats.

Slated to start its operations by January-end, Dabur’s new health and beauty retail venture ‘new u’ has put aside Rs.1.2 billion for 2008 and aims a turnover of Rs.10 billion by 2010. But the question is how, when everyone suddenly seem gearing up with big money? “To achieve such a turnover, we plan to have exclusive tie ups with various brands and our revenue model will try to leverage such strategic collaboration,” elaborates Peter Baker, CEO, Health and Beauty Stores, Dabur India. Even Mukesh Ambani is trailing this stride of innovative formats. He plans 10 new retail formats in 2008, which will cover almost all the business verticals. Affirms Raghu Pillai, President, Reliance Retail, “We are open for tie ups but at the same time we will develop several in-house brands as we believe the margin in them is always high.”

In fact cornered by the Korean chaebols, Godrej & Boyce, too seems to ramp up its act. Cashing in on the retail boom, Godrej is going gung ho to revamp its consumer durable retail venture – Lifespace. And to sustain its profitability, the company is resorting to constant value addition. “But for the value-added products we need to have own retail stores, which will also save the cost of hiring dealers. We have tested the water for over two years now and we think this is the right time to launch our stores across the country,” adds Jamshyd N Godrej, Chairman, Godrej & Boyce, who plans to open as many as 90 stores by 2010. With retail expected to grow at 50% and specialised formats to cover over 25% of the total organised retail in 2008 (Retailers Association of India), Kishore Biyani is also combating back. But unlike other retailers, Biyani is investing in small retailers to promote their retail ventures.

Indeed, these strategies are unique. But the real question is whose retail model will fetch the maximum revenues? Well, analysts claim that new formats of retailing are cashing in on value-added services by creating lucrative revenue models and this is what makes them distinguished from regular retailing. But what becomes necessary is exclusive tie ups and penetration which certainly seems taking off now. However, one thing which retailers still need to keep in mind is that the key to success is not just about formats, it’s about understanding the consumers dynamic, mindsets and attitudes. And this is the real challenge as well as the panacea for success.

B&E edit bureau: Angshuman Paul

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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De(education)

IIPM : EXECUTIVE EDUCATION

Lack of fund may raze MDGs

When the UN came out with Millennium Development Goals in 2000; with universal primary schooling for all boys and girls, as one of its goals, alongwith seven other similar goals, UN members and leading institutions which participated, were over-excited and over-confident over accomplishing it. But at halfway of 2015 deadline, when poor countries are in need of additional $11 billion for spreading education, major developed powers are lackadaisical.

‘Education for all’ is one of the imperative goals to uplift a vast section of global society. Poor school children, specially those who don’t go to schools, are used as low-paid labourers in hazardous occupations, vulnerable to trafficking and often sexually harassed just like oppressed women. On the urge of the World Bank, many underdeveloped countries like Ghana and Kenya have devoted 10% of their national budget for education. Countries like Norway, Sweden & Netherlands are generous to the mission but the US and Japan, like many others are reluctant and stingiest for it. A meeting in Dakar, Senegal, recently, is a pointer towards North’s denial to fund South further. But isn’t North equally responsible when it hunts these poor countries for their national interest?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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The Somalian tragedy – too valuable to live in peace

IIPM : EXECUTIVE EDUCATION

“This poor country keeps taking one blow after another,” Peter Goossens observed, two months ago in an interview with The New York Times’ Jeffrey Gettleman. “Ultimately, it will break.” The country is Somalia, and Goossens directs the World Food Programme, which is now feeding some 1.2 million people there, 15% of the population. This tragic & tortured land is “marching right up to the edge of a crisis,” Goossens said. With a vigilance stepped up since Sept. 11, the US has reformulated its long standing efforts to control the Horn of Africa (Djibouti, Ethiopia, Eritrea & Somalia) as a front line in the “war on terror.” Somalia is at its very tip. Members of the African Union have sent small peacekeeping forces there. But they are unlikely to succeed, as “there’s no peace to keep (in Somalia) in the first place,” Richard Cornwell, Institute for Security Studies in South Africa, told Scott Baldauf & Alexis Okeowo of The Christian Science Monitor. By November, the UN noted that Somalia had “higher malnutrition rates, more current bloodshed & fewer aid workers than Darfur,” Gettleman reported.

Responsibility lies substantially in the US’ hands. In 1992, after the overthrow of the Somali dictatorship & the ensuing famine, the US sent thousands of soldiers on a dubious “rescue mission”. But in October 1993, during the “Battle of Mogadishu,” two Black Hawk helicopters were shot down by Somali militiamen, leaving 18 US Army Rangers dead, along with perhaps 1,000 Somalis. US forces were immediately withdrawn. CIA officials privately conceded that during US operations, in which 34 US soldiers were lost, Somali casualties may have been 7-10,000, Charles William Maynes reported in Foreign Policy. “After that, the US – and much of the rest of the world – basically turned its back on Somalia,” Gettleman reports. “But in the summer of 2006, the world started paying attention again after a grassroots Islamist movement emerged from the clan chaos & seized control of much of the country.”


UN officials observe that “the country was in better shape during brief reign of Somalia’s Islamist movement last year” than post US-backed Ethiopia invasion, which took place just after the UN Security Council, at US initiative, passed Resolution 1,725 for Somalia, essentially calling all states to refrain from action that could further endanger humanitarian situation.

Immediately after Sept. 11, the US spearheaded an international effort to close down Al-Barakaat – a Dubai-based Somali remittance network – on grounds that it was financing terror, which was widely hailed. In contrast, US withdrawal of its charges, as without merit, a year later aroused little interest. The greatest impact was in Somalia. As per the UN, in 2001, Al-Barakaat was responsible for about half the $500 million remittances to Somalia, “more than it earns from any other economic sector and 10 times the foreign aid (Somalia) receives.”

US is launching a new Africa command & extending naval operations, part of a broader campaign to ensure domination of primary energy resources in the Gulf & Africa. Africa’s resources are too valuable to be left to others, particularly with China extending its commercial reach. If poor Somalia collapses in starvation & misery, it’s merely a sideshow of grand geopolitical designs, and of little moment.

Noam Chomsky

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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No Sensex for death counts...

IIPM’s 36th Glorious Year of Academic Excellence

Not just Sensex, sensitivity needs to rise too

The irony of two kinds happened just around the same period - Sensex crossing 19,000 mark and India being ranked 94th in the Global Hunger Index (GHI). However, the GHI news was overshadowed by pomp and show of Sensex’s achievement. Most of the leaders and the media were found talking and analysing the Sensex performance but hardly anyone came up to talk on our fall in GHI index. No leader, rather no polity, even tried to initiate any discussion or debate on this falling score at national forum.India was also listed as the leading nation in women deaths (about 1.17 lakhs) during childbirth. When one takes a closer look at these rankings and compares it with other developing nations, it would be quite evident that even the performance of countries like Ethiopia and Nepal is far better than that of India. Even those countries who don’t boast of 9% growth rate have better ranking. Countries like Pakistan, China and almost all South Asian counterparts, except Bangladesh, display a better performance. The maternal mortality rate of India is equal to the mortality of Nigeria, Afghanistan & Congo taken together. Interestingly, if we only consider the HDI (Human Development Index) of the poorest, then India would be ranked among the worst 25 countries of the world. That Sensex is rising and that its increasing nation’s wealth, is indeed something to be cheerful about. But the unfortunate part of it is that even 16 years after the opening up of the economy, the benefits of the liberalised economy is yet to permeate down to the level of the poorer version of India.

If indeed Sensex has to be made more inclusive and meaningful for India, then it becomes imperative that all that ingredients that constitute the rural-urban divide, be it technology, education, adequate food, health and insurance against eventualities be made available not just in India but in every nook and corner of the same. In that case, not just rural India but the Sensex too would benefit from that all inclusive growth.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Gujarat

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

In fact, companies like Reliance Infrastructure Ltd., Zydus Infrastructure Pvt. Ltd. and Suzlon Infrastructure Ltd et al are investing hugely in SEZ’s in Gujarat. All credit goes to the government’s investor friendly approach which gives them an ideal atmosphere to invest. As Sudhir Mehta, Chairman, Torrent Group exclaims, “Gujarat is a very good investment destination because of forward looking policies, well develop infrastructure & congenial labour relations.”

Certainly all this has made Gujarat a home to some of the most successful home grown companies which include Gujarat Ambuja Cement, Vadilal, Nirma and Amul et al. But then why Gujarat? “The competition in Gujarat is not intense. Therefore we believe in a fast and steady growth,” a spokesperson from the world’s largest detergent powder maker, Nirma tells 4Ps B&M. And this corporate philosophy stands true for all companies as the state has undergone a slow but consistent transformation that is being realised in the modern infrastructure of the state. Even many small companies like Balaji Wafers, Ramdev Spices and Texaco synthetics are making a mark in the state. Surely entrepreneurship is in the soil.

It’s the state Industrial Policy which facilitates development of small, medium and large-scale industries. Such is the lure that biggies like Tata Teleservices are investing over Rs.1.65 billion on expansion. Even Kishore Biyani’s Flagship brand Big Bazaar plans to invest Rs.5 billion in Gujarat. Further, the world’s second largest producer of gold jewellery seems slowly turning into a major biotech hub. Pharma majors like Zydus Healthcare are investing heavily on biotech in the state. So, what lures bigwigs to enter the Gujarat arena? “It’s the place of choice for investors because of its development orientation, good law and order situation and an investor friendly approach,” answers Prasad R. Menon, MD, Tata Chemicals. The real estate sector in the state is also a fleshy meat to grab on. India’s largest real estate developer DLF who is heavily investing in infrastructure of the state is among many to go gung ho over it. “We invest where the infrastructure is good. Legal hurdles like approval, sanctions are less in Gujarat and the atmospheres is conducive. It is one state which is definitely on our radar,” a spokesperson from DLF tells 4Ps B&M.

Lapping up one milestone after another, Gujarat has earned the fair credit of world’s largest hub for diamond processing. However, not resting on this, the state has also become a ubiquitous destination for almost every other expatriate of any book value. Applaud the state for its gusto and you will be told very modestly that they are just getting started. They also whisper about the next Global investor’s summit in 2009…. phew!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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