IIPM: 2007

Friday, December 28, 2007

From industrial relations to human resources, GCPL has tried hard, and is still making efforts...

If you look at the HR structure at that time, we had people whose basic qualification was in IR, who

were experienced in IR and labour laws and that’s the way we used to work. I think as a progressive group, what Godrej has done much before other organizations have, is to have chalked out plans and define where we wanted to see ourselves in the coming future. This was coupled with a propagation of the core values...”

In this regard, Godrej conducted an exercise in 1995, which according to Mitra –“Defined the way our core values would be. The process that we used was termed a large scale interactive process where every employee was made part of the decision-making process.” Quiz him on the changes that he has witnessed after the accomplishment of the exercise, and Sumit reveals, “If you look at it (HR) today, the functions have changed. Today, the HR team would hardly have anyone really majoring only in labour laws or IR. Today we have a much leaner structure with just about four to five persons and all of them are MBAs in HR.”

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Wednesday, December 12, 2007

New machines, waiting in wings

The Defence Minister, A. K. Anthony, has finally given a thumps-up to augment the fast-depleting combat readiness of the Indian Air force (IAF). In a few days, India is expected to set into motion

the procurement process for the purchase of 126 multi-role combat aircraft (MRCA) from the international market. The floating of this biggest ever global tender for arms procurement by India is necessitated by two reasons. Firstly, the indigenous aircraft development programme has simply been unable to attain cruising heights (The much touted Light Combat Aircraft project continues to move at a snail’s pace, due to the absence of a quality engine and of course, a general lack of aviation R&D expertise in the country). Secondly, the aging and accident- prone fleet of MIG 21s is also a major cause of concern for the security establishment. The Indian government has sanctioned 45 squadrons for the IAF to maintain. However, the current situation is so dismal that the paucity of hardware has caused the squadron strengths to come down from a peak of 39 to 30. If this situation continues, the day is not far, when the IAF may be operating only about 25 squadrons, with ageing machines incapable of meeting the security threats facing the country.

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Tuesday, December 04, 2007

Why India has no answer to the Pakistan issue?

But with that dream going sour, like the Kashmir dream, a desperate Pakistan

has let loose all its fangs in all corners of India. Now that it finds it difficult to continue with the mayhem in Kashmir, given the near huge deployment of CRPF, BSF and army, it is paying back the defeat of 1971 by making Bangladesh its new pawn. In the recent blasts in Malegaon and in Mecca Masjid in Hyderabad, there has been clear evidence of the involvement of the Bangladesh based radical Islamic group HUJI. In the same league, there is enough evidence to believe that Naxalites and ULFA, who otherwise are diagrammatically opposite the Islamic ISI in terms of ideology, are getting much monetary and technical support from across the border.

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
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Wednesday, November 28, 2007

Google’s spoilt party!

eBay has decided to go offline from the US network of Google’s AdWords, signaling the fading relations

between the former partners. AdWords is the major source of revenues for the search engine company. The online auctioneer justifies this move as a continual initiative to look at their marketing across different media channels. Sources however believe that Google’s announcement of Checkout Freedom Party was the primary source of disdain. Competitor eBay Live, apparently launched the same day, is a conference where different sellers on the site meet. Though Google has cancelled the party, the two internet giants are not comfortable with each other’s competing products. A rapprochement is now awaited though.

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

Wednesday, November 21, 2007

Conscientious celluloid

“Tigers face a threat worldwide with widespread poaching and the situation is critical in India – home to almost

half the world’s surviving tigers. The government, NGOs, conservationists et al have voiced their opinion against the threat but one man is taking help of a unique platform to get the message across – a mainstream thriller.

Ashvin Kumar, who’s Little Terrorist was nominated for an Oscar in 2005, is making The Forest, a thriller set in a tiger sanctuary. “It was a great experience making the film,” says Kumar, “the subject is really close to my heart.” Kumar’s novel attempt eschews the clichéd and oft -treaded path of raising awareness about such issues as poaching through government or privately funded documentaries and the Director believes it might have significant impact.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, November 13, 2007

“Leader & Mentor”

It was an afternoon appointment – as we struggled through the routine traffic c woes on drenched Mumbai roads for the scheduled meeting with the MD of GoAir. Just a few minutes into the conversation, we realised that the sky was not enough for Jeh. And while we are at it, neither is the numbers of parking slots; nor the infrastructure management services made available at airports across the country. The question that immediately came to mind was that if he was so dissatisfied with the state of affairs in the aviation

sector, then why did he enter the space at all?

Interestingly, the answer lies in his travels with his “leader & mentor” Nanaji Deshmukh, with whom Jeh is actively striving to uplift about 2,000 poor villages to become self-sustainable. In Chitrakoot, for example, this altruist businessman has helped set up seed banks, as also financed development of locally-produced organic fertilisers, besides developing a farming R&D centre in Chitrakoot called Krishi Vidya Kendra.

“A lot of traveling was required with Nanaji & my train journey experiences to Chitrakoot moved me to think in 2004 that if my brothers & sisters have to pay such a price to get such a bad service, where’s the service? You bring in your own food & water; it takes hours to reach, there would be a 5-6 hour delay, stops every 2-3 hours. It was ridiculous. So, I said, there is an opportunity,” explains the vibrant 33-year old Jeh, who is possibly one of the youngest business tycoons in the industry.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, November 01, 2007

Converting garbage to gold!

Enter a cramped & dirty alley of the Dharavi slum and you will observe children playing in the midst of filth

and squalor and adults busy with their daily chores with equanimity, resigned to their fate. Paradoxically, the 600,000 inhabitants of the world’s worst slum (where over 800 people use one toilet) have no urge to give up their tiny and dingy hovels in-lieu of promises of better living conditions. It would be egregiously wrong to suggest that Dharavi residents have no dreams & aspirations, because if this was true, they would not have owned televisions, mobiles and motorbikes and we wouldn’t have witnessed them yearning to be Bollywood stars like Govinda & Madhuri Dixit. They probably keep their aspirations for a clean living environment under a lid, because they know that land sharks are waiting in the wings to grab their land and give them peanuts in return. With the Maharashtra government once again promising to facelift the slums, the apprehensions of being taken for a ride are once again resurfacing among the majority of residents. In a recent move, the government of Maharashtra has invited bids for the make-over of Dharavi (the slum will be broken down and about 57,000 families residing their will be given apartments of 225 square feet in high rise buildings with modern facilities & sanitation).

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Friday, October 26, 2007

A war that goes beyond polite remarks

To make life even more difficult for Microsoft & its other

competitors, Google has now decided to acquire the Internet security firm Positing for $625 million. “With this transaction, we’re reinforcing our commitment to delivering compelling hosted applications to businesses of all sizes. Now, our apps are not just simple & appealing to users – they can also streamline the complex information security mandates within these organisations,” said Eric Schmidt, Chairman & CEO of Google.

Well, the fact is that battling with the top industry icons like Microsoft is what this Internet giant relishes the most. Now, with a more complete portfolio, Eric Schmidt is in the best position to announce a formal war against Steve Ballmer, a war that goes beyond polite remarks. Sure, we can’t say who will get buried in the bout. But are we allowed to take some bets?!

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Monday, October 22, 2007

As an integrated service provider, SREI has made a niche for itself. But times do change...

In 1996-97,

project financing kicked off for SREI. “We started off with financing of roads, power, ports & providing them debt from our balance sheet...” affirms Hemant Kanoria, Vice Chairman & MD, SREI. In 1999, the company expanded into financing of solar equipments in rural areas for home-lighting system, water-pumping system, solar lanterns & then into water-heating systems as well. Moving ahead, they also got into micro financing. And what about the competition? A confident Kanoria defends, “With the market growing at 40- 50%, there’s bound to be competition. Moreover, we command 30% of the market share...”

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Monday, October 15, 2007

Polish prospects

An economic success story is surely getting scripted in

Poland, which has recently emerged as a promising economy in East-Europe, thanks to the multifarious economic reforms.

Poland after becoming a democracy in 1989 has liberalised its economy, initiated reforms & privatized small & medium state owned enterprises. These resulted in impressive economic growth, raised standard of living as well as making it a business destination for investors & importers from many European countries & even USA.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Thursday, October 11, 2007

India figures high on Hilfigers’ list

The demand for branded garments is on a continuous rise.

This has recently instigated the Arvind Murjani Brands (which sells Tommy Hilfiger products in India) to augment the number of its exclusive stores by 11 within the next six months. Presently dealing with 9 exclusive outlets in 7 cities, they plan to take the number to 11 spanning across 9 cities by the end of December as revealed by Shailesh Chaturvedi, CEO, Tommy Hilfiger Apparel India. Hesitant to divulge investment plans in India, Chaturvedi hinted that it usually takes Rs.10-20 million to put up an exclusive store. The company has temporarily iced plans to reach the Tier-II & III cities since it would not make much business sense at present.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Thursday, October 04, 2007

The war between humans and baboons began when the Dutch arrived on the Cape Peninsula in 1652

Amongst the troops in my area, where male baboons are targeted by

humans, there appears to be a severe skew in the adult male/female ratio, a factor responsible for a negative ripple effect throughout all baboon society here as well as their relationship to their human neighbours.

The war between humans and baboons began when the Dutch arrived on the Cape Peninsula in 1652. Prior to this, the indigenous Khoisan people existed peacefully with their wild neighbours. They understood baboon language, learnt about medicinal plants from them and never killed them for food. In order to halt the destruction of our primate populations here, we need to revert back to harmonious co-existence with wildlife. Having lived in three different homes that were raided by baboons, I’ve come to understand that co-existence is possible, that tolerance and understanding is integral to constructive change. And the view that we are blessed to still live alongside our wild neighbours is important to understanding our human relationship to the rest of Nature from which we are separated.

For Complete IIPM Article, Click on IIPM Article
Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, September 11, 2007

A policy which looks at all angles in order to clean up garbage, is the need of the hour

Despite the Indian economic boom, India is far from being beautiful. The filth

& squalor make it look as ugly as any third world nation. It is indeed a sad story that presently India produces a whopping 42 million tonnes of municipal solid waste annually. And then we are hoping to be the next super power.

With a burgeoning population (over 1,027 million), generation of waste has increased manifold. The urban population (285 million in mumber, spread across 5,161 cities) is increasing by around 4% annually (mainly due to migration), in the process increasing the waste generation by 5% annually. “Urban Local Bodies (ULBs) spend around Rs.500-1,500 per tonne on solid waste management, which translates into an enormous amount of Rs.2.1-6.3 billion. Of this, 60-70% is spent on waste collection and the rest 20-30% on transportation, but hardly any for treatment and disposal,” said I. C. Varun, Former Chairman of Municipal Board of Babugarh Cantt, while talking to B&E.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

Tuesday, September 04, 2007

Holcim, Lafarge & the Birla Group are fighting it out for control of India’s cement sector

Well, it’s limestone mining to blame – poor mine management

& poor rehabilitation planning of exhausted land is leading to high environmental degradation. In mining, CSE gave the sector a low 24% score. Most large scale mining is being done in ecologically sensitive areas like forest reserves & coastal areas and so on.

Limestone mining affects land-use pattern and causes noteworthy water level depletion (where mining has gone much below the water table). Adding to this, the use of old-fashioned blasting technology also causes air, noise and sound pollution. On top of all, the mined places are not properly covered or refilled, leaving a huge void. Chandra Bhushan of CSE further explains, “The way mining is being carried out at the moment, 20 years down the lane we will have huge pits (publicly hazardous) some 8 kms long.” While the responsibility hinges on the players too, there needs to be government initiatives for compliance as well on mining issues. Only then can the environment win. And Holcim & Birla can continue with their battle for the crown without periodic reporting to CSE!

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Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, August 30, 2007

Today, brand awareness of Lenovo is 85% in corporates & 74% in consumer space

Two years and many brand building initiatives later,

Lenovo is still not a patch on the market leader. But it has survived, and retained the legacy of its parents. Of course there is the frontier of price, for which Rahul states, “We will never claim to be a price leader.” And he reiterates that leadership has to be in terms of best products & customer satisfaction as well. Indeed, the value proposition of Lenovo is strong, but the company has to ensure aggressive pricing as well as to grab more market share. After all, the PC business is a numbers game at the end of the day. Faltering on numbers today will mean letting HP walk away with the honours, perhaps permanently, as it already seems to be doing. But for Lenovo’s sake, one would really like to believe in Neeraj’s exuberance, when he exclaims with élan that, “The tough times are just over and the fun (for Lenovo) has just begun!”

B&E,4ps & IIPM Publication

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Saturday, August 18, 2007

The National Environment Policy (NEP) Draft Policy 2004,

cleared by the Cabinet aft er two years, though propagated as India’s commitment towards a positive contribution to international environmental efforts, actually is a fl aw-filled and near moribund attempt.

The crux of NEP revolves around conservation, livelihood security, integration of environment and social development. But a strange Polluter-Pays-Principle (PPP) approach used extensively in this policy has been framed on the hypothesis that altering the price of the polluting commodity (through pollutant tax) would lead to a reduction in consumption of polluting commodity, thus in a reduction in their production. Sadly, studies reveal that these polluting commodities are primarily exported and are consumed by foreign firms which are relatively highly price inelastic, that is, their demand will not get affected by the proposed pollutant tax.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Monday, August 13, 2007

Northwest is out of danger!

After 19 months of sufferring bankruptcy, Northwest Airlines

is all set to regain good health. It had successfully done a $2.5 billion annual cost savings. This is the first time in a half a decade when a leading US airline would not be bankrupt. Northwest had filed for Chapter 11 on September 14, 2005. A federal judge has ruled that it can exit the bankruptcy and the 11 day ‘administrative period’ has started, in which the airlines must notify the change in its status to its new shareholders and other parties. The US airlines now has an equity value of $7.8 billion and is issuing new shares as compensation to its creditors.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, August 09, 2007

Branding at its ultimate best

Branding at its

ultimate best! You may ask, How the above organisations – legends in every context of the word – managed to reach such stellar heights of brand awareness and equity. The secret is as elusive as it is elementary: Every great company plainly comprehends the population it is targeting, the manner in which it needs to position itself to cater to this segment of populace, how it needs to proceed about the task of communicating the message it stands for to its audience base, and very critically, the vital importance of reinforcing this missive with every opportunity it derives to share its brand experience with a customer.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Wednesday, August 08, 2007

CIGARETTES: Respondent Profile

Amongst

the number of respondents who were covered under the purview of the study, 85% of the respondents were males and 15% of the respondents were females. The age groups of the respondents who were surveyed are given alongside.

Alcoholic Beverages Respondent Profile:
Around

82% males and 18% females were covered under this segment. The highest number of respondents were in the category of 20-30 years of age with 52% of the respondents belonging to this category. In the regular segment Kingfisher (beer) of UB group was the topmost rated brand amongst the 3 short listed parameters of brand awareness, image and perception and brand loyalty. Chivas Regal was found to be at the top position among the brands in the premium segment.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Thursday, August 02, 2007

The Tenth Five Year Plan has missed virtually all targets! Why has planning been a failure in India?

Fifty two years have passed since that meeting in Delhi and BJP leader C. Anantha Kumar chairs a Parliamentary Committee meeting to assess whether the Tenth Five Year Plan (2002- 2007) has succeeded in meeting targets. Delhi is no longer the Delhi of 1955; faith, passion and hope have long been replaced by cynicism. Raj Kapoor has been replaced by grand daughter Kareena Kapoor who revels in displaying cleavage and attitude. Yet, even in the age of cynicism, the honourable members of the Parliament are shocked by the numbers. The report of this Committee (A copy of which is with Business & Economy) reveals that virtually every target that had been set for the Tenth Five Year Plan has been missed by miles.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Tuesday, July 31, 2007

Let some sanity prevail!

At a time when the nation is abuzz with India Inc. rampaging on foreign soil, it comes as a

surprise when one hears of their interest on domestic lands. But what if the same roar is heard from the Rs.1 trillion Tatas? Not a surprise anymore, eh?

Well, the feeling is mutual. We can also recollect that just 9 months back (on August 26, 2006), the Group had gone loud about its Rs.1.2 trillion investment plans over the coming 3-5 years with just Rs.700 million set aside to boost their steel business. And the culmination of their efforts was...? Well, if it did slip your mind – their highly ambitious $12.9 billion buy of Anglo- Dutch steel-maker Corus Plc – an instance of a corporate hunter on a desperate look-out for that ever so elusive synergy! Then Singur happened, and tarnished the Group’s image. And while they need to claw back their lost pride & make amends for the Corus mistake by raising some quick cash to pay back the huge debt incurred, they came out with another announcement on May 3 of Rs.1.2 trillion (phew!)! The act was explained by R. Gopalakrishnan, Director, Tata Sons as, “Every 10-15 years, we do something daring, which makes people think we are crazy...” Sorry to interrupt, but did you just say 10-15 years? So what was it we heard of less than a year back? Surely, the Tatas did meet the same benchmark with their Corus deal, didn’t they?

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Wednesday, July 11, 2007

From deutscheland with love

A leader in Germany and Europe, Deutsche Bank is continuously

expanding its presence in key emerging markets globally. What’s more, there has been absolutely no conflict in Deutsche Bank’s international competitive strategy vis-a-vis its capacity to fulfill social responsibilities in all these markets.

India, although the bank has been in the country for over 25 years, it has only been a year since they launched full-fledged retail banking operations. Realising the robust economic growth, coupled with rising consumerism, the banking major has suitably designed products and services to cash in on the unexplored segments.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Thursday, June 21, 2007

‘Keep West aSide’!

Seems the king of discounts is also in the mood of some fun these days. Bundled in three installments, Kishore Biyani-promoted Big Bazaar has unleashed some very suggestive print ads. One of them reads “Shoppers! Stop. Make a smart choice! Sarees Rs...”, while the other two urge the reader to ‘Change their Lifestyle’ and ‘Keep West aSide’! It’s anyone’s guess that they are taking competitors ‘Lifestyle’, ‘Shopper’s Stop’ and ‘Westside’ head-on. The Rs. 2 crore campaign conceptualized by Mudra has surely grabbed eyeballs, however, in this case, the deal is more than just funny. The three retailers are contemplating help from advertising watchdog – Advertising Standards Council of India (ASCI). “They have not approached us yet, when they will, we will look into the matter in compliance with our Chapter 4 on fairness to competition,” saysGualbert I. Pereira, Secretary General, ASCI.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Tuesday, June 12, 2007

Private Interest Litigations!

A kiss can evoke fond sentiments,

and even passion on some occasions. In India, there are more chances of a kiss invoking a convoluted version of judicial ire. A court in Rajasthan has issued an arrest warrant against Hollywood star Richard Gere for kissing Bollywood star Shilpa Shety on a public stage. Shetty has been summoned to appear before his Lordship. Apparently, a lawyer sworn to protect India’s ‘pristine moral and cultural values’ thinks that the kiss was obscene and the honourable judge promptly agreed with the lawyer.

A little while before this controversy engaged India, a judge of the Allahabad High Court in UP delivered a stunning verdict that basically said that Muslims are not a minority community. God knows how the honourable judge defines ‘minority’, but the entire country sat up and took notice because, after all, it was an honourable HC judge spouting wisdom.