Managing the Media Monster

With 26% FDI allowed in news publications and 100% FDI allowed in non-news publications, many niche foreign titles are entering the Indian literary scene. On the other hand, one of the most powerful media tools – Indian cinema, is now going global. The raging multiplex culture, better financing and marketing of Bollywood flicks and global patronage has brought some respite to the ailing movie industry. However, the piracy is still a major concern and strong governmental initiatives are being awaited eagerly.

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Source:- IIPM Editorial, 2006

Visit:- IIPM Publication, Arindam Chaudhuri Initiative and B&E.

HLL smashes into the top ten list at #9!

HLL also rules the Indian market with over six million retail outlets, which is the result of the excellent distribution network that HLL has. Not surprisingly, the FMCG segment contributes to three quarters of total revenues and over 90% of the company profits. On another front, HLL continues to divest interests in its subsidiary firms & brands – the Dalda brand sell-off to the food giant Bunge being the most famous, and the sale of its49% shareholding in Quest International India Ltd. for Rs.540 million on May 26, 2006, being the most recent. A shrewd firm by all parameters, HLL smashes into the top ten list at #9!

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Source:- IIPM Editorial, 2006

Visit:- IIPM Publication, Arindam Chaudhuri Initiative and B&E.

IBM and China in a ‘genuine’ collaboration

IBM is aiming at improving China’s position as a service provider in the global market. To achieve this, IBM has launched a key initiative in alliance with the Chinese Education Ministry to bring its global information technology services expertise and capabilities to China. And this comes parallel to China’s heavy interest in developing its service industry, which could boost its economy. The alliance aims at integration of services science curriculum in the Chinese universities to make the education more service- oriented. And in this, surely who’s better than IBM. A MoU between IBM and the Ministry of Education will lead to the creation of a new academic discipline within Chinese Universities. The main aim of this initiative would be to create a service sector, which could innovate and create new business models by integrating technology with process. This course by the Chinese government could help them compete with its foremost competitor, India. The US multinational shares a strong relationship with the Asian powerhouse since 2005, when it sold its personal computer division to Lenovo.

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative

Predatory instincts

Deferment of income tax on profitable co-operative banks is a foregone ask from the government & the RBI. KK Mehra, CEO of Delhi based Khatri Urban Cooperative Bank vociferously asserts “the Finance Minister at one stroke cancelled the benefits that were available to co-opdianerative banks, without realizing its impact. The move will adversely affect banks, as it is an extra burden on co-operative banks, which are already struggling to keep themselves afloat.”

Besides, alternate instruments for augmenting capital is not enough; making these instruments a viable investment options for investors is the need of the hour, which the RBI and the government should realise. Else the deposit base of Rs.1 trillion with these co-operatives will only evaporate one day.

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative

Do not tax profitable co-operatives

Co-operative banks which form the backbone of agriculture lending in India have dismal statistics and if we compare them with SCBs they have certainly missed the process of banking evolution. Co-operative banks, which have had the advantage of low cost establishment, 100% refinancing facility from NABARD (leading to cheaper crop loans to farmers), and most importantly local feel and familiarity, have faired well on lending parameter, but pathetic on the recovery front. Perhaps, that’s the reason, why these banks have exorbitant NPAs and are consequently ‘undercapitalised’.

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative

Try out Turkey

It was a great day of relief for Abdullah Gul, the Turkish Foreign Minister on October 4, 2005. His elation was visible in his words, he said, “A historic point has been reached today as Turkey has embarked on a new era.” Rightly so! It was only after 40 years of constant internal strife with EU that talks over Turkey’s EU membership could begin.

The point in question is not just 40 years, rather, why 40 years and now what?! Out of 25 nations of the European Union, France and Germany have been constantly cavilling at Turkey’s membership issues, let alone Greece. Back in 1974, when part of Cyprus was captured by Turkey and its ports and airports were closed by it, for any trade, the repercussion from European countries came in the form of financial aid blockade. That led to deadlock in talks of Turkey’s membership of the European Union.

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative

Waterways

There’s probably no other country in the world with as many rivers, canals and lakes as India, and yet inland water transport is nearly non existent here. Only 8.9% of the rivers in India are essentially used for navigational purposes. Given the fact that the cost of developing an inland water network is less that 10% of constructing a similar multilane road link and coupled with that fact that India has more than 14,500 km navigable waterways, it is incredulous that all that we have done is to have some paperwork on its potential. An Asian Development Bank Technical Assistance Report had further stated on waterways, “It is also more fuel efficient since it is estimated that one liter of water can move 24 tonkm of freight by road, 85 ton-km by rail and 105 ton-km by inland water transport.”

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative