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Monday, May 05, 2008

Jump into the ireena!

Ireena VITTAL... extremely high on retail and consumerism. And this brainy lass loves complications.

Complicating the simplicity of business is the hallmark of Ireena Vittal. For over a decade now, she has been with the world’s best known consulting firm McKinsey & Company as Partner. She has been eminently successful with her complicated yet simple (enriched with facts, figures and logic) advice to clients in retail, consumer goods,

and the energy sector, et al.

Her philosophy of life is very simple. As a person she emphasizes more on the present and feels proud to be a part of present day India, an India which is poised to take off. According to Vittal, the more the competition the more the noise and better the results; perhaps that’s why she continues to encourage her clients to welcome all competition. Her colleagues at McKinsey told us that “Ireena infuses competition amongst the team members and that is the key to our success.”

And in an age when every business is looking at ways to conquer the Indian consumer, she has worked on bringing out exemplary McKinsey reports on the growth of Indian consumerism and suggested ways for MNCs for “Winning the Indian Consumer.”

Speaking about her passion, Rahul Goenka of KPMG Bangalore (formerly McKinsey) told 4Ps B&M that Ireena is a fun loving woman “who knows how to successfully balance the professional and the personal halves of life… her ability to make complex matters simple and vice-versa is simply unique!” Here’s a toast to the McKinsey woman!

For Complete IIPM Article, Click here
Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The Sunday Indian

Wednesday, April 02, 2008

The hybrid’dle!

Those were the times when self-acclaimed auto analysts and famed industry experts considered the hybrid a freak of nature. Economics, and Saddam Hussein, have more than forced them to rethink their positions. The sky rocketing oil prices have been playing havoc with consumer pockets and it appears that the inimitable experts have now very conveniently shed their so called ‘hybrid aversions’. Since hybrid cars (capable of running on both gas and electric motors simultaneously) have started getting mass produced,

there are tremendous economies of scale benefits which manufacturers are beginning to pass onto the consumer.

As a result, hybrid cars – whose sales were earlier bogged down by high prices – have now become appealing. Combined with comparatively lower purchase prices than earlier, hybrid cars have one huge advantage – extremely low operating costs. Consumers are finding hybrids irresistible in developed markets, resulting in them becoming a rage in American states such as California and Florida. Sitting on the back of this ongoing chutzpah, Toyota recently announced that it has crossed the 1 million barrier in hybrid car sales. The company said that it had sold approximately 1,047,000 hybrids worldwide until May 31, 2007. A third of the sales came from the company’s home market of Japan while a majority was contributed by the yankees. It is believed that the high sales were triggered by major tax benefits and civic amenities for hybrid car owners provided by various markets, which take pollution as a major issue of concern. Moreover, the prospective consumers are also reported to be enticed by major advancements in the hybrid car tech- nology, – Toyota Prius, for instance, has been evolving consistently over the years and since its launch in 2001, it has undergone three major mechanical and design changes. Including 24,000 units of Prius, Toyota reportedly sold 36,100 hybrids in May 2007 alone.

For Complete IIPM Article, Click here
Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

The Sunday Indian

Thursday, January 24, 2008

Oversized & overrated!!!

Think of the aircraft manufacturing giant Boeing, & you perhaps question the very ‘bulky’ American’s audacity when it deafeningly defies gravity. But there itself you are caught on the wrong foot, for bulky it is when it comes to

giving ultra-rich cash returns (with a blinding $81.9 billion in m-cap on the NYSE) but not when it comes to aircraft designs! Don’t believe us? Well look at its July 8, 2007 rollout – the mid-sized B787 ‘Dreamliner’ by lieu of which this American showed precisely why it felt that ‘big isn’t beautiful’, logically!

Well, nothing to take away from the $10 billion bull-headed super-jumbo A380 manufacturing strategy of Airbus, but the new delivery market for largesized aircraft s over the next 20 years (including the A380s) according to a 2026 forecast by CAPA will stand at just $270 billion, representing just a pathetic 9.6% of global market till 2026 (which stands at a dazzling $2.8 trillion)! So all in all, Airbus’s latest expensive hobby (which belongs to this segment) is meant to cater to just 9.6% of the total market demand for new aircraft s over the next two decades. On the contrary, Boeing’s latest, the 280-seater B787 falls in the twin-aisle category – the most lucrative segment worth a most scintillating $1.27 trillion (accounting for 45.4% of total market).

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

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

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.

For complete IIPM article click here

Source:- IIPM Editorial, 2006

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

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Wednesday, May 16, 2007

Bush’s “axis of evil” militarism had the predictable effects

In 2002, Bush’s “axis of evil” militarism had the predictable effects: North Korea returned to the development of missiles and nuclear weapons, expelled UN inspectors and withdrew from the Non-Proliferation Treaty. Eventually, under pressure from Asian countries, the Bush administration agreed to talks, leading to an agreement in September 2005 that North Korea would abandon “all nuclear weapons and existing weapons programs” and allow inspections, in exchange for international aid with a light-water reactor, and a nonaggression pledge from the US.

For complete IIPM article click here

Source:- IIPM Editorial, 2006

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

Wednesday, May 09, 2007

Godrej? Why?

It’s like promising to marry your girlfriend and then marrying someone else. Hershey, the world’s leading chocolate

producer, after a succinct romance with Amul, tied the knot with Godrej Beverages & Foods Ltd. (GBFL); leaving Amul stranded. Hershey will now buy 51% stake in GBFL for around $55 million.

Amul’s loss is indeed great, since cutting- edge advantages like superior technology access, global recognition & access to Hershey’s worldwide distribution network will now go to GBFL. Richard H. Lenny, Chairman, President & CEO, Hershey, says, “India is an important growth market with tremendous longterm potential... Hershey & Godrej will create a powerful partnership...”

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, March 21, 2007

Chuck the newspaper; reach for your mobile

Music, movies, internet... next comes the newspaper to your

mobile phone. Pressmart and IMImobile have come together to provide WAP-enabled mobile users with the joy of browsing through 140 newspapers (including 11 Indian English newspapers) over their hand-held devices at anytime, anywhere. That's not all, Pressmart is targeting to make 1,000 newspapers and journals available to users in the next two years. Initially, the service would be available free of cost by all the operators of the country, but will be on subscription mode later. Some of the leading dailies like HT, Deccan Chronicle, DNA, Indian Express, Asian Age, Financial Express are already There on board.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Saturday, March 17, 2007

With the Padmashree felicitation, Kidwai joins the most respected and elite group...

None of Kidwai’s accessions have hit the headlines as the an episode with the RBI has – where, for four months, an RBI impasse prevented her from holding the dual responsibility of heading a banking concern in India and also being on the board of another company. But for someone whose life has been a saga of trials, it was yet another steeple that came as a part and parcel of the trade. And like most of the previous ones that she had hitherto encountered, she rode past this one with flying colours too. And at 50, the holder of two extremely enviable posts has still years of excellence left in her. And while many may say that it’s as ‘good’ as it gets, for someone like Naina Lal Kidwai, it’s the ‘outstanding’ and not just the ‘good’ that’s the goal!

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative