Showing posts with label IIPM Think Tank. Show all posts
Showing posts with label IIPM Think Tank. Show all posts

Thursday, May 30, 2013

Paradise Regained

Tucked away in a cul de sac at the tail end of a posh residential street in south Delhi, shimmers a magic portal. The gate to this world is always locked but a twisty side gate allows the intrepid to enter while a mustachioed guardian looks on through sleepy half closed eyes. At his feet lies a fawn bitch, just as sleepy with a litter of puppies attached to her swollen teats. I step over the dozy family and follow the dirt trail into this new world.

Red with rust and who knows if a little dried blood, wire fencing on both sides of the trail, close, meticulous and sharp, keeps all but the thickest skinned and desperate from invading this little island. A few more steps and the noise and smoke of the city leave you, like reluctant hangers on who know that they aren’t allowed any further.

Walk on further, and like a seductive temptress, the winding trail and green vistas draw you close. The winter sun seems a little brighter, the air a little sweeter and the songs, carried by a wind that seems to revel in this new found freedom, bring back memories of a Delhi whose gardens had birds once.

As the trail curves around the edge of a cliff, a startled mongoose darts across the opening and disappears in the brush. Beyond me yawns a valley, carved not by the gentle hands of all knowing nature, but by the myopic hunger of bull dozers and excavators that had once mined and ravaged this land down to its very bones. Here stand the high ridges of the ancient Aravallis, weather beaten guardians of Delhi, that had deterred invaders in the past and still strive to keep the heat and dust of the Thar from flooding the city and the rain clouds from going too far away. Mindless mining though had left this region pock marked and gasping for breath. Native flora and fauna had been decimated and driven off and an uncaring invader, prosposis julifera, better known by its notorious nom de plume – vilayati keekar had flourished on this denuded landscape. This tree, though greening the ground on the surface, does little to provide nourishment to the native fauna and instead acidifies the soil and degrades it. Barren and left for dead, this land was grabbed by settlers. Ramshackle shelters and slums rose on these grounds and litter and feces dotted the pockmarked grounds that had once been home to deer and partridge and had once nourished the city with oxygen rich air.

But that was nearly a decade ago. Two formidable institutions – Delhi University’s Centre for Environmental Management of Degraded Ecosystems (CEMDE) and Delhi Development Authority joined callused hands and decided to do something about restoring dignity and if possible a bit of the old charm to this ravished landscape.

It was not going to be easy. Mission near impossible, you’d think. But an unassuming man with a soft voice that masked steely determination and indefatigable reserves of enthusiasm and patience has today almost achieved the impossible. Aravalli Biodiversity Park, nestled between South Delhi’s urban environs in Vasant Vihar and the airport has been resurrected and is today a veritable paradise. The mining pits have a cloak of green, and the birds have returned. Last week, a morning’s birding expedition led by Dr Aisha Sultana, field biologist with Aravalli Biodiversity Park, identified nearly a hundred species of avifauna. And recent surveys have revealed the presence of more than 200 species of birds in the park. A stunning turnaround from the terrible low of thirty odd bird species that had managed to survive the mutilation of the landscape.

So what went into recreating this little Eden? I asked the man who made it all possible – Dr M Shah Hussain, Scientist-in-charge at the Aravalli Biodiversity Park. Having cut his teeth on the recreation of the Yamuna Biodiversity Park and kept his promise to his mentor, Professor CR Babu, Director CEMDE, of giving Delhi “a mini Bharatpur” in the Yamuna basin, Dr Hussain took on the challenge of restoring the Delhi ridge to its original splendor.

This was no easy task. Each floral species that had originally sprouted on these lands when untouched by the hand of man was painstakingly identified and planted. Then they had to be protected from the elements.

Encroachers, both animal and human had to be evacuated and all 692 acres of the designated park area secured. After eight long years of restoration the park has begun to acquire the look and feel of the scrub and deciduous forest that it used to be.

As I walked along the trail with Dr Hussain, he marked out species after floral species and highlighted the role that each played in the restoration process. Not only did the park, unlike other parks in the city, provide green cover but is also instrumental in refilling ground aquifers and maintaining the water table. Based on a self-sustaining natural model, the symbiotic relationship established between floral and faunal species will ensure that the park will continue to flourish “..with increasingly minimal economic support” said Dr Hussain. “Not only does this natural model neutralize pollution levels… restores the water table… but traps many micro fauna that can trigger diseases”.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Friday, May 10, 2013

Two-witter!

The US State Department wants employees tweets to be reviewed for two days before they are posted

The US State Department has recently decided to tighten the screws on State Department employees participating on the social media – more particularly on Twitter. The State Department has passed an order wherein employees have to submit their tweets two days in advance for an internal review before tweeting the message from their Twitter account. Further, the time for review of posts in other forms of media like blogs, articles and books would take around 5, 10 and 30 days respectively.

Without doubt, while a two-day review of employees’ tweets sounds hilariously insane (for example, it might take eight days to exchange two tweet messages with a colleague and get respective replies), what made more news than the actual State Department decision was the slamming they received from global media. Nicholas Kristof from The New York Times, for example, called the decision “the dumbest idea ever”. Alec Ross, Secretary of State Hillary Clinton’s Senior Advisor for Innovation, defended the decision, claiming that the two-day delimiter is only an outer window for approval which is much lesser than the earlier 30 day period – and that most tweets would be approved much earlier. There’s also the view that such a rule has been reinforced due to a recent tweet of a department employee on an anti-Muslim video, which unfortunately ended up instigating public anger in Cairo and was also used subsequently by the Republicans in their campaign against Obama. Irrespective, the fact is that there seems to be quite some similarity between the State Department and the censor-loving Chinese Communist Party, which also considers all its citizens akin to its fellow workers.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Thursday, May 9, 2013

Shifting your focus to match customer needs

It is critical for organisations to adopt a scientific approach to understanding how they can meet customer needs, and to firmly ingrain a customer-focused culture throughout the organisation

We have often heard the phrase, “Customer is king”. While it is self-evident that higher satisfaction levels give a company an edge over sales, company growth and reputation, what it really does in the long term is to ensure that existing customers stay happy, resulting in better relationships and happier employees. Customer-focused companies are more attuned to the market and better able to stay ahead.

I refer to Harley-Davidson’s customer focused culture as one of the best in the world. It is the longest, continuous manufacturer of motorcycles in the US and has outlived nearly all of its competitors. In the twenty short years since Harley-Davidson started its Owners Group programs, it has grown to over 500,000 members & each of them own at least one motorcycle. The question to ask is: Is there any other consumer product in the world that will prompt customers to travel over several continents to be part of a group experience? Customers and employees alike take great pride in their affiliation with the company and this continues to make Harley-Davidson one of the great success stories of our time.

There is simply nothing – nothing – more important than getting to know the needs of your customer in a detailed and scientific manner. In the words of Michael Dell, “By spending time with your customers where they do business, you can learn more than by bringing them to where you do business”.

80% of companies believe they deliver a superior customer experience; however, only 8% of their customers agree. Why? Your customers are looking for maximum value when spending their hard-earned cash, particularly in this economy. The customer experience requires the active participation of everyone in your organization. This is where the word “Satisfy” comes into play. What it means is that your company is providing nothing more or less than what the customer expects. Creating a customer-focused culture is a proven strategy for both short-term success and long-term growth.

Going by the industry’s best practices, let me share with you some key insights into what will really work for you or your company.

1. Make a list of the values you’d like your company to exemplify. Then, examine your current culture, and ask yourself if those values are apparent in your company and driving your everyday efforts. 2. Before you can convince your company’s end customers of your focus on satisfaction and service, you need to convince an even more important customer audience – your internal customers – the employees who represent your company to the world. Talk with all your employees about corporate values and ask for input and suggestions. 3. Customer focused companies constantly seek and document feedback. They have a system to analyze and feed this information back into the loop so that response is immediate and not an annual feat 4. A strong customer orientation also demands that the company treats customer complaints positively. They not only make toll-free numbers and helpdesks available, but also staff it with knowledgeable people to work on them. 5. This means that they get back to these customers within an acceptable time frame So how does one tell if the customer is truly on your side? Most companies survey their customers in some way, shape or form – formally or informally. After decades of forms, interviews and focus groups, studies have shown that in gauging a particular customer’s overall satisfaction, a single question is needed to provide a fairly accurate answer: “Would you recommend us to your family, friends and colleagues?” If the answer is “Yes,” you are meeting or exceeding that customer’s expectations; if it’s “No”, it’s time to get to work.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles

Wednesday, April 24, 2013

‘Heins’ian economics at work...

Ever since moving into the corner office of the Waterloo based smartphone maker, Thorsten Heins has been struggling to undo the damage RIM suffered over the past few years. However, his two pronged strategy of consolidating the enterprise segment and leveraging emerging economies will take time to deliver results

It often happens that the ascent of most CEOs to the top is marked by public scrutiny, appreciation and sometimes outburst. However, Thorsten Heins, President & CEO, Research In Motion (RIM) has had a relatively subtle career as far as his media presence is concerned. When he was promoted to the top job in January 2012, analysts pointed out that “he’s not a well-known quantity.” A masters in science and physics from the University of Hannover in Germany, Heins started his career in 1984 straight out of college with Siemens AG where he was chief executive of various divisions including R&D, customer service, sales and product management. His last stint at the Munich-based multinational was that of Chief Technology Officer (CTO) before RIM recruited him as Senior Vice President of the handheld business unit in 2007. He quickly rose through the ranks and was made the Chief Operating Officer of Product and Sales in July 2011.

But ever since moving into the corner office of the Waterloo-based smartphone maker, Heins has undertaken an extensive strategic review of the business. And what he’s probably realised by now is that he has an awful lot on his plate. A case in point is RIM’s dwindling financial performance. From a high of $145 in 2008, RIM’s stock has tumbled down to $14 (a 90% fall). In 2011 alone, the stock lost around 80% of its value. What’s more – as per statistics compiled by IDC, BlackBerry devices held just 8.2% share of the global smartphone market at the end of Q4 2012 compared to 14% during the same quarter last year. In fact, despite the launch of multiple new BlackBerry 7 smartphone models, RIM’s revenue for Q4 2012 was $4.2 billion, down 19% from $5.2 billion in the previous quarter and down 25% from $5.6 billion in the same quarter of 2011.

Their problems are evident. Behind this heartbreaking free fall lies a blunder by RIM’s cofounders who despite launching great products failed to predict how the smartphone market would pan out in times to come. A look at RIM’s revenue pie makes it clear that the company’s business is divided into two major segments – enterprise solution and devices (smartphones and tablets). The enterprise segment makes up for 22% of the company’s revenue. The rest comes from smartphones and tablets. Given that RIM’s USP was its network infrastructure which made its enterprise solutions so lucrative to corporations, the company continued developing the kind of phones that would appeal to these clients. However, what they didn’t realise (or probably did but preferred to ignore) was that the sudden surge in sales of BlackBerry smartphones was not caused by companies signing up but because the mass market had started purchasing them. These were the consumers who were not looking for security but for appealing devices. The strategy worked well initially as there were hardly any smartphones in the market except RIM’s. But as soon as Apple’s iPhone and Google’s Android operating system were launched in 2007, RIM’s devices started losing sheen. And before the company could realise what had happened, sales went for a toss.

The promoters who made these assumptions have left the company. And fortunately, Heins knows what went wrong. Therefore he now plans to bring back the company’s focus on the enterprise segment. During his first conference call, as CEO, with analysts last month, Heins said, “We believe BlackBerry cannot succeed if we try to be everybody’s darling and all things to all people.” At the end of 2011, over 90% of Fortune 500 companies had deployed the BlackBerry solution, with approximately 80% of these having an installed base of 500 or more devices. In concurrence with this strategy, RIM recently released the BlackBerry Mobile Fusion – an expanded version of its server software which will now support phones made by competitors as well. In an exclusive conversation with B&E, Michael Holt, a Senior Stock Analyst with Morningstar, expresses his confidence on RIM’s hold on the enterprise segment. “The BlackBerry is still the gold standard in certain corporate markets where premium security is valued. We expect it to retain that position for some time,” says Holt. So, is this a bad strategy? Depends on how you look at it. While on one hand this might indicate further shrinkage of BlackBerry devices in offices, but on the other it gives RIM an opportunity to pursue smartphones as an independent business.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 

Monday, April 15, 2013

“For Avon as a corporation, a sell-out is out of the question!”

With a presence in over 140 countries, the Fortune 500 Avon Products Inc., is the largest direct-selling company in the world. And India is considered a critical market by the company. Hemant Singh, MD, Avon India, explains to B&E’s Steven Philip Warner how Avon fanatically believes in reaching out to the masses with the right investments in R&D and how, the company for now, is all about ‘Organic’ growth.

For the first twenty-seven years of his career, Hemant Singh worked at HUL, PepsiCo and Modicare (he was the CEO of Modicare, when he left the company). 2009 saw him being welcome aboard the $10.86 billion-a-year revenue-earning (FY2010) company – Avon Products Ltd., as its Executive Director (Business Development) for the APAC region. Today, he serves as the MD of Avon India. In an exclusive interview with B&E, this man who runs the show at a company which prides itself for being “The Company for Women,” reveals some geographical market-specific trade secrets.

B&E: India as a market contributes to less than 5% of Avon’s global sales. How important really is India for the largest direct selling company in the world?
HS:
There is a reason for it. The company was started 125 years ago. In India, the industry is only 15 years old. So first, there is the time gap. Secondly, given the pace at which we are growing, India is fast becoming a huge grosser for us. Our rate of growth in this market has been phenomenal. In 2009, Avon’s India revenues grew at 46%. In 2010, we grew 56%. And as we speak, this year already, the growth has been 55% y-o-y. And our plan for the next 5 years is that we should grow at a CAGR of 60%. I don’t think any company in our business in India can even talk about such figures. So yes, India is very important for Avon.

B&E: So would India be a market more important than China?
HS:
No. India and China, from the point of view of the population and the rate of growth, are both right up there amongst the two most important markets in the APAC region.

B&E: Jewellery is something that you added much later in your portfolio, globally. Did that call for any change in approach to your sales strategy?
HS
: Whether it be skincare or colours or jewelry, they all fall in the same superset called beauty products. So the introduction of the jewellery range did not influence our sales strategy really. As far as India is concerned, jewellery is naturally a huge opportunity. It is a $13 billion market. Of that $10 billion is real jewelry, and the rest is all about gold & silver-plated jewellery, which is what we do. At present, this fast growing segment contributes to 17% of our sales, while colours (& cosmetics) and skincare contribute to 40% and 15% respectively. So that gives a good perspective of how fast we have grown in the jewellery segment.

B&E: Let’s talk about outsourcing. You currently have close to 1000 products in your portfolio. There must be a huge chunk of that being obtained through outsourcing of the manufacturing function. Right?
HS:
Most of our products are made in-house. But that does not mean that in every country where we are present, we have a factory. In India, we have a plant in Dehradun, which has a multi-product manufacturing capability with a limit up to 50 million units a year. But having said that, we do outsource as well. In fact, for many of our products, we have a global sourcing strategy in place.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face

 

Tuesday, March 12, 2013

In The Hubby’s Footsteps

Aamir Khan has used various marketing gimmicks to make his films the talk of the town, and his wife Kiran Rao, whose directorial debut Dhobhi Ghat is set for a 21st January release, seems to be inspired by him. She’s sending hand-written postcards to invite the media for the film’s screening, and will write personal notes about her experiences in Mumbai. It sure seems an apt promotion for a film about Mumbai and its people.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

Friday, February 8, 2013

“The equivalent of two Valdez spills is gushing into the Gulf, per week!”

John Hocevar, Oceans Campaign Director, Greenpeace USA, talks to B&E’s steven philip warner about the damage done and the consequences thereof of the most recent BP Oil spill holocaust

B&E: The most recent BP oil leak disaster in the Gulf of Mexico is estimated to lead to great ecological disbalances. What are you estimates of the damage?
John Hocevar (JH):
The impacts of the BP Horizon disaster on the Gulf of Mexico ecosystem and coastal communities are going to be felt for decades. It was terrible seeing oiled birds, dolphins swimming through oily water, and tens of thousands of dead hermit crabs. Of perhaps even greater concern is the impact on habitat, which will have long-lasting effects. Mangroves and grasses that have been covered in oil will die, and many low lying islands will wash away completely once the vegetation that holds them together disappears. Some of the islands which will be lost include some of the most important bird rookeries in the Gulf. Unfortunately, this is just the beginning. No one seems to know for sure how much oil has been spilled, but the estimates keep increasing. Some scientists are now saying that the equivalent of two Valdez spills is gushing into the Gulf right now, per week. So far, most of the oil has remained below the surface, offshore, and out of sight – and so have the impacts to marine life.

B&E: The Obama administration is acting first hand to take charge of this situation that already looks beyond control. It has been estimated by Credit Suisse that the cost of the clean up act can touch upto $49 billion in the four years to follow. Even BP is taking huge steps to accelerate its clean up acts. How far do you think will the mission be successful?
JH:
The effort to clean up or mitigate the impacts of this disaster is considerable, but has already proven insufficient to protect sensitive areas. The oil has entered the wetlands, where it will be impossible to clean. Even under the best of circumstances, at most 15-20% of the oil can be recovered. In this case, I would be surprised if they could recover more than 5%. The harsh truth is that the only way to avoid disasters like this is to prevent offshore drilling from happening in the first place.

B&E: So you think BP is the culprit in the spotlight or is it Tony Hayward who is the criminal in the crowd? Or are we to condemn the whole concept of deepwater drilling?
JH:
It is not a question of BP or Tony Hayward being a particularly bad apple, or even of deepwater drilling being much more dangerous than shallow drilling. Many big oil companies have had major accidents in the past under various circumstances, and more recent blowouts have occurred in shallow water than deep. Part of the problem with assessing what the spill is doing to Gulf species has been a lack of transparency by those doing the assessing. BP has hired contractors to test dead animals, but what we’ve seen from them so far has been a bit dubious. When contractors tell the media that the number of dead dolphins is no cause for alarm, or that there is no link to the spill, it doesn’t exactly instill confidence.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Fac

 

Rajat Bal, General Manager EMEA (Europe, Middle East & Africa), International Business, i.Tech Dynamic reveals his company’s India plans to B&E

Formed in 2002 in Hong Kong, i.Tech is a relatively young company that has successfully carved a niche for itself in the electronics space in a short span of time. The company has launched a range of headphones and headsets. In addition, it is carving a market for itself in the realm of green-friendly chargers and bluetooth devices, that run on solar energy. They have taken their products through distributors to several countries, including China, Mexico, Middle East, India, Singapore, Europe, Malaysia, Thailand and countries in Europe as well. Through the tie up with Ingram Micro in India, the company is looking to expand its product reach in the market in a big way. In this interaction, Rajat Bal talks about the potential of the Indian market for the company and how they plan to expand their reach into the market. Some excerpts:

B&E: Tell us about the key products that i.Tech plans to leverage on in the Indian market.

RAJAT BAL (RB):
i.Tech has been present in the Indian market since 2008. i.Tech has an extremely innovative range of Mono as well as Stereo Bluetooth headsets. I.Tech offers unique innovative product features such as multipoint, multipoint and vibrate, stereo headsets with AVRCP, Noise cancellation, Bluetooth headsets with display as well as Radio features, as well as first in the market Solar Headset with multi point as well as Nosie Cancellation. i.Tech has a number of achievements to its credit. It was the first company to promote a stereo bluetooth headset in 2005. We introduced the first multipoint headset in 2006 which pairs two BT devices at the same time. In 2007, we launched the first stereo product with a radio FM feature. In 2008, we introduced the first bluetooth headset with 2.1 EDR (Enhanced Data Rate) and have also launched the first bluetooth headset with the triple point feature last year.

B&E: What is the main USP of these products that i.Tech has broght into the market in all these years?
RB:
i.Tech products have a very unique form factor, the Clip form factor, which allows users a much enhanced user experience. i.Tech products use enhanced features such as Display, Vibrate, and AVRCP in our products with relative ease that our competitors with the over the ear form factor cannot use. Our innovative feature set as well as a unique, user friendly Clip form factor are our key USPs.

B&E: Does the organisation have some significant business diversification plans going forward?
RB:
The core business of i.Tech is design and development of Bluetooth Wireless accessories and computer peripherals. We are looking at a diversification of our product range. Having said that, our core business will remain Bluetooth Wireless Accessories.

B&E: How would you rate your products in terms of the pricing?
RB:
A majority of i.Tech products are focused on mid to high end of the market, although limited to a few SKU’s i.Tech also has very strong entry level products. Our product feature set truly adds value to the end user. Our key value proposition is the price and quality of our products.

B&E: But what’s your core competence with respect to other players in the same industry?
RB:
i.Tech’s core competency lies in its in-house R&D and in its product design teams.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Sunday, February 3, 2013

Wi ran outta ca$h, Oh! Jush like datt...

Bankruptcies in US companies have continued...

History is a great teacher, but we are among the poorest pupils, aren’t we? For if we were to learn, the biggest bankruptcy ever, wouldn’t have happened as recently as last year. Yes, we are talking about Lehman Brothers, the global financial services behemoth that tripped over the weight of its own mountain of toxic securities and had a massive, fatal fall. It seemed that all prudent thinking people in the company had been handed over pink slips, the way the bank kept extending loans to people with dubious credit reputations. What were some of the best financial brains of the world thinking when they kept riding the inflating housing bubble till it said ‘Pop’? Your guess is as good as ours.

And in our obsession with Lehman, let us not ignore the some other mammoth companies who seemed to have an esoteric obsession with ‘11’. Billionaire investor Donald Trump is as famous for his classy hotels and casinos as for his trysts with business and personal bankruptcy. This year itself, Trump Entertainment Resorts Inc. has filed for Chapter 11, and Trump has himself stepped down as Chairman after major disagreements with bond holders. The company’s major failing has again been extreme reliance on debt and failure to understand market dynamics. The gambling industry in Las Vegas is teethering on the edge; for people are visiting casinos less and less in the slowdown. It’s unfortunate, since the company only emerged from bankruptcy in 2005. They need to really give up on their ‘gambling’ habits!

Enron and Worldcom were two other dubious names at the dawn of this century that investors would remember with horror and trepidation. Accounting frauds at these companies, which were done by executives at multiple levels to hide the burden of debt on them, led to further investor billions going down the drain; and the government bringing out its much publicized Sarbanes-Oxley legislation to prevent further frauds.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

 

Friday, February 1, 2013

‘Chicago Boys’ play foul

Pinochet’s economists bettered a Shakespeare play

General Pinochet’s ‘boys’ got it terribly wrong. The policies formed by a group of economists, termed as the ‘Chicago Boys’, appointed by the military government of Pinochet, soon saw Chile at the gates of a debilitating debt crisis. Their policies, like large scale privatisation and liberalisation of capital account, paved the way for huge inflow of foreign capital; but that literally added a huge slice to Chile’s debt everyday, without supporting structural protective measures. And when this inflow suddenly dropped (largely due to recession in the US) and turned into a rushing outflow in 1982, it upturned the economy as if a twister had hit it. It left Chile gasping for breath under an immediate $17.2 billion debt load (one of the highest per capita debt in the world at that time) which kept growing. With a soaring current account balance and high debt servicing burden, the country’s banking system got crippled. The busting of the global copper market too had its explosive effect. It wasn’t just that the Chicago Boys had got it all wrong; it almost seemed that they had worked pretty hard to use a so-named ‘automatic adjustment by using market dynamics’ strategy destroy the military junta government’s reform measures.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Friday, January 18, 2013

An Italian hamlet

Stretching over 50 km along the southern side of the Sorrentine Peninsula, the Amalfi Coast is one of the most intriguing coastlines in Europe. Deep valleys run down to the sea, confirming the conventional interplay between land and sea. The coast is made up of soaring limestone cliffs terraced with scented lemon groves. For some of the most scenic coastal villages in the world, Amalfi is also listed as a World Heritage site by UNESCO. While savouring the Coast at twilight is a fantastic pleasure, renowned for its rugged terrain, Amalfi is fast becoming the numero uno choice for trekkers!

Once in Amalfi, a visit to The Cathedral (Duomo of St. Andrew), decorated with modern mosaic, is a must. It has a magnificent portico with pointed arches and The Crypt contains the remains of the Apostle St. Andrew. The Arsenal is located on the left of the ‘Porta della Marina’, one of the oldest doors through which soldiers ventured into the sea. Renowned for its emerald green waters, Emerald Grotto, is set in the charming bay of Conca Dei Marini.

Located along the entire stretch of the coast are small towns like Positano, Amalfi, Ravello and Salerno. Statle 163 – the road connecting these picturesque towns – is built around mountains, and provides a breathtaking view of the sea.

The pearl of the coast – Positano, is considered to be one of the most striking and expensive places in the world... a “vertical” village with houses organised in a coloured cascade along the hills. The town itself is an engineering marvel; soak up the sun as you hit Santa Croce, or simply climb up the terraces of Villa Rufolo and Cimbone at Ravello, where visitors can admire a wonderful panorama. Of late, Ravello has been gaining popularity because of its Festival Internazionale di Musica. While town hopping, Correale Museum and the Piazza Tasso, the cathedral in the charming town of Sorrento, with its hidden creeks and picturesque beaches makes for time well spent.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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Thursday, January 10, 2013

The third time in india

LG finally had it right the third time in india. now it is decisively upping the stakes

“Our determination for walking the full distance is unwavering. We would like to move faster but we won’t be impatient. A broad consensus in favour of industrialisation (in India) is gradually emerging and we trust that the respective Governments are doing their best...”

Yes, this is a comment from a Korean company on its commitment towards India. But while you may be tempted to think this is LG, it is actually a comment from Posco, when we asked them how, despite the problems with the steel plant, the company continues to stubbornly invest time and money in its India plans. While making steel and making consumer durables are like chalk and cheese, Posco’s determination may be due in part, to the inspiring forays of other Korean MNCs in India; LG in particular.

LG had earlier tested the waters with two unsuccessful attempts (in the form of JVs with Bestavision and Birla group). In March 1997, K. R. Kim (who was then working in Panama) was bought on board to spearhead the Indian subsidiary of the Korean consumer durable giant. Moreover, the market, which was led by the likes of BPL, Onida, Videocon, Weston, Philips, et al, was now changing. LG, along with the other Korean giant Samsung, proved more than a handful for the incumbents, with their aggressive pricing, promotion and distribution strategies.

Cut to 2009, the company has not only clocked a mind boggling turnover of Rs.107.93 billion in 2008 (with a growth rate of 18%) but is also aiming high for its next big fix – the $6-billion revenue target by 2010. But the initial experience of LG in India has not been a cakewalk as the key challenge for the company at the time was not of growth but of survival. From cultural conundrums to corruption, from office space hiccups to high attrition rates, the company had it all. In fact, there was a time when the durable giant had to bear the wrath of the local land mafia and criminal elements at its manufacturing base at Greater Noida in Uttar Pradesh.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Saturday, January 5, 2013

Tokyo firm rents fake family and friends for weddings

A Tokyo firm rents fake family and friends for weddings, but the trend is not exactly alien to us Indians...

But if you thought these friends of convenience come cheap, sample this. For 20,000 yen (roughly Rs.10,000) one could have a ‘friend’ attend his/her wedding. Add to that 5,000 yen and you can have him perform a song or a dance sequence, while an emotional speech by such a friend could set you back by a cool 10,000 yen... In these times of recession, with requests from at least 100 such weddings, this translates to big business for Office Agents who are only too happy to oblige, and are laughing their way to the bank. However, with a manpower of 1,000 fakes available with the firm, the expenses in terms of salaries alone are perhaps not exactly dirt cheap.

But if you thought that such a trend was completely foreign to us Indians, then it would be far from facts. Says Kanisha, Delhi Wedding Planners, “Sometimes we do get requests from families asking for people to pose as relatives at weddings. In fact, in the past, there have been quite a few of such requests. It usually comes from families where there is an inter-caste marriage and many relatives don’t turn up. At such a time, the family hires people to be a part of the baaratis. We also get such requests from those who are settled abroad with their families but choose to have their weddings here in India. Since they don’t have many relatives in the country, people are hired to show a full house at such weddings.”

While, like the Japanese, the Indians value family ties more than most things, let’s just hope that the practice of using fake stand-ins in Japan (even in events like funerals) doesn’t become prevalent in our country too.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, January 3, 2013

Under the Bonnie Blue Bahama Sky

Think 700 islands and 2400 cays in an endless expanse of blue…An adventurer’s paradise of pristine waters and pink sand beaches is breathtaking for sure but that’s not all… The Bahamas is the land of undying adventure and never-ending fun. It’s a one stop destination for one and all. And for those seeking a perfect tropical paradise vacation, The Bahamas would be a clear choice. The Bahamas offer some exquisite natural beauty of azure waters, which extends to more than a thousand miles of shoreline and which has some of the world’s most stunningly beautiful and clean beaches to experience. Ranging from the pink sands of the Harbour Island and Eleuthera to the deserted strands of the Exumas and San Salvadore, there is a lifetime of beaches to experience. The Bahamas offer inexhaustible pleasures and mind-blowing challenges to its tourists who are game for snorkelling… with more than 5 per cent of the planet’s reef mass to be explored. The Bahamas have rightfully earned an international reputation for their unmatched variety of marine creatures.

The Bahamas are considered to be as diverse as the days of the year. One could dive with the dolphins, swim with the sharks or just simply snorkel in the numerous pristine reefs. With endless backdrop of gorgeous enchanting blue, kayaking the countless cays around Exumas and lazing on Eleuthera’s beaches would be an out of this world experience. Witness the sailing regattas and cheer for your favourites, and if you’re game, then participate or else just join the crowd gearing up for all the action. The Bahamas also have a few gardens and National Parks, home to rare and endangered species, such as the exotic Abaco Parrot and the Bahamian Iguana.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Friday, December 7, 2012

POSCO INDIA: SOUNG-SIK CHO

After Cho’s failure to get the Orissa project up and running, Posco must look for an Indian CMD

All these stand testimony to the South Korean steel makers’ India predicaments. Cho, who had earned name and fame across the globe for his acumen in setting up greenfield projects, was bestowed with the responsibilities of POSCO-India in 2006 to solve persisting problems, apart from ensuring smooth implementation of its various projects.

“During his four-year association with Posco India, Cho has a very little success to talk home about. During Cho’s tenure, violence at the proposed site delayed the implementation of the Rs.510 billion plant,” states S. Pattnayak, former chief Public Relation Officer, POSCO India, who had worked closely with Cho for over two years, and isn’t very positive about the work culture of the former CMD. “Although he is a good human being, and a good communicator, he was unable to build a cordial relationship between Korean & Indian employees,” says Pattnayak.

However, it would be completely one-sided, if we were to only consider Cho’s failures. During his tenure at the helm of affairs, Cho was able to obtain the state government’s recommendation to obtain a prospecting license for Posco in the iron-rich Khandadhar reserve. This was done despite stringent opposition. Besides, the company also obtained stage-I of the forest land diversion proposal clearance from the government. “But the ground reality is that there is not a single work done on the base level. And this is because of the mere negligence of the state as well as central governments. So I do not think it is a failure of Cho, I think it is the failure of Orissa government,” avers Dillip Satapathy, Orissa bureau chief, The Business Standard.

Despite this, Cho was left with no option but to vacate the coveted seat after three years at the top due to his inability to get the Orissa project up and running. Pattnayak pin-points, “Koreans do not tolerate failure, and Cho got punished for the same.” An announcement on the new CMD would probably come in any moment. The next CMD will have to make up for the weaknesses of Cho and ensure he can balance the cultural differences smoothly. In that sense, it would not be a bad idea to have an Indian candidate at the helm to better improve the chances of success.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri

For More IIPM Info, Visit below mentioned IIPM articles.