Has Murdoch lost his bid?

IIPM MANAGEMENT INSTITUTE

Media mogul Rupert Murdoch’s News Corp is trying to buy out Dow Jones & Co. – the publishers of The Wall Street Journal. The money that will do the rounds in case the deal comes through? A huge $5 billion! But once Murdoch coughs up that money, he’ll be all set to become a major mover and shaker in the arena of global financial news. News Corp. made the offer a few days before Dow Jones’ April 18 annual shareholders meeting. According to reports, Murdoch thinks very highly of The Wall Street Journal–he regards it as the best newspaper in the US, and one of the best in the world. So little wonder he wants control of the publication. However, opposition to this move may come in the form of the Bancroft family that has controlling share in Dow Jones. Latest reports say that the family is against this “unsolicited offer,” and that the board will vote against the proposal. Is the great Murdoch going to wait it out? Your guess is as good as ours – but watch this space in any case!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

The Growth Drivers

Renowned Management Guru

As with previous years, sustained economic revival on the strength of strong market fundamentals, greater enterprise spending, government and PSU-dictated needs and SMB-fuelled demand continued to trigger IT spending. Various bigticket IT contracts have been inked in the past one year with the nature of the deals being more complex and large-scale – attesting in many ways the increasing maturity of the Indian IT industry in terms of offering end-to-end solutions.

Expectedly, enterprise & commercial spending has driven the massive demand for IT solutions. India Inc’s growing appetite for expansion activities, related business growth initiatives and growth– led acquisitions has raised the stakes. As a result, IT companies now offer a whole suite of solutions to cater to widely varied IT & business needs – packaged application management, systems integration, data management and customised software development. The Rs.10 billion plus SMB market continues to excite major Indian and global MNCs looking to sell a whole range of services and solutions. Even the government sector has shown growing momentum through a bouquet of initiatives like internal department efficiencies, e-procurement and IT-enablement of Rural Panchayat Bodies. As for the IT industry, healthy corporate earnings have meant that contract wins have become bigger and more performance based parameters are being set.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri Initiative

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Switching on 'Anchor' in time

IIPM PUBLICATION

Anchor Electricals has changed parents. Matsushita – popular for its Panasonic and National brands – has picked up 80% stake in Anchor Electricals for Rs.20 billion. The Shah family, which is the current shareholder of the company will retain the remaining 20% stake. This merger is an attempt by Matsushita to capitalize on the growing volumes in the Indian market (owing to the realty boom in the country). The deal will give the Japanese electrical major a robust distribution network for their new products in the country.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Spain’s Biotech Revolution

IIPM MANAGEMENT INSTITUTE

In the past five years, Spanish companies and institutions have sharply increased their focus on biotechnology, and the results —in new companies, new products, and new research centers—represent an important contribution to the growing international field. This is the sixth in an eight-part series highlighting new technologies in Spain and is produced by Technology Review, Inc.’s custom-publishing division in partnership with the Trade Commission of Spain.

In conversations about biotechnology in Spain, one word appears repeatedly: revolution. According to many in the field, huge changes are afoot in Spanish science today. Though the country has historically focused on producing quality scientific research and papers, the past five years have seen a dramatic increase in the launch of companies, the development of new research centers, and the transfer of top-quality technology into economic development.

Both the national and local governments have embraced the current European focus on developing a knowledge-based economy, one that creates companies—and income—from the ideas of its citizens. National and local governments have increased funding for research, created new research centers, and provided mechanisms to advance technology transfer. Though this focus is relatively new in Spain, the strong scientific environment has provided a rich medium for the rapid growth of biotechnology, which has seen intensive investment and development in the past five years. According to Genoma España, a government-funded organization that promotes genomic research and practical applications, half of all scientific research in Spain focuses on biomedicine.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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IIPM :- ...and I shall listen to it!!!

IIPM PUBLICATION

Voice recognition is here to stay

If you thought that the list of Google’s achievements is on a decline now, think again! Dial 1-800-GOOG-411 if you are in the Americas and ask for the address of, for example, the local Pizzeria or the courier company you have looked up every nook and corner for. Yes! Team Google will have the answer ready for you, with an option to hear the software or have the answer SMSed to you.

Even Microsoft has forayedinto the voice directory service by buying voice recognition technology company TellMe Networks. Such voice services are supposed to be the next big thing. “Speech is universal, simple and holds incredible promise as a key interface for computing,” said Steve Ballmer, CEO of Microsoft. Jeff Raikes, President Microsoft Business Division adds: “We’ve made great strides in speech technologies, but have only scratched the surface of what is possible.” Many are also looking at voice recognition to help e-mailing. SpinVox, for example, lets users have voice messages come as an e-mail or sms. Read the text and get the gist instead of listening to long messages. If a number or e-mail id has been stated, do not scramble for a pen and paper because it is already in writing in front of you.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Amerger that was set to create a leading automotive brand

IIPM MANAGEMENT INSTITUTE

The brand did not get enough patronage from its German counterpart. There were no synergies in the two brands either, since Daimler’s premium image was always distinct from Chrysler’s predominantly mid-market image. To top it all, the German- American cultures didn’t mix. Indeed, there were tremendous complimentary strengths. There has been cutting edge research in the field of hydrogen fuel vehicles and diesel technology by Daimler-Chrysler in tandem with Shell. The diesel maestro Detroit Diesel is part of this union. However, Daimler Benz could not leverage on such innovations to help Chrysler, as there used to be very minimal technology sharing.

It can be safely concluded that German obsessiveness for quality could not find its way with American brute machismo. This heartburn could have been easily avoided if the duo could have just concentrated on some of the bare basics of mergers.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Who in heavens is Rakesh Mohan?

IIPM PUBLICATION

Even according to the RBI data (‘Banking System in Emerging Economies: How Much Progress Has Been Made’, Vittaldas Leeladhar, Dy. Governor, RBI), compiled on 14 emerging economies over the past 10 years, it is quite clear that private domestic banks have participated in total credit expansion to a considerably greater extent than either foreign or state-owned banks – for every 10 percentage points increase in the credit to GDP ratio, credit extended by private domestic banks has expanded on an average by 8% of GDP, while the share of foreign-owned banks has increased by about 1½% of GDP, and that of state-owned banks by less than 0.5% of GDP. So aren’t the government and RBI learning now? Under great media hype, hasn’t it been decided by RBI to sell its stake in State Bank of India by June 2007? Isn’t that a most encouraging sign? Well, for the want of a better term, I should mention that this is the biggest joke in the banking circles currently. And why? Guess who’s buying RBI’s stake . . . The government!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

The Present

IIPM MANAGEMENT INSTITUTE
Think of Wikipedia, the internet encyclopedia created and maintained through the collaboration and cooperation of over 75,000 online volunteers, some of whom are experts and others who aren’t. These volunteers are diverse, independent, and draw on their own knowledge about a particular subject. Similar to Galton’s contest at the West of England Exhibition, Wikipedia gives the volunteers a way to aggregate their knowledge in an encyclopedia judged to be as good as or better than similar works such as the Encyclopedia Britannica or MSN Encarta.

All crowds are not wise. Think of mobs and riots. Think of investors crazed by a rapidly rising or a plummeting stock market. In his 2004 book The Wisdom of Crowds, James Surowiecki categorizes 3 types of crowd wisdom namely, cognition or market judgment, coordination of behavior and cooperation. He also gives 4 essential elements, which distinguish wise crowds from irrational ones:

· Diversity of opinion: each person has some information known only to him
· Independence: one’s opinions are not determined by opinions of other crowd Members
· Decentralization: each person can specialize and use local knowledge
· Aggregation: a mechanism exists for turning individual knowledge and opinions into a collective decision

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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(MIS)Management?!

IIPM PUBLICATION

The recent management churning has also upset Jet Airways with five top officials departing (at one go!), understandably creating a panic. But talk of efficient management and some questions arise here too, with the airline left with something to prove where return on assets (ROA), return on investment (ROI) and return on equity (ROE) are concerned – parameters which highlight management efficiency. As compared to global ROA, ROI & ROE standards of 15.29, 18.27 & 26.17 respectively for the 5-year period till 2006, the management has reported pathetic figures of 2.92, 5.49 & 18.86 respectively! Also its net profit per employee of a disgraceful Rs.0.19 million is below global standards of a handsome Rs.4.78 million per head – truly sub-world class management!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Christina knows ‘what a marriage wants’

IIPM MANAGEMENT INSTITUTE

She may be away on her ‘Back to Basics’ tour around the world, but she sure hasn’t forgotten the basics on keeping her marriage alive and kicking! Her life with Bratman, a music executive since 2005, has been anything but dry, thanks to her lovey-dovey hubby! Her secret to a successful marriage is no magic courtesy any Genie in a Bottle but merely varies from leaving each other sweet notes, ‘naked Sundays’, occasional Disneyland trips, romantic dinners to just getting plain mushy during their everyday chores together. With all this lovin’, should we be expecting some good news soon?

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Operation future...

IIPM PUBLICATION

So how does private entrepreneurship thrive in such a regulated industry? R. K. Bhatia, Joint Director (Pharma division), FICCI, commented to B&E, “This needs considerable support through both private-public partnerships. Currently, the country’s insurance base is limited, but with an increase in government budget on healthcare spending on private-public partnerships, the insurance base will increase gradually.” Adds Apollo’s Thakur, “Public-private partnership is (just) one engine of growth; however, tertiary care will continue to drive the private healthcare space.” Undoubtedly, the investment power available with the government has to be combined with the professional expertise and competence available with the private sector, at the same time, not forgetting the business objective that drives private participation.

But behind all this lies the acerbic Krypton dilemma that the very reason why the private sector finds it so lucrative and why India still languishes at a scurrilous 126th position on the UNDP Human Development Index 2006 is because the Indian government has never been committed towards development of the disadvantaged majority. Providing quality healthcare in reality, was primarily the duty of our governments; a duty that they horribly failed to do. What remains now is simply a hope that one day, like what happened in India’s economic growth story, those are private entrepreneurs that transform the swampy landscape of this Krypton ridden India to spawn out millions of superheroes; one day, perhaps, even a billion!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Middle path...

MANAGEMENT GURU

Accurate assessment of the industry cycle and timely demand push are critical for the CV industry. In order to tap the opportunities emerging, the company is planning to ramp up its capacity to 1,00,000 vehicles by 2008. Also on the anvil are global forays. Ashok Leyland has acquired the Czech truck maker AVIA, the first European acquisition by an Indian CV manufacturer. But while getting on the global bandwagon is fine, Ashok Leyland needs to address its India front first, where it has been unable to make any real headway in the Tata terrain. Rightly, so, the company has identified the M&HCV segment & small trucks to be the future growth driver with more highways to be built and the expected surge in demand. And if Ashok Leyland wishes to get anywhere near to the Tatas, this is the road map it must follow in earnest.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Boeing’s CEO’s high flying remuneration

MANAGEMENT GURU

Jim McNerney, Chief Executive, Boeing Co. has reaped in rich rewards to the tune of $13.8 million in 2006, all thanks to the sterling performance of the aerospace company. With Boeing breaking records in airplane sales and in the military contracting business, the laurels were attributed to McNerney who has led the company since July 2005. And it sure has been a Herculean task for him to salvage the image of a company reeling under scandals, and that too in so short a time span. Also the deserved prize has exemplified the company’s stand on paying on the basis of performance.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tranquility after turbulence...

MANAGEMENT GURU

Of late, Vietnam is gaining a lot of attention from across the world. The recently gained WTO membership and the visit by Goldman Sachs CEO Lloyd Blankfein are symbolic of the burgeoning potential. With its PM Nguyen Tan Dung expressing tremendous optimism about Vietnam’s prowess at the World Economic Forum, the country is quickly moving to the centre stage

“We believe that capital markets development is the next stage of Vietnam’s economic evolution,” stated Lito Camacho, Vice Chairman, Credit Suisse, Asia-Pacific on December 14, 2006, when the financial services provider was granted Securities Trading Code Certificates by the Vietnamese Securities Depository. This clearly highlights the role that the Vietnamese economy will play in shaping up the global economy in the near future. This was followed by the sumptuous double-scoop from Lloyd Blankfein, who heralded Vietnam as an upcoming economy (after the BRICS nations) that has attracted positive investor sentiment from across the world.

And the icing on cake is that Vietnam – which, of course, is the fastest growing economy after China in South East Asia – became the 150th member of WTO in January this year. While its government has clearly acknowledged India as a natural ally, the Vietnamese Ambassador to India, Vu Quang Diem, has urged India Inc. to grab the opportunities that the Vietnamese economy would bring forth.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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IT a must for booming retail sector

MANAGEMENT GURU

The less we talk about the retail boom in India, the better, since it is already well documented. But it’s also true that eventually, with the massive increase in organised retail, there is going to be an analogous increase in volumes. To handle such volumes will not be easy and this is where IT has a major role to play.

There are various ‘Retail Solutions’ provided by different IT companies. The most popular are Retail ERP and Customer Service Management CRM. ERP provides an integrated solution for planning, forecasting, merchandising, inventory and distribution requirements of retailers while CRM takes care of relationships with customers, including recording, storage as well as analysis of individual customer information.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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China’s day out...

IIPM MANAGEMENT INSTITUTE

Africa should be cautious...
The beleaguered continent of Africa may finally have an unusual development ally – China. More specifically, investment from Chinese companies has been growing to satisfy the increasing appetite for Chinese goods.

An study by Organisation for Economic Co-Operation & Development (OECD) reveals that annual direct Chinese investment in Africa topped $100 million mark in the year 2003 (a 100 fold jump from 1990) and trade between China and Africa has grown to $40 billion (in 2005), and would soon touch $100 billion mark (by 2010). These figures, however, don’t highlight the impact that Chinese investments would have on the continent. With investments flowing in without any political or economic preconditions attached, African leaders are more than happy in lapping it up (against Western investment which generally has caveats attached). This could result in job creation and growth in African economies, but close on the heels lurk dangers that China brings. The low-cost products might end a host of local industries. Simultaneously, environmental plundering might resume in the whole of Africa. Though the strategic presence of China is being welcomed in Africa, the dangers and risks are equally worrisome. Africa would do well to screen Chinese investment & interests before it takes things far before getting consumed by it.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Two words that aptly describe the IT world, as announcements come thick and fast…

IIPM PUBLICATION

The global IT sector has been packed with exciting news from all corners of the globe. China has surprised the industry experts by skipping the 3G (third generation) revolution to implement the world’s first 4G (fourth generation) mobile network. Set in Shanghai, the 4G communication network will give mind blowing speeds of up to 100mbps. Transferring data and images at this speed will take just seconds, and will finally boost the multi-player mobile gaming and TVon- mobile industry. The initial trial of the new technology has cost China $19.2 million under the FuTURE (Future Technology for Universal RadioEnvironment) project. Surely, now it is time to reap the benefits of this far reaching technological breakthrough.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

“The brand’s equity has been strong enough to not warrant the need of a brand ambassador”

IIPM MANAGEMENT INSTITUTE

Interestingly, Saffola has more often than not refrained from using brand ambassadors. Says Chandrasekar, “The brand’s equity has been strong enough to not warrant the need of a brand ambassador. Strategically, the brand does not need to put an ambassador into play.” However, he is quick to add, “To reinforce tactical communication, we have used brand ambassadors in the past like Boman Irani for Saffola Salt and Chef Sanjeev Kapoor to talk about LoSorb – a unique property in our oil, that allows for lesser absorption of oil.” Saffola churned out a witty ad Prayaschit to communicate Saffola Gold’s LoSorb technology. This technology lessens the inclusion of oil into food and Saffola brought this aspect out well by crafting a commercial that was strongly linking it with consuming oily food.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

The players are fighting for that X-factor!

IIPM PUBLICATION
Capacious subscriber additions, voluminous expansion plans and mounting net profits – perhaps these are the only commonalities between the telecom service providers in India. Apart from this, all the telecom players are toiling hard to work on that X-factor which differentiates them from competition. All the players like Bharti Airtel, Hutch, BSNL and Idea Cellular (all GSM players) have adopted different strategies to promote their cause, and interestingly, all of them have been very successful in their own domains. So while Airtel follows the dual strategy of leveraging the star power of the celebrities like Shah Rukh Khan on one hand, and extensively promoting its valueadded services like hello tunes on the other hand, Hutch communicates itself in a much simpler manner refraining itself from the use of any star power. Consequently, all the advertisements of Hutch, featuring the famous pug and the cartoons, have enjoyed immense success in the Indian market.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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The best of both worlds is what you always wanted. Here’s your opportunity to enjoy both career growth and continued learning with IIPM.

The Indian Institute of Planning and Management (IIPM) being a leader in Academic excellence is a part of this growth and is serving its better than the best MBA graduates to biggest names in India Inc. over the last 32years of its presence. Our students can be found in every function of an organization in Fortune 500 companies with no geographical boundaries. In addition IIPM now with its international placement offices has started to focus on international placements as we have seen our students after being employed for some years in national locations move out for prospects abroad and are working at senior levels in countries like Singapore, America, Australia, Dubai, London, Canada and the list is endless. Last year the highest national package for an IIPM student was Rs. 9.5 lac. Our national recruiters are leaders in their industries like Consulting; Price Waterhouse Coopers, Deloitte Consulting…, Banking; Citibank, ICICI Bank, HSBC, Standard Chartered, HDFC, ABN Amro, Kotak Bank, American Express…, Financial and Research services; Evalue serve.com, Pipal Research, IMRB, Karvy Consultants, Prudential ICICI, G.E Money, Citifinancials…, Consumer products; Asian paints, HLN, Berger paints, LG, Bluestar ... , Insurance; ICICI Prudential, Met Life, Tata AIG, Aviva Life, Birla Sunlife… , Information Technology and services ; Oracle Corporation, IBM, Intel, HCL, Hutchison… And many more industry leaders like Essar Group, DLF universal, Shaw Wallace, Sahara India, Reliance Infocomm, Anand rathi, NEI, Bharat Shell, Malwa Group…

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