R&D is one of Ranbaxy’s core strengths... that have led to the delivery of a robust product pipeline...

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RANBAXY... Constantly proving the world wrong with its path breaking innovations, this pharma biggie has really travelled far since its inception

Creativity and innovation are two things that go hand in hand with the global pharmaceutical industry. But that’s not beentrue for Indian pharma, or at least that’s what the world thought till a few years back. While the industry long struggled to rid itself of the image that labelled its affiliates as trespassers of intellect; only few actually attempted to test their mettle against time. And Ranbaxy happens to be one such company. While growth through acquisition is one of Ranbaxy’s stated strategies, the enunciation has always been on delivering value through path-breaking studies and R&D. “R&D is one of Ranbaxy’s core strengths and fundamental to our growth. Our innovation capabilities have led to the delivery of a robust product pipeline,” a Ranbaxy spokesperson told 4Ps B&M. Well, the results are there for all to see. Ranbaxy, in 2006, landed itself on top position in patent filing list of companies from the developing nations. Being the first among its Indian peers to file for (Para IV) products last year, the company has attached the tag of a true Indian multinational to itself. It was one of the first Indian drug-maker to start a joint venture abroad, a strategy that has led it to such great heights. One of the biggest R&D spenders among Indian pharma biggies, with over 7% of its global revenues (much ahead of the industry average) being invested in R&D, Ranbaxy has emerged as an ingenious innovator in true sense!

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Source : IIPM Editorial, 2008

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

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‘HiDesign’ing for a class apart...

IIPM, GURGAON

It’s been an uphill task, but ‘hi’ on design, this one did not falter!

Let’s start by asking you a simple question this time. Of course, dedicated to all those bling kings and queens supposedly high on fashion quotient. What comes to your mind when you hear the brand - ‘Hidesign’? Allow us the privilege to guess! With definite conviction, the answer is a foreign ritzy brand (well, we mean from most of you). That’s how Hidesign has positioned itself – a global bon ton brand, high on acumen among fashion freaks. But surprise! Hidesign actually has it’s origin in India. What started as a hobby, later fortuitously became a venture for Dilip Kapur. “I saw that my PhD had nothing new to offer and I found more interest in creating leather goods for global brands. With that I started manufacturing leather products in 1990s,” reminisces Dilip.

However, he initially didn’t create a separate brand name. But after he became a constant supplier to global elite dealers like House of Fraser, John Lewis, Magasin Du Nord and Selfridges et al, he felt the need to create his own ensemble. Finally his quest to create a more organised company, led him to introduce Hidesign in 2000, both globally and on the domestic soil. Reasons Dilip, the founder and MD of Hide sign, “Globally people knew what we were but we wanted a brand name and that time we entered the Indian market. And whether you call it a challenge or an opportunity, our products being very different from the regular ones, we were not allowed in the regular stores.” This could not bog down Dilip and he resorted to word of mouth marketing. Indian consumers, who picked up a Hidesign product abroad started promoting it in India. It was one such user that helped Hidesign foray into the John Players showrooms.

That was just the beginning. Hide sign started tying up with the country’s leading retailers (Shoppers’ Stop, Westside, Lifestyle) and at the same time expanded its global arms. However, it was just three years back that they started paying heed to having their own exclusive outlets, both in the desi domain and at the global front. Today, with 38 exclusive stores in India and another 15 spread across West Asia, Europe, Scandinavia & Africa, Hide sign (of course with a growth rate of 35%) can definitely boast of being one of the few brands among the Indian fashion fraternity that can truly be termed global.

Now for the obvious question. With more foreign brands coming in, will Hide sign be able to sustain its glory? “See there was competition for us abroad too, but still we created our own brand. Now, if Christian Dior or anybody is coming to India, their high price will make us an affordable luxury and increase our market,” replies Kapur.

In fact, he is relentlessly testing the waters with new ideas. His recent tie up with LVMH for technical up gradation and his future intentions to enter Wal-Mart stores (not to forget 18 new stores by the year-end) says it all. Dilip is excruciatingly focused on designing his plans such that Hidesign reaches the hi-pinnacle, that’s if global biggies don’t force him to ‘Hide’ sign first!
Edit bureau: Angshuman Paul

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Source : IIPM Editorial, 2008

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

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HERO HONDA...

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HERO HONDA... Affordable, efficient and effective, that’s what Hero Honda’s ingenious fuel injection technology in mobiles are all about.

Fuel injection technology! Seems too much of dream theory for bikers, right? Wrong! As far as Hero Honda is concerned, it’s something that has bought a place for itself amidst our coveted list of 25 most innovative companies. The fuel injection technology not only uses fuel efficiently, but also goes on to add to the comfort level for bikers. And all of it comes at amazingly low emission levels. And how important technology is in two wheelers? Urmil Negandhi Auto Analyst, proclaims to 4Ps B&M, “Technology will play a crucial role in coming days. The player with latest technology, will eventually dominate.” Are the Munjal’s hearing?

Well, certainly seems so! Hero Honda has a legacy of bringing superior technologies and enjoys an edge over others in terms of affordable technology. “When you have high potential products like the Splendour, then you should leverage them fully” says Anil Dua, VP, Sales, Hero Honda. Indian consumers, who often times have been deprived of world class technologies, are having a field day. “Indian customer is not only price sensitive, but also wants latest designs, comforts, aesthetics and new technology at the same small price,” explains Negandhi. Hero Honda is walking the ramp with accolades, for being the first to bring an affordable technology into the price-sensative twowheeler segment. Have you begun to clap yet?

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Source : IIPM Editorial, 2008

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

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TATA MOTORS...

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TATA MOTORS... Magic & the Winger is not the title for another Harry Potter tale, instead they stand tall amidst Tata’s slew of product innovations!

The Magic & the Winger sounds like the title of a fairy tale! The launch of the four-wheeler public transportation mode – the Magic and the Winger, by Tata Motors in June 2007, is indeed a boon for the masses; those dependent on public transportation such as three wheelers and buses. The Magic seats 4-7 passengers and with pleasant interiors, comfortable seats and a number of benefits for the driver. The Winger, however, takes the tempo a notch higher. Seating 9-13, passenger comfort has been provided from all angles – starting from seat belts and spot-lamps to a 2-litre turbo charged engine and demisters. Both diesel engines, they cover the needs in rural & urban towns, promising to take intra-city transportation to the next level.

The launch of the longwheel base Indigo XL marked another product innovation from the Tata stable, earlier this year. Offering comfort and lavishness, this one’s is nothing short of a super-luxury car. But there have been reactions to its claim of being ‘India’s first stretch limousine’. Jigar Valia, Analyst, Parag Parikh Financial Advisory says, “The Indigo XL is a comfort vehicle and can do well, but it can’t really be called a limousine as it does not live up to that image.” More recently, Tata Motors also launched a trimmed version of the Indigo XL Classic, with a price cut and a few ‘grand’ features missing, making it a more value-for-money offering.

First with Indica, then with Winger & Magic, and now with the planned ‘Rs.1 Lakh Car’, Tata Motors has only reinforced its innovation for the ‘masses’ strategy. What say?

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India Today Group

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States Mala Sekhri, Publishing Director, Lifestyle Group, India Today Group exclusively to 4Ps Business & Marketing, “Magazines like Cosmopolitan cater to this new, self assured - yet information seeking woman who wants to live life to the fullest. She is sure of where she wants to go, yet unsure of how to get there. Cosmopolitan employs the highest standards of service journalism which is hard working how to - where to information.” She elaborates that this rise is linked to the trend of woman no longer limiting herself to her family, relatives and friends. As they get more involved in the workforce, Sekhri feels that they would be more of influencers when it comes to purchase of products and services for the family. And she confidently asserts, “We think that these are early days – even though Cosmopolitan has been in the country for 11 years now. The potential is just being realised & the future of this sort of magazine is very bright.”

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Source : IIPM Editorial, 2008

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

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When everything else goes right, M&As fail! The whys and hows...

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Most M&A failures generally have their root in lack of inter-cultural synergies

Jack Welch and Suzy Welch Authors of the international best-seller Winning

Q: Why do so many companies not address cross cultural differences in a merger until it’s too late??

-Karen Fenner, Camden, NJ

A: Because you can’t number-crunch culture. And financial analysis is almost always where merger evaluations begin, along with some level of strategic analysis. If those assessments seem positive, then a cultural comparison of merging companies, in fact, might take place.

Might... Because by the time a merger actually starts to appear attractive, deal heat has already started to creep in. And with it, the ability to back away – even for the best, most rational reasons – starts to creep out.

Now, you would think with all the merger and acquisition (M&A) activity happening in recent years that companies would have figured out how to not succumb to deal heat. Some have; many haven’t. Blame human nature. Blame investment bankers. Blame the fierce competition of the global marketplace. Whatever. Too often, deal heat is inexorable, especially if there are other contenders in the ring. One result is the “sin” you describe: A disregard for the cross-cultural differences between merging companies. But in the mad dash to the finish line, lots of other M&A mistakes get made.

Perhaps the most painful to observe, not to mention live through, is the Reverse Hostage Syndrome, which happens when an enthusiastic acquirer wants a deal so badly, he ends up making concessions that are regrettable at best and destructive at worst.

Indeed, in many Reverse Hostage situations, the buyer gives up so much in order to seal a deal that ultimately the acquired company can’t really be considered acquired at all. It’s still calling all its own shots – from its strategy, to its staffing decisions, to its operational practices, to its core values.

As for relations, with the new owner, Reverse Hostage businesses tend to act like they belong to a separate country, and a hostile one at that. They rebuff any suggestions for change with brush-offs like, “You don’t understand this industry. Just leave us alone and you’ll get your earnings at the end of the quarter.”

No wonder most “owners” in Reverse Hostage situations are left to wonder, “Why did I pay all that money for nothing?”

A classic case of the Reverse Hostage Syndrome, in fact, is playing out right now at the headquarters of Boston Scientific Corp.

It began in 2004, when Boston Scientific paid $742 million plus some earn-out opportunities to acquire Advanced Bionics, a California company that makes implantable electronic devices to restore the hearing and pump pain medications through the blood system. At the time of the purchase, Advanced Bionics was losing money, but Boston Scientific was convinced that the business had the potential to deliver outsized returns and play a major role in its future success.

And maybe someday it will. But right now, Advanced Bionics and Boston Scientific are slugging it out in a Federal Court. At the heart of the case is a concession made during negotiations. Alfred Mann, the owner of Advanced Bionics, insisted on staying as the leader of his company. And an overheated Boston Scientific said “Yes.”

Maybe, its senior executives thought Mann, who is now 81, would retire soon. Maybe they thought he would let Boston Scientific have a say in the business’s management. Or maybe, they thought Mann would lead the business to profitability. None of those things happened.

And so, last July, Boston Scientific asked Mann to resign, saying he was resisting the changes necessary to make Advanced Bionics a money-making enterprise.

Mann refuted the claim and refused to leave, saying his contract allowed him to run Advanced Bionics for as long as he wished. A federal judge agreed with him – a decision that is now out on appeal.

We certainly don’t know enough about this case to know which side is right or wrong. But we do know that the Reverse Hostage Syndrome is never worth the price.

If you can’t buy a company on your own terms and conditions, fight the burning desire to forge ahead, or at least build in some kind of protection. In the case of an owner, who wants to hang around, or even in the case of an owner that you want to stay for reasons of leadership or continuity, for instance, forget an earn-out package.

Offer a flat retention deal instead – a certain sum for staying a certain period of time – and retain the option to pay off the owner to exit at your will. Such an arrangement gives you the free hand you need to make the strategic and personnel changes required to bring your acquisition to the next level.

No one likes being held up. But the Reverse Hostage Syndrome, which can paralyse companies and undermine the potential of even the most promising M&A deal, comes with an added insult.

You’re being robbed with your own gun.

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Source : IIPM Editorial, 2008

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

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These are some more IIPM sites :-
http://iipm-management-courses.blogspot.com/
http://iipm-mba-bba-institute.blogspot.com/
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A cine fan’s pot of gold!

IIPM MANAGEMENT INSTITUTE

Riding high on the Osian’s waves…

There are film festivals and there are film festivals… and then there are film festivals like the Osian’s-Cinefan Festival of Asian and Arab Cinema! A breath of fresh air, an oasis in the desert of mediocre films; the festival has been bestowed with plenty of eulogies… and the fact remains that Osian’s deserves each one of them. Conceived in 1999 as ‘Cinefan’ by Cinemaya, a quarterly magazine on Asian cinema, it showcased 27 films and was presented by the Network for the Production of Asian Cinema (NETPAC). Five years later, Cinefan and Cinemaya were acquired by Osian’s Connoisseurs of Art and through the years, the festival has attained international acclaim and respect among the film fraternity. Says director Rajat Kapoor, whose fi lm Mithya was screened at the festival, “Osian’s is the best film festival in the country, considering the focus they have on Asian cinema. One usually sees festivals screening whatever comes their way but Osian’s has a definite focus, which reflects in the kind of work they screen.”

This year the festival’s (held between July 20 – 29) tagline read ‘Re-creating Cinematic Culture’ and it included a tribute to Kenji Mizoguchi and a focus on Japan, and struggle for freedom in Asia and the Arab world – thus commemorating 150th year of India’s First War of Independence too. For those looking for a meeting point of the merit conscious experimentalists and lovers of world cinema, Osian’s was the place to be!
Edit bureau: Pooja Priyadarshini with inputs from Neha Sarin

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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RECEPCIÓN A SANTIAGO!

IIPM PUBLICATION

Nestled amidst the astounding Andes, miles of mountains suddenly giving way to sea-n-sand… and the rocky snow-scape to the verdure – that’s geography’s Gemini – the two faced Santiago! One of the fastest growing economies of South America, the largest city in Chile and its capital, Santiago (founded by conquistador Pedro de Valdivia in 1541) remained overshadowed by the Spanish dominance and stunted under the Peru viceroyalty… and though the scars of the Pinochet dictatorship still remain etched deep in its history, Santiago has finally come alive!

As you walk past the ancient ruins while treading upon the shadows of skyscrapers, you suddenly become witness to the old and the new world standing together. Indigenous markets with hawkers selling everything from pins to ‘Pisco Sours’, litter the streets, while street performances, music and art festivals carry on all days throughout summers! Such cultural and architectural diversity… and you were wondering where Santiago gets all its spirit from!?!

Lest Aunt Marge or little Joanne complain about returning home with nothing but tales for them, do not forget to visit the lively Los Dominicos market to hunt for those not-so-costly souvenirs. The place is suited particularly for the hind-sighted, for they’d surely have run bankrupt by the end of the budget trip. Do not be deceived by the looks of it mind you… the place isn’t as inexpensive as it seems! Nevertheless, a little knowledge of Spanish and a warm smile can startlingly help the prices go down!

Get going to Santiago all through the spring (September-November) to catch the perfect weather, though there’s really no time when the place doesn’t hand out a sight to behold! Mark an end to your trip with that heavenly (quite literally) dinner at the Camino Real where the city spread down below is like a star filled sky…. And at the end of it, even without you realizing it, you’ll magically be a part of this enchantment called Santiago!

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

The Battle Ahead

The Sunday Indian - India's Greatest News weekly

As mentioned earlier, India’s offerings are considered ‘rich’ to say the least. No wonder, India exported fabrics worth a terrific $213.03 million for the period April- February 2006-07. However, before you conclude that the road to leadership on the global front is as smooth as silk, let us warn you – there are hurdles galore! The so called Indian labour welfare policies (which discourage FDI), high import duties & complex labour laws (which prohibit hiring people on contractual basis thus preventing higher productivity) are playing havoc as Subrata Siddhanta, Business Head, Century Textiles & Industries Ltd. confesses, “The labour laws don’t help us to recruit more people during the peak hours for both domestic and global market. Then there’s also the high import duties to be paid by textile manufacturers!” For instance, while Man Made Fibre (MMF) textile is dominating total global consumption, India cannot thrive in this regard as a high 10% import duty is levied on the same. FDI, (like we mentioned earlier) alone can provide the huge Rs.1,500 billion needed to make India the world’s top textile hub by 2012 (as per CITI’s Vision 2007-12). Th en there are other reasons to blame as elaborated by H.P. Singh, MD, Indus Clothing Ltd., “Lots of reforms are now being made and they’re quite similar to those in other major textile manufacturing countries. But this could have been done earlier and even if it’s happening now, strangely coordination with industry people has been lacking while framing policies. Then there are also basic infrastructure problems we face, like inadequate shipment facilities and the like!”

However, having come so far, it’s only but obvious that the Indian textiles sector is looking to make a big mark on the global platform. So what if the big players have made a late entry? So what if the government has just started realising the need to accelerate sectoral proceedings. So what if we’re still not No.1? At least, the realisation has dawned upon parties in question, just like you realised what the fashion show really ‘showcased’, though a day late. For the moment, ‘better late than never’ seems the right war cry for the Indian textiles industry, eh?!

B&E edit bureau: Angshuman Paul

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

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Taking pride in its (re)tail...

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With expansion on its mind, Future Group seems all set to give its competitors a tough time ahead!

The curtains close, the actors retire & the audience thunderously applaud the last act of G.B. Shaw’s ‘Pygmalion’. And amidst the mesmerizing thunder, one gets reminded of someone who’s scripting a similar plot. And wait! We are not hinting at an imposter here, but at the retail maverick Kishore Biyani, who, like the lead figure in the play seems to have taken a bet to satisfyingly pass off a common girl as a refined society lady!

Biyani’s plan to enter the last mile retail space with announcement of 1,500 new format ‘Fair Price Shops’ is clearly an effort to convert the humdrum and highly uninspiring ‘kirana shops’ into prom queen material. And surely, while competitors thought that this retail bigwig only moved ahead with the refined crowd, he springs a surprise, disclosing desires for plain Jane as well. Since inception, Biyani’s Future Group diverted its attention from the bottom of the pyramid... Now no more!

A bigger question here is to what extent was the adoption of his current strategy affected by Subhiksha’s & Reliance Fresh’s effortless walk towards increasing market share. Or was it just skyrocketing real estate prices at prime locations that made Biyani believe profoundly in the fragmented set-up? Sure enough, competition from other retail players may also have edged him to maximise his national reach through his latest arm candy (read Fair Price Shops) which measure only 2,000 square feet each with glitz whatsoever! But Nilotpal Chakravarti, Retail Analyst, Springboard Research, denies the fact as, “The new format stores are nothing but an attempt to tap the large lower middle-class group in small areas, where there is a great potential for organised retail. The step is not meant as a response to Subhiksha or Reliance Fresh, but is a means to tap the huge market that exists...” Sure, with a difficult living ahead & with the retail wave gaining magnitude – with Subhiksha planning to touch 1,000 mobile stores by 2007 end & Reliance Fresh expecting to add another 100 stores soon to add to the innovative growth it has shown with its first hypermart already launched in Ahmedabad – Biyani seems to have understood the need for attending to the bottom of the pyramid while still donning the organised player hat! Moreover, the Future Group is poised to unveil four new brands by 2007-end. Besides, Damodar Mall, President (Food Business Division), Pantaloon Retail India Ltd. Confirms, “Most of Future Group’s ventures are company owned but we are trying the franchisee route too with these stores.”

Thus, Biyani will have make careful choices as profit margins at the bottom of the pyramid are thinner. Also, while HLL and ITC have already started serving the lower income brackets, they are also giving the rural Indians the purchasing power through their CSR acts. Moreover the prime competitors (including Reliance Fresh) can play the game much harder owing to their deep pockets. So will his ‘Fair Price’ Janes enable the company to win the prom title amidst the glitzy ladies? Well, surely not if he acts sans break-even targets for starters!
B&E research: Priyanka Rajpal

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Source : IIPM Editorial, 2007

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

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Attrition rate continues to howl

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According to an Assocham Eco Pulse Study, the current problem that is halting India to spread it wings and accelerate its growth is the alarming attrition rate especially in the service sector. Sectors like civil aviation, IT & ITeS, financial services, retail & engineering are the major sufferer of this ‘job hopping syndrome’. However, the pro-active steps have helped in putting a speed breaker in the IT & ITeS industry and the attrition has fallen by 10% as compared to the last year, yet it continues to be a massive 25-30%. The study also reveals the most stable employees are the ones that fall in the age bracket of 39-45 years. Another interesting outcome of the survey that comes across is that the fairer sex is less prone to job hopping than men.

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Beastly beatitude!

IIPM MANAGEMENT INSTITUTE

Edens for Asia’s wild waifs.

We live in an age where the pressures and the pace of life are crushing the globe into increasingly confined corners, displacing huge swathes of population from Darfur to Dhaka. So it should be no surprise that in this conflict ridden world, where all creatures big and small were born equal, animals are oft en considered more disposable than toilet paper. But in the race to the everelusive finish line, some do pause to catch their breath and look around.

Pinnawala is a small, indistinct town, 90 kms from Colombo, which hides an environmental jewel. Home to one of the biggest elephant orphanages, Pinnawala started in 1975, and has now ballooned to shelter a mammoth number of 84 elephants. This is also the greatest herd of elephants in captivity anywhere in the world. Typical animals that are brought in are jumbo babies whose mothers have either been killed or have deserted them. But the fact of paramount importance is that these elephants are released into the wild once they are mature enough to take care of themselves. And how do they do that? They are taught right from the beginning to look for food and water reserves. The gentle giants’ daily routine includes breakfast sharp at eight, which is honey and oats for the babies and a walk for 3 hours. After that, they are walked for about 400 metres to River Maha Oya, where they skinny-dip and sun bathe for a good two hours, following which they rest and are served their evening meal. All in all, each pachyderm eats approximately 75 kgs of leaves and shrubbery. The babies are a sheer delight to watch with their fast paced trudging to keep up with their mothers or when they waddle in the shallow waters. One cannot help but smile satisfactorily when one sees the magic of the animal kingdom come alive here.

Another such prominent reconstructed paradise is an orangutan school in Borneo. The Nyaru Menteng Orangutan Reintroduction Project is situated 28 kms outside of Palangka Raya. This island hosts a team of dedicated volunteers with years of experience in training and readying rehabilitated orangutans to survive in the wilderness. With 43 large orangutans, it is one of the biggest such schools in Borneo. If not for being brought here, the most famous residents of this island, the orangutans, would have had suffered neglect and hunger at the hands of the plantation workers. Orphaned orangutans, used to staying with their mothers for up to six years, are handled and looked after with great sensitivity and care. Once they outgrow their quarantine stage, they are handled by a 24-hour expert staff to teach them how to climb trees and look for food themselves. One precondition for these orangutans to be released back in the wild is that they must have adequate food and water supplies and natural habitat to call home. However, mindless deforestation has gnawed away at orangutans’ natural habitat as well. While these lovable creatures are getting ready to be back where they belong, authorities are finding it increasingly tough to relocate them.

Though these places are a wonderful microcosm, let’s hope that they do not become a peepshow to the future where these orphanages might be all that remain of a once thriving wild population.’

Edit bureau: Ashish Pratap Singh

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Source : IIPM Editorial, 2007

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Wynn MACAU

IIPM PUBLICATION

Exemplifying Macau at its illustrious best, this luxury hotel in the People’s Republic of China, Wynn Macau, provides everything that one can ask for, and perhaps even more! Just 9 months into its inception last year and the hotel can already boast of 600 deluxe apartments, hundreds of ‘gaming’ tables and slot machines; and about 100,000 sq ft of casino gaming space, redefining grandeur by the day!

THE VIEW: Overlooking the greens in front of it, the Wynn Macau stands tall providing a dreamy view, to say the least! From one of the upper floors especially, one can see almost the whole of the magical Macau endlessly – thanks to the utter natural magnificence of the place…

ARCHI TYPE: Entering the intricately patterned carpeted lobby, the red ornate chandeliers greet the ocular senses as much as the aesthetic. The uber-cool rooms, tastefully done in every nook & corner, with a personalised five star service to pamper you like you’ve never been! The special double bedroom suites, with a personal kitchen let you cook your favourite dishes. Better still, have the chef, who can access the kitchen through a door only meant for him, prepare them for you. Enjoy a glass of wine while you catch a movie on the giant screen in your living room.

BON APPÉTIT: Abundant with all kinds of global cuisine, the Wynn kitchen remains appetisingly fragrant all day long with a delectable cuisine range to suit all palates. The Wing Lei restaurant offering Cantonese cuisine, the Ristorante il Teatro for Italian fare and Cafe Esplanada for every other taste known to human taste buds are the prominent three among the seven most splendid restaurants in Wynn.

AROUND THE CORNER: The Macau Tower for the adventure enthusiasts provides ample sporting avenues. Right from the world renowned Skywalk X, Bungee jumping, to Bungee Trampoline and Long Ironwalk, the tower is a complete sports arena in itself! And if you’re still left with an appetite for some more adrenaline rush, you could choose to go to Fisherman’s Wharf. Even Portuguese monuments and forts are not very far for the history lover.

FROM UNDER THE CARPET: Although the glitz and glamour of the casinos guarantee a gambol of an experience, the Wynn Macau doesn’t really make an ideal getaway for kids – unless you want them to gamble away their monthly allowance.

IN ESSENCE: With its signature attraction like the Performance Lake, the exquisite spas and designer stores within its premises, coupled with absolute luxury, you wouldn’t want to trade a stay at Wynn for the world!

Edit bureau: Pooja Priyadarshini & Rahul Chaudhary

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
! IIPM Amaze'07 ! Management Institute ! IIPM Info ! IIPM Business School ! IIPM India ! IIPM Management Education !

Reliance Resurrected In Ambani Style

IIPM MANAGEMENT INSTITUTE

Of course there were sniggers a plenty when Business & Economy wrote just after the brothers split that the race between the two to prove who is the true inheritor of the Dhirubhai legacy would mean that both the brothers could end up doing spectacularly well. There were also some titters when we pointed out that Anil Ambani was the more vulnerable of the two; while also predicting that the younger brother would wipe out this handicap in no time. We also talked about the split unlocking value for the two separate empires. Today, the two brothers might still be estranged. But the roadmaps they have drawn up for corporate futures is quite clear. The elder brother Mukesh is now determined to recreate India's Wal-Mart in his own vision. The younger brother Anil has a far more sprawling vision and is betting heavily on the growth potential of the services sector to fuel his future. But make no mistake. Both the brothers have decisively proved that they were actually better off pursuing their separate dreams than be hemmed in by a single legacy.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

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! Management School ! IIPM Delhi ! IIPM.com ! IIPM Top MBA Institute ! IIPM Faculty !

A view of the magnificient JSW steel plant at Vijayanagar at dusk. So the next time someone says, ‘Steel can be beautiful’, believe him!

IIPM PUBLICATION

And if you feel that was an exclusive ‘steely’ seen that, done that insider tale, here’s something that would give you a reason to give a tip of your hat – unlike what was flashed across all possible media platforms, the real story from the inside remains (as confirmed by Vinod Nowal, Director, JSW) that Sajjan Jindal desires to surpass the 10 MTPA milestone much before the deadline set. To be more precise, “2010 deadline is for others. Internally, Sajjanji wants the expansions to happen much promptly and achieve the stated target by 2009 itself, a year earlier and we all are confi dent of meeting this deadline as well,” disclosed Nowal to B&E. So what’s the total force with which JSW plans to weigh down on global steel platform by the year 2020 – the answer, a mind-boggling 30 MTPA, catapulting the company into the ivy league of global steel giants. And the terrific pace at which capacity additions are taking place, the entire project has been aptly baptised – ‘Project Cheetah’!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
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