IIPM Press Release :- Defenders of pride

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The titan which gave India its first truck, car and SUV, cannot be that insensible to forces of competition, especially when it comes to the Indian market. And despite its recent success, myopic dreams have never left its side! Talk of the Rs.1 lakh car and we all can only wonder if the corporation that ripped through the Indian market is losing all focus... and suddenly!

“What about the refinement and feasibility levels?” auto analysts had lambasted out when Ratan Tata shrewdly decided that India needed a diesel powered compact. Not many believed he was serious, less believed he would even try it out, and almost none believed he would ever succeed. The practicality of diesel efficiency combined with the rationality of a compact almost sounded like a chimera. The critics’ belief system had its roots firmly attached to the entrails of a conglomerate engaged historically in non-competitive commercial vehicles production; a conglomerate that, sans its infotech ventures, sticked to industries that focussed more on traditional old-age models... hotels, steel, locomotives...

But Ratan Tata was unnaturally adamant and made critics chew, and regurgitate, their own words with the launch of the super successful Indica in 1998. So strong was the response that 115,000 bookings were received within a week of receiving applications, shattering all past records and not too sublime opinions of critics. The later introduction of a larger Indigo was right on target as well. Today, Tata holds an enviable number one position in the mid-segment and a number three position in the compact segment, selling 18,365 and 78,726 units respectively in April-October 2006 (SIAM data). All this was surprisingly achieved in the presence of the best that the competition had to offer, from Maruti to Hyundai. And now, to top it all, is the most fl abbergasting endeavour – the ‘Rs.1 lakh car’, purported to have the potential to solve the problems of family transportation for the whole of India...

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Paradise reigns in the Brown Fields!

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Undeterred by skeptics, Videocon covets M&As
Reflecting the continuity & change in its mission statement, the Videocon Group has moved from a conference room-sized assembly line in 1979 to become a global conglomerate of over Rs.110 billion. To launch his sons in business, the group founder Nandlal Madhavlal Dhoot tied up with Toshiba to manufacture the first Indian world class colour television. Since then the group is striving to be the leader in Indian consumer durable segment.

Though pushed down by the global entrants at the beginning of the liberalization era, Videocon Group has bounced back strongly to take up the challenge. The group now has a strong footage in four key sectors – consumer durables, colour picture tubes (CPT), CPT glass and oil & gas. With its recent acquisition of Thomson, the group has emerged as the world’s largest manufacturer of colour picture tubes. With the promoters holding more than 70% stake in the original company Videocon Industries and around 35% in others, the group companies are run by V. N. Dhoot (his brother Pradeep Kumar is a Director on the board). The share prices of the company have risen to Rs.438 per share in November 2006 from Rs.13.15 in April 2002. As V. N. Dhoot puts it, “The group is more ready than ever for further expansion...” He has launched his son Anirudh (MD, Electrolux) as his successor. In the past 18 months, Videocon has acquired consumer electronic brands like Hyundai, Akai, Electrolux (in India) & Thomson’s colour tube business but its hunger fails to die. On October 23, a Videocon-led consortium signed the MoU to acquire Korea’s Daewoo Electronics for $730 million. While Videocon still has a long way to go before it can challenge the global greats, one thing is for sure – it is taking its ‘Indian MNC’ tag quite seriously.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

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What can you do about a peer who persistently disrupts work getting done?

IIPM BEST B-SCHOOL
Que: What can you do about a peer who persistently disrupts work getting done? This person is no problem for the bosses, but butts heads with practically every lateral member of the team.(Ashley Prisant, Cambridge, Mass.)

Ans: You’ve got a real problem – a brutal and all-too-familiar one. But, unfortunately, it’s one you probably can’t solve. Peers don’t manage peers. They have some influence, but no power. So understand that if you try to deal with this disruptor on your own, you enter the fight unarmed. Yes, you can pull the disruptor aside for a conference-room chat, take him out for a long lunch or write him a thoughtful letter. But no matter what even-handed approach you use, the response will likely be in the same vein. “You don’t understand,” a disruptor will tell you, “I’m trying to save the business.” Or, “If you had my experience you’d see why I’m right.” Or, “Why are you so competitive with me?” It’s really tough to deal with people like these, believe me.

Now, we’re not talking here about good, old-fashioned sceptics, who actually play an important role by prodding the organization to challenge itself at every turn. Many sceptics, while sometimes cranky and unpleasant, do care about the company. They don’t pick fights for sport. They’re just slow to persuade, and they’re that way with everyone, bosses included.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

Where were we...

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Samsung has an uphill route towards market leadership
Samsung India is now pulling all stops to ensure further localisation of its products in India. Recently, on November 13, the company announced an investment of up to $100 million over the next five years for a factory in Chennai to cater to its domestic and export markets.

There is no denying that the Korean carnival continues in the durables segment, but when it comes to a head on with LG, Samsung remains – sorely beaten! You could well call it the ultimate Digital Divide. A comparison of market shares (across CTVs, microwaves, refrigerators & DVD players) reveals the most resounding triumph for LG, while Samsung continues to play the fiddle, that too, second fiddle! Why does this divide exist? Both Samsung and LG started off in India with the same vision of localization of manufacturing. Samsung paid the price of being too conservative and sticking to urban markets. LG has played the gamble of developing and marketing products for all customer segments, especially catering to rural India. Manufacturing expansions irrespective, Samsung has to improve its product penetration, or it will be left saying ‘Oh dear!’, as it watches LG whizzing past!

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

It’s not about work-life balance, but work-life choices, because a ‘right’ ratio for the balance doesn’t exist...

IIPM BEST B-SCHOOL
When you choose to work 80 hours a week, you’re also choosing to give up some level of intimacy with your children. When you chose to work 35 hours a week in order to see more of your family, for instance, you’re also choosing to take yourself off the fast track to senior management. There’s no right or wrong here. There are just individual choices and their tradeoffs. That said, we do acknowledge that work-life balance is usually a much harder deal for women with children and family.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

Italy must offload its soaring debt burden to improve its credit ratings

IIPM PUBLICATION

While hanging in the parliament with just a single vote majority, the Italian Prime Minister Romano Prodi mustn’t have expected in his wildest dreams that the international ratings agencies will add to his woes. But for unfortunate Prodi, it did happen. World’s two most renowned credit rating agencies – Standard & Poor’s (S&P) and Fitch – on October 19 declared of cutting down Italy’s credit ratings, citing the country’s insufficient measures to control debts and deficits as prime reason. And the result is anything but welcomed, as the Italian interest cost is bound to soar further from current 107% of GDP.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Judges (Inquiry) Bill is welcome, but it needs careful implementation

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Justice Ram sacked! Justice Sham cashiered! Newspapers might be filled with many such stories if the Parliament approves the Judges (Inquiry) Bill. The bill is likely to be tabled in the ensuing winter session of the Parliament, beginning November. A bold move aimed at cleansing the deep-rooted malaise afflicting the judicial system and making the judges accountable for their act. A move likely to cause a Tsunami in the portals of Indian judiciary with heads rolling here and there. As the law minister rightly points out, “For the last few years, there have been far too many accusations against the judiciary.”

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Sick municipalities should go

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59 years of the so-called free rule, reveries of a United Nation Security Council Seat notwithstanding, India still remains one of the most exclusive nations of the world, which can be overwhelmed by a couple of days’ deluge (read Mumbai) or by something as trifling as dengue (read New Delhi). Add to this the potholed roads and filth all around, thanks to the world-class institutions of city administration that we have created in the form of MCD (Municipal Corporation of Delhi) and the Municipal Corporation f Greater Mumbai. Their excellence in callousness, and sheer inept non-performance have created such benchmarks that they can easily inspire management workshops on ‘Keep failing, keep smiling’.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Keira’s out of touch!

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Voted as the greatest starlet ever, success seems to be eating into Keira Knightley! The Pirates of the Caribbean star, set to star in The Best Times of Our Lives – a movie by playwright mom Sharman Macdonald – seems to vanishing in thin air by the day! Keira, rake-thin is no longer in (or on) vogue...

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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The whole is a sum of parts – when will the UN member states understand this?

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The United Nations peacekeeping operations, now underway in Lebanon, offer a big opportunity for the UN to demonstrate its relevance and impact on the world stage in the 21st century. But yes, that’s only if the member states (who claim to be the UN’s biggest supporters) put their money where their mouths lie!

Many world leaders, particularly those in Europe, decry the Bush administration’s undermining of the UN, especially since 2003. Yet leaders in France, who expressed their anger when the US sidestepped the UN and invaded Iraq without the international community’s blessing, also lived up to their promise of betrayal when instead of the promised 2,000 peacekeeping force (to intervene in southern Lebanon), they sent just a petty army of 200!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Unprotected. Uncared. Unnoticed

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At an age not old enough to be called adults and at an age not young enough to be called children, the quandary of the juvenile population has been intriguing. Their plight gets compounded by the fact that increasing number of juveniles in India are being associated with delinquent behavior involving personal and social disorganisation.

The Juvenile Justice Act, 1986 defines (after 2000 Amendment) male and female below the age of 18 years, as juveniles. In this susceptible group, the National Crime Record Bureau reports that share of crimes committed by juveniles to total IPC crimes has increased from 0.9% in 2001 to 1.0 % in 2002 & 2003. The same reports also gives a scary analysis of different sections, under which the alleged ‘crimes’ were committed. While arson and kidnapping constituted a significant percentage of the crimes, it were the cases registered under counterfeiting and dacoity that registered a sharp increase of 166.7% and 93.7%, respectively for the years 2002 to 2003. Under Special Local Laws (SLL), the cases registered were more under ‘adult’ sections like Indecent Representation of Women Act and the Explosive Act.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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METHODOLOGY Raison d’etre

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In total, 17 sectors were identified, namely, agriculture, capital goods, consumer durables, textiles, FMCG, banking, telecom, healthcare, housing-related, IT, media & publishing, metal & mining, oil & gas, power, transport equipment, chemicals & petrochemicals and other diversified. Subsequently, the B&E ranking used authenticated and published parameters that credibly reflected the actual profitability figures of the corporations being considered. For records, the parameters taken into consideration were Cash EPS (Earning Per Share), adjusted ROCE (Return on Capital Employed), ROA (Return on Assets) and market capitalisation. The absolute figures for the past three financial years were taken into account, thereby, discounting down the effects of any windfall gains or abrupt losses that companies may have had in the recent short term.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

95%! That’s their market share!

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Gas Authority of India Limited (GAIL), a wholly owned company of the Indian government and the youngest Navratna company, was established in August 1984. It happens to be the sole behemoth in gas transmission & marketing in India, while being counted among the best oil majors in India as well. From those days of being a 100% equity holder, the government has considerably reduced their controls, with a much less current share ownership of 67%. The company has a wide array of activities, which includes transmission, distribution and marketing of LPGs, liquid hydrocarbons and petrochemicals.

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First of the mohicans!

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With International Data Corporation declaring that the worldwide IT spends would surge by 7.2% CAGR (from $1,384 billion in 2004 to $1,964 billion in 2009), India surely is set to grow even beyond what has been forecast previously. An amazing 58% was the overall share of India in the penetrated IT market in FY05; and this given the fact that the subcontinent’s share in IT services global sourcing surged from 62% in 2001 to 65% in 2005; and in the ITeS-BPO segment, the figure for the same period rose from 39% to 46%. India was ranked at the top in the AT Kearney Global Services Location Index Study in 2005 that was taken out to compare 40 different sourcing destinations across the globe. Given the depth in the service offerings and the cost advantage, India is right on track to augment its leadership.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Who is the real hero ?

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As Dipali Shah, VP, Planman Media enunciates, “Clearly, with a majority of players delivering good to great performances even in the current financial year, and with the market growing overall, the question becomes louder as to why is Hero Honda failing to increase its market share, despite being a ponderous number one.” Janish Shah, Head of Research, Networth Stock Broking, argues, “The major difference is in the product offering. On the technology front, Bajaj is the clear cut leader and is well accepted by customers; but on the other hand, Hero Honda has failed to deliver a strong product at the executive end of the market, which is growing at a sonic speed and is dominated by Bajaj.” Words that might be questioned by even industry experts, but strong views nevertheless!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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They’re going great guns, yet there’s a need to carve a distinct identity

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“The company is focussed on creating innovation-led opportunities across all its global initiatives,” enthuses Asif, highlighting the company’s drive. The company is also the second in the world to have received the ISO 27001:2005 accreditation, which is supposedly the ultimate benchmark for information security.

To keep its human assets motivated, Cranes has recently introduced an ESOP plan for select employees. Asif believes that “this will further enhance the spirit of entrepreneurship that runs deep at Cranes and instil a feeling of ownership amongst our employees.” Cranes Software has merged with its subsidiary EMRC India and also EMRC’s US operations, which have largely been instrumental in designing Computer Aided Engineering (CAE) products.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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If only Lucky Strike knew what ‘slim character’ really meant! And if only the world appreciated what it meant to be the ‘real Dove woman’!

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Even today, advertisers obsession with slim women has not changed. Unnaturally and unhealthily thin models are fast becoming the role models of young girls. No wonder, most of them suffer from eating disorders. Of all the people suffering from eating disorders like bulimia and anorexia, 90% are girls. The ultrathin, airbrushed images of women with flawless skins and perfect figures have resulted in almost 66% of women having a low self-esteem about themselves. The ads have changed the way society views beauty. Women, today, are being objectified and almost victimized by having to live up to ideal (and impossible) standards.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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With GoAir, Jeh Wadia redefines the meaning of flying... and the meaning of ‘contributing’ to society. Go Jeh!

IIPM PUBLICATION
In the flying game, there are the various new low cost, nofrillsairlines like Indigo, Spice Jet and Air Deccan that are swooping on in India by providing a gleam of hope of low-priced air transport to millions. And one of the leading low cost carriers GoAir, positioned as India’s “lowest-cost airline” is aiming to provide its passengers with the most comfortable and most affordable alternative to popular holiday and business destinations in the country. And the man taking the company to the skies is Jehangir Wadia – or Jeh Wadia, as the world knows him.

With airfares as low as one rupee, the company is trying to magnetise not only regular airline travelers, but also people who travel by trains (and buses, one might say!). It took a full fledged meeting and many subsequent conversations with the man leading the ship (!) for 4Ps to get an insight to his visionary leadership mantra.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

A royal wedlock

IIPM BEST B-SCHOOL
What’s a better place to tie a knot than a castle, just like a prince and princess?! Certainly Madonna, Pierce Brosnan and Paul McCartney couldn’t have agreed more to have taken home memories of their wedding at the enchanting Inverlochy Castle nestled amidst the west highlands of Scotland and surrounded by breathtaking scenery. Such is its allure that it’s oft en referred to as the ‘finest retreat’ in the whole country and so intriguing is its romantic magnetism that even Queen Victoria could not help but comment, “I never saw a lovelier or more romantic spot!” The well-known fortturned-castle hotel attracts hundreds of celebrated couples during the year reiterating its reputation as the romantic isle worth a reverie!

Compiled by: Pooja Priyadarshini

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

This is the astounding

IIPM PUBLICATION
Many other products like ManageSoft , InvestAhead, eMoney Advisor or those of i-Flex and Nucleaus Soft ware are now available. Neural networks is the technological platform that was originally used to predict weather, but can now also be deployed to analyse stock market trends and help make critical decisions. These products contain tools that generally perform tasks like customer risk profiling, financial planning, investment planning and contact management; they also support back end investment products such as equities, bonds, mutual funds & insurance. Confused? Well, a perfect tool should be the one which enhances client focus and integrates all processes like sales, prospecting, planning, implementing, monitoring, managing and reporting in an efficient and effective manner.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Dragon gives a red carpet welcome

IIPM BEST B-SCHOOL
Grasim Industries Ltd. is planning a joint venture (JV) in China for setting up a viscose staple fibre manufacturing plant. As a part of the JV, Grasim, Thai Rayon Public Co. Ltd and Indonesia’s P.T. Indo Bharat Rayon (all part of the Aditya Birla group) will take 70% in the JV with China’s Hubei Jing Wei Chemical Fibre Co. The new JV company will be called Birla Jingwei Fibres Co. Ltd.

Edit bureau: Sreoshi Ghose & Nidhi Sharma

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Source : IIPM Editorial, 2006, Arindam Chaudhari's Initiative

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Bajaj zooming down Indian roads

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Bajaj Auto Ltd., one of the leading motorcycle makers in the country has disclosed its plans of setting up a manufacturing unit in Maharashtra. The proposed unit would require an investment of Rs.20 billion. The new plant is expected to produce around five lakh units of three-wheelers, four-wheelers as well as goods carriers. A 250 acre land in Chakan (near Pune) is also being acquired for the same purpose. The commercial production is likely to begin in early 2009.

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Source : IIPM Editorial, 2006, Arindam Chaudhari's Initiative

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During The Festive Time

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Although the thrust of marketing activities is more for the service providers, even the telecom equipment manufacturers have tied up with the service providers over the last few years to ensure better sales of handsets in the festive season. Agrees a spokesperson of the Management Consultancy firm KSA Technopak, “As a result of a sharp increase in subscriber base and tele-density, the spending on mobile phones has trebled in the last three years, and mainly, because of increased spending power during the festive time.” Further adds Manish Mehta, COO, Candid Marketing (promotional marketer for Nokia and Motorola), “For the last two years, the telecom market is seeing a boom in the festival season and players like Motorola and Nokia make sure that all the models are available at all key points. This year, focus is more on malls for promotional marketing”.

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Source : IIPM Editorial, 2006, Arindam Chaudhari's Initiative

Telecom sector is all set to capture the essence of the festival bonanza & how...

IIPM PUBLICATION
If you thought that this is the time to own that swanky and stylish ultra-thin Moto V3 at a reasonably low tariff plan under the latest ‘Awesome Twosome’ offer from Tata Teleservices and Motorola, then hold on; with the festive season knocking on your door, there’s lot more to come that would entice you. Offers from service providers are aimed at attracting maximum number of subscribers in these months. It is no surprise, therefore, that the sales of mobile phones shoot up considerably during this period.

As per the Cellular Operators Association of India (COAI) figures, the GSM subscriber base recorded a growth of 4.15% in October 2005, taking the total subscriber base to 52.98 million. This was the highest ever addition seen by the telecom sector since the inception of mobile services in India, and largely due to the thrust provided by the festive season in the month of October.

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Source : IIPM Editorial, 2006, Arindam Chaudhari's Initiative

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The original blue chip is coming back with a bang : Hindustan Lever Limited

IIPM BEST B-SCHOOL
What’s left to be said about HLL that hasn’t already been said? If the honchos at HLL had a buck for every time praise was aimed in their direction, their net worth would probably be worth double! India’s largest FMCG company, with sales worth Rs.11,060 crores, continues to steamroll its way across all corners, thanks in no small part to the uniqueness of their undertakings that blends cutting edge technology with measures that serve to titillate and thrill customers no end.

The forte of this trailblazing leader lies primarily in its penchant to invest in innovation, like the recent re-invention of Surf Excel, or even the sell-off of Dalda to Bunge. They also re- alised that simply slashing price tags over and over won’t lead to the jackpot. So they played the creativity card and tried to do more with less. HLL changed the rules of the game with regards to who sold its products and how it develops its products for the rural markets (remember a certain Project Shakti?!).

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Source : IIPM Editorial, 2006, Arindam Chaudhari’s Initiative

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Leaving Las Vegas, for Macau

IIPM BUSINESS & ECONOMY
Talking of gambling, Las Vegas, the world’s biggest casino market, is in danger of losing it all in a great gamble! The southern Chinese territory of former Portuguese enclave Macau is all set to outstrip Vegas as the biggest gaming den this year, and the market buzz is that Macau’s gaming halls will generate $ 8 billion by 2007. More than $ 20 billion has been pumped into the region with the aim of building 25 new hotels and casinos in the next five years, and it is going to be THE next gaming destination. Macau’s casino gaming revenue in 2007 will be driven by substantial growth in noncasino amenities such as new convention centre venues and innovative entertainment options incorporated into Macau’s fresh Las Vegas style integrated resorts. Macau’s century-old casino sector was revived in 2001, when the Chinese-backed government of the territory wrested a 40-year operations monopoly from Stanley Ho.

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Source :- IIPM Editorial, 2006, Arindam Chaudhari's Initiative

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…and a day!

IIPM PUBLICATION
Tormented by the overhanging dark clouds and confronted by hounding demons, several crouch in the darkness of their confines and cry out for a saviour. Little wonder how man’s imagination has created super heroes of all shapes to rescue them from the abounding evil in the world. Superman’s powers were attributed to his birth on planet Krypton, X-Men trace it to genetic mutations; John Constantine to his prowess over magic while tinkering with science and getting bit by a radioactive-spider gave rise to abilities of the eight-legged insect in Spider-Man, and many others turned to technology to attain any strength they wished! However, there was one such nonesuch who developed his physical and intellectual faculties such that he could take on the bad guys all by himself – billionaire Bruce Wayne.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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India’s equation with the WTO

IIPM BEST B-SCHOOL
India’s equation with the WTO is central to its trade policy; but with Union Commerce Minister Kamal Nath pronouncing that WTO is all but dead, newer alternatives are fast needed. A re-engineering may be in the offing with multilateral trade deals taking centre stage. Even the ASEAN is looking at Free Trade Agreements among member nations. Is this the path India will take?

Jimmy Carter, the former US president, once remarked sardonically when asked about the significance of globalisation in today’s world, “Globalisation, as defined by rich people like us (developed countries), is a very nice thing... you are talking about the Internet, you are talking about cell phones, you are talking about computers. This doesn’t affect two-thirds of the people of the world.” Is globalisation for the rich and greedy? A tool in the hands of the rich to exploit the poor? Though it sounds like the negative spiel a nationalist is likely to spout, it may just be the sad truth if the way the Doha Round came to a moribund halt on July 24, 2006, is anything to go by.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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GoAir brings Singapore home

IIPM BUSINESS & ECONOMY
GoAir, the low-cost airline of the Wadia group has made a pact with a SIA Engineering Company, a Singapore Airlines group for maintenance, repair and overhaul services in India. While SIA ngineering Company would hold 51% stake, the Wadias would have the remaining. The Greenfield facility would be managed by the Singapore group. The newly formed company will be engaged in line maintenance services in eight major airports. They are also planning to start a Centre of Excellence that would be into airframe maintenance of Airbus-320s and Boeing-737s. A new aerospace engineering training institute is also on the anvil.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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I DO NOT AGREE WITH YOU

IIPM PUBLICATION
Your editorial on reservations (B&E issue June 2, 2006) seems to have been written in haste. The Mandal Commission’s figure of 52% OBCs was not contradicted for so many years. It was not contradicted when the law was passed in favour of 27% reservation for the OBCs in national institutions. It is now being contested when the law is finally being implemented. This is simply unfair and not expected of the so called educated-class. Constitution is the first law of the land and the Parliament represents the people of India. We should not reduce our constitution to a document which does not mean what it says. One important fact that comes to notice is that inspite of India having enjoyed fifty-seven years of independence, our nation has not witnessed a Dalit Prime Minister. Nor has the judicial arm seen a Dalit Chief Justice till date. I therefore differ in opinion with respect to the subject matter as discussed in your editorial. The other articles though are great.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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The ferocious shark

IIPM PUBLICATION
The ferocious shark, which strikes terror in the ocean, has always been dependent on smaller fish for survival. This mantra of ecology has relevance even in the dry domains of India Inc. In particular, the FMCG sector is witnessing many large players acquiring smaller brands. Only the motive here, unlike sharks, is not to subjugate, but to recreate and reposition them

The scene is set. The recording has begun. The movie is now rolling. Action! In July 2006, Godrej Consumer Products acquires the South African hair colour business of UK-based Rapidol. Flashback to June 2006, and this time it’s the turn of Godrej Beverages & Foods Ltd., which acquired Nutrine for Rs.2.7 billion. And Godrej is just the latest to join the bandwagon of FMCG Goliaths that are busy gobbling up Davids;
left , right and centre. Wipro acquired the Glucovita brand from HLL in June 2004. Dabur India entered the home care segment by acquiring Odonil, Odomos, Odopic & Sanifresh from Balsara for Rs.1.4 billion in January 2005. Marico debuted in the personal care segment by acquiring the Rs.90 million soap brand, Manjal and HLL’s Nihaar (for Rs.3 billion) in January 2006. The list is endless...

FICCI figures point to an increase in growth of merely 2% for the year 2005-06 in the (so-called) fast moving consumer goods industry. Besides gobbling up Nemos, companies are also on the lookout to explore new avenues. Two sectors that have captured their fancy are healthcare & food, where even non-FMCG majors are willing to bet their bucks.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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With a booming domestic market, Indian M&As are on the ascendant

IIPM BEST B-SCHOOL

Imagine if Alexander the Great was alive today and fighting the battle for global dominance in the corporate arena. He would have certainly been surprised to see an India very different from his time, an India that’s much more aggressive and much more lethal. The insatiable drive for exponential growth has made Indian corporate houses go all across the world to own companies and enter new markets. Not only has the number of deals gone up, but also the size of these deals. In cross border M&A deals, India witnessed 85 outbound deals (Indian companies acquiring international business), as against 34 inbound deals in the first half of 2006. Riding the upbeat market mania and an ever increasing risk taking appetite, almost all the major Indian companies have embarked on a world expedition with all guns blazing.

India Inc. saw deals worth $14.3 billion in January to June 2006, of which $10.8 billion worth of deals were through M&As, and $3.5 billion by way of private equity. For the entire 2005, the figure stood at $18.2 billion. In the first half of 2006, M&As contributed 224 deals and private equity an impressive 134, to add to the total tally of 358. In terms of value, telecom retained its leadership with 21% of M&A deal value, followed by oil & gas at 17.5%, but in terms of number of deals, IT & ITeS lead the way with a total of 46 deals. These numbers indicate both India’s emergence as an important investment destination and the quest of India Inc. to set its footprints abroad.

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Source :- IIPM Editorial, 2006, Aditor - Prof. Arindam Chaudhuri

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Bravehearts of yore

IIPM BUSINESS & ECONOMY

Brothers... in arms, and at it too!
Our struggle for independence may have been marked by men who mobilized avant-garde means of protest (the British probably still wonder how they gave in to nonviolence!), but even the sacrifices of the ones who chose to give the trader-trespassers a thorough scruff shake is oft -told and extolled!

One such is the saga of Santhal rebel leaders, Sidhu and Kanhu Murmu who shook the ground beneath the feet of the British long before the 1857 Sepoy Mutiny stymied them. Hailing from what is now the largest tribal community of India, these two lion-hearted youths, on 30th June 1855,
pledged rebellion against the oppression of the colonialists and their money-grubbing operatives. Rounding up a massive rally of their community members in Bhognadih village in present-day Jharkhand, the Hul (Santhal Rebellion) was the tipping point of simmering dissent against the invaders’ inhuman exploitation of the natives. Undaunted in the face of merciless might, the tribe’s valour is recounted in the Time Annals of Rural Bengal thus: “So long as their (Santals’) drum went beating, they went on fighting to the last man”.

Spread across the eastern parts of India, Santhals believe in no caste distinctions or idol worship and with a language that bears a script common with that of the Indus Valley, their historical extent and relevance for the subcontinent cannot be missed. Their leftist leanings, stemming from the discontent against the rich money- lending classes under the Raj, may have veered out of control in Naxal jingoism, but on the 151st anniversary of Hul, it’ll be the true spirit of freedom, as inspired by Sidhu- Kanhu, that’ll fly high once again.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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IIPM : Green signal for Nitish

BUSINESS MANAGEMENT SCHOOL

Bihar, it appeared, was done, for Laloo Yadav fared badly. Soon, the State Assembly was dissolved following Governor Buta Singh’s report on MLAs being bribed. The report was considered serious evidence of ‘horse-trading’, a term used for influencing MLAs to switch sides, and President’s Rule was consequently imposed. Nothing improved as Singh gave the impression that he was a proxy of Laloo Yadav.

But the Supreme Court got into the act and ruled that the dissolution was unconstitutional. The Court blasted the Governor, criticised the union government for going along with Singh, and ribbed President Abdul Kalam for signing the decree in a hurry, during a visit to Moscow. The fresh elections ousted Laloo Yadav and put Nitish Kumar in place. No one complained. So far, Nitish has not done anything negative. Fingers crossed, however, for the future....

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Source :- IIPM Editorial, 2006

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BHARAT FORGE – this forging isn’t counterfeit : IIPM

IIPM Business & Economy
India might still be really far from being the largest car manufacturing hub, but it definitely is the numero uno when it comes to the auto ancillary business. And the credit indisputably goes to the world’s number two forging company – Bharat Forge, incorporated in 1961. But till as recently as 2002, the company used to obtain over 90% of its businesses from a single entity, and had a solitary product line. Today it caters to a diverse portfolio – from diesel engines to passenger car segments – and has now established itself as a full fl edged engineering enterprise that thrives on technological superiority.

It was in the 1990s when India’s commercial-vehicle market was going through a rough phase that Baba Kalyani, the Chairman, decided to go for the big leap. Baba, an engineer from MIT, transformed Bharat Forge into a global player by acquisitions. Last year, it established its presence in the crucial market of China by acquiring FAW Corporation. Since March 31, 2005, when its sales touched $270 million, Bharat Forge has been marked by stunning earnings, and has seen its stock delivering astonishing returns of over 765% till date. Its stock has also seen a surge of 29 times in price earning multiples. A benchmark of the highest order, this forging firm!

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Source :- IIPM Editorial, 2006

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IIPM : Write to Jack Welch and Suzy Welch at editor@businessandeconomy.org

IIPM PUBLICATION

Que: I am a young person, not long out of school. I’m filled with ambition, creative ideas and a burning desire to achieve a lot of things in my life, but one thing holds me back: Fear of blowing it. How can I get some nerve? Please advice. (Johannesburg, South Africa)

Ans: You don’t really need “nerve,” exactly. All you need is self-confidence. Without it, you’re going nowhere. But you seem to know that already. Look, only you know why and how self-confidence has eluded you so far. To be honest, perhaps you weren’t born with much of it – as there does indeed seem to be “some” genetic component to it. But then, “by far”, self-confidence is clearly a developed trait. Some people get it at their mother’s knee, where they first hear the happy news that their every bright comment qualifies them for the Nobel Prize, or that they’re taller, cleverer and certainly better-looking than every other child on the block. Others get it from great grades that set them apart, or sports at school, whether they score goals or get elected as captain….

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Source :- IIPM Editorial, 2006

Indian markets have surprised

B-SCHOOL OF INDIA

Yet there are a few players who are still cynical about entering this space citing lower returns from cyberspace as their excuse. Globally, even in mature markets, online garment retailing fetches just single digit growth figures. But buoyancy in Indian markets have surprised even avid pessimists. If ecommerce goes the same jaunty route, there might be substantially more to e-tailing than meets the eye….

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Source :- IIPM Editorial, 2006