IIPM Press Release :- Defenders of pride

IIPM BEST B-SCHOOL

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...

IIPM PUBLICATION

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)