IIPM Admission 2010

Thursday, December 18, 2008

The primary market is in a deep slumber


IIPM’s 36th Glorious Year of Academic Excellence

The primary market is in a deep slumber. Even the renewed indications of a global meltdown have just started creeping in. So the simplest thing for the companies planning to dive into the capital markets now is to wait and watch, feels Gyanendra Kashyap...

Samat is literally terrified at the mere mention of an IPO (Initial Public Offering); and why not, his euphoric success in terms of gains from IPOs has dampened like never before. Little did he realise the strong correlation between the primary and secondary market – as the secondary market tanks the primary market goes in for a long slumber. Like anyone else he too was taken in by the fact that the 2007 success story of IPOs (wherein 3 out of every 10 gave returns of more than 100%, 3 eroded the shareholders wealth and the remaining gave returns much higher than the benchmark index) will continue in 2008. To add to the greed of Samat and his ilk, the January sell out of the largest IPO, Reliance Power, which sucked Rs.100 billion out of the market within minutes, laid a solid foundation for bullish expectation from the market in the future to come. But unfortunately, the bullishness started and ended there. What happened to Emaar MGF and Wockhardt’s fund raising plans thereafter is well known. Well, the secondary market which was at its meteoric heights early on in the year has so far tanked over 30% and moving parallel the primary market offerings have also witnessed a sharp decline (35 in first 7 months of 2008 as compared to 65 for the same period in 2007).

Meanwhile, one can see a few gladiators marching ahead to reverse the situation. But, the question remains, will the forthcoming big IPOs be able to woo institutional as well as retail investors and help the market get going? Samat who has burnt his fingers avers, “Capital markets and investor sentiments determine the success of an IPO; as compared to last year the public markets today are not so receptive to IPOs.” Sounds logical indeed!

The non receptiveness of the market was very much evident during the Emaar MGF IPO process, wherein despite two rounds of price cut and a deadline extension it failed to attract investors and finally had to withdraw the IPO from the market. A very similar story holds true for Wockhardt. Both the companies moved out of the market citing the adverse market conditions. The fact that IPOs just do not happen in a free fall corrective market is reflected by the retardation in the number of listings (75, 96, 112 and now 35 respectively in 2005, 2006, 2007 and 2008 year to date).

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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Now IIPM's World-Class Education... for everybody!!
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Thursday, December 04, 2008

The banking revolution begins now!


Why Study Abroad When IIPM Gives You 3 global Advantages!

But issues like security & inter-operability need to be addressed first

Navin Thangiah, Director, Market Development,mChekBanking is all set to don a new face with mobile convergence...
Navin Thangiah, Director, Market Development,mChek



The mobile phone has revolutionised the way we interact with each other; everyone and everything is just a phone call or an SMS away. Consumers are now demanding the same convenience and instant access in other aspects of life; ‘anywhere, anytime’ has become the norm. Businesses have realised this trend and are exploring ways to satisfy this demand.

The mobile phone is today our personal ‘smart’ device and our mobile number has become our primary identity. One of the first applications of this is in the field of ‘identity management’; use of the mobile phone as a personal authentication and authorisation device. This is at the core of most mobile wallets, a mobile application residing on the consumers mobile and accessible only with a PIN that is created by the user on his phone and hence known only to the consumer. A financial and transactional layer is then built on top of this platform. The transactional layer comprises of various financial instruments like a credit card, debit card, bank account that the consumer can ‘add’ to his mobile application and use as the source of funds for transactions. The transactional layer enables the application to interact with a common payment network that allows the money to be sent to the biller’s account.

While the concept is simple there are many practical issues like security, inter-operability and simplicity that need to be addressed before choosing the right solution. In fact, mChek solution is now focusing on building a simple secure platform that can work across banks and operators without influencing their existing relationship with their respective consumers.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007

Monday, November 10, 2008

HP LaserJet M1522n MFP


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification


Print speed (black, normal quality, A4) Up to 23 ppm; Print quality (black, normal quality) Up to 600 x 600 dpi (1200 dpi effective output); Maximum output capacity (sheets) Up to 125; Duplex print options Manual (driver support provided).
PRICE: Rs.21,599
WARRANTY: 1 year limited warranty

A number of features like the 2-line LCD text display, alphanumeric buttons, navigational buttons plus 2 LEDs (setup, up, ok, down, back, cancel) along with copy buttons (start copy, reduce/enlarge, lighter/darker, quality, number of copies) and 2 scan buttons (start scan, scan to) makes this printer sparkle. The product is embedded with software like HP Toolbox FX, HP LaserJet Scan, TWAIN 1.9 or WIA scanner drivers, Readiris PRO text recognition software. The printer consumes 410 watts of maximum (active/printing), 325 watts maximum (active/copy or scan), 10.5 watts maximum (ready/sleep). All these features not just make the print quality awesome, but also with the sort of speed it can print pages at, this printer is just the right choice for business entities.

Marketers’ delight: For corporates, it is certainly the right choice. One time investment and one can simply forget all print-out related problems as this is one answer to all those problems

Tester’s Note: Pros – The printer has a user friendly interface (ease-of-use) and spectacular print speeds. Con – The copy mode for graphic/visual is a real letdown as most people buying a multi-functional printer intend to use it at least in part as a photocopier.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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IIPM is A World of Career
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Wednesday, November 05, 2008

ACER Aspire 5920


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Operating System: Microsoft Windows Vista, Microsoft Windows Vista Ultimate; Processor Name: Intel Core 2 Duo T7300 / 2 GHz; RAM: 2 GB / 4 GB (max); Screen Size: 15.4; Storage Capacity: 200 GB
PRICE: Rs.74,990;
WARRANTY: 1 year

Acer Aspire 5920, though bulky is a great choice for consumers who are looking for a media friendly laptop with a highly portable HD DVD player, which can be plugged into their home theatre systems. The high end features further include HDMI-out, S/PDIF, and Dolby Home Theater sound. The machine also has a long battery life, with storage HD capacity upto 200GB! However, issues like a wobbly display, and too glossy a screen result in distractive reflections and a low native resolution. So what’s the distinguihing feature available at this price point? As per a South Delhi dealer, “It’s the Nvidia 8600m GT video card. Though it’s not the DDR3 version, yet it can be counted amongst the fastest 8xxx GPU.”

Marketers’ delight: It’s a definite yes for movie lovers, with surround sound enhanced capabilities.

Tester’s note: Pros – Dolby 5.1 surround sound. High-quality webcam. Con – Screen resolution poor.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Wednesday, October 22, 2008

The Russian economy faced a trial by fire in 1998, but has been on the rebound since


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

There were too many reasons which led to the financial crisis of 1998 in Russia. It wasn’t obviously a one year thing but a long-lasting line of developments, which “prepared” the crisis. It was the absence of well thought out economic policies, weak monetary and fiscal conditions, a full collapse of control mechanism as far as the execution of laws was concerned, and, certainly, the unfavourable external conjuncture with the Asian crisis that led to the downfall of the ailing Russian economy.

It was liberalisation of prices and extrusion of domestically produced goods from the Russian market, which consequently decreased the tax base along with budget revenues, eventually leading the way to the budgetary crisis. Real tax rates were increased, but the collection of taxes was very poor. According to several sources, only 16% of the total enterprises paid taxes in Russia in 1998 with 40% of the economy functioning in shadow. Money laundering was prospering too. Actual inflation figures were intentionally lowered by decreasing social taxes and increasing deferred inflation (currency depreciation, non-payments, increasing of internal and external State debt, et al) which was already out of the State’s control way back in 1995-96. Attempts to curb this inflation with decreasing of money base led to a shortage of cash to serve commodity turnover. This absence of cash to pay taxes & salaries intensified the budgetary crisis and resulted in a flow of non-payments and high volume of barter deals.

Moreover, monetisation of the Russian economy was at 10% of GDP while the common figure for developed countries stood at 70% of GDP. If the State has no revenue, it has to either issue money or issue debt. Russia chose the second variant. The government started to finance budget deficit through borrowing. GKO pyramid started to develop and was promoted with non-residents getting an access to this market, which also fed speculative blowing of Russian stock market (in 1996-1997 it grew by almost 5 times) and further refusals to pay back debts, which the was not possible for the country to service. Privatisation led to the appearance of the institution of private owners, many of which were not effective. It also brought a spike of crime. However, I could not say that everything was done wrong. The situation was difficult and I am sure that in many cases there was no alternative in decision making.

Liberalisation was essential for the transition to market economy. In the result of a deformation of planned communist economy, GDP fell sharply: ~25% cut from GDP was due to a decrease of war production, ~15% cut due to a decrease of the production of consumer goods of low quality, which were previously bought due to the absence of alternative choices. However, on the other hand, the ruble was depreciating in the currency market and its declining demand was partially explained by the fact that companies, for example, could not care less about paying taxes because of the poor State control.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Friday, October 17, 2008

RAGHAV BAHL - (network) 18 till he...


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

RAGHAV BAHL
(network) 18 till he...


R aghav Bahl is a successful Indian entrepreneur in the field of Media and Entertainment. His media group ‘Network 18’ has done phenomenally well in the past some time. It’s a big expansion plan that Raghav has been working on for his group in the past few years. He is building a well-rounded media entity. He has conceptualised a successful business model, he has launched many successful television channels in the past some time and there is no stopping him. Cliché as it may sound, but for Raghav, ‘sky is the limit’. I really expect his media empire to flourish in the coming years, especially when other prominent media personalities & media houses are joining him in his pursuit to make ‘Network 18’ a goliath in the Indian media terrain. Raghav is a man who’s made his mark in the Media industry. There is a lot more to witness for the world from his side. He is an entrepreneur with an acute business sense and a pioneer. He is truly an inspiration for all Indians. With his unparalleled passion for media, he promises to take Indian media fraternity to newer heights this century.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Monday, October 06, 2008

The world’s most dangerous jihadists no longer answer to al Qaeda.


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

The first wave to join al Qaeda was Afghan Arabs who came to Pakistan and Afghanistan to fight the Soviets in the 1980s. They were, contrary to popular belief, largely well educated and from solidly middle-class backgrounds. They were also mature, often about 30 years old when they took up arms. Their remnants still form the backbone of al Qaeda’s leadership today, but there are at most a few dozen of them left, hiding in the frontier territories of northwest Pakistan.

The second wave that followed consisted mostly of elite expatriates from the Middle East who went to the West to attend universities. The separation from family, friends, and culture led many to feel homesick and marginalised, sowing the seeds of their radicalization. It was this generation who traveled to al Qaeda’s training camps in Afghanistan in the 1990s. They were incorporated into al Qaeda Central, and today there are at most about 100 of them left, also in hiding in northwest Pakistan.

The new, third wave is unlike its predecessors. It consists mostly of would-be terrorists, who, angered by the invasion of Iraq, aspire to join the movement and the men they hail as heroes. But it is nearly impossible for them to link up with al Qaeda Central, which was forced underground after 9/11. Instead, they form fluid, informal networks that are self-financed and self-trained. They have no physical headquarters or sanctuary, but the tolerant, virtual environment of the Internet offers them a semblance of unity and purpose.

Take the case of Mohammed Bouyeri, perhaps the most infamous member of a network of aspiring jihadists that Dutch authorities dubbed the “Hofstad Netwerk,” in 2004. Bouyeri, then a 26-year-old formerly secular social worker born to Moroccan immigrants in Amsterdam, could also trace his radicalisation to outrage over the Iraq war. He became influential among a loosely connected group of about 100 young Dutch Muslims, mostly in their late teens and born in Netherlands. The network informally coalesced around three or four active participants. Mostly they met in Internet chatrooms. Other popular meeting spots included Internet cafes or few apartments of the older members. The group had no clear leader and no connection to established terrorist networks abroad.

On Nov. 2, 2004, Mohammed Bouyeri brutally murdered Dutch filmmaker Theo van Gogh on an Amsterdam street, nearly sawing off van Gogh’s head and pinning a five-page note threatening the enemies of Islam to his victim’s chest. Bouyeri had been enraged by van Gogh’s short film, Submission, about Islam’s treatment of women and domestic violence. After the murder, Bouyeri calmly waited for the police, hoping he would die in the gunfight that he expected would follow. He was only wounded and later sentenced to life in prison. A series of raids against other members uncovered evidence of more diabolical plans.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Saturday, September 27, 2008

Why the fears


IIPM - Admission Procedure

Michael O’Hanlon of Brookings Institution, who specialises in US national security policy, explains that “if the Pakistanis thought we were scheming to try to go after their nuclear weapons to prevent the possibility of a worst-case scenario, they would be quite put out, to put it mildly, and they would take measures like distributing those warheads even more than they already have. So, we do not really want to encourage this line of reasoning within the Pakistani military.” According to him, the ideal situation for Pakistan would be to keep the fissile material separate from the delivery vehicle. “Maybe, it is even separate from the rest of the bomb in all likelihood.”

Given this context, the question that many experts are asking is about the future course of US action. As Frederick Kagan, a military historian, puts it: “The US simply could not stand by as a nuclear-armed Pakistan descended into the abyss. But I do not envision and do not argue for any unilateral American option even under dire circumstances.” Instead, O’Hanlon says that America “is better off with a policy of quietly working with the Pakistanis to improve their procedures and safeguards.”

Another expert, Thomas Donnelly, Resident Fellow, American Enterprise Institute, is also in favour of “continuing to engage Pakistan, or trying to influence things internally.” The last words come from David Albright, President, Institute for Science and International Security, Washington: “In the event of an emergency involving Pakistan’s nuclear assets, the US should be prepared to act quickly if Musharraf asks for assistance.”

Why the fears
  • A few Pakistani scientists have close links with terrorist groups
  • Pakistan’s army is becoming more religious and Islamised
  • If Musharraf distributes the nukes, the problem aggravates
  • No one knows if the fissile material is separate in Pakistan
  • The US doesn’t know how to deal with Pakistan or Musharraf


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Monday, September 22, 2008

Want improvement? C’mon let’s conduct an annual survey


IIPM : EXECUTIVE EDUCATION

Annual employee survey is nothing more than an eye-wash that companies carry out in the name of ‘continuous improvement’


Que: My company runs an annual employee survey in the name of “continuous improvement,” but nothing ever really changes. Now, my boss has asked me to come up with a better way. Frankly, I think the whole “polling the people” thing never works. Shouldn’t we just switch to a town meeting approach? (Name Withheld, Waterloo, Iowa)

Ans: It’s so easy to hate polls, isn’t it – especially now? Everywhere you turn, you’re bombarded with dozens and scores of “expert” surveys about who’s going to win, where and by lastly how much. Then, a few hours later, the poll results change, or turn out to be totally way off, and the pundits (literally!) start hyperventilating. You are left thinking that – as you put it – the ‘whole polling the people thing’ doesn’t actually tell you much about anything. Maybe political polls have their own flaws – obviously; they are an inexact science – and sure, company-wide ‘town meetings’ do in fact tend to generate meaningful debate. But effective employee surveys are, in fact, a form of polling that really works. The key, of course, is the word effective. Unfortunately, too many employee surveys concentrate on the kind of incidentals that get a lot of nattering in the hallways but rarely matter outside company walls. Maybe that’s why nothing meaningful ever seems to change at your company after the results come in.

Effective surveys are devoid of the usual triviality about parking spaces & lunchroom. They’re usually hard-hitting and totally confidential. They focus on the issues that really matter.

And they do so by delving deep into four distinct areas. Firstly, they probe whether employees truly buy into the company’s mission and its major initiatives. Look, leaders can pontificate all day, but the future that they desire will never arrive if employees do not reaaly understand why a change in direction will advance the organisation’s competitive position and as a result their own careers.

That’s why, if you’re moving from a product-driven to a service-driven strategy, for instance, make sure your survey asks employees how much they agree with statements such as, “I clearly understand the role service plays in the success of this business,” and “I support the use of our best engineering talent to upgrade the technology of our service offerings.” Never assume buy-in. Measure it.

Second, effective surveys probe whether managers walk the talk. There’s something inimitably motivating about a manager who does what he says he will and lives the company’s values. Surveys, by dint of their confidentiality, can shine a light on this key driver of employee engagement. They can test how managers behave when it comes to fighting bureaucracy or promoting on merit. Further, they can measure whether senior management is in touch with reality by asking for each employee’s level of agreement with the statement, “What I read about this company in the newspaper & annual report is consistent with what I experience at work everyday.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, September 10, 2008

He’s On A New High


IIPM : EXECUTIVE EDUCATION

Siddarth Mallya has the tenacity, ambition and the aggression of his flamboyant father. By ROMSHA SINGH & NEHA SARAIYA

He made his first public and business appearance on May 8, 2005, during the launch of Kingfisher Airlines. It turned out to be one of the most important days of his life, and not because it was his birthday. It was because his father, the flamboyant Vijay Mallya, patted his 18-year-old son, and gave him the best possible gift. Junior Mallya became the official heir to the Rs.60 billion UB group. Siddarth Mallya became a director on the board of United Breweries (Holdings), the holding company.

The King of Good Times, Vijay Mallya, has always celebrated, launched and introduced new products or companies with aplomb and in style. His son’s grand entry into the family business seemed to be no exception. But then, as they say, there are always two sides of a coin; in this case, immense power came with even more immense responsibilities that were directly put on Siddarth’s shoulders. The immediate question that everyone around asked was ‘whether the young son was ready for the new job’.

He will step into shoes that seem several sizes bigger. “Vijay Mallya’s is a personality-driven organization, so it will not only be big shoes for Siddarth to fit into, but a tough act to follow. In the near future, when he joins, UB will try to consolidate its position in every sector,” says an equity analyst in Arihant Capital. From a stage where he was written off by observers, thanks to the burgeoning debt burden of UB group, Vijay emerged as the world’s second largest liquor manufacturer. Can his son do the same in new sectors like infrastructure, and emerge as a strong player in them? Answers Sayed Sagheer, an aviation analyst at PINC Research, “It depends upon what type of grooming he is getting. He could come with fresh insights, and take the group to another level.” Although not much is known about Siddarth, and he’s quite young, there seems to be a business streak in this heir-apparent. After his schooling from Wellington College, London, he’s currently pursuing his graduation from Queen’s Mary, UK. But already, he has acquired the tag of a ‘self-made man’. In his school days, he ran a small business, selling freebies and merchandise to make a quick buck.

People who know him say that Prince Siddarth follows the mantra of ‘work hard, party harder’, which has become common among NewGen middle and upper classes. But he supplements it with a disciplined routine, which he follows as it keeps him on his toes. What’s important is that the son shares a friendly relation with his dad, and is keen to follow his footsteps. Like Senior Mallya, who joined UB at a salary of Rs.400, Siddarth hopes to go through the grind before taking over managerial responsibilities.

Siddharth, who currently resides in London with his mother, has a fetish for sports like hockey (his favourite), squash and cricket. While we know all about Vijay’s love for flying high in his private Boeings, floating rapidly over water in his yachts, and racing fast and furious in his Formula I cars, Siddarth is pinned to the ground. Despite his diamond-like life that includes socialite evenings with the glitterati, he does care to remember the social responsibility work that the UB group is engrossed in.

Fortunately for Siddarth, his father has already done the good job. Today, UB group’s brewing division rules the Indian liquor market with a market share of 37%. As a brand, Kingfisher is globally recognised and sells in 52 countries, including India. In the recent past, the group has acquired national sorghum breweries in South Africa and is aggressively strengthening its market position globally. May be, by the time Siddarth takes over the management reins, the group would have grown manifolds in the liquor business.

At the moment, it seems that Siddarth is likely to acquire the same aggression and ambition. In fact, after Vijay Mallya’s much-hyped takeover of Shaw Wallace, the son was all praises for his dad. Was it just a son-dad obsession, or was the child learning the tricks of globalised business? “He is a young guy and is likely to follow both backward and forward integration,” asserts a liquor analyst. Adds Arpit Agarwal, Research Head, Arihant Capital, “Infrastructure is a huge opportunity for any global player like the UB group. Siddharth would be joining with a lot of new energy.”

However, there are several grey areas that both Siddarth and his group will need to grapple with. The first will be to manage the merger between Kingfisher Airlines and Air Deccan. Although Vijay Mallya will handle the tricky marriage for the next few years, it will be the son who will have to devise strategies to make it the Number 1 aviation player in India, especially after the proposed Indian-Air India merger and the expected Jet Air-Air Sahara integration. Most experts think that the aviation sector will continue to bleed for a few more years. So, it will be up to Siddarth to turnaround the financial fortunes of the airline, which incurred an annual loss of Rs 2,000 crore.

Then there’s a question mark on the future of dad’s dream and pet project of bringing Formula I racing to India through a tie-up with MOI family named as Orange India. The price tag of the deal between the two is a cool €88 million. May be, Siddarth is not involved in the initial stages, but he will need to ensure that the project turns out to be a success, as well as profitable. The son will be the one who will have to establish Formula I in India. Formula I can easily turn out to be Failure I for him.

Clearly, Siddharth has to make the right moves to ensure that UB group reaches newer heights during his reign. Luckily for him, there are many who feel that he has the instincts and the abilities to achieve this objective. “When children take over corporations, they bring about a lot of value addition. Siddharth’s mindset will be different as he is an altogether different personality,” opines R. Vaidyanathan, an aviation analyst at CII. We just hope that the Mysore cub finally roars like a tiger.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
‘This is one of Big B’s best performances’
IIPM to come up at Rajarhat
IIPM awards four Bengali novelists
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
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The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs



Monday, August 25, 2008

Diplomatically chicaning out of it


IIPM : EXECUTIVE EDUCATION

Ronen will rock if the nuclear deal goes through in 2008


Ronen Sen, India’s ambassador to the US had a tough time in 2007, when he inadvertently described the politicians opposing the Indo-US nuclear deal as “headless chickens.” The ambassador who has been lobbying hard in the US for the deal was obviously peeved at the prospect of deal going down the drain. Although like a true diplomat, he did apologise to the Parliament for his comments, he went back to the US to pursue his agenda, to see that the nuclear deal goes through before Bush Administration is rendered in-effective. He certainly has a task cut out for 2008 & will be busy as the year begins.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs


Tuesday, August 19, 2008

Time-please...


IIPM’s 36th Glorious Year of Academic Excellence

all that they don’t have, is time


The fundamental idea of maintaining a lively, accountable and fruitful Parliament as a central body, is to nurture democracy. Since last few years, the Indian Parliament has been more in the news for needless controversies. Since its inception in 1952, the Lok Sabha sat for over 100 days every year. But since 1988, the Lok Sabha sittings have dropped down to about 80 days a year. As if this decrease was not enough, from the year 2003, the Lok Sabha sat merely for 74 days in a year. Studies reveal that, there were merely 53 sessions in 2004, 85 sittings in 2005 and 77 sittings in 2006, and this year i.e. 2007, just 49 sittings have taken place. Ironically, there essentially hasn’t been improvement in proceedings even after the ascent in the number of educated members in Parliament. Often the educated and the suave do not turn-up for sessions and if they do, their contribution remains minimal. The current winter session of Parliament is also a short one. The government is planning to wrap it up by November 30, 2007 under one pretext or the other. For all the big talks of the aam admi, it is unfortunate that when it comes to debate about their well being, the Parliament finds it difficult to spare time. If it costs about Rs.26,000 per minute to run Parliament, one can gauge the loss that is incurred due to abrupt closing of sessions. Well, if they don’t want, let them not go there to debate. How about using this money to give fodder and shelter to the hungry and homeless instead? Isn’t that better democracy?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs


Tuesday, August 12, 2008

Maharashtra


IIPM’s 36th Glorious Year of Academic Excellence

You might have seen this place in films or you might have heard more about it from someone who knew less. But yes, humans flock to this destination. Surprising though; it’s not the call of the wild! samar sharma on a trip to this human jungle...

When you think of Mumbai, think movies... We’d like to change this one – when you think of Mumbai think Maharashtra, movies and much more! Listen to what gets Hitesh Patel, Executive VP, Kingfisher Airlines glued to the city – “One has to look out for infrastructure before investing. Mumbai and therefore Maharashtra, is the most lucrative destination for investment in the country. Everyone wants to come here and do business...’’ Literally speaking, he is no different from the millions who flock to the ‘land of dreams’, everyday.

According to the Gallup Survey 2003 and FICCI-FDI Survey 2005, Maharashtra has been recognised as the top state destination for investments. The state today boasts of about 58 SEZs in total – one of the largest in the country. The SEZ schemes carry huge incentives and are transparent, therefore attracting capitalists from all across the world. Even otherwise, the government has drafted widely-acceptable policies to create an investor-friendly environment as Vikram Akula, Founder & CEO, SKS Microfinance Pvt. Ltd. asserts, “Maharashtra is the third state we invested in as it has a huge untapped market. The government has always been cooperative & doesn’t interfere in our projects. With an investment of Rs.296 crore and with a member count of 2.3 lakh we will only increase our investments in this state.’’ Textile zones like Butibori and Ambarnath are perfect examples of the infrastructural growth in the sector which commands around Rs.2,400 crore in annual investment at the state level. This top cotton producing state plans to achieve textile exports worth $50 billion by 2010; quite achievable as experts feel. Next, to talk of the Mumbai airport (which controls 35% of the country’s total freights), the Mumbai International Airport Ltd. is doing a good job, connecting Mumbai to the world. Mumbai also accounts for 90% of India’s merchant banking transactions, and yes, the BSE and NSE are bloodlines for India Inc!

IT and ITeS are another platform that Maharashtra banks on today (thanks to the Pune IT hub). Educational institutions, film industry, art and culture, beaches, wildlife and therefore tourism & agri-tourism, these three definitely help the state government earn for all its worth. Of late, the government also has private players to build better infrastructure.

There is however a problem with the state today – that of an ever-growing population. Mumbai is more or less choked and other cities like Pune are following suit.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs


Wednesday, August 06, 2008

Abhijit Awasthi, National Creative Director, O&M


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Abhijit Awasthi, National Creative Director, O&M: Shekhar is a very restless guy and I really like that about him. He always wants to do something different and he keeps on trying hard to do that. He has got an absolute brilliant sense of music and is exceptional when it comes to things like radio. All I can say is that he has a brilliant ear and audio capabilities. He is someone who is quite rooted and therefore can connect well with the person on the street. He has got loads of experience behind him, is an exceptional team player and builds his team very well. He is also an exciting guy in terms of always trying out new stuff. All in all, this one’s a very happy guy, which is also reflected in the Cadbury’s Dairy Milk commercials he has worked on.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

Friday, August 01, 2008

Now that’s what we call hatke


IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Cool solutions to your everyday problems. With this advertising mantra, Virgin Mobile encourages you to think out-of-the-box


When Richard Branson decided to ring a bell in the land of the snake charmers with his Virgin Mobile, one expected it to be in a slightly hatke ishtyle. And no doubt, the launch ads of Virgin Mobile do not disappoint any on that count. Literally yelling its arrival to all and sundry, Virgin Mobile in a span of just two weeks brought out two very catchy TV commercials that instantly caught the eyeballs of their target audience – the Gen Y. Rajeev Raja, Executive Creative Director, Bates David Enterprise (the ad agency that handles Virgin Mobile account), shares with 4Ps B&M, “The brief that was given to us, was simple – to launch a mobile brand for the youth.”

No doubt, both ads are a standing testimony of how to ‘Think Hatke.’ In the first ad, the parents of a young girl are overtly perturbed when they realise that their daughter has no interest in boys. The girl then easily manipulates her parents and gets their permission to go visit Goa with her boyfriend, Tensing. And all this while her father (literally!) extols the virtues of going out with young boys to his daughter. The second ad further solidifies Virgin Mobile’s youth connect. Caught by a traffic policeman for jumping the red light, a young lad uses his strong presence of mind to easily wriggle out of the tricky situation. The youth calls his friend who imitates as the lad’s father and instead of trying to bail his son out; he berates him for getting caught. The mollified policeman lets the lad go, not realising that he has been royally duped by the youngsters.

The ads bring out that the GenNext Indian youth is not just a rebel, but he also knows how to manoeuvre a situation to come out a winner. Raja further explains, “The Indian youth does not go on morchas and sit on dharna’s or react in an offensive manner. They have a rather cheeky manner to bail them out of the situations.” It is this facet of the Indian youth that has been wonderfully projected in the first two commercials of Virgin Mobile – a girl planning to go to Goa with her male class mate and a lad escaping the fine he had to pay a traffic cop for jumping a red light.

The ‘Think Hatke’ campaign has also been created keeping in mind, the international flamboyant persona of Virgin Mobile that is derived from Sir Richard Branson. Raja points out, “Sir Richard Branson is the one person who stands for reverence & panache, and these values have also been embedded as the brand values for Virgin mobile.”

The third commercial that has recently gone on-air, shares the fun element of its predecessors, but also talks business at the same time. With the call rates already hitting rock bottom, the new ad talks of ‘Get paid for the incoming calls!’ So far, Virgin Mobile has got the right set of ingredients, to break the clutter and get its share of eyeballs. Nevertheless, it plans to get bigger and better as the days progress and is calling out loud, ‘Watch out for me!’

Surbhi Chawla

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!


Tuesday, July 22, 2008

Golden handshakes


When IIPM comes to education, never compromise

Get savvy about the biggest private equity deals over the last year, the biggest dealmakers and what Venture Capitalists look for when zeroing in on potential start-ups! Also in this package, meet the stalwarts at Saif Partners and Bessemer Venture Partners to get a grip on their India strategy. Plus, columns by entrepreneurs who made it big with timely PE investments...

Remember the March 2005 $560 million Warbug Pincus – Bharti Tele-ventures deal? In total, Warbug Pincus infused $300 million into the company and by the time the Private Equity (PE) firm exited Bharti Tele-ventures, it had mopped up a staggering $1.3 billion. Overnight this deal thumb tacked India as a Mecca for global PE investments. Not that PE players did not operate in India before this, but Warbug’s bulging back pocket at the time of exit did take the lid off India as a hot PE destination. If the proof of the pudding is in the eating, merely glance at how the value of PE deals skyrocketed between 2005 and 2007. From $2,183 million in 2005, total value of deals jumped to a staggering $17.4 billion in 2007 (see table), an increase of a jaw dropping 744%.

Interestingly, while PE investments and Venture Capital (VC) funding are clearly demarcated propositions in the USA (where VC funding only refers to investments in early stage and expanding companies); in Europe, VC funding covers all stages. Traditionally, PE players can be described as firms that invest in companies, which already have some revenue base and have future growth potential via restructuring or bringing in new products, services and technology.

However, a cross-section of market watchers opine that in emerging markets like India, the distinction between the two is increasingly blurring and both these terms are used synonymously and as proxies. According to Harish H V of Grant Thornton, “In India, PE is understood as capital being invested typically through a LP (Limited Partnership) structure by domestic and international institutions to take reasonable stakes in unlisted and listed companies through private placement and also buyouts.” For the purpose of this listing of the biggest deals in India over the last year, we will use the term Private Equity to describe the industry in its entirety.


Interestingly, the Warbug deal in 2005 not only rocked the Indian streets by being the biggest stock trade, but also sent shivers to the boardrooms of global PE firms. SMC, a Private Equity firm reckons, “It (Warbug-Bharti) was a landmark deal suggesting the absorption depth of Indian corporate at the investment stage and hence, bringing India on the global radar of PE Funds.” In fact, in 2007, India raked in the highest amount of Private Equity, comprehensively outstripping China, which attracted only $8.3 billion PE investments during the same period. The future seems even more enticing.

Evalueserve forecasts show that by the year 2010, India will see a staggering $20 billion worth of PE receipts. “Our research also shows there are more than 366 firms currently operating in India and another 69 are planning to start their operations soon. In total, they seem to have amassed $48 billion earmarked for investments in India during the next three and a half years, (July 2007 – December 2010),” says the latest Evalueserve report. As of today, ‘shooting northwards’ is how one can easily describe the gargantuan increase of PE investments in India. As discussed earlier, PE investments are not an alien phenomenon and have been quite prevalent in the country for more than three decades, even playing a significant role in the Silicon Valley story. It was in 1975 when Risk Capital Foundation become the first VC-PE to kickstart its operations in India. After that, many Indian institutions like Industrial Financial Corporation of India (IFCI), ICICI, among others, started mushrooming all over the place. There was no considerable action in the Indian VC-PE space until the end of the mid and late 90s. With the dot-com boom, the VC-PE phenomenon got a shot in the arm and in 2000, the value of deals skyrocketed to $1.16 billion. Then post the dot-com bubble bust, investments plummeted and reached a low of $470 million in 2003. But since 2004, there has been a secular rise in PE inflows.

The broad umbrella of Private Equity also encompasses some new deal variants that perhaps need mention. Consider the case of Bennett, Coleman & Co. Ltd., which has bought stakes in different companies in consideration for modest cash payment along with branding and advertising agreements with the investee company. These fall under Private Treaties. There are many big names like that of Dainik Jagran, HT Media, Dainik Bhaskar and Network 18, which are known to be associated with Private Treaties (by already having or planning to spin off new departments for the same).

Then there are Buyouts. Harish defines a buyout as an “acquisition of a significant portion or a majority control in a more mature company. The acquisition normally entails a change of ownership.” The Gokuldas Exports-Blackstone deal falls into this category, where the latter bought a 70% stake (includes 20% through open offer) in Gokuldas Exports. Next, is the burgeoning breed of Sovereign Funds. Here, funds are managed by central governments of various countries for picking up stakes in companies. Names like Temasek Holdings and GIC, both managed by the Singapore Government, are the protagonists in this breed of funds.

Of late, especially in India, even Hedge Funds have started functioning as de facto PE players. Traditionally, unlike PE investments, Hedge Funds usually have a very short term horizon. According to Evalueserve, “As per our analysis, currently there are more than 10,200 Hedge Funds worldwide, which cumulatively have more than $1,800 billion under management. Since VC, PE and other alternative investment-related firms also have approximately $1,800 billion under management, together these two groups currently manage approximately 6% of all assets under management worldwide.” Consequently, it is gradually becoming harder for many Hedge Funds to find good opportunities. The aftermath is that many Hedge Funds have therefore begun acting like PE firms investing with a ‘longer time horizon,’ especially in India.

Prime examples of Hedge Funds in India include D. E. Shaw, Farallon Capital Management, Old Lane Management, among others. Moreover, after SEBI’s restriction on Hedge Funds, they cannot freely trade in stocks, giving them less opportunity to bow out quickly. Financing costs are also an exit barrier for Hedge Funds, given that the short positions entail higher financing costs than long positions in India.

But amidst the obvious opulence, certain structural problems shouldn’t go unnoticed. Currently, Private Equity contributes the most to the Indian Foreign Direct Investment kitty. According to Sumant Batra, Kesar Dass B & Associates, “Conservative estimates suggest that PE investment could multiply manifold if the central and state governments were to take some long overdue initiatives to create a friendly public policy environment for PE investments.” He stresses that simplification of procedures, new assessment of archaic and outdated laws et al, are needed to nurture PE investments.

But there is also a sting in the tail. Many PE funds have been coming through the Mauritius route and analysts think that the RBI might tighten norms to stop this inflow of ‘black’ Indian corporate money to come back to India. If that happens, PE deals could be in some trouble. For now, the PE knell is tolling deafeningly for India and despite all hindrances, India seems to be on the forefront of global PE map. The large volume of PE investments in India in 2007 stands quiet testimony to this fact. The $17.14 billion PE deluge last year was overwhelming; and if market watchers are to be believed, deal-sizes and numbers are only set to get bigger in 2008. But before that, here’s your chance to take stock of some of the biggest deals which hogged the limelight in the year gone by…

Investee: Bharti Airtel & its arm

Investor: Temasek Holdings & others

Investment Value: $2.90 bn (cumulative)

Says, Harit Shah, Angel Broking, ”The last few years have seen the telecom infra sector acquire great potential, which is why PE players are falling over themselves to invest in such companies. The deals are meant for multiplying money. While telecom is a capital intensive field, the investment will reap good returns. As for Bharti, it will use this amount in expanding its present network. The risk gets overshadowed as Bharti is an experienced player in the sector and is likely to use the money well. Almost all investors in this club deal are financial investors, and not strategic ones. They will be looking at creating value for the business in the next few years, as was eminently visible when share prices shot up, just after the deal took place.”

What can be bigger than a deal that peddles names like Temasek (Singapore government’s investment arm and the largest PE player in India), Goldman Sachs, Macquarie, Citigroup, India Equity Partners, Investment Corporation of Dubai, AIF Capital and India’s leading wireless company, Bharti Airtel. In December 2007, in the largest ever ‘club deal’ by PE players in India, the seven global investors bought a 9% stake in Bharti Infratel – the hived off tower arm of Bharti Airtel – for a whopping sum of $1billion, valuing the unit at a staggering $12.5 billion. While clubbing gave the PE players the benefit of risk sharing, it reduced needless competition for acquisition targets. Before this deal, in July 2007, Temasek Holdings alone had invested about $1.9 billion in Bharti Airtel (for a 4.99% stake), which ultimately made way into its tower business. Bharti Infratel owns over 20,000 telecom towers and holds about 42% stake in Indus Towers (the recent JV between Bharti, Vodafone and Idea), with over 71,000 sites. Recently, PE firm Kohlberg Kravis Roberts & Co picked up another 2-2.5% stake in the company for $250 million.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!