Talking against defence imports is all balderdash with DRDO around

MANAGEMENT GURU

The Russian connection of the Indian armed forces is well proven and an arguably credible way to expend our billion dollar defence allocations. The meetings between Indian and Russian delegates during President Putin’s recent India visit raised speculations over the induction of a 5th generation Sukhoi fighter for the Indian Air Force (IAF) in the next decade. For a quick reference, the country’s latest addition, SU-30 MK1, is an advanced form of a 4th generation aircraft ; combined with its supersonic & nuclear capabilities, it is capable of penetrating deep into enemy territory.

But still, talk of any defence import & hackles are raised about its cost effectiveness, as critics always assert that it is better to place the money on in-house research (as in the likes of DRDO: Defence Research and Development Organisation) than import. Despite these pro-research arguments, slowly, and metaphorically surely, dissenting voices are coming up. As noted defence analyst Uday Bhaskar puts it to B&E, “A fighter aircraft is an expensive proposition, as it involves a lot of complex technology. One fighter platform may cost more than $150 million, while development costs may come to billions of dollars.”

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Source : IIPM Editorial, 2007

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

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The Marketing of love

IIPM PUBLICATION

“I feel it in my fingers I feel it in my toes, The love is all around me, And so the feeling grows”...

The maximum number of songs in this world are written on this, the largest number of greeting cards in a single day are sold for this, the maximum quantity of diamonds are gifted because of this... Love, love, love – it’s not only making the world go around, but also the cash registers of leading corporations

I have been humming this song for days, and wondering why! It’s one of my favourites, but not one to be sung for days. I tried to figure out why, and then realized that everywhere I looked, every shop I went to, every website I visited, every dinner I attended, there was one thing that was always present; and that too in large doses – love! Yes, I realized it’s that time of the year when love is on sale, everybody, everything, is drenched in “red,” the colour of love. The red hearts, the red roses are just ‘unmissable’.

If Saint Valentine were here, he would have been a very happy saint, for what he did in secret and under great fear, is today being done so openly and with so much gusto that even those remotely aware of him cannot miss this day.

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Source : IIPM Editorial, 2007

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

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The SEI requires an exhaustive assessment of 18 process areas and 316 practices of the company to make eligible for CMM...

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What is Capability Maturity Model (CMM)?
This model has been developed by the Software Engineering Institute (SEI), to help organisations improve their software development processes. CMM certifi cation is based on the maturity of the following broad parameters – Software Process, Software Process Capability, Software Process Performance and Software Process Maturity

The Five Levels of CMM

Level I: Initial – At this level an organisation’s processes are less defi ned, and characterised by start-up or small-sized IT organisations. Here, the processes are reactive and ad-hoc in nature.

Level II: Repeatable – This level is characterized by prototyping of experiences, yet software processes not being in place. Here, with more experience, the process for defining software processes gets initialised and work takes a more disciplined form.

Level III: Defined – As the name suggests, management and software engineering processes are documented and standardised. Roles for supervision of these processes are also assigned here. Here, the software process capability is defi ned and standardised.

Level IV: Managed – Having standardized processes at the earlier level, quantitative metrics for measuring and assessing the productivity and quality are constructed and established for both software engineering processes and management processes. This is to in a long run highlight a prove track record of consistent quality performance.

Level V: Optimized – This level is characterised by the focus of management shifting from maintaining standards towards continuous process improvement. This would be a result of innovations, new methods, creative work processes etc., Focusing on decreased cycle time of production, zero defects, maximizing productivity, et al, would be some ideal examples characterising this level.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

The truly ‘filmy’ script

IIPM PUBLICATION

When we met Manmohan Shetty, Founder and Chief Managing Director, Adlabs, we realised that in an industry where fortunes change every Friday, Adlabs is one company that has literally given ‘hits’ time and again to the box office. Adlabs has today blossomed into a brand better known for being a ‘multiplex’ exhibiting movies, than for its core areas, namely, film processing, film production, and distribution of movies in its state-of-the-art multiplex movie theatres. Shetty recalls one incident, “People asked me how could someone come to a jungle (Adlabs Wadala, Mumbai) to watch a movie?” The answer to that, as they say, became history. This ‘entertaining’ enterprise has ventured into newer vistas, the most recent being radio. States Tarun Katial, COO, Adlabs Radio, “While metros are ideal to establish brand recognition and recall, other virgin markets are completely new and fresh to explore.”

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Brand Busters

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The following points are the prime criterion for selecting, short-listing and ranking the winning ads in this section:

• Product positioning clarity
• Clinching benefit to the Brand
• Presence of a power idea
• Visibility of Brand personality
• Expectancy of communication
• Single-minded focus of message
• Reward to the prospect
• Visually arresting
• Craftsmanship

Here’s the 4Ps B&M verdict for the fortnight ended February 13, 2007. First come the print ads, then the TVCs. Ready for a piece of the action?

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative