... and the shakers

IIPM: An intriguing story of growth and envy

•Ogilvy & Mather, Mumbai has won the multi-agency pitch of Religare Enterprises, leaving behind accomplished agencies like JWT, McCann Erickson, TBWA, Law & Kenneth, et al. O&M was already handling Religare’s mutual funds business, and as per Subhrangshu Neogi, Director, Brand and Corporate Communications, Religare Enterprises Limited, will now look after the full range of products and services offered by it. The account is estimated to be around Rs.30 crore.

•Starcom Worldwide has been appointed by Walt Disney Corporation as its media partner agency. Starcom will be responsible for Walt Disney’s media strategy and investment across all business verticals like broadcasting and home entertainment, across all media forms. In a separate multi-agency pitch, Starcom also bagged the media rights for Eko India Financial Services – a financial company extending mobile banking services. Starcom will promote Eko’s business through strategic media planning and execution.

•Vizeum India, a unit of Aegis Media has won the account of Luxor Writing Instruments, which was previously handled by Lintas Media.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

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IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

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CHOUW & MOUW IN LOVE

Videocon adopts a younger positioning to add glamour to its imagery and market share...

While shooting for My Name is Khan in San Francisco in July this year, Shah Rukh Khan’s security personnel got a shock of their lives when two green, flubber like characters barged into his vanity van. When the security people tried to stop them, the two characters started screaming Shah Rukh’s name and then to everyone’s horror brought out a suspicious looking object with a switch, which when turned on, emitted green laser lights.

Even as the entire cast and crew of MNIK was nonplussed, a grinning and seemingly unperturbed Shah Rukh walked out of the van. The unit soon learnt that this was actually a prank staged by him and Videocon. Then, much to the amusement of guffawing onlookers, he accepted a gift from the two amoeba-like characters. On pressing the switch installed on the gift, the new logo of Videocon flew out of the box and into the sky, blobbing impressively in the skies, above the famous Golden Gate Bridge in San Francisco.

This was Videocon’s unusual way to launch the consumer durable company’s new brand identity and logo. Jaideep Rathore, Chief Marketing Officer, Videocon told 4Ps B&M that the logo change was for a new identity, which could synergise with the group’s entry into new businesses like mobile phones and DTH. “We needed to change the perception of our brand. Besides, Videocon needed youth acceptability, so we opted for aspirational positioning in SEC-A market.”

Rathore, in fact, sums up a problem that the group has been facing for some time now. Once a happy-go-lucky consumer durables company, Videocon has added telecom services, DTH services and a separate handset business under its brand umbrella. While the previous positioning – The Indian Multinational – was enough to take on Videocon’s Korean multinat rivals (LG, Samsung) in the durables space; the new businesses under the brand needed something more diverse and relevant. Besides, even in the durables space, LG and Samsung were clear winners in terms of sales, market share and revenues. So, the slowdown indeed came as a perfect opportunity for Videocon to effect an image change among its target audience. After all, since every other brand was cutting back on its marketing spends, chances were that the consumer would sit up and note any big-budget re-positioning taking place, in an otherwise dry market. And hence, Videocon bid adieu to its sturdy steel coloured ‘V’ logo in times of slowdown and adopted a more fluid, lava like ‘V’ coupled with a new proposition – ‘Experience change’. Ad man Prasoon Joshi of McCann, along with Vineet Mahajan, Senior Creative Director, McCann, led the team from T.A.G., McCann Worldgroup’s second agency, to devise a 360-degree campaign revolving around the brand building exercise. “The idea behind the campaign was to make it more contemporary. This brings in a sense of movement of energy,” says Joshi.

“We chose green as our new logo colour as it is the colour of the future. The logo has been broken into two parts to dramatise and add more liveliness to it. The new brand identity is futuristic and philosophical in approach and has re-energised the brand,” adds Joshi. Even the launch planning of the new campaign at IIFA Awards 09’ was a masterstroke, as the hyped event saw to it that the change grabbed instant eyeballs.

A static brand is an oxymoron in itself and Videocon knows that. From ‘Bring Home the Leader’ to the ‘New Improved Life’, from ‘The Indian Multinational’, to the ‘Eco Logic for sustainable life’, Videocon has changed time and again to connect and reconnect with consumers. Now they are again trying to regain lost paradise. Will things change?

Vareen Ray & Neha Saraiya

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

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Price based competition is once again threatening to commoditise airlines brands in the country.

But who’s to be blamed for the mess, asks Ratan Lal Bhagat

“Keeping in mind my tight budget and the more or less similar kind of in-flight services that airlines offer these days, I would prefer buying ticket of an airline which provides me with the lowest fare rather than opting for a specific airline to satisfy my travel needs,” professes Vivek Dixit, a Delhi based businessman whose business obligations make him hop over metros nearly every week. And it’s not only him. In fact, almost every other frequent flyer seems to have got stuck in the same predicament, who, like Dixit, blatantly displays the loss of brand differentiation and loyalty for the Indian aviators.

Even renowned names, which include Vijay Mallya’s Kingfisher Airlines, Naresh Goyal’s Jet Airways, et al, seem to have perhaps failed in evoking any kind of purchase perseverance and brand loyalty among flyers. Certainly, no loss can be bigger than the fear of loosing one’s own identity and unfortunately the players in the domestic aviation arena are somehow currently going through a similar crisis.

Raison d’être: The ailing economy and in turn the decline in the purchasing power of travellers have forced them to opt for the most economical fare available, irrespective of the airline. Further, with business fraternity too looking for modes to save every possible penny, the corporate travel through air has also registered a considerable decline. All these definitely have had a bad impact on the already declining load factors of the domestic airliners. In fact, according to the data provided by Cleartrip.com, a portal for ticket and hotel bookings, the domestic business class occupancy has fallen significantly by over 50%. But then, who is to be blamed for the mess?

“The entire loss in brand differentiation and loyalty has been self triggered by the domestic airlines. Players have persistently highlighted their low fares to sell their services thus encouraging prospective customers to adopt the price-only-approach whenever they plan to travel by air,” claims Anand Halve, Co-Founder and CEO, Chlorophyll Brand and Communications Consultancy. Certainly, it’s the fear to lose to the low cost carriers (LCCs) that has forced the full service carriers (FSCs) to indiscriminately slash their fares. This, however, has not only flagged another air fare war, but has also added to their own plight.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
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IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

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Anghsuman Paul writes about the challenges that food entrepreneurs in India are facing,

especially when it comes to creating and sustaining their brands

“India produces the largest number of fruits and vegetables and there is a huge market for such agri-products globally. So we really don’t know why there’s no Indian brand in this category yet!” That was Holly Higgins, Agricultural Minister–Counsellor, US Embassy, replying to our query whether Indian business can ever create a global food brand. His words are almost prophetic if you simply analyse available data in a country where even today arguably 74% people are still dependent on agriculture for their daily income. In the backdrop of this lush-green poster, not being able to boast of a single Indian food brand that has a global presence comes as a real dampener!

While India has failed to create and sustain a captive food brand, American brands like Kellogg’s and global food giants like Nestle and Heinz have not only stamped their footprint across the country, but are also growing furiously at about 10% year on year. Sure Indian players like Dabur and Parle have succeeded in creating successful food brands within the country, but even they have failed to create waves on the global stage. So here’s the pertinent question – what have the Indian food giants missed out on when it comes to creating a niche for themselves in the global food market?

First, let’s talk quality - the quintessential ingredient for any food brand. Elisabeth M. Kein, Former President, American Society for Quality feels that entrepreneurs in India find it a tad difficult to adhere to the stringent international standards on this front. She explains that “most global food brands have created their corporate credibility through their high standards” and that most are happily encashing this credible corporate image by launching numerous brand extensions. Be that as it may, one cannot deny the fact that given a conducive environment, Indian players have it in them to establish powerful brands that can be a force to reckon with in the global market. For instance, according to FICCI’s export data, there are 40 small and middle-scale companies who are exporting fruits, vegetables, spices and pulses to Europe, USA and Africa, but all of them prefer to merely export to big retailers globally, rather than take on the headache to invest in their own brand building. Simply look at the foreign operations of an Indian player like Kohinoor Foods Ltd., and you find that over the past two decades, 90% of its production volumes have been exported to global retailers like Walmart and others. The sad part of the tale is that Kohinoor has never stopped to ponder otherwise. So, what really is holding Kohinoor back? “If they create a brand, a global retailer like Walmart will never buy from them,” explains Elizabeth.

Besides, creating a brand takes time and most entrepreneurs in the business don’t possess the deep pockets to be able to afford the long break-even periods involved. So instead, these players have gone the Chinese ‘export’ way (by hedging the aforesaid investment and brand-building risks) and therefore kept themselves at a safe distance when it comes to investment risks.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

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Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Xxx Like father... Like Sam Xxxx!

Sex education

A life of royalty Vs sexuality

In a rambunctious commentary, the vociferous Ratan Lal Bhagat of 4Ps B&M gives a bare-all-dare-all sectoral update on where do America’s so-called erstwhile best stand today?

From being the world’s first superpower economy to having an autocratic say in every aspect of global concern, the capitalist United States of America has stamped its authority in various spheres for decades. And the rogue mob of US ‘Fortune’ (500) hunters had held the yankee brand in good stead, topping global rankings time and again for ages. Well started, surely. But US Inc. seems to have taken the ‘well started is half finished’ ideology quite literally one guesses – at least if one were to see the corporate mayhem post the recessionary Wall Street crash. Uncle Sam Inc. had to go through the pain of being a helpless witness to the death of its corporate legends; Lehman Brothers, Merrill Lynch, JP Morgan, AIG, et al. Not only did 52 banks shut shops since the collapse, but now to add to the predicament, many existing American conglomerate giants are slowly but surely losing what previously was unquestionable leadership in various segments. Here’s the latest run-through!

At the top of the news block comes the Anglo-Dutch oil and energy behemoth Royal Dutch Shell PLC. For years, ExxonMobil and Walmart used to lead the Fortune 500 list, fighting for the number one or two position. This year presented a coup of sorts, with Royal Dutch Shell jumping to the coveted number one position, with sales at a mind numbing $458 billion! The sorry financial state of the ‘Big Three or Detroit Three’ automakers viz. GM, Ford and Chrysler is no secret. The ‘Asian Four’ (Toyota, Hyundai, Honda and Nissan) have all raced well ahead of American automakers. In the same pitch, the France based aircraft manufacturer Airbus has become the market leader in its industry by grabbing a clear 57% of the market pie from Boeing [Christian Scherer, Executive Vice President-Head of Airbus Strategy and future programmes told 4Ps B&M, “Over the last decade, we have gained market leadership from 20% to the 50% plus market shares now.”].

Stephen Byrne, Director of Strategy at Diffusion tells us, “You only have to look at the downfall of Lehman Brothers and GM to see how much they have tarnished the reputations and performance of many other companies...” Then what have been the non-American companies doing that Yankee spirit seems to be missing? Malcolm Gladwell writes in his New York Times Bestseller, Outliers (#1 on NYT right now!) that outstanding mastery of any field/task can be achieved basically if one practises that particular task for 10,000 hours! Amusingly, in the case of US firms, it’s just that they’ve been practising the wrong task for 10,000 hours! Diffusion tells us, “You. Royal Dutch had planned out a restructuring plan much before the worst of the slowdown hit. Not many would know that the multinational petroleum company’s upstream activities are actually managed and controlled under three separate organisations viz exploration & production, gas & power, and oil sands. And even this is now being logically trimmed down to two entities. “This new structure will increase accountability in the company, and improve our performance on delivering new projects and developing new technologies,” explains Peter Voser, the newly appointed CEO of Royal Dutch.

Similarly, one of the basic reasons for the failure of century old American car manufacturers is the fact that they have been reluctant to diversify their product portfolio (and stuck to the tough truck American ‘dream’). Compare this to – as Masahiro Takedagawa, President and CEO of Honda Siel Cars proposes to us – their Asian peers, who’ve not only diversified into various car offerings (for example Toyota, from the fuel efficient Prius to the luxury dream Lexus), but also into other products ranges (from bikes that have been there since the start in many Asian firms’ cases, to even robots and flying

jets). To add to the mis-Fortune list is the fact that many American firms regularly play the ‘vapourware’ trumpet; promising to offer products that either never reach or reach too late – Boeing’s much hyped 787 Dreamliner being a screaming example.

But most critically, US firms have never seen the potential that lies in emerging markets like China and India. If the past was evidence, the present is the final nail, as even now, there have been no talks about increasing investments or reach within these markets. Look around emerging markets and names like Daiichi Sankyo, Hyundai, Suzuki will resound profitably time and again Diffusion tells us, “You Diffusion tells us, “You Diffusion tells us.

Ratan Lal Bhagat

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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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IIPM, GURGAON

‘Cricket’ainment to ‘cricket’onomics

IIPM Respected Business School

The first season of the Indian Premiere League (IPL) had it all, fast food cricket that hardly gave spectators any time to sit on the seats they paid for. It was a never-before extravaganza with toppings of Bollywood glitz and glamour, and of course a new avtaar of cricket. But, that’s not all. It’s carefully timed planning at the start of the financial year (IPL made its debut on 17th April 2008), ensured that the league was showered with sponsorships, TRPs, advertisements and media coverage. BCCI earned a mind-boggling Rs.350 crore. The event was a huge success as a tele-event too. The TRPs of the finals were 7.7 (aMap). The credit for IPL’s success goes to Lalit Modi’s smart strategy of marrying India’s two biggest alternative religions, cricket and Bollywood. “IPL’s success is the classic case of changing the socio-economics of cricket by successfully merging it with entertainment,” says a sports commentator. A classic case study of ‘cricket’onomics for all you MBA’s out there!

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

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! IIPM ! Arindam Chaudhuri ! GIDF ! Planman Consulting ! Business & Economy ! 4Ps Business & Marketing ! The Sunday Indian ! The Human Factor ! The Daily Indian ! Kkoooljobs.com ! Amaze08, New Delhi ! IIPM Old Brochure ! IIPM 4Ps Quiz !

Global markets are changing – is India following suit?!

IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES

The market for textile products is witnessing significant changes. Competition from Asian suppliers has been increasing even in Western markets, whereas participants in their Regional Trade Agreements are losing ground. Domestic production in North America & Western Europe has been declining consistently during the last few years and their textile industries are projected to shrink mostly into high tech segments in the coming years. In India, the industry has experienced an impressive growth in terms of installed capacities. Exports have also recorded significant growth after abolition of bilateral quotas. However, certain developments during the last few months such as the rupee appreciation and increase in interest rates seem to have dampened the enthusiasm that this industry has witnessed during last few years.

The current retail boom is bringing large distribution networks to the domestic market, necessitating production facilities that can meet their demand for volumes. We are the second fastest growing economy in the world, with the second largest population. The problems being faced by this industry in the international markets could also turn out to be an opportunity for strengthening supplies to the domestic market. After all, competitive exports can come only from an efficient industry. Given the poor R&D activities and traditional ways of carrying out business that most segments of our industry are accustomed to, our response to the current changes in market trends has not been adequate. Adding value to commodity type products, scaling up production facilities in order to reduce cost & branding to climb up the value chain are major areas that need attention.

We have made sufficient progress on the raw materials front. Productivity of cotton has gone up from about 300 kg per hectare a few years back to over 500 kg per hectare and cotton production has reached an all time high record of 280 lakh bales this year. In garments and home textiles, organised production has been picking up, though not fast enough. In the case of fabrics, however, we have not been able to keep pace with the changes in demand trends. Organised weaving does not have a share of even 5% in our fabric production. The processing segment has been seeing some increase in investments. But again, a major portion of our fabrics continue to get processed in the hand processing segment. With increasing pressure on prices, cost reduction assumes extra importance. Scaling up production facilities is the key for optimising cost through effective utilization of modern technology. The Scheme for Integrated Textile Parks and TUFS are positive policy inputs from the government for making this feasible. Power at affordable prices as well as acceptable quality and workable labour laws are the important inputs still lacking.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

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“IIPM Gurgaon students will share the same world-class Placement and Faculty with IIPM Delhi!!”

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IIPM Gurgaon Campus, India
IIPM Tower, Building No.- 79, Sector- 32, Gurgaon-122001

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IIPM Corporate Office,
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New Delhi-110017
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IIPM Gurgaon Industry Visit

One may learn how to manage the work force or regulate the cash flows or control logistics, just by pouring over piles of notes handed over by lecturers in the most plush class-room settings. But this learning would miss the real zing, if one is not exposed to the original environment. This is why the institute organizes regular industry visits, whereby the students get to be in the middle of an actual production centre to witness how the 5 Ms (Manpower, Machinery, Material, Measurement & Method) are actually utilized. Visits to industries have always been an exciting & learning experience for IIPM students.

IIPM Gurgaon students have visited in various industry like Mother Dairy - Delhi, HERO HONDA - Gurgaon plant, Maruti Suzuki India Limited - Udyog Vihar Plant, Parle Biscuits Pvt. Ltd - Neemrana Plant etc.

IIPM Gurgaon Guest Lecture

Learning is a continuous process of interaction. Every time one interacts with someone new, there is something new that the individual gets to learn from every such interaction. This is what the Guest Lecture program at IIPM aims to achieve, whereby, the institute presents locally and internationally prominent speakers from a diverse field covering general management, advertising, journalism, social science, etc. They are invited to share their work and ideas with the student community, thus providing insights into contemporary professional practices. Their practical instances give our students an insight into the changing corporate world and means to adapt to these changes.

IIPM students attended the following guest lectures by eminent guest speakers from the corporate India.

Topic: "Monetary Policy"
Speaker: Dr. Leena Kaushal (Senior Manager, Helix Financials, India)
Total Students: 45

Topic: Guerrilla Marketing
Speaker: Dr. Girish Kathuria

Topic: Practices for Corporate Excellence
Speaker: Mr. Hari Nair
Vice President (Head - Corporate Human Resources), Sona Koya Steerings

Topic: “Importance of Soft Skills in Professional Life”
Speaker: Mr. Ashok Malhotra (CEO, Spark Leadership Incorporated)
Total Students: 35

Topic: “Innovation- a strategy for gaining competitive advantage”
Speaker: Mr. Tushar Makkar
Total Students: 29

Topic: “Management Preach and Practice”
Speaker: Mr. Vijay Jolly (Sitting MLA, Saket)
Total Students: 35

Topic: “Is Real Estate Really Real?”
Speaker: Mr. Ajay Mathur (VP, Clarion Group)
Total Students: 35
Sent at 22:37 on Friday

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Chris Zook, Partner Bain & Company

Companies that face turmoil must leverage on their inherent strengths

Peter Parker, alias Spider-Man, was about 15 years old when he first appeared in the 1962 comic book Amazing Fantasy No. 15.

That would make the besieged photographer from the Daily Bugle close to 60 years old this spring, when he exploded on movie screens around the world with the release of “Spider-Man 3.” Perhaps even more marvelous is how the geriatric Parker also rescued Marvel Entertainment, the firm that created him. Not so long ago, Marvel’s financial fate hung by a thread. Spider-Man’s box-office might shows that superheroes are not the only ones with hidden powers. Businesses have them, too, in the form of underutilized or underappreciated assets – assets that can reinvigorate their core.

One way to understand Spider-Man’s rebirth is through what’s called the focus expand- redefine cycle, which nearly every large enterprise is moving through at an accelerating rate these days. In the “focus” phase, companies concentrate on building their core business to its full potential. They grow their markets, cut costs, improve operations and develop innovations in core products. In the “expand” phase, they take advantage of these capabilities and market positions to move into adjacent markets. Inevitably, though, many companies have to experience dwindling growth and profitability.

Perhaps the market has reached saturation or the available pool of profits has shifted. Or perhaps new competitors with lower cost structures or innovative products have appeared. This is the time to “redefine” the core. With the average lifespan of companies dropping from 14 years a decade ago to now just over 10 years, and with a dramatic decrease in the useful life of a company’s strategy, more companies will find themselves in that fateful third phase. The issue for executives looking to redefine their businesses is which new course to take.

Some will stubbornly defend the status quo. Others will try big mergers or leap into a hot new market. But a number of companies have found an alternative that entails less risk. They uncover and deploy hidden assets that have been overlooked, undervalued or underutilized. Companies that manage to do this can reinvent their core. Marvel used this approach to successfully fight its way back from its 1996 bankruptcy. The struggling publisher’s vast assemblage of 5,000 comic-book characters was in a kind of hibernation. But director Isaac Perlmutter, now CEO and vice chairman of the board, understood the power of nostalgia, and the old characters began to be revived and reborn on the screen. The first was Spider- Man in 2002.

Thanks to films featuring the well loved web-slinger – as well as others starring Marvel marquee names such as Wolverine, Daredevil and the Hulk – by 2005, revenues from movie licenses and merchandise accounted for more than half its $390.5 million in revenues and much of its $103 million in profits. In fact, most hidden assets tend to fall into three categories: undervalued business platforms, untapped customer insights and underexploited capabilities. All, it turns out, can provide a new core for a company. Spider-Man, and his stable of super colleagues, represents a classic case of an undervalued business platform.

On the other hand, De Beers, the legendary South African diamond distributor, redefined its core by mining consumer and customer relationships. Back in the late ‘90s, the famous firm was sitting atop a $5 billion stockpile of rough diamonds, yet its profits were sinking. De Beer’s looked hard at its business, and found it had deeper relationships with consumers than it realised, and more knowledge about those consumers that it could put to work. Liquidating 80% of its inventory, the firm created a new business model, building up its brand through advertising and developing new product ideas for distributors and jewelers. Suddenly couples were buying three-stone rings to celebrate the past, present and future of relationships. Men were buying rings designed with a male fl air. Women were buying “right hand” rings as symbols of independence. By 2001, the company’s diamond business was valued at $9.3 billion, up from roughly $1 billion just two years earlier.

Grocery chain Tesco has managed to exploit underused capabilities. Earlier than others, Tesco understood the competitive advantage of superior logistics and replenishment. Indeed, having the right item on the shelf when shoppers reach for it has made Tesco the leader in UK's hypercompetitive grocery market. “We focused first on distribution capabilities,” explains Lord Ian MacLaurin, the former CEO. “We eventually became so good that we could run smaller stores efficiently that others could not.” The thread that runs through each of these examples is that, frequently, the secret to a company’s renewal doesn’t have to be a risky new venture. Rather, like Spider- Man, it can be an under-tapped asset, just waiting to be unleashed. The trick for the mere mortals who occupy corner offices is to identify what hitherto unrecognized platforms, capabilities or customer insights they may be sitting on that can launch a new wave of growth.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

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Heavy dut(t)y stress Sanjay Dutt Bollywood Actor
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Heavy dut(t)y stress Sanjay Dutt Bollywood Actor

IIPM PUBLICATION

No amount of working out will help relieve Sanjay Dutt from all the stress. After being burdened with court hearings time & again, followed by countless allegations & mindless gossip, the poor guy is weary to the bone. So much so, that a couple of his vertebrae bones have suddenly given away. The big guy has been in such agony that a trip to his doctor has become as routine as a trip to the gym. Someone give Sanju Baba a jaadu ki jhappi right this minute!

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Source : IIPM Editorial, 2007

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

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English roses on Sunset Boulevard

IIPM MANAGEMENT INSTITUTE

Pirates and Mossgate: A tale of two Ks!

Two British beauties – one who has ‘bent’ it in style in the UK movie scene and consequently Hollywood, and the other Moss who has gathered a few dazzling stones as she has rolled along in her ‘super’ modelling career. Together they represent the new wave of dazzling British celebrities and are proudly at the forefront as the most recognizable faces of that clique. We, if you have ignored the hints till now, are talking about Keira Knightley and Kate Moss. Kate Moss represented the new wave of super-models and was known almost as much for her pencil-thin figure as her drop-dead gorgeous looks. A face that has been worthy enough to launch the thousands of campaigns and dozens of top notch brands that it has, Kate started her career in 1988, when she was discovered by the founder of Storm Model Management at the JFK Airport!

At that time Keira was still a kid with severe problems in reading and writing (though officially never classified dyslexic), but that did not stop her from asking forher own agent at the ripe age of three! She overcame her limitations with enormous effort and took up acting on the side. Perhaps acting was in her genes, after all actor Will Knightley and playwright Sharman Macdonald are her parents! She got her wish of an own agent as she turned six and did small roles on TV and a few movies (mostly in her summer holidays).

Meanwhile, Kate catapulted to the status of a super-model and walked the ramps of the fashion capitals of the world. Her weight, or the suspected lack of it (“I am not anorexic,” she always maintained) made her almost an anti-supermodel, contrary to the curvaceous look that the others (like Cindy Crawford, Caludia Schiffer, Naomi Campbell) carried.

Keira was first noticed as the British friend helping a girl of Indian origin realize her dream of playing football in Parminder Nagra’s sleeper hit Bend It Like Beckham. But her piece de resistance was the portrayal of Elizabeth Swann in the Pirates movie franchise that flipped her fortunes overnight. Like a pirate stumbling on a treasure chest, she almost stumbled on to the role as she reported for the auditions in London very late (caught up apparently in a traffic snarl).

Meanwhile, Kate Moss’s career rocketed along as she signed up prestigious campaigns including Gucci, Dolce & Gabbana, Louis Vuitton, Versace, Chanel, and Calvin Klein. And there didn’t seem to be a survey left , which had not categorized her as one of the sexiest women in the world! What rocked her world though was the outbreak of the ‘Cocaine Kate’ scandal when the London tabloid Daily Mirror ran a picture of her sniffing cocaine. She immediately issued an apology conceding that her behaviour reflected badly on her family and friends but did not admit to drug abuse. Whispers of that had been abound for almost a decade since she checked into a psychiatric centre in 1998 due to ‘exhaustion’. It was speculated that the real reason was depression resulting from her separation with long-time boyfriend Johnny Depp.

Kate’s ex-boyfriend played a critical role in Keira’s career, as Pirates of the Caribbean swept the box-office worldwide with Captain Jack Sparrow’s antics quickly building up a super loyal fan base. The positive externality was that everyone took notice of Keira as well and soon she was one of the top of wanted lists from producers. And just like Kate, she started making it to those ‘sexiest’ lists as well. The fresh-faced girl with a cute British accent had arrived, and how! People fell in Love, Actually and the affair continues full bloom at the box-office as she looks ahead to life beyond the Pirates franchise.

Meanwhile, Kate is gathering no ‘Moss’ at all as she makes a spirited comeback putting all the controversies (the drug charges were dropped due to lack of evidence) behind her as she launches a new line of clothes for the ‘Topshop’ chain.

The British beauties remain as alluring, attractive and sought after as ever!

Edit bureau: Tareque Laskar

Source : IIPM Editorial, 2007

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

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Relying on Mukesh

IIPM PUBLICATION

RIL is expected to continue on its aggressive growth path, and set new benchmarks

When it comes to Indians and food, the word “Fresh” has a universal appeal, and smoothly supersedes every credible constriction construed under the sun. If it has to be eaten, by simple logic, ‘fresh’ is how the Indians love it.

As Reliance Industries Limited (RIL) finally got off with its gargantuan retail foray in the financial year 2006-07 with a food retail chain named Reliance Fresh, a powerful connection was established for the incorrigible ‘freshness conscious’ Indian at the outset. A connection that is pan- Indian, just the way Mukesh Ambani plans to make Reliance Fresh a household name across India (RIL currently has 138 Reliance Fresh stores in place), which is, in turn, a stepping stone to his becoming the Indian version of Wal-Mart. The company has also launched its foray into consumer electronics with Reliance Digital.

Grandiose is how Mukesh Ambani envisions every one of his old and new ventures, and lately he’s been quite preoccupied with setting up new behemoths that should one day be living examples on their own. And with the kind of numbers RIL shows up on its balance sheet, one wouldn’t dare to doubt Mukesh’s exuberance as evident from his investments, as the financial year 2006-07 proved yet again.

Despite facing volatility in the prices of crude oil, an unexpected incident at the Jamnagar plant, production loss owing to floods at the Hazira unit, Reliance Industries came out triumphant by creating a new chapter when its net profits crossed Rs.100 billion mark, exports that surpassed $15.02 billion and a turnover that stands at $25.51 billion. Mukesh Ambani, CMD, Reliance Industries, while speaking on the announcement of his company’s results sounded ecstatic, “2006 – 07 has also been an eventful year for the company. While our petrochemicals & refining business recorded its best ever performance, we have made substantial investments in our future growth engines such as E&P and retail...” As on June 7, 2007, the RIL scrip closed at Rs.1669.15, pole-vaulting by over 100% year on year. On May 28, Mukesh’s personal valuation in RIL made him the first trillionaire of India.

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Source : IIPM Editorial, 2007

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

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Ambitious Ambanis!

IIPM MANAGEMENT INSTITUTE

Read on to know the latest about India’s famed fable…

If it’s true that Dhirubhai Ambani infused life into India’s moribund stock market, than it won’t be an exaggeration, if one were to conclude that both Anil & Mukesh have kept that life, that vigour & vitality very much intact.

It’s the investors that have always stood by Reliance and that’s because of tremendous wealth created by both the brothers even after the de-merger of the business. The m-cap of Reliance Industries stood at Rs.1,153 billion, as on June 8, 2007 compared to Rs.683 billion a year ago, a smart 69% increase, what else could an investor ask for?

For 2006-07, net profits of Mukesh Ambani controlled – Reliance Industries crossed Rs.10 billion mark. The turnover was up by 24% and touched $25.51 billion mark, while exports crossed the $15.02 billion mark accounting for 12% of aggregate exports from India. The net profits of Anil Ambani controlled – Reliance Communications reached $209 million and revenues at $851 million in a short span of time.

While Mukesh continues his romance with black gold, Anil has forayed intonext-gen business like Financial services & Telecom and plans to supersede some of the established players. Two different set of business lines, but in the line with investors’ expectations!

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Source : IIPM Editorial, 2007

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

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