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Showing posts with label ITES PLANMAN. Show all posts
Showing posts with label ITES PLANMAN. Show all posts

Thursday, September 13, 2007

Warming up for doomsday?


IIPM PUBLICATION

From Mumbai Monsoon Madnessan apt mix of heat and water paving the way for new life forms to this present state of global warming, human needs and technology have consistently given the earth an increasingly deadly makeover ever since we started rolling the first wheel. Are we drawing our doom closer?

Mumbai Monsoon Madness
Although Mumbai Monsoon Madnessmany fingers were pointed at Bombay Municipal Corporation for bad maintenance of sewage lines, it is unlikely that any amount of preparation could’ve helped on July 26 ’05. 37.2 inches of rain, all in a matter of 24 hours, brought the entire city and other parts of Maharashtra to a standstill. Such was the magnitude of the downpour that parts of Bengalooru and Rajasthan too were affected. Pune based Indian Institute of Tropical Meteorology did a study and found out that although the average rainfall in India remained pretty similar, rainfall patterns have changed drastically over a period of around 50 years. It showed increase in heavy rain events and its frequency and a decrease in moderate events, especially in central India.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Monday, September 10, 2007

Environmental risks?!?! Grrmph!


IIPM Alliances

Guess what! Companies are now refusing to reveal environmental risks!


Now Environmental risks?!?! Grrmph!that the climate change discussions have moved from controversial to conventional, and economists expect the world to lose a mammoth 2.6% in terms of GDP this year due to extreme weather events (in fact, the loss in regional GDP will be a killingly massive 6% for the developing and South Asian nations by 2100 – see B&E issue dated February 22, 2007), the question that surfaces is how deep, financially, will the cut be in the global corporate world?

Digest this! The most famous and recent survey conducted on S&P 500 companies by US based Ceres, the leading coalition of environmentalists and institutional investors, found out that only a quarter of the respondents posses measurable emissions reduction targets and have decided specific time frames to accomplish the same. On the other hand, “Most companies in sectors with lower emissions, such as healthcare, retailers, and banks, have been largely unresponsive to the financial risks they face from climate change,” Ceres spokespersons bemoaned to B&E. In a benchmark fashion, by picking up the impact of hurricanes in 2005 as an example, while nearly half of S&P 100 companies reported definitely measurable impacts from these hurricanes, the losses related to ‘Katrina’ and ‘Rita’ in the third quarter of 2005 were estimated to be nearly $4.5 billion. Compellingly, top of the line companies like Bell South recorded a loss of $102 million for asset impairment and $136 million in other expenses.

But now comes the most worrisome of all the findings of the Ceres survey. Analysts forecast that the impact on investors is going to be disastrous, especially for the long term ones, as most of the companies still do not provide any kind of climate risk disclosure to their investors, clearly ignoring the investors’ right to know the environmental risks attached with the company they are investing in. Astoundingly, nearly one third of the respondents of the Ceres survey did not even allow their responses to be made public. Unless global regulators make the inclusion of such details as mandatory, and unless such clear double-speak (of hiding details of environmental risks) invites legal action, Enron could well be the most ethical firm this side of the 21st century!

Edit Bureau: Deepak Ranjan Patra

For Complete
IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Friday, August 31, 2007

BRAND BUSTERS

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
• Painstaking craftsmanship Here’s the 4Ps B&M verdict for the fortnight ended May 22, 2007. First come the print ads, then the TVCs. Ready for a piece of action?

BRAND: Hutch
HEADLINE: “I’m standing at the 107th floor balcony, sipping chai”
BASELINE : Travelling abroad? Tell…………Hutch Home Calling Card.
AGENCY : O&M

4Ps TAKE : It’s Hutchsummer time, and everyone loves the idea of going on a summer holiday! But, how all of us crave to share the small moments that become stale by the time we are back. Now, Hutch’s Home Calling Cards is cashing in on this very sweet sentiment. The power idea is to lure both business as well as leisure travellers this season into buying Hutch’s recently launched calling card. The USP? This card works with any local phone in 95 countries. The visual is attractive with the Home Calling Card’s picture in black and pink and the white background stands out. The communication is smart and crisp. While the 107th floor denotes a foreign country, the feeling of sipping chai at the balcony is one which needs expression and that’s where these Calling Cards come in handy. The ad tries to draw an emotional connect as its body copy says: Travelling abroad? Tell everyone how it’s going to be with the Hutch Home Calling Card. So, the next time you plan a foreign trip, you know what connects you to home, don’t you?

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Tuesday, July 10, 2007

Spiderman creates history; yet again!


IIPM Alliances

Marking Spiderman-4another glorious page in the history of Hollywood, Spiderman-3 has beaten all the previous records and captured the crown of ‘widest opening’, as it was launched in 4,252 theatres. It is also the highest first-day grosser in the North America. The previous record of The Pirates of the Caribbean: Dead Man’s Chest ($55.8 million) was outdone by Spiderman-3 as it amounted to a total collection worth $59.3 million. And yes, that’s not all, the aficionados have some more to look forward to from the kitty of Sony Pictures Entertainment, as already in plans is Spiderman-4.

for complete IIPM info, click here

Source :
IIPM Editorial, 2007

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

Saturday, July 07, 2007

Nokia nukes all competition!


IIPM PUBLICATION

Wanna Nokia N95view slide shows while on the move but without the hassles of carrying a lap top? Then Nokia N95 is just for you. It’s equipped with a 5-megapixel camera and the Carl Zeiss optics facilitate real-life imagery. The gizmo also comes with a well-designed package that enables the user to browse the internet, listen to music, watch slide shows, all without compromising on any feature. And there’s more! This incredible phone has a search application whose service is available across 8 cities in India, giving location details of popular spots in each of those cities. Get ready to shell Rs 40,249 for this fully-loaded Nokia phone.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Tuesday, July 03, 2007

Bank... of India & growth


IIPM MANAGEMENT INSTITUTE

Strict credit monitoring, organizational restructuring coupled with various tools has helped the bank

Prudence Bank of Indiaand caution are the only religions at Bank of India (BoI). A multi-pronged strategy of strict credit monitoring and organisational restructuring, coupled with various strategic tools, has helped the bank in attaining desired results. Consider their positioning: Bank of India – Rishton ki jamapoonji. Add to that some great advertising that tugs emotions and this bank is certainly going places. With a strong pan India presence and over 20% of its total business coming from overseas operations, BOI continues to sail smoothly on a strong growth trajectory. For FY 2006-07, the bank not only posted a 60% surge in its net profit, but has also been able to enhance its asset quality by bringing down NPAs.

Nowadays BoI is keeping very busy, what with a plethora of acquisitions, strategic alliances, international expansions, capital augmentation, new product launches, et al. A 76% stake in an Indonesian bank, a joint venture with the largest Japanese Insurance company, 63 new branches, a new branch at Antwrep, Belgium, online share trading services and many more... Market watches are now wondering – what’s next?

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
On "IIPM - Arindam Chaudhuri - Planman"
May the jinx Depart...
IIPM :- 4Ps BUSINESS AND MARKETING
IIPM Publication :- Electronically Yours
A Potential Antiobesity Drug
IIPM : EDITORIAL & RESEARCH
Google has become the most used search engine
IIPM & 4Ps Release :- Search me if you can, lazy bones!

Monday, June 25, 2007

Nokia awakens from a deep slumber...


IIPM PUBLICATION

...launches low-cost handsets, but success is still far!
In the 4Ps B&M issue dated 8-26 December, our cover feature titled Nokia – Disconnecting People, had talked about how Nokia’s over emphasis on hi-end models in the Indian market would not bear fruit and that the company should focus on the entry-level market. With competitors like Motorola and Sony Ericsson belligerently charging ahead on one hand and Nokia’s market share witnessing further dilution, on the other, the Finnish handset-maker seems to have realized the wisdom in our words. On May 3, Nokia launched not one, but seven new entry-level mobile handsets. Of these, Nokia 1200 & 1208 are aimed at first-time consumers, whereas, Nokia 1650, 2660 & 2505 are CDMA-based handsets. The balance two are Nokia 2630 and 2760. All these handsets will cost anywhere between Rs.2,200 to Rs.5,000 and are expected to see the light of the day by the third quarter of 2007. Soren Petersen, Senior VP-Mobile Phones, Nokia avers, “Innovative phone sharing technology, contemporary design and easy to use features combine in these products.”

Soren also sang paeans about the importance of the Indian market to Nokia, underlining the need for the mobile giant to put into motions some urgent strategies to somehow stop the decline in market shares. From a high of 78.8% in February 2006 to about 67% at present, Nokia’s market share has fallen considerably since the launch of Motorola’s stylish, yet low-cost handsets. Unveiling these 7 new babies seems a last ditch rescue operation by the Finnish giant. But it is an uphill task. While close competitors have roped in Bollywood hunks Hrithik and Abhishek to entice consumers, Nokia’s marketing blitz still lacks the requisite Indian punch. Is Helsinki listening?

4Ps B&M Research: Surbhi Chawla

Source : IIPM Editorial, 2007

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

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TomKat to the rescue!
IIPM Alliances
IIPM Academics : Global Outreach Program
GLOBAL OPPORTUNITY & THREAT ANALYSIS (GOTA)
IIPM Academics : Curriculum
IIPM : WHAT’S SECURITISATION?
IIPM Academics : Curriculum

Wednesday, June 20, 2007

Spidey casts a magic web


IIPM MANAGEMENT INSTITUTE

Spider-Man 3 is already on the prowl and has been doing some great business globally (having had the best ever opening on Tuesday in countries like France, Italy, South Korea and Hong Kong). In all, it has already picked up $29.15 million in 16 overseas markets and has beaten the opening day collections of the previous two “Spider-Man” films in each market. In India, the movie was released on May 4 and is doing well.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Thursday, June 14, 2007

IIPM Press Release :- Stop! Red Light!


IIPM PUBLICATION

Truckers to be careful on the highway... in ways more than one!

AIDS is that four letter word that usually spells death or a short life of extreme pain, and not always physical alone, as the body withers away against the onslaught of the killer. With no known cure, the disease that has reached pandemic proportions in some parts of the world, is so debilitating that the infected are usually left with little option other than awaiting their fate – their final date with death. Against such a determined killer, the logical response should ideally be of similar, if not greater, magnitude but alas, from our political parties and busy ‘culture police’, that would be expecting a little too much.

What happened in New Delhi on 16th April during a campaign to create awareness about HIV/AIDS amongst the trucker community was an apt demonstration of putting the cart before the horse. The absurd brouhaha raised over the Richard Gere-Shilpa Shetty kiss while the original hero of the truckers – Sunny Deol – looked on, turned out to be nothing better than what Gere described it himself before the apology – a ‘circus’! Not only did our self styled ‘culture cops’ scoff at what was nothing more than an exaggerated gesture of friendliness, they also ended up trivializing the cause for the benefit of the assembled 4,000 odd truckers, losing it in the moral melee.

AIDS is a growing problem in India with 1 in every 200 already infected, making it the country with the second highest number of HIV infections after South Africa. This pernicious proliferation owes a lot to the 6 million truckers and their helpers plying on the national highways. Away from homes and wives for long periods, the promiscuous ways of these truckers, added to which their ignorance and reluctance about condoms, render them at a high risk of contracting AIDS. They, in turn, go on to infect their wives, and later, children. This mirrors the classic pattern of the spread of AIDS in Africa, where it was the lorry drivers who first contracted the disease and then passed it on to their families. Even today, in parts of Africa, where there are lower incidences of HIV and AIDS, are those that have no or fewer highways. According to UN estimates, India is not far from surpassing South Africa at the dubious record of maximum AIDS and HIV cases in the coming decade.

At Sanjay Gandhi Transport Nagar, Asia’s largest transport hub on the outskirts of Delhi, 7,000 truckers from all over India converge each day to haul freight to and fro from the capital. This is also where they solicit the services of prostitutes operating from the truck stops for as little as Rs. 30! With most of the intimacy being unprotected, it’s not uncommon to see long queues in front of the solitary STD clinic of the area. Gonorrhea and Syphilis are common, but in recent years, AIDS too has joined the list. About 15% to 18% of truckers tested here have been diagnosed to be HIV positive, which isn’t any less an alarming prospect considering the scenes at many other such transport hubs across India. What is needed, perhaps now more than ever, is to combat this looming catastrophe with creating awareness among truckers about the risks unprotected sex exposes them and their families to. Unfortunately, that’s exactly what Richard Gere wanted to do.

Edit bureau: Amarpal Malhi

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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Wednesday, June 13, 2007

Singita Private Game Reserve, Cape Town, South Africa


Renowned Management Guru

Finishing first in the Travel and Leisure awards, 2006, the Singita Private Game Reserve boasts of everything African with a tinge of the West to suit all penchants & proclivities.

THE VIEW: Located in the spellbinding Sabi Sands area, the Singita Private Game Reserve is situated right in the heart of the Kruger National Park.

ARCHI-TYPE: Comprising five luxury safari lodges in the heart of the pristine forests – the Ebony Lodge, the Boulders Lodge, the Castleton, Lebombo and the Sweni Lodge – Singita redefines ‘fierce’ magnifi cence by the hour!

BON APPÉTIT: Countless cuisines abundant, the Singita kitchen remains fragrant all day long with delectable flavours and ingredients, typically African. And the wide array of exquisite wine matured in the temperature-controlled cellars for that perfect taste render the best culinary experience ever!

AROUND THE CORNER: The Sand River, Sweni, the Kruger National Park and the Lebombo Concession, thriving with elephants, wild buff aloes, prides of lions, leopards, antelopes et al make your safari worth its while!

FROM UNDER THE CARPET: A malaria vaccination and mosquito repellent is recommended on all occasions…

IN ESSENCE: You’ll watch in bewilderment the sheer variety and profusion of the most exotic flora and fauna that you could ever have imagined!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

An
IIPM and Professor Arindam Chaudhuri (and Economist) Initiative

For more IIPM info, visit below...
! IIPM Rank India ! IIPM Education ! Best B-School !

Monday, June 11, 2007

Now you see it...


Renowned Management Guru

...now you don't! Democracy still a mirage for Bangladesh
It is not only the floods and droughts that cause havoc in Bangladesh. Politics too is capable of causing chaos at a decent enough scale to keep the country in a constant state of flux. For more than three decades after independence from Pakistan, the tiny South Asian nation has been struggling to establish a viable democracy based on the rule of law. The latest in the series of misfortunes afflicting Bangladesh relates to the stalling of the election process. Thanks to that, the very survival of the political parties and democracy is at stake.

The army-backed puppet caretaker government, headed by former Central Bank chief Fakhruddin Ahmed, added a fresh dimension to the existing political turmoil by asking the political chiefs and the former prime ministers belonging to the two prominent political parties to seek exile in foreign land. Both the Awami League leader Sheikh Hasina and the Bangladesh Nationalist Party chief Khaleda Zia were being urged to remain permanently out of the country. However, intense international pressure made the emergency government retract this undemocratic decision. The net result is that Hasina, who was stranded in London for more than a week, is now permitted to return. And bizarre is the word that one would use to describe the working of the interim government, which just doesn't have the mandate to take such sweeping decisions. That such ad-hocism could ignite the simmering discontent was totally ignored by the authorities. Sanjay Bhardwaj of Jawaharlal Nehru University told B&E, “In their urge to get back the lost power, the two parties might get into a street-centric political system."

Those who understand the Bangladesh military, are hardly surprised at the current political impasse. The so-called government is merely acting as a handmaiden of the army, which intends to keep the entire polity under a tight leash. In order to avoid opprobrium from the international community, the army is using the interim government's shoulder to fire the shots. The primary aim of the army behind curtailing politicians' powers is to perpetuate a military dictatorship. And this precisely is the worry among the analysts, who feel that the army will demonise the political class to an extent that people will have no choice but to accept the junta as a fait accompli. Ayesha Kabeer, Editor at Probe, a news magazine in Bangladesh, told B&E, “The two parties are weakening and the leadership struggle might split them.”

But this is not to suggest that the politicians being booted are above board. It is a sad story that for the past 35 years, the two political dynasties of Bangladesh have been milking the country dry (it's estimated that the two dynasties have been amassing wealth at the rate of about $5 billion a year, over the past 15 years, through their corrupt practices). The mendicancy of these politicians has reached such heights that foreign aid (to the tune of $40 billion) is estimated to have been siphoned off over the past three decades.

To obliterate the rampant greed inherent in the system, the government now plans to launch a “new brand” of democracy to encourage & promote competent people like Nobel laureate Mohammad Yunus into the political arena. Although the intention is good, the methodology being adopted is far from satisfactory. While some moves of this government are appreciated, a consensus building approach is critical. At this rate, the country is slated to be either moving towards a ruthless dictatorship or total anarchy with no "Mukti Bahini" in sight.

Edit bureau: Rajeev Kumar Singh

For Complete
IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

An
IIPM and Professor Arindam Chaudhuri Initiative

For more IIPM info, visit below....
IIPM World ! IIPM Rank ! Management School ! IIPM Rank India !

Thursday, June 07, 2007

Unleashing The Power Of Sound


Renowned Management Guru :- Professor Arindam Chaudhuri

Imagine you want a glass of water but are feeling very lazy and how nice it would be if you can lift the glass sitting at your place... Sounds like a sci-fi Hollywood movie? But it’s true! Acoustic levitation is the technology that can actually lift objects, fluids & gases with the help of sound. Used majorly by scientists, it is fast becoming commercially viable too. Though, till now, only 1 kg has been lift ed via acoustic levitation, but scientists claim that the technology has the potential to lift tons of weight. So the day is not far when we will transport goods with the help of acoustic levitation.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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IIPM World ! IIPM Rank ! Management School !

Saturday, June 02, 2007

IIPM - Admission Procedure

"AT IIPM DIFFICULT WAS ALWAYS EASY…. IT’S IMPOSSIBLE THAT TOOK A LITTLE TIME!!”
More info about IIPM (The Indian Institute to Planning and Management),
E-mail :- info@iipm.edu
IIPM website :- http://www.iipm.edu/

Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

Thursday, May 31, 2007

Reddy, Steady, Stop!


IIPM MANAGEMENT INSTITUTE

After hiking the repo rate five times since June 2006 and Cash Reserve Ratio (CRR) three times since December, the wisdom of supply side inflation finally dawned on the RBI Governor Y. V. Reddy. The monetary policy announced by RBI on April 24, 2007 was met by sighs of relief from consumers along with rejoices from the bankers. This time around, Reddy refrained from hiking repo, reverse repo rates and CRR; throwing the ball in P. Chidambaram’s court, as Inflation is still above the 6% mark. Apart from tackling the issue of inflation, RBI also expressed concern over rupee appreciation which is stronger by almost 6% since March and is a serious issue for India’s exports, especially for the IT companies.

Aimed at restricting further appreciation of rupee, RBI announced a number of measures to lower the inflow deluge, encouraging money to flow out of India. Some of them are: Overseas investment limit (total financial commitments) for Indian companies has been enhanced to 300% of their net worth, listed Indian companies' limit for portfolio investment abroad in listed overseas companies has been enhanced to 35% of their net worth. Also, the present limit for individuals for any permitted current or capital account transaction was increased from $50,000 to $100,000 per financial year in the liberalised remittance scheme.

However, the question is: What about the consumers who bore the brunt of overnight hike in interest rates and paid more for their loans? Will they get some relief if rates stabilise?

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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Thursday, May 24, 2007

IIPM Release :- A perspective change in ‘talent acquisition’ that pulled through and became the answer for ‘talent retention’


IIPM BUSINESS & ECONOMY

“The big challenge at Bausch & Lomb was that people engagement and retention needed a fresh introspection on the whole approach to talent acquisition,” says Uttam Ghosh, Head-HR of Bausch & Lomb Eye care (India) Pvt Ltd, while he takes us through the journey of attrition (not so admired by most organisations), and the turnaround the company brought about to consolidate its numero uno position in the Indian eye care industry. Bausch & Lomb concentrates on three businesses – Vision Care, Cataract and Refractive. Notably, the Vision Care division operates through distributors in the country, to service its ophthalmologists, optometrist, optical & chemist customers, while the key accounts for their Cataract and Refractive business are ophthalmologists.

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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Friday, May 18, 2007

‘Coz we are so different!


IIPM MANAGEMENT INSTITUTE

ABN Amro & Barclays complement

It’s official now! In a deal worth a whopping $91.2 billion, which would go down as one of the largest in the financial services domain till date, Barclays has merged with Dutch banking giant ABN Amro. The newly formed entity will now be named as Barclays Plc. and will be one of the largest banking entities on earth, boasting an employee strength of 22,000 and a staggering customer base of 47 million.

ABN Amro is also disposing off its consumer banking arm at the La- Salle Bank by selling it to Bank of America for $21 billion as a part of the deal. This revenue generated will be passed on to the shareholders of the new company through share buy-backs. Commenting on the merger during the announcement of agreement, John Varley, CEO, Barclays said, “This proposed merger represents a unique opportunity to create a new competitive force in financial services, which will deliver benefits for our customers and clients and generate sustained growth and additional value for our owners... ” There are also expected to be around 23,600 jobs, out of which over 10,000 will be lost from the low cost destinations like India.

States Kerry Grant, Analyst, Louis Capital Management, “Barclays will have a pretty tough time replicating its success in the US.” The major challenge will be to enhance the weak presence of the combined entity in Asia, where there are just 67 branches, that too, of ABN Amro. The complementarity of their operations is going to be their major strength.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Monday, May 14, 2007

Your yearly ‘fix’


IIPM BUSINESS & ECONOMY

FDs have become the most lucrative
For all those who’ve been cribbing about interest rate hikes, take heart, as the liquidity crunch in the banking sector has forced banks to raise interest rates on fixed deposits too, in order to mop up more funds. As Sumit Bhasin, DM, RLBP, Kotak Mahindra puts it, “There has been a change in the CRR (from 5% to 6.5%), so in order to maintain reserves in the banks and for lending money, the Fixed Deposits rates needed to be increased.” As for customers, the high deposit rate scenario (touching 11.3% a year, for bulk deposits) presents a super opportunity. Higher returns, coupled with shorter lock-in periods and insurance freebies under the Deposit Insurance & Credit Guarantee Scheme, are making these offers more lucrative.

But it would be sensible to note that while there is no ceiling to avail the benefits, to reap effective interest offerings, a minimum deposit of Rs.1 lakh is a must. Moreover, in several cases, no interest is paid if the deposit is withdrawn before the lock-in period expires. And of course, all the interest earnings are taxable. Sigh, there goes our yearly ‘fix’!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Wednesday, May 09, 2007

You can play Kylie again & again!


IIPM MANAGEMENT INSTITUTE

Apple has won a contest. And winning it was considered as unrealistic as Bermuda winning the ICC Cricket World Cup! But it happened, not for Bermuda, but certainly for Apple – music will finally become free of restrictive digital rights management (DRM) soft ware. This happened after Apple recently shot off an open letter urging music labels to stop eyeing their DRM soft ware, and instead entirely free the music from such protection software.

Importantly, EMI and Apple have joined hands to allow users buy DRM free music, which is far higher in sound quality. In fact, even official music videos will be available minus DRM contracts. “By providing DRM-free downloads, we aim to address the lack of interoperability, which is frustrating for music fans. The opportunity to buy higher quality tracks and listen to them on the platform of their choice will boost sales of digital music,” says Eric Nicoli, CEO of EMI Group.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
IIPM : EDITORIAL & RESEARCH
IIPM going global
On "IIPM - Arindam Chaudhuri - Planman"
IIPM Press Release :- It’s all about value
IIPM :- Younger generation is not finding Nokia attractive
IIPM Publication :- Electronically Yours
IIPM Publication :- The legendary Hungarian hospitality
IIPM & 4Ps Release :- Search me if you can, lazy bones!
ABOUT IIPM
IIPM :- Opportunities for those who aim higher

Wednesday, April 25, 2007

With a flurry of masterstrokes, K. P. Singh has dominated the Indian real estate sector. But the much hyped DLF IPO is still to see the light of day..


IIPM PUBLICATION

The setting in late 2006 was picture perfect. The markets had witnessed one mammoth IPO by Reliance Petroleum Ltd. And K. P. Singh’s DLF was the next big wave in the wings, and K. P. Singh’s personal valuation was expected to sky rocket. As the front runner in India’s real estate development, what more could one expect? Real estate stocks were on a continuous ascendant, FDI was on the upswing and investors were falling over themselves to be a part of the Great Indian Realty Sweepstakes. But alas, the company ran into rough weather and had to pull back. Besides being bogged down by fighting with minority stakeholders, DLF had decided it wanted to restate its financial earnings on its red herring prospectus.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

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

Thursday, April 19, 2007

It was 3G which broke many hearts... but will 4G prove different?


MANAGEMENT GURU

‘The science of today is the technology of tomorrow’, a cliché apt for the tech-savy world we live in. To add to it all, the merging of wireless world and telecommunication has taken ‘communication technology’ to higher highs at dizzying speeds. And just when we were getting accustomed to the term, loud announcements of the entry of 4G was made.

It’s no-brainer that planning for the next generation must be done while the previous phase is being implemented. And the generations differ from each other on various aspects – right from their primary focus and speed of data transfer, to the degree of mobility. The initial stages, particularly 2G became an instant hit because it revolutionised the way we communicated, making it ‘wirefree’, while focussing on the quality of voice transmission. Then an advanced generation (3G) caught on us, coupled with telecom operators heralding its entry with impressive promises of delivering various web-enabled services and multimedia features. But reality struck, hard... proving their ‘promises’ mere lies. Although the concept of 3G, which not only supported data and voice applications along with a GPRS (General Packet Radio System) platform was satisfying, it failed in terms of cost-eff ectiveness.

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Source :
IIPM Editorial, 2007

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

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