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Friday, December 29, 2006

IIPM Publication :- Lower than the lowest of all...

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Air Sahara is taking the low price route to register market share gains, but it needs to do much more
Eleven months after Air Sahara had agreed to a sell-off bid to Naresh Goyal’s Jet Airways, and six months after the Rs.23 billion deal finally fell apart, the Subroto Roy-owned Air Sahara seems to be stopping at nothing to make up for the damage to its business as well as to its image. The airline recently announced on December 4, that it is currently in talks for a tie up with the upcoming low cost airline Indus Air, where it would provide operational support to Indus Air. For once, the company is also standing out in the face of all competition, as it is decidedly going against the current price fare hikes in the industry. And in the process, it has in fact pipped even the leaders of the price game to the proverbial post!

On one hand, even low-cost carriers have agreed to apply air congestion surcharge of Rs.150 per ticket (in addition to the Rs.750 per ticket ATF surcharge). Au contraire, Air Sahara has introduced a 30-day apex scheme (known as ‘Steal-a-seat’ scheme) on quite a few of the key routes which include Mumbai, Delhi, Hyderabad, Bangalore, Goa, Kolkata, Hyderabad and Chennai. The scheme will offer air travel services during the first three months of 2007 at prices which will be around 80-90% lower than normal carrier fares and 25-30% below what even the low-cost carriers would be charging on these very routes. Capt. G. R. Gopinath, MD, Air Deccan opines, “The economics is simple. Our costs are half of those of a scheduled airline. We will continue to sell tickets at a cost plus; if someone wants to sell at a lower price, he is welcome...” And Air Sahara (not that it needs an express invitation from the competition!), has clearly made up its mind to take up the challenge.

And while this is clearly a strategy to revive its frail market share which today stands at just 8.8% (as compared to a healthy 14% in December last year), this tactic by Air Sahara is certainly not giving its financials a shot in the arm for now. Looking at the simple cost plus premium relationship, this ploy looks quite misplaced but consider that even today, Air Sahara operates at a capacity of just 30-35%. Hence even if it sells tickets at prices lower than its cost, it still makes economic sense as it only means added revenues through much anticipated augmentation in sales. Alok Sharma, President, Air Sahara, asserts thus, “The discount is not being borne at the cost of profitability. The airline has set (for itself) a decent target of revenue generation...”

However, one does wonder how compromising on margins at this juncture was needed, given that the domestic aviation industry is already entering a peak season and excess capacity will hardly be the topic of discussion in corporate boardrooms! It will surely entice a lot of customers to fl y with Air Sahara considering that the other airlines have increased fares simultaneously. Is this a move strong enough to guarantee that the carrier gets some grip over the growing aviation industry?

As has been the case with the US aviation industry, low cost airlines in India too have been shedding a lot of ink; red ink that is. It really needs no rocket science to understand that going ballistic on a low price strategy in isolation, will not be the key to take Air Sahara back to those golden days, although it could surely lead to some short term market share gains. Rather than jumping on the bandwagon of Air Deccan, Go Air et al, Air Sahara needs to create more sustainable differentiators that will firmly entrench its position in the mindset of customers. The company has already borne the brunt of one major debacle with the failed Jet Airways deal. Certainly it would not want to come face to face with another one anytime soon.

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IIPM Editorial, 2006

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Saturday, December 16, 2006

IIPM Press Release :- Ji Subhash Zee!

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Subhash Chandra has emerged as India’s very own media magnate

They call him the ‘Media Czar’ but we like to call him the ‘Media Crusader’. And not without reason! Be it launching the first private TV channel (Zee TV) or launching DTH service (Dish TV), a cable network (Siti Cable), amusement park (Essel World), Chandra ventured into areas where no one had ever dared to step and created a market for himself and subsequently for others too. After all, tying up with the global media magnate Rupert Murdoch and then taking on his Star Network is no mean feat. Despite being battered by competition and facing steep lows, Subhash Chandra always manages to bounce back. The year 2006 has been a momentous year for this media mogul, as Zee TV traced its way up the TRP charts and Chandra created waves by buying a 50% stake in Ten Sports.

Looking at the empire Chandra has built over the years, many would be surprised to know that he hails from a small town of Hissar in Haryana and a Class 12 dropout who started on his own as a young lad of 19. From a cotton seed trader to becoming the small screen king, Chandra has come a long way. And the recent restructuring of his media business, Zee Telefilms into four separate entities – Zee News Ltd., Siti Cable Network Ltd., Wire and Wireless (India) Ltd. & DTH is being seen as a move to create more value for the shareholders.

He has the staunch support of his brothers Laxmi Goel (handles Zee News Ltd.) & Jawahar Goel (involved with cable & DTH businesses). The involvement of Chandra’s son, Puneet Goenka (Director, Zee Telefilms) in Zee Telefilms has enabled a turnaround in the company. Watch out for more backlashes from this media crusader in the coming days!

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IIPM Editorial, 2006,

Dean of IIPM :- Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Monday, December 11, 2006

IIPM : EDITORIAL & RESEARCH

Volume 2 Issue XI, 1 December-14 December 2006
EDITORIAL & RESEARCH
EDITOR-IN-CHIEF:
Professor Arindam Chaudhuri (Renowned Management Guru and Economist)
EDITOR: A. Sandeep
EXECUTIVE EDITOR: Sutanu Guru
EDITOR ECONOMIC AFFAIRS: Prasoon Majumdar
FEATURES EDITOR: Prashanto Banerji
EDITOR INTERNATIONAL AFFAIRS: Siddharth Nambiar
EDITOR POLITICAL AFFAIRS: Sharad Gupta
DEPUTY EDITOR: Virat Bahri
SENIOR EDITOR: Mridu Singh Jhala
ASSOCIATE EDITOR POLICY: Vijay Simha
ASSOCIATE EDITOR ECONOMIC AFFAIRS: M. N. V. V. K. Chaitanya
ASSISTANT EDITORS: Vareen Gadhoke, Steven Philip Warner,
Indira Parthasarathy, Asif Ahmed, Bikram Kesari Jena, Pathikrit Payne

SPECIAL CORRESPONDENTS: Anu Gulmohar, Deepak Patra

CEO:
Abhimanyu Ghosh

CHIEF CONSULTING EDITOR: Malay Chaudhuri

CORRESPONDENTS:
Pooja Priyadarshini, Niharika Patra, Sreoshi Ghose, Sunanda Roy,
Angshuman Paul, Karan Mehrishi, Manish K. Pandey, Siddharth Nahata,
Devdeep Singh, Kumar Anuj, R. Prasad, Surabhi Aggarwal, Kalyan Upadhyay

COPY DESK:
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eha Gupta

RESEARCH:
Nidhi Sharma, Debashish Majumdar
Karan Karayi, Venus Kuiya

EDITORIAL COORDINATORS: Akansha Pradhan, Meena Shukal

DESIGN & PRODUCTION
DESIGN DIRECTOR:
Satyajit Datta
ASSOCIATE ART DIRECTOR: Manish Raghav
ASSISTANT ART DIRECTOR: Chetan Singh
SENIOR DESIGNERS: Kapil Vashist, Siddharth Kapil,
Rajesh Chawla, Dinesh Saini,
DESIGNERS: Jaya Ray, Priyankar Bhargava,
Vikram Malik, Alpana Aditiya
GRAPHIC EDITOR: Kaushal Shrivastava
SENIOR INFOGRAPHIST: Swami Chaitanya Raj
PRODUCTION MANAGER: Gurudas Mallik Thakur
PRODUCTION OFFICER: Udayan Mandal
PRODUCTION SUPERVISOR: Digember Singh Chauhan
PRODUCTION COORDINATOR: Remesh Narayan

PHOTOGRAPHY
CHIEF PHOTOGRAPHER: Shivay Bhandari
PHOTOGRAPHERS: Teeke Tanwar, Sanjay Sharma
Shyam Prasad, B. K. Ramesh, Sujan Singh
PHOTO RESEARCHER: Varun Pal Singh, Sandeep Wadhwa

GROUP MARKETING HEAD
Rajat Thareja

MARKETING & CIRCULATION
CHIEF MANAGER MARKETING & DISTRIBUTION: Surbhi Pandit Nangia
VICE PRESIDENT MARKETING SOUTH: Debojit Chaudhuri
ASSOCIATE VICE PRESIDENT SALES: Gaurav Sachdeo
GM SALES: Karni Singh Jhala
DGM BRAND: Swati Sharma
REGIONAL MANAGER WEST: Namit Sharma
SENIOR MANAGER EAST: Bhaskar Mojumder
MARKETING AND SALES: Amar Singh Cheema, Anjana Singh
Saurabh Kesharwani, Sachin Raina,
Gaurav Dhawan, Ankur Kalia
Mumbai: Kaushik Das, Saimik Sen
Bangalore: Sourish Ghosh, Mark Rahmi Lyngdoh,
Sophia Peters, Naveen
Chennai: Vijay,
Kolkata: Nandini Pal, Sanghamitra Chowdhury, Sourya Gooptu,
Hyderabad: Gaurav Chandra
GENERAL MANAGER CIRCULATION: Narendra Budhiraja
REGIONAL CIRCULATION MANAGER NORTH: Yogesh Shriwastava

CIRCULATION DEPARTMENT
Bhupender Singh Bisht, Kapil Kaushik, Rajeev Nayan Sinha,
Ballal, C. Shiva Kumar, K.M. Puttaiah, B.S. Pandey, Shreemanta,
Gaganpreet, Arindam Das

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Published from : 9, First Floor, SCO-34, Sector-11, Panchkula - 134 112 (Haryana)
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Tuesday, December 05, 2006

Making a mark in all segments – that’s the real ‘Joshi style’ for you, totally unedited!

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There are just a handful apparel companies in India that are wellknown along the length and breadth of the country. Among these famous few, S.Kumars definitely comes to count. It is one of the few textile companies that has expanded operations radically and has clearly become a household name across various cities. 4Ps B&M team met Tarun Joshi, CEO, Brand House Retailing (a subsidiary of S.Kumars which owns brands like Reid & Taylor and Escada) and has created a fashion statement of its own. But don’t jump to the conclusion that he is a mere bon-ton icon, as his passion for polo confirms his sporty attitude. Keeping his chief sophistication at bay, dressed in a debonair brown suit, he cheered for his favourite team on Jaipur pologround in New Delhi with youthful enthusiasm of a schoolboy.

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Source :
IIPM Editorial, 2006, Professor Arindam Chaudhuri's (Renowned Management Guru and Economist) Initiative


Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, November 27, 2006

Don’t take my cheese away...

IIPM PUBLICATION
The early bird gets the worm, but the second mouse gets the cheese. However, these words of Jon Hammond do not seem to be working for the Indian Mutual Funds (MFs) industry. Be it the buying or selling of equities, MFs have been the late movers every time, hence resulting in losses for investors due to the missed opportunities.

Interestingly, although the stock markets have bounced back to new historic heights after the crash in May this year; MF Net Asset Values (NAVs) are still lagging behind their top levels. For instance, NAV for Prudential ICICI Dynamic Plan (Growth), which was at 60.97 on May 10, 2006, is still at 57.74 (as on October 25). SBI Blue Chip Fund, which was at 11.58 o May 10, is still at 11.11. The situation is more or less same with almost all MFs.

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Source : IIPM Editorial, 2006, Professor Arindam Chaudhuri's (Renowned Management Guru and Economist) Initiative


Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, November 13, 2006

Antony... A. K. Antony – Integrity, honesty and loyalty, finally arrive at the Ministry of Defence

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He is one of the few good men who dared to enter the politics and succeeded too. Moreover, he has never been accused of any corrupt practices. Yet, he has been resigning at the drop of a hat from almost every high post that he has held so far. Arackaparambil Kurian Antony, 65, who was appointed Defence Minister of India on October 23, has an unblemished career spanning over 45 years now.

Antony, like the first Defence Minister of India, V. K. Krishna Menon, hails from Kerala. But, the similarity ends here. While Menon was known for his aristocratic lifestyle, Antony leads a Spartan life. While Menon was a very good orator, Antony is a good organiser and even better administrator. And while Menon had to resign from Jawahar Lal Nehru’s cabinet after the 1962 Sino-India war debacle, Antony has been resigning from every post on his own sweet will.

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Source :
IIPM Editorial, 2006, Professor Arindam Chaudhuri's (Renowned Management Guru and Economist) Initiative

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Wednesday, November 08, 2006

Hold on! Your PC’s gonna burst in flames!

IIPM PUBLICATION
Nothing can remain isolated in the open market, can it?! And after making its decision public, to recall 9.6 million laptop batteries from the market due to fire hazards, Sony – the world’s second largest consumer electronics manufacturer – felt the heat in its quarterly earnings too! Sony’s second quarter profits for the quarter ended September 2006 fell by a hair-raising 94% to just $14 million from $329 million in the corresponding period during 2005. The profit figures lost sheen owing to the extra added cost of $429 million in relation to the battery recall. Worse enough, all these recent developments have forced Sony to trim its earnings forecast for the year 2007 to such an extent that it represents the lowest since 2002.

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Source :
IIPM Editorial, 2006, Professor Arindam Chaudhuri's (Renowned Management Guru and Economist) Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Tuesday, October 31, 2006

Sealings have put Sheila Dixit’s political future at stake

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Nikita Khrushchev once said, “Politicians are the same all over. They promise to build a bridge even where there is no river.” The saying categorically matches with the sealing of commercial establishments in residential areas being pursued in the country’s capital.

The Sheila Dixit Government in Delhi, which had promised a whole galaxy of mandates while seeking re-election, refutes the charges of being responsible for the city’s dismal state. The state of affairs where government has to demolish the illegal construction at court’s instructions and irate shop owners pelting stones at police force, speaks of the kind of control and governance in Delhi.

The nexus that allowed the mushrooming of these illegal constructions, however, continues to thrive freely. While the urban population, which was the beneficiary of the construction suffers, the government officials who turned a blind eye and abetted the illegal construction, obviously for a price, have got away without punishment.

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Source :
IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.
Hindustan Times Article - Publisher goes underground
Rashmi Bansal (Editor of JAMMAG)
Rashmi Bansal (Publisher of JAMMAG)

Friday, October 27, 2006

TO FOLLOW OR NOT TO FOLLOW...

IIPM PUBLICATION
The multiplex owners in India are following the path taken by hotels and airlines in the country by slashing down on the frills. PVR Ltd, the leader in films exhibition and one of the biggest competitors for Adlabs, expressed its clear intentions of setting up a string of budget multiplexes across the nation with tickets that would be priced between Rs.40 and Rs.60 called ‘PVR Talkies’. Not surprising though, these theatres are all set to mark their debut in non-metro towns to maintain the premium nature of the PVR brand in the big cities. The question is – will AFL follow suit?

Regarding AFL’s plans in non-metros, Manmohan Shetty, CMD, Adlabs reveals, “Since so many new players have come, it is not only a quality benchmark anymore; it is also a financial benchmark that comes into play. We are having a constraint to not do certain things because there is a constraint as to how much you can invest in one multiplex or on one show or per screen and it is also about what we call a commercial constraint.” AFL would be missing out on a massive opportunity though. With domestic theatrical revenues set to grow at 17% annually to touch Rs.86 billion in 2010 from the current Rs.34 billion according to KPMG analysts, AFL should focus heavily on their exhibition business. AFL’s move to tie up with renowned filmmakers like RGV, Ramesh Sippy, Prakash Jha and Vipul Shah for co-production is a step in the right direction. To this, Manmohan Shetty pronounces, “We thought of partnering with filmmakers who have their own ongoing projects and tie-ups...” AFL will be acquiring a majority 51% stake in Synergy Communications Pvt. Ltd. (announced on September 7, 2006), which is known for the popular Kaun Banega Crorepati. This move indicates its intentions for the TV content-production business, which is currently growing at 15% annually and contributed over 60% to total revenues of the Indian entertainment industry in 2005.

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Source :
IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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...Or be ACC! India’s largest!

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, October 23, 2006

The trinity that triumphed...

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Day upon day, this band of merry men on a mission charted a course across the unspectacular countryside terrain, with only one feature catching the eye; that of orderly crowds straining to catch a glimpse of these (then) modern-day heroes. Gandhiji propagated his message at every given opportunity, and the impact he made was profound not just because of his innate simplicity, but the austerity with which his satyagrahis chose to go about their sojourn. “Gandhiji insisted on following Sabarmati’s routine; prayers were offered twice a day and everyone had to spin the charkha too”, claimed my garrulous Gujarati pal. A horse was procured for Gandhiji keeping in mind his advanced years and the distance covered daily, but he scoff ed at the idea, instead opting to rough it out with his comrades, so much so that the satyagrahis even shunned monetary contributions. Acts such as these helped Bapu marshal public sentiment.

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Source :
IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative


Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, October 18, 2006

...Or be ACC! India’s largest!

IIPM PUBLICATION
ACC was an upshot of the coming together of ten cement companies under one parasol way back in 1936, at a time when terms like mergers and acquisitions didn’t even exist. Right from its derivation, the company has been involved in the task of taking the Indian cement industry to newer heights. Since its seven decade long journey, this company has gone through many hands from Tatas to GACL to Holcim, but still its operations never suffered, which gives an insight of how effective, efficient and dedicated ACC’s management has been. Today, by being part of the international Holcim group, the company looks forward to a smooth integration, relying on the anticipated synergies.

And now, N. S. Sekhsaria, Chairman, ACC, comments, “I believe that the company stands at another important threshold – one that can open up global benchmarks for performance.” Threshold it sure is! For the six months ending June 2006, ACC’s sales stood at Rs.31.84 billion (growth of 16%) and profits touched Rs.6.43 billion, roughly twice the figure registered in the previous year. At ACC, cement accounts for maximum business, followed by refractory and ready mix operations. The company dominates around 12.8% of the total market in FY 2005-06, although market share declined by 0.4% as compared to the financial year 2004-05.

The installed capacity of the company is 20 MMT, making it the largest cement company in the country. It has 14 cement factories under its belt. Furthermore, a well laid out channel network across the nation makes ACC a tough contender to be dealt with. With an army of more than 170 warehouses and 9000 dealers – which makes sure that the produce reaches every nook and cranny of the country – Associated Cement Companies is our sectoral #1!

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Source :
IIPM Editorial, 2006, Professor Arindam Chaudhuri's (Renowned Management Guru and Economist) Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, October 11, 2006

A few Bollywood directors on TVC’s

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“I’ve worked with quite a few Bollywood directors on TVC’s and found them (with one exception) unsatisfactory. They bring to the table attitude and arrogance that they probably can get away with in their domain, but which can’t (and doesn’t) work here. They seem to be distinctly uncomfortable with discussion, debate, collaboration and any form of dissent or second opinion. That is not on with me, simply because I know my brand better than them and the final word has to be mine. After all, I represent my clients interest. Weaker creative heads, I guess, are either bullied or the poor bozo’s are so star-struck by the Bollywood star-director dazzle, that they are perfectly happy to bask in their company, irrespective of the quality of the TVC.” Prasoon also detests the attitude of some of the Bollywood directors who have (in the past) approached him for doing TVC’s because “aaj kal khali hai. Next production six months baad. Kuch Ad films hai to karte hai, boss …” For a professional who’s bread ‘n’ butter comes from advertising, a calling he’s invested passion and commitment to, this casual “timepass” approach is both sickening and shocking. Like Padamsee, when the crunch comes, its tried n’ tested pro’s like Prasoon Pandey or Ram Madhvani, hands down!

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Source :
IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, October 09, 2006

Here’s one rooting for innovations...

News, news & still more news of great financials & dividends, alliances & acquisitions, awards & felicitations, new product launches... phew! The list simply extends to a lifetime of milestones for this software company. Cranes Software, established in 1991, has been working hard at maximizing its value, to enable its stakeholders to reap the rewards.

With a global footing in over 39 countries today, Cranes Software has expanded its user base to over 360,000 engineers from corporations like AT&T, Texas Instruments, Bayer Corporation, BP Chemicals, Ford Motors, 3M among others, including many Fortune 500 companies. In the words of Managing Director, Cranes Software International Limited, Asif Khader, the software major has a vision “to emerge as a preferred technology partner for the global scientific and engineering community.” And he’s steering the company determinedly in that very direction.

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Source :
IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, October 04, 2006

Fair game?

IIPM Best MBA Institute
For decades, women have been portrayed in stereotypical roles. Has anything really changed? They are still shown as housewives dependent on men, and as sex objects in advertisements. The mould has been cast and it seems near impossible to break it. You may not see her much in a saree today, or with the vermillion on her forehead, but deep inside, she is very much the same. She is still insecure if her skin colour is not fair and lovely. The numerous advertisements for the varied types of fairness products show how it’s important to be “fair skinned.” Success for a woman is still defined by her fairness quotient. Fair skin is considered an asset in India and advertisements are leaving no stone unturned to prove it so, that your skin colour decides your future. Consider the ad for “Fair and Lovely”, one of India’s leading fairness creams. The father of a dark skinned girl is trying to get her married to an old bald man. However, she manages to change her destiny in the nick of time when she starts using the fairness cream.

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Source :
IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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News At Work (continued alongside) : IIPM
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, September 20, 2006

Reverse talent drain – this time, from the Gulf

IIPM PUBLICATION
Gone are the days when Indians were considered suckers for accepting low-paying jobs. A report by GulfTalent.com, an online recruitment firm based out of Dubai, claims that many workers were leaving the Gulf region as the soaring inflation rate had reduced their savings potential (of course, migration into the area, particularly to Dubai, continues unabated). This labour crunch is now forcing companies to scout for talent – and at times, they are even willing to take in fresh graduates, and workers from China and Malaysia. The prevailing situation is also reducing the “pay gap” between Indians and their Arab and Western counterparts in the Gulf. What else is driving the salary hikes?

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IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Wednesday, September 13, 2006

Coffee, Tea & me

IIPM Best MBA Institute
From the plantations of North-East India to the highly competitive and fast growing markets of Europe and US, Tata Tea has indeed made some bold and aggressive strategic moves. But can Tata Tea bring to fruition Ratan Tata’s grand strategy to leave behind a legacy that will rival that of JRD Tata?


Who would have thought that a day will come when there is a face off between 68 year old Ratan Tata, Chairman of the $18 billion Tata group, and Indian born American citizen Indira Nooyi, newly anointed CEO of the $32 billion PepsiCo? The possibility of this face-off is no longer a fantasy. On the face of it, the $677 million takeover of Energy Brands Inc. by Tata Tea in the United States – the biggest takeover deal ever for any Indian company till date – poses no threat to the soft drinks behemoth. Yet, growing at almost 200% a year in the recent past, Energy Brands, also known as Glaceau, is selling energy water brands that are emerging as a global strategic threat to the Pepsi’s various energy drink brands.

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IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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TomKat to the rescue!
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Monday, September 11, 2006

TomKat to the rescue!

IIPM PUBLICATION
The cupid-struck brand-new mum and dad Tom Cruise and Katie Holmes are back in the news, but in a light previously unseen. Driving home after watching their pal David Beckham’s team Real Madrid beat Real Salt Lake, the gorgeous duo came upon a car crash and the next second rushed to the aid of the couple inside. After confirming that they weren’t critically injured, the two stayed on to reassure and support them until help arrived. From jumping on the couch to jumping to the rescue, this incident sure speaks volumes of media’s favourite celebs!

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IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

Friday, September 08, 2006

Seizing Golden Opportunities


IIPM Best MBA Institute
Diwali is one time of the year when buying precious stones and metals (read gold) reaches new heights. The gems & jewellery players are ramping up their act to cash in on the sizzling hot opportunities the season brings. The All India Gems and Jewellery Trade Federation (GJF) has already jumped into the fray by launching a 45-day nationwide shopping festival called ‘Lucky Lakshmi,’ with their lucky draw scheme of winning 5 kg gold.

Not to be undone, the dashing diamond brand D’damas is planning discounts & gifts. “We have many new collections lined up for our consumers and also intend to rope in Minissha Lamba as our new brand ambassador,” affirms Mansi Sanghvi, media planner for the group.

With D’damas planning to rope in Minissha Lamba, the De Beers Group is not sitting quiet either. After having scored a coup of sorts by roping in Bollywood actress Aishwarya Rai as its brand ambassador, the company is now betting big on this Diwali with their new launch of ‘Nakshatra Dew Drops Diamond line’. The company is buoyant about its 300 new designs for the Diwali market.

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IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Wednesday, September 06, 2006

Daniel Bricklin


IIPM PUBLICATION
If Daniel Bricklin would have continued with his first love, mathematics, the chronology of computer science would have definitely missed out on the electronic spreadsheet – VisiCalc. It was an invention that transformed computers from a heavy metal box to a device that could make work easier, faster and more accurate. After graduating from Massachusetts Institute of Technology, Daniel joined Digital Equipment Corporation and gained valuable work experience. After a few other planned shift s at the job, he finally decided to pursue his a Harvard MBA. His new college became the groundwork of something that was going to change his fortunes... literally! It was in Harvard that he developed an idea to formulate a program that would allow users to use numbers as efficiently as they use words. He envisioned a program that would let users perform all kind of calculations related to budget, inventories, cost estimates & investment. Along with his friend Bob Franksten, Daniel took the idea from the inception to implementation.

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IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Robert Noyce and Gordon Moore
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Mr. ‘Pleasure’
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Thursday, August 31, 2006

Mr. ‘Pleasure’

IIPM MANAGEMENT INSTITUTE
Leading a company that is a ‘market leader’ for the past two decades is no mean feat. The job is even more difficult as you have the burden of consistently excelling your own achievements! Pawan Munjal, CEO of Hero Honda Motors has successfully charted out the growth for his company with a vision for sustaining Hero Honda’s number one position. Here’s how he manages it: “At Hero Honda we constantly strive to provide the best quality and value for money products to our customers. Since the inception we adopted a customer-driven approach for all our initiatives.” Armed with a graduate degree in Mechanical engineering, Pawan is credited with bringing about technological and managerial excellence in the company’s day to day operations. His dedication toward product improvement has helped Hero Honda in launching products that are not only ahead of competition, but always way ahead of time. Remember the just4her Pleasure, an effervescent 102cc scooter, which has already become quite a rage in the market? Watch out for more from this keen business tycoon, who’s also an avid golf enthusiast.

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IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Tuesday, August 29, 2006

Angie and Uma go ‘beyond borders’ in love, life and acting

IIPM BUSINESS & ECONOMY
When goddesses placed their ethereal feet on Earth and mingled with mortals in epic times, their devastating beauty and power destroyed nations (remember the golden Apple of Discord?). Once again, two goddesses, who have no golden apple but who rule the silver screen nonetheless, are mesmerizing audiences. Racing towards legendary Hollywood status, Uma Thurman and Angelina Jolie have married femininity with athleticism, and spirituality with the material. Emblematizing the American melting pot, Angelina, born on June 4th 1975, inherited her enviable genes from French-Canadian model/actress Marcheline Bertrand and the Academy Award winning actor Jon Voight. Uma, born on April 29th, 1970, also grew up in a multi-cultural milieu with a Swedish model as a mother and a father who is a professor of Indo-Tibetan Buddhist Studies. Besides their privileged and culturally diverse upbringing, the Uma-Angelina story has been running a parallel course for years.

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Source :- IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Thursday, August 24, 2006

Harmful Chemicals In Soft Drinks

IIPM PUBLICATION

Imagine the following scenario: Your favourite soap brands are found to have chemicals that irretrievably, albeit slowly, damage the skin of the user. Three years after the discovery, the top FMCG companies continue to insist that they follow the best safety practices and urge policy makers in India to set proper norms for them to follow. Later, when it is discovered that the most advertised brand of shampoos permanently damage your hair, the same FMCG giants mouth the same platitudes. Imagine ready to eat soups slowly poisoning you with pesticides and chemicals and a big multinational claims that the government is yet to fix the exact definition of what is acceptable poison. Imagine Indian butter and cheese riddled with traces of poisonous chemicals and some of India’s most admired consumer companies polemically pronounce that both the companies follow the best international practices.

Even worse: imagine these ‘world class’ companies peddling best selling brands whining that local brands and products are equally, if not more, harmful; and further squeaking on why a ‘vindictive’, publicity seeking’ organization and the media are singling out these companies. The whole brouhaha about unacceptable quantities of pesticides & other harmful chemicals being found in carbonated soft drinks, including the blockbuster brands Coke and Pepsi, really boils down to this: the incredible arrogance and sheer effrontery of the cola giants; smug in the belief that the Indian consumer is basically a moron and that policy makers can always be trusted to abdicate their responsibility towards public health and safety.

Suddenly, Indian consumers are waking up to what was considered to be a joke earlier. They now believe stories about how farmers in Punjab, Haryana and Andhra Pradesh have been using the colas as pesticide since they are cheaper! And the stinging words of religious preacher Swami Ramdev – “Thanda Matlab toilet cleaner” – appear less a publicity stunt and more a home truth to the Indian consumer. Suddenly, the March 2006 news about a Consumer Court fining Pepsi Rs.1 Lakh because a condom was found in the bottle is no longer a mere funny incident, but a deadly and poisonous reality that Indian consumers must confront. Forget the gory details of the chemical composition of pesticides found in colas; forget the nitpicking that lobbyists speaking on behalf of cola companies are indulging in; forget the shocking statement from Union Minister Sharad Pawar defending cola companies by saying that pesticides are found even in mother’s milk. Quite simply, the Indian consumer is asking one question: Have cola companies – who claim to be world class – been poisoning Indian consumers despite credible reports of the harmful contents prevalent in their products?

In 2003, the Center for Science & Environment (CSE) released a report that revealed that soft drinks sold in India contained unacceptable levels of pesticides and other harmful chemicals. The Director of CSE, Sunit Narain, recalls that she was able to observe three sets of reactions. The first set: The lobby led by Pepsi and Coke sought to completely discredit the report, some inspired leaks in the media even calling her a stooge of European lobbies out to damage the reputation of American multinationals! The second set of reactions: The then NDA government set up a Joint Parliamentary Committee (JPC) to investigate if the “recent findings of the Center for Science and Environment regarding pesticide residues in soft drinks are correct or not.” And the third set of reactions: The Indian consumer voted with her wallet and there were reports of a substantial drop in sales.

Of course, Narain recalls how the soft drink giants used Bollywood celebrities like Aamir Khan to reassure Indian consumers that their products were indeed safe. But much to the chagrin of companies like Coke and Pepsi, the JPC found that virtually all allegations made by the CSE report were correct and that Coke and Pepsi were indeed selling products laced with unacceptable levels of pesticides. The JPC strongly recommended that a law be enacted to set clear norms for health and safety of Indian consumers. Three years down the road, the proposed law is yet to be enacted, notified and enforced. (Do remember it took our Parliamentarians just one day to unanimously pass a law enabling criminals to contest elections!). And now, three years after the original report, another CSE investigation – this time even more widespread & scientifically rigorous – reveals shocking details:


  • The average pesticide residues in all brands of PepsiCo were 25 times the norms set by the Bureau of Indian Standards (BIS).

  • The average pesticide in all brands of Coca Cola India was 22 times the norms set by BIS.

  • The concentration of Lindane, a confirmed cancer-causing chemical, was 54 times the standards set by BIS.
No wonder, the latest findings have created another storm of controversy. Says Atul Kumar Anjan, CPI Secretary and Rajya Sabha MP, “What happened to the JPC report that was constituted under Sharad Pawar? The entire report was hushed up. How were cola companies allowed to sell their produce for three years without verification? Why didn’t government conduct random checks? Does it require an NGO to point out loopholes in government’s own procedures every time? Will it take action against the lax officials?” It is of course quite natural for politicians to raise these issues. But what can be felt across India is a kind of seething rage amongst consumers at the cavalier and disdainful manner in which cola giants have been treating them.

Says Bangalore based working wife and mother of two children Geeta Ranjan, “I feel betrayed. I always thought that all this talk of Big Business subverting the government and the law to cheat the consumer was propaganda of the Leftists. I used to vociferously support American multinationals. I don’t think I can do that now.” Delhi based housewife Sudha Sadanagi is even more scathing, “My daughter adores Aamir Khan & is now throwing a tantrum because I have stopped her daily bottle of Coke. She insists what Aamir Khan drinks has to be good. He made such a noise about Narmada Dam. Now will he also raise his voice against Coca Cola for poisoning my daughter?”

Politicians have an unerring knack for figuring out the pulse of public opinion. So you have the state governments of Punjab, Uttar Pradesh, Gujarat and Madhya Pradesh banning the sale of colas in schools and colleges. Many other states are scheduled to follow suit. Colas had been banned from the Indian Parliament in 2003 itself when the first CSE report revealing the presence of pesticides was released. But more action might be taken if politicians raise the bar of protests and demand more action. Says Tom Vadakkan, Secretary, All India Congress Committee, “The findings are shocking. If Coke & Pepsi are maintaining the FDA (or any other standard) in US, the same parameters should be applicable here as well. Government must come forward in this matter.”

Secretary of CPI, D. Raja, is even more persistent, “The immediate action should be a ban on Pepsi and Coca Cola as it is a heinous crime against the Indian consumers. There should be an immediate ban on Coca Cola and Pepsi in schools right up to 12th standard, at railway stations, bus stands, & at those places where mass consumption is possible. It should be sold at select sites for those who are (still) willing to take it.”

Even as politicians find yet another cause to chase and score some brownie points, Coke and Pepsi need to be more worried about how the average Indian consumer is reacting to this latest controversy. Bangalore based Ranjan & Delhi based Sadangi quoted above have already revealed the depth and intensity of anger against the cola giants amongst Indian consumers. This seems to be having a clear effect in the place where it matters the most – the market place. While it is impossible to get any accurate sales figures, since both Pepsi & Coke think it is privileged corporate information, there are clear indications that the adverse publicity is hurting the cola giants. Says Amandeep, Marketing Head, Papa John, a global giant that recently launched a pizza chain in India: “Virtually every parent who has booked our place for a birthday party for their child has specifically instructed us not to serve any cola.”

Of course, both Pepsi and Coke have already unleashed an expensive damage control campaign with huge advertisements in newspapers that have banner headlines screaming how safe and world class their colas are. In fact, Coke has blithely asked “esteemed customers” to send a mail to an e-mail address so that the company can take them on a tour of how world class Coca Cola’s facilities are. (Hilariously, even technology seems to be conveniently deserting these giants. E-mails sent to the mail id bounce back with a message, “Mail box not available!”) Yet, many activists in India seem outraged that companies like Coke and Pepsi repeatedly get away by behaving in a manner that would not go unpunished in a country like the United States. In the land of capitalism and free markets, corporate entities are imposed huge penalties and fines if they take investors or consumers for a ride (See table). Yet, something like that can be a distant dream in a country like India where even rapists and murderers get off the hook by using ‘connections’. And Narain of CSE clearly hints that the two cola giants used their clout to thwart effective legislation that would “officially” expose their duplicity, hypocrisy and strong arm tactics. In fact, CSE claims that their offices were visited by Intelligence Bureau officials and pressurized by the government to reveal sources of funding, audited account details and employee details for 20 years!

Consumers being taken for a ride has become a regular habit for companies (see box on right). There is virtually no food product in India that is not contaminated by pesticides and other harmful chemicals. The real solution is to enact effective laws & ensure they’re implemented in letter & in spirit. For the last three years, Indian policy makers have been working at their own elephantine pace to enact such a law. In the first week of August, the Rajya Sabha did pass the Food Safety & Standards Bill, 2005. Yet, even this might not prove sufficient to deter a company with deep pockets from running rings around the Indian consumer. Hailing the new law as a land mark, the Food Processing Minister, Subodh Kant Sahay, remarks, “The new Food Bill has a provision for consumers to lodge complaints... Action will be taken against manufacturers if the complaints are found valid.” The penalty: A fine ranging from Rs.1 lakh to Rs.7 lakh. But then, how much of hurt would a Rs.7 lakh fine cause to a company that can pay millions of rupees to celebrities like Aamir Khan to endorse its products & then spend hundreds of millions more in advertising?

Many senior level managers who spoke to B&E pointed out that the problem in India has never been a shortage of laws, but the right mechanism to enforce those laws. And all agreed that the only possible way for making companies like Coke and Pepsi listen to the wake up call is when the Indian consumers decide to vote with their wallets.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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