Industrial Security Froce

Says former Central Industrial Security Force Director-General K. M. Singh, “It should give honest officers the stability they and their families need.” The Supreme Court recommendations are a voluminous exercise, which desperately needs to work. It was 25 years ago that a proposal was made to clean up the system and there are numerous cases of the police being influenced by political motives since then. In New Delhi, for example, the Priyadarshini Mattoo murder case drags on. There are many unreported Mattoos, which makes it worse.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

‘CALLING’ ALL ‘FASHION’ FREAKS

PRICE DOMINATED MOBILE PHONE WARS ARE NOW ALSO BEING FOUGHT ON FEATURES AND ON STYLE!
From those unsightly and ponderous handsets to Motorola’s epitomes of designing excellence, the Dolce and Gabbana range, from the brick like Nokia 5210 to all-inclusive N-Series, the Indian mobile handsets industry has seen it all. Monthly subscriber additions of over 5 million and the world’s cheapest call rates(under 2 cents) are forcing the global handset makers to fine-tune their strategies to suit India. “Motorola is bullish on India and is gearing up to play a defining role in the country,” said Edward J. Zander, Chairman & CEO, Motorola Inc., while announcing India as Motorola’s headquarter for its High Growth Markets last year.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

M&M Group

(MASL), in order to integrate both the companies. Post this news, the shares of MASL climbed 8.5% on September 28. This is not the first time that the M&M Group has made inroads into the global arena. In fact, it is the third major investment by the company in a time span of just one year. The first acquisition was made in December 2005, when it acquired 88.41% in Plexion Technologies (India), a group company of the Mauritius-based Plexion Technologies. Then in January 2006, M&M had acquired 98.6% shares of UK-based Stokes Group Ltd., which specialises in automotive forging.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

Kirloskar Brothers

Kirloskar Brothers, which is ranked third on average figures, could easily have taken the top position, after having offered a dividend of Rs.20 and Rs.30 in FY 2003-04 and 2004-05, respectively. But with a stock split and payment of Rs.4 per share as dividend in the subsequent fiscal, its ranking plummeted two levels below. If one were to consider the financial year 2005-06 alone, Essel Propack is the company with the maximum dividend yield for that period; it paid out an aggregate dividend of Rs.22 per share for the financial year. Tube Investments of India Ltd. is the second best for the same period of FY ‘05-06. The company paid out Rs.23.50 per share as aggregate dividend in that year. GTl Ltd., Godrej Consumer Products Ltd. and Monsanto India Ltd.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

India On Top

In fact, diversified companies like Max India and Mahindra & Mahindra on an average saw increases ranging from 350% to an amazing 425% respectively. At the same time, core companies like Ranbaxy, Polaris and SAIL were languishing at sub 68% levels. A comparison was also drawn between Indian and American companies for the same time period and a startling fact was unearthed. Even on the New York Stock Exchange, the biggest value destroyers in the previous two year history of corporate America have been none other than those who have focused solely on core competence. Surprisingly, The shareholders’ value destroyers list includes some of the Fortune 500 companies like Viacom, Merck, Coca Cola, Colgate-Palmolive, SBC Communication, Time AOL Warner, Lockheed Martin, Eli Lilly; the list just goes on.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

NIIT LIMITED

CEO: VIJAY K. THADANI
Founded in 1981, over time NIIT Ltd. has spawned into a powerhouse of talent, with the largest LAN in the country, over 200 nodes and several communication bases. Associations with world leaders, NIIT academies and management programs to educate students and professionals alike has furthered their goodwill considerably. Major expansion plans are on the cards within NIIT: They’re setting up training institutes in China and other South Asian markets and have also teamed up with the likes of Sony, the Indian Ministry of Defence and the Singapore government to name a few.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

HOME (TECHY) HOME!

WATCH HOW TECHNOLOGY TAKES OVER...
Driving home after a hard day’s work? Before you can turn the key into the lock, rest assured that the lights would be on, the AC will have adjusted the room temperature to your desire, and your microwave would have heated up your fav evening snack. No, this is not dream-land, but a reality of the 21st century digital home. All you have to do is click a few buttons on your every day personal computer, a hand held PDA or a 3G mobile phone. With new innovative computer aided systems, entire homes can be accessed from any part of the world by the owner. Local alliances between real estate agents and large appliance companies, now enable scientists to develop fully accessible collective homes.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

Products and Services

The report is pertinent for marketers across products & services. In fact, these revelations should push marketers to change their strategy according to the changing dynamics and spending habits of this group. The report points out that a company has to guard its brand very carefully and never let it deteriorate in the minds of the customer, making the ordinary, extraordinary and finding new ways to offer luxury and focus on building long term relationships with customers. It’s an all new mindset, and is here to stay and only grow with time. The trick, for marketers, is to adapt quickly and cash in!

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

"Brand Me Affluent!

The first insight – “Brand me Affluent! Possessions and Persona Symbolize Affluence,” shows how today’s affluent strive for class, sophistication and confidence and believe that lifestyle and persona are necessary to be an affluent rather than simply material possessions. The second insight is – “Nothing but the best”, which in effect portrays that today’s affluent want the best and the latest. The third insight – “Luxury is having the world at my finger tips first,” where the new Indian affluent wants to acquire everything before any one else. The fourth insight is the “Ethnic Chic” in which the Indian affluent blends the local and global luxuries and wants to have the best of both worlds. And the last one – “You think I’m demanding? Next,” – wherein the Indian affluent wants to seek high quality and noflaw products and services, with minimum or no hassles.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

Ghandhigiri Wins Again!

Sooner or later, realisation will have to dawn – and voila – Gandhigiri wins again! I concede these are simplistic instances, and it’s highly improbable that a fleet-footed society like ours would ever spare enough thought to such Gandhian measures. And that’s the pity of it all. It requires a movie like Munnabhai to revive our respect for the Mahatma, and the values of honesty, fortitude and righteous protest he extolled.

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006