Decorative segment

On one hand, the competition brags about its decorative segment sales contributing more to its kitty, Ashok Saini, VP (Special Projects), KNP confusingly claims, “KNP has a ‘balanced sale’ between decorative & industrial, divided equally. With this unique positioning, it benefits from growth in both business areas. Other companies are either primarily decorative or industrial.” As far as the marketing efforts of the company go, it is taking up innovative marketing efforts to capture that elusive customer mind share in the decorative segment.

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Source : IIPM Editorial, 2007

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

Straight-line calculations

Further, straight-line calculations do not take into account relationships with other parts of the world, like the Middle East, where tie ups and friendships with one country or another could very well change over the next few decades. Given that reality, then, what broad brush scenario would you bet on for the next 50 years? Would it be America’s 3% annual growth or China and India at 8%? We’d take America for a simple yet incontrovertible reason. Its system – the sum of all its parts – works. And when it breaks, it bounces back fast. Now, don’t worry; we’re not going to start singing the “Star Spangled Banner.” We just believe US economic dominance isn’t a function of how long it has been leading the pack. It’s about how America operates as a country. We’re talking, mainly, about freedom and stability. The US has a final competitive advantage that is as powerful as it is unique: its confluence of bright, hungry entrepreneurs and flush, eager investors.

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Source : IIPM Editorial, 2007

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

Environment labourers...

In our conversation with Sampat Lal (MLPC), Bhakta Ram (President, Adivaasi, Karyagar Majdoor Sanstha) & Sohan Lal (mine worker) asserted, “Environment, labourers... everybody is exploited out here. Seths (mine owners) only keep filling their pockets with money and that’s all.” The Aravalli Range is facing huge disturbances. We were stunned at the sight of ‘whole’ mountains being razored down to ground zero and in some cases the miners had dug well beyond 150 feet! Subrotto Dutta, activist, explained to us, “More than 50% of the mining is illegal, this means huge resources are being lost and government doesn’t even get a pie of it, besides the environment gets damaged!”

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Source : IIPM Editorial, 2007

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

The green knight

Leo has been up to his ears trying to save the planet and he’s even figured out a way of earning money in the process. For this, Leonardo has converted all 104 acres of his personally-purchased island into a self sustaining environment-friendly resort that works on renewable energy sources. When not minting money, he drives an electric car and relaxes in his home fitted with solar panels. He has even written and directed a documentary on climate change called The 11th hour. Leo sure is a true blue green hero!

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Source : IIPM Editorial, 2007

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

"dumbed down"

D: Now that society has “dumbed down,” and it’s all sensational and tabloid, we have to re-invent ourselves to keep our issues on the front burner.

P: I think it is essential to play in the arena you’re in. I think that’s something PETA is very cool with. You will do the stunts, you will do what people might think are silly things, but in order to get the point across, I think you have to.

D: We are seeing the first generation of kids who have grown up with this issue, and many of them are going vegetarian or vegan. You have raised some fantastic vegan kids. What would you say to anyone who is worried about their kids going vegetarian or vegan?

P: I would say quite conclusively that the facts are in favour of vegetarianism. We always say, for animal cruelty, vegetarianism is the great solution to get rid of that. For the planet, (to prevent) depletion of the water and the land and everything, it’s a great idea, too. And I think it’s a great thing for your health, and I think doctors nowadays agree. That’s your first step, and I think your second step is to just look in the supermarket for good veggie food, and it’s readily available now. It’s very easy to do. Anyone that’s worried about it, get the facts, look into it, and go do it.

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Source : IIPM Editorial, 2007

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

. Poverty and poaching go hand in hand. Is it realistic to hope for an end to poaching as long as a sizeable number of people in the country remain poor?
Given a choice, most people will not indulge in illegal activities. Poor people living on the fringes of good wildlife habitat oft en turn to poaching, or assisting professional poachers, not because they want to but because otherwise their families would starve. And of course there are also ‘bad hats’ in every community and society to encourage this. We have let down forest fringe dwellers by not off erring them alternatives and opportunities to better their situation. Corruption plays a large part in this, for even where there are schemes to help these communities, they oft en do not benefit the people they are supposed to. In Ranthambhor, for instance, a tiger poacher confessed that he had used the money he made to buy gift s for his family and to organise a puja for his dead grandmother’s soul.

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Source : IIPM Editorial, 2007

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

Reduced carbon dioxide

The consequences of the second paradigm, the reduced carbon dioxide emissions worldwide, the poor get both economic justice and energy justice, having their rightful place in an economy, livelihoods with dignity and sustainability. The solution to climate change and the solution to poverty are the same – protecting, enhancing and rewarding livelihoods, work, production and consumption patterns centred on people, not on fossil fuels. In the case of food, economic justice and energy equity implies more small farms, not less – because small farms are people centred, large farms are machinery and chemical centred, which contribute to greenhouse gases.

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Source : IIPM Editorial, 2007

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

Global Warming

Sadly, over the past few years, this debate on global warming, instead of becoming a straightforward search for solutions (and working out of differences between individual countries over how to control emissions), became an intense propaganda war with two extreme sides – one predicting doomsday, and the other rejecting even the existence of the phenomenon. But of course, there also came to be those intellectual pockets between the two extremes that talked with moderation, yet with almost undeniable statistical support, either for or against the impact of global warming. And inadvertently so, perhaps because of his non-extremist and most logical slotting of climate issues at par with health and social problems, the leading face of the ‘for’ pack of environmentalists became a person named Al Gore, former Vice President of United States of America, the country with the biggest contribution to global warming!

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Source : IIPM Editorial, 2007

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

India's tertiary sector

India’s tertiary sector is overwhelmingly dependent on high polluting diesel fuel and a myopic alternative looks far fetched at present. As per a national consensus a naturally occurring resource has been identified in the name of the Jatropha crop. The vast Jatropha plantations and enthusiasm over ‘ethanol’ do look positive. As a more liberal exercise to contain emissions and be economically viable, the government has also brought about measures to significantly curtail pollution levels, while not having to resort to drastic & economical non-viable steps through enforcement of Bharat stage norms. India also holds special advantages when it comes to large-scale production of bio-fuels for the simple reason that the country has a proven cheap manpower cost and an authentic agrarian sector.

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Source : IIPM Editorial, 2007

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

Exxon Mobil

And the critics today are for sure cursing themselves hoarse for having jeered at all oil and auto majors who ever dared to imagine that alternative fuels must be sought after. Now here we are – neck to neck and running the race for survival against time... winning would mean victory and ‘life’, while losing out... extinction! So what are the various oil behemoths doing when it comes to discovering alternatives? Exxon Mobil CEO Rex Tillerson, with previous imbroglios weighing on his mind, doesn’t like to ‘sound’ too green savvy anymore, “We’re only going to invest our shareholders’ money where we think they can get the kind of returns they expected when they invested their money with Exxon Mobil.” Nevertheless, the $475.5 billion Exxon Mobil (who critics call a ‘laggard’ in the whole revolution), which during 2006, amassed an imposing $39.5 billion in net profits from fossil fuels, is currently financing a $100 million decade- long Stanford’s Global Climate and Energy project, which is exploring avenues to generate alternative fuels including the muchdebated cellulosic ethanol. Exxon also has tied-up with various agencies and companies to work on green-fuel technology. For example, with the EU, it is working on a carboncapture project.

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Source : IIPM Editorial, 2007

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

Municipal solid waste

This lack of holistic planning is much evident in the way we have encouraged consumerism without thinking about how we would dispose off the waste created by high consumption levels. Despite the Indian economic boom, India is far from being beautiful. The filth & squalor make it look as ugly as any third world nation. It is indeed a sad story that presently India produces a whopping 42 million tonnes of municipal solid waste annually. And then we are hoping to be the next super power. With a burgeoning population (over 1,027 million), generation of waste has increased manifold. The urban population (285 million in mumber, spread across 5,161 cities) is increasing by around 4% annually (mainly due to migration), in the process increasing the waste generation by 5% annually.

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Source : IIPM Editorial, 2007

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

Instances of companies

HCL Infosystems and Intel are instances of companies that have taken the issue seriously. Points Rahul Bedi, Director, Corporate Affairs, Intel South Asia, “We follow the strictest policies for eWaste management... we do what’s best for the Earth.” However, despite such efforts, the eWaste problem is a growing menace and needs to be handled in a more proactive manner. Right from ethical recycling policies to ensuring eWaste deployment, Indian IT giants need to take on this task as a responsibility and not a liability. We just hope more companies act beyond the pen and paper stage.

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Source : IIPM Editorial, 2007

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

Apple's wondrous

Considering Apple’s wondrous ability to quickly disseminate information about its futuristic products and service (read Apple iPhone), this statement from Jobs holds no more significance than just being a fish story. However, after Realising the significance of the damage done by the Greenpeace rankings, Apple quickly responded with a comprehensive report on its initiatives to become an environment friendly company. As per Jobs’s report ‘A Greener Apple’, the company has strategically planned to phase out hazardous substances like lead (already eliminated in 2006 and Apple stopped manufacturing CRT displays), mercury, PVC and arsenic (to be eliminated by 2008). Apart from this, Apple has also initiated its re-cycling programme way back in 1994 and it promises to be a world leader in eliminating e-waste by 2012.

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Source : IIPM Editorial, 2007

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

Announced annual results

The recently announced annual results evinced an exorbitant net turnover of Rs.123 billion, recording an incredible growth of 26% as compared to last fiscal and according to the company, majority of this growth was contributed by noncigarette FMCG businesses and agri-ventures. In ITC’s aggressive growth chart for both of these mascots, hinterland plays a crucial role and to mint more moolah from these cash cows, Deveshwar is pledging to protect the environment. Chris- tened as ‘Sunehra Kal’, it’s saving natural resources through projects like protecting farm forestry, integrated watershed developments, irrigation and preserving pastures. Affirms company spokesperson, “We want to check the exploitation of rural resources and involve local people in protecting environment like controlling fertile soil erosion. This would benefit the geography of that particular region and would also help our agri-businesses.”

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Source : IIPM Editorial, 2007

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

Giant leap ahead

For Lenovo, it was a giant leap ahead from nowhere. Its global revenues in 2006 leapfrogged an unfathomable 359.1% y-o-y to touch $13.2 billion! Approximately two years are going to pass, and Lenovo has left no stone unturned all this time in trying to prove that it retains the original IBM character. As Neeraj Sharma, Managing Director, Lenovo South Asia, states, “Innovation is at our very core, but simultaneously we are working extensively on our cost structures to ensure best possible prices.” He contends that for Lenovo, the key strategic objective is “to grow faster and more profitably than the industry.” And with its extraordinary Sino-American lineage, one would indeed expect that Lenovo would have unleashed mayhem in the Indian PC market by now.

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Source : IIPM Editorial, 2007

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

Honda Civic

“It’s bad enough to give up control,” she complained, “But if I keep giving away stock, I’ll still be driving my 1994 Honda Civic to my son’s college graduation.” Given the fact that her son was an infant, she was joking, of course. But the fact is: Start-ups almost always make their founders poor before they make them rich. Finally, there is that popular notion you refer to: That companies can get born by just a bunch of bright people in the room bursting with energy to “make it happen.” We would call that partial information. Obviously, passionate, talented people are the key to getting a venture off the ground. And yes, there have been cases of friends banding together to build something amazing from scratch. But those friends usually had an idea to start with. The real engine of any start-up is a product or service that fills a market need, or better yet, creates one.

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Source : IIPM Editorial, 2007

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

Indian customers

The effort has been to understand the Indian customers well and serve better. In figures, the latest results (year ending March 31, 2006) of the bank showed that the bank clocked a total income of Rs.41.07 billion (up from Rs.31.46 billion previous year), with a profit of Rs.11 billion. To build on its India presence, the bank has also ventured into myriad social initiatives, covering areas like financial literacy, primary education and microfinance. Citibank pioneered ATMs in India, but ICICI and SBI snatched this advantage and proceeded to build the biggest ATM networks in the country. But as part of the India story since 1902, Citigroup was not one to give in easily. Today, Citibank stands tall as the largest foreign bank in India, and growing!

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Source : IIPM Editorial, 2007

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

INDIA’S 15 BEST BANKS

We identified retail financeas the key growth opportunity at the beginning of the decade and built a scalable platform for capitalizing on this opportunity. When the going gets tough, K.V. Kamath gets going! It’s this attitude at ICICI Bank that has helped it to maintain its leadership. ICICI Bank – India’s most valuable bank at $20 billion has ensured that it remains an integral part of India’s growth story. Ever since the private bank transformed itself from an ailing financial institution to a truly universal bank, ICICI has become known for its aggressive promotions, with the Big B as brand ambassador to boot. The upper hand that the bank enjoys today in most of its products – be it project finance or retail lending – only proves that they have succeeded. Needless to mention, the northward graphs for credit cards and personal loans.

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Source : IIPM Editorial, 2007

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

Abounding excitement

With all the abounding excitement, glamourous women couldn’t be far, each dreaming of clinching the Queen of the Fair crown. And for all those who could do with some divine advice on where to punt and where not to (the casino’s open too!), there is the clairvoyant canary and the tarot card reader too. Aptly welcoming the spring, the fair brings joy to the city & ensures happiness truly springs within each soul.

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Source : IIPM Editorial, 2007

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

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Human resource

One of J&J’s many interesting initiatives ‘Johnson & Johnson Human Resource Leadership Development Program’ is a two and a half year programme dedicated to developing the leadership quotient in its HR personnel. It works on a rotational basis to prepare future leaders within the J&J family of companies and all participants need to qualify to be a part of the programme. Similar programmes are also designed for each of its functional departments to ensure that the company works towards churning leaders as a continuous practice with the objective of developing every employee.

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Source : IIPM Editorial, 2007

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

Initiatives aim

All their initiatives aim at instilling values that helps in the growth and development of the employees, thereby enhancing their job satisfaction. J&J has a fast paced employee growth programme, wherein employees get a chance to take on responsible positions from the very beginning. For example, a Product Trainee at J&J is directly moved onto to the responsibility of a Product Manager, straight after completing the training period, to give him the opportunity to take charge. With the fast growing retail sector, the new challenge for J&J is to shift its approach of selling through a C&F agent to concentrate more on direct selling in order to cater to the likes of Walmart, Tesco etal. Looks like here’s an organisation that is evolving with time without facing the ills of a talent issue, more so because the focus here is more on ‘investing’ in the ‘development’ of its people than fighting over petty pennies!

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Source : IIPM Editorial, 2007

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

Immediate collapse

Now, I am not necessarily predicting an immediate collapse of brokerage shares and that all our readers should short them (although I think that the group is extremely vulnerable), but the point is that the risk reward ratio is no longer particularly favorable. First of all it is quite likely that it is not only the pure sub prime lenders that are in trouble. Because lending to people with a poor credit record - or better said to people who never had the intention to repay their loans - was so profitable and in an environment of rising asset prices a low risk proposition, that practically all financial institutions including banks, brokers and financial institutions.

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Source : IIPM Editorial, 2007

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

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Siemens

Having commenced his career as a sales executive in Siemens after graduating from the Delhi College of Engineering, Promod went on to do his masters degree from the Northwestern University in Illinois. Don Jacobs, who was one of the professors at the Northwestern University was vividly impressed by Promod and helped him to pursue his doctoral studies. After completing his PhD, Promod joined Thornton EMI as a product development manager where he sharpened his skills in sales and marketing. The five year stint at thornton EMI awakened the entrepreneurial endeavour in Promod as he went on to enroll in an evening MBA course at the Kellogg Graduate School of Management.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

British Imperial Legacy

Thanks to the British Imperial legacy, ‘public servants’ in India have had a nasty habit of behaving like ‘masters’. And courses in American universities are not going to change that mind set. If the Prime Minister is genuinely concerned with reforms in bureaucracy, he could think of practical ways of teaching them humility and compassion... and yes, better administration!

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Globe trotters at their best in 2006!

In the ever increasing stressful life, vacation is a must; and well, that is further authenticated by the UN watchdog, World Tourism Organisation’s report. In the year 2006, the world tourism record escalated to newer heights and recorded a total of 842 million international tourist arrivals. This registers an increase of laudable 4.5%, despite the widespread fears about rising oil prices, terrorism and bird fl u. Another interesting thing, Americas has shown the weakest growth of just 2.0% – chiefly because of North America – while Africa recorded the sturdiest 8.1% growth. What say, eye-opening growth and heart-ripping...

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Suggests Medication

Although medical chronology suggests medication including hormones, increased serum estrogen, decreased testosterone production, androgen receptor defects, chronic kidney disease, chronic liver disease, the Human Immuno deficiency Virus (HIV) and other chronic illness as potential pathological triggers, investigations on three boys aged four, eight and ten at the National Institute of Environmental Health Sciences (NIEHS) – part of the National Institutes of Health (NIH) in the United States – revealed findings of another nature, so to speak, altogether!

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

UTI and his presence

According to many, the Chairman himself became a brand ambassador of UTI and his presence made that difference to help the mutual fund glide through the crisis period. All these changes have seen the company recuperate from total entropy to get counted as the second largest and reliably stable mutual fund in India in terms of asset worth (AUM) which amounted to a glorious Rs.375 billion (January 2007).

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

HDFC Standard Life

Deepak Satwalekar, Managing Director and CEO, HDFC Standard Life, emphasised, “32% of India’s financial savings of the household sector are available to be tapped. Therefore, growth for the private life insurance industry is inevitable and HDFC Standard Life is confident of maintaining a steady growth pace.” The company right now is building an army of sales force and wishes to triple its sales force by March 2008. If there is one company that has the power to single-handedly revamp the country’s insurance scenario, it is this!

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Kirloskar Cement

The campaign helped Kirloskar cement a fruitful association with 51,812 farmers. Linterland is also credited for championing one of the largest ever rural advertising campaigns for Agriculture Insurance Company, covering the entire country! The last 8 years have witnessed this Lintas protégé becoming a master of what makes the rural market place tick. And as he accepts, The road ahead is clearly knowledge,” Linterland beckons... knowledgeably...

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Foreign Ownerships

“Before 1995, there were MNC agencies like O&M, HTA, Lintas et al, but they were 100% owned by Indians. The industry was not open for foreign ownerships then. Post 1991, government opened the gates again; they came back, consolidated and acquired majority stake in many agencies,” reminisces John. But, what led to the whole ‘for sale’ wave? “In the last 10- 15 years, people like Mohammed Khan (Enterprise now Bates), Ravi Gupta (Trikaya now Grey Worlwide) hung up their boots because either there was no one in the family to take over or nobody from within the agency suitable enough to handle over the baton.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Muritius important base

During World War II, Mauritius was an important base for the British, who not only based their fleet at Port Louis and Grand Port, but also built a large telecommunication station at Vacoas. The country became independent on March 12, 1968, with Queen being Elizabeth II, Head of State. But after cyclone Claudette hit the shores in 1979, the frantic state resorted to agricultural diversification programmes and processed imported goods for exports. The country broke all ties with the British Crown and, in March 1992,

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Maxim

“In UK you have around 600 titles, while in India there are just 15-16 publications,” says Piyush Sharma, CEO of Maxim. But are advertisers giving a thumbs up to such titles? “This market is very small,” points out Jyoti Bansal, VP, Media Planning Group (MPG). To the disappointment of the publishers, many media planners confess that they would rather look at specialized titles dealing with cars, gadgets or sports to reach out to the male readers. “These are typically for men. They are niche and, in some cases, a better choice because the person will buy them only if he is seriously interested.” However, he adds, “Indianised versions of International titles get a lot of MNC clients because of their image.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Advertising

Moreover, investment made in advertising gives only 10% return, but if you invest in retail you get a whopping 90% return on investment,” reasons Salil Sadanandan, Senior Vice President, Timex Watches Ltd. The company recently launched its 34th retail store in the capital and announced plans to open 50 more by the end of this year. And to corner a bigger share of the pie (from current 22%), Timex is planning to retail more international brands. Recently, Timex had tied up with international brands Pierre Cardin & Versace to market their watches in India. Time Factory – an avant-garde multi-brand watch store – hosts both in-house brands and others like Nautica, Espirt, Opex and FCUK.

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Source : IIPM Editorial, 2007

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Hotel Chain

What’s more, a larger number of rooms seem to be order of the day in the Indian hospitality sector. French hotel chain Accor has entered into a JV with the Indian unit of Dubai-based Emaar Properties (the largest Arab real-estate company by market value) with a view to set up 100 budget hotels in India. This JV, it has been reported, will invest $300 million over the next 10 years to roll out 10,000 hotel rooms in India.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

HILTON HOTELS CORPORATION

Hilton Hotels Corporation said in a release that it would invest around $143 million in the venture and later also has plans to raise debt from the market. Under the proposed arrangement, the DLF-Hilton joint venture will develop and build the properties, while Hilton is going to take care of the management. Several wellknown brand names from the corporation’s portfolio – for instance, Hilton Hotels, Hilton Garden Inn, Homewood Suites by Hilton and Hilton Residences – will figure in the list of the JV-owned hotels.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Mr. Bush To Change Course

Everyone I know realizes that the civil war will get even worse after we’re gone, and that there will probably be a bloody bout of ethnic cleansing that effectively partitions the country into hostile segments. But nobody – not even Donald Rumsfeld, it turns out – thinks we’re making progress in Iraq. So the same terrible things that would happen if we withdrew soon will still happen if we delay that withdrawal for two, three or more years. The only difference is that we’ll sacrifice many more American lives along the way. The second truth is that the war will go on all the same, unless something or someone forces Mr. Bush to change course. During his recent trip to Vietnam, Bush was asked whether there were any lessons from that conflict for Iraq.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

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India Would Surpass China!

While Gartner has predicted that India would surpass China in the total subscriber number by 2009, Fitch recommends that the mobile handset sector will easily have a subscriber base of an impressive 250 million by the end of 2007. Needless to add, with the increase in subscriber additions, the handset market has also witnessed a phenomenal growth. From a minimal 19 million handsets sold in 2003, close to 60 million handsets are expected to be sold by the end of this year – a good reason for players to pull up their socks and seize the day.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Predatory Pricing

The Wal-Mart model is simple: predatory pricing and huge stores located near suburbs where Americans drive 20 to 40 kilometers from their homes to stock up for the week or the month. And many research studies have revealed that it is the lower middle class and relatively lower income families in America that really need and benefit from the discounts that Wal-Mart offers. The scenario in India is dramatically different. An overwhelming majority of Indian families (even urban Indian families) don’t own a car they can drive to the suburbs for a regular refill of Wal-Mart goodies.

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Source : IIPM Editorial, 2007

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Predatory Pricing

The Wal-Mart model is simple: predatory pricing and huge stores located near suburbs where Americans drive 20 to 40 kilometers from their homes to stock up for the week or the month. And many research studies have revealed that it is the lower middle class and relatively lower income families in America that really need and benefit from the discounts that Wal-Mart offers. The scenario in India is dramatically different. An overwhelming majority of Indian families (even urban Indian families) don’t own a car they can drive to the suburbs for a regular refill of Wal-Mart goodies.

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Source : IIPM Editorial, 2007

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

India's GDP

Of course, there is the risk that some readers will think the editorial team at Business & Economy has gone a little wonky and is perhaps losing its marbles. After all, Wal-Mart generates annual revenues that are equivalent to about 40% of India’s GDP; it has about 12,000 stores across the world; it has virtually perfected the art of discounting and selling cheap (something that should be music to the ears of price sensitive Indian consumers); it has wisely roped in Sunil Bharti Mittal, one of the most successful entrepreneurs in the last decade, as the local partner; and it has the financial clout that all companies in India Inc can only fantasise about! Given these seemingly overwhelming odds, how on earth did Business & Economy arrive at the conclusion that there are very high chances of Wal-Mart failing in India? Let’s do away with the most obvious reasons first.

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Source : IIPM Editorial, 2007

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative

Private Security Agencies

As expected, the demand for regulation came from none other than the big players in the industry, for which the government did pass the Private Security Agencies Act in the recently concluded session of the Parliament. Expectedly, the act, which is likely to come into force by March 2007, will appease the powerful players and weed out the home-grown ‘small fries’. But according to the government, the Private Security Act is a move to enhance the public-private participation in the field of internal security. Surprisingly, perhaps this wasn’t what even the biggies really required. R. K. Sinha, Managing Director, Security and Intelligence Services (SIS) India Ltd, deliberates, “The government has been highlighting the need for public-private synergy in the national security sector.

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Source : IIPM Editorial, 2006

An IIPM and Malaya Chaudhuri – Arindam Chaudhuri Initiative