Showing posts with label IIPM Ranking. Show all posts
Showing posts with label IIPM Ranking. Show all posts

Saturday, June 01, 2013

Spinach and other alternatives to a plate full of kryptonite

I promised you a gusher of a fountain of youth on your plates last week. And here it is, as promised. And it isn’t about the donts but the dos of a good diet… Basically, stuff you must stuff yourself with, everyday, to get the most out of yourself and the day, for all the days that you have in you.

But before I begin, a caveat: this dietary opus is the inspired work of a man exploring vegetarianism and would therefore include his bumbling stumbling along the green walls of that world. Vegetarian but not vegan, so figure that one out before you wonder why eggs figure in my list of recommendations and soy doesn’t. And no meat or fish either, but I will offer substitutes.

Fish was a tough one to let go of. Omega-3 fatty acids are absolutely essential for good health and for keeping the two vital organs at the two ends of the spine healthy and functional into our swinging seventies and the decades beyond. And fish, especially marine fish, are some the most plentiful sources of omega-3. It was the presence of this essential fatty acid that made parents pump their kids full with ‘Seven Seas Cod Liver Oil’ in the eighties and nineties. The fish in turn get if from algae and sea-weed and coastal diets like those in Japan and Okinawa often get enough omega-3 from weeds like nori alone. But where was I going to find nori in New Delhi? And so the dilemma about fish continued until I discovered flaxseeds. They do just as well, and better, because with flaxseed or flaxseed oil, your system does not have to contend with the heavy toxic metals that are found in coastal fish.

Another problem with a largely vegetarian diet is the lack of vitamin B12, found mostly in animal products. And while the lack of omega-3 affects the body over a relatively longer period of time, B12 deficiency can hit you hard and fast. So if you’ve gone vegetarian and then had problems with digestion and are generally not feeling as full of beans as you used, your body might be complaining about not getting its regular dose of B12. So avoid the meats by all means but compensate with eggs, milk and cheeses.
If I may, my two pennies worth on balanced diets before moving on to the super foods…

 For most of us, the usual recommendations of two-three servings of lean protein, similar servings of dairy products (low fat if you aren’t particularly active and walking the dog for 20 minutes or a round of golf doesn’t qualify as active, training like a Navy SEAL does), five to twelve servings of whole-grain carbohydrates are all par for the course for most of us. It is the remaining two categories, fruits (about two to four servings) and vegetables (up to about five servings or more) that don’t quite measure up on our plates, especially if we eat out often. So take note and take care…

And at last the super foods, i.e foods that have the power to change a lot of whats wrong with your body and set it right. These are foods that fight diseases like coronary heart disease and cancer, lower cholesterol and free radicals and keep you feeling upbeat through a beat-up day. And while every expert has his or her own list of favourites and top-tens, let me introduce you to the ones that show up on almost every list and are ones that you would find at your doorstep and not necessarily only when you’re on vacation to a first world destination or a tropical paradise.

First up on the list, a little fruit family - the berries. Blue and black and every hue, cran and rasp and strawberries too, these little do-gooders and vigilantes protect the body from a variety of cancers, keep the immune system in top gear and are packed with antioxidants that keep the body healthy and fight signs of ageing. No breakfast’s complete without a handful of these.

Garlics, onions and other alliums is the next category of super foods. Cooking styles in most parts of India have a healthy dose of these foods and if not overcooked, are very good at maintain cholesterol levels and fighting certain cancers.

So just dig into the alliums and don’t worry about the breath and the tears for the next superfood will take care of that.

Coconuts! These big hairy guys must be amongst the happiest of fruits. They usually have a great view growing up on those swaying palms by the sea and that makes them rather giving. There’s the flesh and the oil and best of all, the water.

Tender coconut water is perhaps the best sports drink on earth. Bursting with electrolytes and without the preservatives, sugars and chemicals that make a lot of sports drinks rather murky, this is the drink to reach for after a sweaty workout or a long day in the sun.

Herbal Tea is one of the best sources of antioxidants that fight cancer and what is even cooler is the fact that green tea for instance had these anti-ageing agents that drive off chemical residues in the body that trigger the ageing process. So before you look up that botox surgeon your aunt recommended, go buy yourself a pack of green tea and give them a chance to turn back the clock.

Nuts and seeds are an absolute must for everybody, and even more so for vegetarians. I have already documented the joys of a mouthful of flaxseeds. And now I must let you in on another secret. Brazil nuts are a rich source of selenium which by the way is essential for rebuilding muscles. Seafood is a good source of selenium but if you want to stay vegetarian, Brazil nuts and barley are even better options.

Nuts and seeds are full of good fats, proteins and fibre. And walnuts are great for correcting heart arrhythmias and are for a must for a healthy heart.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Wednesday, May 29, 2013

Competent administrators?!?

Competent administrators can do more justice to their posts

The grind that one has gone through dealing with Indian bureaucracy not only represents their corruption and sloths but also their incompetence. The flaws in the recruitment process and the regulations of the bureaucrats have overbearing effect on the outcome of their efficiency level that really doesn’t match what it should be. A very important Ministry like Defence or Science & Technology are no different either, with the recruitment process of bureaucrats lacking in every aspect of the yardstick and in the process inviting criticism that can put the Ministry off-guard regarding the credibility of the employees of its bureaucracy.

The bureaucrats are recruited from the general streams and then trained to hone their skills required for the requisite job. The training and their ability to grasp the skills requires a few years – and since they generally are positioned at a particular office for 5 years before they are rotated – the cycle almost comes to completion by the time they are ready with their wherewithal for the job and they are moved out! Therefore the looming wastage of time, human resource and money is enough to prove that the government is not doing its bit to improve the quality of its bureaucrats. In Ministry of Defence, particularly, this kind of knowledge and expertise gap frequently leads to delay in different activities like acquisitions, training, military readiness and expenditure. The late Mr. K. Subrahmanyam’s recommendation suggested on the similar line highlighting the incident of Defence Ministry duplicating the military’s file through the bureaucrats as a case in point.

 Praveen Kishore, a World Bank fellow, and a candidate from the John F. Kennedy School of Government in one of his reports suggests that "Opening up the higher civil service, particularly at the senior levels, could be beneficial." This can obviously act as a catalyst to the general improvement of Ministry's infrastructure, acquisitions and project completion. In China, more than 75 per cent of political seats are occupied by young technocrats thus making sure that the efficiency is at its peak from day one, unlike our country wherein bureaucrats take years to get settled and conversant with work culture and technology. The same is true for UK, Singapore and other nations. A few nations went ahead and have established world-class institutions of politics, governance and administration. Such institutions are present in nations like China, US, Israel, Mexico, Mongolia, Singapore, Ecuador, New Zealand, Japan, Sri Lanka, Liberia and even in Kuwait - to name a few, literally.

Currently, there is no system or procedure of even evaluating the 'acquired-competence' of a babu even after five or six years of his recruitment. In spite of suggestion in ARC (that has been acknowledged and accepted), no much heed can be seen in administrative reforms. This gives rise not only to corruption but also creates leakages in the delivery mechanisms. Without an iota of doubt, an war veteran or an seasoned aviation professional would do more justice to Defence or Aviation respectively than a bureaucrats with an Arts background.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Saturday, May 25, 2013

How the fight to kill brick - and - mortar is getting dirty

India has witnessed a near flood of online retail stores in the past two years. and shoppers in India have responded well. But with good news comes the bad – the clutter is growing. What are the portals doing to win in the fight to kill offline retailers and grab attention in a growing online buyer market? By Anirudh Raheja

Rohit Mathur, one of the few thousands of teenage college-goers in the small tier III town of Bikaner (Rajasthan), in the past three months, he has ordered for himself an Angry Birds labelled tee from Myntra.com, a pair of Puma floaters from Jabong.com, and a pair of Red Tape boots from Bestylish.com. Mathur today symbolises the kind of equality that online retailing has brought about amongst shoppers in large cities and small towns; what one living in a metro city like Delhi can buy, he too can!

 The internet revolution has done much to lead the buyer crowd to the water. Actually, if you judge by the manner in which penetration in the country is growing (41 per cent CAGR as per Assocham and comScore), there is much to happen still. As the Internet and Mobile Association of India (IAMAI) and IMRB, the current number of Internet users in India stands at 150 million (divided in a  2:1 ratio between urban and rural India). This number as per McKinsey & Co is set to touch anywhere between 330 to 370 millon by 2015, giving 30 per cent of Indians access to online web portals that could guarantee huge cash flows for these portals. So how big are the potential revenues? As per McKinsey, this growth in Internet will boost India's GDP by over $ 70 billion over the next three years (to $100 billion by 2015). Of this pie, $34 billion will go to Internet portals by 2015 (in 2012, these portals earned a topline of $14 billion).

Though a couple of years back when online shopping was introduced to the nation, initial concerns were voiced over trust and security factors involved in the purchase process (related to quality of products and financial transactions), much of these concerns have disappeared today. This is evident from not just the fact that despite a cash-on-delivery option by portals, most shoppers use their debit cards (58 per cent; as per Assocham), but also from the manner in which visitor count to these online portals have risen in recent months. In October last, of the 67.86 million unique internet visitors, 60.2 per cent spent time surfing online retail portals (source: comScore). These are definitely encouraging signs for the online retail market in India, which still accounts for only over one per cent of revenues that the overall organised retail market makes. Brick and mortar still rules. But the equation is changing fast.

As much a party as Amazon, Flipkart, Jabong, Myntra, Indiatimes shopping, Snapdeal, Homeshop18 (the largest in terms of unique visitors since May last year) and others of their clan are having, there is a growing storm that brings with it a sign of trouble. Reality is, portals today are finding it hard to differentiate themselves.

Some choose to claim superiority based on volume – the count of brands in their inventories. Others have a price war going – giving the best at the least, a strategy that renowned strategy guru Michael Porter would not recommend.

Thankfully, a handful of the brains behind these portals do appreciate that promise on volumes (brand count) or prices do no good in the long run. It is  the excitement that a particular portal can deliver in the form of consumer experience that really matters – whether it be to promote good word-of-mouth or to pump-up toplines. Rashmi Berry, CMO, Homeshop18.com agrees: "E-commerce is about user experience and hence referral. One needs to understand that a lot of growth is coming through an engaging experience and hence word of mouth." Then there are companies like Jabong that not only offer the quickest delivery time (it became the first one to promise delivery on the same day in H2, 2012) but are also enhancing experience of buyers, by offering personalised services with their 'Stylist on Call' for all round support to customers for making purchase decisions.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Saturday, April 20, 2013

Do ‘Megatrends’ mean ‘Megabucks’ for DuPont?

Post economic meltdown, Ellen Kullman, CEO – DuPont, has focused the company around innovation through science. The idea is to use DuPont’s formidable research capabilities to meet the needs of diverse growth markets. And that’s where the real challenge lies.

It’s not easy to manage a 210-year-old company – a company that is credited with having invented the modern business model. From an explosives maker to a chemical company, DuPont has reinvented itself twice since 1802 and is yet again in the process of doing it for the third time as it moves towards becoming what it calls “a science based discovery business”. But if one looks at the way employees are groomed at the Delaware-based innovation giant, it becomes clear how such a diverse conglomerate is stably managed.

Take the President, Chair and CEO – Ellen Kullman – for instance. Her ascent to the top has been quite unusual. As an amateur in the industry, Kullman joined GE where she got the chance of observing Jack Welch while working under the then GE Vice-Chairman Edward E. Hood Jr.. After selling CT Scanners for the US based multinational, Kullman moved on to DuPont in 1988. Within a decade, she was running the company’s titanium dioxide business. In fact, she became the first woman Vice President ever at DuPont, managing 6,000 employees and a business generating $2 billion. In August 1998, Kullamn was summoned by Chad Holliday (then CEO). He discussed the possibility of setting up a consulting business around DuPont’s safety practices and suggested that Kullman spearhead it. On the face of it, asking her to leave a key position and initiating something that was completely unrelated to DuPont’s core business areas was like saying, “We don’t need you here. In the meanwhile, try this new project till you get a real job.” After giving considerable thought (and despite her close associates advising her not to take the plunge), she accepted the offer and made the project a $6 million business. It is perhaps this sort of experience that made her an ideal candidate for the top job.

However, when Kullman became CEO in January 2009, the financial crisis had gobbled up growth prospects around the globe. In fact, the economic meltdown revealed that despite catering to a distinct set of customers, there were formidable cracks in the company’s business model. Net income for 2008 fell to $2 billion as against $2.98 billion in 2007. As the crisis unfolded, sales declined by more than 50% in some divisions. First quarter earnings per share in 2009 declined by 59% to $0.54 (compared to the same period last year) . From a high of $52.62 in July 2007, the stock fell to an all time low of $16.87 in March 2009. As a response, Kullman attempted one of the most radical restructuring initiatives in the company’s history. Through 2009, DuPont’s 23 business units were integrated into 13. The initiative resulted in a reduction of 2,500 jobs (primarily in the the motor vehicle and construction related businesses in Western Europe and US). By the end of the year, DuPont had achieved $1.1 billion in fixed cost productivity. Although it was a bitter experience, it gave management a chance to look at new opportunities. As Kullman puts it, “When we looked at the strategic level during the financial crisis we asked ourselves, where are we headed as a company?” One key observation was that the agriculture and nutrition business contributed $8.3 billion to revenues (amounting to 31% of total sales volume). Encouragingly, it was more or less insulated from the after effects of the financial crisis. As a result, DuPont decided to diversify from its key products – Kevlar fabrics (used to manufacture a wide array of blades) and titanium dioxide pigment – to heavily focus on the food and nutrition business by acquiring Danisco (a Danish producer of nutrition and health-related products and enzymes) for $6 billion. It also forayed into innovative markets like solar energy, enabling materials for electronic components, and enzymes that help turn crops, like switch grass, into energy. So what is it that is forcing a 210-year-old chemical giant to initiate such a big shift?


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 

Friday, April 12, 2013

Global Development Horizons 2011

Amidst the transformative change that the global economy is witnessing, it is anticipated that within the next two decades the rise of emerging economies will inevitably have major implications for global economy and geopolitics. The world bank argues that a new world order with a more diffused distribution of economic power is emerging. B&E analyses the shift towards multipolarity.

The new Growth Poles

Over the course of two millennia, there have been several instances of shift in global economic powers. The period of China’s Tang dynasty to the Ming dynatsy (600-1600), saw to it that China was the dominant force in the global economy accounting for a quarter of the global growth. The Renaissance phase coupled with the advent of the industrial revolution saw the coming of age of the European economies (e.g. Italy, Spain, France , Great Britain). Post World War II, innovation and consumer demand propelled the United States to the position of world’s foremost economic power with Germany, Japan and the former Soviet Union playing pivotal roles. Post the financial crisis of 2008-09, the global economy is tilting towards new growth poles.

Dynamics of Growth Poles

In the wake of the financial crisis, the global macro-economy is apparently poised to follow a two-track course. Considering the baseline scenario, the World Bank estimates that the emerging economies’ share of global output will expand in real terms from 36.2% (in 2010) to 44.5% by 2025. A closer scrutiny reveals that China will lead this impressive rise in share of global output. What is interesting to note is the fact that despite the demography driven changes (the old age dependency ratio in China is expected to double between 2010 and 2025), China will be able to maintain its comparative advantage in manufacturing. Consistent with historical productivity trends, India’s annual growth in 2025 will be 5.4%.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 

Monday, March 18, 2013

“Mismatch in Reforms is Causing Avoidable Adverse impact on Economy”

Ram V. Shahi, Former Power Secretary, Government of India, shares The Dynamics between Power and Coal

Ram V. Shahi, post his tenure as Power Secretary, has been associated with various organisations as head of their energy advisory boards. In an exclusive interview with B&E, he shares the interdependence of the coal and power sectors

B&E: How will the cess of Rs.50 per tonne levied on coal affect power tariffs in the short to medium term?
RVS:
The cess of Rs.50 per tonne on coal will have an effect on the cost of power generated in coal based power stations in the range of 3 paise to 4 paise per KWhr. Its effect at the level of consumer tariff, however, will be of the order of 5 to 6 paise per KWhr in view of transmission and distribution loses. This cess, which will lead to revenue, on a national basis, of the order of Rs.30 billion per year, will go towards encouraging Green Energy. In this very budget, Service Tax on Transmission has been abolished. Therefore, positive impact of abolition of Service Tax would be about 5 paise per unit if we consider inter-regional transmission of power. Thus, additional burden on account of coal cess is more or less offset by the concession in Service Tax.

B&E: How will the move to allow open auctions for coal mining blocks affect fuel availability for power plants and what will be the effects on consumers?
RVS:
The proposed initiative for coal mine development by allotting coal blocks on the basis of competitive bidding is a positive one. However, the criterion for evaluating bids should be the cost of producing coal rather than any premium that the mine developer may be asked to offer to the Government. Development of coal blocks through the process of competitive bidding should be on the same basis as the Scheme of Ultra Mega Power Projects. The objective should be low cost power by way of competitive bids for coal as well as power projects. Obviously, consumers will benefit from less expensive power supply.

B&E: If the pending Bill on Coal reforms which will allow private players to mine coal for non-captive usage is passed, will it bring about much needed power shortages under control?
RVS:
While the power sector reform has moved forward, commencing from the historic legislation Electricity Act 2003, followed by several other policy initiatives, coal sector reform process has remained stagnant at the point when the Bill on coal was introduced in Parliament in 2001. Therefore, the present legislative initiative is a welcome move of the Ministry of Coal. The power industry is heavily dependent on coal just as coal industry has the largest consumers in the power sector, to the extent of 75% of its production. The present mismatches in reform initiatives are causing avoidable adverse impact not only on power sector but on economy as a whole. Therefore, coal sector reforms have to catch up fast with the actions that have happened, and will happen more rapidly, in the power sector.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

Monday, March 04, 2013

Dutch changed the rules of the economic engine

Robert Schipper, Executive Director, Netherlands Foreign Investment Agency talks to deepak ranjan patra about how the Dutch changed the rules of the economic engine

B&E: You consider Netherlands to be a ‘bridge-head to Europe’ for companies looking to access the European markets. Can you elaborate?
RS:
The Netherlands has had a tremendous geographical advantage and has physically been the trade and transport hub for north-western Europe, its industrial heartland. The Dutch have centuries of experience in transporting goods into and outside Europe. The port of Rotterdam and Schipol Airport are the leading logistics hubs in the world. We speak the main languages of Europe and our population is fluent in English, the language of modern trade and business. To add to this, the Netherlands has a business-friendly regulatory framework and an internationally oriented tax system that makes it advantageous for foreign companies to set up here and conduct their European business from the Netherlands. In fact, many cross border transactions are routed through Dutch holding companies because of the tax advantages we offer and our efficient manner of doing business. A wide treaty network ensures that companies based in the Netherlands avoid double taxation, effectively helping international operations in the Netherlands to become profitable. Therefore, both physically and financially, the Netherlands is a great entry point into Europe, one of the world’s major markets.

B&E: You have worked in various key positions for NFIA in many countries including USA, Japan, Hong Kong and Singapore. How difficult or easy, in terms of regulations and processes, it is to invest in India vis-à-vis other countries?
RS:
One can look at FDI in two ways. One way is that it is necessary to protect your indigenous industry from foreign competition. India has been able to do that since it has a large home market. The Netherlands, on the other hand, has never been in a position to do so and has always been an open economy. Since the Dutch had to access foreign markets to sell our products, we also had to open our doors to foreign companies. This has made our companies very competitive and spawned some of the early multinationals like Philips, Shells, Akzo Nobel and Unilever, some in cooperation with the UK. In a globalizing world I believe that no country can afford to live alone anymore.

India has clearly been benefited by globalization since it opened up in the early ‘90s and we can see the success stories like the IT/ITeS sector. Indian companies have also been tremendously successful in the global economy since they were allowed to expand out. I am confident that in the future, many global players will have their origins in India.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Monday, February 04, 2013

“It might be a jagged recovery with false starts along the way...”

Is the current stock market rally in India for real or is it just another bubble before a plunge?

B&E: Is the current stock market rally in India really a building block for the next bull run or is the momentum just short lived?
MM:
Yes, the rally is the beginning of the next bull run. The market is forming a bottoming structure which will be very volatile, so we can expect substantial downturns along the way. The fundamental fact, however, is that currently a base is being built for a long-term bull market. One thing to remember is that with the high volatility we experience these days, bull markets can go and come in a relatively short period of time, so you can have a number of short bull and bear markets before a large base is built for a longer term steady bull market.

B&E: What about other markets, particularly emerging markets? Are they also on the same track?
MM:
All emerging markets are up substantially from their low points.

B&E: What impact do you think the current political developments in India will play on the stock markets in the medium to long term?
MM:
The political developments have been very positive for the market since businesses, both foreign and local, see the opportunity to build infrastructure, extend schooling, housing and health care, and provide the predictable rule of law, which businesses need to thrive.

B&E: There are many economists who believe that the shape of economic recovery is going to be W. What’s your take on the same?
MM:
It will be more like a number of W’s... a jagged recovery with false starts along the way might be possible.

B&E: Is it the right time to invest in stock markets or should a retail investor still wait for some time before taking the final plunge into the stock market?
MM:
The best time to invest is when you have money. No one knows exactly when there will be a bull or bear market beginning or ending. We do know, however, that bull markets last longer than bear markets and bull markets go up more than bear markets go down. You are thus better off being in the market than out. However, that does not mean that you should blindly buy when there is a lot of bullish excitement. Cost averaging into the market is important with an extended one or two year time frame putting in the same amount month after month.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Saturday, January 19, 2013

Did this ‘Tortoise’ beat that ‘Hare’?

Both K. V. Kamath and Deepak Parekh won’t be around as ceos in 2010. Manish K. Pandey, Deepak Ranjan Patra and Angshuman Paul talk to people in the financial services industry to compare the legacies of the titans

Both started their careers when India Inc. was reeling under a tidal wave of nationalisation and ‘hard’ socialism of the early 1970s that all but smothered entrepreneurship in the country. Both belong to ‘communities’ that have acquired considerable fame for their entrepreneurial skills; one is from Mangalore while the other is of course a Gujarati. You could say that one of them had banking in his genes; his grandfather and father were both bankers. The other ‘discovered’ himself through banking. One was already part of India’s ‘elite’ while growing up, did his chartered accountancy from London and started his career with Ernst & Young in New York. The other came from far off Mangalore from a middle class family and chased his aspirational El Dorado by pursuing an MBA in IIM, Ahmedabad after an engineering degree from a government college. While the first was flying high in New York, the other quietly joined a public sector development lending institution called ICICI. A few years later, even as the man from Mangalore was gradually moving up the public sector ladder, his contemporary was persuaded by a maternal uncle to come and work for an Indian organisation. The maternal uncle happened to be the founder of HDFC.

Of course you have guessed the identities of the two by now. The man from Mangalore is none other than K. V. Kamath, who retired this year as the Managing Director and CEO of ICICI Bank. The chartered accountant who went on to work for his uncle is Deepak Parekh who is all set to step down as the Executive Chairman of HDFC. For the last two decades, the two have towered over the financial services industry in India like titans. There is not a shadow of doubt that both Parekh and Kamath have been unparalleled game changers and that their exit leaves a void that no individual can yet fill. Sure there is Chanda Kochhar who replaced Kamath at ICICI; sure there is Keki Mistry who will replace Parekh. Then there is Shikha Sharma, formerly of ICICI who is now duplicating her former employer’s unbridled aggression at Axis Bank. Then there is – according to many – the unheralded Aditya Puri who heads HDFC Bank and also the understated Renu Karnad, who will now be the Managing Director of HDFC. But virtually everyone in the financial services industry agrees that Kamath and Parekh are in a league of their own. There is a complete consensus in the industry that the two have left corporate legacies and institutions that will endure for a long, long time.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

HEWLETT PACKARD: 3COM ACQUISITION

The 3Com acquisition is a definite plus to HP’s suite of data centre offerings (triple play of server, storage and networking), but integration problems could be quite daunting

However, the company had a mostly downhill journey until it acquired H3C in China, and has since seen a rebound in fortunes. Although HP has a presence in networking with its Procurve line, it has a lot of gaps in its portfolio, particularly at the high end, which make it difficult to make major client wins and create more value.

3Com provides vital missing links to the enterprise data switch portfolio, apart from giving HP enhanced capability in VOIP technology, which will improve upon HP’s UCC (Unified Communication and Collaboration) capabilities. Moreover, H3C has done wonders for 3Com, as a lot of interesting work is happening there. It gives HP a range of dedicated engineers, mostly in China (an anecdote on the web hilariously mentions how the authorities at H3C need to ring bells at regular intervals to remind their employees to eat, since there have been instances of people dying at work because they forgot to feed themselves!).

Of course, the Chinese cost advantage is expected to come into play as well, when it comes to competing with other vendors. Mark Hurd would, however, do well to realize that beating Cisco on its own turf would not be the apt strategy. Charles King, Principal Analyst, Pund-IT, Inc. opines thus, “HP has invested a great deal of human and financial capital into its own ProCurve networking line but its products have had little impact outside of the HP installed base. By purchasing 3Com, the company has acquired a number of products which are highly complementary to its own. More importantly, though, HP now has a globally recognized networking brand that should help broaden the interest in and appeal of its own products.” In fact, that should be HP’s primary basis of utilizing the 3Com acquisition for now, as going head to head with Cisco will take a while, as market share data clearly indicates. In that sense, Juniper, which is number 2 in terms of market share to Cisco, would have been a better choice, as Shaw Wu, IT Hardware & storage analyst, Kaufmann Bros. indicates, “While we are not surprised that HP is making an acquisition in the networking space, we are somewhat surprised it is 3Com. Juniper is viewed as a prized asset and number 2 to Cisco but its market capitalization at $13 billion and likely acquisition premium are likely a bit daunting, even compared to HP’s $119 billion mega-cap status.”

Even if the company in question is 3Com, HP may not be able to shy away from integration issues, especially due to the culture mismatch. Zeus Keravala, Senior Vice President - Global Enterprise and Consumer Research, Yankee Group, asserts that Chinese nationalist interests could prove risky for the deal.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.


Friday, January 18, 2013

Barefoot in search of success

B&E’s Pawan Chabria meets up with some individuals who opted to go barefoot in search of success, rather than lazily stepping into the comfort of guaranteed, cushioned golden shoes offered by well set organisations...

So what’s the latest offering from Ace Associates? Well, it comes in the form of a mobile service called, ‘Top five points’ through which a particular salesperson is provided with five reasons for justifying why a certain brand of automobile is preferable over a competitive brand whenever he feels a need to convince his customers. As Anuj claims, he has already roped-in two big auto brands as potential customers for this new service venture. At present, he is also on the lookout for new talent who can take care of his new ventures. And this too isn’t posing any problems to Anuj, “Surprisingly, the response to a start-up venture like ours, has been more than expected, which proves the fact that new-gen MBAs are more than willing to work with start-ups...”

Udit Bhandari, CEO of Indimoto.com, an MBA (with specialisation in Marketing) from The University of East London, UK shares some similarities with Anuj. He too joined the auto sector after his management education, where he worked in GM for about six months. As he says, his MBA education made it easier for him to establish his online second-hand car & bike portal in the country. “The MBA programme helped me in increasing my understanding of business and its various modalities. While setting up Indimoto.com, the learning received in management school helped me to realise various value propositions and to create a strong full-time team, a business plan and a marketing strategy,” he explains. Indimoto.com caught people’s attention via its carpooling initiative, which encouraged commuters to share vehicles to save fuel; clever enough an advertising strategy! Rashmi Vaswani, Founder, Rage Chocolatier, is also one of those who are following their passion with a purpose to strike gold; the only difference was that she couldn’t wait to get started and got down to business right after she completed her post-graduate diploma in management. Her passion was manufacturing chocolates, which she took up as a business opportunity in 2005, and success for her has been sweeter than the product itself.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Monday, January 14, 2013

Hero honda achieved more than what was expected of it

this volume player stunned market watchers with its aggressive attack. pawan chabra finds out how hero honda achieved more than what was expected of it

To state the secret to success in two words – new launches! The head honchos at Hero Honda went straight back to their drawing boards and zeroed-in upon the fact that attracting customers during times of a downturn would require more magic than just play the pricing game. Then came the slew of launches, one following another. Besides the sporty and macho Hunk and the stylish new CBZ Xtreme, the company managed to make its mark on the conscious Indian consumers with other fresh new launches such as the Passion Pro Power Start, new Splendor NXG, and a variant of the Pleasure.Result: Currently, Hero Honda has a strong market presence in the 150cc segment. The company has more than doubled its volume and market share in the premium segment over the past couple of years. And this has given it that edge in terms of absolute margins.

That sounded great news for Hero Honda in the premium category, but the tiding doesn’t come sans challenges; the biggest being Bajaj Auto. When it comes to the premium segment, one cannot deny that though the company is a very strong player in the executive segment, Bajaj Auto still rules the roost in the premium segment. Consider this: during FY’09, Hero Honda sold about 0.19 million units in the premium segment. Now compare this to the much higher 0.84 million units sold by Bajaj Auto, and you understand why there is much catching up to be done on the part Hero Honda. But having said that, we also do confess that the pace at which Hero Honda is catching up, it surely appears to be determined to give Bajaj a run for its money in the premium segment as well.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program) 

Friday, January 11, 2013

NARESH GUPTA, MD, ADOBE india

I realised... if I pay them the ransom, my son would be back...

B&E: What was your first reaction when you discovered that your son Anant was kidnapped?

Naresh Gupta (NG):
Obviously, it wasn’t a very happy moment for me or my family. Infact when the incident happened, I was in Hong Kong for business purpose. I immediately flew back and after some discussions with some of my close associates, we decided to hire an expert from Philippines. That was my first reaction and the first step I took. I didn’t want to compromise on anything and we decided that taking expert opinion and consulting was the best way to get out of the situation and get my son back, safe.

B&E: How were the state of affairs at home? You being the head of the family, did you get into that assurance mode that all would be set right?

NG:
Of course not! I was as worried as they were, and I simply told them to handle their own tears. I had to be practical and had to keep my mind off all the grief and think clearly. I had to spend more quality time thinking about what can happen rather than waste time in grief, thinking about what happened!

B&E: So how did the family come to know about Anant’s kidnapping?

NG:
The family received a phone call stating the obvious. Then the police was immediately involved and I openly decided to involve the media as well. We were very open about it and hoped that telling the world would make it easier for us to nab the kidnappers. There were people telling me how two men on a motorcycle had picked up my son from where he would catch his school bus everyday. He was just in the pre-nursery standard then, and it would have been a rather easy task to kidnap a kid, who was totally unguarded, totally unarmed or forewarned.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, January 10, 2013

Indian consumers were not ready for them

when they entered, indian consumers were not ready for them. but reebok began relentless expansion. the strategy has worked...

Didn’t over expansion result out in cannibalizing their own sales? For instance, in many localities (like South Ex in Delhi) they have two stores. Actually Reebok managed its retail strategy through product proliferation and brand extension strategies. Explains Subhinder, “In one store, the first floor has lifestyle products and on the second floor, we have sports goods. In the second store, the first floor has women’s apparel and the second floor, men’s... It might sound very simplistic, but this is indeed what helped us to run our stores in same locality phenomenally!” The company also rolled out its premium brand Rockport in India in 2000 and started creating brands for entering into new segments followed by opening new stores for the same. India insights worked well. For instance, Reebok launched shoes with broader forefoots, that suit the Indian customer, unlike the offerings of its international rivals (IBEF).

Finally today, these strategies have helped the company earn a turnover of Rs.14 billion for the year ended 2008. Their focus has also shifted now, since women’s apparel is contributing to 30% and Reebok Classic (the lifestyle venture) is contributing 10% of its Indian turnover. In fact, the women audience is being pampered with the recently launched Easy Tone shoes. By just walking in them, women can get a well toned butt. Irrespective of catering into so many segments, still the company wants to resist the temptation to create its own manufacturing hub in India and is cashing in on the sourcing hub of Adidas.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.