Showing posts with label IIPM-News. Show all posts
Showing posts with label IIPM-News. Show all posts

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
 
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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 IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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Friday, February 08, 2013

3G in India

3G in India is clearly too expensive on a rational and logical basis

The impact of the prices paid in India will result in an increase of capital employed for Idea, Bharti and Reliance of roughly 3.0%, 3.4% and 10.4% compared to the 255% increase for Vodafone. The immediate impact on the ROCE is to reduce the returns in the range of 0.2% to 0.9% which is relatively benign compared to the damage inflicted in the UK. Furthermore, unlike the UK, the Indian operators will be able to deploy their networks more cheaply and achieve greater performance by jumping to 3.5G in the form of HSPA. The spectrum will be used immediately to relieve congestion on the 2G voice networks and India will quickly emerge as the centre of innovation for low cost smart phones, applications and new mobile business models. The auction winners will not have to wait 10 years before they can start earning a return. Indian 3G prices for Mumbai, Delhli and Kolkata were certainly high and above expectations but they were not anywhere near as exuberant as those of the UK or Germany.

As regards the business case for the 3G spectrum, the 3G spectrum in India is both about voice and mobile broadband. Accessing the Internet from handsets i.e. the small screen will be a much bigger phenomena in emerging markets compared to developed countries. This is already apparent in some markets such as Egypt, Morocco and the Philippines. What matters now in India is not how much was paid for 3G spectrum, and as a classic “sunk cost” it should have little bearing on future decision making, but how quickly can a more rational market structure be established. Greater certainty over the future regulatory environment, including 2G spectrum pricing, along with consolidation and an end to the brutal price war will have a far more pervasive impact on future returns than the prices paid for 3G spectrum.


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.

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Saturday, January 19, 2013

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 IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.


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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 IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.
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Monday, January 07, 2013

LAW AND ORDER: INDIA

The legal environment reflects the larger shame of Indian venality

There is no dearth of shameful stories of negligence and corruption. The entire country was shocked when Manu Sharma, the accused in the Jessica Lal murder case, was acquitted by Delhi High Court. The accusation clearly pointed towards the Joint Police Commissioner for tampering evidence and trying to hush up the case. There was strong demand to involve CBI, but that was turned down too at that time.

CBI, too, is not beyond blame; its inefficiency was clear, for instance, in the Priyadarshini Mattoo murder case. The accused was let-off due to lack of evidence. The judge called it ‘deliberate inaction’ by the investigating agency. Then the kidney racket in Gurgaon led by Dr. Amit Kumar comes to mind. As per indications, he was tipped off by some insiders about possible police action (which helped him escape, though he was later caught). It is immaterial to call ourselves a rising superpower if we can’t provide swift, fair and efficient justice.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.
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Friday, November 23, 2012

Murder of a Monk

The fate of the Caribbean Monk Seal has been sealed, for good!

Alas, fate has caught up with what was once a happy inhabitant of the Caribbean Sea. The species in question, the Caribbean Monk Seal has all but disappeared. The cruel ways of man finally caught up with the creature that had been fighting for survival, at last slipping into times past. The Caribbean Monk Seal, which also went by the name of West Indian Monk Seal, belonged to the Monachus tropicalis family of species. It was the only seal which was known to be born and residing in the Caribbean Sea and the Gulf of Mexico. The final blow to the last nail in the species’ coffin was dealt on June 6, 2008, when after five years of research to find any signs of the seal, the US Government announced that the species was officially extinct and the reason for its extinction was without any doubt, human.

A mere 6-9 foot animal, the Caribbean Monk Seal was never a predator of humans. It couldn’t have been, with that chunk of fat around its neck and hair that had faded from brown to yellow-white colour on the stomach. The male seal could reach up to a length of about 2.25 meters and could weigh up to 200 kilograms; the females, however, were generally smaller.

The seal was first spotted by Christopher Columbus in 1494 who named it the “Sea-wolf.” During his complete voyage, he is known to have killed as least eight of them for their meat. The region of the Caribbean Sea was somewhat a residence for these seals, but when man learnt of it, and the benefits he could derive therefrom, began a killing so macabre that a seal was being killed every minute, for meat, and for its oil; until the residence was turned into its grave.

It was always known that when the population of these seals becomes unstable, they become easy prey for sharks and fishing nets. In spite of these warnings, the killing only continued, and in greater numbers each day.


Source : IIPM Editorial, 2012.

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Thursday, November 22, 2012

Hey, did I click on hot-male.com?

Cyber squatters are opening ‘spoof’ travel sites mimicking real ones

It should come as no surprise that the online travel market has become the buzzword among cyber squatters. Cyber squatters have developed phantom travel sites (similar to genuine ones) to reap benefit out of this $2 billion worth segment. Cyber squatters are developing sites that are similar to generic sites (like indiatimestravel.com for travel.indiatimes.com and mytripyatra.com for makemytrip.com and yatra.com) in order to bluff the users. They further charge an exorbitant price and also provide sub-standard packages.

The story of clones, one guesses, has just started. A spoof site, ‘webcameron.info’ was developed within two days of the launch of ‘Webcameron.org.uk’, that featured the speeches and vision statements of United Kingdom’s Conservative leaders. Even Liberal Democrat MP Mark Oaten was a victim of cyber squatting as his rival hacked his site ‘markoaten.co.uk’ and directed users to his own site, thus stealing potential voters.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

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Wednesday, November 21, 2012

VIP SECURITY: MISUSED

VIP/VVIP security has lost that ‘necessity’ touch. It’s merely an act...

It is obnoxious that common men are even prevented to walk on the pavements and traffic brought to a halt when politicians pass by. Currently, over 300 persons are considered VIPs in Delhi alone, engaging nearly 9,000 police personnel! Various RTI requests reveal that around one lakh police and paramilitary personnel are deployed to guard VIPs. To make matters worse, expenses on the Special Protection Group for VVIPs exceeded the set target by a whopping 16%! Sample this: immediately after Samajwadi Party and Congress patched-up, SP leader Amar Singh (who was under no security threat, whatsoever) was provided the highest level of security.

Yes, security is a need, but one can’t have the nation running around politicians! It’s really the politicians who are meant to protect the nationals. And why get elected in the first place, when you’re pigeon livered?!


Source : IIPM Editorial, 2012.

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Tuesday, November 20, 2012

MONETARY: CRISIS

Slowdown and crisis together

This decision will eventually affect the FDI flows in India and China. Moreover, with slashing of interest rates in US, the FDI flow and the Indian currency (as well as the Chinese currency) will get negatively affected.

The Fed Rate cut did spark some relief, but the poor performance of top US investment banks like Goldman Sachs and Lehman Brothers did neutralise the positive effect. However, China’s renminbi gained some ground against the Japanese yen and the Hong Kong dollar to stand at 6.4564 yuan against 100 Japanese yen and 0.96189 yuan against one Hong Kong dollar! seems shocking.. Huh.. 


Source : IIPM Editorial, 2012.

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Monday, November 19, 2012

Global CEOs have destroyed their companies...

From the Editor’s desk, comes to you seven rocking ways in which global CEOs have destroyed their companies...

Lousy CEO Habit #4: Being proud of not being an MBA

I’ve seen many such CEOs, boasting to the world how an MBA is plain rubbish. Apart from innumerable researches, Sloan MIT’s spectacular research (Managing With Style) of 7,500 of the world’s top firms proved conclusively how companies with MBA CEOs perform fantastically better than those having non-MBA CEOs.

Lousy CEO Habit #5: Believing CSR (Corporate Social Responsibility) adds to profits

Umpteen reports, like Stanford’s definitive Social Innovation Review, have year after year vindicated that CSR investments are particularly unlikely to pay off. Michael Porter, the father of modern strategy, blasted CSR as being just “a PR game!” The most respected Peter F. Drucker historically documented his statement in the documentary The Corporation, “If you find an executive who wants to take on social responsibilities, fire him... Fast!”

Lousy CEO Habit #6: Wanting to convert his ‘privately held’ company into a ‘public’ one

University of Michigan, Chicago University, London Business School and many other top researches have beyond doubt proved how public ownership is clearly disadvantageous for firms, not only in terms of control, but also in terms of business volatility.

Lousy CEO Habit #7: Believing in the ridiculous concept of core competencies

BCG showed at the start of 2007 (after a ten year in-depth study of hundreds of firms) that being diversified was thunderingly better than sticking to the ‘core’. They also showed how “there is no statistical correlation” between a core focus and shareholders’ wealth. There, that was simple, wasn’t it? Strangely, India Inc. seems to be getting none the better, with a growing majority of those CEOs stupidly indulging in almost all the above mentioned 7 lousy habits bang on... which brings me to my junior’s most disturbing statement, that I had completely missed out on.


Source : IIPM Editorial, 2012.

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Karan Mehrishi analyses why...

And B&E’s Karan Mehrishi analyses why...

AMD lost money dispite of being an intellectually driven company operating in a progressive environment. The world’s second largest semiconductor player lost close to $3.3 billion in 2007. Generally, analysts contend that AMD’s loss per share will be in the vicinity of $0.5–0.8, on revenue this quarter. The 15% fall in revenue has resulted in the lay offs involving over 1,500 workers by a company, which has a history of employee retention in even adverse conditions. AMD controls 23–24% of the semiconductor market, and was banking on the latest generation ‘Barcelona series’, which has been delayed for launch. With the worldwide semiconductor sales will not slated to grow more than 5–6% through the next two years, growth would be a major issue.

While the $7.7 billion losses reported by Merrill Lynch are basically due to the US housing slump and the mortgage crises, even Freddie Mac, which reported over $3 billion in losses, suffered due to similar reasons. According to their official press release, quoting Richard F. Syron, Chairman and CEO, Freddie Mac: “Without doubt, 2007 has been an extremely difficult year for the country’s housing and credit markets; and... we have been impacted by the deterioration in these markets.” Analysts ague that bad debts could have been a major issue here, as according to some reports, individual defaulters have increased. Explaining his company’s position, Buddy Piszel, CFO, said, “You can see the impact of these trends in our credit results and throughout our financial statements. Year to date, we have recognised $4.6 billion in net credit related items on a pre–tax basis.” Clearly, American companies have worse to come round the corner, what with the economic recession gathering speed faster than George Bush leaving office. Well, they can count on at least one person, me. Same time, same day, next year, as the California Governor so succintly says, and I quote, “I’ll be back!”

Read more.....

Source : IIPM Editorial, 2012.

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Saturday, November 10, 2012

INDIA: TOURISM

Tour operators are opposing the government's decision 

This is a change from the previous dual tariff system under which the fee was $5 for World Heritage Sites and $2 for protected monuments such as the Red Fort & Purana Quila.

For domestic tourists, the entry fee has been fixed Rs.10 for each World Heritage monument and Rs.5 each for the other monuments. The Union Culture Ministry says the step was taken to address the panic in Indian tourism organisations caused by the falling dollar rate, and check the slide in Archaelogical Survey India (ASI) revenues. At the moment, most in the tourism industry disagree with such an assessment. There are 3,568 protected monuments in India, of which only 124, including 17 World Heritage ones, have an entry fee. The total revenue from ticketed monuments in 2006-07 was Rs.60.84 crores – up from Rs.53.91 crores in 2005-06 and Rs.52.9 crores in 2004-05. Is it monumental gain or monumental blunder?


Source : IIPM Editorial, 2012.

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Thursday, November 08, 2012

googling Indians

The technology company is hoping to convince Indian businesses about the virtues and effectiveness of online advertising

For Google India, the challenge is to enable Indian firms to appreciate the effectiveness of search advertising or the reach of the online medium. In an exclusive interview, Shailesh Rao, MD, Google India, tells B&E’s Debdeep Singh how the company is evolving new strategies, services and products to woo Indian customers. But Rao accepts that computing infrastructure has a long way to go in India.

Excerpts:

How has been the Google’s journey in India so far?

Google’s approach to search and advertising has provided users with a trusted source of information and provided businesses with an efficient mechanism to drive growth. In India, due to the broad popularity of our services – from search to Orkut to Blogger and AdSense programme – we are able to provide businesses with a wide range of marketing opportunities. Understanding the needs of the Indian market, we are looking to address local concerns and offer multiple channels to support business objectives and marketing goals for all levels of a business. We are pleased with the continued use and adoption of AdWords by large and small businesses across regions and verticals in 2007. We have seen businesses utilise the platform to support a wide variety of marketing objectives. We are pleased that fair and transparent pricing, precision targeting capabilities, and an ability to calculate clear ROI are resonating with the marketplace. India remains one of the more important markets for our business worldwide, and we will continue to invest here.


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.
 
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Tuesday, November 06, 2012

Can she deliver victory?

Only aam admi, inclusive growth, and effective delivery systems can help the Congress win elections in 2009

“It’s the only strategy that can work for the Congress. Moreover, it has been forced upon the party,” says a political commentator, who has worked for the party for years. What he is talking about is the fact that the Congress today has no option but to fight on the growth and development planks. In a sense, aam admi, ‘inclusive growth’, and building an efficient and effective delivery system are critical for the future electoral success of Congress president Sonia Gandhi.

Consider the current vote-bank scenario for the moment. In several states like Uttar Pradesh and Bihar, regional leaders like Mulayam Singh Yadav and Lalu Prasad Yadav have snatched away the Muslim votes from the Congress. The rise of Mayawati’s BSP is slowly gnawing away at the Dalits and backward classes votes in several northern and western states. The Brahmins had long ago opted to side with the BJP; in recent times, they have decided to ditch the BJP and forge an alliance with Mayawati in Uttar Pradesh.

So, where does it leave the Congress? “It is now a party with no die-hard supporters. It depends on regional alliances to come to power, as it did in the 2004 elections,” says another Delhi-based political analyst.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Monday, October 22, 2012

Their grass was greener

Two CMs who bravely defied anti-incumbency and emerged trumps in both assembly and Lok Sabha elections

The people of Andhra Pradesh and Orissa seem to be dwelling in a wave of pro-incumbency at the moment. This is obvious seeing how their respective CMs – YSR Reddy and Naveen Patnaik – have had a smooth ride in both the state and assembly elections. In the case of the former, its supporters say that Reddy’s plank to back women empowerment paid rich dividends when it won 156 out of 294 assembly seats and emerged as the largest contributor to the Congress kitty at the centre with 33 out of 42 Lok Sabha seats.

On the other hand, Naveen Patnaik’s party BJD literally conquered Orissa; winning 103 out of 129 seats in the state assembly and 14 out of 21 seats in the Lok Sabha. It is the state’s most comprehensive mandate ever.

In an interview, Patnaik attributed his success to the robust pro-poor agenda that his government initiated. “We had launched several safety-nets for our below the poverty line (BPL) population like the Rs.2 rice scheme, the Gopabandhu pension yojna and housing schemes for the poor known as the Mo Kudia Yojna. People responded to it and appreciated it. We are happy that we succeeded in spreading our irrigation programmes for farmers as well as the paani panchayat systems for the control of water by the farmers.’’

Now he want’s to continue where he left off. A normally reticent Naveen outlined his post-poll priorities, “My first interest is pro-poor programmes, meant for a large tribal and scheduled caste population. We are also keen on irrigation schemes for farmers. We have to generate revenues and job guarantees.’’


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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