'Employee For Life'

Prasad talks passionately about implementing strategies, which virtually demolish the ‘employee for life’ credo practised in the past by Tata Steel; Prasad is acknowledging the fact that the Jamshedpur based plant of Tata Steel continues to be overstaff ed horribly. Though concerned that he might get more footage than the CEO of his company, B. Muthuraman, he’s well supported by his connivingly condescending cowboys, in this case Shweta Kocchar, Tata Steel’s Head of Industrial Relations, who grunts across acknowledgements for almost each volley fired by the specialist.

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

Banks to Take Risk

The total credit routed through these SHGs increased from Rs.33.2 million to Rs.1.9 billion. However, there are still certain bottlenecks in the policy which need to be addressed urgently. Compared to the Grameen Bank, the Indian Banking sector that undertakes statutory micro-credit activities is under heavy regulation. The cap in the interest has been fixed at 7%. Some economists see this as a disincentive for the banks to take risks. Though Grameen Bank did not seek any collateral in return for advances made to the borrower, the reasonable rate of interest (which varied accordingly), and woman being the major recipients, served as cushions against possible defaults. The Indian model seems to completely miss these factors. As a result, benefits fail to reach the bottom half of the pyramid.

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

AARP

The company also earned incredible profits of up to $3.3 billion in 2005. UHG is posting not just record earnings, but also foraying into fresh markets and garnering profits from its association with AARP (a non-profit set up for people aged 50 and over). McGuire is credited with pushing the company into higher growth markets such as senior health care, private health savings accounts & technology data services. It was due to McGuire’s efforts that UHG came to the forefront of electronic medicine and introduced swipe-cards for doctors.

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

Boundary of Bhutan

The draft constitution provides the legal framework for a democratic political system. It has been stated in the First Article itself that the boundary of Bhutan is inviolable, an obvious rebuff to the Chinese. Incidentally, the Chinese soldiers marched into the Bhutanese territory on November 2005 on dubious pretext, and since then, have been building roads in those areas totally ignoring the Official Bhutanese protests. Increasing military garrison in the region can be read as another Chinese endeavour to do another ‘Tibet’ in the region. Unlike the power hungry counterparts in neighbouring Nepal, the monarchy here has been officially labeled as the ‘friend of the people’, meant to satisfy the genuine aspirations of people. These steady transitions, minus the usual ‘revolution’, has almost been an unheard thing in modern geo-political history. The world, indeed, needs to learn, even if from the tiny-tots in the international arena.

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

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PURE MAGIC AND NO CARS!

How would it be to return to the old world, to the rustic charm of the Victorian age, away from the hustle and bustle of the city; place where you’ll come across horse-drawn coaches in place of swank automobiles (by law!) and Victorian cottages instead of suburban setting? Nothing less than an exceptional experience indeed on Mackinac Island, Michigan. And like an icing on the cake are the fall colours of the foliage in the background of the beautiful works of architecture and sculpture. A tourist’s delight is the Lake View Hotel, currently off erring a “Fantastic Fall Colour” economy package! Pack your bags...

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

Industrial Security Froce

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

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

‘CALLING’ ALL ‘FASHION’ FREAKS

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

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

M&M Group

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

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

Kirloskar Brothers

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

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

India On Top

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

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