IIPM Business & Economy :- Write to Jack Welch & Suzy Welch at editor@businessandeconomy.org

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Que: I have been working at the same company for the past five years, and recently I’ve noticed that new MBAs are passing me by and moving into management. I assume this is because they’re cheaper for the company. Do you see this as a trend in the corporate world? (Name Withheld, Kenosha, Wis.)

Ans: No. Most companies don’t promote greenhorns just to save a few thousand bucks. They promote people who exude the kind of positive energy, ambition and intelligence that can propel an organization forward. The upward MBA escalator in your company is probably not about corporate economics but is most likely about a downward trend in your career. Without doubt, you’ve hit some kind of a wall. If you don’t find out the reason soon and repair the damage, it won’t be long before you’re passing those ‘bargainbasement’ MBAs on your way out the door. Unfortunately, it could be difficult to get the answers you need.

Clearly, your managers haven’t been candid with you about your performance to this point. Perhaps they expected you to read the writing on the wall and draw your own dire conclusions. Appraisal avoidance shouldn’t happen, but it often does when the news is going to be bad. Your job, then, is to gently initiate some kind of conversation with the boss you’re closest to, even if it is just to obtain a vague sense of what’s going on. But just as important, you need to start pouring energy into getting back on the radar screen. The most effective way to do that, not surprisingly, is to over-deliver. Whatever you’re doing, do it better and faster. Come up with a new concept or process that doesn’t just improve your results, but your unit’s results and the company’s overall performance. Surprise everyone.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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IIPM Press Release :- Where do the dead go?

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A drug once widely used for livestock, it stood banned ever since it inadvertently started taking a toll on the big birds. “More than 99 per cent of the vultures in the country have vanished. They are dying at the rate of 30 to 50 per cent annually. Functionally, they are extinct,” said Dr Jakati, Chief Wildlife Warden, Haryana and Vulture conservationist.

The damage has been done, and the remaining vultures are struggling to dispose off the body count that is piling up at an alarming rate. Some Parsis are left aghast at the decrepit condition of their late relatives, while the purists are demanding that this generation-old ritual not be done away. The tug of war has thrown up a strangely probable solution; massive solar reflectors that use the power of the sun to keep the lamp of tradition burning. But come monsoons, and the rain gods shower alternate plans. Between the devil and the deep blue sea, they face Hobson’s choice.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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...that propelled a small retail initiative to the coveted spot of becoming the largest retailer!

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If you’re looking for inspiration, here’s the man – Sam Walton! He started-off from merely franchising a Ben Franklin’s variety store in Arkansas and has today created a $200 billion worth giant called Wal-Mart.

Earning profits through volume- play became their prime philosophy. In 1962, the first Wal-Mart store was opened in Arkansas which was followed by a further opening-up of 15 stores. Its expansion strategy of penetrating only small towns with less than 10,000 people paid-off and accelerated its growth.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Pofessor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Name one business they’re in...

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Besides these, the group has also forayed into sectors like ITeS, health, telecom, hardware & cement. Yes, but even this diversified business group is nothing but an entity that has failed to thrive post-liberalisation, lady luck and vision both seem to have abandoned this company and the overall Dalmia empire withered away from public gaze. Sanjay’s move to buy UP Cement Corporation from Mulayam Singh’s government in 1991, proved wrong as the succeeding Kalyan Singh snatched it back the following year. Dalmia sought restoration through politics, rather through business moves, and this in itself proved to be a step too far, as his concentration was diverted from becoming a successful corporate king to a politics ‘rent seeking’ activist! He stayed in active politics till 1998 when his business was nothing but dormant. By the time he returned to business, recession hit, and his group’s annual revenues had dried-up to just Rs.5 billion (1998-99). Furthermore, their ‘PageInfo’ business was rendered obsolete by mobile phones.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

The Fier(o) Victor

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With over thirty companies under its flagship, the TVS Group is one corporate leviathan that has earned the reverence of one and all. A vision of T.V. Sundaram, in 1911 is now a money minting juggernaut that recently posted a turnover exceeding $ 2.2billion. The company that started off as a small transport business now has over 40,000 employees worldwide and has diversified into twowheelers, automotive components, automotive spares, computer peripherals and financial services. More noteworthy is the two wheeler business i.e. TVS Motors which has over the years raked in the maximum revenues and has become the face of the TVS Group worldwide. The company has risen up meteorically to become the third largest two wheeler manufacturer in India and figures in the top ten globally.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

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Bollywood ‘Don’ing on ad-land?

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Remakes and sequels might be the flavour of the day, but in-film placements are surely a hit! Try and recall some films released this year and you’d literally marvel at the host of images that pop-up in your head – of a DJ aka Aamir Khan sitting at a dhaba (with walls painted of ‘Coca- Cola’ ads) or of the new age ‘Don’ on a sleek ‘Motorazr’ or even more clearly of a reborn Munnabhai alias Sanjay Dutt wooing his lady love in a ‘WorldSpace’ studio!

As the corporate world gets more and more hinged onto Bollywood, in-film placements, special offers and events around latest releases are becoming more or less a norm. But, some out there are not content with just their product’s screen presence in the film, or with celeb endorsements, they are continuously yearning for more... So the next time you are glued to the idiot box, count the number of ads that have altered their story lines to fit in a few clips or songs of some latest Bollywood flick.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

Hello Hawaii! Hello Hawaii!

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Between November 9 and 11, the breathtaking locales of Waikiki will play host to the 15th World Invitational Hula Festival, a celebration of Hawaiian culture, art, history, language and well, all things Hawaiian! With 21 judges presiding over the largest of such Hawaiian competitions, participants from Japan, Mexico, USA, Philippines, Spain, Holland etc will come and share their passion for hula.

The deeply-ingrained respect for the environment in the Hawaiians manifests as they adopt nature’s four elements as the festival theme. Messengers of Aloha Aina (love of the land), they believe that defiling any inch of Hawaii is akin to doing the same to themselves! While Hula kahiko stresses upon discipline and the correctness of the chants and movements, Hula ‘auana, is the modern version influenced by western soul! Either way, dance along...

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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One of the top three consumer electronic firms by 2010

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In 2005, the company adopted the ‘Blue Ocean Strategy’ to position itself as one of the top three consumer electronic firms by 2010. In order to achieve this, the company has identified specific product segments that will fuel its growth. Having successfully captivated the mass market in India, LG is also now trying to move up the value chain with premium products. The South Korean giant is also moving towards IT & communications as its future growth areas in India. Kim elucidates, “I feel that it is the right time to go and focus on new fields like IT and communication. IT means PC and communication means mobile phone. We want to be the number one in IT and communications space.”

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Moon, Mars & Imperial madness

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Almost the en tire space-based technology is dual use technology. The number of commercial players in the fray for exploitation of the space is increasing. The US Global Positioning System (GPS) is not only used for military navigating but also in private cars and mobile phones. However, GPS is facing competition from the European and Russian navigation system, Galileo and Glonass, respectively.

Bush has been forthright about his goal to enhance the range and reach of the American empire. As business wars in the space begin to take shape, US would leverage its military strengths in space to market its space-based products as safer vis-à-vis the European or Russian systems. Of course, so pervasive is the military & imperial dominance of US in global affairs that it is difficult at the moment to think of a credible challenge to its ‘might is right’ policy. But now, the onus is on rest of the world to rise and tell the US that ‘global commons’ cannot be the sole preserve of the west, especially the Americans – because the weaponisation of space will hamper the progress of free market norms and will skew the playing field in the space industry.

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There will be no impact, whatsoever, on the financial performance of the refinery, or for that matter, in the final products

IIPM PUBLICATION
Well, of late, the company is sporting a very good financial status. President P. K. Kapil said in an e-mail to the employees “There will be no impact, whatsoever, on the financial performance of the refinery, or for that matter, in the final products.” On the retail store front, Reliance plans to invest nearly Rs.250 billion in the course of its plan’s actuation. It will set up 5-10 stores in Hyderabad within a month and would then expand in other major cities like Delhi, Bangalore and Mumbai. Ambani’s close support Manoj Modi, will head the retail venture while Nita Ambani will take care of the branding part. It appears that the company is really not affected by any adversity, no matter how hard it hits the Reliance structural integrity. The resilience showed is truly appreciable, but then this cannot be expected from any other company either.

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Peer pressure cracks Jess!

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Smaller of the Simpson sisters, Ashlee Simpson has recently made an on-stage debut as Roxie Hart in the long running musical Chicago. Although it was not a blast in the Hollywood circle, her performance didn’t go unnoticed! In fact, her sister Jessica claimed that Ashlee infused life into the character of Roxie to make it so real that she could just not stop crying! Though she was spotted storming out of the after-show party. C’mon now, let’s be a sporting and supporting sibling, Jess...

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative


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Aesop’s fables: Two bullies & a coward

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So how come they can’t get a man they vowed to chase till the end of earth. There are some fascinating recollections in Musharraf ’s book. At one place he says Mullah Omar, the cruel Taliban chief, got on to a Honda and vanished, suggesting that Honda use this as a great ad for their product. At another place, he says bin Laden is busy crossing the Pakistan-Afghanistan border back and forth. This should have been enough for Bush to resume bombing, this time in Pakistan as well. After all, what could be more important for a American President: Getting Laden or lose a shift yally. Bush didn’t bomb anything. And when Musharraf came visiting, it looked like both were preparing for life after presidency, perhaps in Washington’s talk circuit.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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BEYOND COMPARISON...

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Being an ardent reader of Business & Economy for the past half year, I have witnessed various improvements in the quality and content of your magazine. All praises to you and your strong editorial team for having so very successfully published another collector’s special issue dated October 5, 2006, with the cover feature as ‘B&E Power 100 – India’s Most Profitable Companies’. It indeed is a tremendous combination of being a treat to one’s eyes and food to one’s brain! My heartiest congratulations to your entire team on the excellent execution. Though a thousand lines of praise can be written about the content standards, the design perhaps lends a different dimension to the idea of how even serious and business-related matters should be presented.

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The rankings used authenticated published parameters that reflected actual profitability figures of companies

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While equal weights were assigned to all the four parameters, their averages (over the past three years) were taken for the final consideration. Two additional ranking details – in terms of, firstly, the dividend yield, and secondly, the PAT/Sales ratio – have also been given. Apart from giving performance summaries and profile commentaries about the top companies in each sector, a brief comparison has also been drawn between the company that tops the chart in each sector and the company that is the leader internationally. Final results may be skewed due to the fact that in India, market capitalisation, which has been given a 25% weight, moves more by market dynamics than by true fundamental or technical analysis. Moreover, some leading companies that were not listed on BSE 500, were also left out.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

To either go for a kill... or be killed!

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With more global players like Cement Francais S.A, Italicement and Heidelberg hoping to cash in on the opportunities in the sector, small and medium-sized players are viewing these developments as an opportunity to exit this theatre of war with a big booty. On May, 2006, Cement Francais S.A, France, acquired 50% stake of its JV partner (K. K. Birla) in Zuari Cement for Rs.6 billion; and the most recent case is Mysore Cement, an S. K. Birla group company, in which Heidelberg acquired a controlling stake of 51% for $93 million. These are the true colours of globalization and cement is no exception to it. Where there are the small fish genuflecting against the foreign players fortified with a massive war chest, there are only a few good companies like Grasim, who are holding their own. With a capex of Rs.27 billion, Grasim is making valiant attempts to regain its lost tiara. Comments Rajan Kumar, cement analyst, Networth Stock, “The expansion is in response to recent aggressive moves by Lafarge and Holcim. Capacity expansion is in order to consolidate Birla Group’s position in cement industry. Along with the planned 8 MMT expansion of Grasim in north India, the 4 MMT Ultratech expansion would take AV Birla’s capacity to 45 MMT by the year 2009.”

Indeed, the thumb rule of surviving in this ferocious sector, where over 68 MMT of new capacities are on the anvil in next three years, is to either go for a kill... or be killed!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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IT, ITeS and related services prove a new facet of India to the world

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With Indian IT companies such as Satyam, Cognizant and Infosys continuing to post impressive sales growth in excess of 25% during FY07, the Indian IT sector still remains the emperor within kings and continues to witness growth that would be an envy across the globe. There is a robust demand for off shore IT services and this scenario is surely going to rub off on the relatively smaller players such as i-Flex solutions, Geometric soft ware, MegaSoft , Infotech Enterprises, Subex Azure to name a few. All the above mentioned companies have a burly base of marquee clientele and have a strong presence in the high growth markets. The aforesaid companies have been consistently making profits and even MegaSoft (the smallest of the eight companies in terms of yearly revenues) has posted revenues in excess of Rs.1 billion in FY06 and a profit after tax of Rs.201 million.

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MphasiS BFL

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Chairman & CEO: Jerry Rao
When it comes to software development, MphasiS doesn’t lag behind. A war-horse in the field of IT consulting (and more prominently BPO outsourcing), this one offers services in diverse areas, including application integration and lifecycle management. Their clients range from banking, insurance, retail and logistics majors to myriad airline, technology and utilities sectors. Recently multinational Electronic Data Systems (EDS) acquired MphasiS for $380 million, raising its stake to a controlling 61.8%, which only added more value to its brand worth.

MphasiS services around 2,000 companies around the globe and works around multi-channel solutions. With several firms up for support, it is sure of its target market, with a global customer base. Their offerings span 9 industries and provides BPO service solutions in English and Spanish language to the Fortune 500 companies. MD Jaythirth Rao says: “Last few quarters in the IT industry have raised concerns that mid & small size IT companies were posting lower growth rates. The answer to this lies in not imitating big companies but looking for new ways of growth.”

Enterprise applications integration to design and building a common central data store, work flow and collaboration enabling technologies are key areas that are being worked on and developed within MphasiS, as priorities for 2006. Moreover, the company has formed business alliances with Prudential Technologies, Srilanka and Spectrum Software, USA. It also has technology partnerships with Avaya, Amberpoint, BEA, Contivo, IBM, Interwoven, Microsoft, Novell, Oracle, among others. With EDS joining force, this one’s positioning is soon bound to rise above the clutter!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Titan diversified into jewellery under the brand Tanishq

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During the year 1995, Titan diversified into jewellery under the brand Tanishq, which has become one of the key growth brands for Titan in terms of profits, sales and consumer loyalty and is now changing the jewellery market in the country. To expand its retail reach across the country, Titan launched ‘The World of Titan’ stores, clubbed as one of the world’s largest retail watch outlets that are now available in 30 countries. According to Bhaskar, the company is planning to now launch these stores in various parts of the country. He divulges: “We are looking at taking the World of Titan number to 300 in 3 years. Similarly, Tanishq to about 125 and in total to open about 450 stores of watches and jewellery over the next 5 years.” The company has also marked its presence in the premium fashion watch segment by acquiring a license for global brands like Tommy Hilfiger. After capturing a big share of the branded jewellery market in India, the company has also entered the fashion eyewear segment, by launching Fastrack Eye Gear sunglasses, an extension of its Fastrack watches, targeted towards the youth.

In fact, like a true blue Indian multinational, Titan has won India a global market place from UK to Spain, Greece, Asia Pacific to countries in the Middle East.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Home, garden, housekeeping

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Yes, that’s what women were confined to years ago, and nothing much has changed since then. Even though today, more women work outside home, earn and control significant amounts of money, and make large important purchases (like automobiles, computers), they are still always shown in advertisements of household products. The woman’s opinion is important only as far as washing machines and microwave ovens are concerned. So the “Whirlpool mom” is a superhit because she stays in the house and the biggest kick she gets in her life is when she can remove the stains from the children’s clothes in a jiffy. And when it comes to cars, the woman is shown scantily clad, lying idly on the roof top, doing nothing much(!), while it’s the man who is the decision maker as car is his symbol of success! And for woman, the symbol is the bunch of spotless white clothes of her family.

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Fair game?
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Mulally to be the wind beneath Ford’s wings

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Alan Mulally, former Boeing executive, has been named chief executive of Ford Motor. This would mean that the five-year stint of Bill Ford Jr. (as the operational head of the company that was founded by his great-grandfather) has come to an end. The message, say industry analysts, is clear: Ford is looking at changing the way it has conducted business so far, and will step up cost-cutting and roll out more product development plans. Ford posted a whopping $ 1.44 billion loss in the first half of this year, and its US sales had nosedived by nearly 10% till August this year. The choice is perfect: Mulally is best remembered for leading a revival of Boeing’s commercial plane division after the sharp decline that followed 9/11 and is known to be someone who walks the talk.

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Qualis is an older vehicle...

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In the midst of aggressive competition, TKM has maintained that its philosophy is of “putting customers first”. A perfect example is that of the flagship brand Qualis (and replacing it with Innova), the model that TKM decided to withdraw while it was at its peak. The last month of Qualis in India saw sales touching a magical figure of 4,000 units. Kirloskar exclaims, “We had no stock left . People wanted every bit of it, every last one of it”. When asked about the reasons for withdrawal, Vikram proffers, “See basically Qualis is an older vehicle... At the end of the day, you’ve to give the customer what they want. They want newer technology vehicles, better looks, safer & better parking, better fuel consumption, better emission…”

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New dia’tribes

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Fence those borders, right now
India shares a 1,670 km long land border, and about 200 km long maritime boundary with Myanmar. Though the borders are peaceful and report no major threat, the cultural intermingling and free movement of tribals up to 16 km (as per the agreement between the Indian and the Myanmarese government) of the borders simultaneously present an opportunity and a threat to the security fabric of India. With separatist groups thriving on the support of arms supply and other resources from across the border, the management of this particular border is quite urgent, as comprehensive fencing of the area in question has still not been taken as an important issue. Historically, many insurgent groups – like the Nagas, Mizos and Tripuris – have had their bases in Myanmar.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Coffee, Tea & me
IIPM Alliances
Disaster Ministry
Reduce T&D for more productivity!

MR. BEAN WAS NEVER THIS GOOD

Global acquisitions made by Tata Tea

Screaming siren

IIPM BEST MBA INSTITUTE
Being amongst the nation’s sexiest women, fantasized about by millions and envied by the spouses of those millions, isn’t exactly as desirable as most would assume. After experiencing many disturbing incidents previously, Bipasha Basu recently alleged physical and mental harassment by two men who escorted her in a car to a parade organized by the Indian Business Association in US. Upon reaching, Bips boldly went up to the podium and made no bones in disclosing details of her harrowing ride. Attagirl Bips, but why didn’t you think of using one of those kickboxing moves and punch their eyeballs out?

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Feasting This Diwali

IIPM PUBLICATION
Well, Diwali is the time when the business of appetite gets a heft y belly of sales, as lots of institutional buying occurs for the gift purposes. No wonder the food merchants make use of the season to increase their presence. After tantalising the taste buds last Diwali with its ‘Celebrations Rich Dry Fruit Collection’, Cadbury, is becoming uncontrollably aggressive with new launches and packaging this year, too. Agrees, Manish Mehta, the promotional marketer of Cadbury, “What is important is the right packaging and product promotion. This year also, innovative packing will remain the key.” ITC has not announced any major launches, yet, for the season. The company is reportedly planning to launch a range of organic foods by next year under its Aashirvaad brand.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Eyeing The Best Deal
Greetings in this fiesta
Why can’t sales and marketing just get along?

Robert Noyce and Gordon Moore

IIPM BEST MBA INSTITUTE
If it wasn’t for the famous duo of Gordon Moore & Robert Noyce, the Intel chip promising fast processor speeds wouldn’t have found the light of day. Robert was the son of a vicar at the Congregational Church, shifting constantly as parishioners moved to different cities. While studying at Grinell College, his physics professor showed him the very first transistors invented – it caught the imagination of the legend in the making. On the other hand, Gordon Moore hadn’t had the best childhood. His father had to drop out of school after grade 7 & his mother was a high school pass out. His elder brother, who was the brighter of the two, got draft ed in the Army for the World War II, and is a farmer now. Moore, who was too young for the war, was highly interested in chemistry since the age 10 and befriended a neighbour who had received a chemistry set for Christmas.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Service with a SMILE!

IIPM PUBLICATION
By altering mindsets that are firmly ensconced within the milieu that makes up a corporate, the argument is that it is possible to revolutionise the attitude that is displayed towards customers. These affable leanings can moor clientele in a short-term rapport, but if you seek a symbiotic relationship that entails long-term loyalty, little imperatives make all the difference. It might be easy to dismiss this book as based on a figment of an over-active imagination, but that cannot possibly be the case seeing that Kindness has its origins in painstaking research and even goes so far as to instantiate its arguments by liberally peppering the content with real-life examples of companies that are known for the exceptional delivery of customer service that has come to encapsulate their customer interactions. In essence, Horrell expounds on his view that spreading the ‘love’ (read kindness and consideration) creates a ripple effect of its own volition and acts as the harbinger of astonishing customer relations.

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Source :- IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Wine Wonder, Down Under…
The findings are shocking
Social Revolution' or 'Capitalist Carnival'?
New IT Park to come up in Jaipur
LEAGUE OF DENTED CHAMPIONS : IIPM
EAT, DRINK AND STAY HEALTHY
Marineau has creditably improved the finances of LS&CO. , but his job is still largely undone
Tsotsi!!
IIPM : One that glitters most is ‘Indian’ gold

It’s Raining Wine!

IIPM PUBLICATION
The charmed old walls of Requena, located on the banks of river Margo in Valencia county, transport one to another plane altogether. For, from narrow by lanes to the charming city plaza, Requena oozes tranquility. That singular moment of serenity, an unattainable quest in our humdrum continuation, is what lies here in profusion. As unique as the underground caves below city dwellings(!), this Valencian city celebrates its share of the annual affair with the commencement of its grape harvest acknowledged as La Fiesta de la Vendimia (August 23 – September 3). Central to La Fiesta is the practice of Noche de Zurra which, owing to some uncanny customs, can catch first-timers off guard! In what has been tradition for years, locals parade the streets to implore the Supreme Being for water required for the forthcoming harvest.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Where CSR is state responsibility

IIPM BUSINESS & ECONOMY
Consumers being taken for a ride has become a regular habit for companies (see box on right). There is virtually no food product in India that is not contaminated by pesticides and other harmful chemicals. The real solution is to enact effective laws & ensure they’re implemented in letter & in spirit. For the last three years, Indian policy makers have been working at their own elephantine pace to enact such a law. In the first week of August, the Rajya Sabha did pass the Food Safety & Standards Bill, 2005. Yet, even this might not prove sufficient to deter a company with deep pockets from running rings around the Indian consumer. Hailing the new law as a land mark, the Food Processing Minister, Subodh Kant Sahay, remarks, “The new Food Bill has a provision for consumers to lodge complaints... Action will be taken against manufacturers if the complaints are found valid.” The penalty: A fine ranging from Rs.1 lakh to Rs.7 lakh. But then, how much of hurt would a Rs.7 lakh fine cause to a company that can pay millions of rupees to celebrities like Aamir Khan to endorse its products & then spend hundreds of millions more in advertising?

Many senior level managers who spoke to B&E pointed out that the problem in India has never been a shortage of laws, but the right mechanism to enforce those laws. And all agreed that the only possible way for making companies like Coke and Pepsi listen to the wake up call is when the Indian consumers decide to vote with their wallets.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Miles to go before I sleep...

IIPM BEST MBA INSTITUTE
Points out Richard Ptak, Chief Analyst at Ptak Noel and Associates, “The transaction brings together the strengths of HP open view systems, network and IT service management soft ware with Mercury’s strength in application delivery, IT governance and service oriented architecture governance.” HP expects its soft ware business to generate annual revenue of $2 billion (from the present $1 billion) and growth rates of 10%-15% by 2008.

Also, the deal gives HP a chance to become an end-to-end solution provider, a berth that was once restricted to IBM. Big Blue isn’t resting though; as if in response, it took up asset and service management company MRO Soft ware for $740 million on August 3. HP will do well to continue on the acquisition path to acquire complementary technologies and capabilities in the soft ware arena, and Mercury is just the beginning.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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The MisFORTUNE 500!

IIPM PUBLICATION
For the Fortune #2 Wal-Mart, Berkeley Labour Centre in 2004 contended that the company’s employees are paid so less that majority of its workers in California depend heavily on government aid programs costing the exchequer a whopping $86 million annually, particularly in health care and housing projects. GM, placed at 5th, received a film ‘promo’ in Michael Moore’s documentary Roger & Me, which highlighted the disastrous consequences on the families of 40,000 laid-off workers in Flint.

The 6th ranked Chevron has been credited with a $7.42 million sexual harassment suit (1992), shooting at protesters in Nigeria (1998), and 10 refinery accidents sending scores to hospitals (1999). Ford earned ‘plaudits’ for first agreeing to stop advertisements in gay magazines in 2005, and then withdrawing the decision after protests. The company has been ranked 9th this year. ConocoPhilips, ranked 10th, America’s largest oil refiners, agreed in 2005 to spend $525 million to settle the case for violating the Clean Air Act. Fortune #11, GE, discharged 1.3 million pounds of lethal polychlorinated biphenyls over 30 years into New York’s Hudson River, making it the most polluted hazardous waste site of the US.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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THE FRENCH TRIED IT TOO... : IIPM

IIPM BUSINESS & ECONOMY
Tere are people who are known to live by the sword... and die by it. Former Vivendi CEO Jean-Marie Messier was one such man, who hoped to create a media and entertainment conglomerate that would rival the AOL Time Warner merger. His maniacal acquisition spree in a period of six years propelled Vivendi to the big league of the American media and entertainment industry. Messier first took the media world by a storm when he executed a massive $34 billlion merger of the Vivendi media empire, Canal+ TV networks and the Canadian company Seagram to form Vivendi Universal. He brought in Universal Studios, Universal Music and USA networks along with a series of telecom companies in Europe and the USA. Rather than enabling Vivendi to compete with Time Warner, these acquisitions dragged the group’s financials to the extent that Vivendi posted losses of €23.3 billion for the financial year 2001-02, the largest in French corporate history. The company also faced charges of fudging up accounts to show a good liquidity and had to pay $50 million as penalty. Jean-Rene Fourtou became the CEO of Vivendi in 2002, after Messier was forced out. Fourtou not only steered Vivendi out of losses by 2004 but also improved the financial health. Vivendi Universal is now right on track with total revenues of €19.48 billion in 2005, an increase of 9% 2004. Sometimes, a one man show makes for a good plot….

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Source :- IIPM Editorial, 2006

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SHARK INSTINCTS

IIPM MANAGEMENT INSTITUTE
Acquiring the already established brands alleviates the big daddies from the trouble of launching and establishing new brands in a market. Global giants are also resorting to brand acquisitions to strengthen their foothold in India. A classic case is Heinz India Ltd., which is scrambling to beef up the brands it acquired from Glaxo. Complan, the flagship brand of Glaxo, was re-introduced with new flavours, and this summer, the company also relaunched Glucon-D & Nycil. Indian companies are responding as well, and in kind. Godrej Consumer Products Ltd. (GCPL) acquired 100% stake in Keyline brands (which has personal care brands like Cuticura, Erasmic, Nulon) in 2005. Adi Godrej, Chairman and Managing Director, GCPL said, “The acquisition of Keyline Brands has given us access to several geographies as well as some strong brands and trademarks.” Tata Tea acquired Czech brand Jemca in May this year. Its subsidiary, Tata Coffee has acquired Eight O’Clock Coffee Co. for $220 million in June 2006.

Certainly, acquiring brands helps in eliminating competition and expanding into new areas. States Satish Sohoni, COO, Food Additives Business, Tata Chemicals Ltd., “While marketing FMCG products, one has to keep in mind the regional unbranded players and that’s why constant re-launching is required to connect with the customer.” Their flagship brand, Tata Salt, was recently relaunched with a new look.

With re-launching or re-branding, the sharks are now certainly eating away at the markets, and it is likely that the unbranded Nemos will soon bid adieu to the shelves of your nearest grocery stores.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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The ‘low rise’ epoch of Philip Marineau

IIPM BUSINESS & ECONOMY
Marineau’s words on his retirement announcement indicate how satisfied he is with his achievements, “I have accomplished what I set out to do and have the opportunity now to turn over the operations of the company to the next generation of leadership. The business is in much stronger financial shape. We have transformed LS&CO. from being primarily a jeans wear manufacturer into a highly competitive global marketer and distributor of apparel.” However, these words are sweeter than what statistics reveal. After seven odd years LS&CO still looks faded. It’s true that the company has shown some signs of recovery, as in 2005, the company’s net profit stood at $150 million – an increase of 413.2% over 2004, but still Levi is on a life support system. The company registered a miniscule 1% gain in annual sales to touch $4.13 billion in 2005, but the good news is that this was the company’s second consecutive year of stable sales after an eight year long slump.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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