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

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

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A few Bollywood directors on TVC’s
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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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