State ‘Bunk’ of India

IIPM MANAGEMENT INSTIT

SBI is junk!

Their bonds at least, if S&P is to be believed

“You can fool some of people all the time, all the people some of the times, but it is not possible to fool all people all the time,” unless of course, you are State Bank of India, ostensibly India’s largest and the most influential bank! Well, the strategy seems to have horribly backfired! Guess what happened to the dear old SBI last week. Standard & Poor’s, the most respected global rating agency, awarded a pathetic ‘junk’ rating (basically, a ‘non-investment’ grading) for SBI’s proposed $225 million bond issue – part of the bank’s $5 billion Medium Term Notes borrowing programme. A non-investment grade now jeopardises not only the entire $5 billion borrowing plan of State Bank of India, but disastrously so, the complete strategy of Indian public sector banks (PSBs) to raise more than $9 billion overseas money in the near future.

But rather than berating S&P, policy makers should realise that SBI’s miserable downgrading by S&P is a true reflection of the redundant policies of the government towards the entire banking system. Think about it! Almost none of the PSBs come close to adhering to the most imperative Basel II norms; and worse is how conveniently RBI, rather than forcing PSBs, has found it easier to shift the deadline of such adherence to 2008 (from 2007). It’s a no-brainer that it is the government that has to be blamed. Be it the recent decision of the Finance Ministry to buy 59% stake in SBI or the minimum government ownership of 51% in all public sector banks, or asking the PSBs to ‘consult’ the Finance Ministry before they make any adjustment in lending rates or the 10% voting rights ceiling in private sector banks, the government has failed in making PSBs worldclass. And now, with SBI investing $1.3 billion in ICICI Bank’s most recent FPO, self-obsessed PSBs seem to have even gained the audacity to go openly against clear RBI norms of banks not having cross-holdings. State Bank of India and junk rating? You bet!

A. Sandeep Editor Business & Economy

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The making of history!

IIPM PUBLICATION

Finally, India plunges into the great game of the 21st century

History may be kind or cruel, but it is always replete with twists, turns and delicious ironies. In 1973, when the American President Richard Nixon was hunting for someone to contain the strategic threat from a nuclear armed patently hostile Soviet Union, China happened to be in the right place at the right time. The subsequent entente between the US and China changed the course of history. In 2006, when American President George Bush was hunting for someone to contain the emerging strategic threat from a nuclear armed latently hostile China, India happens to be in the right place at the right time. And the spanking new strategic partnership between the US and India will surely change the course of history once again. In fact, America’s gesture of friendship towards India goes far beyond the entente that it established with China.

Without any doubt, the nuclear deal signed by India and the United States will ignite fire storms of anxiety across nations that would not be delighted with India’s emergence as a global super power in the 21st century.

Lobbyists and lobby firms in Washington are going to make a killing this summer. China will try damned hard to ensure that the $500 million a year it spends on lobbying in Washington is leveraged to scuttle the historic nuclear deal between India and the United States. Pakistan, too, has a formidable lobby in the US State Department and Pentagon, which will be used to kill the deal. Then again, India will have to contend with non-proliferation fundamentalists like Daryl Kimball, Executive Director of Washington-based Arms Control Association, who mutters on: “The (US) Congress and the members of the voluntary 45-member Nuclear Suppliers Group should not accept the deal as proposed and should press India to halt its production of fissile material for nuclear weapons.”

Of course, it is not as if India is bereft of friends and well wishers in Washington, prominent among them being Chief Executives of Fortune 500 companies, who want to do business with India. Union Commerce Minister Kamal Nath dramatically announced in a public platform after the nuclear deal was signed: “The US India Business Council (USIBC) has said that they will be taking up this issue in Washington DC with their Congress that the nuclear energy agreement is in the interest of the US and not ours.”

In an interview to the news channel CNN-IBN, international columnist Fareed Zakaria had this to say about the prospects of the US Congress giving a thumbs up to the nuclear deal: “There will be a core group of the non-proliferation types, who will oppose the deal. But at the end of the day, I think the President will get his way.”

There is a possibility that a politically weak George Bush may not have the clout to carry skeptical members of the Congress. Yes, the deal might be blocked in Washington. Still, the real story is the arrival with a bang of India as a global player that the world can no longer condescendingly ignore. B&E had earlier categorically forecasted that 2006 will be the year in which India will take a formal bow on the global stage; that the blinkered bracketing of India with Pakistan will be buried with state honours. Says Infosys CEO Nandan Nilekani:” India stands on the cusp of history and the world cannot afford to ignore India anymore”.

The statement by Secretary of State, Condoleezza Rice, after George Bush and Manmohan Singh shook hands on the nuclear deal, made it abundantly clear how impossible a similar nuclear deal with Pakistan was: “This is not the time for such an arrangement with Pakistan. Everyone knows that there have been concerns in terms of proliferation with Pakistan.” And Bush’s historic democratic- kick to Musharraf ’s nuclear ambitions, during Bush’s last leg visit to Pakistan on March 4, 2006, simply drove the point home and beyond that Pakistan is beyond the pale on nuclear issues.

Milestones

1. 1950s: Uncle Sam frowns atypically as India preemptively launches the Non-Aligned Movement
2. 1962: The US pressurises China to halt invasion into India and mulls direct military assistance to India
3. 1965-67: The US gives massive food aid to India after a famine
4. 1971: The US openly sides with Pakistan in the Indo-Pak war. India inks treaty with Soviet Union
5. 1974: India explodes nuclear bomb and Washington immediately imposes a harsh sanctions regime
6. 1979: Soviet Union invades Afghanistan; India supports the move and Washington is disgusted
7. 1991-98: India launches economic reforms; and recognises Israel. USA puts critical roadblocks to thwart India’s missile programmes
8. 1998: India conducts nuclear tests; sanctions re-imposed by the US
9. 21st century: The rapprochement begins between the two

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Global Lessons

IIPM MANAGEMENT INSTIT

Nokia can draw from the lessons that global heavyweights have learnt in India. General Motors (GM), Procter & Gamble (P&G) and Sony stand out for their unique and oft en humbling experiences in India. All three are global leaders in their respective domains: automobiles for GM, Fast Moving Consumer Goods (FMCG) for P&G and consumer electronics for Sony. All three had an India entry strategy that tried to leverage their ‘status’ as world leaders and consumer perceptions about the ‘premium’ nature of their brand equity. All three initially disdained the bottom end of the market and concentrated on the top segments. The result: All three failed to capture even respectable market shares in their respective domains.

But Nokia has been proactive enough to invest $50 million to set up a manufacturing plant in the southern city of Chennai in India. This plant will manufacture mobile handsets as well as equipment. This is a clear signal from Nokia that it views India as a major market across the world. And why not? Going by latest figures, India is the fifth largest market in the world for Nokia. Also, if the current growth trend continues, more than a 100 million Indians will be buying mobile handsets by 2008. Nokia is not alone in investing in India and laying their bets on the future of the market. The South Korean conglomerate LG has already pumped in more than $32 million to set up a manufacturing plant in Pune.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The Trailblazer

IIPM PUBLICATION

‘Fill it-shut it-forget-it’, is perhaps one of the most effective add campaigns of all time. For it not only provided a fresh lease of life to the two stroke era but also foresaw a new dawn in the Indian two wheeler industry with the advent of the contemporary four stroke. It takes shrewd business acumen to convert the state of mind of an entire consumer base and HH did that effectively. HH was responsible in changing the perception about the motorcycle. The company can be credited with bringing about the motorcycle revolution in India and the subsequent change of guards in the motorcycle’s favour (from the scooter) as an efficient and affordable commuter solution.

The company tasted success with its CD 100 class motorbikes and eventually launched a slew of other models including the most successful motorcycle ever – Splendor. Also, HH did not restrict itself to the entry level segment but moved up the value chain to test the waters of the premium segment too. India’s first true premium bike – CBZ was launched by HH in the year 1999 while the Karizma was unleashed in the year 2003. The 156.3cc CBZ motorcycle was a runaway success and combined with the intoxicating 223cc Karizma, transformed Hero Honda’s image from a manufacturer of small capacity bikes to large capacity motorcycles. However, unlike the complacency that bogs the HH in the premium segment has surprisingly not set in the less than 125cc segments. To maintain its supremacy, all these years HH has been relentlessly updating & modifying its model range. The Splendor NXG & the Achiever are models, which are updated versions of some of the best selling bikes from the HH stable. You don’t become number one for nothing!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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IIPM : The Indian Institute of Planning and Management
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Creating Thrones For The Kings In The Country

IIPM MANAGEMENT INSTITUTE

A telecom which starts with a warm address turns bitter before hanging the call when it’s from a marketing guy. The trepidation of getting caught into a trap lingers in the minds of the individuals as they anticipate a sure to experience trouble following the call. The situation is worse when it comes to Multi Level Marketing. But here is a high flier organization which is just six months old and which holds one lakh souls bound to it glistening with pride as it has made more than 500 people in its team earn in lakhs every week.

Kingmakers- a MLM organization which differs from the rest of its kind in the field in the approach it picks up to build a strong network. Mr. Sunil kumar, chairman of the group explains it like this. “We don’t force anyone to join our network. People should not feel like getting trapped when they actually make an association with us. We make them understand the growth and the prosperity that is in store for them. It is a real networking approach which is the first of its kind in India. Our only motto is to elevate the economic status of the individuals of this country which is very much possible through network marketing.”

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Slow and steady...

IIPM PUBLICATION

Canara Bank reported 24% growth in overall advances to Rs.985 billion in FY ’07, which is a gradual moderation compared to 31.5% growth in the previous year and 28.6% growth in Q3, FY ’07. “Going forward, we believe credit growth to moderate to around 23-25% in FY ’08 driven partly by policy measures and to some extent by moderation in overall GDP in FY ’08 to around 8.3% (YES Bank estimates). As such, we expect pressures on resource gap to alleviate during the year.” says Shubhada M. Rao, Chief Economist, Yes Bank. “Consumer credit may slow down to 20-25% due to rising interest rate and the base effect,” adds ICICI Bank CEO K. V. Kamath.

However, if one were to have a look at the composition of available resources with banks and the competition they are facing from alternate avenues of investment, moderation in credit off -take will actually give banks some time to work on their resources. To mop up resources to fund the credit growth of over 30% in FY ’07, banks have been scrambling for deposits, which has very obviously pushed up the costs and it’s really a cat and dog fight out there.

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An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Over the last five years, the contribution of IT to India’s GDP has grown from 1.4% to 4.8%.

IIPM MANAGEMENT INSTITUTE

The bulk of this growth has been contributed by the top five Indian IT companies viz. Infosys, Tata Consultancy Services, Satyam Computers, Wipro and HCL Tech; with all of them witnessing astronomical growth in income and profits. While Infosys has been in the news for succession moves (like Narayana Murthy stepping down and K. Gopalakrishnan taking on the position of CEO from Nandan Nilekani), Wipro has continued with its ‘String of Pearls’ strategy, acquiring diverse companies like Austria’s NewLogic, Portugal’s Enabler and Finland’s Saraware. On the other hand, HCL undertook its ‘Blue Ocean’ strategy with the company expecting 50% of its future business to come from various unexplored technology areas like aerospace and life sciences.

Even TCS has launched its ‘Experience Certainty’ drive – a global marketing campaign claiming that 96.63% of TCS deliverables are achieved on time. Satyam Computers has focussed on innovative HR practices, which have reduced its employee turnover rate from 21% to under 13%. While the growth story seems like a near-perfect scenario, there are certain factors that need immediate attention. Parag Shah, an analyst from Sharekhan, explains, “The rupee appreciation against the dollar has limited profit margins of IT companies. Another factor is the cap on the limit of H1B US visas. In the Clinton era, nearly 195,000 visas were issued, whereas in the Bush era, the cap has been reduced to 65,000.” However, with inflation down, and RBI coming in stronger, and even US industry bigwigs coming down hard on Bush, the going just might become too exciting!



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Companies downloaded higher input costs to customers...

IIPM PUBLICATION

Companies downloaded higher input costs to customers... But surprise, surprise! Customers downloaded the same to their wallets, happily. Now, that’s consumerism!

For a change, let’s start this sizzling hot sector update with the coolest of them all – air conditioners (ACs). The year 2006 was definitely a very good year for AC firms as both Indian & foreign companies rode high on the ‘heat’ wave of consumerism in India. According to the Consumer Electronics and Appliances Manufacturers Association (CEAMA), the split AC segment registered an exorbitant 90% growth in 2006. In 2007, the overall AC segment is expected to grow at a rate of 20%, which is the highest growth rate among all segments in the Rs.300 billion Indian consumer durable industry. Suresh Khanna, Secretary General, CEAMA, further elaborates on the current scenario of consumer durables in India and says, “The AC and refrigerator segments have grown the maximum, last year; and these two generated maximum sales for consumer durable companies. But a strange thing was that the growth in these two categories came from the southern market.” This is also echoed in AC Nielsen findings, which claims that in the split AC segment, for the year 2006, the southern region market generated an incredible business of Rs.19 billion.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Rhythms of development!

IIPM ABOUT :- IIPM KNOWLEDGE CENTER

All the countries who have inherited the British education system are facing the problem. Pakistan is top in the list. Md. Nasir Khan, President of Islamabad Chamber of Commerce said while talking to B&E from Islamabad, “Pakistan is facing the problem like never before. The talented ones are going to Britain and USA, leaving us with scum.” The situation is worse in Bangladesh and Sri Lanka where at the first place; there is very less talent pool and that too are willing to move West. These countries, mesmerised by the success of India in BPO sector, tried to copy the trend but have failed miserably because of the lack of labourers with required skill-set. In fact, the advantage South Asian countries had over their European counterparts is slowly fading away. Now, countries like China and Brazil have replaced them in the most favoured list of MNCs. While many of the MNCs that had BPOs in India have shifted to other nations; the BPO industry in Pakistan and likes are already in disarray in its nascent phase.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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JSW’s unique compensation plan!

36TH Full Time Programme In Planning & Entrepreneu...

Perhaps for the first time ever, after Singur and Nandigram, farmers of Bengal would not mind parting with their land for industrialisation purposes. The Jindal Group is setting a steel plant in Salboni in West Midnapore district of West Bengal and is offering a unique compensation scheme to the land owners. JSW Bengal Steel will acquire around 450 acres of land for setting up the 10 million tonne steel plant in Bengal. As compensation package, Sajjan Jindal, Vice-Chairman, JSW Steel, is giving the families the total value of land in cash and an equal amount as shares. The landowner’s shares would be held in a trust managed by the district magistrate. Also, a member per family will be offered a job and each family would get a monthly income from annuity scheme managed by LIC.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Money for nothing...
Topic: India – China: A Growth Comparison
Who says US is on the brink of a recession?...
Thanda karta sabko ek
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HRIC :- Human Resource Intelligence Cell

Globalisation and climate change

IIPM MANAGEMENT INSTITUTE

Sea level rise will impact the 7,000 km coast of India and displace millions of people. Mumbai would lose US $486 (Rs. 228,700 crore) and Balasore would lose US $75 million due to inundation caused by sea level rise. Climate change is also projected as affecting food security, with decline in rice yields by 15% - 42% and wheat yields by 3% - 4%, if temperature rise is 2oC and rainfall decline 7%.

India can lead the world to a post oil future of low carbon dioxide emissions because India is still primarily an agrarian economy based on peasants and small farmers. India’s energy is primarily renewable. However, with the push of globalisation, India is rushing headlong into a fossil fuel economy by destroying the biodiversity economy of her rural areas and her peasantry. Not only is this environmentally irresponsible it is also economically irresponsible from the perspective of the poor. The policies and economic activities, which lead to higher CO2 emissions, also uproot poor tribals and peasants. The current policies are eradicating the poor, not poverty.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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On "IIPM - Arindam Chaudhuri - Planman"
IIPM Alliances
Warming up for doomsday?
If you have it, flaunt it
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A beach resort… Come for a month, at least
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Money for nothing...
Topic: India – China: A Growth Comparison
Who says US is on the brink of a recession?...
Thanda karta sabko ek
IIPM Infrastructure : Campus

Hydro - Mania

IIPM PUBLICATION

This is perhaps one of the cleanest alternatives at present. The end result of this alternative is clean water (H2O). However, availability of hydrogen is a problem as several energy intensive procedures such as electrolysis are required for hydrogen extraction from water. Rajinder Saini of IIP told B&E “Availability of Hydrogen is a problem as several energy intensive procedures such as electrolysis are required for hydrogen extraction from water.” Other problems such as transportation, safety and containment issues pose as threats to feasibility. Apart from being used in fuel cells, hydrogen can also be mixed with CNG. Even though hydrogen fuel cell technology is still in early stages of evolution, major automotive manufacturers like Honda and GM have taken visionary steps in insuring a hydrogen future. Honda’s FCV concept and GM’s HyWire-Volt500 concept duo, have demonstrated that a hydrogen fuel cell works, but they are bogged by poor operability. In India however hydrogen fuel cell technology is still nascent and not much work has been done in the field.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Thanda karta sabko ek

IIPM MANAGEMENT INSTITUTE

The runner-ups...
With the ad rankings behind us now, it is time to focus on those print and electronic ads and billboards, which could not make it to our coveted rankings, nevertheless, they’ve created quite a stir among the ad-frat and consumers alike. Most debated, most discussed, appreciated or blasted, whatever they may be , we bring them all to you. Check out the hottest spots for this fortnight and decide for yourself...

CATEGORY : Billboard
BRAND : Coca-Cola
HEADLINE : Thanda karta sabko ek
BASELINE : Sabka thanda Coca-Cola
AGENCY : McCann Erickson

4Ps TAKE : This billboard is an extension of Coca-Cola’s latest TVC where Aamir Khan plays a waiter. The cola giant is promoting its new tag-line of Sabka thanda ek by hitting the billboards and even radio in a big way. The single-minded focus is to advertise aggressively, reinforce its Thanda matlab Coca-Cola quotient and give arch rival – Pepsi a tough time this summer. Having won the hearts of the Indian consumers, Coca-Cola is now out to beat the heat and grab a greater share of the ‘Thanda’ pie. After all, it’s summer time guys.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

There are short term issues, but the A3 segment is here to stay...

IIPM PUBLICATION

As the Tatas struggle with the idea of a Rs. 1 lakh car to cater to the bottom of the pyramid, they may have already missed the bus where it truly mattered the most. And that’s because the action in Indian car market is now moving towards value, rather than price. This is quite evident with the phenomenal performance of the A3 segment, where the competition is beginning to truly heat up.

As Rajeev Chaba, President and MD, General Motors India, states, “The first three box (A3) car has tremendous aspirational value for an individual, it is a statement of his having arrived in life.” Driven by this aspiration, coupled with easier finance options and more extravagant lifestyles, customers don’t mind spending that Rs.1-2 lakh extra for a better car. And automakers are religiously lapping up this opportunity.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

WTO’s address to change

IIPM MANAGEMENT INSTITUTE

World Trade Organisation (WTO) has outgrown its premises at its headquarters – the William Rappard Centre – at Geneva (in Switzerland), admitted Pascal Lamy, Director General, WTO. The WTO, in any case, has confirmed that it is looking for a bigger space for its headquarters, although it is tight-lipped as to whether this means a movement out of Geneva – or even Switzerland. One buzz in the air has been that WTO has been approached by Hong Kong and Singapore with proposals to shift its headquarters to those countries. This, of course, is an unsubstantiated piece of information and WTO officials have been loathe to comment on this matter. The William Rappard Centre was built on a site that was originally offered by the Swiss to the League of Nations after World War I. The Centre overlooks Lake Geneva and is situated close to the European headquarters of the United Nations.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

“Happy Capitalism!” Learn it now...

IIPM PUBLICATION

The government’s role redefined and elaborated by Scandinavia

Scandinavian countries might not capture the news bytes across the world for their political ambitions, but they have definitely presented themselves as the best places to live in the world. The historical and geographical region – that include Denmark, Norway, Sweden and Finland – has impressed the world with its remarkable human development.

In the UNDP HDR 2006, Norway secured the first position gaining the highest position in life expectancy at birth and gross enrolment at all levels of education. Sweden ranked 6th in life expectancy rate (80.3 years). Denmark, Norway and Finland ranked second, third and fourth in school enrolment indices. Again, in Corruption Perception Index 2006, Finland was positioned as the least corrupt country in the world. Though Scandinavian tax rates are amongst the highest in the world, governments there have set phenomenal examples of social welfare. The Finnish education system, for example, has a lot to teach to the world. Primary and secondary education is compulsory; in addition, free tuition for full time students and free meals for primary and secondary students are indubitably exemplar benchmarks. OECD’s international assessment of student performance has listed students from Finland amongst the best performers. Healthcare system and pension plans for the old are unique. Health services from birth to 18 are free and accessible to every family regardless of their socio-economic status.

Scandinavia has become the ideal role for global governments in providing the best public services in health, education and overall social welfare for its citizens. Oh, before we forget, we thought we’d mention that a nation like Norway also is globally number one on per capita GDP. It’s perhaps time for blind supporters of profi t-driven capitalism to think about a new term – “Happy Capitalism!”

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

What would be the end result of a terrific Product, fantastic Pricing, and an out-of this- world Promotional strategy?

IIPM MANAGEMENT INSTITUTE

What would be the end result of a terrific Product, fantastic Pricing, and an out-of this- world Promotional strategy? A flop show! That is, if you forgot the most important factor : Place!

If there is one American invention that has rocked the world and been tried by almost everyone – it’s the ice-cold colas. If there is one war that everyone loves to watch – it’s the cola wars – between Coke and its long standing arch-rival Pepsi. While “blind tests” done time and again have revealed that not many consumers can differentiate between the taste of Coca- Cola and Pepsi once they are blindfolded, then how come it’s been such an uphill task for Pepsi to defeat Coke? In America, it’s someone else who is holding the strings of this old battle – it’s McDonald’s. Strange but true, if McDonald’s (which only sells beverages of the Coca Cola Company) decides to sell Pepsi instead of Coca Cola, then it would not take long for Pepsi to finally defeat Coke. Since 1955, McDonald’s has exclusively sold Coca-Cola products. It has offered Coca-Cola beverages with all its meals and combo offers.

However, with consumers becoming more health-conscious, the consumption of carbonated beverages seems to be decreasing and of water and sports drinks to be increasing. The non-carbonated drinks category has become the strong hold of Pepsi with its extremely popular brands like Gatorade, Tropicana and Mountain Dew. Guess whom are they turning to, to ensure their grasp on the market remains – yes, McDonald’s! With hardly any growth in the carbonated soft drink market, it seemed a win-win situation for McDonald’s too. So, for the first time in history McDonald’s has quietly started offering non-carbonated beverages made by Pepsi at some outlets in US. Has the time come for Pepsi to wear the crown of the market-leader?

With products becoming almost similar and pricing too being more-or-less the same, today the biggest ‘P’ of 4Ps – (Price, Product, Place & Promotion) is “Place”. Yes, with Mc- Donald’s becoming the new battleground for the colas, it shows that distribution holds the key to success in most product offerings.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Let the mango tango begin!

IIPM PUBLICATION

Mango diplomacy has won its day! The first dispatch (in 18 years!) of Alphonso and Kesari mangoes finally arrived in New York, much to the delight of the very many Indians, who live in the Big Apple, and are quite sick of eating apples! Giving them company are, of course, the Americans who have also been looking forward to Indian mangoes coming all the way to US shores. Mango distributors in America are now hoping that, after Alphonso and Kesari, Langra, Chausa, Mallika and Dussheri will follow in right earnest. These distributors are already holding talks with American chains to hawk the fruits; some food chains have evoked interest in mangoes too; they want to sell mango shakes, according to reports. Here’s the history of mango diplomacy briefly. Around 18 years ago, the US had stopped the import of mangoes from India (globally, India is the largest producer of mangoes: it produces more than 50% of the total global output) because, back then, Uncle Sam felt that there were too many pesticides used in the harvest process. Many rounds of negotiations and checks later, the Indian mango has won over the hearts of the Americans again!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative