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MANAGEMENT GURU

With the Wal-Mart JV, Bharti has struck a hat-trick of ‘tying knots’, and that too with the best in the world. First it scored with EL Rothschild in 2004 to export agriproducts for US & Europe and second with AXA Group in 2005 to capture life insurance opportunities in the country. The logic, of course, is to leverage on complementary strengths.

The retail sector is expected to be a golden goose of $637 billion by 2015 from current level of $300 billion (According to KSA Technopak). Rajan Bharti Mittal confidently states that “retail will be the next big focus area for Bharti.” To give a pan-India network to its retail call, Bharti Enterprises plans to pump $2.5 billion by 2015. However, Bharti doesn’t enjoy the first mover advantage (unlike telecom). Tata, RIL, A. V. Birla Group et al have already scheduled retail as their next big foray. Political hurdles & rising concerns for mom & pop stores are also rankling for Bharti Retail, which is yet to germinate out of papers. The company plans to deploy a massive work force of 60,000 for its retail venture. But operational concerns such as manpower crunch (currently at all time high levels) & weak logistics mean that retail is fraught with not just tremendous promise, but also immense uncertainty.

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Source : IIPM Editorial, 2007

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

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