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It’s the Baadshah v/s the Sikander...

It’s one bigwig against another. Are they well planned attacks or mere coincidences? Neha Saraiya analyses...

Send a thief, to catch a thief – that’s what they always propose as the best solution to a problem... a problem like the one brewing in the Indian media ranks! Just that in this case, the ideology is a tad customised – Send a Superstar to beat a Superstar! Obviously, you’ve had a glimpse of the photographs used in this doublespread already, and we don’t want to spring any surprise here – it’s brand SRK versus brand Aamir we’re talking about in the Indian ad-endorsement fraternity.

Yes, we were well aware of the supremely charismatic Baadshah of Bollywood going up and against the selectively arrogant and flamboyant Sikander of tinseltown on the 70mm spread, but what we’re witnessing now is far from the maddening cinema crowds! Films are not the warzone, it’s endorsements... So the question doing the rounds in bustling corporate boardrooms is – which of the two Khans is more bankable? Would you bet on SRK or Aamir?! And that’s where 4Ps B&M steps in... to solve this maddening brand maze.

If we go by statistics, Shahrukh, over the past two years, has earned over a staggering Rs.270 crore from movie fees, television anchoring and big-ticket endorsements with almost fifteen brands in his kitty. On the contrary Aamir (being tagged a ‘perfectionist and choosy’) has just around five to six brands in his basket. So indisputably, SRK leads by a hundred leaps! But wait! We have some more statistics too! According to a recent survey done by IMRB International in collaboration with IPAN, around 78% of the people surveyed thought that quality was the most important factor in buying a product (with just another 9% vouching for the price factor). Now guess how many voted for ‘celeb-power’ being the ultimate brainwashing pill? A terribly pathetic and lamentable 3%!!! Now that’s an eye-opener, right?! But the point here is not to establish whether advertising helps or not, for we all know that it does, and like a Harvard Business School report states that firms investing in advertising witness stock returns that are superior to non-advertising firms by 7%-30%! Then there are experts who prove how celebs are growingly influencing brand equity. In fact 20% of all advertisements feature a well-known celeb (as per Miciak & Stanlin). And even in India, this is proven valid as celebrity endorsements have increased by 49% during 2007 alone with companies spending 0.7% of their annual revenues on just celebrity endorsements!!! However, in this rising craze about brands that celebs ‘just love’, the question is – why on earth are SRK and Aamir posing as opposites in the ongoing battle? Where you see Shahrukh munching a Sunfeast biscuit on one channel you will encounter Aamir showing off a Parle-G on another simultaneously. If SRK talks about Pepsi, Aamir shows off his bright-red Coca-Cola hues! If SRK zips about with the Santro and the i10, then Aamir has the Innova to flaunt.

Similarly if it is Tag Heuer, Nokia and Dish TV for SRK then its Titan, Samsung and Tata Sky for Aamir! Goddddddd!!! These boys are up to some rivalry stunt here, aren’t they? Or wait, is it just the companies that are really pitching them in that fashion? Or, is it just pure coincidence? Whatever be the reason for shelling the dimes, it’s not for a very short time that we’ve stood witness to this game of me-against-you between the two Khans. And whichever product Shah Rukh Khan endorses, a rival company immediately signs up Aamir Khan to endorse its product(s) and vice versa.

So is it a planned corporate ‘counter attack’ strategy? Let’s hear it form the horse’s mouth itself – “Celebrity endorsements depend upon what role of brands is there to play in people’s mind. We have used Shahrukh for Lux in the past and we will keep using it from time to time,” says Sudhanshu Vats, VP- Home Care, HUL. On a similar note Devendra Kishore, Head of Marketing, Nokia India, avers, “Shahrukh is our brand ambassador. We also partnered him with his team Knight Riders in IPL and we will continue this in the future also.” But that does not mean that Aamir is not a brand by choice? To this, Atul Kasbekar, Chairman & MD, Bling! Entertainment Solutions avers, “Aamir is extremely choosy and his brand value is strong as he stands for nothing but perfection and that brings out the exclusivity in him...” Even historically after Titan signed-up Aamir as its brand ambassador, it witnessed a growth of 45% in volume sales and 52% in value!!! Now, SRK really has some competition there!

However, an interesting point to note is that for companies’ competitive myopia creeps in much faster than long-term vision and companies jump in to hire rivals’ brand ambassadors in a panicked mode. Agrees Abdul Khan, Head - Brand & Marketing Communications, Tata Teleservices, “Eventually, it is sad that it ‘only’ turns out to be a competition amongst companies for brand ambassadors...”

Looking at it differently, should stars choose the right brands to associate themselves with? Well, the answer is no! And if you wonder why this, then hear out Bollywood star Shiney Ahuja speak his mind out, “Endorsements helps to establish you as a brand. I endorsed Shark tooth and they paid me so much money that I got spoilt and now I only wait for the right opportunities...” It’s all about the money, honey! Welcome to capitalism! With no logic resting behind the choice of stars, the SRK, Aamir tangle might appear just a coincidence. However, look further and you realise – there’s perhaps none that can stand up to SRK’s young 100 foot stature at the moment in this industry. So if you were another competitor willing to shell out gunnybags of cash, whom would you choose to undo the SRK effect? Atleast Aamir is loud enough about it – “I am Next!” is what he claims! Is he, really?!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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Why do people refrain from buying a Blackberry?

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The major reason why people refrain from buying a Blackberry is, without doubt, the cost of the handset. Where there are opportunities, there are companies like Netcore Solutions, which have announced plans to soon offer services [like ‘Emergic mail2sms’ services] that analysts humorously refer to as the ‘poor man’s Blackberry’. Abhijeet Saxena, CEO of Netcore Solutions, informs us, “Once you start believing in mobile [technology], as a device, there are a whole lot of things that can be done with it. We have combined the SMS as a platform in this service.” Truly, the service would enable subscribers to receive emails as SMS messages on their existing mobile phones. Consequently, there would be no need to buy a hi-fidelity phone or even to get GPRS activated on the phone. Abhijeet adds, “People have, till date, established SMS just as a peer-to-peer communication or a spam platform. But it is actually a far more powerful platform and can do many more things; one such thing being this one.”

But it’s not just about receiving those emails, the uniqueness about such new features is that the person availing of this service can also reply via an SMS message to the email that has been received; not to mention standard facilities like forwarding emails.

But really, how is such integration made possible by such service providers with even the basic of handsets? To get started, all that the subscriber has to do is to log into or create a mail account [using a computer and a working net connection] and set his or her phone number [ending with @m3m.in] as the one where all emails to that account should be forwarded. That’s about it! Voila, any email sent to that email account gets recreated in your cell phone as the ubiquitous SMS.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
Now IIPM's World-Class Education... for everybody!!
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Sony DVD Home Theatre System-DAV-DZ850KW

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Technical Specification

Power Output - Front (RMS) 143W; Power Output - Center (RMS) 143W; Surround Speaker Length of Supplied Cable 6.5m + 0.1m, 12mx2;
PRICE: Starting Rs.29,990;
WARRANTY: 1 year

Sony Home Theatre DAV – DZ850KW has been particulately designed to cut down on cluttered hand operation that delivers superb surround sound. Says Takakiyo Fujita, General Manager Marketing, Sony, “The DAV-DZ850KW features wireless rear speakers and auto calibration, which allows you to attain professional grade surround sound in a matter of minutes, and with 1000W of RMS sound you will be able to fulfill all your listening desires.”

Marketers’ delight: Its sleek and stylish design coupled with simple to use mechanism has been the major pull factor.

Testers’ note: Pros – Wireless rear speakers. Surround sound with 1000W of RMS sound.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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Sony MEX-BT2500

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

WMA/ CD/ MP3/ CD Rewritable compatible; AUX input; USB compatible; 4 band parametric EQ (equaliser) elite; Bluetooth integrated ; Auxiliary inpu; Power: 52 X 4W
PRICE: Rs.8,500
WARRANTY: 1 year

The Sony MEX BT2500 can be integrated with up to five separate mobile phones through Bluetooth and can assist the driver with full information displays. Loaded with the legendary ‘Sony’ quality, the system guarantees years of trouble-free ownership experience. The product offers 200 W of pure power matched with a 3-band equaliser. It also plays a range of formats including home burned CD/R/ WMA format among a host of others. Selecting up to 18 radio stations in an area in one selection makes this a unique product.

Marketers’ delight: A high quality Sony product with everything included. It is high on sound quality and affordability. An amazing product for the Indian mass market.

Tester’s note: Pros – A clean, easy-to-use faceplate design and intuitive programming controls for hands-free calling and Bluetooth audio streaming are its best features. Bright display complements the auxiliary input jack. Cons – The MEX BT2500 cannot be used to dial outgoing calls & sound quality via its built-in microphone is below par.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Toshiba Portege R500-S5004

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Technical Specification
Processor: Intel Core 2 Duo U7600 / 1.2 GHz; RAM: 2 GB; 64GB HD
PRICE: Rs.37,999;
WARRANTY: 1 year

The Toshiba Portege R500-S5004 weighs just 2.4 pound has a 2GB RAM, and is less expensive as compared to other featherweights. It however only has a 64GB hard drive which is less than other similarly priced notebooks. A dealer while discussing its price asserts, “Toshiba Portege R500-S5004 notebook’s price is hardly justified in respect to its features.” The integrated housing media bay is also less than favourable. It is suitable for those customers who give weight the most weightage. Its DVD writer is arguably the best in the market.

Marketers’ delight: Size; just size!

Tester’s note: Pros – Integrated optical drive. Sleek design. Three USB ports. LED backlights. Cons – DVD burner noisy. Unfriendly mouse buttons.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

(ja)pan’icked & forsaken by ‘hiruko’?!

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

There was a time when ‘Hiruko’, the Japanese God of the Morning Sun watched closely over the little ‘business’ children growing in Japan. Under his generous guidance, corporations grew – hale and hearty, strong and tall. That was during the golden ‘early-1950s to late-1980s’ era; the post-war period that saw Japan break many barriers. New Japanese MNCs sprouted and conquered foreign soil. Industrialisation-led growth shifted business focus away from agriculture and light manufacturing industries to heavy industries – including steel, automobiles, shipbuilding, machine tools and electronics – fuelled the Japanese economy thereby ensuring a high-annual GDP growth averaging 10% during the forty-year period! With exports too growing anywhere between 15-20% annually, the current account balance surplus and high private sector investments ensured that infrastructural growth in Japan reached its peak. Easy corporate loans triggered-off the expansion game with unorganised traders giving way to entities like Matsushita, Sony, Fujitsu, Hitachi, Toshiba et al for whom ‘expansion’ became the key word. It was also during this period that Japanese players like Honda and Toyota successfully first stepped on First World soil. Corporate investments spiraled during the late 1980s and with high stock prices, equity issues too rose in value, making them a critical source for financing their expansions. The banks too found real estate purchases attractive while Japanese companies used their real estate holdings as guarantees for stock market speculations.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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FAREED ZAKARIA - Blue eyed newsweek boy

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FAREED ZAKARIA
Blue eyed newsweek boy
This Indian-born Muslim has the perfect intellectual pedigree to boast about. His father was a former government minister, deputy leader of the Congress party and a respected scholar, while his mother, the Sunday editor of the Times of India. His brother has headed the investment banking firm, Merrill Lynch. Educated at Yale & Harvard, Fareed Zakaria’s career reads like some crazy America fantasy. From playing cricket on the streets of Mumbai to becoming the editor of Newsweek International is no fantasy all. It was with sheer determination and hard work that this upper-class Indian academic became America’s favorite explainer of the Muslim world. He wrote the book – From Wealth to Power : The Unusual Origins of America’s World Role in 1998. He has also co-edited The American Encounter: The United States and the Making of the Modern World. His most recent book, The Future of Freedom, was published in 2003, and it is translated to more than eighteen languages. With just the right kind of friends in the high places, he might be a few steps away from being the first Muslim Secretary of State.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

A batman called ROBIN

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ROBIN UTHAPPA
A batman called ROBIN

India has had its share of aggressive batsmen – Tendulkar, Sehwag, Yuvraj, Dhoni but none of them have anything close to Viv Richards – the ultimate destructive batsman – swagger. The one who has it, is an emerging star on the batting horizon – Robin Uthappa. Honestly, how many other young and emerging batsmen can lay claim to their own signature shot? Uthappa’s ‘walk down the wicket and thrash it past mid off/mid on’ would definitely qualify. He has treated the best of the bowlers with disdain while executing what can perhaps be classified as one of the most exciting shots to watch today. If a young India today marches forward with confidence, it derives a lot of it from intrepid warriors like Robin who embodies quiet confidence and channelled aggression on the cricket field. Reminiscing of his brilliant knock (47 off 33 balls) at The Oval in September 2007 where India overhauled a target of 317 against England in a thriller, he states matter of factly, “I was really quite cool in the last over and was confident of winning the match.” Having broken into the Indian One Day International team on the back of his sizzling strokes and razor-sharp fielding, Uthappa’s rise has matched his astronomical strike rate. Uthappa is a treat to watch when he plays his strokes and by his own admission being a big hitter was natural for him since, “It was always great to watch the ball going to the boundary and I would love to watch it.” He has every stroke in the book and seldom holds them back, and when fielding, his energy is electric to say the least. The break-neck speed at which the game of cricket is progressing today (what with T-20, higher demands on levels of fitness and tougher competition) it is players like Uthappa who will be the ones to shine, and be the light in the coming years. His record might not make prolific reading for now, but his potential definitely is unquestionable.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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Why Study Abroad When IIPM Gives You 3 global Advantages!
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The next 75 for the next 75...

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The next 75 months would invariably decide the course of the next 75 years feels pathikrit payne of IIPM Think Tank

An era is like a living being. And just like every child whose formative years act as harbinger of what he might shape up to later on, for every era, the beginning of it always acts in a similar way, giving a hint to what is in the offing. This millennium has perhaps seen more activity in just eight years than probably what many centuries might have not seen. Not that no other century witnessed wars and mayhem but probably never before, the endeavor for war and annihilation have coexisted with relentless march for peace. Never before the tirade against racism been as severe as have been now and yet more people die due to ethnic violence now than ever before. Never before the conquest of science over epidemics been so absolute and yet never before the mankind has faced so helpless against the crusade of HIV, cancer, Alzheimer and Parkinson’s as it has been now. Never before the world has spent so much on arms production and yet never before mankind has been concerned about the uselessness of it. Never before the world has made so much wealth and yet never before the money-makers been so moved by the destitution of nearly half of mankind. And finally never before imperial Europe of the past has been a silent testimony to the ascent of third world and had to grudgingly accept the inevitable without any means to go for an outright war however much might the urge be. Everything said and done this century is crucial for not just humanity but for mother earth as well as this century or probably the next 75 years might actually decide whether mankind eventually would survive the crusade of no one else but mankind himself. And the next 75 month might just decide the course of the next 75 years.

The next 75 months or around six years is not a long time when compared even to a century instead of eternity. But these six years and three months are crucial as it would decide whether the world to love to hate China’s polices and continue to adore its products with affection or that the hatred for Chinese geopolitical policies would eventually have its fallout on its economy. The next six years would also determine as to what course India would take. Whether India would be withered by the myopic and self-serving policies of it’s government busy enough with the tensions of its own survival to ignore the future or whether India’s growth fuelled by Indian companies and Indians would eventually outweigh the ineffectiveness of its government would be a issue to take keen interest on.

The next six year would crucially decide USA’s future as to whether it, in-spite of the change in government, would continue to follow the reckless misadventures in the Middle East and elsewhere or whether there would be a change of heart. Everything said and done, it would not help the cause of innovation and furthering the cause of reduction of global malaises if the downslide of both of USA’s economy and popularity continues unabated. If things go for better and if sanity prevails in taking correct steps towards similar reconciliation with Iran as was done with North Korea then it would go a long way in not just reducing the tensions of an ensuing war but would also go a long way in making sure that the price of crude oil is given a breather.

The next 75 months would also give an idea as to whether European Union would emerge as the next big dud like the dotcom bubble or would be something worth its weight in gold. One doesn’t need to keep the Goldman Sachs report or the Pricewaterhouse Coopers reports on finger tips to witness the decline of the economies of France, UK, Germany or Italy.

If it is not enough, then one has to keep an eye on the impunity with which even the erstwhile conservative Europe is selling off its companies to their more aggressive, emerging Indian counterparts with more money in their pockets and dreams in their eyes. And though one finds it difficult to find a European product in Europe (most would be made in China) yet the real threat to Europe is not from India or China but from Europe itself. Even today a French would look at a British as a British and not as a fellow European, a Switzerland would prefer to be outside everything, a UK would detest the Euro as a currency while in telephone booths of Paris, Turkey would be written as an Asian country. For all the talks of an alternative to USA, the internal disintegration of Europe continues with formation of countries like Kosovo. While EU is eager to expand, the invisible line separating prosperous Western Europe from relatively impoverished Eastern Europe continues and while it is encouraging the countries from former Soviet Blocs to join, it doesn’t know how to grapple with the impending energy crisis as beneath the aura of a power bloc essentially remains a continent hollow on energy supply for which it is still pathetically dependent on Russia, thanks to the chilling winters when gas supply is a must. Ironically it is only global warming which perhaps can reduce its dependence on Russia.

The next 75 months would also decide as to whether for the next 75 years the global dependence on the American economy would continue the same way as it had been in the last 75 years, since the 1929 depression or that a new economic order would eventually emerge. One should pity the rest of the world that for all the hatred and animosity towards all types of Americanism, it has failed to create anything better. In the next 75 months if the Indian and Chinese economies could continue to grow with the same momentum inspite of an impending American recession, it might give a ray of hope for the world or else, like the fleet of mice, the rest of the would continue to follow the American Pied Piper towards oblivion.

The next 75 months would also determine as to what shape terrorism would take in the next 75 years. If the bomb blasts and killing in the name of God, independence and class continues with impunity, then even if USA reforms its own behavior, it would not serve the purpose. Rather one then would want USA and other to take on the perpetrators with same intensity. In this respect the Maoists of Nepal hold a example of how to culminate a mass movement into ultimate success through the eventual return to democratic path and shunning arms. If that is not emulated by many, then even all of mankind’s blood would fall short to take care of the bloodshed that is in the offing in the next 75 years. Yet more than anyone else, the next 75 months would be crucial for India and China.

The Olympic fiasco of China with respect to the Tibet issue proved how much China is intrinsically disliked by the world. And while the world has already resigned to the fact that this century if not the millennium would belong more to these two countries than anyone else, whoever becomes more acceptable globally as a sensible and mature nation would eventually win the race. China might be as of yet ahead of India in terms of economic growth and GDP, but India Inc’s glorious innings in terms cross border takeovers and the diplomatic games being played by India (albeit slowly) in Africa and Central Asia might alter things soon enough. India might not be getting as fast an access to the African oilfields in lieu of export of small arms, the way China is doing but it’s own way of doing it through the endeavor of uplifting the African nations would hopefully bear better fruits in the long run. And of course the next 75 months would also decide whether in the long run it would be ‘The India and China Story or The India vs China Story.’

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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The less that is said about Indira Gandhi, the better.

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The less that is said about Indira Gandhi, the better. For, she was the champion of the poor. We know about her ‘garibi hatao’ slogan, nationalisation of banks, and many other pro-left, pro-poor, pro-protectionist policies. She believed that growth has to be combined with measures to ensure the well-being of the poor. “Any severance of the vital link between the needs of growth and of distributive justice will produce stagnation or instability. Both must be avoided,” she said in her Election Budget speech.

Even Manmohan Singh couldn’t avoid it. Anyway, he had moved from the South-South end of the economic ideology spectrum to that of the globalisation one during the 1980s and early 1990s. So, he knew the best of both worlds. “We also recognise that the fruits of growth will take time to reach some of the poorest and weakest sections of our society. To ensure that they too derive benefit in the short run, we have given the highest priority to strengthening programmes of rural development, employment generation, primary education, primary health and other key social sector programmes. These programmes… are beginning to have desirable effects on employment and poverty,” he said.

Therefore, it wasn’t surprising that Chidambaram did the same in 2008. He used a similar language to emphasise more on UPA’s rhetoric of ‘inclusive’ growth. I am sure that the men advising the current FM must have simply picked up the past Election Budget speeches, borrowed a few proposals, a few phrases and sentences, and sent the cut-and-paste job to the government’s printing press. I am sure that these advisors must have been relieved that they didn’t have to think much, or do much work this year. It was so easy this time.

What proves my theory that Finance Ministers simply borrow from past speeches, when it comes to presenting an Election Budget, is the fact that their schemes and proposals to help the poor (read: key vote banks) are almost the same. Only some of them take the pains to tinker with past policies. For instance, unemployment and, therefore, a proposal to launch a rural employment scheme, is an irresistible subject. In some form or the other, the idea keeps coming back like a bad penny.

As Indira Gandhi said: “The provision of adequate employment opportunities is not just a welfare measure. It is a necessary part of the strategy of development in a poor country, which can ill-afford to keep any resources unutilised or under-utilised.” Chavan went a step further and, like Chidamabram, decided that the then restricted National Rural Employment Programme “will operate throughout the country and will be funded 75 per cent by the Centre (emphasis ours).”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
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Bribes, Sex and Lies

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For Volkswagen’s Chairman, it’s the beginning of the end at best and the end itself at worst. And only because he just made a wrong choice a decade back

There are two obvious paths to fame; one is through diligence and sincerity and the other, through treacherous but easy freeway of dishonourable shame. And all along you hear of the arduous zeal, passion and commitment of those holding the sceptre over billion dollar isles. But how about an easy imagination exercise? Confused?! Well, there of course have been those unlucky few who have broken the speed limit on the freeway and are now being handed a tough ticket by the law – the former CEO and current Chairman of the €44.5 billion giant German automaker Volkswagen (VW), Ferdinand Karl Piëch falls into the same category. He has been accused of bribery, endorsing company slush fund to pay for prostitution, sponsoring expensive leisure trips for members of the VW Works Council, as well as regular visits to brothels, cash gifts for their wives and even free supplies of Viagra, during his decade-long reign as the CEO of Europe’s biggest carmaker between 1993 and 2002.

And if you thought that this was some bolt from the blue for VW stakeholders, you couldn’t be more wrong. As per an insider, this wide-scale and gut-wrenching practice had existed for close to a decade, albeit behind closed doors. And why do we blame Piëch for it all? Well, isn’t a CEO supposed to ensure ethical practices within his boundaries? And when he derives personal benefits out of it, why would he bother in his decade-long reign to put his foot down? He didn’t and there he stands today before an enraged German public and the German Labour Bribery Court, fighting desperately to prove his innocence.

The current turn of events (which included the most recent January 9, 2008 trial of Piëch) is just a culmination of the scandalous developments which first surfaced in 2005 when the then CEO Bernd Pischetsrieder learnt about the existent corrupt practices. Apparently, the company had set up a camouflaged multimillion-dollar slush fund to pay off powerful employee representatives (in the form of ‘special bonuses’ and ‘expensive free tours’), which prominently included the former head of the Works Council – Klaus Volkert and his management liaison, Klaus-Joachim Gebauer.

Going against the testimony of Piëch, Volkert went public and announced, “All I know is that there is very, very little that went on at Volkswagen that Piëch didn’t know...” As per a Volkswagen secretary, she was even mandated by Piëch to rent an apartment for officials to use for prostitution acts. However, Piëch claims innocence as thus, “Had anything reached my ears, I’d have vehemently pursued it and put an end to it!”

Known as the tyrant who held dictatorship powers at the auto major’s headquarters in the north-central German city of Wolfsburg, the 70-year-old Piëch is the grandson of Ferdinand Porsche. He joined Porsche in 1963, and was instrumental in the roll-out of the 5000cc Porsche 917. He also played a pivotal role in VW’s successful acquisition of British brands – Rolls-Royce and Bentley. Piëch has always been known for his aggressiveness and his urge to venture into newer markets. He retired from the VW management board in 2002 and half-a-decade later, faces a high-profile trial in Brunswick.

On his part, Piëch denies having any voluntary involvement in unethical acts. He justified that “I did not concern myself with this. I was at no point during my time on the executive board aware of the abuse of expenses by the works council. At no point did I hear about any irregularities and the treatment of labour leaders wasn’t in my field of responsibilities at the management board.”

However, the effect of this trial on the automaker’s share price has been really depressing. Its share price on the Frankfurt exchange as on January 18, 2008 stood at a pathetic €150.1 – 23.84% lower when compared to a four-month high of €197.6 as on October 31, 2007.

To make accusations lighter, Piëch told prosecutors that he was not directly involved in corruption but delegated it to Peter Hartz, Piëch’s former personnel chief, who was found guilty in another trial last year of allowing payments to Volkert to maintain good relations with employees.

Confirming the same, Hartz admitted that he paid about €2 million annually to Volkert in illegal bonuses (to be moved to the slush fund) and was sentenced to a two-year imprisonment and €500,000 in fine. Surely, with many names coming to public attention, there remains one fact – Piëch had many associates, but remains the prime accused as proven by a document furnished by Johann Schwenn to German Labour Bribery Court. Even Volkert’s attorney confirms Piëch’s total involvement in the scandal through a document, which stated that instead of 40% of his last salary, Volkert was to receive up to 50% upon retirement. The document bore signatures of both Hartz and Piëch, thereby confirming that Piëch was aware of the irregularities taking place in the company.

Apparently, recent revelations have shaken up Germany and despite having earned glory for his aggressiveness; all that Piëch can do for now is to hope that his dark past casts no shadow on his future. It is not unknown that Piëch drove VW away from carrying an ordinary ‘car of the people’ tag to become a rival to BMW and Mercedes; however, for all the Piëches to become, it is more critical to realise pro-actively that ‘bribes, sex and lies’ and ‘business’ are two ends of a compass. Piëch chose his direction, the wrong one.

B&E edit bureau: Savreen Gadhoke

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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His Long Journey

IIPM : EXECUTIVE EDUCATION

Shravan Gupta is a data-driven CEO, who thinks big. By GYANENDRA KASHYAP

“He is a busy soul,” says D. Kohli of Torque PR, who worked closely with Shravan Gupta in the past. It seems like perfect description for an entrepreneur, who challenged the status quo, dared to tread the less-trodden path, and pushed the family business into uncharted waters. Shravan, Executive VC & MD, Emaar MGF Land, represents the ambitious breed of realtors who wish to bring in an infrastructure revolution in the country. Says Satish Kannav, Analyst, Arihant Capital Markets, “We saw the era of IT, now real estate is the sector to look out for. Major real estate players will be the Infosys and Wipro of tomorrow.”

So, what has Shravan really done? First, he spearheaded MGF’s (Motor and General Finance) diversification into real estate. This was when he realised that the margins in the traditional financing business were shrinking and eroding, and competition was likely to intensify as leading banks entered the retail and personal loans segment. His realty plans were measured too. “He is a data-driven man,” exudes someone who works closely with the group, about this graduate from SRCC, Delhi University.

Once convinced, Shravan thought big and different. For instance, MGF joined hands with Emaar Properties, one of the world’s leading real estate companies that built the world’s tallest building, Burj Tower, to bring in the largest FDI in the real estate infrastructure sector. Analysts agree that the alliance was one of the turning points for MGF, as it was catapulted into the big league that includes names like DLF.

Explains Ginetta Vedrickas of India Development Forum, “Having taken Dubai skywards, Emaar is doing the same in India.” Adds Rajan Ahuja, Realty & Verticals, a commercial property agency, “MGF’s focus is on real estate and the credit goes to Shravan.” Another close aide feels that Shravan “is a visionary with strong viewpoints, and his focus is the development of infrastructure.” Take the case of how MGF ventured into malls. Its primary focus is in the high-growth NCR region.

Moreover, it has tried to be at the high end. MGF’s malls are planned, situated only at prime locations, and have shops of leading brands like is the case with Delhi’s ‘MGF Metropolitan’. “All our projects are undertaken only after extensive market research,” remarks Shravan. This strategy enabled MGF to dispel any possible question marks. Agrees Kannav, “The growing mall culture is certainly maddening, however, the sustainability of many players is questionable.” True, for future development will be demand-led, and the second-rate malls will die their unnatural deaths.

An edupreneur at heart, Shravan is of the view that the immediate need of the society is higher and quality education for the coming generation. That’s the impetus for his next big venture, he has rolled out a plan to open 100 schools across India. It will lead to a balanced portfolio of businesses. Explains P. Banerjee, an equity analyst, “He is aware of the benefits of a diversified portfolio; there is no dearth of funds and diversifying into education will help enhance MGF’s brand image and credibility.”

However, the biggest challenge for Shravan is staring him in the face. In 2007, several real estate players raised funds from the capital markets and even gave handsome returns to investors. Agrees Sunil Rao, Analyst, Arihant Capital Markets, “The general trend was of real estate and infrastructure; considering the development spree and the performance of companies in implementing their order books positions. DLF was a huge success, and many real estate IPOs have been slated for 2008.”

One of them will be Emaar MGF’s, which is estimated to raise $1.7 billion and is slated to be the second-largest IPO in the sector. Asserts Shravan, “The IPO is only the first step in a long journey.” Company sources contend that while part of the proceeds will be used to construct hospitality verticals, malls and IT parks, another chunk will go towards repaying debt, and the balance for land acquisition. Comments P. Venkatesh, analyst, P. N. Vijayan, “Ever since the tie-up with Emaar, MGF has taken great strides, and its IPO will be sought after as they are long term players.”

In the next few years, Shravan hopes to develop integrated townships of global standards. Says Sanjay Kumar, Quebrex, a commercial property agency, “He is leading the business in the right direction and all projects have been highly successful.” Echoes Ahuja, “A lot of innovative thought and human perspective has been put in and, in the last two years, the ripple effect has been great.”

This is even reflected in the manner in which former employees talk about Shravan. “He is employee-friendly and has no airs about himself. We looked up to him for advice and the experience of working with MGF was a great learning process,” says one of them. “The working culture has changed, employees have become more responsive, and customer service has become great,” is how another one describes the management style of Emaar MGF.

But there are risk factors in the offing for realtors. The property market can crash. Any policy changes can wreck havoc with plans. But as Shravan leads MGF to newer paths, he can probably make a New India happen soon.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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The royal players!

IIPM : EXECUTIVE EDUCATION

An aristocratic family that has saddled two national passions – cricket & films

Pataudi! It’s a name that cannot be confused with any other family or generation in India. And that’s a claim to fame, only a handful in this country can lay stake to. With royalty enmeshed with cricket and movies, the two arts that drive Indian fanaticism to the extreme, this family’s legacy is not only deeply embedded in India’s history, but also continues to define a sparkling existence in the present too.

Mansoor Ali Khan Pataudi was indeed the second (after his father, Nawab Iftikhar Ali Khan Pataudi, who also captained the Indian cricket team) but certainly the truest claimant to worldwide recognition that lives till date, within this quintessentially royal family. Tiger to friends, this prince was born on January 5, 1941, in Bhopal, to the eighth Nawab of Pataudi and his wife Sajida Sultan, who also was the daughter of the Nawab of Bhopal. After having been educated abroad for most of his life, he took to cricket. “We were allowed to pursue a career of our choice, so I took up cricket,” commented the Nawab to B&E. He went on to rewrite various cricketing records internationally. In 1969, it was his wedding to the then reigning queen of Bollywood, Sharmila Tagore (a distant relative of Rabindranath Tagore), that raised huge hue and cry. Three kids later – two of whom are subsequently walking their mother’s path into films – and the most compelling combination of a family tree that Indian nobles could have ever imagined, was complete!

“I was sent to hostel for studies because my parents did not want royalty to go to my head. During those times all the children of rich and affluent families were sent to boarding schools. However, now I do not agree with this concept.” The Nawab shared a rarely disclosed personal front with B&E. He was further emphatic even about Saif, “I also regret sending my son away during his early days of life.”

Quite credibly so, two of his children have attained national recognition through their own achievements rather than on the basis of their aristocratic lineage. Then, is there also a regret that his children did not get completely intertwined with the royal legacy? “I haven’t stopped my children from pursuing their own interests. I never thrust anything on them, but have always asked them to do well in whatever they choose to do.” As a celebration vindicating that, Saif Ali Khan (Chhote Nawab) made his mark in Bollywood as one of the top stars, and Soha also has recently emerged as an accomplished actress.

But how much pressure has there been on the second generation because of the first generation’s achievements? Soha divulged to B&E, “When I went to England and saw my father’s cricketing records there, I understood for the first time how good a cricket player he was. And now that I have started acting, I have understood what it takes to be a good actor, and how it must have been for my mother when she was just an actor and not a star. Within the family, we have always been taught how to keep our emotions inside and to not let them show. But for acting in films, one has to display all his or her emotions. And I had to break out of my previous mould for that.”

An un-ignorable part of their existence has been the media, which has particularly focused on not only the professional lives of the Pataudi family, but also has crossed the line at times in reporting on many personal fronts too. And the wonder of it is that this actually has not been the case with almost any other ‘royal’ family. Then why the spotlight on the Nawabs? The concurrence is clearly due to the achievements of Saif and Soha, gifted with character-inheritance, yet questioned scrupulously about their image day in and day out. Are the children then aware of these problems of image maintenance,? “Very conscious,” Soha exclaims, “I have to act very responsibly in public. Even in movies, I want to do the ‘right’ kind of films, which my grand children can see and be proud of. And I realise that what you do on screen is not temporary but keeps coming back again and again to haunt you. I will never do anything that I will find uncomfortable to do on screen because that is captured by the camera instantly.” Like we said, this is certainly a family whose legacy will continue to define a spectacular existence in many years to come. But for us, the lasting comment was surely the Nawab’s emotional statement, “I am doing my best to keep my people happy at Pataudi, for I still have to keep up my family’s legacy.” The act was complete. Royalty remained... still!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Gold - in the making

IIPM’s 36th Glorious Year of Academic Excellence

This really is a place to dole out investments in

Gold has ceased to be merely an ornament that renders beauty and has in fact achieved a status where it is the most sought after for investment…. With gold being the back-up that investors can bank upon when inflation hits the economy, this new found status of gold is nothing but the foregone conclusion and is here to stay. Though the price of gold is determined by trade across various global commodity exchanges, past trends show that price of gold has never been retrogressive...what with the price almost increasing three fold from $300 per ounce in December 1997 to $850 per ounce in December 2007 (based on the New York close)? And not just that…few unique qualities of gold has made it a distinct metal.

Researches found approximately 63% of reserved gold is used in jewellery, 21% as coins, 15% in some kind of industrial and 1% in dental inputs. The world has seen the use of gold for scientific researches for health and environment benefits. Gold also has its bearing over the US dollar, crude oil and equity market – a setback in any of these can evoke the gold price to shoot up. This escalating price hike of gold not only lures individuals and corporates but also the government to invest in. It definitely goes without saying that countries where gold is mined has a lot to leverage upon, as their import expenses take a huge plunge…obviously enjoying this benefit is South Africa, but not for long because China is pacing up with production of a whopping 260 tonnes in 2007. Hold your money people…the marvelous metals sure have a long way to go, to add value to itself and you!?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Pass it... further east!

IIPM’s 36th Glorious Year of Academic Excellence

Malvinder Singh, who will remain CEO of Ranbaxy and also the Chairman of the board, commented exclusively to 4Ps B&M, “It was an emotional decision, but in the interest of the organisation and its long term sustainable growth, I had to take this decision.” It is natural for even the coldest of business owners to have emotional attachment to their business, and the Singhs have been associated with Ranbaxy for 3 generations. And corporate governance zealots will hail this as a triumph of the philosophy of separation of ownership from management. After all, the owners must think in the best interests of shareholders and sell at an opportune time when the valuation is good.

But if we consider it from cold business logic, one wonders if the company really needed to don Samurai armour to tackle global challenges in the pharma sector. After a tough 2005 & 2006, Ranbaxy actually had a great year in 2007 with a turnover of Rs.47.8 billion (yoy growth of 19%) and PAT of around Rs.6.2 billion (yoy growth of 62.33%). Hardly the state of affairs you would expect in a company that is about to be acquired. Even analysts admit they did not exactly see this one coming.

In defence of his decision, Singh asserts, “I strongly felt that the time has arrived to make the next big leap to put the company in a new orbit and a higher growth trajectory… (the deal) puts us on a new and much stronger footing to harness our capabilities in drug development, manufacturing and global reach.” In addition, it gives them access to the Japanese market, which is a resounding opportunity for the pharma sector, given its aging population.

Says Shetty, “Generics industry is getting tougher in another five years, with rising litigation costs, lots of drugs going off patent and R&D getting tougher.” Ranbaxy’s stock, which has been floundering for quite a while now in the Rs.300-400 range, was trading at a level of Rs.581.85 on June 17. Sanjay Singh, Associate Director, Corporate Finance Group, KPMG, voices a similar opinion, “Generics’ margins are getting squeezed, taking a toll on the revenue and profitability of large generic companies that have not built sustainable NDDS and NCE businesses.” In addition, he feels that FCCBs, which were raised to fund past acquisitions were nearing conversion, and that would have brought down promoters’ stake in Ranbaxy anyways. In comparison to pharma, there are businesses like healthcare and financial services (where the Singhs already have stake through Fortis and Religare), which are growing at a much faster rate than pharma generics.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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