Growing New Companies

IIPM MANAGEMENT INSTITUTE

Though Spain has a number of homegrown pharmaceutical companies, as well as a few companies formed in past decades that focus on biotechnology, the most significant increase in companies formed has taken place in only the last five years.

One of the most prominent examples of this new growth is Genetrix, formed by Cristina Garmendia (who also heads the Spanish biotech trade association ASEBIO). Genetrix spun off from the CNB in 2001, when Garmendia realized that while Spain produces a significant amount of quality research, there were limited paths to commercialization. She came to an agreement with the Spanish Research Council to buy a number of patents. The company began acquiring patents and building a base of widely varied services and research. Today, Genetrix has given rise to seven other spinoff companies.

“When I first joined, a year ago, we had 50 or 60 employees,” says Claudia Jimenez, who is in charge of the company’s corporate development. “We’re already up to 100. And every month there are two or three new faces in the office.”

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Source : IIPM Editorial, 2007

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

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Moto readies to gobble Terayon

IIPM PUBLICATION

Motorola is all set to get its hands on all the outstanding shares of Terayon’s Communication Systems, a digital video equipment-maker. For this purpose, Motorola will be shelling out a cash of $140 million. This move would help Motorola in strengthening their offering as Terayon soft ware-driven applications will assist them in digital ad insertion, motion and graphical overlays, channel branding and channel line-up and ad insertion delivery technologies. Motorola is still waiting for the regulatory sanctions and the nod of Terayon’s shareholders. It is expected that the deal would be finalised by the second quarter of 2007.

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Source : IIPM Editorial, 2007

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

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Burp and Miss? Naah!

IIPM MANAGEMENT INSTITUTE

Meanwhile, the ruling black drink of the country, Thums Up, is all for machoism and has unleashed a rocker of an ad with Askhay Kumar displaying Yamakasi stunts. But this time, the no-fizz orange and clear drinks seem to be equally geared up. While 7Up’s cool mascot Fido Dido is back in style and likes it Lite this time (don’t forget, India is getting health conscious!) – Mountain Dew has still not got over jumping cliffs, racing and machoism.

And on the non-fizzy drinks front, while Sorbet (from Mirinda) has Zayed Khan creating chaos on a busy street as he’s immersed in the new drink, Mazaa is still onto communicating that it’s a better alternative to juicy mangoes. “Maaza’s appeal across consumer segments is reflected by the fact that it is India’s largest selling fruit drink brand,” confidently says Davinder Singh of Coca-Cola India. Whatever may be the communication style – drama, humour or the evergreen macho factor – it’s quite clear that if global warming is going to have one positive side effect, it surely will be in the bank balances of these firms! 4Ps
Edit bureau: Romsha Singh

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Source : IIPM Editorial, 2007

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

A bird’s eye view of the Group

IIPM PUBLICATION

But then the roof suddenly fell. The steel business, that looked a solid bet till the mid 1990s, when the Ruias gambled billions on a new project, suddenly went into a tailspin. Far from generating profits like the much anticipated cash cow, the steel business virtually bled the Group dry. The cyclical downturn in the steel industry during the late 1990s and the early years of this century was one of the key reasons for the Essar Group reaching a stage of financial collapse and bankruptcy. By the late 1990s, the Group was already gasping for cash and was forced to sell a substantial stake in the mobile telephone business to Hutchison of Hong Kong. Of course, analysts now praise the Ruias for the guts and farsightedness in clinging on to about 33% of the stake in the mobile phone business even when the Group was in dire financial straits and the temptation to cash was strong.

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Source : IIPM Editorial, 2007

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