Showing posts with label IIPM Gurgaon. Show all posts
Showing posts with label IIPM Gurgaon. Show all posts

Thursday, May 02, 2013

Letters to the Editor

New genre magazine
Every issue of Business & Economy magazine is a great compilation of thoughtful and analytical stories. Pick up any of the issues in the recent past, and one can clearly find out that the magazine is informative and helps the readers in forming a refined perspective about various sectors. Fortunately, I got a chance to go through the latest issue on “China Unplugged” as well. In terms of quality, a gamut of issues were covered with an interesting presentation style. The magazine seems to be strongly focussed on quick supply of knowledge and an ease in understanding complex business situations. I have gone through various issues in the past and would say that its a new genre magazine growing by the hour. It nicely encapsulates current issues and brings out the true essence of the story. I wish that your journey touches new heights with every issue. Best of luck!

Vijay Jindal
Chairman & MD, SVP Group

Knowledge pool
Once you start flipping through the magazine, one may find that its a pool of knowledge. My favourite is the policy section where it’s a trend to critically analyse the situation spanning across different sectors in India. Stories on slum development, MGNREGS, illegal mining and Draft Water Policy 2012 are just a few that I would like to name from the lot that make you think out of the box. I also like the Scrutiny section as it also follows a somewhat similar trend. The magazine is captivating with some books reviews and columns from international leaders making it an even more interesting read. The sector story on ports also deserves a mention in this letter for the insider on the situation of Indian ports. I habitually go through many magazines, but Business & Economy is a class apart. Well done team.

Sanjay Ghoshal
Director, Avenir Business Solutions


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
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Friday, April 26, 2013

National

AB Group: New Buys

K. M. Birla is shopping

The Aditya Birla Group is showing a strong acquisition drive. The group has acquired over 26 companies in the past 15 years but the last two years have been specially frenetic. The group has, during this period, snapped over six big buys across the business spectrum. The most recent ones have been the acquisition of a controlling stake in Kishore Biyani’s Pantaloon and a 27% stake buy in Arun Poorie’s Living Media, which owns the popular magazines India Today and Business Today. Earlier, it had spent $340 million to acquire Domsjö Fabriker, a leading Swedish speciality pulp and bio-refinery company. Aditya Birla Chemicals had recently acquired the chloro-chemicals division of Kanoria Chemicals & Industries as well, for Rs.8.3 billion. Today, the Aditya Birla Group is a $30 billion corporation, and is in the league of Fortune 500 companies.

PC Market: Tough Competition

Lenovo overtakes Dell, HP, in India

There’s a new leader in the Indian desktop market, and it’s Chinese. Personal computer maker Lenovo has cornered the largest share in the overall Indian PC market, overtaking Dell and Hewlett-Packard (HP), as per the latest data released by market researcher IDC. Lenovo had a market share of 15.8% in the three months to March 31, compared to 10% in the previous quarter. Dell, at number two spot, saw its market share shrink by 2.6 %, while HP followed with a market share of 14.9% in the March quarter. Clearly, these top 3 PC makers have a tough fight on their hands in their bid to emerge as clear leaders. Considering the still low levels of PC penetration in the country, it will be interesting to see who garners the maximum share in the coming times. The big surge for Lenovo came due to a large order from the Tamil Nadu government to supply free laptops to graduating school children – a promise made during last year’s state assembly elections. A few months ago, Tamil Nadu announced the procurement of 900,000 laptops at around Rs.14,000 a piece.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 
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Wednesday, April 24, 2013

“Returns from innovation take a very long time”

Dr. Abhijit Barve, President – R&D, Biocon Ltd. shares how collaborations within the ecosystem can be leveraged to deliver better results

B&E: Could you cite some innovation ecosystem challenges which Biocon particularly faced during various drug discovery processes?
Dr. Abhijit Barve (AB): Biocon has a state of the art R&D centre, but yet we have faced challenges of not having every sophisticated instrument available that may be required for certain research experiments. In such cases, we have drawn from the external ecosystem and gone ahead with our quest for innovation & were able to tap into resources that were available in the Bangalore area. We have some world-class institutions in the city and we leveraged their services or partnered with them. For Indian companies like us, leveraging what is available in the country and developing competencies internally would be best. And Kiran has been very serious about forging partnerships with a variety of scientific leaders and institutions in the biotech field to place India on the global biotech map.

B&E: How can the stakeholders work towards building an ecosystem for biotech in India?
AB: It’s important to understand that the returns from innovation take a very long time. Even for biosimilars or novel molecules, the gestation period from the time you actually conceive an idea to commercial introduction is a long development cycle. It is a high risk and reward proposition requiring the right mindset supported by large investments. So, unless you have a huge risk appetite, you wouldn’t want to play in this area.

In the Indian biopharma and pharma industry, VCs and PEs don’t want to invest much because of many reasons. First, they perhaps don’t understand the field too well. Second, because they prefer investing in industries that offer secured returns with relatively low risks. Thirdly, there are limited investment opportunities in these sectors, so their basket of investments cannot be diversified and derisked across multiple technologies. Some VCs have invested in our domain. When there are a couple of success stories in terms of ROI, others will follow.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 

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Friday, April 12, 2013

B&E Indicators

PE deal momentum continues in 2011
Although Indian PE activity got off to a slow start in 2011 (with only $800 million in recorded deals in the first two months of 2011), it picked up in March. In fact, the first quarter of 2011 ended with more than $1.5 billion in deal value. There were 95 PE deals in Q1 2011 against 64 deals in Q4 2010, representing a 53% growth in deal volume. Even on a y-o-y basis, the deal volume in Q1 2011 was about 50% higher than that in Q1 2010.

Small is beautiful
Fewer large deals (with deal value greater than $50 million) were recorded in the first quarter of 2011 compared to the previous quarters. In fact, only five large deals were announced during the first quarter of 2011 against an average of around eight deals recorded in the previous five quarters. Further, the share of such deals in the total deal volume dropped significantly from 10% in Q4 2010 to nearly 5% in Q1 2011.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
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Tuesday, April 02, 2013

“There’s Need for a Trust Based Taxation Regime”

Nishith Desai, International Tax & Corporate Lawyer

‘Trust’ seems to have become a rare commodity today. While the developments surrounding the Lok Pal Bill and corruption have created quite a stir nationwide, the Direct Taxes Code (DTC) Bill also provokes one to contemplate on the declining standards of trust in the world’s largest democracy. The DTC, proposed to be implemented from April 1, 2012, is currently being scrutinised by the Parliamentary Standing Committee chaired by Yashwant Sinha. Once enacted by Parliament, it would completely replace India’s existing direct taxes framework.

Before delving into some of the provisions of the proposed DTC, it is necessary to first understand the relevance and importance of trust. Trust is a valuable social asset and forms the basis of democracy. The theory of trusteeship espoused by Mahatma Gandhi has application in all facets of governance, whether in corporate management or the tax administration system. Trust demands respect for the inherent value and rights of a human being. Policy framers and decision makers are regarded as trustees of the power vested upon them by the people and are bound by the strictest norms of transparency and accountability in the exercise of such powers. Such accountability emanates from India’s constitutional fabric which imposes numerous checks and balances on the functioning of the three organs of governance – executive, legislature and the judiciary.

A number of proposals in the DTC are antithetical to a trust based regime. Of these, the proposed General Anti-Avoidance Rules (GAAR) are likely to have the most critical impact on not only the sophisticated taxpayer, but the common man as well. GAAR provides wide discretionary powers to the Commissioner of Income Tax to tax impermissible avoidance arrangements lacking commercial substance. While some developed countries have introduced some form of a GAAR to curb tax evasion, the GAAR framework proposed in the DTC is vague and does not have sufficient checks to check abuse of power. Unfettered discretion may result in harassment of the average taxpayer. In fact, the proposed GAAR regime marks a shift from the long standing principle that taxpayers are allowed to legitimately minimise taxes within the four corners of law.

Contrary to principles of natural justice, the taxpayer is required to bear the primary burden of proving that he has not undertaken an impermissible avoidance arrangement. There seems to be an unfair presumption that a taxpayer is guilty of tax avoidance, which has been equated to evasion. The DTC also does not impose any time limit within which the tax authorities may invoke their sweeping powers under GAAR. The GAAR provisions also override India’s tax treaties, which is against the Government’s constitutional commitments and is not in sync with principles of international law. The application of GAAR is thus bound to give rise to unnecessary litigation and would create high uncertainty and hardship for taxpayers.

The lack of trust is also reflected in the proposed regime for imposition of penalties. Today, a taxpayer may be subject to penalties if he has concealed or filed inaccurate particulars his income. It is an established position that penalties are attracted only if the taxpayer has made a conscious attempt at evading tax. However, in circumstances where the actions of the taxpayer are bonafide or where there was reasonable cause, penalties cannot be imposed. However, the language in the proposed DTC suggests that penalties may be imposed automatically as long as the income assessed by the tax authorities is higher than what is disclosed by the taxpayer. It seems that factors such as the taxpayer’s true intention and bonafides may only have limited relevance.


Source : IIPM Editorial, 2012.
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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Monday, April 01, 2013

Is Chamber’s India bet going to Pay Out?

Even as Low Cost Competitors begin Gnawing at its heels, Cisco is Already taking its Business to Multiple new Directions. But is it going too far, too fast?

Over four years ago, Cisco’s Chairman & CEO John Chambers sent Wim Elfrienk, Chief Globalisation Officer and also Executive VP for Cisco Services to Bangalore. Wim had a very specific agenda in terms of taking Cisco’s India relationship much further.

Normally, there are a limited number of oft cited and clichéd ways in which MNCs attempt to do that nowadays, but Wim’s assignment was indeed special. He was to built a second headquarters for Cisco at Bangalore. This centre was supposed to mirror every function of the main corporate office at San Jose including, marketing, HR, R&D, services, finance, et al, and be the platform for its expansion into emerging markets. One particular rationale for choosing Bangalore is interesting. Cisco believes that most of its growth in the future will come from markets in Eastern Europe, far east, South East Asia, India, China and Middle East. And Cisco’s current and potential customers are courteously welcomed to the centre (which is within a 6 hour flight away from all these locations) to witness the newest technology applications that Cisco is bringing in as it strives to leverage its ‘network as a platform’ concept to build solutions with a strong push towards collaboration, data centre virtualisation and video. These are immensely transformative changes for a company that was traditionally just a networking leader, and seeks a new future. To understand the rationale, fine print and likely outcome of these changes, we need to do a brief review of Cisco’s performance.

Miles away in San Jose, Chambers, who took the lead in moving Cisco from being the plumber of the Internet to the platform, has reasons to cheer, as the company is back on the growth path after the recessionary blip. After a fall in revenues by 8.6% yoy to $36.12 billion in the financial year ending July 2009, the company saw a growth of 10.8% yoy in the last fiscal to close with revenues of $40.04 billion. For the quarter ending January 29, 2011, net sales amounted to $10.4 billion, a growth of 6% yoy. On the other hand, there was some disappointment on the margin front, as Cisco reported a fall of 17.9% yoy in non-GAAP income, which was reported at $1.5 billion for the quarter. The consumer business posted a decline of 15% yoy. Besides, it was notable to see a fall of 7% yoy in switch revenue. Although this was said to be related to new product launches taking time to gain traction, backlogs, et al, the company’s performance has been a matter of concern. Post the acquisition of 3Com, HP is giving some trouble to Cisco in this segment when it comes to margins.


Source : IIPM Editorial, 2012.
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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Thursday, March 28, 2013

How IP can help or Hurt The Indian IT and Pharma Sector

Safir Anand, Senior Partner, Anand & Anand

Do the tools of Intellectual property (IP) like trade secretes, patent law, trade marks hurt or help the technical and industrial innovations in Indian IT and Pharma sector?

To understand the impact it is necessary to know what exactly IP is. Intellectual property right grants the owners exclusive rights to variety of assets.

IP is unequivocally important for the Pharma and IT sectors. For Pharmaceutical companies, Intellectual Property (IP) laws are critical for both defensive and aggressive purposes. On an aggressive front, IP aids in protecting the brand names and ensures a safe distance from identical and deceptively similar names that can mislead consumers. Similarly, patents allow the ability to look and protect the processes so that their R&D activities are duly rewarded. It is unfair utilise the labour and of others for personal benefits. To implement the law successfully, the intellectual right focused on product packaging.

Product packaging falls within the ambit of trade dress and allows pharmaceutical companies the ability to monitor identical or look-alike packaging. This occasionally also involves the law of copyright including color combination, layout and arrangement of features as may be original. Legal actions will be taken to the companies who copy the packaging style of the products of other companies. The provisions of recordal of IP before the Custom Authorities can be useful for tackling counterfeiting drugs from entering the country through the import route.

However, companies are not very comfortable with the government’s initiative of making it mandatory to register a trademark for the product before putting it to use in the pharma sector. Protection of IP is also significant for companies when they look at future commercial transactions. For example, Wockhardt was recently subjected to heavy due diligence on account of issues relating to inter alia ownership of IP. An IP portfolio that is well protected and enforced not only has a higher value for the company itself but also a higher transactable commercial value.

In case of IT, IP involves documentation relating to trade secrets and confidential information. Hardware is effectively protected under the law of patents including when it is embedded with software. However, business methods are currently not protected directly under the Statute but can be protected through a combination of contracts, essentially focusing on trade secrets, non-disclosures and indemnity provisions. Of course, brands can be protected as trademarks but greater focus is on patents and copyright. Copyright plays an important role in the look and feel of the product.

Domain names which are critical of IT operations also falls within the combination of copyright law and in some cases, involve protection through contractual law. There are some specific names such as Infosys that also spill over to company’s law in order to prevent mis-appropriation.

Case studies reveal that the highest value ascribed to software companies has been attributed to intangibles comprised in IP, both protected and secured.


Source : IIPM Editorial, 2012.
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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Thursday, March 07, 2013

Bowled Over!

As his last flick Did you hear about the Morgans, failed to impress the critics, Hugh Grant is regretting turning down the role of George VI in The King’s Speech. The British actor, who was recently in China, said he was smitten by the country and particularly the women there. He admitted falling in love four times within 24 hours of his stay! Well, Chinese women have every reason to be proud!


Source : IIPM Editorial, 2012.
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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Monday, March 04, 2013

‘‘Indian companies take over foreign companies for very different reasons than do companies in developed” economies

Robert Schipper, Executive Director, Netherlands Foreign Investment Agency talks to deepak ranjan patra about how the Dutch changed the rules of the economic engine

B&E: Despite the economic crisis, foreign investment in the Netherlands increased in 2009...
Robert Schipper (RS): Trade and foreign direct investment have not only driven our economy in the past but have now also proven to be the way out of the financial crisis for the Dutch economy. Foreign companies and international trade take care of an important part of our economic growth: 4% of our companies are foreign-owned, these foreign-owned companies generate 15% of employment in the Netherlands, they generate 24% of the added value and contribute 30% to the total turnover! The slowdown has proven to be a good time for many strategic investments for foreign companies that have maintained steady balance sheets during the crisis by giving them a cost advantage and the opportunity to seize future markets with recovery on the anvil.

B&E: Considering the fact that conditions in Europe have deteriorated further as compared to 2009, do you think it’s a right time for Indian companies to foray into the European market?
RS: While the general investment mood anywhere in the world today is cautious, we have seen a steady rise in the risk appetite of Indian companies towards M&A activity. There has been a distinct change in the outlook of India-based companies that are now truly looking at a global playing field rather than considering the United States as the primary market. With more experience in overseas M&A markets and largely successful attempts to integrate overseas acquisitions into their businesses, Indian companies are more open to exploring Europe this year. The recent announcement by Infosys on realigning their market focus to increase activity in Europe is indicative of this mood. In my view, Indian companies will specifically eye distressed assets and niche technology and design centres in sectors like oil and gas, metals and minerals, technology and telecom. With European markets experiencing further consolidation, Indian companies would have opportunities for strategic acquisitions in EU countries.

B&E: What is your outlook for Europe, especially for the major economies like the UK, France, Germany, Italy and Netherlands?
RS: The countries of northwestern Europe – UK, France, Germany, the Benelux and Scandinavian especially – are completely sound and entering a period of steady economic recovery. As the world market picks up, these nations will naturally benefit from growth in world trade.

B&E: Do you think M&As could play a major role this year in shaping out the global business environment for the days to come?
RS: As the economic recovery continues, companies in many industries will use mergers and acquisitions (M&As) to help drive revenue growth and bottom-line performance. With a rebound in global markets, Indian companies are also back with an appetite to go for ambitious overseas acquisitions. However, Indian companies take over foreign companies for very different reasons from companies in developed economies. It’s not simply about growth and consolidation. Indian companies acquire international companies to gain market access, to access technology and gain new capabilities as part of a global expansion strategy.

Source : IIPM Editorial, 2012.
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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Saturday, February 09, 2013

2008=#20 2010=#3 2012=#_?

Two years back, Micromax was a name heard by few and seen by fewer. Exhibiting a rare example of brilliant innovation combined with common sense, today it rules the world of advertising and has climbed to the number 3 spot in the domestic handset market. What next? by Surbhi Chawla

Of late, the Indian handset market has been flooded with a plethora of indigenous handset brands, which bear the stamp of companies that would have dumbfounded most acclaimed au faits as recently as a year ago. But these so criticised infantile firms have taught the masters of the mobile handset game (read: Nokia, Samsung, Motorola) how to ride the stalking-horse in the face of hell-raising competition. They have been successful in bringing to life the dormant aspirational values of many in the country, offering them “value for money” look-alikes of the best of handsets that the Indian Daddy Warbucks could afford. Their secret — they understand the psyche of the Indian consumer and deliver by “keeping it real fake”.

But as it occurs in many a fairy tale, there are the suitors, but there is just one real prince who walks away with all the glory and honour... and most importantly, wins the hand of the princess! In this race too, there appears to be one real prince for the moment – Micromax. And it is loud about not being a follower of the "keeping it real fake" cult. At present, Micromax offers 34 handsets in the Indian market. According to reports by tech-watchers at IDC, it is the third-largest handset vendor behind Nokia and Samsung. Some rise for a brand in the ghastly cluttered Indian handset market. So far so good. But will this north-bound express train gather greater momentum in the times to come? Some would debate, but considering the pace at which the industry has progressed in the recent past, Micromax may well be on its way to finding its name amongst the top two vendors in the country. According to IDC India, the number of handsets sold in the country touched 100.9 million units during the 12-month period ended June 30, 2009, registering a yoy growth of 6.7%. As the per capita income rises by the day, and as educational reforms make the common Indian more privileged, aspiration levels will rise, thus it will rise the demand for more handsets. In short – Micromax is in for a great ride along with other newbies.


Source : IIPM Editorial, 2012.
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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Saturday, January 19, 2013

VISHAL RETAIL: QUESTIONING SUSTAINABILITY

B&E ‘s savreen gadhoke writes on why Subhiksha and Vishal Retail may not meet the same finality, although their operational and financial fallibility is eerily similar...

“Speaking of Vishal Retail in the same plane as Subhiksha will not be correct. The fact is that while Subhiksha’s plea for a Corporate Debt Restructuring (CDR) programme was rejected by the authorities, Vishal Retail has been granted CDR approval will reinstate investor confidence,” says Rajesh Tanwar, Director, Integrated Retail Solutions. But still, despite the fact that Vishal Retail has gotten the CDR approval, it does need funds for the running expenses to ensure the smooth functioning of its stores. And that’s where the promoters might find their hands totally tied. “Absolutely not. We are a running company with Rs.100 crore turnover month-on-month. All our statutory dues have been taken care off and we have no pending dues being carried forward to the next month. The only pressure on us is the high finance cost and that too we’re addressing through the CDR route. Otherwise also, we are taking all the requisite measures to bring down our expenses,” says Khemka. Vishal Retail also communicates to us that the demand of the EPFO notice is completely not justified – one reason they’re contesting the same in the courts – as “everywhere in the world, PF is a percentage of employee’s basic pay only; it is not that they’ll demand Rs.11 crores and we’ll pay to them.”

To be fair, to say that Vishal Retail is lost in the woods would be close to an exaggeration. In fact, they are trying hard on many fronts. Amongst the various steps taken to repay debt, one that is currently being contemplated by Vishal Retail is the merger of Vishal Water World with Vishal Retail. Vishal Water World is a profit-making company with Rs.40 crores in reserve surplus and additional land assets of Rs.60 crore. The merger will benefit Vishal Retail in two ways.

Firstly, by the sale of the land, the debt of Vishal Retail can be brought down. Secondly, there would be considerable group tax benefits by merging a profit-making entity with a loss making one. It will take a minimum of six months for the merger to be completed as the process has to be validated by the court and stakeholders.


Source : IIPM Editorial, 2012.
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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Thursday, January 17, 2013

Smell the coffee

Corruption needs the killer dose

The reputation of Indian politicians and bureaucrats on corruption is truly impeccable. In fact, Indian citizens have reason enough to assume that there are hidden skeletons in every cupboard and dark corners in every lair.

And if a person like Meera Shankar, India’s ambassador to US, attempts to speak up and throw some light, what else can we say other than “Welcome”! Meera Shankar’s diligent complaint to the PMO about huge sums of bribe paid to officials in Indian government establishments by US companies is creditworthy. The same cannot obviously be said of the silence over the letter from the PMO for eight months (curiously broken after the assembly election results came in).

Meera Shankar has cited the report filed by the US Foreign Corrupt Practices Act, which names companies that have allegedly made illegal payments to Indian officials over the years. Most shockingly, it pulls the Indian defence forces into the scrutiny as well. York International Corporation, with their products of heating, air-conditioning, and refrigeration, had paid-off $1,32,500 to Indian Navy between 2000 and 2006 to secure 215 orders. A US industrial valve manufacturing company Mario Cavino of Control Company’s Inc., has pleaded guilty of paying $1 million to electricity boards of four countries, including the Maharashtra State Electricity Board. Dow Chemicals has paid $200,000 to Nocil Crop Protection Ltd., including an illegal payment of $39,700 to the officials of Central Insecticides Board. Other cases of bribery include $11,800 to Sales Tax Officials, $3,700 to Excise officials and $1,500 to Customs officials.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).
For More IIPM Info, Visit below mentioned IIPM articles.
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

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Friday, January 11, 2013

dos & don’ts: before attack

1 The families should not take fixed routes at fixed timing, all the time, even while travelling to a particular destination. They should also not flock a particular area, club, restaurant, etc.

2 Take professional help whenever needed, as this will greatly improve the chances of your family remaining safe from such attacks. Learn the Dos and Don’ts to ensure a safer tomorrow.

3 Stop displaying your riches to the public, unless you can provide security for yourself and your family members. Also be careful that all your transactions are not visible to your servants!

4 Take care of your servants, drivers, guards, etc, and keep them satisfied; changing servants frequently will only increase proportionally the chance of such attacks on your family.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.


 
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Saturday, December 08, 2012

NEWS CORPORATION: EXECUTIVE EXIT

Peter Chernin will no longer remain at News Corp. But why is he leaving? And who will be his successor?

Even experts opine that Chernin was never too pleased with the fact that he will always remain the ‘second-in-command’ at News Corp. What made matters worse was the fact that Murdoch had also previously clarified that his successor would be amongst his 3 children (Lachlan, Elisabeth and James Murdoch).

There is another school of experts which suggests that Chernin does not share a very comfortable relationship with Rupert’s children and that matter definitely would get out of hand if he waited any longer. Take Lachlan Murdoch’s example for that matter: Lachlan served as deputy to Chernin a few years ago, but there were clashes between the two and many believe that it was one of the major reasons why Lachlan handed over his resignation letter in 2005. So who will follow Murdoch? Well, Elisabeth Murdoch refused an invitation to rejoin News Corp’s board (from which she resigned in 2000), and so that leaves us with James Murdoch (the youngest of siblings and overseas New Corp’s operations in Asia & Europe) as the most ‘natural’ successor.

For now, the question remains: who will succeed Chernin? “Peter and I will work closely over the next 4 months to ensure an effective transition,” comments Rupert. And till the process is complete, Rupert will take over most of Chernin’s responsibilities. The battered stock market hasn’t treated News Corp well either of late, its price having plumetted by a painful 67% since last year! For now though, succession planning needs to click for the media empire; and sooner, the better.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri

For More IIPM Info, Visit below mentioned IIPM articles.

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Friday, December 07, 2012

AVIATION: PRICE INCREASE

Indian aviation players must follow a selective pricing policy in order to maximise their revenues

However, Prakash Mirpuri, spokesperson for the UB Group (which owns Kingfisher Airlines) told B&E, “Kingfisher Airlines follows a dynamic pricing policy for each flight depending on demand. For flights that can sustain higher revenue, we’ve closed low fare buckets and are concentrating on selling higher fare buckets.”

On the other hand, chances that Indian air carriers have formed a cartel (as all & sundry have raised their respective air fares at the same time) is also not being ruled out as Civil Aviation Minister Praful Patel recently warned all air carriers against following such practice. The earlier strategy of low fares was in tune with the fall in the ATF prices (which accounts for more than 45% of the airline costs). But the players overlooked the fact that cut in airfares could easily negate the advantages of the fall in ATF prices, thereby hurting revenue generation and further aggravating operating losses. Binit Somaia, Regional Director, CAPA, professes, “With the fall in oil prices, airlines took the opportunity to introduce promotional pricing to stimulate traffic. However, rather than applying promotional pricing selectively, airlines offered their entire inventory at discounted levels, which resulted in significant dilution of revenues.” Bottom lines of all major players have already been painted red for quarter ended December 2008. Jet Airways, Kingfisher Airlines & Spice Jet have recorded losses to the tune of Rs.2.14 billion, Rs.6.26 billion & Rs.180 million respectively. Experts are expecting an accumulated loss of $2 billion in aviation 2008-09, further forcing players to raise fares to balm their bleeding bottom lines.

Sweeping price cuts or raises will not help. They have to stoop selectively, and carefully analyse which routes would respond positively to price changes and which would not so they can maximise revenues. They will need every rupee they can lay their hands on to repair their bleeding balance sheet.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri

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