Showing posts with label IIPM-News. Show all posts
Showing posts with label IIPM-News. Show all posts

Thursday, April 04, 2013

“The Murocel Recall Involved only one lot of Products.”

Bausch + Lomb has managed to inspire transformational changes in the eye-care industry worldwide. Rodney W. Unsworth, President – APAC, Bausch + Lomb, talks to B&E’s anirudh raheja on why he is so upbeat on the emerging markets, the recent voluntary recall of Murocel Lubricant Ophthalmic Solution and some other growth and branding initiatives undertaken by his company.

B&E: A recent survey says that 96% of parents are satisfied with “The Daily Score” soft lenses for kids. But how do you plan to promote the usage of soft lens in markets like the Asia-Pacific?
Rodney W. Unsworth (RWU): “The Daily Score” has been a successful promotion in the United States to help drive trial and usage of SofLens Daily Disposables. Understanding that daily disposable lenses represent the fastest growing segment of the contact lens market, we will continue to evaluate the various markets throughout the world to determine promotion opportunities. Bausch + Lomb proactively promotes the usage of soft contact lenses across the Asia-Pacific via direct-to-consumer advertising, trial and promotional programmes and an extensive range of Eyecare Professional education and support activities.

B&E: It has been 40 years since Bausch + Lomb introduced contact lens. How has the journey been so far in the US market?
RWU: Forty years ago, Bausch + Lomb was the first company to bring soft contact lenses to market. This was a major breakthrough for consumers, as it meant another option for contact lens wearers. The lenses made glasses-free vision a reality for many more people. Since then, Bausch + Lomb has remained committed to offering patients around the world innovative contact lenses.

B&E: Many contact lens users complain about dryness of their lenses. You have introduced “Biotrue” solution to address such problems. But how does B+L promote the usage of lenses to address two other problems that lens users face today – glare and halo?
RWU: Contact lens wearers continue to report dryness as one of the primary problems associated with contact lens wear. Biotrue is a lens-care solution that has helped patients to wear contact lenses for longer periods of time comfortably; in fact, recent research has shown that Biotrue’s breakthrough technology enables safe and comfortable lens wear for up to 20 hours and is easier on the eyes than other contact solutions. We continue to use our research to identify and solve other problems experienced by vision-corrected people. Other problems commonly experienced by contact lens wearers are halo and glare. The product that provides a solution to this problem is PureVision2 lenses with High Definition Optics. These lenses were especially designed to reduce halo and glare and deliver clear, crisp vision. Seventy-five percent of existing contact lens wearers said that PureVision2 with High Definition Optics delivers superior vision and 77% said that they reduce halo and glare in low light.


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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Tuesday, March 12, 2013

French Toast to India’s Defence

While Sarkozy and his Aides may claim that The Much Awaited India Visit is more of a Leisure Trip than the Usual Strategic Trip of Premiers, One cannot refute France’s Hawk-Like Attempt to do an Obamanomics as far as Business is Concerned. And India Should Support That, Anyway!

There is a lot in common between US President Barack Obama and the French President Nicolas Sarkozy as far as their state visit to India is concerned. Both of them are apparently at their career’s ebb. While Obama is struggling with approval rating below 50%, and has suffered a major set back in the mid-term election, the case of French premier is no different. Sarkozy’s current popularity rating is at a record low (as per Ifop opinion polls for Journal da Dimanche, Sarkozy has equalled his predecessor Jacques Chirac for the most unpopular president since 1958) and if the latest reports are any indicator, then he is currently embroiled in a potentially career ending corruption scandal. All these after having pushed through the pension reform in the teeth of furious street opposition – much akin to his American counterpart who managed to push through his signature healthcare bill ObamaCare. And of course, both Obama and Sarkozy are dear friends. By design or by default, India happens to be their soul searching destination amidst all the trying circumstances back home. ‘Soul-searching destination’ only for the layman; the fact is that in a hyper-competitive and economically integrated world, neither the US nor France would like to miss out on opportunities of profiting that India has to offer – a whopping $112 billion (India’s budget for military procurement) over the next 6 years.

The economic environments prevailing in both the countries make the respective state visit to India all the more important. The national debt of France is projected to be equal to 84.2% of its GDP (the French GDP is approximately $2.55 trillion) and its industrial production is already in the negative terrain, unemployment is currently pegged at 9.8% – these statistic coupled with the fact that Sarkozy would like to get himself re-elected in 2012 and be in command of the Élysée Palace (much like Barack Obama would like to remain in total control of the White House post 2012 presidential elections) make it all the more imperative for the unpopular Sarkozy to attempt to re-brand his government. What better an opportunity than India (Chindia, if we’re permitted – as per Chinese President Hu Jintao’s recent visit to France wherein contracts worth $20 billion were signed, it is but apparent that both the countries have buried the hatchet and have definitely patched up their erstwhile strained relations) which aims to increase its defence budget from 2% to 3% of GDP, and thereby grab a pie of this huge investment and present it to the almost moribund French industrial sector.

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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, January 14, 2013

The doctor checks in at #44!

low-priced buyouts, cost control & ensuring sustainable revenues, did the trick for sun pharma. what next? STEVEN PHILIP WARNER answers…

At a time when the Indian pharmaceutical sector, once considered immune to downturns, lies battered, Sun Pharma, during FY2008-09, grew its topline by a remarkable 27.3% y-o-y to clock Rs.42.72 billion, and its bottomlines rose by 22.2% y-o-y to touch Rs.18.17 billion. All this catapulted this pharma giant to the 44th spot on the 2009 B&E Power 100 List, making it the only pharma name to feature in the rankings.

Uday Baldota, VP – Investor Relations, Sun Pharma, tells us, “We created sustainable revenues streams, with greater speed to market. A focus on cost leadership and making acquisitions which yielded high ROI proved to be the right strategies…” Although the strategic combo he gives seems straight out of the consultant’s rule book, critics claim the fact is that Sun Pharma has often appeared to be making seat-of-the-pants decisions in the most critical area of inorganic growth, namely M&As – over the past 14 years, Sun has acquired 14 distressed assets. But there is another side to the story as many of these buyouts have come at “low prices” – as Uday defends – therefore renovating them into profit-churning assets proved less challenging. And if fortune has to favour the brave – at a time when other Indian generic giants are facing the heat and are selling-off their crown jewels – Sun’s acquisitions have actually started bearing fruits, key elements powering its financial vehicle even during a downturn!

At the same time, Sun has always been open to diversifications into the right business lanes. When it laid hands on Dadha Pharma & Milmet Labs, it entered the oncological & opthalmological spaces respectively. And if its $454 million Taro deal comes through (“The deal is still on, with some court decisions awaited,” – Uday), it will get an entry into the dermatological market. Thanks to those cheap buyouts, it’s 2009 now, and Sun’s gross profit margins, which for FY2008-09 stood at an extremely high of 79.9%, have never ever looked better!


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, December 07, 2012

Hyper-growth trajectory it currently is on

Will MCX continue to rise along the hyper-growth trajectory it currently is on? deepak patra explores...

The comex has acquired a big stake in Middle East’s largest commodity bourse – the Dubai Gold and Commodities Exchange (DGCX), and is running exchange platforms in Mauritius through Financial Technologies India Limited (FTIL).

It is also gearing up for a new venture, Singapore Mercantile Exchange (SMEX), under the Monetary Authority of Singapore. Talking about future ventures and entry into unexplored lands, Jignesh Shah, Chairman, FTIL and Founder, MCX avers, “There is a huge potential lying unlocked in the emerging economies. In Africa, there are 53 countries, with economic growth rates of around 6% annually for the past several years. In addition, we have India and China registering robust growth rates.” It therefore becomes clear that the setting up of exchanges in Asia, Middle East and Africa are a critical part of FTIL’s strategy to harness the enormous growth on organised market platforms. So does this mean that MCX’s focus on the Indian market thus gets diluted? Certainly not, as the various alliances it has forged in the domestic arena stands testimony.

So what’s the real gain out of the tie-ups, international and national? As per Messy, “Tie-ups with other comexes help MCX share experiences and grow by learning from them. They are not only to develop our markets but also to gain last-mile benefits. In addition, potential products can also be launched on the MCX platform, that would help our market seamlessly integrate with global markets...” The biggest advantage however remains that of the opportunity that the partnerships give in the form of risk-hedging, when it comes to currency exchange rate and product-price fluctuations. As it stands today, MCX’s timings and product portfolio proves how the comex exists to maximise benefits on both the timing and portfolio parameters. On the timing parameter, MCX closes just before midnight to gain European and US time advantage, and in terms of diverse offerings, it goes miles ahead of simply offering traditional commodities, and provides many non-traditional commodities like electricity, ATF, weather derivatives et al on board.


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

For More IIPM Info, Visit below mentioned IIPM articles.

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Thursday, November 22, 2012

VIRTUAL WORLD: CYBER SQUATTERS

Cyber squatters are opening ‘spoof’ travel sites mimicking real ones

In order to keep these cyber squatters from fidgeting with the original sites, many companies have developed dedicated teams who just keep on purchasing all possible domains that can be a potential spoof sites. Unfortunately, however hard these companies try, it seems impossible to totally get rid of these spoof sites, which not only eat away customer base but also destroys the brand and the reputation of the original company. To make matters worse, sometimes competitors themselves are involved in designing of these spoof sites and in directing them to unwanted links.

Banking, education, information, ministry, defence et al are sitting ducks in this maddening world wide web of spamming and squatting. It’s high time that ministries and policy makers take this matter seriously and draft strong and water tight laws that can not only stop these cyber squatters and spoofers, but can also initiate civil (or criminal, if the case may be) action against them through extremely stringent and well defined judicial regulations.
 

Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
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Friday, November 09, 2012

Caters to all citizens’ demands

Blind to caste, creed, sex and ethinicity... beyond discrimination

The Australian feminist economist Rhonda Sharp first realised the need of a gender responsive budget, gender-based assessment of budget, including a gender perspective at all levels of the budgetary process and restructuring revenues and expenditures in order to promote gender equality. Since inception, over 50 countries have adopted it. France incorporated gender related budget statement and a fixed ministerial expenditure since 2000. Government offices in developed and advanced countries like Australia, Sweden, Denmark, Norway, Finland, Ireland, Nordic countries and many developing countries like Rwanda, South Africa & Uganda have taken gender issues seriously.

This gives equal opportunities to all categories of citizens, regarding their rights and demands, which it incorporates, to uplift them, irrespective of caste, creed & language, ethnicity et al.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM : The B-School with a Human Face
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Monday, October 29, 2012

Our ‘copy’right!

WTO finally pulls up errant China

China has had so many issues with patents that it could actually patent its expertise on restricting intellectual property and on giving nightmares to copyright owners! The dragon has lost yet another trade battle with the US in the World Trade Organisation in August 2009 – it’s third loss to the US since last year.

The gilded cage that China has created by restricting imports of DVDs, music, books, software is described by the panel as discriminatory and not in line with the policies of WTO. In 2007, 11.7 million Americans were employed in these copyright industries and foreign sales totalled $126 billion in 2007 – thus, the damage done to American businesses is significant. The international theft of all kinds of intellectual property has resulted in the loss of 750,000 American jobs. And because of its sheer size and lousy copyright laws, China has long been the focus of American and global concern.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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US: PRIVATE SECURITY FIRMS

Where are the PSC regulations?

Although Erik Prince resigned as Blackwater’s CEO in March 2009, he remains the Chairman and sole owner. The company has received millions of dollars in government contracts and despite Iraqi government’s protests, the US State Department – disregarding various ongoing investigations by their own departments against the firm – renewed Blackwater’s contract in 2008 (the Iraqi government refused the renewal).

The problem goes deeper. In UK, around 11,000 non-EU nationals acting as quasi-PSCs are guarding sensitive sites. Recently, Afghan authorities had shut down two private security companies (as they were charged under murder and robbery). Marouane Bourannane, the security guard who protected Gordon Brown at the Labour Party conference, was held travelling on a fake French passport after being actually ‘vetted’ by his security firm. We wonder, why in heavens aren’t nations passing structured regulations on the PSC industry if it’s now not just a question about guarding people, but of guarding nations and their leaders?


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Thursday, October 25, 2012

SIXTEEN YEARS AFTER TAKING ‘THUMS UP’, THEY WANT INDIA

“According to the latest data compiled by A C Neilsen. Thums Up, an Indian brand that was sold to Coca-Cola (in 1993), retains the top slot of the most selling carbonated drink in India: AC Nilesen study, April, 2009.”

When they re-entered India in 1993, the challenges were very different. They had to build the market from scratch, which was dominated at that time by a number of local brands. Pepsi had entered somewhat earlier in 1989 and Lehar Pepsi had started making some waves. Coca Cola’s ingenuity at that time was to hit the home run in one go, when they acquired Parle’s brands, Thums Up, Gold Spot and Limca for $40 million. It is said that Coca Cola ultimately wanted to kill Thums Up but failed miserably. But strategically, Thums Up proved to be an excellent brand for them. It still remains the soft drink of choice in the Indian market. Besides, it also helped them launch a flank attack against Pepsi. “Thums Up was added to Coca-Cola portfolio in 1993. During this period, it moved towards a more individualistic masculine positioning in ‘I want my Thunder’. In 2002, Akshay Kumar was roped in as the brand ambassador and the brand continued to strengthen its position as a Male Iconic Brand through consistent positioning,” explains Kashmira Chadha, Director, Marketing, Coca-Cola India to B&E.

It has been a virtual duopoly in the Indian market, as both struggled to go one up on sponsorships, promotions, celebrity endorsements, distribution reach, product adaptations, et al. People would remember many instances – like the Nothing Official About It campaign by Pepsi (1996 Cricket World Cup), or more recently, Coca Cola sponsoring the Delhi Dare Devils and Kolkata Knight Riders teams, which got Pepsi in a tizzy (as team players Virender Sehwag & Ishant Sharma are Pepsi brand ambassadors). One of the interesting ploys on the product front was the Rs.5 Coca Cola bottle for rural areas. The strategy was clicking well, but Coca Cola ultimately withdrew it due to the hit it was taking on margins. But Coca Cola has turned corners after years of struggle (it is now profitable in India). The company recorded a growth of 29% in India for the quarter ended June 2009. Muhtar Kent, Chairman & CEO, Coca Cola, admits “Our investments in key growth markets contributed to the good performance in China, Mexico, India and Brazil (despite tough global economic conditions).


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Monday, October 22, 2012

PROFILE: MEIRA KUMAR

Meira Kumar’s elevation as Speaker is the Congress’s first major offensive to retake the Dalit vote.

With her selection, many birds have been killed by one stone, no one more important than Mayawati. It has posed a direct challenge to Uttar Pradesh’s presiding deity and her brand of Dalit politics. Mayawati has left no occasion to challenge Sonia, at times quite personally: this is the Congress president’s riposte.

Last year, battle lines were drawn between the two when `Behan’ Mayawati had denied Sonia the permission to hold a rally in Rae Bareli. She cited a flimsy violation of procedure. Clearly to stop Meira Kumar from growing. In the run up to the trust vote on the Indo-US nuclear deal, Mayawati had emerged as leader of the oust-Congress campaign, only later to be thwarted comprehensively.

Sonia’s chose of Meira is natural. The new Speaker has in the past bested known Dalit stalwarts like Ram Vilas Paswan and an emerging Mayawati from Bijnor in UP, back in the 1980s. Meira won Sasaram, Jagjivan Ram’s old constituency in Bihar with a thumping majority in 2004 and has retained her seat in 2009. That counts for a lot. So clearly, even Paswan is on the hit list.

With such a distinguished lineage – and now a political heritage - it is surprising that Meira Kumar has been missing from the Congress ranks. This former diplomat has what it takes to turn around Congress’s Dalit fortunes. The first salvo in that direction has been fired.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Thursday, September 06, 2012

“The game has heated up, but then that’s market dynamics”

He’s the man who has been steering the Indian arm of Mercedes-Benz for the past five years. In an Exclusive with B&E, Dr. Wilfried Aulbur, CEO & MD, Mercedes-Benz shares where the company is heading

They entered India in 1994. After some restructuring globally and getting accustomed to the Indian landscape, we today know them as Mercedes-Benz India. It wasn’t a smooth ride, but today the luxury automobile giant rules the roost.

B&E: Mercedes-Benz has been in India for over a decade and a half now. What challenges have you faced since you stepped in as its CEO in 2006 and how has been the journey so far?
Dr. Wilfried Aulbur (WA): In these five years we have faced several challenges. The first one would definitely be the transition from operating in a monopolistic environment to the one filled with intense competition where we not only have the German players, but also the Jaguars and others. Further, we are operating in a market that is growing dramatically, which is an opportunity we need to leverage upon. In fact, we will end up selling 5,000 units more this year. Our CAGR over the past five years roughly boils down to about 30% and things have turned up pretty well for us so far. Another major challenge is to streamline factory operations with sale and after sales services. Then comes the challenge of preparing available human resources in the entire value chain for the upcoming explosion in demand. Apart from these unique challenges, there were those which any company operating in an economy booming with opportunities would face. These included construction of a new facility, ramping up production, expanding R&D activities, so on and so forth.

B&E: How different is it to cater to the luxury segment in India as compared to Germany?
WA: The difference is the segment itself. The market in India is relatively nascent. As the market grows, we too will continue to grow rapidly and see about 40,000-50,000 Mercedes-Benz cars being sold in India in the next 10 years. In India, we have the privilege of interacting with an elite group of people who form our customer base, but in Germany the customer base is much more broader. In Germany we have a market share of 8%-10%. That means, every tenth new car being sold in the luxury segment is a Mercedes-Benz and we are the clear leader in that market space.

B&E: What is the logic behind “Proven Exclusivity” programme?
WA: “Proven Exclusivity” is a globally benchmarked pre-owned car programme. This programme utilises specific global benchmarks for vehicle evaluation, quality and warranty to offer Mercedes-Benz certified pre-owned cars to customers. In fact, it’s a very good opportunity for people who wanted to be a part of the Mercedes family, but couldn’t join it because of some sort of financial limitations. This is for the people who want the comfort, quality and safety of a Mercedes-Benz but do not really want to spend as much money. In fact, we aim to garner 15-20% of our overall sales volume through “Proven Exclusivity” programme in the near future.

B&E: But, will a prospective Mercedes buyer go for a second hand car? Luxury was never about anything ‘used’.
WA: You see, the basic product promise remains exactly the same. You get the same safety, same quality, same comfort and the benchmark performance that is the hallmark of a Mercedes-Benz. The only difference is that we are able to serve a more broader customer base.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face


 
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Tuesday, September 04, 2012

Hugh rues…

Now that Hugh Grant has turned 50, it seems like he has more regrets than fond memories of his life gone by. The actor, who has been in and out of relationships, fears that he might end up alone. He expressed his desires of settling down and having babies, and also repented on not doing that before. Well, with a huge fan following and a charming persona intact, we’d say that it’s never too late!



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Monday, August 20, 2012

Why US sanctions are useless

With China around, US sanctions against Iran, N.Korea and Sudan are useless; US has to get China on its side to force a solution

There are some uncanny commonalities between Kim Jong-il, Ahmadinejad and Omar al- Bashir! All three heads of states have been in the international spotlight for the wrong reasons; and all three care two hoots about US sanctions because of their magnanimous trade associations with China, a country that deals with any country it wishes to, despite any sanctions against those countries. China is Sudan’s largest trading partner, Iran is the second largest supplier of oil to China, and China is N.Korea’s largest investor and trading partner. Unless US gets China on its side, none of these countries will care to sit down on the discussion desk.

In a secret visit to China in May 2010, Kim apparently came with a begging bowl for finance, food and fuel – and in return vowed to reignite dormant international nuclear disarmament talks, which were hosted by Beijing and shunned by Pyongyang for over a year. In February 2010, US and Canada achieved a valuable ceasefire between the Sudanese government and Darfur rebels. The bitter and bloody conflict, which claimed 3,00,000 lives and compelled 2.7 million people to become refugees in the last 7 years, has hopefully finally ended under US pressure and Chinese goading. If the US wants the slippery Omar al-Bashir – Sudanese President indicted by International Court of Justice for war crimes – to stick to his agreement, they have to use China to enforce the same. And if US wishes Iran too to start cooperating, China’s the answer.

Not that this absolves China of its past – China has regularly supplied arms to Bashir and to Iran; and has even played a major role in North Korea and Pakistan’s nuclear bomb development. But then, those horses have already bolted.


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