However, to advise clients on lucrative investment options in these tumultuous ‘inflationary’ times is a job that 
requires careful balancing and under Chopra’s leadership, the company has been doubling up as a wealth advisor, as also a distributor of financial products. However, he insists on being referred to as a wealth management firm as opposed to an Asset Management Company (AMC). “We could have been an AMC a long time ago, but it would have diluted our positioning,” he says, adding that unlike an AMC, understanding the need, taxation impact, and risk appetite of investors, are the key factors that Bajaj Capital focuses on before advising any of its one million clients in the country. And his advice for investing in these inflationary times? “Ad hoc investing is a complete no-no, instead focusing on long term investments with a clear roadmap: defined goals, time required for achieving them, take inflation into account, and then work backwards.”
An avid traveller and an ardent fan of music (from Sufi to Rock), for now, relaxation is not an option for Chopra, as Bajaj Capital is totally focused on ‘expanding and expanding fast’. From six branches and 60 employees (when Chopra joined in 1984) to more than 3,000 strong work force today, the company has already taken giant strides from its earlier laidback avatar. In fact, just over the last one year, the workforce has more than doubled. And as head of a closely held group, geographical expansion is now his topmost priority. “We’ve already moved to tier II and tier III cities and have 185 financial planning centres across 80 cities, including far-flung places like Bardwan and Asansol,” he says, adding that the priority now is to move to the next 100 cities on their wish list. “There is huge wealth in small town India, but a dearth of financial advice.” On the immediate radar are Jalandhar & Haridwar.
requires careful balancing and under Chopra’s leadership, the company has been doubling up as a wealth advisor, as also a distributor of financial products. However, he insists on being referred to as a wealth management firm as opposed to an Asset Management Company (AMC). “We could have been an AMC a long time ago, but it would have diluted our positioning,” he says, adding that unlike an AMC, understanding the need, taxation impact, and risk appetite of investors, are the key factors that Bajaj Capital focuses on before advising any of its one million clients in the country. And his advice for investing in these inflationary times? “Ad hoc investing is a complete no-no, instead focusing on long term investments with a clear roadmap: defined goals, time required for achieving them, take inflation into account, and then work backwards.”An avid traveller and an ardent fan of music (from Sufi to Rock), for now, relaxation is not an option for Chopra, as Bajaj Capital is totally focused on ‘expanding and expanding fast’. From six branches and 60 employees (when Chopra joined in 1984) to more than 3,000 strong work force today, the company has already taken giant strides from its earlier laidback avatar. In fact, just over the last one year, the workforce has more than doubled. And as head of a closely held group, geographical expansion is now his topmost priority. “We’ve already moved to tier II and tier III cities and have 185 financial planning centres across 80 cities, including far-flung places like Bardwan and Asansol,” he says, adding that the priority now is to move to the next 100 cities on their wish list. “There is huge wealth in small town India, but a dearth of financial advice.” On the immediate radar are Jalandhar & Haridwar.
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sector and cater to the same line of business. Mark Hurd, CEO, HP comments, “There’s tremendous leverage you get from scale… We’re spreading our cost structure across a much larger revenue base. We expect to bring that capability to EDS.” Supports David Mitchell, Senior VP, Ovum IT Research, London, “Scale is fundamentally important in the IT industry, and especially in IT services. It allows a supplier like IBM or HP, to take on the largest projects and invest in assets that can repeatedly be deployed in different customer settings. Acquisition of EDS immediately take HP closer to IBM in scale and adds a huge amount of IT services capability – at a stroke.” EDS’s core competence lies in infrastructure management services and custom application services. But the company is weak in providing services for packaged applications, which may be a stumbling block in the consulting space.
plan to power the agency ahead? Any specific (hitherto untapped) thrust areas to leverage in the task of moving ahead? Any unique vision? Joshi honestly confesses that there was no special blueprint because this was a very critical decision and demanded a total connect with the DNA of the organisation. Being an intrinsic part of the core team, he had some ideas about what best could (and should) define the agency’s persona, but this vision was in the process of being formulated. “I was, however, very clear about one thing: We must attempt to give every single client of ours a clear and distinctive voice that instantly defines their personality & what they stand for.” Today, with campaigns for Coca-Cola, NDTV, Radio Mirchi, Saffola, Parachute, MasterCard, Chyawanprash, et al, under McCann’s belt, there is an unmistakable stamp that spells out their persona, loud n’ clear. You see or hear ads and you identify the brand instantly! Boss yeh to NDTV ka ad hai! “In short to find the voice of the brand and present it in an engaging, entertaining, empowering way…”
family sold off its entire stake (around 65%) in Dabur Pharma to Fresenius Kabi. The German group further raised its holding to 73.3% and even made an open offer for an additional 20% in an attempt to engulf whole of it. Looks like the predator is not satisfied with just a pound of flesh, but wants the entire roast. So, is it that the long due consolidation in the Rs.320 billion Indian pharma industry has finally arrived? Or is it that the global & domestic predators are conditioning themselves before the final hunt, which they anyway have been doing since long?
MakeMyTrip (MMT) and Yatra surpassed everyone’s expectations and knocked-off offline travel agents in a single blow. Like the Spartans who had put a million strong Persian army to the test in Hollywood flick 300, online players too did somewhat similar. What seemed a fight against destiny, travel portals proved every critic – from industry pundits to offline travel agents – wrong. Now, it’s the start of round two and the champions of round one are rolling up their sleeves to put up another immaculate performance. We’ll see how...
from that there are many advantages that any company can have by tying up with good partners for their business and accepting funding by an international or multinational investors and the same accrue to Vatika as well. For any company like Vatika, you get a lot of global practices migrating into the corporate governance and after some time one can build a robust Corporate governance model. The set of investors that one get are not passive investor but active investors, which play a role in the decision making process. Everything that you do is scrutinised and you need to justify your action. This leads to a whole lot of transparency creeping into the organisation. If you plan to get listed, then the big metamorphosis is taking place rapidly. Your equity increases, your valuation improves, the worth of company is now established as you have foreign investors. All this helps you to leverage more and borrow more and grow more. From an old company, which was seen as very small you become very large and people accept you as very large. We see this relationship as a win-win situation for all the parties as we are partners in progression.”
When the Chinese giants entered India (in 2004), pundits believed that they will storm the marketplace. However, the present state is a shallow reflection of the promise. A Consumer Electronics and Appliances Manufacturers’ Association (CEAMA) spokesperson told 4Ps B&M, “Market share of Chinese majors (Haier & TCL) is only in single digit. They are yet to make any significant dent on the share of the market leaders (read: Koreans).”
launching restaurant chains, as potential retirement plans; SRK has readied himself with a battery of business interests, to launch himself in style alongside the who’s who of India Inc. And his timing is just perfect. Sources opine that the King will continue to proudly flaunt the Bollywood crown for maximum two to four years and Shah Rukh is leaving no stone unturned to make the most of his precious place under the vacillating Bollywood Sun.
is estimated to become a $2.4 billion industry by 2010 – one reason why it is attracting some big names, especially in the DVD rental industry, including biggies like SeventyMM, Madhouse and the latest one, Reliance’s Big Entertainment, which plans to open 500 DVD rental stores by the end of 2009. So can an organised DVD rental industry reduce piracy? “Far from it!” exclaims Shubhoshekhar Bhattacharjee, CEO, Planman Motion Pictures, “No doubt, the delay in DVD release dates is surely an issue. But going further, unless DVD rentals of popular movies are reduced to match the cost of pirated movie DVDs, organising the DVD industry is not going to reap any effective results.” For example, the Jab We Met DVD (manufactured by Moser Baer) costs only Rs.49 – a similar price as that of pirated DVDs – what to talk about the rental! Adds Shubhoshekhar, “More importantly, the Indian government has to hit down on piracy with visible, harsh and speedy convictions of ‘pirates’ and in fact even common users, if the Indian public has to learn that viewing pirated CDs/DVDs is illegal.”
managing the edible oil business in a diversified market like India. Like originating the raw material, managing risks around the price of that raw material; then there’s supply chain too. While other players have strengths in some particular segments only, we have been able to add value in this entire segment and have linked up all these to efficiently manage across the country.
in a country with a very insignificant cable penetration in comparison to the population. On the other hand, we are in the same country that has surpassed world standards in mobile penetration with over four million subscribers being added every month. There is a new market emerging, of people who would like to watch content on hand-held devices where the future of TV lies. Proliferation across verticals and largely across the entire spectrum of businesses has been the underlying essence of Zee Network. In the times that we are in and for the sake of times to come, synergistic proliferation is what will ensure market leadership. The times to come will be that of customer acquisition and not just aggregating content and for this to happen one has to be in all verticals that a customer will need. Today, Zee Network is the largest integrated Indian network in the world, reaching out to 350 million viewers and 128 countries.
Benazir Bhutto saw stocks markets’ globally take the worst hit since December 11, 2007. Here’s the list of casualties... Dow Jones plunged 1.4%; Hang Seng was down by 1.1%; KOSPI (South Korea) shed 0.6%; the Sanghai Composite lost 0.89%; S&P ASX (Australia) tanked 0.2%. Markets in Pakistan resumed trading after a three day halt and hastily lost massive 4.7% (as on Dec 31, 2007). Well, if markets are anything to go by then such a huge correction in Karachi, which has been one of the best performing markets in the region with 40% plus appreciation in the last 12 months, confirms some rude implications for the country’s markets and its economy.
entry barrier erected by the early birds that have cornered most of the market? If you decide to barge into a ‘sunrise’ sector where the sky is the limit, even late entrants can make a killing if they have the right strategy and the right dollops of chutzpah.
a company, which specialises from E to E – energy and electronics!” is what Pradeepkumar N. Dhoot, President, Videocon, phonetically exclaims to 4Ps B&M. But then, don’t we already know how their diversification into the oil, contract manufacturing and branded electronics is all a matter of realising that ‘big’ dream of being everywhere?! Dont we?
that is how Vuppalapati Satish Kumar, Managing Director of the Hyderabad based Prithvi Information Solutions Ltd. (PI), defines his company and its USPs to this magazine. Quiz him about the most important management practice in his organisation, and pat comes the reply, “A policy of transparency, open culture & empowerment.” With attributes like these, and that too in the dynamic and fast-paced world of IT services, small surprise that Prithvi Information Solutions has become one of the leading technology solution providers in just nine years of its existance.
Computer India Private Ltd. and opened sales and marketing office in Bangalore. In August 2000, we launched the Direct Business Model in India. Today, Dell’s most comprehensive presence in the world outside the United States is in India. This includes a local manufacturing unit at Sriperumbudur near Chennai.
Aditya Birla, we have been amongst the fastest growing telecom companies in India. Then came the historic Idea Cellular IPO, followed by our fast network expansion across the country. These were the key building blocks on which the Idea brand grew over the past year. At the beginning of March 2007, we had 7 million subscribers and till the end of November, our subscriber base has zoomed to 20 million. Our growth has been far better than our competitors in the Idea footprint circles.