Showing posts with label Europe. Show all posts
Showing posts with label Europe. Show all posts

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, August 31, 2012

STRATAGEM INTERVIEW : INTERTEK

He works for a company that makes a billion simply by certifying other companies. Mark Loughead is the COO at Intertek, whose first-half revenue for 2010 rose by 4.9% to £652 million. B&E met Mark up to question him on the future of the certification business by Neha Saraiya

B&E: Especially in the Indian context, certification is perceived more as a kind of marketing gimmick which companies adopt without actually paying attention to the customer’s benefit. How do you plan to change that perception?
ML: Well, all this belongs to the changing environment. But we, as a company are trying hard to create much more value to the entire process of certification so that our business could be more effective in nature and beneficial in cost. This will even lure other companies to seriously think of it.

B&E: So are those only big companies that are implementing certification in their products and services or are even the smaller players considering this option as a serious business?
ML: Surprisingly, not only big companies, but even small and medium companies are willing to implement certification standards. Like textiles for example. They want to be in the process of keeping the technology in a different position and still make the maximum use of it.

B&E: On another front, many companies often associate certification as a CSR activity and don’t actually think of it as a true responsibility?
ML: Well, certification is an important part of the whole policy process and it is very demanding. For example, there is no actual US government policy or legislation demanding that there cannot be child labour. It’s all about the policy and it matters how the concerned management thinks. People are only ready to move up from their current position and the companies to set up a standard. It is all formed within our thinking processes.

B&E: Within the next two years time, how do you see this market performing particularly in India?
ML: Currently, almost around one third of our business comes from America, Europe and Asia. But going forward, we see ourself at a very good point in India. We are still working on it, making acquisitions and developing teams.

B&E: Apparently, you have a typical glocal strategy...
ML: As we are a global company having 90% of our operations outside India, we need to effectively run our local operations at various global locations using local people. When we decide to sell any of our services globally, then we have to understand the customs and needs of the nation in which we operate. It’s only after understanding the local needs, that we implement our testing skills.


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Thursday, July 26, 2012

Can India become a Telecom Manufacturing Hub?

Depite a Humongous Growth in The Telecom Sector, The Country has failed to build an Ecosystem that Promotes Telecom Manufacturing, Forcing Operators to Import most of The Equipment for their networks.

The latest joke doing the rounds in Electronic Niketan (IT and Telecom Minister’s Office) is that the import bill for telecom equipment will soon surpass petrol’s. It’s a telling comment on the Indian telecom industry, which has witnessed exponential growth in the last one decade but failed miserably on the manufacturing front.

Telecom industry in India has come a long way from having 5.07 million subscribers in 1991 to being the world’s second-largest market with a subscriber base 811.59 million by the end of March 2011. Ironically, in the year 2009-10, Indian products were able to meet just 3% of the telecom equipment demand in India. Equipment used for expansion of telecom networks was imported mostly from Europe and China. The figures highlight that the contribution of home-grown manufacturers to the great telecom success story has been negligible. Telecom manufacturing is one of the key areas for the government as well as telecom regulator to seriously look at, as the demand and supply chain will continue to widen. As per a TRAI report the subscriber base is expected to touch 1.5 billion by 2015, considering that India will continue to have 10% of the global market share.

Recently TRAI recommended to Department of Telecommunications (DoT) that manufacturing must be spurred to achieve the target of meeting 80% of the domestic demand. The recommendation was a little ambitious than the target for the XI Five Year Plan, which envisaged meeting 75% of the telecom equipment demand and handsets. If accepted in its present form, a cap on buying equipment manufactured outside the country cannot be ruled out. “The telecom ecosystem has so far failed to adequately spur the manufacturing segment. The demand and supply gap is widening. We need to have a proactive approach towards manufacturing of telecom equipment” says N.K. Goyal, Chairman, Telecom Equipment Manufacturers Association (TEMA).

India’s information and communications technology equipment consumption is expected to touch 11.5% of the global market by 2015 from the current level of 5.5%, as per combined estimates of ISA-Forst & Sullivan, CII and others. A TRAI report says that requirement of equipment for 3G, LTE and WiMAX services alone would be around Rs 232.85 billion by 2015-16. The report predicts that by the year 2020, the combined demand would be worth Rs 264.56 billion. But the question is: Can India become the next telecom manufacturing hub and will it be able to meet 80% of the domestic demand for telecom equipment by 2020? People in the industry believe that if China can do it in a span of 10 years than India can do it as well. But the road ahead for telecom equipment manufacturing appears full of pitfalls.



 
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