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

Monday, June 03, 2013

Never say no

Despite scams and industrial scandals, Maharashtra strides India’s economic horizon as a colossus. Chandran Iyer reports

Maharashtra, once a preferred destination for freedom fighters, is also India’s financial hub. The state, an economic and industrial powerhouse, has witnessed gigantic stock-market scams, industrial scandals and political upheavals. But despite the jolts, it has continued to grow at a blistering economic pace. It is the wealthiest state in India, contributing nearly 15 percent to the country's industrial output.

India’s largest stock exchange, the Bombay Stock Exchange located on Mumbai’s Dalal Street, has witnessed a spate of economic tremors triggered by mega-scamsters but somehow or the other, they have not dampened the sentiments of investors who still feel that this market remains the biggest short-cut to become Mr. Richie Rich.

In 1995-96, the Enron scam rocked the country for all the wrong reasons. The way in which the Dabhol power plant in Maharashtra was awarded to the global energy giant raised questions about kickbacks to politicians to clear infrastructural projects and to the media for planting slanted stories without keeping national considerations in mind. Maharashtra today is the second largest exporter of software products with annual exports of 18,000 crore (US$ 3.3 billion) and accounts for more than 30 percent of the country's software exports, with over 1,200 units based in the state. The head offices of all major financial institutions of India, viz., banks, insurance companies and mutual funds, are situated in Mumbai. The head office of the biggest financial institute of the Indian economy, the Reserve Bank of India, is also located in Maharashtra’s capital city.

Says Director General of Mahratta Chamber of Commerce Industries and Agriculture (MCCIA) Anant Sardeshukh, "Maharashtra all along has been a leading industrial state in the country and today it contributes 15 percent GDP of the nation. This state is also attracting  a great deal of Foreign Direct Investments (FDI). However, it has to take a cue from Gujarat and remove bureaucratic hurdles in industrialisation. If that is done, it will considerably boost up the state’s economy,” he says adding that Maharashtra has a lower attrition rate than Gujarat.

The state is also an ideal  business destination for  foreign companies looking to invest in India. Recently the British Prime Minister David Cameron visited Mumbai with the biggest ever business delegation from UK to enhance economic tie ups with India, especially Maharashtra.

Points out Arun Bharadwaj, CEO and Executive Director of Global Imaging Technologies and Vice-Chairman of British Business Group, Pune, "Maharashtra has been  one of the largest business attractions for UK companies  for a long time. This is because there are business opportunities specially in automobile, IT, manufacturing and quite recently, the education sector."

A number of ancillary units for the automobile sector are being setup even after the TATA-JLR deal. There are several IT companies from UK based out of Maharashtra. Naturally, for those looking to invest in the state, the capital city offers the best opportunities. What is attractive for investors is Mumbai's clout as the financial capital of India. The IT sector has also marked its presence along with many service providers to UK companies. The reason; the presence of a large number of sound professional and technical colleges in and around the state are ideal picking ground for young graduates. This provides opportunities to the student community which is readily available to join the work force or train according to the industry-specific requirements.

Another sterling feather in Maharashtra’s cap is Mumbai’s Bollywood industry, which is also the world’s largest film industry. Indian cinema has a history of nearly 100 years and is an integral part of Indian society and culture. Now even Hollywood is courting Indian film producers: Disney, Viacom, News Corporation and Sony Pictures have all done deals with Bollywood companies in the past few years.

Says Raju Phulkar, a Marathi film writer, producer and director, "Bollywood is a bigger money spinner than any other film industry in India. It is the land of magical dreams where every wannabe actor wants to make a mark. Most end up shattered, some manage to get a foot-hold while only a very few manage to make a name for themselves in the tinsel world."

Phulkar, who also runs a film academy teaching students the basics of editing, script writing and acting, says, "Bollywood is a mesmerising world and it contributes a big chunk to Maharashtra’s economy."

Though Bangalore may be the IT capital of India, it was Maharashtra which put the United States to its place when it refused to grant Super Computing technology to India. Stung by the US snub, the then Prime Minister Rajiv Gandhi asked a Maharashtrian IT expert Vijay Bhatkar whether India had the capability to make super computers as the US had refused to transfer technology to India. Bhatkar, a simple but a brilliant IT man heading the Centre for Advance Computing (CDAC ) based in Pune, agreed to take up the challenge.

Along with his team, Bhatkar managed to create an indigenous supercomputer of Cray capability, then in gigaflops range which was named PARAM. In fact, C-DAC was launched in 1988 as India’s answer to US denial. When the PARAM super computer was launched, Wall Street Journal took caustic notice of it with front page headline “Angry India does IT”.


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

ExecutiveMBA

Wednesday, May 08, 2013

International

Apple Vs Samsung: Patents war

Locked in legal wrangles over patents

The battle between Samsung and Apple over copyright and patents ownership reached a climax this year in August with a California jury ordering Samsung to pay $1.051 billion in damages to Apple. The Apple-Samsung trial came after each side filed a blizzard of legal motions and refused advisories by US district judge Lucy Koh to settle the dispute out of court. In April 2011, Apple had filed a patent infringement lawsuit to demand $2.5 billion from its smartphone competitor. In response Samsung, which has overtaken Apple as the world’s leading smartphone maker, had fired back with its own lawsuit seeking $399 million. After the trial, the jury found that several Samsung products illegally used such Apple creations as the “bounce-back” feature when a user scrolls to an end image, and the ability to zoom text with a finger tap. Samsung lawyers insisted that several other companies and inventors had previously developed much of the Apple technology at issue and argued that many of Apple’s claims of innovation were either obvious concepts or ideas stolen from Sony Corp and others. But even after the US court verdict, the battle between the two is far from over. Earlier this month, the two companies squared off once again in the same US court that gave the jury award in favour of Apple. In the hearings that have taken place so far, the iPhone maker has been going all out to convince judge Koh to ban sales of a number of the Korean company’s devices, besides defending its $1.05 billion jury award. Other than the US, Apple and Samsung have filed similar lawsuits in eight other countries, including South Korea, Germany, Japan, Italy, the Netherlands, Britain, France and Australia. In one such suit in South Korea, judges in Seoul ruled that Samsung didn’t copy the look and feel of the iPhone; instead it’s Apple that has infringed on Samsung’s wireless technology.

Hewlett Packard: troubled times

Can Whitman turn around HP’s fortunes?

For Hewlett Packard, the No.1 personal computer maker, things have been going pretty downhill for quite sometime. In the third quarter of this fiscal, HP suffered a $8.9 billion quarterly loss as personal computer sales shrank and it had to swallow a huge write-down linked to its $13.9 billion purchase of Electronic Data Systems Corp. It marked HP’s fourth consecutive year-over-year quarterly decrease in revenue, which sank 5% from last year to $29.7 billion. Worse was to follow as HP disclosed in November that it will take a $8.8 billion write off on the Autonomy deal for which it had paid $11 billion last year. This year alone HP has lost close to a quarter of its market value, and its shares are down about 15% from when Meg Whitman was appointed to the helm last year. Whitman has been shaking things up at HP by reorganizing divisions, ushering in new managers and slashing costs through the job cuts. To cope with the upheaval, HP has been expanding into technology consulting, computer software, data storage and high-end servers made for companies and government agencies. But HP hasn’t been evolving rapidly enough to avoid an alarming deterioration in its financial health.


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

ExecutiveMBA

Monday, May 06, 2013

“Europe now offers great opportunities for M&As”

Danny A. Davis, Consulting Partner of DD Consulting, a London-based M&A consultancy, talks about how companies entering into M&A deals should work out their strategy and planning in advance to enjoy the fruits of synergy and integration

As a Programme Director at Henley Business School for M&A, Davis is always in demand as guest speaker at international seminars on strategy and M&A. He has also recently written a book – M&A Integration: How To Do It. Planning and Delivering M&A Integration For Business Success – easily available on Amazon. What are the stages of a successful integration? How do you achieve the announced synergies? When do you start planning the programme? Who needs to be involved and when? Davis’s book not only offers solutions to these questions but also covers new ground as well. It’s a very practical and useful book from a man who has helped plan and run some of the largest mergers and separations in the world, including the European side of the BP-Castrol merger, which had 180 projects across 30 countries.

In an exclusive interview with Business & Economy, Davis expounds on the dynamics that shape M&A deals in today’s world and the tools and techniques for ensuring their eventual success. He says integration issues should be thought through and planned well before the deal is agreed. But even a well-intentioned acquisition can go awry if the management fails to work around the challenges needed to successfully deliver integration projects and bring about transformative change. As a strategy consultant who has been involved with integration for two decades, Davis says that apart from strategy and planning corporate functions such as HR, finance, IT, sales and marketing, supply chain, etc. also play an important role in determining the outcome of M&As. Edited excerpts from an interview:

B&E:
How do you think the global M&A market is doing at present?

Danny A. Davis (DAD): The global market is doing well, and picking up. The types of deals have changed over the last few years. Deals are now smaller and will continue to be remain small in comparison to the big acquisitions we saw in the past.

B&E:
What is your outlook for the future of M&As?

DAD: M&As will continue to improve and increase. We will see them happen more often and in different geographies unlike in the past when they took place mostly in the West and Europe.

B&E:
Do you think the current plight of Europe could help catalyse more M&As in the days ahead?

DAD: Yes. A downturn in an area leads to opportunities. There are many companies in Europe, which have a good underlying base, management and product. However, for various reasons, they are struggling. The purchase of struggling companies or assets will prove very profitable in the long term. The issue is about deciding which companies are good and will stay afloat and which are poorly managed and will go under after the purchase. Clearly, some good due diligence will be needed. Also prospective buyers need to have a very strong integration plan to ensure that a currently failing business is turned around. I recently managed a turnaround deal for a FTSE 100 client. The trick is to move rapidly and deliver substantially faster than is normally done during integrations.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
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
BBA Management Education

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
 

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
 

Wednesday, April 24, 2013

Decoding India’s innovation DNA

Companies hail the importance of the Indian market, and there is a pleasing buzz around the concept of reverse innovation from the country. But unless the ecosystem as a whole becomes more enabling for innovation, the country will continue to seriously undermine its potential

The most unique aspect of the UIDAI (Unique Identification Authority of India) project is its scale. It’s all about innovatively applying existing technologies to a grand social goal whose value for its intended audience can hardly be questioned. With a target of over 600 million people by 2014, this is slated to be the largest biometric database of individuals on earth. The total estimated cost is pegged at around Rs.180 billion, but is linked to some Rs.3 trillion in welfare payments in India, at least half of which are estimated to be lost due to leakages and graft.

However, the project has faced considerable challenges, & a major proportion of them have little to do with the technology itself. They include lack of machines at centres, inadequate and unskilled staff, awareness issues, data collection issues, difficulty in finding competent vendors and lack of sufficient cooperation at the state level. Off late, the problems have become more complicated, as the home ministry led by P. Chidambaram feels that the UID is a security risk as it really does not demarcate citizens and residents, and that the National Popular Register (NPR) scheme is much better. On the other hand, the Standing Committee on Finance led by Yashwant Sinha has rejected the National Identification Authority of India 2010 bill in its present form citing a number of issues including the question on whether the bill itself was introduced with any clarity of purpose, since it was supposedly destined for BPL families and has now been extended to all residents of India. The Left, on the other hand, is joined by a number of activists in calling it a breach of individual privacy.

Now let us discuss one landmark innovation that came from the Indian automotive sector and was hailed as a symbol of what Indian innovation could promise the world – the Tata Nano – a unique and valuable proposition for the middle class in theory, but a terrible road to market in practice. It all began when they ran afoul of farmers who owned the land where the Singur plant was set up. They assumed that the support of the West Bengal government would be enough to ensure that all was well. Once it spiraled into a political issue, the company was compelled to pull out of its $292 million factory and relocate to Sanand, Gujarat. This created serious supply issues besides enormous relocation costs, as some suppliers reportedly complained of inadequate compensation. Moreover, the promise of the Rs.1 lakh car became unsustainable very soon as input prices started rising; and the car was eventually caught in a devastating positioning trap, with the perception of a cheap car conflicting with the new price points. The burning Nano incidents made it worse and brought quality issues with suppliers to the fore. Rightfully so, Ratan Tata called it a “wasted opportunity” recently, and the company is looking at removing the ‘poor man’s car’ tag.

What these two isolated examples highlight in particular is that when organisations are looking at innovation, especially path-breaking innovation, and even if they are convinced about the potential of that particular innovation in the market, their due diligence is far from over. They have to look at the entire innovation chain from their suppliers to all the partners and to even a wider gamut of stakeholders who may or may not have a direct stake in the value proposition of the innovation in question.
 

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

Saturday, April 20, 2013

Awaiting the sunrise

Moser Baer’s bet on solar power gaining traction in the long term is not exactly off the mark. But the company has to tackle environmental challenges as well as its weak financial position

It can never be an easy decision to invest Rs.8 billion in a business, which you have to start from scratch. Seven years back in October, that decision was taken by the board of Moser Baer led by Chairman Deepak Puri. And their bet, which was on the business of solar energy, got off the ground largely due to the conviction of Ratul Puri, son of Deepak Puri & Executive Director, Moser Baer.

Actually, being on the edge with business diversifications has been more of a norm for Moser Baer. The company started with floppy discs and had to rejig is portfolio every few years as storage technology continued to advance at a menacing pace While Moser Baer did script an excellent ‘blue ocean’ story with its CDs and DVDs (where it brought down price points drastically, sold volumes on an FMCG model & also acquired a huge portfolio of titles), the company was sorely missing that one long term growth business. Ratul is extremely buoyant about the prospects of the solar energy space and the synergy between solar panel and CD/DVD manufacturing.

However, Moser Baer is still a long way off from the fruits of its labour and enterprise. Look at its net losses in the current financial year – Rs.959.1 million for the quarter ending December 2011, Rs.620.6 million for the quarter ending September 2011 and Rs.922.1 million for the quarter ending June 2011. The December quarter is the seventh consecutive quarter where the company has posted losses. The problems are rampant across storage media, which contributes 60.66% of its revenue and photovoltaic cells, which accounts for 32.6% of its revenues (external revenues for FY 2010-11). Global demand for solar energy hasn’t been according to the company’s expectations, and rising input costs over the recent quarters have only made matters worse. When you look at the nine months ended December 2011, the company still faces a huge interest burden of Rs.1.85 billion, which is actually a growth of 27.84% yoy.

However, all this short term risk will be remembered as astute business strategy if the company’s solar bet pays off. Serious questions were raised on the viability of solar panels and solar energy when a large part of the manufacturing done around the last 7-8 years ended up as excess capacity in the midst of the global economic downturn (something similar happened with Suzlon Energy, which suffered post the expensive acquisition of REpower). But the sector also got a boost in sentiment last year when the Fukushima nuclear power plant disaster led to a rise in sentiment in favour of solar.

However, the question that is relevant to Moser Baer’s fortunes is that beyond these short term volatile cycles, what is the future of solar energy in India and globally? The most critical hurdle that solar has to cross is to achieve grid parity with other conventional means of electricity generation. Different calculations are being made in different countries regarding the time line for the same. It depends on an array of factors, right from electricity rates in markets, potential of solar energy in particular areas and also the competence of players. In India, the government is projecting a grid parity by 2017 and targets generation of 20,000 MW by 2022. At present, given the high prices and low efficiency rates of conversion for solar cells (10-20%), their introduction into the grid raises electricity prices by 5-6 times. Under the reverse auctioning done by the National Solar Mission, price discovery for levelized tariff was Rs.10.49-12.24 /kWh for solar-thermal and Rs.10.95-12.76/kWh for solar PV projects (KPMG report). This compares unfavourably to Rs.4/kWh for conventional energy sources on a levelised tariff basis after accounting for inter-regional transmission charges and losses. KPMG predicts grid parity in India by 2017-18 in the aggressive case and 2019-20 in the base case.


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

Tuesday, April 16, 2013

Rational revolutions: Understanding tech stock bubbles

The widespread adoption of new technologies – from the automobile to the Internet – tends to be accompanied by stock market booms and busts. Why do the stock prices of innovative firms tend to exhibit apparent “bubbles” during technological revolutions?

During technological revolutions, stock prices of innovative firms tend to exhibit bubble-like patterns. After an initial surge, stock prices usually fall in the presence of high volatility, as they did during the “biotech revolution” of the early 1980s and the Internet craze of the late 1990s.

While the bubble-like stock price behaviour is commonly attributed to the irrationality of overenthusiastic investors, why would investors make the same mistake over and over again? In our recent study titled “Technological Revolutions and Stock Prices,” we propose the first rational explanation for why stock prices should be expected to exhibit a bubble during a technological revolution – a period concluded by a large-scale adoption of a new technology. Our explanation for the bubbles is that the nature of risk associated with new technologies changes over time.

Uncertainty about productivity gains is a natural feature of innovative technologies. At first this uncertainty, or risk, is mostly “idiosyncratic,” because the new technology is initially developed on a small scale and the probability of large-scale adoption is low. For new technologies that become widely adopted, the uncertainty gradually changes from idiosyncratic to “systematic.” When systematic risk increases, prices decline. These increases in systematic risk can be expected in hindsight, by researchers who look back knowing that the revolutions took place, but they are unexpected by real-time investors who do not know whether the new technology will eventually be adopted on a large scale or not.

The “bubbles” should be most pronounced in revolutions characterised by high uncertainty about, and fast adoption of, the technology – such as the recent Internet revolution.

We developed an economic model to provide a rational explanation for stock price movement during technological revolutions. To test our model, we examined stock prices in 1830–61 and 1992–2005, the respective periods when railroad and Internet technologies spread in the United States. Bubbles are not merely possible in a rational world, but should be expected during technological revolutions.

the changing nature of risk

In order to explain how stock prices should behave during technological revolutions, we developed what economists call a “general equilibrium model.” In the model, investors study the productivity of a new technology, and must decide whether adopting this new technology on a large scale would be worthwhile. Large-scale adoption would constitute a technological revolution. We determine the optimal time for adopting the new technology and show that when the technology is optimally adopted, there should be bubbles in stock prices.


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

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
 

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

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

 

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

Monday, March 18, 2013

Is it too Little... and Too Late?

Reforms in Coal Sector, on which India’s Power Generation is heavily Dependent, have seen a faint light on The Distant horizon courtesy Reform Proposals in This Budget. B&E’s Anchal Gupta argues that The Steps may be too small considering The Delay and a lot more needs to be done, Quickly

“Not a penny off the pay, not a second on the day.” This blunt reply by the Miners’ Federation of Great Britain (MFGB), the national union of mine workers to coal mine owners was a spark that ignited the chain reaction culminating in the famous 1926 General Strike in the United Kingdom. Mine owners, under the veil of a soaring pound, hurting exports and low productivity of mines decided on wage cuts to normalise profits. Despite massive subsidies to the coal mine owners, the wage cuts were implemented. The strike began on May 3, 1926, and lasted for 10 days. In the aftermath, coal mining was forever transformed in UK with the extra labour being sucked out and productivity rocketing from below 100 tonne per miner per annum to over 300 tonne by the World War II.

Swivel back to the present and India’s coal mining output still hovers at less than 200 tonne for some of its mines while the average productivity is less than one tenth of mining giants in US and Australia. And despite a new glimmer of hope in the form of proposals to reform the sector in this years’ budget, the pertinent question remains: Is it too little... too late? But for all the hype surrounding renewable energy and efficient usage, India stands tall among the planet’s most inefficient energy users (read massive wasters). And till date, more than 53% of our electricity is generated in power plants fuelled by the black treasure hidden deep below our rocky terrains. Estimates suggest that by 2012, India will stare at more than 100 million metric tonnes (MMT) of coal shortage and around 250 MMT by 2025. Ironically, we have the world’s largest coal miner Coal India Ltd. (CIL), a Navratna PSU. The repercussions are perilous.

According to Girish Solanki, Energy Analyst, Religare, “The coal mined in India has not been enough to meet the demand. The shortage has resulted in loss of electricity generation in power plants. The power companies in India imported coal in FY2009 to keep the plants running. Coal India, for the first time in history, resorted to import of coal in FY2009. Further the calorific value of coal mined in India is at 4,000-5,000 kcal/kg substantially lower than the coal mined in countries like Indonesia which have calorific value in excess of 6,500 kcal/kg.” The impending entry of mining giant, Trimex, to strike long term coal supply contracts with Indian power producers is just the beginning of the dark tunnel. Courtesy archaic laws and divided authority over every link of the value chain, much of the coal remains buried and much of India remains dark.


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


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.

Read  more.....

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