IIPM Publication :- The ‘otherwise’ criticises the ‘wise’

IIPM BEST B-SCHOOL
The Reserve Bank has been continuously emphasising on the need to give support to agriculture and SSI. As a regulatory stipulation, both Indian and foreign banks are required to extend 40% and 32% of their Net Bank Credit (NBC) towards priority sector. More encouraging is the fact that RBI is considering a proposal to expand the definition of NBC. Enlarging the base on which priority sector lending targets are set would result in increased credit flow to priority sector by a commendable Rs.500 billion. Though RBI’s priority investments have been criticised by ‘otherwise’ Mckinsey (which termed priority lending as an unproductive one), yet we can only be thankful to our ‘wise’ Indian banks who are currently lending 57% of total credit to this sector. It’s only the resurgence of agriculture, which can catapult India’s GDP growth to the magic figure of 10%.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

IIPM Release :- The scene’s actually quite the opposite….

IIPM PUBLICATION
Mumbai boasts 82,000 of the globe’s practicing Parsis, who find themselves presssed to look for alternatives to this deathly dilemma. Breeding vultures is one of the solutions suggested. An enterprising Parsi even went so far as to make an ozone-generating machine to put the stench of the decomposing bodies to good use. Talk about chemical overkill!

Dhun Baria (a Parsi social activist) very recently took refuge in subterfuge and captured videos and photos to highlight the plight of the Parsi dead; she found a larger posse of sympathizers than ever before, but not any less was the uproar from the conformists, questioning her act of blasphemy. The face-off between pragmatism and long-established norms is not going to go away any time soon, but irrespective of the fate of the tradition that has survived centuries, these winged undertakers needn't perish away with the dead...

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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A tale of Arkansas & Bentonville...

IIPM BEST B-SCHOOL
Wal-Mart’s stock was listed on NYSE in 1970 & the overwhelming response enabled the company to open a further 261 stores. Even after Sam’s demise, his wife Helen and four children – Robson, John, Jim and Alice – continued the strong growth and with 38% stake continue to play an active role in strategic decisions.

With Rob Walton (Sam Walton’s eldest son) as the Chairman and Lee Scott as the CEO, Wal-Mart has retained the tag of world’s largest retailer. And despite being often critised for its unethical policies, it still looks proud enough to be the second-largest entity on the Fortune 500 list!

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Source : IIPM Editorial, 2006

Dean of IIPM :- Pofessor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Premji keeps strict control on Wipro & his business acumen is impeccable

IIPM PUBLICATION
The story of Azim Premji from an engineering student in 1966 to becoming the owner of India’s most respected company is a fascinating saga in itself. At a nascent age of 21 years, Azim Premji was entrusted with the responsibility of handling the reigns of Wipro due to early demise of his father H.M Premji. Premji carried on the legacy of his father as WIPRO manufactured oil & related products.

In the late 1970’s, the government forced IBM to exit the Indian market as it was selling products with obsolete technology. Th is created a gap in the highly immature IT industry of India and Premji sensed it as a business opportunity. Consequently, now WIPRO was manufacturing mini computers and eventually entered the soft ware market.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

The company That started off as a small transport business now has over 40,000 employees worldwide

IIPM BEST B-SCHOOL
That being said, TVS’ ride to the top has not been as rosy as it seems. The gamboling company of today was once writhing in disarray, totally lost after it severed its ties with Suzuki Motor Corporation in 2001 following a string of failures. The pathetic state of affairs in TVS prompted Sulajja Firodia Motwani of Kinetic, to remark, “The new TVS will be weaker both in motorbikes and scooters,” and she had everyone subscribing to her views but one. Venu Srinivasan, Managing Director, TVS, saw this pothole as an opportunity for the ailing company to switch gears.

The TVS Group reformed its strategies under the leadership of Venu Srinivasan focusing primarily on total productivity maintenance (TPM) and total quality management (TQM). According to Srinivasan, “It is a company-wide effort at continuous quality improvement of all processes, products and services through total employee involvement that results in increasing customer satisfaction and loyalty, and improved business results.”

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

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Keep a tab as hot and spicy film trailers replace storylines of ad campaigns...

IIPM PUBLICATION
In the latest commercial of Coca-Cola, Hrithik Roshan is back as the brand ambassador after a long gap. His film Dhoom-2’s release is drawing nearer and the TVC seamlessly makes way for the trailers of the action movie. Even the tag-line of the cola-drink has changed to Dhoom Machaley.

The recently released Don had a slew of products weaved into its story line. While brands like Motorola, Oakley, Louis Philippe, Compaq, etc. had cameos in the film, TAG Hueur went a step further and launched TAG Heuer Monaco 69 watches (designed specially around the film) along with print ads (flashed all over the media) of ‘Don’ wearing the watch. Says, Shahnawaz Khan of Tag Hueur, “The base of Bollywood is huge and the association surely helps a niche product like ours.”

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)

Developed nations are passé, India should hunt for new export markets

IIPM BEST B-SCHOOL
If you have come across Assocham’s recent study, which says that a percentage increase in the India’s trade partners’ GDP increases India’s exports by 14% to those countries, then we have one more viewpoint, or rather a concern, to add to it. No doubt, it’s a great co-relation which has been established, but a closer look will prove that the study only reveals that good times are bidding adieu.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Amar, Akbar... What’s his name?

IIPM PUBLICATION
He has the unique distinction of serving as Kerala’s chief minister thrice. He was the youngest state Congress president at 32, and also the youngest chief minister of Kerala at 36. But he resigned from the post when Indira Gandhi decided to contest the Lok Sabha by-elections from Chikmanglur in 1978. It was a decision based on his principles and he preferred to bow out of the party than compromise. He joined the CPM, though he was not comfortable with their ideology. He was subsequently brought back into the Congress by the then Kerala strongman, K. Karunakaran. Interestingly enough, he had sided with Indira Gandhi’s faction when the congress split in 1969.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Education and E-Governance

Write to Jack Welch & Suzy Welch at editor@businessandeconomy.org

IIPM BEST B-SCHOOL
But there was another boss too, board chairwoman Patty Dunn, who was reaching out to some employees with her own agenda and deploying company resources. Thus HP was being run by two leaders, a dynamic that can easily lead to confusion or, worse, employees shopping around for the answer they like best. Ironically, while this was going on in early 2006, a respected national rating service awarded HP one of the best governance scores in the high-tech industry. Dunn herself was asked to give a keynote speech at a conference about governance best practices.

But the situation at HP was untenable. A board’s job is not to micromanage a company; they just don’t have the time. Yes, a board should have a lead director to pull the members together and create an independent voice. But a lead director is not an alternative CEO. Instead the board, united by the lead director, has one key role: It should use its collective wisdom, judgement & common sense to pick the CEO and provide him/her with constructive challenges, insight & support.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Connery is still competition, Craig!

IIPM PUBLICATION
‘Is Daniel Craig ready to be the world’s sexiest spy?’ While Parade finds answer to this question, the latest poll conducted by the SFX magazine, Sir Sean Connery has already been voted the Best Bond of all times and his film – Goldfinger – the best movie of the series. Unless Craig finds time off modeling for magazine covers, he’d have a tough time standing up to the best one...

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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The US has always ‘not’ delivered what it has vowed to. And now, Europe is actually following its suit!

IIPM BEST B-SCHOOL
The UN’s experience in Lebanon too is not encouraging. According to the UN’s Department of Peacekeeping Operations, UNIFIL has operated on an annual budget of $94 million and suffers chronic budget shortfalls due to unpaid assessments from member states. Now consider what an expanded UNIFIL is mandated to do under UN Security Council Resolution 1701 – the peacekeepers are obliged to monitor the ceasefire between Israel and Hezbollah; support and accompany the Lebanese armed forces as they deploy in southern Lebanon; assist Lebanon’s government in securing the country’s borders and ports to keep illegal weapons from getting into Hezbollah’s hands; and help ensure humanitarian access to civilian population and the voluntary and safe return of displaced persons. This without a speck of doubt is a Herculean task, but what about the shameful fact that even a month after the resolution has been passed, less than 5,000 troops are deployed! Even if all 15,000 UN troops could be deployed, the challenges in Lebanon will remain daunting. The UN insists that Resolution 1701 does not mandate that the UN disarm Hezbollah; almost no nation other than Israel is willing to charge its soldiers with that task. Instead, the job falls back on the Lebanese government and defence, who need all the help they can get from the global community.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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The sleep has been a killer...

IIPM PUBLICATION
While the economic reforms in India were initiated with perceptible changes in the banking sector, another important sector which has been remarkable in terms of reach into the rural India as also the savings it generates is left terribly stranded. The mammoth Indian Postal department faces an uphill task in the wake of its failure in modernizing its majority of post-offices.

The department has had a dubious distinction of bringing computerisation in only 0.011% of its 155,837 branches. Including 506 Head Offices, the Postal department has computerized only 1,772 upto March 2004. It is contended that at this pace complete computerisation can only be expected in decades. To make matters worse, it has been reported that though the business volume of speed post has increased from Rs.780 million in 1997-98 to about Rs.3 billion in 2004, its share in the sector has come down drastically to only 10%.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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The eyes of the world rested upon this motley crew of traveling pilgrims on a mission...

IIPM BEST B-SCHOOL
Nothing perseveres as much as the human spirit and the single-minded determination of these peaceniks made them ensure they met local leaders all along the way, putting the finishing touches to the arrangements to be undertaken once the law was broken at Dandi. “Even the arrest of Sardar Patel at Ras taluka on the 19th of March failed to dampen their spirits,” was the statement that crashed into my thoughts. And thus the movement rolled along, an unstoppable juggernaut that cropped up in ways unimaginable... government workers resigned, the masses enrolled themselves in droves and those Indians not aligned with this movement were ostracized. Gandhiji’s exhortations touched the hearts and minds of the milieu simply because it was tailored to each village’s way of life, with regards issues such as khadi, untouchability, et al.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

One of the most respected government corporations, GAIL towers above others!

IIPM PUBLICATION
Its strong international presence in the form of trans-national gas pipelines in Myanmar, Iran, Turkmenistan, apart from LNG explorations in Australia, Qatar, Oman Abu Dhabi, Iran and Algeria, speaks volumes about GAIL’s global orientation. No wonder then that GAIL has been ranked amongst the top four Indian companies by S&P and Crisil, due to its strong business and financial profile; it further obtained the highest domestic rating of LAAA by ICRA, the Platt Global Energy Award 2005 for industry leadership and the Oil and Gas Conservation Fortnight Award for “Best Overall Performance”. And now, they’re #4 on our list!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Leading with the power of truth

IIPM BEST B-SCHOOL
Almost every famed legend gleams with prodigious talent. Satyam Computers Services Limited can surely be bequeathed a name among such greats, with Ramalinga Raju holding the prodigious mantle high, what with his dexterous marshalling of resources to take on not just Indian IT biggies, but global IT majors. While the company did suffer from the IT bubble bust of 2001, it seems to be sure-footed in the unraveling of strategies to gain top rung luster.

Despite positive performance in the current years, critics have regularly lambasted and labeled Satyam a straggler when compared to the IT icons such as Infosys, TCS and Wipro. Satyam on its part seems to have silenced them substantially for now by posting smashing revenues in Q1, FY 2005-06 of Rs.14.4 billion (a capacious yoy growth of 36.3%) and towering profits of Rs.3.54 billion (an unbelievable increase of 86.18%).

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Bollywood mavericks go eyeball to eyeball with Adland’s whizkid filmmakers over who’s hotter on TVC turf!

IIPM PUBLICATION
“Today, when the big stars have turned into big brands, this rationale pretty much endures. Obviously, Aamir would be more at ease working with Ashu and Sharukh with Aziz than some unknown and unfamiliar ad film directors.” Two other things, Benegal says, have also driven this phenomenon. One, the condescension levels that the film industry traditionally harboured towards the ad-film frat (secondclass citizens!) has totally disappeared due to ad-lands morphing into a cool, sophisticated, technosavvy, hot n’ happening profession. Two, ad films spell mega-bucks! “I am sure the stars today make more money on endorsements than on the pay cheques from movies… and this goes for the cross-over directors too. As for the ads, the agency is there to monitor it. No issue. After all, it’s the age of specialisation, remember?”

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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From probiking to rural-biking

IIPM BEST MBA INSTITUTE
After pushing the adrenaline of the young generation with ultimate bikes like Pulsar and Avenger, Bajaj is now trying an innovative way to grasp the essence of premium biking by setting up the Bajaj Probiking Showrooms all over the country. The effort is to provide an excellent retail and post sales experience to the probikers so that they can relate better with the Bajaj brand name. At the same time, normal bikers would perceive Bajaj as being ‘up there’ on the technology front. It will also allow the customers to test the bikes for torque, speed and accelerations, things which are not possible in a normal showroom. On another end, Bajaj is trying to tap the rural segment, using a very innovative and different kind of rural dealership system designed to address issues (like credit, loans) specific to rural customers. But then, is this rural foray even required for Bajaj? Well, with an extremely low current two-wheeler penetration of around 7%, it makes more than sense, it makes Bajaj sense!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Surely, the fair, slim and dedicated housewife is the epitome of all that a woman stands for today, right? Wrong!

IIPM PUBLICATION
In another of its ads, Fair & Lovely shows a young talented girl with a strong potential of becoming a cricket commentator. But to be successful, she is advised by her friend to not spend so much time practicing on a make-believe mike, but rather spend time in front of the mirror and change her skin colour, for turning her dreams into reality. After all, talent is not important, and a fair skin obviously guarantees a fair future, doesn’t it? If that’s not enough of a humiliation, then Godrej Fair Glow goes a step further to show how, if you are dark skinned, your life is confined to the dark corners of your home. You could, however, use Fair Glow fairness cream to become spotlessly fair and develop the confidence to face people. Now others would find it worthy to talk to you & be friends with you.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Already a pharma biggie in India, Strides Arcolabs wants to be a world-beater!

IIPM BEST MBA INSTITUTE
It is only 15 years old, and already has 13 world-class plants across the globe. Not just that. It ranks among the world’s top 5 soft gel capsule manufacturers. We’re talking about Strides Arcolabs, which has been taking giant strides – literally. One of India’s leading integrated manufacturers and exporter of finished pharmaceutical dosage forms, it has a global consolidated turnover of US 125 million – an impressive 50% growth over the previous year. The 2006 Q2 results have seen another impressive leap ahead, registering a 28% increase in revenues.

Wait, there’s more on Strides Arcolabs’ CV! It is the leading Indian pharma company in Latin America and has a presence in 55 countries worldwide. Having accelerated its growth curve, the company is now basking in its glory – not to become complacent, but invigorated to go higher & faster!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

The reputation of the brand

IIPM PUBLICATION
At a more personal level, Vikram talked about his days at MIT. It was the time when he realised that he might not be the smartest man, but could achieve success through hard work and integrity. His father and uncle passed away at an early age and he was pushed into the family business along with his cousins. Vikram admits that success didn’t come to him overnight and he had to overcome a lot of difficulties.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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He wants to prove that Manmohan is a weak Prime Minister

IIPM BEST MBA INSTITUTE
Singh’s detractors, both in his party and the opposition, accuse him of taking potshots at Prime Minister Manmohan Singh and Congress President Sonia Gandhi through his controversial decisions. “He wants to prove that Manmohan is a weak Prime Minister so that he can occupy his position,” says BJP National Secretary Shahnawaz Hussain. Singh countered this by saying, “This is an insult to more than 50 years of my service to the Congress. Manmohanji is my Prime Minister. Implemeting quota was a collective decision of the Parliament.” Diplomacy couldn’t be better.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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A Child Is Born Into Poverty Every 43 Seconds

IIPM PUBLICATION
The worst is, those are Hispanics and African Americans who have been at the receiving end, with around 22% and 25% respectively living in poverty. The situation is grimmer for American women and children. Researches indicate that American women are nearly 40% more vulnerable to live in poverty than their counterparts. It is appalling that a majority of adult women are still engaged for a minimum wage of just $5.15 an hour since 1997; and recent trends also indicate that even these wage rates have been moving southwards. Moreover, they just make around 77 cents, when compared to every dollar made by their male counterparts. As far as children are concerned, reports state that in the US today, a child is born into poverty every 43 seconds, and every quarter of an hour a child dies from causes related to poverty. Even then, under the Bush administration, around 19% of children living in poverty still remain deprived of insurance cover.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Apollo pays a visit to Uncle Sam

IIPM BEST B-SCHOOL
Apollo Health Street (AHS), the healthcare BPO arm of Apollo Group, has acquired US-based Armanti Financial Services LLC (AFS) for $31 million. With this deal, the Apollo-AFS entity will emerge as one of the largest healthcare processing companies in the hospital business, with receivables management of over $1 billion annually. Not only this, Apollo will now feature among top 10 healthcare revenue cycle management companies in US. The revenues of the combined entity for the coming twelve months are expected to touch $45 million mark.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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To the Highlands of Heaven!

IIPM PUBLICATION
We set foot into Glasgow’s leading historic treasure trove – Kelvingrove Art Gallery and Museum – a virtual transition into an era of yore, housing a classic art collection that exhibits exceptional artwork by the Old Masters – European czars of the canvas who lived between 1500 and 1800 A.D. – besides French Impressionists and Scottish Colourists, and the most noted vault of arms and armour anywhere in the world. Traversingalong to the eastern extremity of the city, Finlay and I reached the famous People’s Palace and Winter Gardens of Glasgow, a glasshouse put in place by the Earl of Rosebery in 1898 as a cultural sanctuary to the citizenry, when this area of the city bustled with untenable levels of populace and squalor.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Dial H for Have-ablast@diwali.com

IIPM BEST B-SCHOOL
Another interesting point to be noted is that traditional ways of sending messages like telegram have beaten a hasty retreat as people prefer quicker ways of communication. Telecom operators have rolled out plenty of value-added services like SMS, picture SMS, wallpapers, ring tones and MMS throughout the year, but the number of offers goes up significantly during the festival season. This also results in higher minutes of usage for the service providers. Revenues from these services are seeing tremendous growth. Vikram Mehmi, CEO, IDEA Cellular affirms, “Right from August 15 till December, the festival season will continue, which will be dominated by the regional festivals all across India. The business from valueadded services like SMS and caller tunes witnesses a hike of over 35-40% (yearon-year) during this time.”

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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LG : Life has never been better for this gutsy price warrior

IIPM BUSINESS AND ECONOMY
Life’s Good? No sir, Lucky Goldstar! That’s the strength of the image this Korean Chaebol has been able to create for itself. Well, from the famous Golden Eye television sets to the currently flaunted Intello Air conditioners, rather, ‘Intello- any LG product’, LG has created a strong perception in the customers’ minds as an innovative brand.

Fighting on its quality and price parameters, LG India has enchanted the Indian customer so, that it is now the dominant player when it comes to the white goods segment in India, and has even outrun its counterpart Samsung India in terms of revenues earned. The company’s phenomenal success, it claims & convincingly so, is due to its constant innovation and re-invention.

The company globally is currently aiming at achieving the position of a global digital leader and to be amongst the top 3 electronics, information, and telecommunication firms in the world by 2010.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri’s Initiative

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Microsoft : Nothing soft about this company’s new initiatives
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Mr. First & Fast Mover

IIPM PUBLICATION
It is all about reaching the right place before the competition does and C.K. Ranganathan has always been bang on with his strategies for CavinKare. Starting with a modest one product category in 1983, CavinKare today boasts of a broad product portfolio with a turnover of over Rs. 570 crore. While mass marketing formed the basis of Ranganathan’s strategy, innovation in products and different positioning from the competition laid the foundation of a successful venture. “In my view, an entrepreneur is a person who sees what everybody else sees, but thinks differently. He also takes a very calculated risk to achieve what he is aspiring for,” explains Ranganathan, and that’s precisely what he did with his strategy of selling shampoos in sachets (Chik!), an idea which changed forever the dynamics of how shampoos were sold in this country. Even when competitors were selling shampoo at
Rs. 2 per sachet, CavinKare virtually invaded rural India at 0.50 paise per sachet. With his out-of the-box strategies, today Ranganathan is a role model for every young entrepreneur. Here’s to the power of thinking big, but differently!

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Source :- IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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...is the recent CD issue by banks
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Flirtin’ with Flamenco...

IIPM BEST B-SCHOOL
Complementing the bailaora’s rose-tinged cheeks, her dress of the same hue billows at the end like a rose in full bloom; her hands and hips, as though oblivious to the literally breathtaking footwork, move with swan-like grace in tandem with the other senoritas, in the centre of all of whom, perched upon a stool, the guitarist produces mesmerizing music from his flamenco guitar… The essence of flamenco, however, is captured by the words woven together in the songs crooned by the cantaor, each reverberating with the anguish of commoners, which bled into the soil and till today lends the darkness and depth that at times makes people gasp and exclaim, “That has duende!” a compliment offered only for the most heart-rending renditions. In its 200 years, no other proponent of this art penned passions with such pathos as Federico García Lorca. As flamenco lovers pay ode to his oeuvre upon his death anniversary this August 18, the annual tradition adds that special dash of salsa to the streets of Spain.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Look where we stand

IIPM BUSINESS AND ECONOMY
Yet, what happened at Doha was not totally unexpected; the Uruguay Round (of which the Doha Round was more of an extension) also failed to come up with positive results, like many other plans which failed in the past. So, are people like Kamal Nath to blame for not reaching a middle path? Definitely not! In fact, it is because of people like him that the third world nations have not been bamboozled up the trade alley & ripped clean by the first world counterparts. And when developed and developing countries, the rich and the poor, the strong and the weak fight for the same piece of cake, it may have been naive to expect some kind of result from the dog fight. Carter was right: More than two third of the world’s population constitute the have-nots, and only a third have the power and money to influence economic policies, globally.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Kindler faces an uphill challenge

IIPM PUBLICATION
For Hank McKinnell, whose greatest passions have been race tracks (participated in four mini-triathlons in Greenwich) and handling the reins of Pfizer, the world’s largest research-based pharmaceutical company, this was definitely not a finish he would have ever wanted. Pfizer’s board, on July 28, paved the way for Jeffrey Kindler, a top lawyer credited for providing still water to the rocky Pfizer boat by bringing a major legal victory (the patent protection case vs Indian firm Ranbaxy for blockbuster drug ‘Lipitor’ in December, 2005), to take over as the new CEO. And for McKinnell, it was a premature exit, as he was supposed to stay on as CEO till February 2008. However, he remains Chairman till February 2007.

McKinnell, 63, a Stanford Graduate joined Pfizer in 1971 and won a reputation of a ‘dealmaker’ after he helped Pfizer acquire Warner-Lambert & Pharmacia to make Pfizer the industry leader. Aft er three decades of wearing various hats at Pfizer, McKinnell became the CEO in 2001 – with a vision to push Pfizer to even greater heights. But McKinnell faced several daunting challenges – the first being pricing issues in the pharma industry and second, which continues to hit Pfizer, patent expirations for several blockbuster drugs.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Precious Pearls of the Ocean

IIPM BEST B-SCHOOL
Food is another sector with humongous potential, considering only 2% of agri-food is processed in India. Estimated to reach Rs.1.35 trillion by 2015, the food arena is brimming with promise. Riding on the crest of the wave is ITC, whose brands Aashirvaad Atta & Sunfeast have shown phenomenal growth. Referring to ITC’s Sunfeast, a HSBC report brings forth, that “ITC has been able to create a brand with annual revenues of Rs.7 billion.” Truly, it’s no mean achievement.

HLL’s debacle in the foods segment is known to everyone. Rumours have been rife that the company wants to sell off its famed Annapurna brand and exit the foods business, gradually. Sanjiv Kakkar, Executive Director, Foods Business, HLL clarifies, “We believe that the foods business presents our company with an exciting, long-term and sustainable business growth opportunity.” He added, “Annapurna is a large and integral part of HLL’s foods portfolio and we are committed to accelerate the growth momentum of the brand.” Mahindra & Mahindra, Reliance, Bharti and Godrej are all drawing huge plans in food business. According to a CII & AC Nielsen ORG-MARG report, changes in tastes and lifestyles are leading to increased demand for packaged foods. Surely, palate is going to be the next pasture for India Inc.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Who says MPs delay work? They took only 24 hours to pass a bill allowing criminals to contest elections

IIPM BUSINESS & ECONOMY

After musing for a while in the mid-90s, one day, former president R. Venkata raman observed that many woes could be spared if people read their job descriptions. The ‘90s have passed, but not much has changed since for our dear MPs, who might make it to the Guinness record list for the amount of bills left pending by them.

The primary task of an MP is to make laws. That is, pass a bill, and everything else follows logically. But, this has subtly receded over the years. Particularly, since voters began to avoid giving parties brute majorities in elections. The need to cobble together coalitions of parties with varying priorities, may be now affecting the job of making laws. Routinely, politicians rise to defend turf in the most hallowed of portals, the Indian Parliament. Arguments dominate, not debate. By the end of a session, there’s never much progress. This time, as the monsoon session of Parliament convenes (on July 24, 2006), there is a whopping number of 55 pending bills, four times the number of bills passed in the previous session.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Yippee! Garcia’s elected... So what?

IIPM PUBLICATION

Alan Garcia must realise Peru’s 54% poor can’t live better just on his rants
For some time now, the United States has been so preoccupied with its war on terror that it hasn’t paid attention to the rise of anti-Americanism closer home in the Americas. But, though it did virtually nothing, the US has something to smile about in Peru. Alan Garcia returned as Peru’s President on June 5, 2006, defeating the strongly anti-US Ollanta Humala, who was backed by Venezuela’s Hugo Chavez. Garcia is moderately left -leaning and not expected to be critical of the US when Peru and the US are slated to act on their Free Trade Agreement(FTA) this year.

Garcia’s previous presidency between 1985 and 1990 was marked by hyperinflation and a bloody insurgency by guerrillas of the Shining Path, an ultra-left Marxist group. In his campaign this time, Garcia claimed he had learnt his lessons. “Do you think I want my tombstone to read, ‘He was so stupid that he made the same mistakes twice’?” he asked reporters. So Garcia promised free markets, the fallout of the policies initiated by his predecessor Alejandro Toledo. Garcia lost the 2001 election to Toledo, and says he is now looking to carefully globalise Peru’s economy.


This goes against what is advocated by Evo Morales in Bolivia and Chavez in Venezuela. After his victory, García told supporters in Lima, “The only person defeated today was Hugo Chávez. He thought he could dominate us, but we’ve ensured the independence of Peru.”

Of course, Garcia must realise that pointless balderdash comments will not be enough to improve Peru, which has close to 28,000,000 people, of whom 54% live below the poverty line. Peru’s external debt was $30.18 billion in June 2005. In Peru’s capital Lima, 8.7% have no jobs and the figure is spreading fast elsewhere in the country. Rather than continuing his rants, Garcia must get down to ensure that free markets don’t mean making the rich richer, but rather contribute to the bottom majority of destitute.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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And now for Bono sapiens! : IIPM

BUSINESS MANAGEMENT INSTITUTE

Make love, not war... and then some more love!
It was one of the most satisfying moments of time-travelling – in the relatively inviolate verdancy of the glowing green forests of Congo on a bright evening in 1929, pitied the 21st century civilisation’s misplaced pride in its superficial prowess while it found little thought to spare for all that’s unadorned, and yet beautiful. Suddenly, shaking me out of my reverential reverie was a familiar shadow… It’s the Bonobo!

Known to man only as late as 1928, Bonobos are the pride of primates who lead an exemplar life that has for a motto “make love, not war.” More closely related to humans than they are to gorillas even, it is but an irony that man chose to go the way of the chimpanzees – thankfully with a dash of restraint – instead of close cousins, bonobos. The former, always homicidal, sometimes genocidal while the latter, Gandhian at best and a hippie at worst! Bonobos are sexual beings. Period. From hetero to metro, bi to tri, their encounters, both with the same and the opposite sex, serve as a way of bonding and peace… and all of life itself.

Highly compassionate and conscious beings, the Bonobo society can best be described as peaceful, egalitarian and matriarchal. But their benign bacchanalia seems to come to no defence, as the species are being ruthlessly ravaged, both for the bush meat trade and the pet market. These smitten simians are, however, worth a lot more for mankind, for if we are to give up the straitjacket of false morality and go the Bonobo way, perhaps we could actually realise Eden as it should always have been.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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IIPM : THE GREEN REFERS TO CASH

MANAGEMENT COURSES
A most criticized strategy, but used in a big way by corporate raiders. Greenmail – akin to blackmail – is the strategic practice where a significant investor threatens to takeover a corporation, unless the management of that corporation pays up money to buy back the investor’s shares, obviously at a humongous premium. This old trick was exploited to its fullest extent during the mega mergers and acquisition wave of 1980s in the US. Many small and big corporations became victims of the trick during the same period – like Disney Corporation, which finally landed up paying a profit of $60 million to investor Saul P. Steinberg, who was holding only 6.3% shares of Disney.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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MADE FOR EACH OTHER : IIPM

IIPM BUSINESS AND ECONOMY

Men are from Mars and women are from Venus. Despite the indomitable challenges, Procter & Gamble (P&G) decided that it would be better off servicing the aspirations of both, with its acquisition of Gillette on October 1, 2001, for a mammoth $57 billion. In the process, P&G seems to be indeed baying for UniLever’s blood in the battle for absolute dominance in the FMCG sector now.

The strategy is pretty straightforward; the future belongs to the company that has the maximum number of powerful brands in its portfolio. As companies shy away from in-house development of nouveau brands and products; acquisitions are the only logical route. While P&G of yore had 16 ‘billion dollar’ brands, Gillette added five more, resulting in a portfolio of 21 ‘billion dollar’ brands. Gillette’s brands include Mach3, Braun, Duracell and Oral-B. P&G, on the other hand, prides itself with brands like Ariel, Olay, Head & Shoulders and Tide. The acquisition is in line with P&G’s recent acquisitions of Clairol, a premium shampoo brand in 2001 and leading hair care brand, Wella, in 2003.

“This combination of two best-in-class consumer products companies, at a time when they are both operating from a position of strength, is a unique opportunity,” said A.G. Lafley, Chairman and Chief Executive of P&G. This acquisition also emphasised P&G’s desire towards being a lifestyle brand from just a consumer products company. The combined entity posted revenues of $17.25 billion (an increase of 21% year on year) for the quarter ending March 2006, compared to Unilever’s $12.33 billion. The deal would take time to unleash its full potential, as P&G attempts to integrate Gillette’s brands. But, perhaps it’s the “best a man can get” – for P&G!

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Source : IIPM Editorial, 2006

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