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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