Let go all lines for shipbuilders

IIPM’s 36th Glorious Year of Academic Excellence

Their is an urgent need for the government to support the industry to let it achieve its potential

How prudent is it to talk about the product (the ship), which spearheaded the first phase of globalisation & industrialisation, when the world is already at the cusp of a finding new technologies & avenues to move into a totally new mode of transporting & conducting trade? A valid question indeed. But, despite stupendous strides in the realm of communication technology, we still need to ply through the high-seas to transport our goods, because unfortunately, we are yet to device methods to miniaturise goods & send them through the cyberspace. And it is this reality, which justifies continued investments in the shipbuilding industry. But the question is does the Indian establishment have the vision to see the co-relation between the growing trade & the need to build robust shipbuilding infrastructure in the country? This becomes pertinent especially in context of our economy, which is constantly endeavouring to enhance its manufacturing outputs & compete globally.

The Indian shipbuilding industry is now asking the government to renew and enhance the subsidies offered to the industry, as the growth of the shipbuilding capabilities have the potential to have a cascading affect on the overall economy. According to a KPMG study, by 2012, the shipbuilding industry would add value to the tune of Rs.64,000 crores to the overall economy; besides providing additional income to the tune of Rs.4,500 crores to the government exchequer.

The subsidy demand by the industry is certainly not out of proportion. In comparison to Korea & China, the cost of shipbuilding in India is almost 50% higher. The higher taxes in India compel the local customers of new ships to look outside (in China 84% of the demand is met by the indigenous shipyards). This is because China took a leap into the shipbuilding arena altealst 10-12 years ahead of India. Furthermore, compared to 492 shipyards in China, India has 26, of which at least four cater to defence needs only; China has an order book of 96,100m DWT & India 3m DWT.

Now, if India has to acquire the global shipbuilding share of 7% by 2016, the government will surely have to provide much more boost to the sector and make all efforts to bring it on an even keel with the other industries in the manufacturing sector. “It goes to the credit of Indian shipbuilding that despite all odds, the Indian yards have been able to achieve more than 30% y-o-y growth since last four years, notching up an order book of Rs.20,000 crores from mere Rs.1,500 crores in 2002. And achieving these figures through 68% exports.” Rear Admiral (Retd) Ajit Tiwari CMD, Hindustan Shipyard Ltd (HSL), told B&E.

The future of maritime industry in India will continue to look bleak, unless the government takes some bold measures to increase maritime awareness in the country & the land-lubbers begin to appreciate the importance of building up maritime infrastructure. We are still miles away from sending products through the satellites, ships will continue to be the mainstay of trade.

B&E edit bureau: Atul Bharadwaj

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Minting moolah... it’s all here!

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Vijay Bobba, CEO, i-mint on why he chose Karnataka to begin with

"i-mint, which started off from Bangalore, saw Karnataka as a market with a very high growth potential. So, what was it that tempted i-mint to enter the state and how has the state played a major role in its journey toward growth and success? "

The period of 1980s proved to be magical for Karnataka. It was when Karnataka started emerging as a global leader in the field of IT (Information Technology). Since then everything in the state seems to have revolved around IT. So, in 2003, when i-mint was first conceptualised, the key challenge was to create a unique marketing platform which integrates sales, marketing and technology and becomes the foundation for the programme.

Silicon Valley of India aka Bangalore owing to its pre-eminent position as the leading contributor to India’s IT industry was the obvious choice for i-mint. Since those days, Karnataka has played a major role in i-mint’s journey toward growth and success. Having its operations and technology development based out of Bangalore, i-mint also takes care of its customers and merchants’ needs through a customer service centre, which is also located in Bangalore.

Bangalore also emerged as a winner amongst the pilot studies as well as one of the four launch cities in 2006, when i-mint was officially launched. Today, i-mint has the strongest and widest network of partners and merchants in Bangalore. We follow a “cluster based approach” for merchant tie ups. The intention is to provide quality shopping experience to our members. Currently CMH road and Jayanagar are both i-mint zones in the capital of the state.

Bangalore, with its cosmopolitan and youth centric populace, took to i-mint offerings very quickly. Success has been seen amongst consumers as well as local businesses like GK Vale, M.K. Retail, Sangeetha Mobile et al. Today, i-mint can be experienced in Bangalore across various categories – grocery, fashion apparel, mobiles, photography, restaurants, fuel, travel, telecom, et al. Interestingly, Bangalore ranks second in terms of redemptions of i-mint points from the past few months.

Keeping in line with this winning streak, we soon plan to launch in Mysore, Mangalore and other major cities in Karnataka. A lion share of marketing spends have been reserved to develop i-mint in Karnataka and making it the benchmark market for i-mint. Also, new product concepts are already making headway in Bangalore which includes recent launch of Business to Employee segment as a category. Soon, i-mint will be launching mobile based information retrieval interface to its members. We see Karnataka as a market with a very high potential and also the people living in the capital are leveraging and adopting new concepts and ideas at a much faster pace as compared to other parts of the country.

In retrospect, business focus on Karnataka has been one of our best decisions that we have made. Certainly, Karnataka has been at the forefront of marketing and media innovations. After all, the first private radio station of India, Aakashvani, was started out of Mysore.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Preeti Vyas Giannetti, Chairperson and Chief Creative Officer, Vyas Giannetti Creative

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Preeti Vyas Giannetti, Chairperson and Chief Creative Officer, Vyas Giannetti Creative: A graduate in Geology, advertising ‘just happened’ to Reilly. Today, his enthusiasm for all things related to advertising are matched only by his passion for vintage cars, one of which he hopes to own some day. This enthusiasm translates into fantastic creative ideas, which have helped brands do better business. Some of the accounts he has worked on include, Birla Mutual Fund and Life Insurance, Philips, MTDC, Bombay Dyeing and Godrej, to name a few. Reilly’s drive and commitment to his work, coupled with his imagination, have made him a vital asset at VGC and will undoubtedly help him take on the world tomorrow. All this, when he is not playing pranks and having everybody in splits with his witty one-liners.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
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