Is it going to be Chak De for hockey?

Is Chak De going to revive fortunes of India’s national sport? No, that’s not cricket – but hockey!!! The buzz is that since the Shah Rukh Khanstarrer opened at theatres across India on Friday, August 10, the fortunes of hockey – more so, women’s hockey – may be lifted sky high! (Chak De, incidentally, is directed by Shimit Amin, who made the Nana Patekar-starrer Ab Tak Chhappan.) The Women’s Hockey Federation is hoping that the game gets a muchneeded makeover, now that celluloid gloss is taking it to town. Chak De is about a hockey coach – played by a rather brooding SRK, complete with a stubble et al – who wants to shape up the women’s team so as to win the World Cup. His team arrives in Australia to play for the women’s World Cup and that is when their struggle begins for dignity and self respect. So do they lift the World Cup? You bet, they do! Produced by Yash Chopra (under the banner of Yash Raj Films), the film has been shot at several locations in Australia, including Melbourne, Sydney and Brisbane. A lot of patriotism, a lot of feel-good factor – and a lot of Chak De India!

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Rahul will now be Gillette’s poster boy

The Wall – our very own Rahul Dravid – is the new face of Gillette (part of the Procter & Gamble Company). Dravid, it was felt by P&G exemplifies excellence in his field and also represents the brand values of Gillette in terms of excellence in men’s grooming. So he joins an elite club, comprising the crème-dela- crème from global sports like Roger Federer, Thierry Henry & Tiger Woods. He will be integrated into the Gillette Winner brand programmes in India and will be leveraged through multi-faceted marketing initiatives, including print and broadcast advertising, consumer promotions, point of sale materials, online support and public relations, in support of Gillette’s premium shaving products. The Gillette Winners programme is an exciting new platform that builds on Gillette’s rich history in the world of sports and epitomises these sportspersons commitment to ‘be your best today.’ Rahul Dravid now becomes the fourth sport icon to join this exclusive Gillette Winners league. “I am extremely honoured to be chosen as Gillette Winner and being amongst the great global sporting icons of Gillette Winners programme. In cricket, having confidence is essential, and a critical element of confidence is looking and feeling good. I believe an effort to be the best today with well groomed looks, right attitude and happy state of mind reflects on your performances,” said the flamboyant captain of the Indian cricket team. We wish Dravid all the best on his new appointment!

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Time for Timex to look for more space

Timex is looking to keep up with the times. The company plans to go on a major retail expansion – and will take the number of ‘Time factory stores’ (following the franchise model) – its branded outlets – from 44 to 100 by the end of the year. For it, the company plans to invest a whopping Rs.11 crores. With hundreds of styles among its fashion, sports, outdoor and youth lines, Timex is the largest selling watch brand in America and has sold more than one billion watches worldwide. In addition to its flagship Timex brand, the Timex Group also manufactures, markets and distributes internationally several other owned/licensee brands like Guess, FCUK, Opex Paris, Nautica, Timberland, and the luxury major Versace. In India, for instance, Timex sells international brands like Nautica and Opex, and has a strategic tie-up with Pierre Cardin.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

...the group failed to acknowledge it, and is today paying the price for ignoring it

IIPM BEST MBA INSTITUTE
They came; they blossomed and then... just faded away! That has been the story of the Siyaram Poddar group. Once praised for its achievements in paper, rubber (tyres) and textile industries, the Poddars are now battling-out against the toughest competitors they could have ever faced. With a brand like Siyaram’s, the group had been a household name for every Indian during the 1980s, but with India opening up its markets to the global players, the Poddars are continuously under tremendous pressure of competition in the textile industry, and not only from global players, but from the Indian players as well, with global nexus. Although its BKT brand of tyres – made by the group company, Balkrishna Industries Ltd.– still enjoys a good reputation in the European markets, the overall picture (for their rubber and paper industries), when all markets are considered, does not paint a very rosy picture. Incorporated in June 29, 1978, and with 66 indigenous looms, Poddar group’s flagship company – Siyaram Silk Mills Ltd. took the group to new heights. The company managed to achieve a landmark turnover of Rs.1 crore in the very first year. In the year 1980, the company went public with an initial public offer of Rs.5 million, which was oversubscribed. The next decade also marked a dream-run for the group with newer plants, expansions of older ones and exports. But, liberalisation in the early 1990s and change in fashion trends towards ready-made garments spelt trouble for the company and the group as a whole.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

IIPM : Maruti’s latest ‘Big Esteem’ quotient...

IIPM PUBLICATION
Remember that beautiful ad which leaves nothing but a smile on your face, where an inquisitive, little girl shouts in her squeaky voice, “My Daddy’s bigggggg car” on seeing a brandnew Esteem? And you thought it can’t get bigger and better for the ‘big’ car manufacturer Maruti? Well, they are back and this time completely redefining the meaning of ‘Esteem’ & with quite aplomb.

And once again, you will appreciate the concept. A little girl examining her daddy’s car – an Esteem of course – with a trademark curiosity asks the meaning of Esteem. “Esteem means what?”, she quizzes. To this the father replies “Esteem means honour, pride.” Not satisfied with the answer, the girl probes further. The father makes her comprehend, “Pride means feeling good inside.” Follows an almost instant naïve reply from her, “Like ice-cream?” Amused, the father answers, “Esteem ka matlab andar se you feel big.” As the word ‘big’ registers in her mind, she explores it throughout the journey – “Esteem tree, esteem road, esteem mountain!” Meanwhile, the Voice Over calls out: ‘The easy to own big car. Big on power, big on mileage.” And the commercial ends with the girl explaining to her pal, “I am more esteem than you.”

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Is it possible for a leader to be a top performer and attain work-life balance?

Christy Dobbs, Philadelphia

IIPM BEST MBA INSTITUTE
Not only is it possible, it happens all the time. Look, top performers are top performers for a reason. They’re usually very talented, smart, creative, productive and loaded with energy. And those qualities don’t tend to confine themselves to work. If they’re in a person, they suffuse everything he or she does. That’s why we all know plenty of successful business people, who also have successful lives outside work, filled with family, volunteering and hobbies. They’ve figured out what they want and how to make it all happen, usually with the help of well honed “home processes”, like meticulous scheduling, online shopping and backup childcare. We understand your question, though. We’ve heard it dozens of times. In a global economy where job challenges are constantly escalating, it is easy to feel overwhelmed by conflicting demands. And technology complicates matters. With your Blackberry in hand, you can constantly be on call to everyone. But feeling swamped is really just a default mechanism; it’s what occurs when you don’t face into what “achieving work-life balance” really comes down to – making choices and living with their consequences.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

The move by IIMs to tie-up with NIIT, to offer executive management programmes, is clearly puerile

IIPM BEST MBA INSTITUTE
Perhaps the most clichéd saying in the education sector is, ‘It’s better to have no knowledge than half the knowledge’. In their obstinate attempt to prove the above statement right... or wrong (take your pick, both choices seem as banal), the IIMs at Ahmedabad, Calcutta & Indore have shoved it upon themselves to offer management programmes priced between Rs.54,000 and Rs.1,94,000 from October 2006, to working executives using computer-based distance learning modules through NIIT Imperia, a joint alliance with NIIT Ltd. And in their frenetic impatience to reach the market, six Centres of Advanced Learning have already been opened at Mumbai, Delhi, Chennai, Bangalore, Hyderabad and Kolkata somehow. Not surprisingly, this “proactive” IIM move to spread education has been much criticized by various educationists & analysts on clearly visible anomalies.

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

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We are waiting for Zune & Vista!

IIPM PUBLICATION
Microsoft ’s revenues for the first quarter, ending September, increased by 11% to touch $10.81 billion. Operating income for the quarter stood at $4.47 billion; an 11% increase compared to that of $4.05 billion in the corresponding period the previous year. Strong ‘server & tools’ sales helped Microsoft to post double digit growth in both top-line and bottom-line. Microsoft pegged Q2 revenues in the range of $11.8 billion-$12.4 billion and operating profits at $2.9 billion-$ 3.1 billion in its earnings guidance. Microsoft ’s next big bet will be on Zune, which is positioned against Apple’s iPod and will hit the markets on November 14, while Windows Vista will finally reach consumers in January next year after a series of delays.

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

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