Epson EMP-DM1

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification
Lumens: 1000 ANSI Contrast: 1000:1 Technology: 3 LCD technology
PRICE: Rs.61,300
WARRANTY: 2 years

This gadget promises you absolute entertainment and least amount of hubbub with its all-in-one feature that is skilled to dispense several digital contents. Furthermore, its built-in DVD player and surround speakers add the much needed excitement to movie watching or even to simple slide shows and presentations. However, this product fails to satisfy you over a few factors, like lack of lens shift and with its rickety aspect ratio. Overall, Epson EMP-DM1 as a projector comes handy and is a sensible buy only with an idea of using on special occasions. According to a company spokesperson, “The gadget has a ‘Glow-in-The Dark’ Integrated Remote Control which makes it easy for you to manipulate the viewing experience right where you are.”

Marketers’ delight: It is a good device for movie watching purposes and powerpoint presentations.

Tester’s note: Pros – With the 3 LCD world leader technology reproducing amazingly striking imagery without colour break-up, this gadget is an average delight!

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).

For More IIPM Info, Visit below mentioned IIPM articles.
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OSIM uPilot OS-7600

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Power Supply: AC 110V 60Hz; AC 220V 50Hz, AC 220V - 240V 50Hz; Power Consumption: 170W; Vibration: Backrest and Footrest; Reclining Angle: 120 to 170 degree;
PRICE: Rs.3,69,000 without taxes;
WARRANTY: 1 year

The uPilot is more than just a ‘Massage Chair’ as it not only delivers the most personalised (ROBO stic technology) and deep therapeutic massage (3D Massage) but also promises pleasure to the aesthetic senses of the user. What’s best, it blends into the contemporary interiors with an artistic appeal. In fact its termed as the ‘World’s First Designer Massage Chair’ and it comes in an astonishing colour range of red, beige and black. Says Munish Bhalla, CIO, OSIM India, “The differentiation comes from ROBO stic technology which takes the massage experience to the next level as it gives the user full command over the position, intensity, speed and action of the massage hence delivering an exhilarating experience of rejuvenation and relaxation and 3-D Massage which accentuates the massage effect with enhanced protrusion of the rollers.”

Marketers’ delight: The artistic design and superior technology makes it a beautiful and easy product to market.

Tester’s note: Pros – Well-designed and provides great therapeutic massage. Con – Not a pick for the middle class as it falls in the high price range.

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).

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
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IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

the birdies that passed them by!

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

Too much security is a certain route to doom, and S&Ls learnt this basic truth the hard way, but not soon enough. But did America truly put the past behind it?

As said by an unknown (and most likely frustrated) philosopher, “The best way to rob a bank is to own one.” Deliberate frauds and intentional risky investments by the ‘Gucci–clad white collar criminals,’ made the Savings & Loans (S&L) institutions head towards America’s biggest and most scandalous financial crisis since the ‘Great Depression’ in 1982. This, coupled with a government, which found itself ‘singularly ill- prepared to fight the crisis’, worsened the situation, taking the final cost of resolving the failed S&Ls to over $160 billion. The estimates, as financial experts claimed, were based on the rosy picture painted by the government agencies of the economy, declining interest rates and the fast growing thrift deposits. Analysts warned that taxpayers in the future would have to pay tens of billions of dollars more than expected. President Bush, the chief architect of the final bailout commented, “Nothing is without pain when you come to solve a problem of this magnitude.” But what led to the sorry state of the once successful S&Ls?

Well, perhaps the answer lies in the lack of preparedness and strategy on the part of the institutes and the government policy. S&Ls like Lincoln Savings & Loan Association, Atlanta Mortgage Consortium & Silverado Savings & Loan (of which Neil Bush, son of Sr.George Bush was Director) were specialised financial instruments using federally-insured low-interest rate deposits. Under strict government regulation, they ran on the philosophy of paying depositors 3% and lending at 6% and reaching the golf course by 3 p.m. (denoted as the infamous 3-6-3 rule in those times)! The system worked perfectly well till the late 70’s, till the thrifts started losing depositors to the new money market funds. Control on interest rates charged by them was a major impediment. During the late 70s, US was still recovering from the wounds of the 1973 oil crisis and the 1979 energy crisis. A mild recession pushed up the inflation, forcing the Fed to increase the rates.

The fed-rate grew and touched a high of 20% in June 1980. Post the increase, the S&Ls had to increase the rates and launch commercial and consumer loans and also remove some restrictions. They saw a major outflow of low-cost capital, as people took out their money from SLs and invested them in high rate yielding banks. Besides this, they found their money tied up in fixed-rate long-term mortgages with returns less than existing market returns. This made S&Ls uncompetitive. The then President Jimmy Carter, during the last days of his presidency, removed restrictions on the amount to lend and interests to charge by S&Ls. Federal Savings and Loan Insurance Corporation (FSLIC) further insured 100% (earlier only 70%) of the deposit amount of all S&Ls, thus making them risk-averse. During 1980, the FSLIC had insured approximately 4,000 S&Ls with total assets of $604 billion. Subsequently, they went ahead with highly risky projects like speculative real estate & commercial loans.

By the time Carter vacated office in 1981, many S&Ls had already started losing money. Net S&L income, which totaled $781 million in 1980, fell to a negative $4.6 billion and $4.1 billion in 1981 and 1982 respectively. When Ronald Regan came to office, he enforced Garn-St Germain Depository Institutions Act in 1982. S&Ls could now pay higher market rates for deposits, borrow money from the Federal Reserve, issue credit cards, make commercial loans and do almost everything to stay in the market.

James R. Barth Lowder, Eminent Scholar in Finance at Auburn University and Senior Fellow at the Milken Institute, calls it “an ill-advised government rule.” With almost no proper regulation, the S&Ls started mushrooming and becoming insolvent. Corrupt management, fraudulent practices and too many risky projects made them vulnerable.

An estimate by the Fed shows that fraud and insider transaction abuses were the principle cause for some 20% of savings and loan failures and a greater percentage of the dollar losses borne by the FSLIC. Besides, lowering of house prices and considerable fall of inflation in later part of 1980s led FSLIC to close down or resolve 296 institutions with total assets of $125 billion within just three years (1986-1989). In 1989, the US Congress passed Financial Institutions Reform, Recovery and Enforcement Act (FIRREA) and forced S&Ls to go back to home-lending. The effect was so large that Texas almost went into recession due to Texas-based S&Ls.

Greenspan, Bush & crisis have been inextricably linked to US since most of the last three decades. Of course, S&Ls do not exist and even Junior Bush is on his way out. But still, American banks could hardly avert the current mortgage crisis. The 3-6-3 rule may be there no more, but perhaps the cultural legacy it represented lives on!

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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
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Why Study Abroad When IIPM Gives You 3 global Advantages!
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RANBIR KAPOOR - New Kid on da block

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

RANBIR KAPOOR
New Kid on da block

Everyone’s expectations were soaring sky-high when Ranbir Kapoor, son of the evergreen lover-boy Rishi Kapoor and his lady-love Neetu Kapoor (née – Singh) stepped into Bollywood last year with Sanjay Leela Bansali’s much-hyped film Saawariya. It turned out to be a huge disappointment and was not even remotely close to what people had expected it to be. But despite all the flak the movie received, Ranbir, who played a lovesick singer in this musical drama, got good reviews for his performance. His mesmerising screen presence, not to forget his ‘towel dance’, has made him a heartthrob amongst the fairer sex. The grapevine went berserk talking about his hook-up with co-star Sonam Kapoor but that was all quickly forgotten once he declared his relationship with Deepika Padukone. Soon brands like Pepsi decided to make good use of the star power of this couple and launched the Yeh Hai Youngistan Meri Jaan campaign. With looks that could kill, this storehouse of talent will soon be seen in Siddharth Anand’s Bachna Ae Haseenon, and the ladies would testify that the title of this film is one warning that’s perhaps already a tad too late!

Amid the wreckage of Saawariya, the industry didn’t fail to take note of the boy’s passion for cinema, and plenty of Best Debut Awards were showered upon this young Kapoor. Film critic Taran Adarsh points out, “Ranbir is a deadly combination of tremendous potential, great looks and fantastic acting. I think he is one guy who is very soon going to be right up there with Shahrukh Khan, Akshay Kumar and Hrithik Roshan. His best is yet to come.”

The above doesn’t seem to be a far-fetched prophecy either, for Ranbir Kapoor does have it all – good looks, a lot of talent, focus, meaty campaigns, big banner movies, a hot girlfriend and a last name that makes him a born star.

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).

For More IIPM Info, Visit below mentioned IIPM articles.
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ROHINTON MISTRY - Writing india’s fate

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

ROHINTON MISTRY
Writing india’s fate

“To so many classes I taught Lear, learning nothing myself. What kind of teacher is that, as foolish at the end of his life as at the beginning?” said Nariman Vakeel, the widower protagonist after perennially getting begrudging treatment by his step children in Rohinton Mistry’s novel, ‘Family Matters’. These words not just exemplify a situation shaped by the novelist, but also the common callous treatment that parents across the world are meted out today.

Mistry’s ‘Family matters’ was appreciated so much that it bagged the illustrious Kiriyama award for the India-born writer. In fact, it was not just this novel which had addressed an Indian social problem, all the works that Rohinton Mistry is known for, deal with India’s social issues. From portraying social taboos like castism or the practice of untouchability in India to the emergence of Indian society, through his various books, Mistry has done it all. His book ‘A Fine Balance’ narrates a transparent picture of such obscure practices which have been the cause of concern for the country for long. The works of Mistry have helped in not just identifying the problems that masses in India have faced long, but also in creating awareness about Indian social issues like poverty and caste-based malpractices at the international level.

Mistry’s efforts also made him the only writer to have won the Hart House literary prize twice and gave him further recognition on a global scale. He is one Indian gem who would surely keep on further highlighting Indian issues so that they can be identified internationally; something that India cries out for in desperation to become the stalwart in the current century.

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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
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The ‘lister’ comes home

IIPM, GURGAON

After replacing expat Douglas Baille, the local boy, Paranjpe, has a new job at hand as the CEO of HUL

Paddy fields, bullock carts, funny accents and people in colorful clothes. That’s what the world outside believes India is. When global giants send their corporate mavericks to streamline or align their global agendas in respect to India, they expect them to overlook the preset notions and look at India as a land of opportunities full of brainy IT guys and a huge market potential. What they still leave out from their so called blue print for succeeding in India is that 60% of India is still in the hinterlands. And no expat can ever trickle down his strategies to the grassroots without having a taste of the local flavour.

Hindustan Unilever limited (HUL) realised it pretty soon and crowned Nitin Paranjpe as the firm’s CEO in a rapid custodian change replacing Douglas Baillie. Last year, two MNC’s General Electric (Tejpreet Singh Chopra) and SAP AG (Ranjan Das) too had displaced their expatriate CEO’s and given over the reign to Indians.

According to industry sources, Baillie had come with the motive of ‘Unileverising’ India, with a dictate to synchronise HUL’s business processes with the global model of its parent firm. It was during his reign that the company changed its colours and name from HLL to HUL. And in tandem with the global trends he has pruned the workforce, by cutting down 50 jobs, a tough call for any Indian manager to take. Jagdeep Kapoor, a renowned brand analyst, gives high score to a job well done by Baillie but at the same time is delighted over the crowning of Nitin Paranjpe. Kapoor elaborates, “HUL has made an excellent choice by rewarding the merit and credit of an incredible employee who is sensitive to both, the culture of the country as well as the culture of the organisation.”


Paranjpe had started his corporate journey taking on the myriad lanes of the behemothic Hindustan Lever brand. The initial years saw him toiling as an area sales manager for HUL’s detergent brands. After a brief stint at the global headquarters in London, he was promoted as Category head– Fabric Wash & Regional Brand Director (Asia) followed by the elevation to the post of Vice President – Home Care (Laundry & HHC) India. In the year 2006, he was made the Executive Director of the HPC unit. The journey has sure been long but one filled with adventure and knowledge. And the experiences gained throughout the extensive journey at HUL has suitably prepared Paranjpe to feel the pulse of the vibrant Indian FMCG market. Harish Bijoor, Brand Analyst & CEO, Harish Bijoor Consults Inc. adds, “The challenge for HUL is to understand the relevance of all brands (company owned as well as retailer owned) and understand the shift in consumer demands.” And Paranjpe is the perfect fit to handle the bullock carts, snake charmers and everything that is Indian.

Edit bureau: Priyanka Rajpal

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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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Hollywood has decided to marry Bollywood.

IIPM - Admission Procedure

Hollywood has decided to marry Bollywood. It’s a deal that will help both. Now, SRK may star in an English flick, and Brad Pitt in an Indian movie. By PALLAVI SRIVASTAVA

Move over Tom Cruise and Brad Pitt. Welcome SRK and Aamir Khan. Bollywood stars are set to take global audiences by storm. And this isn’t a claim made by Indian producers, but this is what is being planned in the huge studios in Hollywood. The recent movie, Saawariya, marked the beginning of a second revolution in Bollywood. Mumbai. After initial experiments of co-production with foreign filmmakers and production houses decades ago, this film marked a second wave, when international studios decided to join reels to produce local content in India.

Sony Pictures Entertainment co-produced Saawariya with the iconic Director, Sanjay Leela Bhansali, and it was the opening of the first innings for Sony. And it turned out to be a decent opening stand. The movie grossed about Rs.120 million. Feels Deborah Schindler, President, International Motion Picture Production Group, Sony Pictures Entertainment, “In the next couple of years, we would like to make about four-six movies a year in India. So, our larger focus won’t be the number of movies; rather it would be making movies that we care about.”

Warner Brothers and Walt Disney are the other elite names who are busy shooting their strategies to produce Indian movies. Warner Brothers is banking on the Khiladi, Akshay Kumar for its first movie, Made in China. On the contrary, Walt Disney plans to concentrate on animation movies in India. It has tied-up with Yash Raj Films, and the first movie from the co-production stable will be Roadside Romeo. Paramount Pictures International is also contemplating Indian productions. The list goes on.

There are three major factors that are wooing the huge Hollywood studios to cross the seven seas and set up bases in Bollywood. The first is the possible arbitrage opportunity, given the ever-expanding growth in the Indian entertainment sector. The second is the fact that the Indian film industry is largely driven by domestic business and, hence, one has to be in India to take advantage of the potential market. In fact, Hollywood films account for less than 10% of the overall annual revenues earned by movies in India. Finally, there is growing attractiveness for Indian films globally.

“To say that India is growing rapidly is definitely an understatement,” says Kunal Kohli, Film Critic and Director of movies like Fanaa. According to the 2007 annual edition of the FICCI - PricewaterhouseCoopers report on the Indian Entertainment and Media Industry - A Growth Story Unfolds, the Indian film industry is expected to grow at a CAGR of 16% to Rs.175 billion by 2011. Such a market is seducing global players to join the Bollywood bandwagon. Not to forget that Bollywood is the largest market with over 1,000 movies released every year, and 3.7 billion tickets sold annually. Although these numbers don’t stand too tall in front of Hollywood grossers in terms of revenues, things have begun to change rapidly in the past few years.

As Amit Kumar, Media Analyst, Kotak Securities, points out, “In terms of eyeballs and footfalls, the Indian movie market is the largest in the world; however, in terms of value, it is still minuscule. This fact itself asserts that there is a huge scope for growth in the industry. On the contrary, the US and European markets are becoming saturated by the day.” Moreover, the demographics of India hint at an even more rapidly growing film viewership in the near future. Shyam Benegal, renowned filmmaker, explains, “Largely, those who watch movies are in the age group of 10-40 years and this profile is growing like never before. If statistics are to be believed, they will continue to grow for many more years. This will definitely scale up the revenues of the industry and this lures the global studios.”

It would have been ideal for global players to market Hollywood movies in India. This strategy would have allowed them to rake in moolah without any major investments. But those who watch English movies constitute a minority. In addition, the Indian movie market is largely driven by local content. To cite statistics, Indian films accounted for 95% of the country’s total box-office sales in 2006, according to the Indian Entertainment and Media Industry report by FICCI- PwC. Nowhere in the world, except for the US, is the market so skewed in favour of domestic movies. So, if you need to fish in Indian film waters, you need a bait that’s local. That’s possible only through local content.

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).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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World threat

IIPM : EXECUTIVE EDUCATION

Threat from emerging giants...

World history has witnessed a trend of few leading nations dictating world policy and future and many followers supporting those policies, sacrificing their national, regional and racial interest. But last century has given birth of many emerging giants like Korea, China & India who have become a certain threat to that trend, raising many uncertainties for global stability. China is now single largest investment destination, India & Korea are more in the forefront of the world, in terms of trade, which was unimaginable few decades ago. Total FDI from Europe to China is $35 billion, till date. And the West has continued dictating global trade policies through creating many institutions like the World Bank, IMF, GATT & IEA. But with emergence of new giants, these institutions have become ineffective, inefficient & outdated. As history suggests that in times of crisis, it is the West which has stabilised hostility and brought peace and institutionalised nations, for peace and constancy with advanced and suitable policies. Should not they again come forward, actively thinking that individual emerging giants can’t control instability? Let’s wait for their response.

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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Meet the Kapoors

IIPM : EXECUTIVE EDUCATION

A legacy where the artistically superior meets the commercially viable, and yet delivers...

One is the son of a retired college principal while the other is the son of one of the finest theatre personalities of India. One topped engineering in Delhi and then pursued acting while the other dreamt of becoming an actor for as long as he can remember. One has barely ever shaken a leg on-screen while the other has taken dance lessons from Shiamak Davar. But one aspect that is common to both these fine actors is their ability to deliver stellar performances and the knack to better the same with each movie. Yes, this is the father and son duo of Pankaj Kapoor and Shahid Kapoor.

Having completed his engineering with first rank from New Delhi in 1973, Pankaj Kapoor joined the prestigious National School of Drama in 1976, where he bagged the Best Actor Award in his batch. After doing theatre for four years, his silver-screen break came with Arohan, after which he grabbed the role of Mahatama Gandhi’s secretary, Pyarelal in Richard Attenborough’s Gandhi. He then acted in a variety of films like Kundan Shah’s comedy classic Jaane Bhi Do Yaaro, Vidhu Vinod Chopra’s suspense thriller Khamosh, Shyam Benegal’s Mandi, Mohan Joshi’s Hazir Ho, Mrinal Sen’s Khandhar, and then came his much talked about characterisation of an educated cross-border terrorist in Roja. He also did a handful of television series that he is probably remembered most for, like Karamchand and recently as Musaddi Lal from Office Office. In the days when parallel cinema was at its peak, in 70s-80s, actors such as Naseeruddin Shah, Farukh Sheikh and Pankaj Kapoor carved a niche for themselves. This versatile actor stayed true to his roots in theatre by acting in and directing more than 74 plays and serials. But with Raakh, he bagged what he claims his dearest award of all, his first National Award in 1989.


This was followed by one of his most satirical roles with his bewildering portrayal of a scientist in Ek Doctor Ki Maut, which fetched him his second National Award in 1991 and the third came in 2004 for his depiction of a don in Vishal Bhardwaj’s Maqbool. To portray the roles that this legend has portrayed on-screen is a dream of any new generation actor. And what has come to be expected of Pankaj Kapoor is… everything! But, if one may ask, is being a legend, hereditary? For Pankaj’s consistent strife for the untouched and for the impossible and his knack of making the imperfect perfect, can all be seen in Shahid’s endeavours as well. From being a perfectionist to understanding time’s criticality, Shahid has all too well inherited his father’s professionalism. He started out with T.V. commercials, music videos and also made an appearance as a back-up dancer in Subhash Ghai’s Taal.

In a time when established actors go to unthinkable lengths to give their kids a great launch, we asked Pankaj Kapoor whether it is easy for these star kids to break into Bollywood. “Nothing is easy,” he said after a moment’s thought. “Not for an outsider or for star kids. Being a star kid makes it easy to get an opportunity to act while success is governed by your own hard work, individual abilities and by your destiny. The most successful in this line are all from outside – Dev Anand, Shahrukh Khan, Amitabh Bachchan etc.”

On being probed about the challenges created by expectations for actors like Shahid, he was quick to point out, “If one is born of certain parents, people are going to expect you to come up to their standard and certainly become better than them. It then becomes a challenge and an inspiration.” So true are these words in his and Shahid’s case. But is this another Kapoor clan in the making? “I think this thought is so ridiculous. I treat myself, my family and children as individuals in their own right. If you are talking about the other Kapoors, then they have been here for four generations. Let’s all survive on our own abilities and merits,” reasons Pankaj.

But if it is just about getting the initial opportunity, then one might wonder why children of acclaimed actors take up acting naturally. “I cannot comment on this, as my family was not into films, but as for Shahid, the only help he got was the knowledge about how this industry works and the rest was for him to figure out through first-hand experience.”

So here it is. The man who never basks in his glory and is almost always restless to better his best. Never treating awards as anything more than mere milestones. Always his own best critic. Probably this is the rarest gift a father can give to his son – the gift of a legacy.

B&E edit bureau: Ashish Pratap Singh with inputs from Prasidha Menon

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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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

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

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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Rolling down the RAZR’s edge. Ouch!

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For Motorola, the sad story has begun. The only remedy to revive the cellular giant is to finally get over its RAZR mania and get on with innovative offerings. It has done this before and there’s no reason to believe that it can’t unlock its magic box, yet again...

Motorola’s new CEO, Greg Brown, should have learnt a lot from his predecessors, the two CEO’s before him who got caught into the congestion of the wireless industry that cost them their jobs. Is history about to repeat itself, what with the intensity of problems much higher this time and the cut definitely deeper with a visible slump in telecom industry and the ever-continuing woes of Motorola? Brown is under constant pressure from his shareholders to chop off its loss-making mobile handset unit as, for the first time in decades, Motorola’s stock has plummeted below $10 a share.

But another lesson from history tells us that Motorola has almost always managed to stay afloat even during the worst of storms. Motorola’s image and brand name has long been associated with mobile handsets, as Jeff Kagan, telecom expert puts it, “Motorola was always the handset-maker. It lost that in the 90’s to Nokia, when the networks switched from analog to digital. Motorola’s last hot phone was the StarTac in the mid 1990s until it came out with the Razr in the 2000s. Unfortunately, it had no products to follow the Razr. So, it rode the wave up and back down again.” Brown has enough credentials and exposure to be trusted with a sinking ship, as he was the one who led Motorola to the second-largest acquisition ($3.9 billion) of Symbol Technologies. In addition, he was responsible for the divesture of flailing automotive division to Continental for $1 billion.

Brown has shown personal interest to somehow revive the handset division, but he might have to still give uop due to intense pressure from investors, especially billionaire Carl Icahn, who recently increased his share by 1.5% to 6.5% in Motorola, and who has recommended a slew of names for prospective board candidates. Caught between two pressing situations, Brown intends to sell off the cascading division but it’s going to be an uphill task as the division suffered heavy operating losses to the tune of $1.2 billion in 2007. Competitors like Nokia, Samsung and LG Electronics, who are biting off Motorola’s market share, and are clearly not interested in buying an ailing division.

The downhill slope of the telecom sector is easy to predict even with the global mobile phone industry recording a prodigious sales target of 1.15 billion units in 2007 as compared to 990 million units in 2006, a stupendous growth of 16% as per Gartner Inc. The fact is that it’s becoming growingly impossible to ignore that the sector is giving out strong and sure hints of a slowdown. The piercing winds of biting frost are blowing hard in the once scorching telecom sector. For example, both Mitsubishi and Sanyo Electric having announced that they would surely dispose off their unprofitable mobile phone businesses.

Having reached its peak of 31% growth rate in 2004, mobile industry has treaded downhill ever since, with analysts forecasting a dwindling down of the growth rate to 15% in 2008. The reasons can be easily pinned down to the slowing economy, a maturing market and the alarm bells being sounded by telecos. Recently, Texas Instruments, the chip-making giant, was forced to adjust its guidance for the present quarter (Q1, 2008) to about half of its previous range because of an expectation that Nokia might reduce its chip orders due to an inventory pile-up. The San Diego-based wireless giant, Qualcomm, too sent out signals that the industry was facing a tough year; it decided to buy back stocks worth $2 billion on top of an almost $3 billion buyout recently. If that’s not enough, here’s more: Sony Ericson, the number four player in the mobile handset category, predicted a deep cut in its current quarter pretax profits from $571 million recorded last year to about $276 million. But this downward adjustment can be somewhat accounted for as sales are always lower after Christmas, the shopping season. But the size of the shortfall does suggest dangerous times ahead, putting the focus on Nokia and even more pressure on maladroit Motorola, whose dwindling profits forced it to give up its number two position to Samsung. The recent chaos seems to push it further into an abyss with strong indications that it will slip down to number four position recently occupied by Sony Ericsson by the end of this year. In the past year, Motorola could only achieve sales of 164,307 million phones as compared to Nokia’s 435,453 units, thus achieving its long-stated target of 40%. According to Dataquest Insight: Market Share for Mobile Devices, 4Q07 and 2007, the amplitude of Motorola’s troubles is depicted by the 9.7% market share drop in its year-end quarter of 2007 as compared to 2006. If the trend repeats this year, with a repeat of 27% decline, what with a non impressive line-up of phones, Motorola will only manage to sell 116 million units.

What Motorola needs now are not history lessons but children’s book. Brown needs to don the cap of Willy Wonka, a character made famous by Roald Dahl, and come out with products as unparalleled as Wonka’s famous candy eggs that hatch chocolate chip birds which can move and chirp, and leave behind the done-to-death success of Razor to rewrite history.

Priyanka Rajpal

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)
IIPM in Financial times (Print Version)
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The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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Why Study Abroad When IIPM Gives You 3 global Advantages!

Does your biz plan have sanity?

When IIPM comes to education, never compromise

He thought up an innovative business plan and PE funding came knocking on his doors. R. Subramanian on what it takes to attract the right investors and what budding entrepreneurs should keep in mind...

An IIM Ahmedabad pass-out opening a local retail store was something quite unthinkable in 1997, but not today, when Subhiksha, and its ‘morcha against kharcha’, has become a household name. But to take this morcha to a pan-India level needed deep pockets, which R. Subramanian, MD of Subhiksha did not have at that time. But, impressed by the vision of this man, ICICI Venture Capital decided to back his plan and till date continues to hold a 24% stake in the company. R. Subramanian, in conversation with 4Ps B&M, tells his side of the story.

You started Subhiksha from just one store, with a meagre investment. What set the ball rolling?

We did put in Rs.5 crore before we took in VC/PE funding – it was tough, not so much for the money part of it, but because we were starting a new business line, which was in its infancy those days. More importantly, we were creating a new business model.

When did you decide to approach ICICI Venture Capital?

To be honest, we were lazy (smiles). It was ICICI Venture, which got in touch with us, saying that they wanted to fund us. The first part of outside funding for Subhiksha came in August 2000. By that time we had been in business for about three years. We then had 50 stores, operating only in Chennai. Funding was important because it came at a time when we were ready to grow geographically, as we believed we had a working concept.

How did the funding help Subhiksha beyond fund infusion?

The funding actually also brought credibility for a new business model and helped in getting some external perspective to what was only a management run company till that stage.

What do VCs looks for before granting funds to entrepreneurs?

I think the foremost criteria that they would look into would be whether they will make money. Also commitment of the promoter/entrepreneur and not to forget, the sanity of the business plan.

A word of advice for budding entrepreneurs looking for PE funding?

When you are small, I think the chemistry and shared wavelength with the financing partner is as important as the money itself – be careful about who you raise money from – be sure that there is broad common alignment as far as what you and they are looking for.

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 :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM - Admission Procedure
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Why Study Abroad When IIPM Gives You 3 global Advantages!

Panasonic dwarfs competitors

IIPM, GURGAON

Launches the world’s largest plasma TV

When it comes to technology, it is really difficult to answer the question: Is big really better? Well, in a scenario when the tech giants are spending huge sums of money on R&D to miniaturize the products and make them look slimmer, Panasonic (the leading brand of the Matsushita Electric Industrial Co.) is going against the tide with its recently launched world’s largest 150-inch advanced high definition plasma display panel (PDP).

Dubbed as ‘Life Screen’, the plasma from Panasonic is 11 feet wide (or the size of nine 50-inch plasmas to be more precise) and brags of an unbelievable resolution of 2000 by 4000 pixels. “Featuring true-to-life color reproduction capability and quick response to moving images, the ultra-large PDP renders clear, crisp, spectacular images unrivaled by any other,” said a Panasonic spokesperson. Noticeably, though PDP is a young technology that ventured just a few years ago, the market response to this technology has been nothing less than phenomenal. Thanks to its wide viewing angles, moving picture resolution, colour reproduction and displays, which excel in high contrast, PDP’s have emerged as the clear leader globally in the large screen TV segment.

While Panasonic is betting big on its bigger displays, companies like Sony and Samsung are thinking highly of TV’s based on OLED (organic light-emitting diode) technology. Already, both these companies have showcased their OELD based ultra thin TV’s, (which are extremely costly for their small size) but the fact is that Panasonic’s ‘big is better’ philosophy works better because the LCD’s, which it produces are much more economical in the practical use.

So, as Panasonic continues to push the boundaries of technology to produce bigger plasma display panels, the customers are definitely in for a visual treat.

Edit bureau: Devdeep Singh

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 :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus