“I WANT MY GUJARAT TO BE THE BEST”

1500-plus IIPM students placed across the country with 44 bagging international offers

HIS ELECTORAL VICTORIES ARE NO FLUKE AND CAN’T BE CREDITED TO THE HINDUTVA ICON TAG EITHER. BRAND MODI ALSO SIGNIFIES ‘DEVELOPMENT’

Soon after his triumph in the January 08’ Assembly Elections in Gujarat, Narendra Modi in an exclusive interview to our sister magazine The Sunday Indian had emphasised his single minded focus on building a Vibrant Gujarat; something he seemingly values over even his own image. He said, “I don’t waste time on my own image building. I use my power, energy and time to build an image for Gujarat. I want my Gujarat to be the best.” Modi has lived these words ever since he accidently became Gujarat CM more than eight years ago (when incumbent Kesubhai Patel had to leave because of dissidence). Ever since, he has not just transformed the image of Brand Gujarat as a key investment destination in India, but himself has become a global brand signifying development and inclusive growth. According to K. V. Kamath, MD, ICICI Bank, “Modi has magically transformed Gujarat in the last 7-8 years from a drought-prone, power-starved state into one of the most developed states of India.” The praise is not unreasonable. As per RBI, during Modi’s tenure, Gujarat has received investment proposals of Rs.62,442 crore up to March 2008 (22% of India’s total investments). Further, sources in the government reveal that Gujarat’s development index has already surpassed nations like Singapore, Thailand & Brunei. And behind the makeover, there is the Modi mantra for inclusive development. Don’t go far, just look at the manner in which Modi wooed Tata’s Nano into his state with just a simple SMS – ‘Welcome to Gujarat.’ At the Vibrant Gujarat Summit in January, Ratan Tata had said, “Those who are not coming to Gujarat to invest are dunce.”

Least bothered about his detractors, Modi has concerned himself mainly on the development of Gujarat. “Politics for me is not ambition, but a mission,’’ he says. Small wonder that Adi Godrej refers to him as the CEO of Gujarat. He once said, “Whenever Modi says anything, we industrialists do not think that a CM or politician is talking. He is a CEO and whatever he says, he does.” Such confidence in a politician is remarkable, especially in a country where politics has almost become a dirty word. But Modi prefers to call himself a trustee of Gujarat, one whose mission is to accomplish Gujarat’s economic and social progress. He intends to make Gujarat the infrastructrural hub of India. “Gujarat leads the way on every front – be it economy or social. The Gujarat model of all inclusive development is benchmark,” he confidently avers.

Known in administrative circles for his strictness and demand for discipline, Modi has a 24-hour hotline number for the junta and promises that all complaints would be attended to within 48 hours. Even bureaucrats are under pressure to perform, having to routinely present their progress reports to him via PPTs. 24X7 electricity supply (Jyotigram Yojna) across Gujarat has been Modi’s greatest achievement. Love him for his progressive approach, or hate him for his regressive brand of communal politics, but you certainly can’t ignore this firebrand Modi!

Manish Macwan

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Source : IIPM Editorial, 2009

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

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Return of the real McCoy!

1500-plus IIPM students placed across the country with 44 bagging international offers

But then, terror attacks or no terror attacks, one cannot disregard the fact that it is purely the global economic slowdown that has resulted in the overseas rights of films getting hurt massively. Vikas Sahni, noted Mumbai based film agent, reveals, “People have either stopped buying overseas rights or are very cautious about it. Companies like Neptune, CA corporation, Venus et al have bought no overseas rights for a Bollywood movie in past few months.” Even Eros has stopped buying rights for new films as of now. And that is surely a big hit, given that some so called ‘intellectual’ movies (or multiplex draws) do badly domestically, yet make up big time overseas – Siddharth Roy Kapur, CEO, UTV Motion Pictures, confirmed to us, “The industry has become quite reliant on such sales to make movies payoff.”

Industry veterans like Sajid Khan, Imtiaz Ali and veteran journalists like Rauf Ahmed share with us that this situation may be beneficial for the industry in the long run as a lot of non-serious filmmakers, who got into the business just for the heck of it, will be discouraged now. Imtiaz adds, “This will also lead to price corrections resulting in tighter budgets and huge slash in talent fees.” UTV’s Kapoor confirms, “We are already working out with all the partners in the value chain (including directors and actors) on how to make costs more rationalised.” Sanjay Dutt, Akshay Kumar, no name is big in the latest move to ‘rationalise’ actor fees. Connected to these are collection estimates. “The kind of collection figures that have been put out by producers in the past, the kind of numbers actors displayed as their fee worth, is unrealistic and unreliable in terms of current viability,” feels Nandy.

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 set to beat economic slowdown
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Realty’s harsh reality!

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If you thought that a fall in inflation by 1.74% to 8.98% was enough to force banks to cut down on their home loan rates then you might be a little disappointed. This is because the major lenders, including ICICI and HDFC, feel that cost of money has still not come down to a level from where they can go for a rate cut. ICICI, in fact, has increased its home loan rates by 100 bps from 12% to 13%. No doubt, the Central Bank has been persuading banks to lend more to the troubled realty sector and to make it happen it has also reduced the risk-weights on banks’ exposures to the real estate sector from 150% to 100%. But this still has not been able to restore confidence among banks. So, for a rate cut, we think, the wait gets litter longer!

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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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Despite fears of creating a monopoly, one is almost sympathetic toward the deal. Reason? Pathetic state of Indian aviation

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When the MRTPC gets down to its task of evaluating the Jet-Kingfisher deal on whether it really is a monopolistic alliance, the overriding reality in its mind would pertain to the bright red on the balance sheets of every airline in business today. The year 2008 was of open distress and agony for Indian aviation players; a year when their dreams crashed; a year when they reaped disappointing losses in return for their colossal investments; a year when even the 3Gs of the industry – Glamour, Girls and Gizmos – failed to entice consumers and moneybags. Here’s a look at what prompted the two competitors to rub shoulders and announce this sweetheart deal.

First things first – the red dot of a mind-numbing Rs.10 crore per day for each of their airlines is what instigated Goyal and Mallya to move into a huddle. It is sad to even contemplate sustaining such massive losses continually, especially when even government policies are seemingly unfavourable for aviation players. In view of this, their alliance (spanning areas such as joint fuel management, common ground handling, route rationalisation and cross-selling of flight inventories) not only makes sense but also enables them to save millions of dollars each.

However, government policies were not made in a day. They have been the same ever since Goyal and Mallya started their respective air operations. What has changed now are the skyrocketing Air Turbine Fuel (ATF) prices, which have reached an all time high of 50% of the operating costs, as opposed to just about 25-30%, say even about a year back. From thereon, it has become a vicious cycle. The high fuel price increases operating costs, which in turn cause a sharp rise in air fares, resulting in a decline in overall passenger traffic. Analyse fuel prices and you find that on every Rs.2,000 ticket, about Rs.2,900 is levied as fuel surcharge (with passenger service fee, transaction surcharge and congestion fee charged separately).

Had the fuel cost impediment not been there, the sector would still have witnessed losses, but the financial bleeding would not have been so intense. In India, ATF is sold at almost 70% higher prices as compared to international markets like Singapore et al. This price differential is due to the sales tax ranging from 4-30% levied on ATF in India. Any reduction in this tax would spell glad tidings for aviation players. And it is this price differential and other operating cost expenses that compelled Mallaya and Goyal to sign the deal.

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 Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
Why Study Abroad When IIPM Gives You 3 global Advantages!