NABBING THE NAPSTER : IIPM

IIPM PUBLICATION
“But something touched me deep inside. The day the music died… And singin’, this’ll be the day that I die...” When Don McClean wrote this number, possibly he wrote of the demise of Napster in 2001. Napster was considered the biggest killer application after email thatignited frenzy among the users worldwide. It was the most innovative hobbyhorse that was created by a teenage programmer Shawn Fanning. It revolutionized the concept of file swapping and gave birth to a new technology known as peer to peer (P2P), which helped users switch mp3 files freely over the Internet.

Napster became so popular that it put the mightiest forces of the entertainment industry in jeopardy. A mammoth copyright infringement lawsuit was slapped on it by the Recording Industry Association of America (RIAA). Meanwhile, the open-source community got into action by launching sophisticated file-swapping application alternatives like Gnutella, Kazza, BearShare and Morpheus. What actually
landed Napster in deep waters was creating a file-trading network without gaining prior permission from record companies for the sharing of copyright music. But with the new decentralized cryptographically strong P2P protocols – it will nearly be impossible for companies to interdict.

After the two year long legal battle, Napster quietly faded into oblivion to emerge again in 2006 without the file sharing feature. Even though the business strategy of Napster failed; it managed to open the Pandora’s Box and paved the way for digital music to leap into the mainstream entertainment industry.

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Source :- IIPM Editorial, 2006

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ADITYA BIRLA, the vision vanguard : IIPM

IIPM BUSINESS AND ECONOMY

Right from his early childhood, Aditya Vikram Birla was the favourite grandson of the legendary G. D. Birla, earmarked for the bigger things of life. After the “usual” education in the United States, Aditya Birla came back to India and started off with a modest role in his father B. K. Birla’s businesses. In the 1980s, when the Birla clan split after the death of G. D. Birla, Aditya Birla inherited the juiciest chunks of the empire during the division. In just a few years, he managed to expand his inheritance into a multi-billion dollar global business empire straddling textiles, cement, aluminium, fertilisers and a small presence in financial services.

Aditya Birla is now widely acknowledged and respected as the man who had a clear vision of Indian companies emerging as true blue multinationals. Sadly, Birla fell victim to cancer well before he could see his awesome vision come true. But now, son Kumaramangalam Birla surely seems to be well on his way to fulfil his father’s dreams…..

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Source :- IIPM Editorial, 2006

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Turn around for the truth: Ehud Olmert

IIPM PUBLICATION

But the concern now is more about the situation spiralling out of control if the Hamas administration collapses because of the current financial crunch and the rift between Hamas and Fatah. Analysts have begun considering the worst-case scenario. “Without salaries people may stop going to work, institutions could collapse, and services could stop. People could go to the streets in rebellion. It could be violent,” fears Basem Izbidi, a top political analyst. On April 22, violent clashes broke out between armed supporters of Fatah and Hamas, in which 20 Palestinians were injured. The clashes occurred soon aft er Mahmoud Abbas vetoed the appointment of Abu Samhadana, the Head of the Popular Resistance Committees, to the post of Interior Minister in the Hamas government. This prompted Mahmoud Abbas to issue a warning to Hamas that he would not tolerate such behaviour by the rebel group and asserted that he still held the political power to dismiss the Hamas led government….

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Source :- IIPM Editorial, 2006

IIPM R & P (What lies beneath?)

IIPM Management Education

So what lies beneath? Behind accusations and counter-accusations, a vicious circle operates. And that entrapment is based on poor infrastructure, lack of economic incentives, un-supportive market structure and lack of role models worthy of emulation. Building in-house world class infrastructure, training facilities & fully residential sports universities should be prioritised. The integration of market forces to sports has the potential of metamorphosing the existing sports landscape. Effective long term strategies assimilating government funding, corporate sponsored facilities & mass awareness through media are imperative to build and augment a base for a formidable sports power. But then, haven’t we heard this a million times before?...

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Source :- IIPM Editorial, 2006