Campbell mulls a chocolate free diet!

IIPM PUBLICATION

In the process of reviewing its portfolio, Campbell Soups Co. might sell off its premium chocolate brand, Godiva. As per Douglas Conant, President & Chief Executive, Campbell, the brand is not a good fit with Campbell’s focus on simple meals. And to lap it up, as per analysts predictions there would be no dearth of suitors. The list includes big names like Hershey Co., Cadbury Schweppes Plc., Mars Inc. & Wm. Wrigley Jr. Co. (in 2002, it had already ventured in the US market but its $12.5 billion deal with Hershey bombed). Godiva contributed $500 million to the total sales pie worth more than $7.3 billion. Analysts are expecting a $1 billion price for the luxury chocolate brand.

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Source : IIPM Editorial, 2007

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

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Groomed for greatness!

IIPM MANAGEMENT INSTITUTE

Shilpa Shetty is pretty busy these days preparing for her trip to the IIFA awards – after all, she’s got a huge fan following post the whole Big Brother episode(s). And Shilpa’s really getting ready for her UK fans & is having a whole new wardrobe created by renowned designers for the event. She’s reportedly planned her outfits for the various events in hues of blue, white & emerald green. And with a well-toned body to carry out the outfits, she’ll be dressed to kill!

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Source : IIPM Editorial, 2007

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Goyal’s Air Sahara acquisition marks a turning point in Indian aviation, but will it fulfil expectations?

IIPM PUBLICATION

India’s largest domestic airline just got larger. In a landmark deal on January 19, 2006, Jet Airways announced an agreement to acquire the entire share capital of Air Sahara for $500 million. This could well begin a wave of consolidation in the already overcrowded Indian aviation industry. But lobbying by other players is on, and the regulator has still not given its verdict

Naresh Goyal’s designs on Air Sahara were certainly not unknown. That’s perhaps why the Jet – Sahara deal didn’t ruffle many feathers. Since Dr. Vijay Mallaya’s Kingfisher Airlines gave up the idea of acquiring Air Sahara on various grounds, it was almost certain that Jet would be the one to guzzle Air Sahara. With this acquisition, Jet Airways’ market share in the domestic air traffic in India will reach nearly 50%, which, in effect, means Jet will rule the Indian skies. And whoever said Jet is new to the idea of monopolies? Even Bill Gates himself would perhaps vouch for the business intellect and acumen of Naresh Goyal, in this regard. A commerce graduate with extensive experience in the aviation industry, Goyal took the giant leap to set up Jet Airways in 1992, and soon , Jet had the state owned carriers on the backfoot. Jet has also been accused of using its premier position in the aviation industry rather unfairly.

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The undisputed king of petrol

IIPM MANAGEMENT INSTITUTE

With a vision to be the global emperor, will Mukesh be ‘the one’

The man must be encountering a string of conflicting emotions. Relief at having managed to hang on to Rs.850 billion out of the Rs 1,000 billion empire; sadness at having to give up his “brainwave”, “favourite baby” and recent passion, Reliance Infocomm. A surge of joy at having kept the post of Reliance Chairman – last occupied by Dhirubhai Ambani; and worry at having to fill his shoes.

At the moment, Mukesh looks like the clear winner when it comes to inheriting the Ambani legacy. Dhirubhai Ambani’s driving passion was to create an industrial empire that rivalled the best in the west. He did that, by starting with textiles and going all the way to oil and gas. What Mukesh has inherited is really his father’s legacy and vision. Even he has admitted during the launch of Reliance Infocomm that it was Dhirubhai who dreamt of a mobile phone call at just 40 paise.

The problem is: the core businesses of Reliance can only grow so far organically; after all, what more can you do after setting up a 30 million tonne refinery and discovering India’s largest ever source of gas? Historically, the oil majors of the world have grown at a pace that is far slower than companies in the services sector. Oil companies like Shell, Amocco, Texaco and British Petroleum may be garangutan, but conceivably those are companies in services like Wal-Mart, Microsoft , Intel and FedEx that will rule in the 21st century.

The way the sibling rivalry has unfolded, there is simply no way Mukesh would be content to gloat at the huge share he got of the divided Ambani pie. Predictably, there are clear indications that the elder brother might invest in real estate, retail and value added services. He will obviously use the huge cash generated by Reliance to finance his ventures. That’s exactly what he did with Reliance Infocomm. Innovating in mass marketing of petroleum by bringing it to the doorstep of normal retail customers is a sure shot investment he’ll undertake soon. In fact, Reliance has already unveiled a plan to launch about 150 ‘dhaba’ style budget hotels strategically located in company owned petrol pumps. But right now, Mukesh Ambani doesn’t have the luxury. For starters, the group’s cash fund will dwindle because of pay off s to younger brother Anil. Then again, the famed Ambani clout in the corridors of power is no longer as envied as it was.

If one were to look deeper, the future of Mukesh Ambani’s truncated Ambani empire looks virtually impregnable. The size, the cash, the pedigree, the ambition, is all there. India now needs no kings, India needs emperors, and Mukesh may be the first, incumbent to the throne!

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All in the process of making ‘quality’ tyres inside the Baroda Steel Plant

IIPM PUBLICATION

Another threat to the company is the alarming rise in prices of raw materials, conspicuously reducing the bottom-line growth. Even if we talk about just the price of rubber and crude oil (which are the main raw materials), the combined cost-to-company due to procurement of these two raw materials have soared (from an already dangerous 62% during 2001-02) to a spine-chilling 70% during 2005-06 – proving a major headache for Apollo and other big players in the industry which hope to control costs through increase in scale of production. And the problem only seems to be getting worse with domestic rubber prices increasing by 59% y-o-y during 2005-06. The problem internationally too does not seem alleviated, as there too, prices increased by 76% over the same period! Talking about the threats, Onkar Kanwar said, “It has not been a smooth journey but it definitely has been fruitful. We follow stringent quality processes to ensure product quality. As a company, we have constantly increased our capacity without additional capital expenditure. We are very costconscious. Fuel efficiency, energy usage & conservation is a major thrust at Apollo Tyres to ensure both conservation and cost savings.”

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Source : IIPM Editorial, 2007

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When the sky fell on us (64)!

IIPM MANAGEMENT INSTITUTE

What’s in a name – a name is after all a name and nothing more. Well, don’t be so sure! Who better than UTI to know plight of a name, and more so when the name has been associated with a cataclysmic scam, that shook the nation and the mere allusion to which fills investors’ mind with torturous dread till date.

Mention Harshad Mehta, Ketan Pareekh, C.R. Bhansali, Teak Equity, Vanishing Company, UTI et al and ‘SC- A-M’ is the top of mind association. This is precisely the beauty and power of a name; it can create, and it can destroy. Although the name UTI has instilled a feeling of trust, the name has a dark past as well.

UTI Bank itself has nothing much to do with this history, yet such is the power of the name that even to the most prudent and the intelligent, the name UTI brings back ghastly memoirs of the 2001 scam – the US-64 scheme fiasco (perpetrated by UTI AMC). It is a matter of a fraction of a second before one delves into the past and imagines the plight of a retired person who would have put a large part of his or her PF, gratuity et al in the US-64 scheme, considering it to be the safest possible investment on earth. Not only did the small investor’s income (interest/dividend) become half overnight and shatter this belief; they also lost a major part of their precious earnings.

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The U-Turn

IIPM PUBLICATION

There are several reasons for the U-turn of these PSUs from the verge of bankruptcy. Pre-liberalisation there were hardly any competition for these companies. With no competition as threat and full back up from the government, these companies enjoyed the luxury of being a monopolist over decades, and got used to easy going times and easily earned profits. Over the period, this monopoly led to a lethargic and complacent culture in these PSUs, which finally led them towards their doomsday. But thanks to Prime Minister Dr. Manmohan Singh (Finance Minister at that time) who introduced the policy of LPG (Liberalisation, Privatisation and Globalisation) that revolutionized the corporate India. The opening of the Indian economy proved to be an eye opener for the these organizations, and they realised that to survive in the market they certainly need to change their ways, their culture, their attitude…everything required a whole makeover. And their started the story of a complete revamping of these PSUs which is clearly reflected now in their ever-expanding profits. Of course, it has helped that many PSUs and their bosses have been given a measure of operation autonomy over the last decade or so. As Mehul Mukati, an analyst at Emkayshare points out, “I think that the corporatisation /divestment of PSU’s helps bring in responsibility to the management, and at the same time does give more authority to run these organisations. Yes I think divestment indeed help these organizations”.

Another major factor that has been a major driver of change in these PSUs is the rightsizing of these massively and unnecessarily large organizations. It not only cut down the huge operating costs, but also sent a message to the employees that if they don’t perform they don’t have a place in the organisation. As the GAIL spokesperson says, “The Company while focusing on growth of business has also emphasized on minimizing the costs. This has led to the optimization and increased efficiency in the workforce…”

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A. V. Birla Group and Holcim are Expanding capacities to become the largest players

IIPM MANAGEMENT INSTITUTE

Holcim’s takeovers have not dented the confidence of A.V. Birla Group expansions plans even a bit, as Rajan Kumar, cement analyst at Networth Stock avers, “The expansion is in response to recent aggressive moves by Lafarge and Holcim. Capacity expansion is in order to consolidate Birla Group’s position in the cement industry. Along with the planned 8 MMT expansion of Grasim in North India, the 4 MMT Ultratech expansion would take A. V. Birla’s capacity to 45 MMT by the year 2009.”

Of late, there has been some pressure on the pricing front by cement companies because of inflation. The government came down heavily on the so-called ‘profiteering’ companies and forced cement companies to lower prices. However, lowering of prices worked in the favour of companies as demand generated at lower level was much enough to off set the loss suffered by companies due to lowering of prices. That’s the critical reason why companies in this sector thunder into the B&E list of 100 most profitable companies with some of the most impressive financial results!



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The pain & agony of a Palestinian

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Of the original 16 refugee camps that were set up to rehabilitate more than 100,000 refugees crossing the border into Lebanon from Palestine, during the Nakba in 1947, only 12 official refugee camps still remain. Of those, the camp at Tal El-Za`tar was ethnically cleansed by Christian Phalange forces at the beginning of the 1975-1990 civil war, whereas Dikwaneh and Jisr el-Basha camps were destroyed by Israeli attacks & Lebanese militia. The remaining camps currently house more than half of Lebanon's 433,276 Palestinian refugees.

The current phase of indiscriminate shelling was launched by orders from pro- West ruling coalition, which claims that Fatah al-Islam group is a tool of Syrian intelligence and has sponsored criminal incidents & attacks on Lebanese troops through Fatah al-Islam, in order to destabilize the government. Oussama Safa, noted analyst on Lebanese affairs, said while talking to B&E from Beirut, “Fatah Al-Islam is a fringe group that has neither the support of Hezbollah nor the patronage of ordinary Palestinians. They are being helped by al-Qaeda in order to counter the influence and popularity of Hezbollah that draws its cadre from Shi'ite sect.” In the wake of Bush administration’s disastrous policy in the Middle-East & its profound assistance and encouragement for Israel to continue its bombarding of Lebanon last summer, the present situation in Lebanon mirrors, in many respects, the early 1980s when several fringe groups sprung up to resist the Israeli invasion & occupation. Nevertheless, there is a difference; rather than being Shi'ite and pro-Hezbollah; Fatah Al-Islam, and likes, are largely Sunni and anti-Hezbollah. Therefore, these fringe groups qualify for the US aid, that are funnelled by Sunni financial backers in league with the Bush administration that has decided to fund Sunni groups to weaken Hezbollah.

The emergence of Fatah Al-Islam is in reality a classic example of “blowback”; very similar to the growth of al-Qaeda as a result of the US support of Mujahiddin in Afghanistan.

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Source : IIPM Editorial, 2007

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

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Heading North...

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...but only crime persists!

Theft, armed robbery, carjacking, violent assaults, highway robberies, sexual assaults, home invasions are few kind of crimes to start off with, in the democratic republic country Guatemala. Add to this domestic violence which is common in almost every house. The law of land prohibits domestic violence and sexual abuse, but ironically do not provide severe punishment for the same. By the end of year 2005, the National Civil Police (PNC) reported 545 killings of women. Guatemala City has already experienced 299 killings of women till May 2006. As per UN, there are at least 1.5 million illegal arms in Guatemala. In a country with an approximately 12.7 million population, this exponential increase in crime rate will not only devastate the economy, but also will make it most unsafe and undesirable place to live in. The Achilles’ heel of the judiciary and law combined with inadequate resource allocation; impossible for peace keepers to maintain the public confidence.

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Source : IIPM Editorial, 2007

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

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Morgan Stanley’s Australian buy

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Real estate acquisitions seem to be the flavour of the season. Th e real estate division of Morgan Stanley with $73 billion under management, is aiming to acquire Investa Properties, the Australian real estate firm. The $3.9 billion deal, the second one in a week’s time, would increase Morgan Stanley’s presence in Australia. Each share of Investa has been valued at A$3.08.Th rough this buy out, the New York based investment bank is adding to its portfolio, the largest publicly traded office owner of Australia that has stakes in more than 30 buildings. The total assets under management by Investa stood at A$7 billion at end 2006. The deal to be finalised requires approval by 75% of the shareholders. The shareholders meet is expected to take place in August.

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

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Amazon Gone!!

IIPM PUBLICATION

Ever thought of world temperatures rising 6-7 degrees! Well, it almost seems imminent, given the Amazons continuous depletion at the current rate. Encompassing 9 nations and accounting for more than half of earth’s remaining rainforests, situated in South America, the Amazons have a big say in the ecosystem of the entire planet, providing 1/5th of the world’s oxygen supply. Shockingly, it has been observed that between 1991 and 2000, an area twice the size of Portugal was cleared in the Amazon. In 2003 and 2004 alone, an area the size of Wales was cut down, all so that soy plantations can come up. Why soy? Soy exports to Uncle Sam’s country for manufacturers of ice cream, margarines, mayonnaise, and lipsticks bring in much revered US dollars. A classic case of ‘feeding the economy’ versus ‘conserving natural habitat’, the winner gets to decide our future!

The jungles of the Amazon, on the other hand are governed by laws of its own. Criminal factions doubling as land grabbers coupled with government corruption and backed by large corporations (mostly American), see a great potential in bringing down forests and using the land thus obtained, to serve their purposes. Those reporting abuse of the forest to government agencies oft en face violent harassment for taking on the land mafia, backed by the large corporations.

The forest is a giver. Besides providing us with vital elements necessary for life, it provided shelter to millions who do not speak like us and are clueless of happenings outside the mighty greens. Save the forests, save lives.

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Source : IIPM Editorial, 2007

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

A convenient truth, Mr. Gore!

IIPM MANAGEMENT INSTITUTE

Funds flowing into carbon funds have also shown a considerable appreciation. According to New Carbon Finance, the amount of money flowing into carbon funds has reached a towering $11.8 billion (cumulative) by the end of the first quarter of 2007. Secondly, even the growth of investments over the past decade or so done in the name of ‘social responsibility’ is quite promising. As per the latest Socially Responsible Investing Trends Report, by the Social Investment Forum, the ‘socially responsible’ investments, even considering only the US, were $2.29 trillion at the end of 2005 as compared to $639 billion during the end of 1995.

Interestingly, even the growth in the world’s recent and unprecedented addiction to uranium has far reaching reasons. The need for alternate fuels has made uranium a worthwhile investment option and has made the commodity enter an electrifying bull run. Uranium prices have shot up to their all-time highs in the recent past. Take this into consideration! Uranium prices only a year back (for U3O8) was $48/lb; and now, a whopping $125/lb.

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Source : IIPM Editorial, 2007

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

Raja epitomises hard-work, loyalty, dedication to duty and a fine mind ever ready to innovate

IIPM PUBLICATION

One doesn’t have to be a diehard environmentalist to head Ministry of Environment. But Andimuthu Raja, who was Union Minister for Environment and Forest till recently, has keen interest in the subject. So much so that within two years of his appointment, he brought out a comprehensive National Environment Policy (NEP) besides taking several steps for conservation of wild and endangered species like tigers & elephants. Raja also triggered off a series of legislative changes for management of environment and natural resources. He devolved some of his powers to give environment clearance to certain non-dangerous industrial projects to state governments. Now clearance of chemical, cement and aluminium industries only are left with the Union Environment Ministry. During his stint in the ministry, Raja formulated National Tiger Conservation Authority (NTCA) and set up Wildlife Crime Control Bureau (WCCB) too.

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Source : IIPM Editorial, 2007

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

Footsteps
1963: Born in Sathiramanai Vellore
1996: Won Perambalur Lok Sabha seat
1999: Became Minister of State in Rural Development Ministry
2001: Shifted to Ministry of Public Health & Family Planning
2004: Re-elected to the Lok Sabha for the 3rd time
2004: Became Cabinet Minister for Environment and Forest
2007: Appointed Union Minister of Communication

Celeb Family Endorsements…

IIPM MANAGEMENT INSTITUTE

Monojit Lahiri casts a ritzy gaze on Advilles new bimari & wonders whether it’s yet another desperate jhatka to attract attention… or a well strategised & researched move to connect with the new age customer base, notorious for it’s distraction & brand promiscuosity

The setting is an air-conditioned Compartment of a Mumbai bound Rajdhani. Three young college kids (Varsha, Vimi and Abhi), a newly married young couple (Mala and Arjun), a mid thirties serious-minded professor (Sadanand) and an old lady in her mid seventies (Nanima) fill the space. We open with the college kids – the girls.

Varsha: Yaar, saw the Ajay-Kajol Whirlpool ad? So cute na? They make such a cool, fundoo pair!

Vimi: Absolutely! I like the Saif- Soha one too. The chote nawab is so dhansu stylish. Andaaz hi kuch aur hai… and Soha is cho chweet. The brother-sister thing is really nice.

Prof: [drawn to the conversation because of his serious and academic alignment with Behavioural Science] Excuse me kids, but do you really believe that these glam Bollywood fundoo pairs with deadly chemistry and endearing interactions will be able to do what they are meant to – enhance brand awareness, motivate purchasing intent and finally help hike up sales? Will either of you – for example – actually buy a Whirlpool or the brand of paint these stars are endorsing? Be honest!

Varsha: [Surprised and irritated at this intrusion] Excuse me Sir, but who are you? An anti-ad activist?

Prof: [Embarrassed] I am so sorry… but being a professor of Behavioural Sciences, I couldn’t help but listen and react. Advertising really is nothing more than an aggressive bait, a dangerous phenomenon that in today’s consumerist society creates unnecessary needs and manufactures irrelevant wants. [Pauses] Think about it.

Mala: [Excited] Arre professor sahib, you are talking total bakwas! [Prof looks at the slightly downmarket newly-wed girl, decked in all her bridal finery, shocked] Me, my husband and the entire parivar love these ads! They are so sweet and the couple’s jugalbandi – especially in the Ajay-Kajol ad is too much. Who wants to know about the boring, altu-phaltu product features? Aakhir fridge aur air-conditioner, fridge aur AC hi hai…kyon jee? [Dumb impressed husband nods vigorously]

Nanima: Yeh Kajol, Nutan ki niece hai na? [The kids nod; in vague fashion] Kya actress thi! Sujata, Seema, Bandini, Anari, Tere Ghar Ke Samne, Manzil, Paying Guest…Yeh chokri ads kyoon kar rahi hai…picture milta nahi kya?

Abhi: [Indulgently] Nanima, Kajol is very good and popular heroine. Bahut saare films mein kamaal ki acting kiya hai. Ads karti hain kyonki tagda paisa milta hai…Do crore ke upar!

Nanima: [stunned silence… followed by a hearty chuckle] Pagal ho kya? Do crore… yeh thanda machine ke gun gane ke liye uske patidev ke saath?!

Prof: Exactly! That’s the other point that needs to be looked into. Rs.2 crores for mouthing lines scripted by someone else, going through the paces directed by someone else…

Mala: [Visibly agitated] Oye prof sahib, shut up jee! Bas bole ja rahe ho, bole ja rahe ho…aur woh bhi sab bakwas! [Goes eyeball to eyeball with the prof] Aisa hai Sirjee, zindagi is not a classroom or conference table and human reaction cannot be put under a microscope. Pata hai why family ads are popular and they work…Kyunki we as a country and people are steeped in tradition and values where family is sacred… bahut mayane rakhta hai. Sirjee aap kitab chodhiye…bahar aaiye… zindagi dekhiye!

[The girls are hugely impressed by this speech and clap. The old lady is dozing. The prof. appears a trifle humiliated and shaken]

Abhi: [Politely] Please don’t mind her tone and aggressive stance… What she meant I think, was that people will always be drawn towards celebrities – more so if they are hot, glamorous and Bollywood – because movies to the average Indian is religion. So in that context if glam Bollywood couples [family or popular pairs] endorse products that project bonding family values and utility, the synergy is ideal.

Mala: Boss kya speech mara aapne! Kya angerzi boli! Maza hi aa gaya! Mere liye tu tum hi professor ho, yeh khadoos nahi!

Prof: [Agitated] What did she say? Did she abuse me?

Varsha and Vini: [Giggling] No, no, no prof… She said that she wished you would loosen up a little bit. Not be so academic and rigid. And go with the flow…

Prof: [visibly fatigued by the collective onslaught] I don’t know… I… er… don’t agree. I still believe that stars – couples, families whatever – distract more than help product sales simply because of the star mania in India. Did Amitabh and Abhishekh’s weird Versa ad help promote that dud car? Did the Feroz- Fardeen Khan horror ad for Pan-Bahar remotely impact the cash counter? Did Sharmila-Soha’s cutesy hair oil ad or Hema prancing with her daughters in the Kent RO Mineral Water ad rocket their demand in the market? Where is the idea that star status powers and promotes product values? Shouldn’t the focus be on the powerful and cutting edge differentiating factor rather than the star? Won’t there be a perpetual danger of people remembering the ad for the star value and forgetting the product altogether?

Abhi: Mala and the girls – along with a zillion people – are thrilled when stars feature in ads. The bottom line, as you have rightly pointed out (for the advertiser) is to promote and sell his product through entertainment. If star couples or families do the job, great. If not…

Nanima: [Suddenly awake and into the conversation] Ek baat batao… Kajol chori ko do crore milte to hamare Allahabad ke munna, uski biwi, ladka aur uski nayi bahu ko kitna milega?

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

Ritz-Carlton to soon check in to India

IIPM PUBLICATION

Recognising the potential in India – with the luxury segment booming and more and more people eager to live in style – the Ritz-Carlton Hotel Company has decided to check in and make an entry into the Indian market. The luxury hotel chain’s first property is going to be developed in India’s Silicon Valley, that is Bangalore, where business opportunities have been hotting up for a long time now. This hotel will be a 250-room, luxury five-star property and the total project’s cost is estimated to be around $100 million. Wimberly Allison Tong & Goo, the world’s leading design consultant for the hospitality, leisure and entertainment industries, that has worked in over 130 countries and territories across all the six continents, and has designed more of the world’s great hotels and resorts than any other firm on the planet, will be the architect. The leading international interior designer, Peter Silling, will be taking care of the interiors of the proposed hotel. To develop it, Nitesh Estates – the Bangalore-based realtor that is engaged in the development of all the high-end residential apartments, the office buildings, the gated townships and the retail malls – has been roped in. So what different can guests at the Ritz-Carlton Bangalore look forward to? It is too early to say though, but one piece of information is doing rounds, which is that a few of the world’s ultra premium brands will be housed here, among them are Cartier, Gucci and Louis Vuitton, who will all have their own boutiques within the hotel premises.

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Source : IIPM Editorial, 2007

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

HR’s approach to off set business challenges

IIPM MANAGEMENT INSTITUTE

General Sharma identifies with the changing nature and role of HR today. He calls for HR to have taken a more proactive role in the IT industry where this turnaround came in much sooner. He asserts, “HR was earlier considered as a depository of human researches, which was the fountainhead of all policy enunciation. Today it is more to do with human resource being a part of the process. Especially in an evolving organisation, the bottoms-up approach has taken precedence, which is a big change. There has also been a quantum shift from a salary- based requirement to the job enrichment focus, where job challenges form an essential part. While earlier, people were willing to fit in the roles of the job as long as they were paid, today the focus is on making the job fit with the people requirements.”

In this changed outlook, a very important aspect for all organisations is to maintain the ‘people touch’. InterraIT has a designated position in the organization of that of a ‘Relationship Manager’, whose job comprises of meeting and talking to employees across all levels. Talking informally to them helps in finding out the problems and if s/he is able to give the right feedback which is an asset for any organisation to ensure employee satisfaction and content.

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Source : IIPM Editorial, 2007

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

Now shaking hands overseas…

IIPM PUBLICATION

Competitors in India but partners in ventures abroad, Airtel and Vodafone have announced a new alliance to offer services in Jersey and Guernsey (islands in Europe). Subsidiaries of Airtel, Jersey Airtel and Guernsey Airtel have tied up with Vodafone to provide customized Telecom services under the brand ‘Airtel-Vodafone’. The basket of customized services include a simple roaming price plan known as Vodafone Passport, a voice and data package; Vodafone Simply and Vodafone Mobile Connect Card for laptops. Business customers would also be offered new services. In 2005, Vodafone had acquired a 10% stake in Airtel, which it is now reducing to 4.4 % after having acquired a controlling stake in rival Hutchison –Essar.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

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