Indian Railways gets Ambitious

IIPM PUBLICATION

It’s quite clear that Railway Minister Lalu Prasad Yadav is not going to be content with Indian Railways turnaround story – so what if he’s now donned the mantle of a sought after management guru, who’s busy doling out fundas to IIM students? The honourable minister wants to do more! Under his stewardship, the Railways is coming out with a 10-year plan to make Indian Railways, the global numero uno (no less)! The minister claims that he is “valuating the need of the Railways in all sectors – wagons, coaches and wheels.” That apart, Indian Railways is also in the process of “modernizing its infrastructure.” What’s more, Indian Railways plans to do all this without hiking fares or laying off a single person (in an age where downsizing workforce seems to be the reigning mantra for future growth globally!). More power to the railways then!

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Source : IIPM Editorial, 2007

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

Mani is politically incorrect quite often, but he doesn't give two hoots to the opinion of the public

Renowned Management Guru

Sharp intellect dovetailed with candour are his forte. Yet, sometimes he puts his foot in the mouth. Despite being the Minister of Sports, Mani Shankar Aiyar has no qualms in admitting that holding Asian Games was a sheer waste of taxpayers' money. He didn't even fl inch once in criticising his own government's economic policies at a recent function. And his comment – "I am more Communist than most of the Leftists" – was applauded by the Communists so much that the CPI leader, Gurudas Dasgupta, showcased it as an indictment of the government by its own minister. More recently, in a seminar organized by CII, he lambasted CII for not representing the aspirations of the common man. Aiyar's comments on the Asian Games also caused much discomfort to the Government. The South Korean delegation used Mani's comments to weaken New Delhi’s claim to host the 2014 Games. But unperturbed by criticisms, Mani continues to cussedly hold on to his views on the Games and their value (actually the lack of it) for a poverty-stricken nation.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri Initiative

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Life without turm‘oil’?

IIPM MANAGEMENT INSTITUTE

While the world economies are growing at an astonishing rate, our energy resources are being devoured like no one’s business. To gauge the criticality of this issue, think of a future where there is simply not enough oil to serve our needs. Economic growth would stall, oil prices would go beyond the reach of the masses, dangerous energy games would be played by nations. Iraq was just a small trailer; there could be many more brutal wars fought, bringing massive death and destruction.

The world has been waking up to this reality for quite some time. A number of energy alternatives are being considered to quench our relentless thirst for oil. However, these alternatives have hardly been promising to satiate one’s expectations from them, as Rajendra Singh, Chairman, Tarun Bharat Sangh, comments, “An alternative means something which is not as effective as the original.” Undoubtedly, most of the ‘alternatives’ used to dissuade consumers from fossil fuels have failed more or less. Take the instance of India, which consumes a normal (compared to developed world standards) 900 GW of energy annually, out of which, a total of 67% comes from high polluting coal. Would the world fare any better in future? Would any of the potent ‘alternatives’ we have today, ever be able to replace the original, non-renewable ones?

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Source : IIPM Editorial, 2007

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

Genuinely not interested!

IIPM PUBLICATION

Telecom Regulatory Authority of India's (TRAI) proposed 'Do not call' directory, which will put an end to unwanted tele-marketing calls is fast becoming a reality. As per the new regulation, National Informatics Center (NIC) will maintain a list of all those who do not wished to be disturbed by such calls. And if the telemarketers don't stop calling those who are not interested, the consequences can range from first warnings to a fine of Rs.500- 1,000 per call to the discontinuation of service. However, the regulation still has to get a green signal from the Department of Telecommunications.

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Source : IIPM Editorial, 2007

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

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Students in British Universities removed Coke

IIPM MANAGEMENT INSTITUTE

When local bottlers of Coca-Cola in Columbia used illegal paramilitary groups to intimidate, threaten and kill its workers, people the world over decided to boycott Coke. Students in British Universities removed Coke from their campus, gathered signatures against the ‘killer Coke’, and closed down so many bottling plants. Adidas too had to face the heat when consumers came to know that the company killed kangaroos to use their skin for manufacturing Adidas sneakers. Back in India, Pizza Hut claimed in its ads, “Our dough is fresh and not made in a factory like others!” – which was a false claim, and the ads were subsequently withdrawn. Sunfeast biscuits showed in their advertisements how the boy becomes taller instantly after eating the biscuits – conveying the message that biscuits were responsible for a person’s growth. The Advertising Council (ASCI) found it misleading and asked the company to withdraw the ad.

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Source : IIPM Editorial, 2007

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

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Bajaj’s latest 200cc Pulsar flies. Don’t believe us? Check the ad!

IIPM PUBLICATION

Imagine going for a ride on the back of a model–sporting chiseled looks, a beefy body, classic control and giving you all the action that you’d only dreamt of till now? Hey! Hold your horses... we are only talking about the latest mean machine, Bajaj 200cc Pulsar DTS on the prowl. Doing justice to the blitzing pace of the bike is an ad that focuses on the ‘free-wheeling’ idea, where the road ahead is smooth sans obstacles, giving an adrenalin rush to every die-hard biker. Made with an intensity rarely seen in a bike commercial, this one’s one of a kind. “Well, everything becomes easier when one has a good product to play around with. The creative team rode the bike, understood the product quality and appreciated all the nuances,” opines, Abhijit Avasthi, Group Creative Director, O&M.

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Source : IIPM Editorial, 2007

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

Jesudasan and Reliance are taboo topics

IIPM MANAGEMENT INSTITUTE

At the bustling Essar headquarters in Mumbai as well as in other major Essar offices located in cities like Delhi, Jesudasan and Reliance are taboo topics. No one will officially talk about them, or the rivalry between the Ambanis and the Ruias. Yet, simmering beneath the surface are haunting memories of the early days of the 21st century. Haunting memories of the Essar Group tettering on the verge of bankruptcy and extinction; painful memories of gossip about how junior team members of Jesudasan were gloating to media professionals about the imminent demise of Essar as a corporate house and the Ruias as businessmen of some significance.

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Source : IIPM Editorial, 2007

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

Indigenously Indian

IIPM PUBLICATION

Be Indian, Buy Indian, Behave Indian – that’s the mantra most cross-continental QSRs are following on Indian soil. In 1996, Yum! Brands started Kentucky Fried Chicken (KFC) & Pizza Hut chains. But KFC soon had to shut shop for not paying heed to the Indian palate and Pizza Hut had to slash prices drastically to survive. It was here that McDonald’s scored full points with an ‘Indianised’ menu and the easy on the pocket pricing, though concerns of obesity & carcinogenic ingredients have cost it dear.

This glocal success mantra has also kept the kettle boiling for the Cafe Coffee Days & Baristas with a growth rate of 35% for coffee chains, despite the fact that a cup of their coffee costs more than a litre of petrol. Recently, when Italy- based Lavazza bought Barista by injecting $120 million, they chose to stick to the Indian off erings of the latter. Partho Dattagupta, CEO, Barista told B&E, “For success in restaurant business, you need to Indianise and have a wider product portfolio.” Agrees Samir Kuckreja, MD, Nirula’s Group, “The factor that has contributed tremendously to our success is that we offer the widest variety of food.”

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Source : IIPM Editorial, 2007

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

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Pantaloon brought smiles to millions... Question is: Will it continue smiling?

IIPM MANAGEMENT INSTITUTE

Basking in its initial success for four long years, it unleashed its next hypermarket chain – Big Bazaar, cashing in on ‘branded affordability’. His economical pricing strategy without a compromise in quality along with a wide product portfolio enabled Pantaloon to steal the show from mass retailers like Vishal Mega Mart. Explained Bina, “In retailing, the success lies in offering a wide range of products and as Big Bazaar was targeted for the masses, the prices were comparatively lower. To create brand awareness in about the store in the household and about our offering, we promoted it in a big way.” Hence the success of Big Bazaar and Pantaloon became Biyani’s mascot.

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Source : IIPM Editorial, 2007

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

Book Extract

IIPM PUBLICATION

Consider the improbability of it: that the multiple complaints of a people could somehow coalesce and find expression in an act – in any act – of violence. What does a car bomb say about poverty, or the execution of a rural mayor explain about disenfranchisement? Yet Rey had been a party to this for nine years. The war had become, if it wasn’t from the very beginning, an indecipherable text. The country had slipped, fallen into a nightmare, now horrifying, now comic, and in the city, there was only a sense of dismay at the inexplicability of it. Had it begun with a voided election? Or the murder of a popular senator? Who could remember now? They had all been student protesters, had felt the startling power of a mob, shouting as one chorus of voices – but that was years ago, and times had changed. No one still believed all that, did they?”

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Source : IIPM Editorial, 2007

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

Book Extract

IIPM PUBLICATION

Consider the improbability of it: that the multiple complaints of a people could somehow coalesce and find expression in an act – in any act – of violence. What does a car bomb say about poverty, or the execution of a rural mayor explain about disenfranchisement? Yet Rey had been a party to this for nine years. The war had become, if it wasn’t from the very beginning, an indecipherable text. The country had slipped, fallen into a nightmare, now horrifying, now comic, and in the city, there was only a sense of dismay at the inexplicability of it. Had it begun with a voided election? Or the murder of a popular senator? Who could remember now? They had all been student protesters, had felt the startling power of a mob, shouting as one chorus of voices – but that was years ago, and times had changed. No one still believed all that, did they?”

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Source : IIPM Editorial, 2007

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

Dizzying heights

IIPM MANAGEMENT INSTITUTE

Comments Marc Faber, noted investment guru and columnist for B&E, “The latest housing boom (1998-2006) was far larger and reached higher extremes of speculation than any previous post-Second World War boom...” And he also projects that the downturn that is going to follow will be as severe, if not more than previous peaks. The ripple is being felt across the Dow Jones and the S&P Index as well. Indeed, the recent $36 billion acquisition of Equity Office Properties (office property owner) by private equity firm Blackstone Group was a rare burst of good news. But the fact remains that the Fed will be compelled, sooner or later, to take some drastic softening fiscal measures in order to bring the sector back on track. While there are signs of cooling off in the EU as well, the blow hasn’t been so severe. Asian markets, on the other hand, are in a buoyant stage, despite some corrections from time to time, largely because of the growing Asian economies.

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Source : IIPM Editorial, 2007

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

1, 2, 3... the battle continues for PS!

MANAGEMENT GURU

So considering the superior nature of the product, tech pundits are upbeat about the future of the PS3, just as Paul O’ Donovan, Principal Analyst, Gartner, exclusively stated to B&E, “PS3 is expected to gain the dominant position in the market in the next 12-18 months, depending on the number of PS3 titles being available, Sony Computer Entertainment’s (SCE) ability to reduce the retail price of the console, and SCE’s ability to bring out new game packages to compete with the Xbox 360 & Wii...” Even in terms of sales record of their previous versions, SCE scores over Microsoft , as PS2 sold 111 million units between 2000-2006 as compared to Xbox 360’s 24 million units and Nintendo’s game Cube’s 21 million.

Surely with its delayed launch on March 23, 2007, in Europe, the PS3 has already broken all records by selling 165,000 consoles in UK in a matter of just two days. And with a product superior, SCE looks all set to give a ‘KO!’ to all competing gaming consoles.

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Source : IIPM Editorial, 2007

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

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Parryware Roca in for a luxury bath...

MANAGEMENT GURU

Parryware Roca a 50:50 Joint Venture between Murugappa Group and international sanitary ware major Roca has big plans lined up for the country. On cards is – expansion and acquisitions for which the company has outlined an investment of Rs.7.5 billion (€130 million) in next two years. Both, national and regional brands are being considered for acquisitions as the company aims to acquire a 10% market share of the Rs.1 billion organized market within two years. This JV which has just launched its first range of premium bathroom and sanitary ware (at Rs.1,50,000 onwards) is also planning a retail foray. 20-30 showrooms will be opened in the next two years as the company also kicks off its manufacturing facilities.

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Source : IIPM Editorial, 2007

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

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Time to keep his word?

MANAGEMENT GURU

Venus is a tale about an old man and a young uncouth girl, a tale about the last great romance of a Shakespearean actor living his last days, fearless and spirited as ever. As he woos the lady quoting sonnets and taking her shopping, Maurice, played by Peter O’Toole, moves us to tears at times, and at others his witticisms provoke peals of laughter. O’Toole is 74 years old and this is his 8th nomination for Best Actor in a Lead Role, and from the moment Maurice’s eyes pierce through your heart, you know this is the role that will finally clinch the Oscars for him... Presented with an Academy Honorary Award in 2003, O’Toole famously attempted at refusing the honour by sending a letter saying that he was “still in the game” and would rather wait and “win the lovely bugger outright!” And with Venus, O’Toole for us has already made the golden statuette rightfully his!

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Source : IIPM Editorial, 2007

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

The President & the Pinochet!

MANAGEMENT GURU

Advani uses Rajnath to reassert that he is live and kicking
What’s so novel about BJP’s new team? Isn’t it old wine in a new bottle after all? The latest reshuffling of the BJP ranks is in fact a manifestation of the ensuing internal turf wars in a party once famous for being disciplined and cadre based.

The latest reshuffle needs to be viewed from the perspective of shifting equations between the BJP and its mentor RSS. One instance that reflects the increasing tensions between the two is the replacement of the organisational secretary Sanjay Joshi (considered to be a bridge between the RSS & BJP) by Ramlal, a low profile party functionary. More importantly, the Gujarat Chief Minister Narendra Modi has been eased out from the parliamentary board of the party. Media savvy, Arun Jaitley, has been asked to handle operations as secretary of the party’s parliamentary committee rather than hopping from one television studio to another. The new spokesperson is Rajiv Pratap Rudy. And Ananth Kumar has been appointed as the secretary of the election committee.

Ironically, Rajnath Singh, who's been complaining that Manmohan Singh is being remote controlled by Sonia Gandhi, is perhaps still oblivious of his own predicament. The very fact that all the important positions have been filled up by loyalists of the former party president Lal Krishna Advani, amply proves that the current BJP president is no better than a Pinochet.

The party spokesperson Praksah Javadekar, while talking to B&E, denied sidelining of Murli Manohar Joshi as mere speculation and Modi's removal from parliamentary committee "far from being a demotion.” But it is not hard to discern that the reshuffle is an attempt by Advani (firing from Rajnath Singh’s shoulder) to send a message to the Sangh leadership that he is still a force to reckon with as far as the BJP is concerned.

Edit bureau: Rajan Prakash

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Source : IIPM Editorial, 2007

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

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Unstable tripod?

IIPM MANAGEMENT INSTITUTE

If Mukesh Ambani belonged to a different pedigree, Business & Economy would have unhesitatingly endorsed the remarks made by Gandhi. Yet, like his legendary father Dhirubhai Ambani, even Mukesh Ambani seems to have a fetish for delivering performance that makes a mockery of analyst forecasts and prognostications. The results for the recent quarter ending December 2006 do the talking, with revenues at Rs.198.99 billion (growth of 40% yoy) & profits at Rs.31.56 billion (growth of 51%). For the nine months ending December 2006, Reliance saw a turnover of Rs.834.87 billion and net profit of Rs.80.55 billion. RIL also recorded exports worth Rs.486.96 billion in the same period. At least Dalal Street seems to agree that RIL is in a diff erent league altogether. In the last one year, while the Sensex appreciated by about 40%, the RIL scrip pole vaulted by over 100%. In fact, if you consider other company shares (like Reliance Infocomm) that stakeholders inherited after the January 2006 stock split, the shareholder wealth has gone up by three times in one year.

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Source : IIPM Editorial, 2007

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

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When achievements become obligations... rather goals...

IIPM PUBLICATION

Towards the end, all are agreed that come what may, the organizational goals need to be achieved. It becomes an imperative then, that the HR should coordinate with the other functions within the company to ensure alignment of its activities with broader goals of the company. An HRIS through its facility of integration of various databases takes care of this hassle and ensure timely reporting takes place.

Taking the larger picture, G. K. Agarwal point out, “Each individual’s KRAs have to be aligned with company’s objectives,” and an efficient way of ensuring this can be done through a robust control measurement system.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Ajay refuses to be bogged down

IIPM MANAGEMENT INSTITUTE

Then what drives the nouveau bent? Ajay provides his view, “In India, with the booming economy, going out and eating has a huge market. Especially given the fact that our core target group, which goes out the maximum number of times to eat, is between the age group of 25-35.”

But with competition growing faster than one can say Jack Robinson (Last year, Papa John’s forayed into India; and now, Starbucks, Burger King and several of their ilk have also lined up), is the food business going to be nobody’s business? Ajay refuses to be bogged down: “The market is growing and there is room for everyone. The economy...has enabled us to have a positive return on investment within two years of opening any store. If we are focused on our aim, nobody (read competition) can be a hurdle.”

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Dil se, shaan se

Brand : Titan
Agency : O&M
Baseline : Dil se, shaan se
Description: At a wedding, everyone is wearing Titan ‘Wedding Collection’ watches. The guy decorating the mandap with flowers is wearing one, the guests dancing in the wedding are wearing Titan, even the groom is shown wearing it during the garland ceremony; the bride’s father is shown wearing it while he is hugging his daughter; the bride herself is wearing a Titan watch too, as she waves at everyone.

4ps Take: Titan has surely acted as the ‘Wedding Planner’ this time! After Aamir’s charm, Titan has planned this grand ad for the wedding season, to target the increasingly high-purchase segment. Season after season, Titan is coming out with exclusive products to target different sets of consumers. The single-minded focus is to promote their fresh collection and the clinching benefit to the brand is the trust generated amongst the consumers over the years. So customers have so many options which clearly signify brand’s personality, shaan se!

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative