IIPM: 2007

Friday, December 28, 2007

“There is a fair amount of investments in Human Resources, especially in training...”

With a talent crunch being faced by the industry as a whole, GCPL has constituted a process called Talent

Management. “In this, we try to identify the employees who are at the top of the performance ladder. The criteria for this are both performance and potential – Adi Godrej is involved with this and once a year we present the talent list,” says Sumit. Communication across channels has been made more effective over the years and despite the best of efforts, attrition issues exist in every organisation under the sun. Sumit reverts, “The way economy is changing, there would be an increasing number of employees willing to move on, and organisations, despite their efforts, would fail to satisfy all.” So the question remains – ‘How has GCPL addressed this menace called attrition, of late?’

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, December 13, 2007

Russian Mig 35 in the fray

Now that we have the major producers of fighter aircraft - Lockheed Martin & Boeing of the US; Euro fighter of the European consortium; Sweden’s SAAB Grippen fighter, Rafael by Dassault Aviation and the Russian Mig 35 in the fray, India has a wide array of fighter planes to choose from

for its future war machines. Lockheed Martin is in the process of manufacturing the ‘next-generation’ F-16 NG to meet the requirements of India. The Israeli Soufa Avionics Package and Weapons Systems package are one of the top contenders for the 126 MRCA of the IAF.

Air power, one of the quintessential requirements of any defence force cannot be neglected. One only hopes that during the tenure of the Defence Minister AK Anthony, the process will be smooth and free of corruption. The IAF needs to concentrate on flying and maintaining the machines, rather than answering parliamentary queries related to illegal transactions by middlemen.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Wednesday, December 05, 2007

Barmy army?

The army’s fallen behind China

Considered to be among the best in the world in terms of skills and professionalism, the second largest army of the world has for long kept itself apolitical and has won many a war for the country. But over the last few years, it has been losing some of its sheen due to a severe shortage of commissioned officers, increasing pressure to deal with insurgency, suicides among its personnel and inordinate delay in getting the right kind of hardware owing to political indecisiveness. While it finds its artillery capability severely hamstrung owing to cannibalization of its old Bofors 155mm guns, for fear of political backlash, the new contracts for the 155mm Howitzers are not being awarded to the Swedish company, even though now it is a subsidiary of BAE Systems. Though Indian Army’s budget has been considerable increased in recent past, the fact is that China has gone far ahead of India in terms of troop modernisation, without a matching response from India. Yet, in the worst of times and amidst hostile neighbours, the army still remains our best bet... with feet on the ground!

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Thursday, November 29, 2007

Bain strikes the right notes!

Bain Capital Partners, a Boston based private equity firm, finally got consent to acquire The Guitar Center, the biggest retailer of musical instruments in

the U.S. The deal has been sealed at $1.9 billion and assumes the debt of $200 million which will drive the transaction to $2.1 billion. Bain Capital has also promised a premium of 26% at $63 per share to the shareholders of the retail firm. Guitar Center believes that Bain Capital has a successful track record and investment experience and the deal would be of interest both, to the company and the stockholders. Guitar Center has hired Goldman Sachs & Co. to proceed with the auction. The deal is expected to close by fourth quarter.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Wednesday, November 21, 2007

Bon ‘Voyage’!

If it were not for a little stand-off between two Alice Springs Lion’s members, Australians would have forever been deprived of what has come to be known as the

Voyages Camel Cup. Held each July at the Blaterskite Park, it still retains the zing of the very first Camel Cup, organized by the Alice Springs Lion Club. Contrary to popular belief, camels can run at astounding speeds and that’s exactly what people come from far and wide to see. And it’s all in good faith when some of these cud-chewing, droopy-eyed mammals just stand at the start line and refuse to budge.

To start with, Australia was never a natural home to camels. From 1840 onwards, they were imported for nearly half a decade from Canary Islands. Now, Australia has more than 750,000 of them, not only making it home to the largest camel population anywhere in the world but also the only camel exporting country.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, November 13, 2007

“Consolidation will benefi t those who want to cover all points of travel: domestic full fare, low cost & international”

Be that as it may, it cannot be denied that GoAir continues to bleed with heavy losses, as is true for every aircraft carrier in the country. The reason, according to Jeh, is the triumvirate of three –

infrastructure, policies & taxes, all of which need to be bettered for the next big leap forward in Indian aviation. “Taxes are the first concern. If the barrel is costing about $73, then we pay 27% more than that as sales tax. I mean it is ridiculous & not heard of anywhere else in the world. Why don’t we incorporate corporate income tax? If this gets done, then I would get profitable overnight.” He laments how 60% of the airline income goes to the government & petroleum company, which the company can’t control. And the figure for that internationally is 27%. That’s one major reason for the failure to make profits yet, according to Jeh. In fact, raising a question on the aggressive expansion plans of his many competitors, Jeh is of the view that the more planes you have; the more losses one makes. In fact, he says that given the prevailing conditions in the aviation sector, GoAir has revised its earlier estimates of fleet expansion, & restricted them to 35 planes by 2011 (instead of 50 aircraft s).

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, November 01, 2007

“Blood Diamond”

One cannot deny that Dharavi (located in the heart of the city) is an eye sore (it is a bustling industrial area, generating up to $39 million each year from more than 4,500 industries manufacturing everything from glass bangles to bread to leather goods). We need to create hygienic surroundings and

offer a better life to our citizens. The problem arises when the vested interests overpower the honesty of purpose to ameliorate the lives of the people. If slum improvement is only a pretext to loot, who will support such measures? All efforts must be made to prevent the builder lobby from minting gold out of the garbage dump and leaving the slum dwellers high & dry. At present, if the government genuinely wants to do a commendable job, it must frame a transparent policy to transfer the land to genuine bidders and more importantly, draw up a rehabilitation plan, which takes due cognisance of people’s needs, for whom the slums are a source of shelter as well as livelihood. The efforts by the government and the builders to create a Nandigram or a “Blood Diamond”-like situation in Mumbai, need to be opposed tooth and nail.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, October 30, 2007

Smartphones are here to stay

The promising future is what manufacturers are jubilant about. Apart from being an answer to the prayers of an increasing number of globe trotting managers, device manufacturers are looking to capture the vast middle-level market through price reduction. Moreover, upcoming iPhone seems to be creating hushed

expectations to trigger a mass reform in the smart phone market.

The booming market seems to be good news for players like RIM, Nokia, iMate, High Tech Computer (HTC) that battle each other head on for a lead position. Meanwhile another battle that rages is that of the Operating Systems with major players being Linux & Windows.

Manufacturers are also very optimistic about Indian markets. This optimism has been caught on by Bharti Airtel which after a tie-up with Blackberry has now bagged an alliance with smart phone manufacturer High Tech Computer. IDC claims that the Indian scene sees Nokia leading the way in the battle with Blackberry following close behind with a market market share of 11.4%. Whether the leaders would maintain their position remains to be seen as the players like iMate & HTC aren’t about to sit back and accept defeat. The battle has just begun!

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Monday, October 22, 2007

“It’s like going to a specialized shop or going to a large mall”

Currently, the main competitors for SREI

are behemoths like ICICI, GE & Citibank. Argues Kanoria, “But the entire business model that we have (the integrated model), there is no other competitor, which is offering this entire thing in a similar fashion that we are.” While ICICI Bank, GE Capital or Citibank can provide only financing of equipments; for other services like leasing or rental, deposit of equipments, they have to come to SREI. SREI even helps them to sell equipments in the domestic, as well as the international market, via auctions. Kanoria sums it up, “It’s like going to a specialized shop or going to a large mall.”

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Monday, October 15, 2007

Ro ‘MANIA’

These days,

the unconventional wisdom profess that Romania will emerge as the world’s manufacturing hotspot, competing with the likes of Chindia, Brazil and other poster economies .

Thanks to urge of joining the EU, the government has implemented & adopted economic reform that has led to multivariate growth of economy. New modernized production facilities, huge investment activities, large public projects & sound inflow of FDI are demolishing almost all hurdles from the growth racetracks.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Thursday, October 11, 2007

‘In’tel’s India plans are out!

Killing off rumours about a new venture, Intel recently

announced that it has absolutely no plans to set up an assembly facility in the country. An Intel spokesperson has however said that this decision is not only for India but relevant in a global context. It was speculated that Intel would set up a fabrication unit or an assembly test facility in India in lieu of the government’s announcing the semi conductor policy early this year. Figures state that India needn’t be disappointed as Intel would in any case would have pumped in more than $1 billion in India by the end of 2007 (largest R&D site outside the US).

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Friday, October 05, 2007

The death of river Noyyal

to 800 feet below. One bitter example is that even the colour of the water that one gets from tender coconuts in these areas have changed. Outraged by the increasing impact of the pollution, the villagers surrounding Tirupur decided not to allow the units to take waterfrom their wells. The industrial units have to buy water from outside faraway places at a higher price. Some have gone to the extent of buying farmlands with wells to draw water and there sure are protests against it.

The fight against the pollution is going on. The court has ordered closure of textile and dyeing units until they set up treatment plant with reverse osmosis process. Now those units are setting up treatment units. As per government’s order, they have to complete it before July 2007. M.Balamurugan, Founder of an NGO named Kurinji Foundation states to B&E, “The dyeing units will construct the treatment plants and there’s no doubt about it. But will they run them considering that the running costs are so high? They will keep them as a show piece. What is required is continuous monitoring. We documented these cases in our short film Noyyal- Tho laintha thadangkal’ (Noyyal- the lost way). In the downstream region of Noyyal, many have skin diseases & other miseries.”

He adds another point, “Instead of accusing the dyeing units, in reality we have to point our fingers at the exporters. They don’t raise their payment to the dyeing units according to the rise in the cost of dyeing as treatment plants are involved. They feel their margin will decrease.’’ Well, profits are good; but at what costs?! Sure, dying never got more sinful!

For Complete IIPM Article, Click on IIPM Article
Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

he death of river Noyyal

Meanwhile, the effluents haven’t spared Tirupur city either. Since the ground and surfacewater are polluted, drinking water has become undrinkable. And it’s not only pollution, the groundwater level has plummeted to 800 feet below. One bitter example is that even the colour of the water that one gets from tender coconuts in these areas have changed. Outraged by the increasing impact of the pollution, the villagers surrounding Tirupur decided not to allow the units to take waterfrom their wells. The industrial units have to buy water from outside faraway places at a higher price. Some have gone to the extent of buying farmlands with wells to draw water and there sure are protests against it.

The fight against the pollution is going on. The court has ordered closure of textile and dyeing units until they set up treatment plant with reverse osmosis process. Now those units are setting up treatment units. As per government’s order, they have to complete it before July 2007. M.Balamurugan, Founder of an NGO named Kurinji Foundation states to B&E, “The dyeing units will construct the treatment plants and there’s no doubt about it. But will they run them considering that the running costs are so high? They will keep them as a show piece. What is required is continuous monitoring. We documented these cases in our short film Noyyal- Tho laintha thadangkal’ (Noyyal- the lost way). In the downstream region of Noyyal, many have skin diseases & other miseries.”

He adds another point, “Instead of accusing the dyeing units, in reality we have to point our fingers at the exporters. They don’t raise their payment to the dyeing units according to the rise in the cost of dyeing as treatment plants are involved. They feel their margin will decrease.’’ Well, profits are good; but at what costs?! Sure, dying never got more sinful!

Tuesday, September 11, 2007

Currently, there are two ways to manage waste in India – one is landfills and the other is incineration

The core issues remain – absence of segregation of waste at source; lack of technical

expertise and arrangement; no proper collection, segregation, transportation, and treatment/ disposal systems employed by ULBs.

The pathetic state of garbage disposal results from the fact that the policy-makers residing in the comparative clean Lutyens’ Delhi, have blissfully closed their eyes to the filth strewn across other parts of the country. There is no dearth of laws to keep the cities clean, but no one has the will to implement them. We simply depend upon the winds to fl y away the garbage from our vicinity into our neighbour’s backyard. That way, we’ll continue to live a degraded standard of life.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Wednesday, September 05, 2007

... on the green front! Defamed by Greenpeace, Apple makes amends

“Apple knows

more about “clean” design than anybody, right? So why do Macs, iPods, iBooks and the rest of their product range contains hazardous substances?” reads the latest Greenpeace campaign. However, Steve Jobs still thinks that Apple is a green company and he also manifests that it is greener than its competitors like HP and Dell. “It is generally not Apple’s policy to trumpet our plans for the future. Unfortunately, this policy has left our customers and the industry in the dark about Apple’s desires and plans to become greener”.

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Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, August 30, 2007

Oil companies should behave both as ‘corporations’ and as ‘citizens’; both for their ‘shareholders’ and ‘the planet’!

Try asking the $233.3 billion giant BP this & it would

perhaps flash its sparkling new logo & utter, “We’ve re-christened ourself to BP! – Beyond Petroleum!” It has earmarked a walloping $8 billion as investments (through 2015) to its alternative energy division. The $175.1 billion oil-engine Chevron, too, pledged $5 billion in renewable technologies (during 2002-2009). Then there’re giants Shell & ConocoPhillips, which have already invested a mammoth $1.68 billion on bio-fuels till date.

So, while these global giants are donning the ‘Go Green’ hat, the champion – Exxon Mobil which re-wrote history by scripting a heart-stopping $39.5 billion in profits in 2006, begs to differ! Its argument as Rex Tillerson, CEO, Exxon Mobil puts it, is “to go in and invest like everybody else... Why would a shareholder want to own Exxon Mobil? We’re only going to invest shareholder money where they can get the returns they expect with Exxon!” Even forecasts by US Fed’s Climate Change Program (which concludes that fossil fuels will supply a strapping 80% of total energy needs by 2100) & EIA’s Energy 2007’s outlook (stating that natural fuels will provide 80% of energy even in 2030) support Rex’s strategy to not jump illogically into renewables.

B&E,4ps & IIPM Publication

For Complete IIPM Article, Click on IIPM Article
Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

Saturday, August 18, 2007

What? Er...

If you were astounded that India outrightly refused the

World Bank’s $900 million annual water sector lending, pray read on, for the reason was not the 16% annual interest they were charging. The fact is, India really is not short of money for the water sector. Hadn’t dear Finance Minister P. Chidambaram allocated Rs.1,800 crore to NABARD for building 700 million new wells? And if this seemed less, then there is the Rs.12,400 crore grant for water related issues... and a separate Rs.100 crore for water harvesting programmes. As we said, it’s not about the money, but about the strategy!

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, August 14, 2007

Cadbury is not short of suitors!

From the time

it has announced its intentions of splitting its sweets and drinks business, it is believed that Cadbury has received around 12 proposals for the drink business. Sources claim that two private equity consortium have already been formed for bidding purposes. The bid is being valued at $16 million. Dr. Pepper and Snapple are two of its brands in the beverages business. A consortium comprising of Blackstone Group, Kohlberg Kravis Roberts and Lion Capital is supposed to be one of the parties in fray for cadbury’s business. Noticeably, Cadbury’s continental European beverages business was bought by Lion and Blackstone in February last year for $2.50 billion.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Thursday, August 09, 2007

The ‘unseen’ brand value benefit is in fact a key driver of shareholder value

In this age of

globalisation, it comes as small surprise then, that the ‘unseen’ brand value benefit is in fact a key driver of shareholder value, amounting to nearly onethird of the valuation of the world’s Fortune 500 companies (according to prominent research consulting firm Millward Brown). Without a shade of a doubt, every brand needs to depict a compelling story for it to be successful. Then again, brands are the stories that unite us all in a common purpose within an enterprise and connect us with the people we

serve on the outside. These brand stories give meaning to who we are and what we do. They’re a special kind of story – they’re strategic; over time they build on themselves chapter by chapter; they grow as they respond to changing customers and changing markets. Brand stories are, in fact, also what drive in reality an enterprise’s vital interface with its customers and stakeholders. The more consistent and convincing the brand story, the more it will propel the success of an organisation.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Wednesday, August 08, 2007

Results were a hit, but what is the future looking like? 4Ps B&M analyses...

The big three of Telecom

– Bharti- Airtel, Reliance Communications and Idea Cellular rang in stupendous results. Top-line of Bharti-Airtel grew by 58% and profits almost doubled; ditto with Reliance Communications (annual profit touched Rs.24.09 billion in a short span of time). Says Harit Shah, Telecom Analyst, Angel Broking, “Financial performance of telecom majors was mainly driven by strong subscriber additions. Strong subscriber additions and usage drove the top-line growth.”

Cement

companies also deserve a special mention as they refused to cower down before government armtwisting, and yet surprisingly came out with a good set of numbers. In fact, the lowering of prices actually worked in favour of companies, as demand at lower price levels was quite enough (considering the explosive construction activity undergoing) to offset the price decrease. Moving on further, profitability of banks too peaked, as the appetite of mid-size companies, retail lending and Indian consumerism was at new peak last financial year. A robust 28% growth in credit off take for FY07 took banks to new heights. Interestingly, public sector banks outperformed the private sector banks for the first time after a gap of five quarters. The 30 public and private sector banks, which declared their results for the quarter ended March 2007 have posted 37% growth in net profit.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Tuesday, August 07, 2007

FOUR SEASONS RESORT, GREAT EXUMA, BAHAMAS

Whether it’s business or

vacationing, all due diligence has been applied to construct this technologically well-equipped home, away from home. Since its foundation in 1960, Four Seasons has lived up to its reputation of being a place which eases all faculties and teases all the senses to indulge even more.
THE VIEW: Elegance is symbolic and visible all around. The welcoming greens and fresh breezy environs

can make one feel fresh with just a single whiff of it. One for every one, guest rooms vary from Ocean View Room to Garden View Room to suit all tastes.
ARCHI-TYPE: Encompassed by fresh water all around, luxurious, two-storied beachfront villas enable guests to enjoy complete privacy and great views. Spacious

and airy rooms, bathrooms and gyms add to an overall congenial ambiance.
BON APPÉTIT: Food becomes more appetizing with the wondrous backdrop of Emerald Bay. Specialities include freshly caught local seafood, Italian dishes – both vegetarian and non-veg – and various kinds of fine wine (from an impressive looking wine cell) to drown and digest it all.
AROUND THE CORNER: Stocking Island for sailing and snorkeling, walking tour of George Town and its local market, and located on the resort’s grounds, the casino at Emerald Bay, all the places where the adventurers’ hearts would sway.
FROM UNDER THE CARPET: For ears and eyes taken fancy to laser lights and music of the loud kind, this place won’t really inspire much delight!

IN ESSENCE: Miles of serenity with refreshing sounds awash... The ocean is soothing to all senses and provides vast flora & fauna to explore. Overall, it’s good for all four seasons!

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Tuesday, July 31, 2007

Against the tide

When Indian pharmas suddenly appeared to have lost interest in foreign assets,

Wockhardt has surfaced from the shadows. And with great pride, it announced a Rs.10.87 billion buy of French Pharma R&D major Negma Laboratories on May 3, 2007 – the fourth largest pharma group in France with sales of $150 million. This is the third-largest buy by an Indian pharma major.

This deal promises Wockhardt a firm footing on the high-growth French generic drug market growing at a tremendous 24%. But did Wockhardt just pulloff a blinder? Agreed that the deal promises a lot in growth to Wockhardt’s European business (which soared by a terrific 93% during 2006) and that it has pocketed an R&D expert, but can we also explain Wockhardt’s tumbling share price (which plummetted by a shocking 10.4% since May 3 to Rs.399 on May 14)? Did the bourses get some wrong signals? Sure enough, for this deal adds little to Wockhardt’s rich product basket (with 130 drugs), as elaborated by Nimish Desai, Pharma Analyst, Motilal Oswal, “Negma is a two-drug company and Wockhardt has clearly very little to gain from the deal. It will pose immense challenges during further expansion” – little to gain in lieu of a huge sum! Also the size of the French market is only valued at $2 billion – not big enough to ensure high-growth in the long term.

Finally, while the trend is of pharma firms outsourcing R&D activities, and with R&D expense filthily growing by 235.3% to touch $40 billion in 2006 (while drugs approved fell by 62.3%), surely R&D itself is not a panacea for the problems being faced by pharma firms of late. Surely ‘Wockhard’t will have to work much harder for that!

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Wednesday, July 11, 2007

Makeover bug bites this ‘Axis’!

At a time when the stalwarts of banking industry are failing to impress investors and bulls of

Dalal Street alike, it’s actually the minnows which are stealing the show. UTI Bank is one such bank and one just needs to glance at the financials to understand why analysts have recommended a ‘buy’ or ‘accumulate’ rating on UTI stock. India’s third largest private lender – UTI Bank registered net profits of Rs.6.59 billion for the year 2007, a massive 35.8% jump over last year. Today, with an impressive portfolio, UTI Bank offers its customers all the financial services ranging from corporate credit to retail banking to capital market services. One of the better networked banks in India, UTI Bank is giving a tough fight to the likes of ICICI Bank and SBI in terms of reach and expansion in metros.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Thursday, June 21, 2007

“Shoppers! Stop. Make a smart choice! Sarees Rs...”,

In 1985, when Pepsi played up on Coca-Cola’s not-so-hot change its taste, its overall campaign clearly named Coke; but in India, Coke was subtly replaced by the generic Cola. Till a few years ago, one could not use the rival’s name in their communication. “There is surely a flood of one-upmanship acts in India as the audience is more matured than it was 10-15 years ago. Moreover, now you can name competition, which leaves a lot of scope for being cheeky and clever,” says Ramanujam Sridhar, CEO, Brand-comm.

So, who wouldn’t like to throw caution to winds and have some fun. After all, such promotions leave competition squirming in discomfort, win loads of publicity while keeping costs low. Reason enough for brands to boycott the traditional and jibe in open with a devil-may-care attitude!

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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