IIPM: August 2007

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

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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!

For Complete IIPM Article, Click on IIPM Article

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.

For Complete IIPM Article, Click on IIPM Article

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.

For Complete IIPM Article, Click on IIPM Article

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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