IIPM: ARINDAM CHAUDHURI

Showing posts with label ARINDAM CHAUDHURI. Show all posts

Monday, January 14, 2013

Building the nation with teachers

Q. What are the factors that draw one towards teaching?

A. The factors keep changing at different levels of education. Unfortunately, school-level teaching is stereotyped as a woman’s job because handling young children is not considered to be a part of the male’s domain. Therefore, it is comparitively

easier for women to get into the education sector.

The Sixth Central Pay Commission has made much difference in the higher education sector. Today, at an entry level, an assistant professor usually gets a salary, which is much better than what was in old days, absence of which acted as a filter then. People who believed in materialism did not join this sector.

Q. What does this role entail?

A. For many, teaching is not a preferred profession. However, to be in this sector one has to possess a firm belief in academics. It is not just about being in the world of books, but it entails thinking, sharing, the desire to teach and valuing feedback from learners. Poeple interested in research work often join the industry. Along with patience that research requires, there should be inspiration and desire to work.

If one aspires to be a school teacher, one needs to empathise with children and should be willing to work with them. People who are not very comfortable with children would not want to enter the profession. Training teachers programme can teach the maxium but senstivity towards with students’ need has to come from within. Click here to read more...

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Thursday, October 11, 2012

She Writes Story Contest winner: Prarthana Rao

Prarthana Rao is one of twelve winners of the MSN-Random House She Writes a Story Contest', as chosen by our judges. Her story 'Spaces' features in the 'She Writes: A collection of Short Stories' published by Random House India and available at all leading bookstores.

Prarthana Rao was born and raised in Chennai. After her schooling at Bhavan's Rajaji Vidyashram, she completed

B.Sc. Visual Communication from Loyola College, followed by a Masters in International Studies from Stella Maris College, securing gold medals in both courses. She has worked as a freelance content and copywriter and has dabbled in acting and scriptwriting as well. She has been writing short stories, poetry, non-fiction, and just about anything since the age of six. Prarthana enjoys music, movies and yes, books.

read an extract from prarthana rao's story 'spaces'

She raced down the keerai patch, ducking under the low-hanging mango tree branch with the heavy green mangoes, the smell of summer briefly intoxicating her. Lifting up her paavaadai around her ankles, Kausalya swerved around the hibiscus bushes and padded through the freshly-watered earth, finally halting at the front steps of the veranda. She stared aghast at the pairs of slippers lined outside-one, two, three pairs-and a pair of men's formal shoes, the kind she had never seen before. Her heart sank. She knew what this meant. Kausalya turned to the east and looked at the horizon, in the direction of the comforting sound of the restless, relentless surge of the sea, the sound that had cradled her since she had been born.

Trishna slammed the front door loudly, but to no avail. Her parents were still at work-her mother had instructed her to heat up the afternoon's left over bhindi, dal, and rotis in the microwave. Yuck. Too much of watching Junior Masterchef made her wish she had a couple of young slaves to whip up a risotto or a Thai red curry for her. She rolled her eyes at the framed photographs of her family that adorned their Dulux blue-and-white patterned living-room wall. She could almost hear her mother saying that she would have to learn to cook all these things and more since she was going to go abroad to study soon enough. She gazed at the pictures-moments frozen in time of her older brother and her making silly faces in the midst of some adventure or the other. Then there was another picture of her father and mother gazing at each other in love during their early marriage days.

She knew all these stories by heart, much as she pretended she was bored of them. Who was she without them?

The wedding was a grand affair-an elaborate and ornate ceremony at the Kapaleeshwar temple and a stately reception at the Dharmaprakash Kalyana Mandapam opposite Dasaprakash hotel. Kausalya would repeat that one single detail to herself in the years to follow, about it being grand. Whether it was repeatedly drilled into her by her grandparents or whether it was a description she had formulated herself, she could never recall exactly. Sometimes a statement repeated and repeated becomes a memory. All she could remember were fleeting moments of sensations-the rustling of heavy pattu saris; the orange-gold fire that bore witness to her marriage; the weight of the gold around her neck; the first taste of sambhar-saadam after hours of standing hungry and greeting guests; the soapy smell of her husband's neck that both soothed and terrified her when he put his arms around her for the first time. But the only sound she longed to hear was the sound of sea waves. The only fragrance she longed to sniff was the smell of the freshly-watered earth. The only taste she wanted to savour was the sour, tongue-tingling tang of nellikaais picked straight from the tree.

in her own words: prarthana rao

Have you always been a writer? What made you start writing?

Writing has almost been like breathing to me. I don't recall a time when I wasn't poised with a pen in hand and with a feverish excitement on seeing a blank sheet of paper. My earliest 'works' were Enid Blyton/Goosebumps/Sweet Valley Kids-inspired tales of fairies and talking animals and witches and little children who made mistakes but soon learnt the error of their ways. My first 'book' was 'published' when I was six by my father who wrapped my sketch pen-scrawled story and illustration-filled notebook with brightly coloured gift wrapping paper. My parents were always both extremely creative so I was always encouraged, even if it meant I ended up staying up late at night, scribbling and scribbling spoofs and scripts and songs.

What inspired you to enter She Writes?

I caught sight of the contest announcement and was intrigued by the creative possibilities offered by the topics. With the topics offered and the given quotes to be used in the story, it seemed like an exciting challenge. I had been working on my novel for some time and needed a break to get a fresh perspective. Writing for the contest came naturally-it wasn't a conscious decision. It felt like a wonderful outlet for the myriad thoughts I had been having. I was simply happy to write something for an audience because I hadn't shared any of my fiction work with anyone in a very long time. The possibility of winning the contest hadn't even occurred to me. I was just glad that I had tried. In fact, it was my mother who really motivated me at the last minute. So it's all thanks to her that I am here answering these questions.

Why did you choose the category you did?

I was tempted to write something for each topic but 'Growing up in India' was a concept I really wanted to talk about and share with the world as well as explore within myself. Having been born and raised in Madras/Chennai, I felt inclined to narrate the palette of emotions and ideas that come from having been so accustomed to one place, especially one distinctive, strongly-flavoured Indian city. To write about it felt like the ideal opportunity to step outside my Chennai-coloured soul and look at what it really means to belong to a place. Also I was going through an extremely tough phase of my life as I had just lost my father whom I was very close to. So it was almost cathartic to analyse what 'home' really means-whether it signified a person, a house, a city, a country or just an intangible stirring in the heart for something you never really understand.

Do you have a writing routine - e.g. do you have favourite places to write/favourite times of day/do you write longhand or on a computer?

I was nocturnal for the longest possible time and so I can wax eloquent on the subject of nighttime writing routines-the peace and quiet, your thoughts sharing space with the screeches of bats and owls. I also used to think I had writer's block when it came to fiction. Having been recently converted to the beauty of a disciplined diurnal routine, I must say that writing can flow from hand to pen to paper (or keyboard to screen) at any time. I do love the electric surge when hand holds pen and pen makes marks on paper. Writing longhand is an intensely intimate experience that I always prefer. But I thank God for Word and all its amazing facilities. I do enjoy how one's thoughts become so legitimate and structured when typed. I sometimes write longhand first and then transcribe onto the computer. Tedious but extremely satisfying. When the story takes hold of you, and your characters want to talk (or cry or scream), there is little that can hold them back. Unless of course, you are stuck in the middle of a traffic jam. Not advisable to write then.

Who is your favourite author?

My choices in literature are so eclectic and varied to a point where I am utterly open to any form of writing (including snack wrappers and mosquito net provider's flyers). I thoroughly soak up the works of Jhumpa Lahiri, Truman Capote, Anuja Chauhan, Elizabeth Gilbert, Chetan Bhagat, Elif Shafak, Khaled Hosseini, Margaret Mitchell's 'Gone with the Wind', Barack Obama's 'Dreams from my Father', young adult fiction by Ann Brashares and Meg Cabot, philosophy by Paulo Coelho, poetry by Kahlil Gibran, and of course, J.K. Rowling.

Which book has inspired you the most?

As a writer and a reader, I am deeply entranced by the language of Jhumpa Lahiri, especially in her short stories. The characters of Ann Brashares' books, the humour and wit of Anuja Chauhan and Elizabeth Gilbert, 'Harry Potter', not just for J. K. Rowling's imaginative creations but also for her acute understanding of the human heart. 'Gone with the Wind' was another book, a classic that I put off reading for the longest time but when I began reading I could not put it down-so swept away was I by this utterly timeless, magnificently sketched epic historical tale which managed to express the trivialities and depth of the human soul as well. I thoroughly enjoy being inspired by autobiographies like Frank McCourt's books and historical fiction as well. I think what draws me to a book are strongly etched characters, a sense of time and place and a big, warm soul-filled story.

Which key piece of advice would you give to any other budding writer?

Be open to life. Observe. Learn. Ask questions. Read anything and everything. Keep writing. Write for yourself, as yourself. Writing shouldn't be a hobby; it should be an unstoppable need.

Wednesday, May 06, 2009

A right beginning to a bright future

IIPM - Admission Procedure

Though exchange-operated currency futures are still at a nascent stage in India, it can go a long way in helping us duel with global risks and uncertainties

Although a risk management system to hedge the currency risk has long existed in India in form of over-the-counter (OTC) market, the ever-increasing frequency and scale of risk exposure has necessitated a more transparent and efficient mechanism in the country. To overcome this problem government decided to allow futures trading in currency beginning August 2008. Currency derivatives trading picked up since then beating the expectations of many.

The country’s derivatives turnover for 2007 was about 29 times its national commerce estimated at $440 billion. Though this is a significantly large figure, it falls fairly short of the size of the global derivatives market that was 40 times the international commerce of over $63 trillion in the same year.

The large size of the Indian derivatives market is very much commensurate with the country’s ever-growing exposure to various global risks, high price volatility, and an increased number of asset classes such as equities, commodities, and currencies. In this context, it is pertinent to look at the scale of risk only the traders are exposed to in terms of the price and exchange rate volatility. India’s international commodity trade for 2007-08 stood at more than $272 billion. With an annualised volatility at 14% as found in the composite index of prices (COMDEX) and 6% volatility in Indian rupee during the same period, Indian traders were exposed to a massive risk of $55 billion/annum due to commodity price and exchange rate fluctuations. It is quite evident that the unhedged positions with regard to either type of risk would mean a big blow to the competitiveness of traders. The recent development involving the palm oil importers amply illustrates this. The importers were caught on the wrong side of the fence by a sudden crash in the international benchmark prices by the time the forward contracts they had entered into matured for delivery. No wonder, they ended up defaulting on their import obligations, thus hurting their credibility in the global market.

The incident emphasises the need for hedging both price and exchange rate risks efficiently in order to stay competitive. As for hedging against the price risk, an efficient risk management instrument in the form of commodity futures has been available since 2003, thanks to the burgeoning growth and spread of the country’s online national commodity exchanges. However, despite a huge daily turnover of $34 billion in the OTC market, until August 2008 when the futures trading in currency was started, there had not been a transparent and efficient hedging avenue for entities facing the risk of exchange rate fluctuations.

The exchange-traded currency futures overcome many of the flaws that plague the OTC market. First, the exchange-traded currency futures offer a single quote for a specific contract to all the participants at any given point of time, while in the OTC market contract prices vary depending on the relationship between the issuer and the client. Second, the cost of trading at these fully transparent exchanges is relatively low. The high liquidity build-up on these state-of-the-art electronic exchanges, through the leveraging of their robust technology and best risk management practices, results in lower cost of participation and more efficient price discovery. Additionally, the counter-party-risk, which is a major limitation of the OTC market, is fully taken care of by the exchange operated derivatives.

These are, however, still very early days for the exchange-operated currency futures in India and the market has a long way to go. As they evolve along the way at par with other derivative markets, and as participation and product portfolio grows with the likely permission for the participation of increased number of heterogeneous stakeholders to come on board on the exchange platform attracted by relevant products, the benefits to businesses and the economy would multiply. No doubt, strengthening derivative markets would also make us more confident in taking on one of the major challenges of an open economy i.e. spreading global risks, in a seamless manner.

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Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Thursday, November 06, 2008

IIPM Editorial

Even those who make such doomsday predictions and projections privately admit that their forecasts are grossly exaggerated. Take energy security. Sure nuclear energy will be a big plus, once it is fully operational around 2020 if the deal goes through now. If basic reforms in the sector are not implemented now, power cuts will anyway cripple India long before nuclear power arrives. And who says that the deal can never ever be revived if it fails this time? Nobody seems to be talking about that. Then again, it will be good for Bengal if the Nano project is kick started at Singur. But will its relocation forever destroy Bengal as an investment destination? If the state, like India, can provide the right environment, the right infrastructure and a lucrative market, investors – both domestic and international automatically flow. And one nuclear deal and one Nano project will not permanently change that equation.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Friday, October 03, 2008

Lighting up a new flame?

On several fronts, Venu Srinivasan of TVS has decided to take on Rajiv Bajaj of Bajaj Auto. It’s the former’s bid to emerge as the No. 2 player in the two-wheeler segment. By karan mehrishi

When M.K. Stalin, the son of DMK leader, M. Karunanidhi, and a few other paragons of politics visit a corporate event, it becomes

an emotional affair in Tamil Nadu. As we arrived at the Chennai Trade Centre, the venue of TVS Motor press conference, we realised that this wasn’t the usual glitzy event. This special event on March 9, 2008, had ‘unanticipated’ special invitees, which included hundreds of auto rickshaw drivers and their families. And it seemed more unexpected, when Stalin and Venu Srinivasan, CMD, TVS Motor Company, sat in an auto rickshaw and posed for the press photographers.

The event not only invited the auto rickshaw fraternity, referred to as ‘the chauffeurs of middle-class Indians’, but also doubled as an exaltation ceremony for honouring their bravery and selfless service towards society. There were special schemes and insurance programmes announced by TVS for these unsung heroes, a cause which has not been addressed yet......Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Monday, September 22, 2008

L. K. Advani’s dumbing down

BJP’s strongman opts for a face-lift to achieve his ultimate political dream of being India’s PM
The BJP’s parliamentary board, which ratified L.K.Advani’s

candidature as the Prime Minister in waiting, is in the throes of another ticklish query: while the party, allies and cadres accept Advani as their supreme leader, will the country, and more specifically Muslims, do the same when the time comes? Therefore, members of the parliamentary board have asked the state BJP chiefs to carry out an internal survey in various states for the consumption of their cadres and other party leaders. The question they have to address: what can be done to reform Advani’s hardline image and steps that need to be taken to improve and liberalise his image.

This operation is to be headed by BJP vice president, Mokhtar Abbas Naqvi. His brief: to find out why Advani, who has a hardline Hindutva image, has been unable to make an impact on the common mass of public in the same way as Sonia Gandhi or Atal Behari Vajpayee. The question rankling the BJP top brass is despite conducting five rath yatras between 1990 and 1997, Advani is not quite considered a man of the masses. At several meetings of the parliamentary board, office bearers have told state chiefs that Advani’s name and public programme, if any in the state, should be given wide publicity. His pronouncements and statements needed to be played up and his entire programmes need to be highlighted well.

But like most leaders who have aspired to lead India, Advani is very keen to undergo an image change, from being a leading Hindutva factionalist to a moderate leader with middle-of-the road views and wide acceptability. The man chosen to conduct this face change is Naqvi, a Shia, who BJP leaders say has acceptability amongst Muslims. According to one strategy being planned, the virulent anti-terrorist rhetoric, at least at Advani’s meetings is going to be tempered down. The meetings, to be uniformly christened as anti-terrorist rallies, will be held throughout the country.

ptullah was first considered for the assignment, but since Naqvi is an old favourite of the Sangh, he got the nod over her. According to the BJP assessment, the fight in the next Lok Sabha is going to be a tough one and in a tight contest, it is important not to acquire the hostility of the Muslims. Even if a small but significant portion of that vote bank moves towards the BJP, the NDA would become a strong contender for the title fight. For the record, the BJP denies anything anything out of the way. “Advani does not need any props. He can win an election on his own,” Naqvi told B&E.

Senior leader and Rajya Sabha member, Arun Jaitley, told B&E: “Advani is our leader and we are going to go to elections under his leadership.” In fact, according to Naqvi, if all goes according to plan, then Advani would have toured all of the 500+ parliamentary constituencies by the end of 2008.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

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Saturday, September 20, 2008

Retail revolution

After losing out market share to competitors, India’s PSU bank is slowly becoming a one-stop financial shop. By asif ahmed

One down, six more to go! That’s what O.P. Bhatt, the Chairman of State Bank of India, must have thought as he prepared himself for Herculean task in front of him. On that particular day, he was supposed to interact with the boards of SBI’s six associate banks to consider the biggest merger in the history of Indian banking industry. Of the bank’s seven associates, the merger of the State bank of Saurashtra with the parent bank had already been approved; the remaining would happen soon, thought Bhatt.

But that fateful day never came. Intense opposition from the Left parties that supported the UPA Government at the Centre, and bank trade unions forced Bhatt to never attend the crucial meeting. In fact, the meeting wasn’t held at all, and the proposed merger was indefinitely postponed. However, this is one credit that Bhatt would like more than anything else. This is despite the fact that the SBI chairman has changed the way India’s largest bank interacts with its customers.

How the times have changed for SBI in the past few years. As competition intensified, SBI was hit by falling market share, had to raise funds for expansion, and look for new avenues for growth. For instance, in 2004, the State Bank Group (SBG) accounted for 27.8% of the total banking assets, which fell to 23.3% in 2007. In terms of deposits, while SBG controlled 27.6% of deposits in 2004, the figure shrunk to 23.5% in 2007. But still, Bhatt is thinking in terms of a banking mega merger.

The reason: Bhatt knows that size matters. If SBI can become a banking and financial powerhouse, it will be in a better position to combat private and foreign players. It’s only when it becomes bigger and better will SBI be able to arrest its falling market shares in various categories. Apart from the proposed merger, Bhatt has sought organic growth for SBI in India, and other neighbouring countries. The strategy was unlike that of his predecessor, A.K. Purwar, who believed in acquisitions-related growth.

Under Purwar’s chairmanship, SBI acquired three small banks - Indonesia’s PT Bank IndoMonex, Mauritius-based Indian Ocean International Bank and Kenya’s Giro Commercial Bank. As a part of the overseas-driven strategy, SBI focused on developing foreign market that had substantial Indian population. During his tenure, SBI also made it to the coveted list of Fortune Global 500 list; he made the bank a member of the $1 billion revenues club, and was the first Indian bank to join it.

Bhatt comes from a different school, and thinks differently. According to him, the domestic market still offers immense opportunities to expand, and there are far more critical issues to be dealt with. “Overseas acquisitions can wait,” he said the day he took over as the chairman of SBI. However, Purwar’s legacy still lingers around. For example, during Bhatt’s time, SBI became the first Indian bank to open a fully-fledged branch in China. “Being India’s largest bank, it is only befitting that SBI should be the first to open a branch in mainland China,’’ said Bhatt. But this isn’t a focus area.

Keeping in line with the local mindset, Bhatt expanded the bank’s network in India. He tied up with other banks and institutions to cross-sell banking and financial products. S. K. Mishra, General Manager (Marketing and Cross-Selling Department), State Bank of India, explains, “In the Indian financial markets, mutual funds are rapidly gaining ground among retail investors due to various advantages such as professional management, diversification, and liquidity. For us, the tie-up will open up opportunities to provide our vast client base with a wider choice of products to meet their diverse financial needs and give boost to our fee-based incomes.”

Over the next three years, SBI plans to offer more financial services products like general insurance, custodian services, venture funds, wealth management, and pension-fund management. Given its size, number of branches, and growing customers’ base, it will not be difficult for the bank to woo customers for the new products. At the same time, SBI is the only Indian bank to have got the approval to manage the government’s pension fund. That, in itself, will be a big boon to future revenues and profits.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Monday, August 11, 2008

American in-laws…

…will they accept the Indian affair of Hollywood?

The Oscar winning flick Elizabeth earmarked the debut of Indian cinema on the American silver screen. Ever since, the on and off flings between Bollywood and Hollywood have always been there. But it seems those flirtatious affairs between the two are now taking shape of a serious romance. Be it Anil Ambani’s aggressive Big Motion Pictures (a part of Reliance Big Entertainment) or Ronnie Screwvala’s consistent UTV, the chase for the Hollywood cheese is really heating up among the Indian corporate production houses. But what is it that has kicked off this romance?

What will be the compatibility quotient between the two? More importantly, will the American in-laws be able accept this ‘Indian affair’ of Hollywood? The vital statistics of Hollywood are one of the biggest bait enticing the biggies of Bollywood to invest in the industry. Sample this: The American Media and Entertainment (M&E) industry is worth a mind boggling $612 billion (in contrast to a paltry $13.6 billion Indian M&E industry) accounting for 40% of the M&E industry in the world. The movie business alone in America is worth $35 billion (compared to $2.4 billion of the Indian film industry) and contributes the lion’s share of 42% to the world film business worth $84 billion. Talking about the Indian production house’s Hollywood stint, Naresh Gupta, Head, Planning, Publicis India says, “This was bound to happen… Hollywood is the biggest film market in the world. How can one not target such a lucrative market?”

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

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Wednesday, August 06, 2008

Success is 1% inspiration and 99% perspiration... Believe it?

RNSSL displays the many weapons in its arsenal to 4Ps B&M

Money grows on the tree of persistence! And Rane NSK Steering Systems Limited’s (RNSSL) persistence (in supplying steering systems) over the years has proven this Japanese adage to be true. Rising input costs and lower profitability have hit the automotive industry where it hurts the most. But as an exception, RNSSL with their breath taking technology is surging ahead steadily with sheer determination of making its mark and ‘steering’ the industry.

In 1997, RNSSL kicked off as a 50:50 JV

between Rane group (India) and NSK Ltd (Japan) with an equity capital of Rs.179 million. Today, it boasts of manufacturing plants in Chennai and Bawal (Haryana). The company has pumped in Rs.377 million in the recently opened Bawal plant which has an annual production capacity of two lakh electric power steering systems. “We have decided to invest in this plant keeping in mind with our overall strategic growth plans. RNSSL will grow in its chosen segments through expansion, upgraded technology and synergetic diversification,” says L. Ganesh, Chairman, Rane Group.

The company has done well on the balance sheet too. Over the last 3-5 years they have recorded a CAGR of 20% in terms of revenues and have won numerous awards including Gold award from Frost & Sullivan and Zero PPM award from Toyota in 2007.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Tuesday, August 05, 2008

Indian pharma companies

So does it mea

n that Indian pharma companies have lost their appetite? Or is it capital constraints giving them hiccups? “No”, says Anindya Acharya, Deputy Director, Drugs and Pharmaceuticals, CII. “It’s a well planned strategic move by the Indian pharma companies targeted towards improving their portfolios by entering certain niche segments rather than gobbling-up the entire portfolio of the prey.” Certainly, domestic pharma market is going through a transformation phase, led by strong underlying growth drivers and has witnessed robust growth over the last couple of years. According to a KPMG-CII Pharma Summit 2007 Report, the industry has grown at a CAGR of 13% from 2002-2007 and is further expected to grow at over 16% over 2007-2011. So there’s no dearth of future growth in the sector.

Indian players are also focusing on capturing emerging opportunities in certain niche specialties which offer higher and more sustainable margins to compete with their international counterparts. Moreover, the strategy also compensates for the intense pricing pressure that the generics segment is witnessing these days. But then, “what really holds promise?” seems to be the billion-dollar question.

“While areas like diabetics, cardiovascular hold great promise, some of the traditional sectors like respiratory, anti-infective et al are segments where the Indian companies have an edge over their counterparts as these segments are not well researched globally and have higher success ratio compared to other therapeutic segments,” avers Sarabjit Kour Nangra, VP Research, Angel Broking. Even a recent Deutsche Bank report says, “Currently the most important segment on the domestic market is anti-infective; they account for 25% of total turnover. Next in line, and accounting for one-tenth each, are cardio-vascular preparations, cold remedies and pain-killers”. Thus by gaining dominance in any of theses therapeutic areas, the Indian companies want to make up with what they seem to have lost as result of increasing generics competition.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Monday, August 04, 2008

Many a hurdle on its path to glory

But this emerging force faces many a hurdle on its path to glory. One of them are the bigger fish like Reliance, Dab

ur, Future Group et al which are charting out massive plans to grab ailing customers with their pharma retail stores. Then there is also the bitter truth about those ‘huge’ planned investments by ‘bigger’ players. So will it be a threat for MedPlus? Madhukar denies it as, “Others are focussing on both pharma and personal care, while we are/will be purely into medicine. Also, we have a massive expansion plan for every metro in South India. So by the time they come in, we will already have captured enough shelf-space!”

Fast and furious, MedPlus is venturing into other domains of medicine and healthcare as well. Not compromising with its image of being low-cost and at convenient locations, it is creating family clinics which comprises a network of 50 physicians. And there’s more geographical expansion on the cards with the company planning to add 1500 stores to its current count by the end of March 2008.

Adds Madhukar, “Many of these stores will be in northern India. We are trying out the franchisee route also, because now MedPlus has been able to create a brand of its own.” Sure, with north India too under its control, the bigwigs will need to watch out for this doctor; lest he prescribes the ‘exit’ pill for them!

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Friday, August 01, 2008

Indian consumers are reshaping

With the 9%-plus GDP growth rate resulting in higher per capita and higher disposable incomes, the aspirations

and mindsets of Indian consumers are reshaping. No longer is he interested in doing what others do. Engineering and medical profession that were once looked upon with highest reverence are considered traditional and boring. Fashion designing, microbiology and other non-conventional professions are popular because everyone wants to be perceived differently – ‘unique societal positioning’! Similar changes are reflected in consumption patterns. “People no longer want to own a Nokia 6600. It’s too common. They love their latest wine red W910i (Sony Ericsson), which is peppy and suits their personality,” says a senior marketing guy, with a leading telecom player.

Launching products for the 300 million-odd great Indian middle-class was once the dream of every marketer. But that class has now fragmented into individualistic consumers flaunting their respective differences. Tune into the rest of this story to gain more insight into this new trend that mass marketers can surely afford to ignore, but only at their own peril!

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Thursday, July 31, 2008

Multiplier effect From 0 to 20,000 in 11 months

Aggression pays in the long run, and Reliance Money is ‘cashing in‘ on CEO Sudip Bandyopadhyay’s aggressive stance to expand ADAG’s financial services foray. By neha saraiya

“Let’s get it done,” gushes the dynamic Director and CEO of Reliance Money, Sudip Bandyopadhyay, when asked to comment on his leadership mantra. The line is reminiscent of Bandyopadhyay’s brazen aggressiveness to accomplish what many of his peers can only dream about. He has successfully led Anil Dhirubhai Ambani’s foray in the financial services domain, to emerge as one of the leading brokerage firms in the country today. Within just eleven months of its launch, Reliance Money (an offshoot of Reliance Capital, which crossed a total customer base of 14 million this financial year, recording a three-fold jump in one year) has been rated as the largest broker house with a distribution reach of 20,000 plus across 10,000 touch points, with a pan India presence in nearly 4000 towns/cities. The company has also bagged the recognition for being the top brokerage house in the Starcom Worldwide India Investor Survey for the year 2007.

“At Reliance Money, our approach is completely different. We don’t charge any brokerage as our security is unique. We have a security token, a trading clause and a mobile portal,” avers Bandyopadhyay, detailing qualities that makes Reliance Money distinct form others of its ilk. And Bandyopadhyay should know. He has been at the forefront of this initiative right from the very beginning. A commerce graduate and a chartered accountant and cost accountant by qualification, Bandyopadhyay has worked with HUL and ITC (as head of treasury & investments) before joining at the helm of Reliance Money. Ever since, he has been consistently working to bring out innovative investment models for large and small investors, eager to make a buck.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Wednesday, July 30, 2008

Investee: DLF Assets Ltd.

Investor: D. E. Shaw & I PCC

Investment Value: $600 mn (cumulative)

Says, Naveen Jain, Real Estate Analyst,

Emkay Share, “DLF Assets holds property and earns its bread and butter from the capital appreciation and rents from various properties that it has acquired from DLF. The infusion of growth capital will help DLF Assets to acquire more and more assets. DE Shaw & I PCC are betting on the Singapore listing (and may exit at the time of listing to rake in handsome returns) for which DLF Assets still needs to provide a lot of clarifications. For now, DAL is aggressively adding more properties to its existing portfolio, with plans to spend $1 billion annually for acquiring properties.”

DLF Assets Ltd. (DAL), a sister concern of DLF, sprang a surprise last year, striking it rich with not one but two PE deals, one with Hedge Fund D.E. Shaw for $400 million and the other with New Opportunities I PCC (sponsored by Lehman Brothers) for $200 million. The deals give DAL requisite growth capital and investors will gain by selling their stake in DAL through the proposed listing as a Real Estate Investment Trust (REIT) in Singapore Stock Exchange. They plan to raise as much as $2 billion by the listing. “The process of listing is in advance stages and pretty soon other details will be revealed,” offers a source in DLF. Both investors will get a seat on the DAL board and will play a critical part in future decisions. In HY ’08, sales to DLF Assets accounted for a huge 47% of DLF’s total income. DLF Assets has acquired more than 5.5 million square feet from DLF. To further boost its portfolio, DAL also plans to acquire SEZ assets.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Tuesday, July 29, 2008

Sinewy Mark, accosts ‘Hurd’les!

He salvaged HP from the Fiorina storm, but will he be able to braze out weaker PC market and strong competition from the likes of Dell?

The day NCR put out a release about Mark Hurd’s

quitting circa 2005, NCR’s stocks dipped southwards by 17%. It was that kind of respect that this man drew at the Wall Street before accepting to be HP’s knight in shining armour post a debacle known as Carleton S. Fiorina, the brain behind HP’s Compaq takeover.

And Hurd continues to be the board’s favourite man since his era began. A contrast to flamboyant Fiorina, Mark Hurd is a man who’d pass a crowded metro station without anybody noticing him. But in Hurd is also a man who’d like to roll up his sleeves and get on with the job rather than elaborating on a futuristic vision of a typical ‘visionary’ CEO.

Hurd moved to HP at a time when shareholders were screaming in his ears for that rarity called profits. And he got on with the job hands on. Being an operations man certainly has its pros and cons. Hurd chose the pros first. Throwing a slew of cost cutting measures, Hurd cut down costs that rang a bell on Wall Street when an increase of 17% in profits was announced last year to the tune of $7.3 billion. And revenues rose 14% to $104 billion.

“The story really for us has been in the past two years, we have been able to keep our costs flat. However, if you were just to look at a simple piece of paper, it would say, costs are the same at HP in 2007 that they were in 2005. Difference is $18 billion dollars more revenue on the top line….,” had said Hurd at a keynote address last year.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Tuesday, July 22, 2008

Pull

They’ve attracted consumers like bees to a rose garden. Being the highest spending advertiser in the Indian milieu has only helped them succeed

HUL has been a marketing organisation that

has morphed its marketing manner in sync with the needs, wants, desires and aspirations of the market at large. This is true of both the channel management strategies of the company, as well as the customer management process altogether. In fact, HUL has not always been a pull-led company. In the past, its efforts have been to seed the market when the concept of a detergent was alien to the Indian consumer. Having initially seeded the thought, the company moved on to manage the channel of distribution in depth. This was all about a push-led strategy that sought to load the shelves in a bid to create big displays that actually led to big offtakes. These offtakes were related to the ability of the retailer to push stocks out to the consumer as his shelves were loaded and inventory was high.

The next phase was a pull-led effort. The pull-marketing focus was all about ensuring that consumers actually came to see the loaded shelves. Advertising took off at this stage. The advent of colour television and the penetration of the television set all over with the HPTs and LPTs set up for the Asiad, were catalysts to this pull-led movement of HUL. Today, the company uses a healthy mix of it all. Above-the-line that causes the pull, below-the-line that continues to cause a mix of pull and push, and trade-related activity that helps in the push. The company has mastered this mix.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
Read these article :-
B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

IIPM makes business education truly global

The Indian Institute of Planning and Management (IIPM)

IIPM Campus