IIPM Business & Economy

This new generation is even more frightening and unpredictable than its predecessors, but its evolution just may reveal the key to its demise.

2008-10-06T00:32:00.000-07:00

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

The group expanded their network when they moved to other parts of the greater Toronto area, attending radical mosques and meeting like-minded young people. They also reached out in international chatrooms, eventually linking up with Irhabi007 prior to his arrest. Through his forum, they were directed to web sites providing them information on how to build bombs. Other militants across the globe also virtually connected through this forum and actively planned attacks. Again, there is no evidence of any link with al Qaeda.

What makes these examples so frightening is the ease with which marginalised youths are able to translate their frustrations into acts of terrorism, often on the back of professed solidarity with terrorists halfway around the world they have never met. They seek to belong to a movement larger than themselves, and their violent actions and plans are hatched locally, with advice from others on the Web. Without links to known terrorists, they are more difficult to discover through traditional intelligence gathering.

why they fight

Any strategy to fight these terrorists must be based on an understanding of what transforms them into fanatics? What leads them to deem themselves as part of a small vanguard trying to build their version of an Islamist utopia?

The explanation is found not in how they think, but rather in how they feel. One of the most common refrains among Islamist radicals is their sense of moral outrage. Before 2003, it was about the killings of Muslims in Afghanistan in the 1980s. In the 1990s, it was the fighting in Bosnia, Chechnya and Kashmir. Then came the second Palestinian intifada in 2000. And since 2003, it has been all about the war in Iraq, which has become the focal point of global moral outrage for Muslims. Along with the humiliations of Abu Ghraib and Guantánamo, Iraq is monopolising today’s conversations about Islam and the West.

For this moral outrage to translate into extremism, the frustrations must be interpreted in a particular way: The violations are deemed part of a unified Western strategy, namely a “war against Islam.” That deliberately vague worldview, however, is just a sound bite. The new terrorists are interested not in theological debates but in living out their heroic fantasies.

How various individuals interpret this vision of a “war against Islam” differs from country to country. To a degree, the belief that the US is a melting pot protects it from homegrown attacks. A recent poll found that 71% of Muslim Americans believe in the “American Dream,” more than the American public as a whole (64%). This is not so in Europe, where national myths are based on degrees of “Britishness,” “Frenchness,” or “Germanness.” This excludes non-European Muslim immigrants from truly feeling as if they belong.

Feeling marginalised is, of course, no simple springboard to violence. Many people feel they don’t belong but don’t aspire to wage violent jihad. What transforms a very small number to become terrorists is mobilisation by networks. Until a few years ago, these were face-to-face groups. During the past two or three years, however, face-to-face radicalisation has been replaced by online radicalisation. Culpable online forums promote the image of the terrorist hero, link users to the online social movement, give them guidance, and instruct them in tactics. These forums have become the “invisible hand” that organises terrorist activities worldwide.

At present, al Qaeda Central cannot impose discipline on these third-wave wannabes, mostly because it does not know who they are. Without this command and control, each disconnected network acts according to its own understanding and capability, but their collective actions do not amount to any unified long-term goal or strategy. These separate groups cannot coalesce into a physical movement, leaving them condemned to remain leaderless. Such traits make them particularly volatile, and also offer a tantalising strategy for those who wish to defeat these dangerous individuals: The very seeds of demise are within the movement itself.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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It is a mathematical masterstroke, and political populism at its best...

2008-09-27T01:36:00.000-07:00

IIPM - Admission Procedure

It is a mathematical masterstroke, and political populism at its best. But it will not help this poor farmer. He will continue to be at the mercy of the local moneylender

It was a cause for celebration. At many places, including at 10, Janpath, the residence of Congress President Sonia Gandhi, farmers danced. At the Congress headquarters, leaders espoused that this year’s Budget had pulled the rug from under the BJP’s feet. A BJP leader privately admitted that his party didn’t know how to react to the announcement. Even FM P. Chidambaram had that naughty and knowing smile when he announced the ‘Mother of all Loan Waivers’. He knew that this was the ultimate ‘populist’ political weapon to vanquish his opponents in the forthcoming general elections.

In many ways, the loan waiver of Rs.60,000 crore for small and marginal farmers was a mathematical masterstroke and brilliant ‘budget-o-nomics’. For one, it was the most populist Budget proposal in recent history. And it stumped all political and economic experts. Even the critics went about their task in a roundabout fashion. Uttar Pradesh’s Chief Minister Mayawati took out full page ads saying that this move would have been better if it had been taken four years ago, when the UPA came to power.

Devinder Sharma, a researcher who writes on food and trade policies, says that “the loan waiver is an historic step. It was desperately required.” Rajesh Mokashi, Executive Director, CARE, adds, “The step is a right one considering its positive social implications.” And, according to P.K. Joshi of the National centre for Agricultural Economics and Policy Research, “the scheme will temporarily give relief to roughly one-third of small and marginal farmers, and nearly half of large farmers.”

If one examines the loan waiver in terms of macro economics, Chidambaram seems to be holding all the four aces, including a few from another pack. Many have criticised him for reasons like the waiver will impact the bottomlines of state-owned banks, and add to overall fiscal imprudence and irresponsibility. Who’ll foot the bill, they ask, when the payback time comes? Like in the case of oil bonds, any mechanism to help the banking sector will poke a huge number hole in government finances.

But there’s a catch; it’s called Catch 2008. Most of these loans either fall into the non-performing assets category, or were likely to do so shortly. So, the scheme is only a sleight of PC’s hand to clean up the balance sheets of public sector banks. The reason: in many cases, the farmers were unable to return their loans due to regular crop failures. Hence, the government will neither have to help the banks majorly, nor will it have to show the waiver amounts in its own Budget balance sheets.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM : EXECUTIVE EDUCATION
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Yahoo on a revamp trail

2008-09-22T02:59:00.000-07:00

IIPM : EXECUTIVE EDUCATION

With competition getting tough, Yahoo plans a comeback

Jerry Yang, Yahoo’s co-founder and CEO, is a busy man these days. Entrusted with the task of getting the glory days back at Yahoo, Yang is leaving no stone unturned to revamp the company so that it is better placed to confront competition from stalwarts like Google.

According to comScore, 136 million persons visit various Yahoo Web sites in the US every month, making it the most popular search engine. However, when it comes to internet search, Google is giving Yahoo a tough time in the middle. “We want to dramatically improve our performance,” Mr. Yang said, while describing his turnaround plans for the company. He adds, “I am very well aware of the significant challenges we face.”

His turnaround plans seems more realistic with the prototype version of Yahoo’s email software that has now been transformed into a powerful communications hub. This new software could tap into any network’s portal to give higher priority to messages coming from senders. Also, the new email can locate restaurants mentioned in the email and when dragged onto Yahoo Maps icon, it would further pinpoint the restaurant’s location, and finally, sent a dinner invitation to all. Apart from this, Yahoo also plans to overhaul other services and open them to the rest of the Web, making Yahoo a primary online ‘starting point’ for users.

Though Yahoo’s revamp efforts are appreciable, there are many challenges that are left unattended. The company has to revitalise its advertisemnet business considering the fact that players like Google and Microsoft are already making a serious effort to capture the internet advertisement pie. Even in the personalisation space, Google has launched its personalised home page service called iGoogle as a rival to MyYahoo. Well, with investors getting restless and competition getting on to the top, Yahoo is finally embracing the change. But considering the speed with which competition is adapting itself, one wonders if Jerry Yang is too late to response to the market dynamics.

B&E edit bureau: Sray Agarwal

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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His Long Journey

2008-09-11T00:55:00.000-07:00

IIPM : EXECUTIVE EDUCATION

Shravan Gupta is a data-driven CEO, who thinks big. By GYANENDRA KASHYAP

“He is a busy soul,” says D. Kohli of Torque PR, who worked closely with Shravan Gupta in the past. It seems like perfect description for an entrepreneur, who challenged the status quo, dared to tread the less-trodden path, and pushed the family business into uncharted waters. Shravan, Executive VC & MD, Emaar MGF Land, represents the ambitious breed of realtors who wish to bring in an infrastructure revolution in the country. Says Satish Kannav, Analyst, Arihant Capital Markets, “We saw the era of IT, now real estate is the sector to look out for. Major real estate players will be the Infosys and Wipro of tomorrow.”

So, what has Shravan really done? First, he spearheaded MGF’s (Motor and General Finance) diversification into real estate. This was when he realised that the margins in the traditional financing business were shrinking and eroding, and competition was likely to intensify as leading banks entered the retail and personal loans segment. His realty plans were measured too. “He is a data-driven man,” exudes someone who works closely with the group, about this graduate from SRCC, Delhi University.

Once convinced, Shravan thought big and different. For instance, MGF joined hands with Emaar Properties, one of the world’s leading real estate companies that built the world’s tallest building, Burj Tower, to bring in the largest FDI in the real estate infrastructure sector. Analysts agree that the alliance was one of the turning points for MGF, as it was catapulted into the big league that includes names like DLF.

Explains Ginetta Vedrickas of India Development Forum, “Having taken Dubai skywards, Emaar is doing the same in India.” Adds Rajan Ahuja, Realty & Verticals, a commercial property agency, “MGF’s focus is on real estate and the credit goes to Shravan.” Another close aide feels that Shravan “is a visionary with strong viewpoints, and his focus is the development of infrastructure.” Take the case of how MGF ventured into malls. Its primary focus is in the high-growth NCR region.

Moreover, it has tried to be at the high end. MGF’s malls are planned, situated only at prime locations, and have shops of leading brands like is the case with Delhi’s ‘MGF Metropolitan’. “All our projects are undertaken only after extensive market research,” remarks Shravan. This strategy enabled MGF to dispel any possible question marks. Agrees Kannav, “The growing mall culture is certainly maddening, however, the sustainability of many players is questionable.” True, for future development will be demand-led, and the second-rate malls will die their unnatural deaths.

An edupreneur at heart, Shravan is of the view that the immediate need of the society is higher and quality education for the coming generation. That’s the impetus for his next big venture, he has rolled out a plan to open 100 schools across India. It will lead to a balanced portfolio of businesses. Explains P. Banerjee, an equity analyst, “He is aware of the benefits of a diversified portfolio; there is no dearth of funds and diversifying into education will help enhance MGF’s brand image and credibility.”

However, the biggest challenge for Shravan is staring him in the face. In 2007, several real estate players raised funds from the capital markets and even gave handsome returns to investors. Agrees Sunil Rao, Analyst, Arihant Capital Markets, “The general trend was of real estate and infrastructure; considering the development spree and the performance of companies in implementing their order books positions. DLF was a huge success, and many real estate IPOs have been slated for 2008.”

One of them will be Emaar MGF’s, which is estimated to raise $1.7 billion and is slated to be the second-largest IPO in the sector. Asserts Shravan, “The IPO is only the first step in a long journey.” Company sources contend that while part of the proceeds will be used to construct hospitality verticals, malls and IT parks, another chunk will go towards repaying debt, and the balance for land acquisition. Comments P. Venkatesh, analyst, P. N. Vijayan, “Ever since the tie-up with Emaar, MGF has taken great strides, and its IPO will be sought after as they are long term players.”

In the next few years, Shravan hopes to develop integrated townships of global standards. Says Sanjay Kumar, Quebrex, a commercial property agency, “He is leading the business in the right direction and all projects have been highly successful.” Echoes Ahuja, “A lot of innovative thought and human perspective has been put in and, in the last two years, the ripple effect has been great.”

This is even reflected in the manner in which former employees talk about Shravan. “He is employee-friendly and has no airs about himself. We looked up to him for advice and the experience of working with MGF was a great learning process,” says one of them. “The working culture has changed, employees have become more responsive, and customer service has become great,” is how another one describes the management style of Emaar MGF.

But there are risk factors in the offing for realtors. The property market can crash. Any policy changes can wreck havoc with plans. But as Shravan leads MGF to newer paths, he can probably make a New India happen soon.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Preparing to send UPA Government packing

2008-08-25T04:42:00.000-07:00

IIPM : EXECUTIVE EDUCATION

Nandigram or no Nandigram, his answer to nuclear deal is a big ‘no’

Majority of the media has been deriding the comrade for his obduracy in opposing the Indo-US nuclear deal; his stubbornness in not allowing the Manmohan Government to add momentum to the economic reforms process & last but not the least, creating instability at the Centre by the keeping the UPA Government on tenterhooks. But despite, the rather vitriolic attack by the media and others, Prakash Karat, the General Secretary of CPI (M) has stood his ground, cussedly holding on to his ideological moorings. “He is not in politics to gain any office, he is in here to take his brand of politics to a logical conclusion, because he firmly believes that it is the only way to ameliorate the state of poverty-stricken,” says Mankotia of CITU, who has seen Prakash growing in the party. In the coming year, Prakash is expected to play a crucial role in deciding the fate of the government and of course, the season in which the mid-term polls will be held in the country. He has categorically stated that “we will not be there to help the Government conclude this agreement with the US.” This leaves Prakash with just one option, to withdraw support & render the UPA Government incapable of completing full five-year term.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Biodiversity Plan

2008-08-19T01:01:00.000-07:00

IIPM’s 36th Glorious Year of Academic Excellence

Is India missing the woods for the trees by ignoring its vast & varied natural inheritance? Do we need a more viable & robust plan to take care of our biodiversity?

Years ago, when it was not so politically correct to talk about climate change, Mahatma Gandhi had the vision to say, “The Earth has enough to satisfy everybody’s need but not anyone’s greed.” When man’s endeavour to survive & fulfil its need took the giant leap to go for a no-holds-barred drive of greed, it set on a fast-track move towards devouring the golden goose (read: nature) that laid the egg for him. So much so, that human activity has increased the extinction rate (of life) by at least 100 times compared to the natural rate. Harvard Biologist E. O. Wilson estimated that Earth is currently losing about 30,000 species per year. It’s estimated that nature gives to humanity $16-54 trillion worth of ‘services’ to humans per year. Scientists estimate that between US$20-25 billion needs to be spent every year to achieve effective conservation of life forms on Earth. At the 1992 Earth Summit – in Rio de Janeiro, Brazil, the UN Convention on Biological Diversity was signed. It is the single most important global agreement designed to protect & develop our planet’s biodiversity. India, one of the signatories to the convention is required to come out with National Biodiversity Strategy & Action Plan (NBSAP).

The NBSAP, which is likely to come up for Cabinet approval shortly, observes that main harm to biodiversity in India is from destruction of habitat. It states that nearly 50% of the aquatic plants of the world are recorded from Indian subcontinent, but only few have been studied in detail. Moreover, about 150 crops feed most of the human population at present, but just 12 of them provide 80% of food energy. Landraces, grown traditionally by farming communities through generations, locally adapted obsolete cultivars and their wild relatives comprise crop genetic resources. Alarm bells are ringing as narrow genetic base means more vulnerability to epidemics. A large number of over 300,000 samples of these cultivars, kept under long term storage in the National Gene Bank, have gone out of cultivation. About 30 mammalian and bird species are used extensively, but just 15 of them cause over 90% of global livestock production and of the many well known, about 140 native breeds of farm livestock and poultry, are facing threat to survival.

Even though forestry is the second largest land use in India after agriculture, covering approximately 23.57% (recorded forest area) of the total geographical area, the contribution to the Gross Domestic Product from forestry & logging was 1.1% in 2001. An estimated 41% of the country’s forest cover has been degraded. As much as 78% of forest area is subject to heavy grazing. NTFPs (non-timber forest products) contribute to over 75% of total forest export revenue, and add income of about 30% ruralites. But, getting maximum utilisation from our forests is hampered by lack of inventory data or value addition, weak forestry information system and inadequate space for private participation. Of India’s over 6,500 medicinal plants species, nearly 90% of those in trade are harvested from the wild.

In India, conservation biological studies are scant mainly because of the lack of expertise on specific groups, lack of funding to work on groups having only scientific importance and lack of coordination in exchanging data. Not to be missed out is India’s strong base of indigenous knowledge on various aspects of biodiversity. The document states that documentation of traditional knowledge available in our ancient texts is being undertaken by NISCAIR, in the form of a computerised database, Traditional Knowledge Digital Library (TKDL). The document calls for factoring in natural resource accounting (NRA) in the national economic planning processes. The Act provides for establishment of a National Biodiversity Authority (NBA), State Biodiversity Boards (SBBs) and Biodiversity Management Committees (BMCs) at local levels. The Act also stipulates preparation of People’s Biodiversity Registers (PBRs) by the BMCs.

However, Ashish Kothari of Kalpavriksh (Kalpavriksh was asked by the government to provide technical support for preparing the action plan) told B&E, “Our main problem with this action plan is that it more or less ignores the final draft plan that we had given in late 2003, to Ministry of Environment and Forests (MoEF). Thereafter, MoEF with some modifications (mostly minor), gave it to the UNDP, in 2004. Additionally, the strategies given in this current document are about 50% the same as given in a 1999, MoEF document called the Macro-Strategy on Biodiversity.” Also Dr. Suman Sahai of Gene Campaign, echoed Kothari’s, view, and told B&E,“Loopholes have been put up in the plan document to cater to commercial interests.” On the issue of private participation, T. Manoharan of World Wide Fund for Nature- India, told B&E, “Though the plan invites private participation in biodiversity. The extent of their being permitted in biological resources is sensitive. The plan doesn’t specify the areas and levels of their involvement in country’s biodiversity. Moreover, the plan calls for giving economic valuation to biological resources. But, who will value it?” Noted environmentalist Vandana Shiva further added, “Agriculture as been kept out of biological intellectual property rights in the document.” Commenting on biological intellectual property being left open for corporates, Chairman, National Biodiversity Authority, S. Kannaiyan, told B&E, “The corporates will have to observe international agreement of beneficiary & would have to return part benefits to local communities, from whom they extract nature’s information.”

The plan has been successful in giving a formal and national level starting point for endeavours towards appreciation of the unity in diversity of life in India. But, our understanding of causes of loss of biodiversity is limited, as is the assessment of the consequences of such a loss for the functioning of ecosystems.

Time is no longer waiting for us to translate words into action, for we are on to being extinct on Earth. Evidences reveal that there have been at least five major extinctions of life in the past 500 million years on Earth. “Only 10% of world’s species survived the third mass extinction. Will any survive this one?” asks Niles Eldredge, a paleontologist & author of the book, The Sixth Extinction.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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The Colour Connoisseur

2008-08-13T00:13:00.000-07:00

IIPM’s 36th Glorious Year of Academic Excellence

And now Asian Paints to focus on intl. business to sustain profitability

"It’s not competition that we should worry about; it’s only a question of having our ears fixed to the ground to listen to what consumers want Ashwin Dani, Managing Director, Asian Paints"

Just imagine how monotonous life in black & white would be? Colours add vibrancy to life and participating in the bucolic euphoria of colours for decades is the $1.1 billion Indian paints major, Asian Paints. Despite stiff competition, this veteran of the Indian paint industry has been able to jump its net profit by 45.6% to Rs.409.2 crore in FY08, thanks in no small part due to the continued growth of the group’s three divisions viz. decorative, industrial coatings and international business. In an e-mail interview to 4Ps B&M, Ashwin Dani, Managing Director of Asian Paints reveals future strategies for the group.

As market leader, how has Asian Paints managed to differentiate its products from its competitors?
We were able to identify latent demand and meet consumer expectations much before others. From the launch of small packs, to the introduction of exterior paints, to a foray in the painting service sector with Asian Paints Home Solutions, we were the first in the industry to introduce such offerings.

Children are the centre of your advertisements. A way to catch the attention of modern day decision makers?
Our strategy has always been to not only grow the market but also upgrade the Indian paint consumer to a more superior and premium product. And we offer products across the price spectrum to help in this upgradation. So, our advertising strategy is based on not only popularising our products, but also upgrading the consumer and also creating excitement about paints and colour in general.

Do you plan to launch more products, besides the current portfolio?
Our new product introduction programme has been remarkably successful in the last five years or so. We have launched a host of innovative products that have enabled us to market a complete range of offerings to our customers. Our paint technologists have played a critical role here, and going ahead we will strive to enhance our R & D capabilities to a whole new level. New products have helped us drive sales and therefore this path will be perused in the future aggressively.

Apart from your present 28 manufacturing units do you plan to open more plants in India and abroad? What are your expansion plans?
We have recently acquired land for setting up of a paint manufacturing plant in Rohtak, Haryana. The plant when completed will be the largest manufacturing facility of Asian Paints. Besides, we have expanded the capacities in some of our existing plants too.

What plans to combat competition from foreign & domestic rivals?
Competition is not something new to us. When we took over the leadership of the Indian paint market way back in 1967, rival numbers 2, 3, 4, 5 and 6 were all British companies. But the fact remains that we have successfully battled foreign competition all these years and have only gone stronger. It’s not competition (whether Indian or foreign) that we as a leader should be worried about; it’s only a question of adding value and having our ears fixed to the ground to listen to what a consumer wants.

FY08’ has been good for the group. Will you follow similar growth strategies for FY09’ too?
The Indian paint industry is on a growth trajectory due to rising income levels and growth in construction and manufacturing activities. In FY 07-08, Asian Paints grew by around 20% which is greater than any of our competitors in India. The focus for the international business is to grow top-line and sustain profitability. We expect the Caribbean, Middle East, South Asia and South Pacific regions of our international business to continue their satisfactory performance in FY 08-09 also.

I would say so far so good, but we have to keep on innovating.

Ratan Lal Bhagat

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

Read these article :-
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Ambika Nehru (32), Rediffusion DY&R.

2008-08-06T00:41:00.000-07:00

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Ambika Nehru (32), Rediffusion DY&R. Her first piece of creative was for Columbia Tristar. She used to do promos for their movies, including one for Demi Moore’s Striptease. She has worked for McDonald’s Happy Meal campaign, Kinetic Style, Vicks Vaporub and Parachute Sampoorna. A chance summer job after her college days and she decided to stay on in the advertising industry. A gruelling place for a woman to be, but she has come on top, by winning numerous awards for her creatives. She has participated in a lot of contests and has won awards like the INS Clutter Buster award. And at every stage, she has had the help of people who have moulded her career. Be it Ramanuj or Sagar, at every stage there was someone who has made an impact on her. She loved the recent Airtel’s football ad and wished she had done Reliance Mobile’s ‘Bol India Bol’ campaign. She aspires to make people laugh with her work and maybe touch some lives along the way. For her, creativity is “changing, experimenting with something new and something entertaining...”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

Flying on International Routes

2008-08-03T23:16:00.000-07:00

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Small wonder that for Indian operators, flying on international routes seems to be the next logical step to establish profitability as their hallmark. Even in the Indian context, the only private airline that has made profits in the past one year was Jet Airways, which earns about 30% of its revenues from international operations. The airline also hopes to take this level to up to a mind-boggling 50% by end of 2008 and also garner annual collections of $3 billion by that time! Surely, projected international flights will make Jet stand a good chance of achieving estimated revenue targets.

After Jet’s flights to the US were cleared in August 2007, it has been making a good game out of the opportunities and is on an aggressive process of route rationalisation, already having established Brussels & Shanghai as its global hubs. With 3,198 international flights as on December 2007 (a rise of 84.8% over October-December 2006) and $208 million in revenues from non-domestic operations, revenue contribution from international front adds up to 37% of the total (as on December 31, 2007). Since Goyal has plans to take that level to about 50% by end-2008, that alone spells higher profits for Jet (considering that international long-haul flights guarantee greater margins). Seems, this one is more serious about making money than about harping over market shares!

Some critics have also expressed fears about the long gestation periods in international operations and the high-cost implications thereof. However, as Sagheer puts it well, “The aviation industry in itself is a long gestation industry as investments are huge and break-evens happen very late. Long haul flights are more lucrative than short haul flights as the customer is less price sensitive and flight economy improves with a long range flight.” So though the load factor in such planes will be lower, yield per passenger will be higher. Even Albert Tjoeng, Asia Representative, IATA asserts, “Initially all players incur huge costs while going international, but if the right strategies are adopted then I don’t see why Indian carriers should not make big profits on international routes. ” Understanding this, it’s no surprise that Kingfisher too is hedging its future over international skies, despite the initial cost setback of $250 million required for starting its international operations.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

Intelenet Global Ser.

2008-07-22T00:24:00.000-07:00

When IIPM comes to education, never compromise

Investee: Intelenet Global Ser.

Investor: Blackstone Group

Investment Value: $200 mn

Susir Kumar, Chief Executive Officer, Intelenet Global Services, explains the key rationale behind the Blackstone and Intelenet deal to 4Ps B&M: “We wanted to retain our third party BPO focus and wanted to grow into a global brand. From the outset, we were very clear about what we were looking for in a potential partner. This deal with Blackstone will enable us to continue to grow as a third party BPO service provider and will also help our multi-pronged growth strategy. The association with Blackstone is a mutually beneficial one where Blackstone leverages Intelenet’s delivery capabilities for all its portfolio companies. Intelenet aims to optimally leverage Blackstone’s financial backing to improve and expand its operations. These acquisitions will enable Intelenet to expand its delivery footprint from solely offshore centres, to an on-shore and near-shore capability based out of the US and Latin America. Blackstone is lending its global brand and ready access to its investee portfolio.”

In one of the largest management buyouts in the BPO space, leading PE player Blackstone Group bought out HDFC and Barclays stake in Intelenet Global Services for a consideration of close to $200 million last year. Since incorporation in 2000, Intelenet has grown from 25 employees to over 17,000 employees across 18 locations in India and overseas. The fund infusion is enabling the investee company to become a global service provider with a global delivery footprint. In December 2007, Intelenet acquired two global companies, as part of its aggressive inorganic growth plans.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

Jab we met...presentation skills weds theatre techniques!

2008-07-18T04:42:00.000-07:00

IIPM, GURGAON

Padamse, the flamboyant, ever-green exhibitionist theatre person turned ad-guru, switches lanes to peddle a new offering. 4Ps B&M’s Monojit Lahiri takes a ringside seat to grab all the action, up-front and full-on!

If there is one person who has continued to define and re-define the meaning of “double life” every moment over the last five decades it has to be the ever-colourful, ever-vibrant, cool n’ sexy Alyque Padamse! Fittingly, his latest whammo is a ‘dramatic’ one – leveraging the skill-set of theatre to power presentation and communication skills of Gen-next communication practitioners, all set to propel Indian’s adworld higher in the global arena.

“The London Institute of Speech & Personality Development – of which I am the Chairman – is an idea whose time has come,” gushes the aging advertising and theatre guru. He believes that it is designed to be a life-altering module created to empower participants of all age groups (with special focus on the younger lot) with fluency in conversation and 360 degrees communication skills. It is a diploma course created to enable them to actualise their full potential in both the personal and professional space, says Padamse. “Powered by the prime mover, Rhea DeMelo (CEO) who is a proven communication and behavioural training expert, and supported by crack team of specialists, it is the Big Idea of the day!”

How did it all come about? Padamse says the real trigger came from his younger daughter Shazahn who was painfully shy and suffered (like Dad?!) from a learning disability. The parents tried, in vain, to draw her out. At one point Padamse suggested theatre. She almost passed out! The Father however persisted and convinced her that nervousness was only a manifestation of energy and excitement. Eventually, after much pushing, she gave in – hesitant, scared, faltering – but within a few months, she actually rocked! “She had conquered fear, embraced confidence and bloomed in front of people and audiences. Right now, Shazahn is auditioning at Yashraj, imagine!”

Great – but can theatre really help chuhas to become loins?! Padamse certainly believes so. Offering a mock grrrrr before answering, he says that he has always believed that a live presentation is a ‘dud’ show if the presenter lacks the personality (style, panache, communication skills, confidence) to pull it off. “Communication is not merely words… it’s words, embellished on the wings of emotion, passion and personality.” Padamse socks a killer punch when he declares that “every individual today has the chance and potential to be his/her organisation’s most powerful brand ambassador, but the requisite skills need to be honed and nurtured.

Enter theatre workshops. This 360 degree technique is unique, exciting and effective because it triggers a dramatic, never-before re-invention of a person’s personality in a dramatic way. How? What’s the procedure? “Step one is inviting the person to read out/speak. This is then video-taped and played back after the completion of the course. The difference – like in Shazahn’s case – can be magical and mind-blowing!” explains Padamse. Then there is the ‘colourisation’ of the voice (which lends it that cutting-edge vibrancy) followed by vocabulary. “This is getting to be a scary area and needs all the help it can get. It’s truly pathetic!” Up next is dressing and the way people wear their clothes. “It’s often so shabby and immediately sends out the wrong signals! It has to be appropriated to the image you need/want to project both at the corporate and personal level! Remember, clothes make the man.” Then comes the attitude – change from lackadaisical and laid-back, nervous or disinterested to positive, assertive, focused, convincing, enthusiastic, confident. Finally, humour. “No one demonstrates this better than Lalu Prasad Yadav. Humour almost always works because it makes people comfortable, helps them loosen up and gets them in a good mood,” he offers.

The Master Presenter then swiftly moves on to explain the ‘theatre’ inputs factored into his programme at the London Institute. Improvisation heads the list. “Life is not tailor-made and there could always be awkward questions from the audience. We teach them the art of how to deal with these blinders effectively.” Then there is the Brain Gym – a very special module that enables people to use their ‘unused’ creative muscle through stimulating exercises, till they rock! Interactivity – a critical component of communication – comes next. “We change the traditional perspective by tutoring candidates on how to ask the questions that will provoke answers from the audience! Then there are separate techniques to be deployed when one is participating in an in-house meeting, showcasing a conference as a principal speaker or appearing in an interview with a blue-chip Corporate. There are also ways on how best to leverage Power-Point, Video-Tape, whatever… to enhance impact in the presentation process,” says Padamse, adding that he believes that one is always presenting (a thought, a message, a plug) to hit target. Whether it’s to extract more pocket money from his/ her kanjoos baap, patao a hot babe, sweet talk a restaurant manager or a college lecturer when in trouble with cash or attendance… coming through persuasively is the key to win and influence, everybody, everywhere!

Okay, fine, good, nice, but has theatre as a confidence builder really taken off with expected target groups? Padamse explains via his experience with the still-nascent (it kicked off in early May) London Institute and is off like a shot. “You bet it has! Corporates like Tata Steel, Infosys and Reliance have already signed on. The general reaction was, why on earth didn’t you kick start this programme earlier?” And how does Alyque intend to peddle his new set of wares from here-on? “Remember today’s HR departments are clued-in and focussed. With our specialised, in-depth range of real-world communication skills on tap, we are going to soar,” says the ad guru turned entrepreneur. Now for the corporates to give their verdict on the ability of theatre techniques to add value to their employees??

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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

Moody blues and the flashing reds

2008-07-15T05:10:00.000-07:00

When IIPM comes to education, never compromise

Colours don’t just have a physical impact; they also have a deep psychological impact. Our association with colours is natural. The reds and yellows will always be associated with warmth and passion. The coolness of the blues and greens will also remain. Moreover, due to our desire for warmth, we would always prefer warm colours, red being the quintessential colour of warmth.

Colours conjour up certain images. The reds and yellows give the image of youth, as they are considered to be young colours. Black is a very interesting colour. It can draw up numerous images almost at the same time! It can be perceived as sinister, sensual, mysterious or even inauspicious. The way you use it in your advertisement makes all the difference. Purple is a colour symbolising luxury.

Things become more interesting when we combine colours. It is said, putting two colours together causes them to vibrate! Thus, it produces a dramatically different effect. Think of a restaurant done up in shades of red and burgundy. It would have a very rich and sophisticated ambience about it. The colours would decide what kind of people, what kind of menu, what pricing this kind of place would have and hence, what kind of advertising would go with it. Now let’s combine red with yellow and see how dramatically different the effect would be. The same place would have a different ambience, a different menu, different pricing and a different clientele. It would be a funky place, average priced for the youth, probably serving fast food! It was the same red both times, but different combinations produced different effects.

An advertisement, which just tells us what the product is all about and what it does, is not a good ad. Believe it or not, but most of the time, when we buy things, it’s on the basis of emotions. As an advertising man, one must always remember ‘people don’t buy things or products or even brands – they buy solutions’. Those are our emotions that help us in finding these solutions. When an advertisement is created, it should evoke the right kind of emotions. Using the right colours or the right colour combinations holds the key to trigger the right emotional response... after all, as I asked in the beginning, when you think of a colour, do you feel something?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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

Paul de Voijs, Managing Director, Volvo Car India

2008-07-12T00:44:00.000-07:00

IIPM - Admission Procedure

Isn’t Volvo a wee bit late for the party?

No, this is a very calculated move. In the truest sense, India is only now gearing up to accept niche/luxury cars. Besides, we have been working on the models that we have launched for last three years. Only after making them suitable for Indian roads, we have introduced them in the market.

What potential does the Indian market hold?

India seems to have immense potential for luxury cars in the Asia-Pacific region and we are sure our brand will be well accepted by the Indian consumer. But, as of now we have not fixed any targets or sales figures as it will be apparent only after a year or so. I will be in a better position to answer this question only then. But whatever the sales we will be doing this year, we are confident of doubling that by 2009.

Does that mean that Volvo is in India just on experimental basis?

No. We are here to stay and will be unfolding our plans during the course of time. We are even taking the help of Ford India in some back office operations.

Are there plans of commencing a manufacturing facility in India?

As of now we can’t really commit. But let us wait and watch for how things unfold in the future.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!