Showing posts with label iipm-publications. Show all posts
Showing posts with label iipm-publications. Show all posts

Tuesday, June 04, 2013

The way our patent act!

Lifesaving drugs, patented after ’95, will not come cheap

While India’s IT industry hogged media limelight for its breathtaking pace of growth over the last decade, the pharmaceutical industry too kept up the momentum, marching at a decent pace of around 13-14 per cent annually in a market that is estimated to be around $11 billion. The catalyst that got the juices flowing for the pharma industry was the Patent Amendment Bill (2005), which in line with the WTO agreement, got the ball rolling for both MNCs and indigenous companies in the sector. The Bill gave MNCs a strong regulatory framework that acted as a bulwark against cheap copy of their discovered drugs while local companies benefited by getting opportunities to tap the off-patented medicines. Indian pharma companies got another shot in the arm with the new Patent Act stating that only drugs invented after January 1, 1995, can be considered for product patenting.

Eight years hence, India is one of the five biggest pharmaceutical producers in the world, contributing to 10 per cent of the world’s drug production, amounting to $22 billion, up from $7 billion in 2005. And if growth comes can employment generation be far behind? A Department of Pharmaceuticals report indicates an employment figure of 340,000, which is split among 20,000 pharma companies across the country. Armed with such growth opportunities, India could become the potential pharma-superpower over the next two decades – a credit that goes singularly to the Patent Bill, 2005.

However, the Bill has had its fair share of controversies too. The main apprehension has been that it would allow the patenting multinationals to charge high prices for their drugs! The low elasticity of demand for pharmaceutical products, coupled with the aggressive marketing by big pharma companies, entails the risk of encumbering the low and middle income groups with financial stress. However, the recent Supreme Court ruling denying patent rights to Novartis’ anti-leukemia medicine, Glivec, has given reasons to belie such concerns. For instance, Glivec costs an unaffordable Rs. 1.2 lakh per month. But its generic formulation, made by domestic manufacturers, costs no more than just Rs. 8,000. The SC ruling came on the basis of the drug being developed before 1995, which made it ineligible for protection under the new Patent Act.

But the jubilation at the SC verdict is ephemeral. With the passage of time, chances of a drug being formulated before 1995 will gradually grow rarer. And that’s where the danger lurks. Abnormally high priced lifesaving drugs, formulated after ’95, will no longer be affordable.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Friday, May 24, 2013

Movie review :Table No 21

Heavy weather in cool climes

It isn’t love that makes the world go round for Fiji resort owner Abdul Razzaq Khan (Paresh Rawal). Fear does. He asks the male protagonist: do you believe in God? Yes, the latter replies. No, you fear God, retorts Mr. Khan. For good measure, he adds: “Dar sey hi dunia chalti hai.”

You squirm: God! Is Paresh Rawal still in OMG mode? He isn’t. There is no Akshay Kumar here in the guise of Lord Krishna; for Table No. 21 is neither a social satire nor a profound cinematic discourse on the flip side of faith. Is it, then, a dark thriller that pulsates with life? That neither. Simply put, it is an eminently forgettable film.

On the face of it, Mr. Khan isn’t a pleasant guy to know. He employs all the dread that he can drum up and paints an unsuspecting couple, Vivaan and Siya Agasthi (Rajeev Khandelwal and Tena Desae), into a murky corner that proves too difficult for the lovey-dovey duo to squeeze out of.

For sure, Mr. Khan isn’t playing harmless games. He actually has a deadly point to prove, but we know not what he is really up to until the very tail-end of Table No. 21. Not that it matters.

In Aditya Datt’s cat and mouse thriller, the natural beauty of the salubrious island location far outstrips the less-than-dramatic energy of the fictive battle of psychological attrition that plays out as a series of tricky questions and tasks that Mr. Khan, as the host of an online game show, comes up with for the couple.   

The basic premise of Table No. 21 is intriguing enough; the performances are adequate, if not spectacular and the cinematography and editing are both of the highest order. What the film lacks is a genuinely gripping storyline.

The screenplay is overloaded with clichés right out of more conventional Bollywood melodramas – an out-of-work young man struggling to make ends meet and waiting for his big break; a doting wife as adept at romping in an itsy-bitsy bikini on a beach as at going the extra ‘immoral’ mile in keeping the home fires burning, and a deceptively courteous tormentor hell bent on messing up the twosome’s not-so-hard-earned idyllic vacation.
 
“Secrets are sexy”, Mr. Khan intones, his voice dripping menace. But he isn't the only one who has reasons to keep his cards close to his chest. Vivaan and Siya, too, have demons from the past to deal with.

The tale of sweet nothings, half-truths and betrayals that lie at the heart of Table No. 21 – the number refers to the Article of the Indian Constitution that guarantees “protection of life and personal liberty” – has a high-minded purpose.

Sadly, the methods it uses to get its point across are painfully laboured. Neither the social objective of the statement that it makes nor the dramatic intent of the mise en scène is served well enough in the bargain.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Saturday, May 11, 2013

KIDNEY TRANSPLANTATIONS: DELAYS

Stringent laws and complicated procedures are delaying the kidney transplantation process killing more people in the process

This amendment may have succeeded in controlling the kidney racket scandal to a certain limit but it has several loopholes. Mostly, it has been severally criticized as being an unduly elongated process to get approvals for unrelated kidney donation. Due to the lengthy procedure and absence of government nominees on the authorisation committee, transplants have been stalled or delayed in several hospitals. One nephrologist from a reputed hospital said, “We appreciate the move of the government but the procedure has been moving at a snail’s pace.”

In one example, in 2011, many transplants in Maharashtra got delayed for a few months in several hospitals due to delays in release of authorisation letters. Although there is no official data on whether any deaths took place due to delayed release of approval letters, there is no doubt that this may have been the case. Kidney transplantation on an average burns the pocket of an individual by almost Rs 400,000 (if the same is done legally!); post-operative expenses come to around Rs.10,000 per month! And in case the deal is illegal, then the recipient’s family has to conjure up another Rs.200,000 to Rs.400,000.

In reality, the stringent laws that have come into force have not been able to completely curb the illegal kidney racket – but worse, in some cases, have ensured that honest and emergency cases of transplants have not been processed in time. The need of the moment is for the government to now set a more stringent time-bound condition on the Authorization Committee to clear any pending case for kidney transplantation within 24 hours of them receiving the application. If such a time duration seems too less, then the government should immediately disband the concept of an authorization committee which does not understand the criticality of life and death situations.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Thursday, May 09, 2013

Shifting your focus to match customer needs

It is critical for organisations to adopt a scientific approach to understanding how they can meet customer needs, and to firmly ingrain a customer-focused culture throughout the organisation
 

We have often heard the phrase, “Customer is king”. While it is self-evident that higher satisfaction levels give a company an edge over sales, company growth and reputation, what it really does in the long term is to ensure that existing customers stay happy, resulting in better relationships and happier employees. Customer-focused companies are more attuned to the market and better able to stay ahead.

I refer to Harley-Davidson’s customer focused culture as one of the best in the world. It is the longest, continuous manufacturer of motorcycles in the US and has outlived nearly all of its competitors. In the twenty short years since Harley-Davidson started its Owners Group programs, it has grown to over 500,000 members & each of them own at least one motorcycle. The question to ask is: Is there any other consumer product in the world that will prompt customers to travel over several continents to be part of a group experience? Customers and employees alike take great pride in their affiliation with the company and this continues to make Harley-Davidson one of the great success stories of our time.

There is simply nothing – nothing – more important than getting to know the needs of your customer in a detailed and scientific manner. In the words of Michael Dell, “By spending time with your customers where they do business, you can learn more than by bringing them to where you do business”.

80% of companies believe they deliver a superior customer experience; however, only 8% of their customers agree. Why? Your customers are looking for maximum value when spending their hard-earned cash, particularly in this economy. The customer experience requires the active participation of everyone in your organization. This is where the word “Satisfy” comes into play. What it means is that your company is providing nothing more or less than what the customer expects. Creating a customer-focused culture is a proven strategy for both short-term success and long-term growth.

Going by the industry’s best practices, let me share with you some key insights into what will really work for you or your company.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Monday, April 01, 2013

“Perhaps The US Navy Seals did Capture Osama Alive...”

Cairo-based Max Rodenbeck, Chief Middle East Correspondent, The Economist, discusses Osama Bin Laden’s death, The Involvement of Pakistan and US in The Capture, and The Effects of Osama’s death on other Terror Outfits, Pakistan’s Neighbours and The Middle East, with A. Sandeep, Editor, Business & Economy.

B&E: Recently, America celebrated the end of Osama bin Laden, as the end of the mastermind behind the biggest terror threats worldwide. Is it actually such a big victory?
Max Rodenbeck (MR):
Understanding that he was one of the biggest criminals in world history and the biggest threat to peace, the celebration was called for. But to hope that this would bring an end to all kinds of terrorist attacks like those masterminded by the al-Qaeda under bin Laden’s leadership, I think it is premature to think that such a thing will happen. Osama’s death is a big blow to al-Qaeda, The outfit has grown considerably weaker in the past ten years, and it is not clear as to who will be the successor to Osama. Whoever becomes the successor, he would not have the same profile or the ability to inspire such hatred or admiration amongst like-minded people.

B&E: While reacting to the news of Osama’s death, the British PM had said that there was a need for the West to be cautious of a backlash. Also, Taliban has vowed to launch an attack on US and Pakistan to avenge Osama’s death. How real are these threats?
MR:
More than considering them real or not, it is better to understand these as short-term threats. The most striking response to Laden’s death from the Muslim world has been the silence. There was not a great deal of comment at all. Besides the people who are on the fringe of Islamic radicalism – the Jihadist fringe, which is a very small fringe element in the Muslim world today – the rest are not upset about Osama’s death. There also remains some degree of disbelief in the truth about US’ story regarding the killing of Laden and the truth that he died. But in terms of an immediate backlash, it is pretty likely that some of those groups associated with al-Qaeda will feel the need to either express their anger or reassert the fact that they still exist by launching an attack.

B&E: Reports have claimed that Osama bin Laden, in recent times, was not as active as he was, say about 10-15 years ago. What are your views?
MR:
It is true that Osama’s leadership has not been that important in recent years. In fact, the central leadership of al-Qaeda has not been that critical. The work of al-Qaeda around the world over the last couple of years has been carried out by groups that are only remotely linked to al-Qaeda. There is no question that bin Laden’s leadership has been less important of late. I think this has also largely been because he has been unable to communicate. It has been quite some time now – I can’t remember how long – since we last saw some video or audio statement from him. His leadership position had weakened even before his death.

B&E: The growth of al-Qaeda also led to the corresponding formation and strengthening of several other similar but smaller outfits across the globe. With their agenda almost clear and certain, how big a deterrent is Osama’s death for these outfits? Or do you think other terror outfits will get stronger due to Osama’s death?
MR:
I don’t think we have anyone trying or planning to play the part of al-Qaeda in the same sort of manner. In an organisational sense, there are some people who follow the policy of global jihad, but this is a small minority which mostly exists on the Internet – in terms of being real and operative on-ground, there are really very few. Maximum, we are talking about a few hundred around the world. They are all very like-minded outfits that exist in many different countries. We are talking about small cells, of hardly two dozen people each. And a lot of them have the basic primitive training and have very limited goals and what they can achieve. So, in such a scenario, we will see terrorism on a very small scale, than on a global scale. al-Qaeda’s vision, over the last 10 years, has become increasingly difficult to sustain, because it broke into a franchise, with different branches that operate independently. There is very little central leadership. And it’s hard to see any organisation that will try to emulate a centrally-led terror outfit. It is likely that there will be constant mutations and change in all terror outfits. There is already a considerable amount of debate inside al-Qaeda itself about strategy and tactics – whether they were doing the right thing or not. In the jihadi circle as well, questions have been raised whether whatever they have been doing is right or not. Questions are being increasingly asked about this kind of terrorism and radical wrong action around the Muslim world. It can also be that the pool of recruits at schools of terror is actually getting smaller. All this was happening even when bin Laden was not dead, so I am not sure whether Osama’s death will have any impact on terror groups or on whether his death will make the smaller, lesser known groups stronger. Interestingly, even if you look at geographies, there are considerable differences between the countries. Pakistan is rather unstable and has its own domestically generated and caused sources of violent Islamic radicalism. And these are not often connected to the broader or global movement such as the al-Qaeda. So there could be different forms of local terror groups in different countries.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist). For More IIPM Info, Visit below mentioned IIPM articles

Tuesday, March 26, 2013

Steve, You just went too Soft there!

Ever since it began, Microsoft was Globally hailed for its Innovations, and even feared, Hated & Fined for its Anti-Competitive practices. But especially since Steve Ballmer took The Helm, Microsoft has only Moved Downhill, becoming a Pale shadow of its former self

Two childhood friends Bill Gates and Paul Allen, who had a strong passion for computer programming, started a company in 1975, which preliminarily developed interpreters for microcomputers. Since then, Microsoft has been the temple of innovation and a clear market leader under the leadership of Bill Gates. Great empires are built on foundations laid by great visionaries, and it is undeniable that Bill Gates and Microsoft were right up there among the harbingers of the software industry as we know it today. The magnitude of their contribution can be gauged from the fact that global IT spending touched $1.5 trillion in 2010 according to IDC.

But the true test of visionaries is the ability to create empires that last beyond them. In 2008, Bill Gates had declared, “We have achieved the ideal of what Microsoft wanted to become.” By this statement of Bill Gates, who stepped down as Microsoft CEO in 2000 (and Steve Ballmer took over) and as executive Chairman in 2006, one would like to believe that he crossed that rubicon as well. But is Bill’s statement a statement of achievement, or still one of wishful thinking? Well, they do say that time will tell. And to be frank, it has been doing so for quite a while, though we do not believe that Bill would exactly like to hear its verdict so far! To understand that, we need to look at what transpired since the time Gates stepped down and Ballmer stepped in.

It took Steve Ballmer 20 long years to become the top man at Microsoft, ever since he dropped out from Harvard to join the company. Incidentally, even his joining heralded a turning point of the IT industry with the dot com bubble bust, and ironically, the relations between Steve and Bill were also hardly the kind you would expect between a CEO and his succèssor. The Wall Street Journal reported the same and an internal source in the board clarified the entire issue. Steve was reported as having said, “Once Gates leaves, I am not going to need him for anything”. And he even reportedly added, “Use him, yes, need him, no.” In fact, Gates even stormed out of that meeting, according to sources. Two camps had been built since then, with respective allegiance to Ballmer and Gates.

With a start like that, the signs seemed quite ominous. In 2000, the company’s M-cap was recorded at a mammoth $586.2 billion, and was leading the list of top companies in the world. Even the conglomerate GE, which stood at second place was way behind with an estimate of $474,956 million. It’s almost a decade since then, and Ballmer’s leadership has come under scrutiny not once but on many occasions. The company’s M-cap in the fourth quarter of 2010 was only recorded at $238,784.5 million, almost one third of what it was in 2000 as reported by Financial Times Global 500. The decline is a clear indication of the pessimism of investors in the company. IT analyst Jeff Kagan comments to B&E on the company’s major problem, “Microsoft has happy customers and it is a natural for them to transform and lead the new industry. They have just not done that over the last decade”.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles


Friday, February 08, 2013

Water Woes Intensify

When it was predicted about a decade back that the next World War would be fought for control of water, sceptics dismissed it as a mere hyperbole. Now, with killings over water being reported from across the country, the spectre of the past is becoming a scary reality. The team of anil sharma, raju kumar and nishant bhadreshwar take stock of the situation

It is a truth universally acknowledged that a single man in want of a wife must be a good provider. However, what the word ‘provider’ encompasses has acquired a new meaning in Rajasthan. Here, a man must be able to provide water to the family apart from other things. Sounds like a leaf out of Ripley’s ‘Believe It or Not’, but the acute water scarcity in the state has made a lot of people wary of marrying off their daughters in villages where women would inevitably have to trudge for miles everyday to fetch some water. “Often, women have to walk for miles to collect water. Many people are reluctant to marry off their daughters into such communities,” says Rameshwar Chaudhari, a resident of village Chopra Dhotra in Jodhpur district of Rajasthan. His village is facing severe water crisis.

Rajasthan, spread over 10.4% of the country’s geographical area and sustaining more than 5.5% of the human population and 18.70% of the livestock, has only 1.16% of the total surface water available in the country. This year, the ground water situation has turned alarming in the state with only 30 water blocks out of the total 237 left in the safe zone. With increase in the population and subsequently the demand for water for various purposes, the state is already in the middle of a terrible water crisis. The per capita annual water availability in the state is about 650 cubic meters against the minimum requirement of 1,000 cubic meters. “I am 60 years old and have never seen a situation like this. We get water only once or twice a month and even that comes with low pressure. It takes over half an hour to fill a bucket,” says Kamla, a resident of Naulakhi in Sri Ganganagar district. The crisis has also become so acute in Atru in Baran district that the water department—in spite of spending Rs.20,000 daily on the supply of water—is finding it difficult to meet the local demand through tankers.

The local administration in Akhlera in Jhalawar district, having a population of over 12,000, is now planning to engage 150 plus tankers to supply water. The only source of water in the town, Amalvada Deh dam, is drying up fast. Similar situation has emerged in Sojat Road in Pali district where the administration has demanded a special 65 wagon water train to overcome the crisis. Women in Bhilwara town of Rajasthan recently blocked the road in front of the municipality, demanding increased water supply. “We want more tube wells to be dug up so that we can get water,” says Kamla, a housewife. Water is being supplied once in every five days in the town famous for its textile industry.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Tuesday, February 05, 2013

BPO INDUSTRY: EMPLOYMENT SCENARIO

Good ol’ B.O is worried that Indian (and Chinese) BPOs are taking away American jobs! His worries might actually be true, irrespective of whether he can do anything about it

Even Gaurav admits that his work pressure has almost doubled over the last one month, much to an extent that his company is contemplating options to add three new faces to his team. In fact, he is also expecting a 15-20% hike in his salary this year. And why not? As per Nasscom, the industry can achieve an export target of $60-62 billion by FY2011 employing 2.5-3 million professionals directly. Even as per IDC India estimates, the domestic BPO market is expected grow to $6.82 billion by 2013 at a CAGR of 33.33%. “But, to succeed, these companies will not only have to strengthen their focus on domestic outsourcing business, but will also have to expand their client base across industries while paying heed to process efficiency & service delivery through technology advancement. Companies should now look at Shared Services Center (SSC) design and execution as one of the key focus areas to deliver a more significant impact on their client’s business,” cautions Rajeev Sharma, Director, Osource India (an outsourcing service provider for BFSI, Telecom, Pharmaceuticals & Hospitality companies).

Even big wigs like TCS and Wipro are quite bullish on their hiring plans. While TCS plans to hire 30,000 employees in FY2010-11, HR managers at Wipro too are looking forward to add 7,500 people to the company’s payrolls and that too over the next six months. In fact, Wipro has just given a pay hike (8-15%) to its employees. However, the irony is that despite having an impressive track record (pre-recession) and remarkable future estimates, the outsourcing industry in India still suffers from hitches like lack of staff with right skills & high attrition levels. But, is there a solution? As per experts, the best way out for companies is to treat employees as their internal customers apart from following the Pyramid rule while infusing fresh talent in the company (so that a clear growth path is defined at the beginning itself). Also, cross training at all levels by domain experts is required in a big way. Moreover, the shared service functions (HR, Finance, IT Support, et al) should be made on fair parameters of performance, rewards & responsibilities.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Monday, February 04, 2013

Crunched to death!

The financial crisis brought the world to its feet!

The foundation stone of the current financial crisis was definitely laid during the prior boom period, which lasted between 1996 to early 2005. Financial institutions like Fannie Mae, Freddie Mac, Lehman Brothers, Bear Stearns, Merrill Lynch et al, were enthusiastic enough to run after the lucrative sub-prime market and create an artificial buying power for borrowers. Giving no importance to financial due diligence, the lenders were quick to introduce new, riskier products with insufficient asset value as collateral. As a matter of fact, the total amount of mortgage-backed security issued tripled to $7.3 trillion and the securitised share of sub-prime mortgages increased from 54% to 75%; all thanks to the booming ‘credit derivative market’ which made risk transfer easy. The low interest rate further encouraged Americans to opt for housing loans or mortgages. But when home prices in the US began to decline in 2006-07, mortgage delinquencies rose and securities backed by sub-prime mortgages (which were widely-held by financial institutions), lost most of their value. Later on, when this housing bubble busted, three out of the five largest investment banks (once the cynosures of Wall Street) of US, failed, triggering instability in the global financial system. This resulted in a decline of capital for many banks, thus creating a credit crunch.

Bear Stearns, Fannie Mae, Freddie Mac, Lehman Brothers, Merrill Lynch and American International Group (AIG), are all in a perilous state today. The Federal Reserve on its part has been adding every bit to the domino effect. Its loan of $114 billion to protect the creditors of Bear Stearns and the US Treasury’s backstopping of $5.2 trillion in Fannie Mae and Freddie Mac sent a wrong signal to the failing behemoths. Lehman Brothers, stating that it had debt of $613 billion (with an asset base was of $639 billion) opted for Chapter 11. Days later the Federal Reserve gave $85 billion loan to AIG for a 79.9% stake. Mark Zandi, Chief Economist, Moody’s Economy.com, avers, “The crisis began with sub-prime mortgage borrowers defaulting on their loans, driving many private lenders out of businesses and causing billions in losses for investors. A year later, the crisis has engulfed a growing number of prime borrowers as well, pushing them financial brink and costing investors billions more.” 


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Tuesday, January 22, 2013

The US foreign policy

Obama has little choice but to go after earnest development in the US foreign policy

B&E: The media is abuzz with speculation about the possible opening of a United States interests section in Tehran. If the US makes a formal request, will Iran agree?
MM: I think the realising of the word “if” in the US takes considerable time. In the last few months, we have been asked this question of “if America raises such a request” many times; yet, we are still not faced with such a request. Till now, these things have come up through mass media and that is why you have received mass-media type answers. Let’s be patient. We’ll surely respond if we receive any such request.

B&E: Seymour Hersh argues that there has been a shift in the American position vis-à-vis an attack on Iran? What’re your comments on that?
MM: From the very commencement of this question historically, two options were on the table: an alternative based on cooperation, and an option based on altercation. We, at all times, prefer the choice based on cooperation. Time and again, we would listen from some part of the ruling party in the United States that they are bearing in mind the other option – that is confrontation, an assault or military strike on Iran. Maybe this has forever been in their minds, and is even now; but the problem is that they aren’t understanding what could happen. They cannot inflict on the taxpayers another conflict and that’s why we do not see any likelihood for a new conflict by the Americans in our region.

B&E: What do you think would the consequences be, if the United States did attack Iran?
MM: They know what will be the reaction. We have informed them. 


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

 

Saturday, January 19, 2013

The End...?

The prophecies and science behind 21st Dec, 2012

Cataclysmic events unfolded in Roland Emmerich’s film 2012 – the earth’s core began heating up due to solar flare bombardment, California was engulfed by the Pacific Ocean, the Yellowstone Supervolcano erupted, megatsunamis thundered at every country’s shores – and one would imagine Emmerich was a little boy immensely enjoying destroying every conceivable object in his line of view! While most level-headed people enjoyed the effects of the film and let the subject be, there are many equally sane people worried if really all they had before their inevitable end was three years… just a little more than a thousand days… With numerous books and roughly six million websites dedicated to the predictions and prophecies about the year 2012, and 21st December 2012 to be more particular, most of us are being pulled in by these Doomsday prophecies.

The entire hoopla began with the predictions of the Mayan civilisation that say an alignment of the planets in our solar system, which happens only once every 6,40,000 years, will occur on 21st December, 2012 and lead to a catastrophic event. Astronomy was one of the strengths of this race, and they had managed to calculate the length of the lunar month with near accuracy some thousands of years ago. Now, along with their worrying prophecy, their Long Count calendar, credited for its accuracy, ominously ends on the same date.

Another ancient prophecy is by Sumerians circa 5000 BC about a planet Nibiru, which would collide with our planet – in 2003. But, while it obviously failed to do so, the date was moved to 2012, by theorists who probably consider the year to be a much safer bet for widespread calamities! For the record, as of now, there is no planet with that name.

2012 is going to be the year when solar storms will bombard the Earth, which NASA confirms will not cause life to end, but could temporarily cause power outages and the suspension of other services powered by electricity.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Monday, January 14, 2013

“Ours is a tough industry”

B&E: You’re celebrating 100 million subscribers. What’s the status quo?

SM:
We’re currently in the 15th year of operation and although Airtel has managed to be profitable, we’re yet to be cash flow positive. We recently announced the maiden dividend of the company after 15 years. Our stakeholders were actually looking at waiting for another year for us to turn cash flow positive. However, due to the de-merger of our private company, we had the headroom this year and hence were able to announce a dividend. One has to remember that Airtel has invested Rs.700 billion in setting up hard infrastructure. Infrastructure alone takes Rs.200 billion per year. It should always be remembered that this is a tough industry and one needs to keep on investing. This way, profitability is always measured along with investments.

B&E: What then would be the future growth drivers for Airtel?

SM:
Well, we’re hoping that 3G would be available soon, which will lead to better data services. Music-based services are already quite popular and we hope that their popularity will continue to increase in future.

B&E: Are you in the favour of auctioning of the spectrum, or should it be allocated on the basis of subscribers?

SM:
Spectrum is an issue that concerns all mobile operators in the country. We’re absolutely aligned to the government process even if it is the auctioning of licenses. All we want is a stable regime with a single process. The practice of allocating licenses on the basis of number of subscribers is not followed anywhere else in the world. We already have the lowest spectrum than anyone else in the world and packing more and more customers is becoming increasingly difficult. We have two of the largest telecom companies of the world in India and they too would endorse this point that as we go further, it would be essential to have more spectrum.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
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Friday, January 11, 2013

“Honest pricing policy”

B&E: What were the vision and mission for the Indian market when LG started off its operations in India?

MBS:
The company pursued the vision of becoming a true leader, attracting customers worldwide through its innovative products and design. In the first few years after its entry, LG did not get into price wars. Unlike other players, it did not offer any exchange schemes or discounts. We believed in an ‘honest pricing policy’ and our message to customers read ‘No scheme, no gimmick, great products and honest prices.’

B&E: What understanding of the Indian market did LG had then and what strategies did LG as a company formalise for penetration at that time?

MBS:
Since its initial years in India, LG has focused on bringing out new models regularly in its product range. In its first year of operation in India, LG launched 70 models across a range of products. In 1997, it introduced its Golden Eye Technology TV, which had a light sensitive natural algorithm ‘eye. Thus, LG showed that it cared for customers’ health through its products. LG’s concern for health of customers was its Unique Selling Proposition (USP) in the Indian consumer durables market. Similarly, LG positioned its refrigerators as the ‘preserve nutrition system’ refrigerators.

B&E: What were the key challenges that LG as a company had to face at that time?

MBS:
When LG started its operations in 1997, it sold products that were imported. Hence, its products were priced high and were equivalent to other foreign (Japanese) products. However, in 1998, LG launched ‘Sampoorna’, its first low priced TV for rural consumers, and followed it with ‘Cineplus.’ The Indian customers wanted the best products at reasonable prices; LG started introducing quality products in the economy range.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, January 10, 2013

A drink in time, saves nine...

“According to the latest data compiled by A C Neilsen. Thums Up, an Indian brand that was sold to Coca-Cola (in 1993), retains the top slot of the most selling carbonated drink in India: AC Nilesen study, April, 2009.”

When it comes to being faced with an overdose of cultural conundrums, Coca Cola India would certainly qualify. From Plachimada in Kerala to Sunita Narain (CSE) to Swami Ramdev; the company has been through quite a bit. Being perceived as the ‘big MNC making mountains of moolah’, a company like Coca Cola became a relatively easy target for publicity seekers. Any other entity would have crumbled to the tee. Especially with as ruthless a competitor as Pepsi. But many Indians forgot that perhaps Coca Cola wrote the rulebook on retail marketing (If you’ve not heard about the IGA Coca-Cola Institute, you’re out of business), and that Coca Cola was never about promoting the so-called ‘yankee’ culture, but about their understanding of what glocalisation really mean. If their Thums Up purchase was a huge evidence of it, then their continuing to sell Vanilla Coke in Gujarat, Jamshedpur, Kolkata, Mumbai, Delhi and Hyderabad (and double thoughts to sell Thums Up in Delhi!!!) a further shot from the hip. The company in fact went by the rote and launched their 5-Ps model in 2007 – People, Product, Planet, Portfolio & Performance. And to ease the spring beaver in overeager Citizen Kanes, Coca Cola has also launched a series of ‘good corporate citizen’ programs; for instance, the company launched a fleet of 85 CNG trucks in Delhi for the green cause. As per Atul Singh, President & CEO, Coca-Cola India, “It is prudent that all stakeholders join hands to tackle complex issues like climate change and availability of freshwater. At Coca-Cola India, we have joined hands with the government, NGOs and local community...”
 
 
Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Tuesday, January 08, 2013

It’s time to unleash the power of social technologies

In today’s competitive environment, firms can boost productivity and enhance performance by leveraging social technologies to support business needs

Social technologies have radically transformed the world of business. They have enabled globe-spanning supply lines, real-time information exchange, and allowed businesses to enhance their performance. These powerful technologies challenge existing management practices and models, consequently many executives are rethinking their infrastructure for collaboration and communication.

Typically these technologies include blogs, wikis, podcasts, information tagging, widgets, mashups, prediction markets and social networks. The use of these social technologies within companies is referred to as Enterprise 2.0. Global enterprise spending on these technologies is predicted to increase dramatically to $4.6 billion by the end of 2013, with a 43% year-on-year growth, which makes it the fastest growing technology in the enterprise software industry.

Despite the recession, a growing number of innovative firms are integrating social technologies into their businesses, including General Electric (GE), Proctor & Gamble (P&G), Shell, KPMG and Airbus. These forward-thinking firms are adapting their traditional management practices while leveraging Enterprise 2.0 technologies. However, when it comes to the current management practices that dominate in the majority of companies – a large number of leaders are still ‘unsure about the relevance’ of social technologies to allocate their resources and capabilities effectively. The big question is ‘can these social technologies actually boost business performance?’

Our research has found that companies can boost productivity and enhance performance by leveraging social technologies to support business needs. A number of companies have implemented Enterprise 2.0 applications for a variety of purposes such as research & development, marketing, customer service and knowledge management. Global service firms such as Accenture, Pfizer, BT and IBM have used these technologies to rapidly identify who within their organisation know ‘what’ and thus consequently share their expertise quickly. In fact, in some cases this goes beyond the UK borders to creating global outreach platforms for collaboration and communication.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.