That’s profits with punch!

IIPM MANAGEMENT INSTITUTE
The company launched its first FM radio station, baptized as BIG 92.7 FM on September 25, 2006. Unlike its competitors, which are only present in metros and few other Tier II-towns in India, AFL is in fact eyeing a pan-India presence. It has won broadcasting licences for 45 cities and plans to execute all its launches by early-2007. Tarun Katial, COO, Adlabs Radio, elaborates, “We are adopting a two-pronged launch strategy. While metros are ideal to establish brand recognition and recall, the other virgin markets are completely new and fresh to explore...” He further adds that BIG FM’s presence will be felt in 1,000 towns and 50,000 villages across India – reaching out to 200 million Indians. But while the sector ‘seems’ to have gulped down some resurrection potion, is the company committing the blunder of being over-confident? With existing presence in diverse high growth segments, Adlabs could just end up biting more than it can chew.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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The car too generates wealth

IIPM PUBLICATION
Like Warren Buffet’s almost every other investment, his Lincoln Town Car too generated money almost five times the value in an online auction conducted by eBay. The bid that clicked offered $73,200 for the 2001 model car was placed by Bill Zanker, who had earlier paid nearly $60,000 in another eBay auction for a lunch with Rupert Murdoch. The online charity auction that drew 63 bids during the 12-day eBay auction closed on September 22, 2006. Money raised by the auction will go to Girls Inc., a national not for profit youth organization working towards educational and recreational programs for 6- to 18-year-old girls in high risk areas.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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FDI fidelity

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With an installed power capacity of 15,210 MW, abundant water supply, undersea water-cable connectivity, better and reliable telecommunication systems with economical connectivity, both domestically and internationally, Maharashtra clearly boasts of a sound and well developed infrastructure, most conducive for businesses. Accessibility is surely one of the main strengths of Maharashtra, with two ports and three international airports that handle 58% of India’s total passenger and cargo. Not surprisingly, Maharashtra has more than 250 industrial parks developed by the Maharashtra Industrial Development Corporation. And it’s not only about the infrastructure, but also about the fact that with 37% higher output on a per factory basis than the next best state, Maharashtra is the most productive state in India contributing 13% to India’s GDP and a staggering 40% to national fiscal receipts (Maharashtra Development Report, Planning Commission).

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

The bigwigs in the FMCG sector are taking all possible steps to expand their presence in two potential segments – food & healthcare

IIPM PUBLICATION
Players are equally bullish on the health-care & personal care segment. One of the prominent names on the horizon is retail behemoth Pantaloon, which is charting out massive plans for its new cosmetic brand Tumeric. “There is a huge potential for ayurvedic cosmetics in India which has been untapped,” reasons Sanjeev Agarwal, President, Marketing, Pantaloon Retail. Godrej Consumer Products Ltd. has recently completed the acquisition of Rapidol UK’s (with hair colour brands like Intecto & Soft lene) South Africa business. The big daddy of FMCG, HLL, has made a comeback in the ayurvedic segment with a new brand coined as Fair & Lovely Ayurvedic Fairness brand. Not to be left out, Kolkata-based FMCG company Emami, too, is increasing its thrust on ayurvedic products by aiming to make its health-care division a Rs.3 billion business by 2008. Sunil Duggal, CEO, Dabur India Limited articulates in his vision for Dabur, “We plan to develop a more balanced portfolio of business. International business, Homecare, Healthcare and Foods will be our main drivers of growth.” This sentiment is echoed across the FMCG sector today.

As growth becomes a pipe dream, FMCG behemoths are all set to cash on the ‘golden geese’ of food and health care. In view of this trend, the wave of mergers & acquisitions is expected to continue.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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To fix the fixed-lines

IIPM MANAGEMENT INSTITUTE
Italy’s biggest telephone company, Telecom Italia SpA, unveiled its intentions to re-organise its fixed-line and mobile units, at a board meeting in Milan. The plan includes sharpening focus on internet services and promoting media content. The company’s moving out Chairman, Marco Tronchetti Provera, had been holding talks with Rupert Murdoch at News Corp. to strike a deal to provide media content using Telecom Italia’s highspeed internet service. This could spark the sale of Italia’s mobile units in Italy and Brazil for $59 billion. The Italian company has a mobile subscriber base of 52.7 million in Italy and Brazil. However, it is to be noted that the company has reported a 15.7% drop in net profits during H106.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Patni Computer Systems

IIPM PUBLICATION

Chairman & CEO: Narendra K. Patni
They’re successful, but they don’t want to boast about it. This seems to be the case with the reticent Mumbai-based Patni Computer Systems (PCS). One of the most successful Indian IT companies, Patni was once the breeding ground for contemporary IT icons like N. R. Narayana Murthy and Nanadan Nilekani. Today, PCS has spawned a business domain that includes off-shoring, on site support and IT consulting to the best in the business, worldwide.

The organisation actually owes it existence to N. K. Patni, who in 1972 decided to start a company based in USA; and so was born Data Conversion Inc. The company was involved in converting data written on paper into a shareable magnetic form. Though based in USA, work heavily centred around its Pune office. The industry was going through a major revolution through the spread of personal computers, and so work started progressing to software development. In 1978, Data Conversion donned a new name and identity – Patni Computer Systems. As the software business caught on, the magnetic data conversion vertical was wound up.

At present, PCS has grown exponentially to 23 offices across USA, Europe and the Asia-Pacific region. It has started to cater to niche audiences in the insurance, transportation, utilities, manufacturing, banking & financial services, health care and hospitality sectors. With software development centres spread over 8 cities in India, its specialization in areas such as embedded systems, enterprise application integration and systems management only speaks volumes of its capabilities.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

A reelistic interpretation…

IIPM MANAGEMENT INSTITUTE
Life, when captured through Mira Nair’s lens, inevitably ends up being portrayed in full Technicolor, albeit with vignettes that might have gone unnoticed to those without the veteran director’s bent of mind. While critics and the box office had a field day punching holes in Vanity Fair, the maverick director cast aside criticism and has instead aired her latest, The Namesake, at the 31st Toronto International Film Festival. Based upon Jhumpa Lahiri’s widely popular book of the same name, the leap from pages to the silver screen has had critics waiting in watch, and at the cost of sounding corny… Nair’s on fire!

Lahiri’s fiction comprises equal parts melancholy mingled with the searing pain of loss and subsequent freedom gained, and since her narrative spanned two generations of Bengali émigrés, an adaptation to reel would always be no mean task.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Differentiation is Perfect

IIPM PUBLICATION
But in reality, we’ve seen that differentiation is implemented everywhere. In some situations, it just takes more time or because of labor laws, it costs more to let people go. But differentiation should never be rushed, anyway. Full-fledged implementation cannot – and should not – occur until an appraisal system has been up and running for about three years. People have to get used to candid feedback and the concept of pay for performance. Now, we’re certainly not going to claim that differentiation is perfect. Every management practice has flaws. But we know of no better way than differentiation for companies to build great teams. And neither, we have found, do its critics!

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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