IIPM Admission

Tuesday, December 28, 2010

KERALA MAGIC: A spellbound audience

IIPM Prof Rajita Chaudhuri: The New Age Woman

Ammu first young Indian to drive two-wheeler blindfolded

When Ammu was only three years old she got the magic bug. As a young learner she was able to pick up the trick of the trade quickly. And at the age of 13 she drove a two-wheeler blindfolded. Since then she has never looked back, vowing her die-hard fans with her tricks. She was at the centre of attraction at the world women magicians' conference at Thiruvananthapuram, Kerala, last month.

Internationally-acclaimed magicians, like Luna Shimada, who had converged on the venue to showcase their tricks were well impressed by the 16-year-old girl. Recognising her talent, they promised to help hone her magic skills. According to a famous magician Gopinath Muthukad, Ammu is the youngest girl to have driven a two-wheeler blindfolded, setting a national record. She performed her first magic show at the age of five and appeared on more than 5,000 stages, claims her father Muthukulam Rajasekharan, a freelance journalist. She won the Maya 2010 award at the world women magicians' conference.

Of late, she has been holding magic shows to eradicate social evils like smoking and alcoholism. It was extremely successful, says Ammu. 'Once an old drunkard watched my magic show and after that he thanked me for educating him. It is difficult to change habits, but such shows are useful,' she says. Also, she has performed in other states, including Maharashtra and Rajasthan.

Ammu has become a popular magician. Recently, the Regional Cancer Centre of Thiruvananthapuram, roped her in for a magic show in Kollam district against smoking, a major cause for cancer. Besides, she has also begun to impart training to students fond of magic. 'My aim is not only to win accolades but also to popularise the art of magic among youngsters,' she adds.

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM BBA MBA Institute: Student Notice Board
Run after passion and not money, says Arindam Chaudhuri
IIPM Lucknow – News article in Economic Times and Times of India

Prof Rajita Chaudhuri follow some off-beat trends like organizing make up sessions
IIPM Prof Rajita Chaudhuri's Snaps
IIPM Prof Arindam Chaudhuri on Our Parliament and Parliamentarians' Work

Tuesday, December 14, 2010

Thirsty in the land of rivers

Prof Rajita Chaudhuri follow some off-beat trends like organizing make up sessions

As Punjab's groundwater turns toxic and scarce, the state faces the grim prospect of a severe crisis, reports Jatinder Kaur

The land of five rivers is fast running out of water and its people are losing their cool. As the Punjab groundwater table sinks and a major crisis looms on the horizon, tempers are beginning to rise. But the state government seems unperturbed.

One recent incident should have served as a wake-up call. But one isn't sure that it has. In Jalandhar's Basti Sheikh, when a municipal corporation tanker was supplying drinking water, a violent altercation between two neighbours ended in the death of one of them.

Trouble erupted when one Nand Lal and his son were filling their buckets. Another Basti Sheikh resident, Vikas Manchanda, tried to jump the queue. Nand Lal protested. Fisticuffs ensued. The punches that Manchanda threw at Nand Lal proved fatal. The latter succumbed to the blows.

This tragic incident occurred just before the nor'westers brought some relief from the blazing sun. It highlighted the magnitude of the water shortage that Punjab is in grip of today. The state is anything but water-deficient, but the manner in which its residents have over the years exploited the life-giving resource has pushed Punjab to the brink of what could prove to be a catastrophe.

The state is in the throes of a severe water crisis that is getting worse with each passing year. Indiscriminate exploitation of groundwater for both agricultural and drinking purposes has led to rapid depletion. Of the 12,423 villages of Punjab, 11,849 are facing a shortage of drinking water. The water level in 30 per cent of the state was found to be 20 metres below the ground in 2005. Moreover, the water that is being drawn from the ground has alarmingly high sodium carborate content.

A survey conducted jointly by the Punjab Agricultural University and National Bureau of Soil Survey discovered that 57 seven per cent of ground water was not fit for consumption. In Muktsar, only 38 per cent groundwater is fit for drinking and agricultural purposes, in Faridkot 33 per cent, in Mansa 35, in Bathinda 19.77 per cent and in Moga 14.98 per cent.

The total area under cultivation in the state is 42.68 lakh hectares and the requirement for water is 43.7 lakh cubic metres. Availability is only 31 lakh cubic metres. The groundwater table has been going down 30 cubic meters per year. The water level has declined dangerously in 108 of the 138 development blocks that constitute Punjab. Most of the affected blocks are situated in the Malwa region. Despite the water crisis, Punjab has not formulated a water management policy. Union sports minister M.S. Gill has this to say about the worsening situation: 'We are dependent on canals, dams, tube-wells and rain water for irrigation. If these sources dry up, the agricultural tracts in the state will turn into wasteland. When I was the development commissioner of Punjab from 1985 to 1988, I had suggested that tube-wells should be installed only by licence and that a rule be framed for not boring beyond a particular limit. All should get an equal share of water irrespective of their economic status.' Gill's fears weren't unfounded. If such indiscriminate use of water continues, the land of five rivers, India's granary, will be reduced to a barren desert. Agricultural experts hold that water shortage is linked to the issue of water pollution. These two issues cannot be viewed separately. Along with misuse of water, there is excessive use of fertilisers and pesticides to get bumper crops. According to a survey, Punjab utilises twice as much fertilisers and pesticides as the rest of the country put together.

Most areas in Punjab are under wheat and rice cultivation. The latter is more dependent on water, so paddy cultivation has aggravated the water crisis in the state. The state government had passed an ordinance forbidding paddy plantation before June 10. The main aim of this ordinance was to curb the use of tube-well water. Monsoon hits Punjab only in late June but farmers seeking two crops of paddy start plantation early by using tube-well water. This has led to the depletion of the groundwater table. This year, paddy plantation in Patiala was started as early as end-May this year.

The government has been turning a blind eye to this flagrant violation of the ordinance. Organic farming campaigner Umendra Dutt says: 'Water is a gift of nature and is considered a purifying agent. We have polluted it so much that it has turned poisonous. We will have to pay a heavy price in the future.'

Dutt says that the responsibility for water conservation does not lie with the government alone. The entire population should be become a part of this essential mission. 'Punjab should have a water budget and proper water management should be introduced across the state. This should be done at the individual, town and zonal levels. Irrigational, industrial and household use of water should be regulated.'

The water crisis is also related to loans that farmers take for agricultural purposes. H.S. Randhawa, former professor of chemistry, Punjab Agricultural University, says: 'Earlier farmers would obtain loans for tractors or threshers, but now they are seeking loans in order to sink tube-wells too. But as the groundwater table goes down, these bore-wells are rendered unusable after a couple of years. The farmer is still repaying the old loan when the need for another loan arises.' If something isn't done about the water situation, Punjab agriculture might be living on borrowed time.

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Prof Rajita Chaudhuri's Snaps
IIPM BBA MBA Institute: Student Notice Board
Run after passion and not money, says Arindam Chaudhuri

Award Conferred To Irom Chanu Sharmila By IIPM
IIPM’s Management Consulting Arm - Planman Consulting
IIPM Lucknow – News article in Economic Times and Times of India

Tuesday, November 30, 2010

EXCLUSIVE: His Last Mission


Benudhar Pradhan, age 95. His last Mission ' Saving Jagannath Puri from Vedanta University
Plus - Endless Land Troubles in Orissa


His Last Mission He brushes aside any offer of help and walks slowly towards the courtyard. There is a mischievous twinkle in his eye. I simply can't believe he is 95 years old. Bare chested and with just a dhoti twirled around, he still looks fit. It is difficult to catch every word he says because his teeth have long gone. But we do manage to hear an interesting anecdote about how this former Congress worker and A-class contractor met Jawaharlal Nehru along with a young Indira Gandhi with her two kids Rajiv and Sanjay long, long ago, when they had come to Puri and Konark. Benudhar Pradhan of Beladala village, just a few kilometres from the holy town of Puri, has been there and done all that. You would expect someone at his age to be basking in nostalgia and spoiling his brood of grandchildren and great grandchildren. Not Pradhan. He is a warrior who speaks with determination and anger about possibly fighting the last glorious battle of his life. He is very clear about his 'Last Mission' ' to save the holy town of Puri that houses the world famous Jagannath Temple from what he calls 'desecration'. He has gathered a ragtag band of warriors from 22 villages who have made him the President of Vedanta Vishwavidyalaya Sangharsh Samiti (VVSS).

Pradhan and his warriors have picked a very formidable enemy. They are pitted against the corporate and monetary might of the $8 billion Vedanta Resources led by Indian-born and London-based entrepreneur and tycoon Anil Agarwal, who effortlessly finds a place in the Forbes list of the world's richest people. Agarwal and his company have already weathered a veritable hurricane of protests and controversies over mining and alumina projects in the tribal hinterlands of Orissa. Vedanta has gone all out with its lobbying efforts to make a sceptical media and activists see things from its perspective. In fact, our Deputy Editor Virat Bahri did travel recently to the Niyamgiri hills of Orissa and wrote about the controversy with a perspective that attempted to see things the way Anil Agarwal sees them. (Go to www.businessandeconomy.org). His Last Mission In contrast to controversies raging around the alumina project and the steel projects of Tata Steel and POSCO in Orissa and around the world, Vedanta University seems to be quietly chugging along towards completion. The aftermath of Laila that caused so much havoc in nearby Andhra Pradesh has resulted in rains and a tangy sea breeze as our car moves towards the proposed university site' about 50 km from Bhubaneswar. The prior evening, I had pored over some promotional papers on the flight from Delhi.

The project looks truly world class and fits well with the now fashionable image of India as a rising global power. Anil Agarwal Foundation will invest a whopping Rs 150 billion in building a university on the Puri-Konark road that will possibly rival leaders like Harvard and Oxford. There have been claims that Sam Pitroda, the man who arguably kicked off the telecom revolution in India, will be the first Vice-Chancellor. The university will apparently recruit the best from across the world, including Nobel Prize winners, who will lead cutting edge research in frontier areas like bio-technology and nano-technology, among other things. Once up and running, it will be home to some 100,000 students and 20,000 faculty and research staff. Could it be that this $3 billion project is inviting unwarranted criticism?

The reality is starkly different when our car reaches the villages. It is difficult to visualise spanking new laboratories, classrooms and libraries replacing the huts, houses, muddy streets, courtyards and cattle that are the hallmark of rural India. Gaindala village ' just a few km away from Puri ' will lose all its land to the project, including the cremation ground. Villagers here are not poor; they cultivate three crops a year and most have sent their children to schools and colleges. Just across the road from the village is the breathtaking Bay of Bengal. The entire village is now simmering in rage. People here seem to be well versed with intricacies of arcane laws like the Land Acquisition Act. Says Kailash Chandra Swain, a resident of Gaindala, 'The state government is playing mischief with us. Normally, land for a university is acquired under Section 2 of the Land Acquisition Act. But here, they are acquiring land under Section 7. which is meant for industries.' The villagers standing around Swain nod vigorously. One of the sons of Benudhar Pradhan is accompanying us, chewing paan. Clearly, villagers here hold Pradhan in deep respect. A local activist Bishnu Prasad Mishra, who is also the spokesperson of VVSS, proclaims, 'We will not give an inch of land?'

Land, I had always suspected, would also be at the root of this controversy. Who, after all, wants to surrender fertile land to someone whom locals consider to be an interloper? But there is clearly a lot more to this. Vedanta University needs 6,000 acres of land. Villagers, many of whose children have been educated in colleges and universities, wonder why the university needs so much land. It works out to almost 24.5 sq km, far more than what Puri at 2,800 acres can claim. Villagers talk about another slightly controversial university project promoted by the Sri Sri Ravi Shankara Foundation elsewhere in Orissa. This university has been given 186 acres of land. You would naturally ask: what in God's name does Agarwal want to do with 6,000 acres? Actually, the original MoU signed between Vedanta and the Government of Orissa in 2006 had allocated 8,000 acres with a provision that the government will actively assist Vedanta in acquiring more land when required. His Last Mission Local villagers mutter darkly about Agarwal's real intentions. VVSS spokesman Mishra throws up two conspiracy angles. 'Scientists of Bhabha Atomic Centre have identified this area as a treasure of thorium and titanium. Therefore, Vedanta wants to acquire this area. What is the necessity of a township for five lakh people here?" Mainstream media is so focussed on the POSCO, Tata Steel and Niyamgiri controversies that these issues being raised by the villagers seem to have escaped public notice. Hardly anybody in Bhubaneswar ' forget Delhi ' seems aware that the University will eventually evict the potters who make clay pots used in the Jagannath Temple to distribute and sell the holy prasad. Even as we are being bombarded with these facts, my colleague Dhrutikam gets a call on his mobile. We promise to come back in a while and head for the beautiful Marine Drive that links Puri with Konark.

We turn left on Marine Drive and reach the edge of the reserved sanctuary that adjoins the Bay of Bengal. I am introduced to a local newspaper journalist who requests me not to use his name because he claims that his job might be in danger because some of his seniors in Bhubaneswar prefer to see things the way Agarwal wants to see them. Very close to the sanctuary lie cranes and machines abandoned by Vedanta because the locals would not allow it to start work. According to the journalist (later verified by us), the Orissa High Court has declared this a complete no construction zone. We see saplings and some trees struggling to grow right next to the sea. This particular place is critical because water plants use freshwater to supply the residents of Puri. Two plants have already been shut as per the orders of the court because the supply of sweet water is now dangerously low. The 6,000-acre Vedanta University will gobble up the only source of freshwater available in these parts in the form of a small river called Nuanai. 'The sanctuary will wither away and Puri will be left with no water whatsoever. This place has such deep religious significance for so many Indians, I am amazed how locals don't seem to realise that their town will be destroyed and there will be no water for the Jagannath Temple.' The journalist says (later confirmed by us by going through the MoU) that the University project will be supplied 1,10,000 cusecs every day.

Are people in Puri aware of this? Are the priests aware of the threat posed to the very existence of the holy shrine? We travel back a few kilometres to Puri to meet a few priests and get another shock. No one with any authority is willing to go on record, though many lament the abode of Lord Jagannath has been sold by some priests and trustees for a pittance. 'The then administrator sold the land to Vedanta University at a throwaway price. Can you imagine, the temple administration has received only Rs 80 million for 500 acres of land. Vedanta University has caused heavy loss to Lord Jagannath. The cost of this land is Rs 5 billion,' says a senior member of the managing committee of Jagannath Temple who refuses to be quoted. He says he can't be seen to be publicly disagreeing with his own committee. His Last Mission Mishra takes us to Beladala village from where Benudhar Pradhan is waging his classic David versus Goliath battle. Though the Rabi crop has been harvested quite some time back and the Kharif crop is yet to be sown, the land looks green. The green coconut milk that we drink and the home-grown 'non-hybrid' bananas that we get are delicious and soothing. We stare at acres upon acres of fields that belonged to the Jagannath Temple Trust and have now been sold to Vedanta. Pradhan is adamant, he and his band of warriors will not allow anyone to take away the land. 'This land has always belonged to Lord Jagannath.'

While driving back to Bhubaneswar late in the afternoon, I decide to carefully read the MoU signed back in July 2006 to try and make some sense of the controversy. The MoU is couched in the usual jargon and I realise there is a problem. Here are some disturbing things:

� The campus shall house Olympic calibre sports complexes and golf courses.

� The campus shall be fully residential for students and most of the faculty. For other supporting staff, it is proposed that the residential facilities be provided by third party developers as per the master plan.

� Land use/zoning plan in the five kilometre radius from the university boundary wall shall be made in consultation with Vedanta and its architects. This is to prevent proliferation of unplanned housing, shopping, et al. Please note: in many places, the boundary wall of the university will be just 100 metres from the sanctuary and the sea. It means Vedanta will control 25 sq km apart from the 24.5 sq km it will own. That will effectively swallow up Puri.

� The University will have immunity from any reservation laws and a statement to this effect will be incorporated in the legislation.

� The State government shall exempt all taxes/levies/duties for 20 years.

� Providing a four-lane road from Bhubaneswar city/airport to the project site. The State shall, at its own cost, provide a four-lane diversion road from a suitable point on NH-203 up to the project site.

� Making available necessary electric power, the order of requirement being 150 MW up to 2012 and subsequently ramped up to 600 MW by 2020. Please note: which university in the world boasts or will ever boast an in-house thermal power plant of 600 MW capacity?

� Government of Orissa appreciates that Vedanta will be entitled to induct suitable foreign or Indian joint venture partners, choose appropriate financing options, and select contractors/suppliers.

There are many more clauses and I won't bore you with more gory details. The next day, I set out to talk 'off the record' to some senior journalists based in Bhubaneswar. The picture I got was not pretty. I will recount just one of the many 'anecdotes' related to the Vedanta University project to give you an idea of what is happening out there. On July 25, 2009, just a few months after the BJD government won a third successive assembly election, bills for both Sri Sri and Vedanta universities were introduced. Prior to this, many Congress leaders were vehemently opposed to the universities and claimed they were land grabs. On July 29, 2009, the Sri Sri Bill was put to vote; 88 voted in favour and 22 against it. At 11.25 pm on July 30, 2009, the Vedanta University Bill was passed with a voice. Almost all members of the Assembly who voted against the Sri Sri University were 'absent' during the voice vote.

There are many, of course, who have been raising their voices against the project. Some are mystified by how the national media and unreliable websites such as Wikipedia are projecting Vedanta University as the largest single act of philanthropy in the history of education. Says former editor of Oriya daily The Samaja and the president of Orissa Sahitya Academy Ganeshwar Mishra, 'When Vedanta came with its proposal, I was sure that their intention is to do real estate business. Great universities of our country are operating on maximum 400 to 500 acres, so I don't find any justification to allot 6,000 acres of land for a private university.'

My thoughts go back to Pradhan and his seemingly hopeless 'Last Mission.' Corporate fortunes and massive industrialisation have often buried doughty warriors like him. Will history repeat itself again?

[PS: Our requests to Vedanta to answer some questions raised by activists and local people went unanswered]

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM BBA MBA Institute: Student Notice Board
Run after passion and not money, says Arindam Chaudhuri
IIPM BBA MBA B-School: Rabindranath Tagore Peace Prize To Irom Chanu Sharmila
IIPM Prof Rajita Chaudhuri: The New Age Woman

IIPM’s Management Consulting Arm - Planman Consulting
IIPM Lucknow – News article in Economic Times and Times of India
IIPM: Planman Stars – Event management made easy
Planman Consulting: The sister concern of IIPM

Thursday, November 18, 2010

WATER MAFIAS, The 'W' company!

IIPM BBA MBA Institute: Student Notice Board

The water mafia now steals more than 50%

As darkness descends over Dharavi in Mumbai, a few local slum dwellers creep out of their shanties grasping steel ewers and plastic cans, scrambling over an iron railing fence across the railway lines to meet a crowd around a faucet in a desolate patch on the other side. The place is already burbling with an intense scuttle for water. The hitch? It’s basically the water mafia’s stolen water for sale — this particular faucet draws water from a water tank that belongs to Indian Railways! Such pilfering of water is going on for decades in our largest metropolis, as it struggles to quench the thirst of its ever growing population. Mumbai’s 19 million people demand 6,916 million litres a day; while the city’s limited capacity can provide only 2,900 million litres. The future looks really bleak as the city’s civic authority has warned that its primary water reservoirs have only 71 billion litres of water, enough only to last 200 days. It’s a wobbly situation as state government announced in December last year that water connection will not be provided to high-rise buildings until 2012. To tackle the misery, the state government is in a process to set up three new water reservoirs and a desalination plant. But these steps however, do not deal with the main problem of pilfering, because of which the city looses one-fifth of its water supply. The water mafia operating as commercial water tankers creates false scarcity to enhance their business in connivance with some Brihanmumbai Municipal Corporation (BMC) officials. In spite of BMC trying to curb the menace, stopping theft is easier said than done — as there is no one to monitor the fissures in the pipelines made by mafias and local leather factories for their business.

The scenario in Delhi is similar — as Delhi Jal Board (DJB) guarantees enough water for its residents — throwing open the question for the reason of scarcity, which in that case seems to be artificially created. It’s the stolen water meant for public usage that is sold back to them by the private operators. Delhi, as per official figures, has 220 litres viz. eleven buckets of water per capita per day — yet there is no accountability of 330 million gallons of water — the government says it loses 50 per cent of its water supply, but cannot explain how! After the loss, the government is left with 110 litres of water per capita per day — which is an absolute shocker!

It is a losing battle in almost every city to try and stop water mafia’s illegal extraction of water and supplying them at a soaring price. Taking out groundwater from their wells and trading it to tanker owners for Rs.100/ per load is a full time business for farmers in the outskirts of Chennai, so much so, that they have given up their original livelihood of agriculture. Is privatisation the answer? People like Alfredo Pascual of Asian Development Bank do think that the private sector “does have a valid role to play—not as the owner of water resources but in providing the much-needed expertise.” That seems to long in coming. For now, we have a parched throat.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
Run after passion and not money, says Arindam Chaudhuri
IIPM BBA MBA B-School: Rabindranath Tagore Peace Prize To Irom Chanu Sharmila
IIPM Prof Rajita Chaudhuri: The New Age Woman
IIPM’s Management Consulting Arm - Planman Consulting

IIPM Lucknow – News article in Economic Times and Times of India

Planman Consulting: The sister concern of IIPM
Planman Consulting
Social Networking Sites have become advertising shops

Tuesday, October 05, 2010

IT’S TRANSPARENCY THAT FINALLY MATTERS

Today people need and demand to be informed about and influence the process that would impact their lives. However, the challenge remains in providing authentic, relevant and comprehensible information to them

Contemporary world has become more integrated than ever before. Societal processes (political, economic & social) have emerged to be a reciprocal interplay across regions and sectors. In fact, the circularity of this interplay has broken the barrier of physical distance and hierarchy of impact. The new age institutions are now under pressure to be transparent to a wider range of stakeholders.

Around the world, NGOs have emerged as protagonists of transparency. While NGOs have exerted enormous pressure on governments, businesses and international institutions to disclose their intent, process and performance, they too have demonstrated great transparency. However, transparency in NGO sector at large has been incentivised either by funding opportunities or by regulatory coercions. The challenge remains in providing authentic, relevant and comprehensible information to the people whom the NGOs are primarily accountable to – the beneficiaries, participants, recipients, or the community members at large.

In Indian context, all registered NGOs need to furnish their annual activity and financial reports to the registration authorities and to the Ministry of Home Affairs in case of foreign funding. They are also required to submit their annual financial reports to the income tax authority for exemption of tax on the donation or grants they receive from different sources. Further, different funding agencies prescribe their own reporting requirements to the recipient NGOs. However, Indian NGOs now need to rise beyond the induced disclosure to voluntary disclosure to establish greater credibility and confidence among diverse stakeholders. For this they should undertake following measures:

Utilise annual report as a tool to demonstrate transparency: NGOs need to provide pertinent programmatic, organisational and financial information in their annual reports. The programmatic section should inform about the initiatives, target groups, major achievements, difficulties and setbacks and future plans. The organisation section should introduce the organisation, its vision and mission, board members, governance process, et al. In addition, the financial section should present the audited statement of accounts and an abridged version of financial details. Effective depiction is as important as the content. The annual report should be comprehensible and relevant for the diverse stakeholders.

Undertake social audit: Social audit denotes people’s scrutiny of an agency’s mandate, plan, action and performance based on information disclosed by the particular NGO about its various projective initiatives. In the last decade social audit has emerged as the most effective tool to empower stakeholders with transparent information and authority to scrutinise the duty bearers. While Indian NGOs have proactively advocated for social audit to ensure state accountability, many of them have not incorporated the same practice in their own domain to demonstrate their ethical standards.

Use technology to make information accessible to wider audience: In order to achieve transparency at mass level, it is very important that all stakeholders, including NGOs, corporates, donors, policy makers, researchers, et al, have the opportunity to access and exchange quality information. In this context, online options are more promising as it breaks geographic barriers to disseminate information in a more cost effective manner

Most often, NGOs, unlike other democratic institutions determine their mandate of representing and serving on behalf of people. By virtue of this self-chosen representation, voluntary disclosure becomes an ethical imperative. However, in contrary to general fallacy, transparency by itself cannot break the power structure unless a conscious devolution takes place.


For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
Award Conferred To Irom Chanu Sharmila By IIPM
IIPM’s Management Consulting Arm - Planman Consulting
IIPM Lucknow – News article in Economic Times and Times of India
IIPM: Planman Stars – Event management made easy
Arindam Chaudhuri (IIPM Dean) – ‘Every human being is a diamond’
Arindam Chaudhuri – Everything is not in our hands
Planman Technologies – IT Solutions at your finger tips

Planman Consulting
Follow Arindam Chaudhuri on Twitter
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine
Social Networking Sites have become advertising shops

Wednesday, August 11, 2010

Another few millions on their Integrated Marketing Campaigns, for the sake of building brand equities.

As far as forecasts are concerned, they certainly seem bright with SIAM further claiming that despite the cyclical changes in the industry and economy as a whole, production figures for the passenger vehicle segment have appreciated (CAGR) by a stunning 15.6% during the past five years, to touch 1.22 million units in 2008-09. So while on one hand, we have a great growth story being written down in terms of domestic production and consumption, on the other, we have the much honoured Indian auto brands going places, our exports having grown at a CAGR of 30% in the past seven years, crossing 331,500 units during 2009 alone. But there’s the rub: no Indian auto brand has been featured amongst those most valued by either Millward Brown or Interbrand/BusinessWeek. Does this mean that names like Maruti Suzuki India Ltd. or Tata Motors, that are relatively unrecognised when it comes to brand value amidst global names, have nothing to worry about when it comes to brand-related payoffs? Strangely, even though the Indian auto brands are having a roll in a market, which according to the International Yearbook of Industrial Statistics 2008 released by United Nations Industrial Development Organisation (UNIDO), is ranked 12th in the list of the world’s top 15 automakers, various global researches across sectors strongly prove how brand value does matter when it comes to shareholder wealth and other financial implications. Prof. Natalya Delcoure of the College of Business Administration of the Sam Houston State University proved through her paper titled, ‘Corporate branding and shareholders’ wealth’ how “Corporations that own superior brands exhibit higher profitability and create shareholders’ wealth independent of economic downturns.” Using statistical analysis, she proved how, “Strong brands appear to have lower market risk and deliver greater returns to shareholders compared to the relevant benchmark.” Another empirical work by Professors Thomas Madden, Frank Fehle & Susan Fournier of Harvard Business School titled, Brands Matter: An Empirical investigation, testifies how “strong-brand portfolios significantly outperformed the market.” Their calculations showed how while the portfolio of strong brands “yielded an average monthly return of 1.98%, during the same time period, the benchmark portfolio on average returned 1.34% per month while the one-month Treasury bill returned 0.42% per month.” Further on, a 2001 Ernst & Young study claimed how “corporate reputation accounted for upwards of 30% of a company’s stock price.” A study by JPMorgan (in association with Interbrand) concluded that “on average, brands account for more than one-third of shareholder value. Brands create significant value either as consumer or corporate brands or as a combination of both.” Various other studies by academicians from Harvard and the University of South California, published in the book titled ‘Brands and Branding’, indicate that “companies with strong brands outperform the market in respect of several indices. It has also been shown that a portfolio weighted by the brand values of the Best Global Brands performs significantly better than Morgan Stanley’s MSCI index and the American-focussed S&P 500 index.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM enters into media education
IIPM makes record 10,000 placements in five years
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here
Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com

Detail of all IIPM branches

IIPM - Admission Procedure
IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)

Wednesday, June 30, 2010

In 2010, there would be five new global brands entering India!

Viraj Bahl, former owner of Fun Foods

What potential do you see in the Indian convenience food market?
The potential is huge as convenience foods occupy the majority of the Indian retail market. This is what is motivating foreign players to enter into the Indian market. In 2010, there would be at least five new global brands.

Wouldn’t it be a threat for Indian cos?
Foreign players already existed in the Indian market and the competition for Indian players was always tough. But it’s necessary that either you enter into a category where no other players are present or you enter into a category where you create a proper positioning.

‘Create a proper positioning’? How?
It’s necessary that you have a USP, which is based on a proper utility function. We always wanted Fun Foods to be a one-stop-brand for food.

In the convenience food segment, which is the most lucrative space?
‘Ready to cook’ is the most lucrative space as the Indian market is not mature enough for the ‘ready to eat’ category. On the contrary, ‘ready to cook’ makes cooking much more convenient for today’s consumers; and hence it’s an easier way to attract consumers.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, June 17, 2010

The King was called BRAND.

I think that every brand today is waking up to the new realities in this fast-changing world. Today’s competitive world asks for desperate measures. Local knowledge and quick responses are the need of the day. Gone are the days when one would apply the same formula of communication everywhere. People today differ by fraction and change by second. Aspirations change. Loyalties change. The need is to adapt quickly, talk to them in their own language but never waste a second. Because every moment you waste is going to cost. And the cost is your future.

Multinationals have one advantage. They are big. But that is their disadvantage too. They are too big to be flexible, and too big to understand the need for it. They come with a set format and style of working and with a lot of red tape (although many would debate it). They take time to react.

And that is where we are making a difference! The need is there for a free-thinking, independent and flexible communication services provider who understands and adapts quickly to the fast changing needs of the brand. It’s the age of information technology and several new mediums are in the offing. We have been offering new age solutions targeting the audience of today, in their language and at their speed. And if I may say so, quite successfully.

The change is there in the attitude and approach of the clients today. They have realized the importance of independent thinking. The dynamism, the chaos and the spark needed in this otherwise product parity market can only come from breaking away from the obvious. It has to come from someone who is ready to take a challenge; someone who is ready to take a chance. And companies like us are doing our best to provide that free-spirited fervor, adapting ourselves for the consumers, and hence clients, of today.

The fight with the multinationals is actually not there. Because brands – both big and small – today have understood the benefits of dynamic, independent, quick and flexible communication agencies, who are ready to change and who are ready to adapt. It’s quite natural that Darwin’s theory of adaptation would work everywhere. Right?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com

IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM - Admission Procedure
IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Thursday, May 27, 2010

Is this it?


If numbers were any indicator, then certainly the aura of the king of pops, Michael Jackson just refuses to die. The 112-minute film, This Is It (documentary shot out of Jackson’s rehearsals for his comeback concert) has exceeded expectations; the sales figure of $101 million worldwide in the very first week is simply mind-boggling with fans packing theatres across borders. However, released in India on October 28 in at least 150 theatres (as a strategic move to combat Aladin & London Dreams), the movie has not replicated its global success in home market. Ticket sales though encouraging have not been as expected with estimates suggesting only 2,000 tickets sold initially. Blame it on the online ticket sales for the predicament, but given that Indian moviegoers still prefer counter sales, Sony Pictures Entertainment can expect the sales number to surge.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
TSI exposes b school ranking scamsters Mahesh Peri of Career 360 and Premchand Palety of C fore. - For Complete Sting Operation Video Click Here

Pioneer Exposes the fraud called Mahesh Sharma and Mahesh Peri of Career 360 and Barbel Schwertfeger of mba-channel.com

IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
Detail of all IIPM branches
IIPM - Admission Procedure
IIPM, GURGAON


Monday, May 10, 2010

R. K. LAXMAN MATTERS...

Aam Aadmi (Common Man)
For more than five decades, the celebrated cartoonist has immortalised the common man in a manner no political party or personality has been able to do. Sure, all parties and brands profess deep love and concern for the common man. But again, in what can only be termed as a political and marketing masterstroke, United Progressive Alliance (UPA) Chairperson, Sonia Gandhi and Prime Minister, Manmohan Singh have actually convinced a majority of Indian voters that the Congress is genuinely concerned about the welfare of the aam aadmi – the person who actually (and always!) votes during elections in the forlorn hope that things will change for better. Sure, towering Congress leaders like Indira Gandhi did try to fuse the Congress with the aam aadmi with catchy slogans like Garibi Hatao. But it is this dispensation that has actually walked the talk with numerous schemes that actually work to make life a little better for the poor in India.

If intention was half the work done, the latest Congress government has already done wonders for the aam aadmi. But then, this is the government and in reality, things like inflation, corruption, terror and poor infrastructure still rankle a lot of Indians. The real marketing coup, however, for both Gandhi and Singh is that the political Indian consumer (voter) very well knows that the product she is getting right now is still not great; she is still happy because the supplier is trying damn hard!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

IIPM: An intriguing story of growth and envy
Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM - Admission Procedure
IIPM, GURGAON

IIPM 3-year full-time Integrated (MBA BBA) Programme
IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year

Friday, April 09, 2010

Destination Europe


IIPM: An intriguing story of growth and envy

They say, “a lot can happen over a coffee” and it seems that they really mean it. After pleasing the taste buds of Indian coffee lovers, the home grown coffee major Café Coffee Day (CCD – from the stable of Amalgamated Bean Company Ltd.) is all set to entice coffee aficionados in the European market. With an aim to attain revenue of $1 billon by 2015, the Rs.750 crore chain is planning to roll out 50 stores in Europe and Middle East by the end of this fiscal. In fact, CCD plans to open as many as 12 stores in Prague, the capital of Czech Republic. But the real question is – How will this mass coffee brand from India establish itself in a continent where premium players like illy, Starbucks, et al, are present? Is the rich legacy of Indian coffee enough to entice them? “We already have been exporting to these countries, so we are aware about the market. But we know that it will take us time to capture the market and as such we are not expecting profit from day one,” avers Alok Gupta, Director, CCD. Further, as a part of its global strategy, the company has already unleashed a new premium brand – Coffee Day Square. The 2,500 sq. ft. gigantic lounge offers ‘single-origin’ coffee. In fact, the group is cashing in on such positioning to cajole the global customer. Who knows the charm of ‘single-origin’ coffee could work for them!

Angshuman Paul

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Arindam Chaudhuri's Portfolio - he is at his candid best by Society Magazine
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Tuesday, March 30, 2010

ESPN Star Sports is betting big on its agressive marketing strategies. But will the payback be worth the pain?

Pawan Chabra bowls hard at the re-branded batsmen...

First came the change in logo. Then a change in programming happened. And now, after much ado about re-branding, ESPN Star Sports (ESS) has set the Indian towns bustling with its marketing acts, as Nirmal Dayani, Senior Director – Marketing, ESPN India puts it, “ESPN Star Sports has undergone a lot more than just rebranding, as we not only changed our logo, but the programming and graphics as well. So now, when the consumer is looking at a whole new channel, we are undertaking 360-degree marketing tasks.” An on-field evaluation also clearly suggests how the company has come up with aggressive media campaigns, for its long line-up of tournaments – the erstwhile Champions Trophy 2009, Champions league 2009, Formula One Grand Prix, Barclays Premier League et al. Media experts suggest that the company has sidelined a massive Rs.100 crore for its media strategy. So while on one end you’d expect to run into ESS hoardings and billboards, being hit by witty radio jockey dialogues and gazing at the 30-second flicks on the idiot-box, on the other, the truth is that the capital earmarked is not simply for pure advertising purposes. Even Dayani confirms that as he avers, “A larger chunk of the planned media investment will be used for developing the Champions League format, as it is relatively new for the viewer and will take some time to gain momentum.” So there goes the tale – a fresh new sports channel, with fresh content and logo. But there’s the rub, a fundamental question mark rather – was rebranding even required in the first place?

An aggressive Dayani shoots back: “There is always a scope for improvement and the ‘new look’ channel will definitely offer some new experience to the Indian consumers...” He also quickly doubles up and mentions that “If Tiger Woods can reinvent his swing after winning so many tournaments, there is ample scope for the channel to improve too.” More importantly, the company has chosen the busiest of periods to rebrand itself. Of course, while timing it during the onset of a season filled with tournaments – which, of course attract guaranteed footfalls, eyeballs, sportstars and most importantly brands – is ideal, the festive season will make it a more fruitful investment as Manu Sawhney, Managing Director, ESS asserts, “With so many exciting sports properties currently being broadcasted on our channels, the new branding for ESS and the refreshed on-air presentations for the brand will enthuse and exhilarate sports fans and continue our strong and enduring association with them.” Surely, sports is a visual spectacle and ESS’ on-air packages aim to enhance this experience by communicating in the well-synchronised, dynamic and energetic language of sports, while the channel brands promise to reach viewers across all demographies.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
IIPM Related Links
IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Exclusive In chat with Society Magazine - Prof. Arindam Chaudhuri

Saturday, March 06, 2010

After leveraging the Titan brand equity for long, Fastrack is taking its first baby steps into the accessory market.

Angshuman Paul gives an account of the ‘watch maker’ turned ‘accessory giant’, for whom time was once running out real fast...

“We would be soon launching jewellery, helmets and footwear… We want to evolve as a ‘complete’ accessory brand that envelops the youth and we are trying to rise above the ‘serious’ brand image of Titan,” announces Ronnie Talati, VP & Business Head, Fastrack & New Brands, while discussing the current and future plans for building the Fastrack brand in the country.

Surprising though that today Fastrack wants to grow as an independent superbrand, while when we all believed that Fastrack lay snugly in the lap of the Titan brand! And this independent vision is not just when it comes to the future of the brand, for even physically the fact is more than just evident. Walk into the Titan Head Office, on the sixth-floor of the Golden Enclave Tower in Bangalore and notice the manner in which the floor is divided into two separate departments - on the right, sits the Titan team, while on the left it’s the young and enthusiastic Fastrack team. So there’s the question – why a separate brand now? Truth is, it has always been isolated, unlike what many perceived it to be. Fastrack was always positioned in a manner so as to benefit from the huge brand equity of Titan, yet remain a flagship purple cow on a standalone basis. It was born after Titan ended its joint-venture with US based Timex, a decade back. Therefore to fill up the lacunae of a cool, trendy and sporty product, the Tatas created Fastrack.

From its early days, the positioning of Fastrack was made clear – it was meant for the ‘early jobbers’ & young college goers. Therefore, the price was kept comparatively lower than Titan products. “We wanted a different brand and it had to be very trendy and sporty; that’s what Fastrack was meant to be,” avers a time-conscious Talati of Fastrack. Easy on the pocket pricing, with a slogan like ‘Cool Watches from Titan’ and brand ambassadors like Narain Karthikeyan, Fastrack started beckoning young consumers, who were otherwise being drawn by its competitor, Timex.

Ten years since it hit market shelves, Titan has actually emerged as a brand which doesn’t need the brand name of the Tatas anymore. Cashing in on the brand legacy of Titan and tying-up with MTV helped Fastrack gain a speedy start from year one, grossing Rs.15 crore during FY1998. And that was just the start of a high-growth story. “By FY2001, the brand had grown by more than 20% y-o-y, and had collected Rs.25 crore in revenue by then,” announces Talati.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”

IIPM - Admission Procedure
IIPM, GURGAON

IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you
IIPM 3-year full-time Integrated (MBA BBA) Programme

Tuesday, February 23, 2010

The monk who started his ferrari


So is it all a tale of making the most of the first mover advantage terminology? Perhaps not. For till date, there have been quite a few that have taken a plunge in this ‘seeming’ blue-ocean. MyTVS from the TVS Group’s stable, Mahindra FirstChoice (a joint venture between ICICI Bank and Mahindra & Mahindra) and Mukesh Ambani’s Reliance AutoZone are names that represent similar formats that were launched much earlier. So what is so unique about Khattar’s model? One word - scale! All the other aforementioned names missed out on achieving nationwide presence and were therefore just restricted to a particular geographical region. For example MyTVS operates in about 5 southern states while Reliance AutoZone operates in just three metros. So, what comes first for Khattar – offering diversified services or increasing reach? Khattar is targeting more states before he provides varied services through Carnation.

When it comes to generating a decent initial response, the company has been involved in quite a number of Below-The-Line activities, than opt for high-priced media vehicles like TVCs or print campaigns, as Khattar explains, “Being a start-up, we chose mediums that were suitable for the needs of the business rather than making expensive choices...” Talking about diversifying its service offerings, Carnation also recently announced the launch of its first used car sales facility at Mumbai, which was in the pilot stage for the past two months. So there you are – three businesses already; how many more on Khattar’s mind, remains the question.

Carnation has of late also ventured into the insurance business, and its operation includes renewal of expiring insurance policies. “We have just started with the insurance business and as the number of locations increase, the vertical will gradually build up,” added Khattar. Apart from this, the company also has plans of starting an in-house accessory and spare parts brand. When asked about the revenue targets, Deepak Singhal, Group CFO, Carnation avers, “We are targeting revenues of Rs.75 crore for FY2010...” He also revealed that Carnation “expects to break even by Q3, FY2010-11.” However Khattar is not very optimistic about the break-even coming soon as he opines, “When you expand at such a speed, being a start-up, the break even point automatically gets stretched.” Yes, he is no oblivious to competitive threats [“You will see a lot more players entering this arena going forward,” he remarks], but looks like the company which has already raised Rs.108 crore from investors like Azim Premji (Rs.70 crore) and IFCI Ventures (Rs.28 crore), and is planning to raise an additional Rs.170 crore primarily by way of debt funding from banks is in for a big surprise to competitors. Well, if investment plans are anything to go by, Khattar surely has his hands on the wheel. Yes, risk there is, but can you name a successful entrepreneur who never treads the double-edged path of risk and return? Khattar is no novice, and his Carnation is set to re-write the rules of the auto-service industry!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.

“We will change your outlook” - The Sunday Indian on B-SCHOOL RANKING SCAMSTERS EXPOSED! A must read...
For Exclusive Footage by Sunday Indian Click Here

Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!

IIPM ISBE Programmes
Follow Arindam Chaudhuri on Twitter
IIPM B School on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

IIPM - Admission Procedure

IIPM, GURGAON

IIPM 2-year full time Programme (leading to the award of the MBA degree from IMI)
B-schools expect higher rate of campus placements this year
IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you