(Glen)Marking a European presence

MANAGEMENT GURU

Mumbai-based pharmaceutical major, Glenmark, has acquired over 90% stake in Medicamenta of Czech Republic, marking its first commercial foray in the lucrative European market. The deal was sealed by its Swiss subsidiary, Glenmark Holdings SA, and the presence of Medicamenta's sales and marketing arm in both Czech Republic and Slovakia, would provide added opportunities for Glenmark. Reportedly, Glenmark shelled out $12-13 million for the acquisition. Meanwhile, without wasting much time, Glenmart Pharmaceuticals has also announced plans to launch 10-15 new generic drugs in next 2-3 years as it looks out for more companies (as big as Medicamenta) to acquire.

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Source : IIPM Editorial, 2007

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

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Ed, not yet

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It’s a bloody well-made movie. On the technical front, the editing Oscar nom is great too, but what about direction? After all, if Leo picks up the golden statuette, he’ll have Ed Zwick to thank and not Martin Scorcese! A tale of a soldier of fortune, a farmer estranged from his family and tuxedoed treacherous traders of diamonds in the trail of a big pink rock, set pace in strifetorn Sierra Leone, Blood Diamond unleashes violence – lots of it – but in a style very different from the usual harrowing depiction, what Zwick himself disproves as “violence imagined as pornography”. He should be back soon.

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Source : IIPM Editorial, 2007

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

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Scouting for such a version is only a logical step forward for the CAC’s ambition to develop a 5th generation machine

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To our credit, as of now, there is the F-35 Joint Strike Fighter that is undergoing user trial that can be considered a truly 5th generation product & not an extension of the four & half generation F-18 Hornett. By entering into serious discussion about the 5th generation with Russians, our government (for a change) has stated its intent to be strategically pro-active, & at the tactical level, fill the air superiority deficit, which plagues the IAF. Even on the front of internalizing technology, Russia has been more than eager to find a partner in India for defence co-production. Interestingly, if India had backed out, the next obvious choice would have been China. The Chinese Chengdu Aircraft Corporation (CAC) has been showing major interest in the thrust vectored version of the Russian AL- 31FN engine, which powers the J-10 series. Scouting for such a version is only a logical step forward for the CAC’s ambition to develop a 5th generation machine. Frankly, there wasn’t much option left for India.

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Source : IIPM Editorial, 2007

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

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Dry floods

Global moves

IIPM PUBLICATION

They are going global...
The foray of the Indian Railways into Sri Lanka where it would construct a 160 km rail network between Colombo and Matara is a big step forward for the Indian government-owned organisation. For the past 16 years, since India started integrating with the rest of the world’s economy, India Inc. companies have ventured much beyond the boundaries to test the unknown waters. But the Indian PSUs, except for ONGC Videsh Limited (OVL), have failed miserably to mark a footprint abroad. Indian Railways’ endeavour might just be the step in the right direction. The Indian Railways, Department of Posts or PSUs like BHEL, NTPC, and SAIL have the right kind of expertise and experience that oft en becomes the very platform for a global expedition. The Indian Railways has been managing one of the largest networks in the world for many decades, ferries nearly 6 billion passengers, and around 750 million tonne freights per year and runs more than 14,000 trains per day. Yet, it had never thought to encash this know-how for bigger feats. And on goes the same story for many of the other PSUs as well.

So far so good. But it should neither stop with Sri Lanka nor be the exclusivity of Indian Railway. Most PSUs have the ability to make it global in the same manner, in which, Ranbaxy, Reliance or Tatas have made it. All they need is to think beyond!! Anybody listening??

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Source : IIPM Editorial, 2007

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

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Government can’t abdicate basic responsibilities

Branding HR

IIPM MANAGEMENT INSTITUTE

Yet another pressure on HR has been to brand itself effectively. Titles like ‘Best Employers,’ ‘Best places to work’ are quite a lure for any business. However, to achieve one, the whole HR function needs to be robust and totally connected to its people, which is not possible as long as the function keeps dealing with problem-solving and other administrative issues.

That apart, it is not only enough to brand yourself within the organization but also outside the organisation. All of this calls for consistent and progressive performance, so as to raise standards and set benchmarks above the industry standards. Here too, an HRIS can help the management by providing access to relevant, accurate and timely information about its employees at any given point in time. It can also clearly demarcate the productivity improvement over a period of time, and link the output with specific initiatives undertaken towards that end.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

The AXA effect!

IIPM PUBLICATION

After storming the telecom sector, Bharti Group decided to test the waters of the booming insurance sector in India. In August 2005, Bharti formed a joint venture with AXA Asia Pacific Holdings Limited to form Bharti AXA Life Insurance Company Limited. As part of the agreement, Bharti holds a 74% equity stake in the JV, while the rest is held by AXA. Though the company was formed in 2005, it kick-started its operations in August 2006 with the opening up of the first office in Hyderabad. When compared to its competitors like LIC and ICICI Prudential, Bharti AXA can definitely be termed as a late entrant in the insurance sector. Sunil Bharti Mittal, Chairman and Group Managing Director, Bharti Enterprises, commented to the media, “The insurance sector in India provides a mega opportunity for private players like us.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Har program ka main food

IIPM MANAGEMENT INSTITUTE

Brand :

Lay’s
Agency : JWT
Baseline : Har program ka main food

Description: Saif Ali Khan is listening to the cricket commentary on his radio when his friends barge in to his terrace. He asks them to watch the match from the terrace itself; being held in a distant stadium and it is barely visible from the terrace. One of his friends, a girl, says that, from all that distance, it seems as though a couple of blue ants are playing tapoo with a few green ones. Then, Saif looks down and whistles; a guy suddenly appears and offers them a bagful of Lays chips and Saif says, Yehi to hai is programme ka main food.

4ps take: With the cricket World Cup round the corner, Lays is betting big on cricket fever. This communication is all about how even you can’t be physically present for the matches – taking place in faraway West Indies – yet you can at least have Lays and have a blast! Saif Ali Khan, of course, shines again with an enthusiastic performance. The clinching benefits to the Brand are the rocking taste of Lays and the various flavours offered. The single-minded focus is to maintain as well as increase the popularity of the product after the launch of Lays Stax. Featured as the heart of any programme, what do we say but that ‘munching Lays definitely pays’?

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

London property prices escalate to new heights

IIPM PUBLICATION
Did you know that as far as prime property rates go, London is way ahead in the real estate business – yes, even miles ahead of New York? According to a report by global real estate services firm CB Richard Ellis that appeared last year, land rates in areas like Chelsea and Hampstead averaged $2,244 per sq feet. In comparison, areas in Manhattan – say Fifth Avenue or Madison Avenue – cost only (in relative terms that is!) $1,870 per sq feet. Now, it seems property prices will go further north – only if there is any more distance left to be traversed in the north! As it is, the whole of United Kingdom is in the throes of a property prices spiral. London may not be leading the charge (areas in Wales and Ireland have actually climbed up the value chain much faster, and the price differential between them and London is substantially more), but even so, in 2006, rates rose by 28.6 percent, and it is now being estimated that the property market in the city may even double! Wow, now that’s quite something! According to experts, primearea prices are rising at the highest growth rate in last 27 years. According to the HBOS (UK’s largest mortgage and savings provider) House Price Calculator, the price of a London house that was £100,000 in 2000 is gone up to £196,246 by this time (of course, we are talking average prices here!). In such a scenario would you like to invest in property next time when you go to see the Big Ben?

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

The Bush-led misadventure in the Middle East will have disastrous consequences for the entire global economy

IIPM MANAGEMENT INSTITUTE
This economic strategy was clearly untenable. Household savings became negative for the first time since the Great Depression, with the country as a whole borrowing $3 billion a day from foreigners. But households could continue to take money out of their houses only as long as the prices continued to rise and the interest rates remained low. Thus, higher interest rates and falling house prices do not bode well for the American economy. Indeed, according to some estimates, roughly 80% of the increase in employment and almost two-thirds of the increase in American GDP in recent years has stemmed directly or indirectly from real estate.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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The General is under siege!

IIPM PUBLICATION
Toyota’s ascension is remarkable for a simple reason that it has reached top by borrowing ideas from the American car business early and improved them. Toyota executives spent months in the 1950s studying factories at the Ford Motor Company. In the same vein, Toyota’s first American factory was a joint venture with GM in California. Later on, Toyota followed American auto companies into making minivans, SUVs and luxury cars, straying from Japanese automakers’ original focus on fuel-efficient small cars. But Toyota departed from the Detroit model in a critical way. Where GM’s leaders followed the philosophy of ‘a car for every purse and purpose’, Toyota has always offered a limited line-up of vehicles. And today, its cars are oft en held up as models for GM and others to emulate.

“As far as pride, it hurts,” said Ricardo Yrlas, 52, a worker at GM in Michigan. Already the industry’s richest player (with more than $12 billion in profits in 2005), Toyota has the resources to invest heavily in newer technologies and products. Toyota’s largest market will remain the US, where sales are expected to rise 6% to 2.68 million vehicles in 2007.

GM needs to work hard to come back. “Right now they’ve got a lot of momentum,” said Hawkins, expressing worries that GM would never be able to take back the top spot after losing it. Looking back now, Tom Lynch, former manager at GM said he saw this moment coming. “We figured that we were going to have a problem,” said Tom. He oft en gave plant tours to visiting Japanese executives. “We taught them how to beat us,” he said.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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Oh Boy! Indians are getting richer...

IIPM MANAGEMENT INSTITUTE
A study done by Synovate (a research agency) has thrown up some interesting facts. The survey estimates that over 7 lakh Indians (out of over one billion population) possess a wealth of about $1,00,000 which is likely to shoot upto $1.1 million by the year 2009. That is cumulative liquid wealth of $203 billion which is estimated to go upto $322 billion. Covering 11 countries across Asia, the study tracks the spending patterns of the creamy layer in the region. One of the findings reveal that while Internet access in the region has increased by 30%, in India it has upped by 132%. However, when it comes to owning a laptop, India has shown a meagre increase of 10% against Asia's whopping 225%.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Wouldn’t they have to make investments?

IIPM PUBLICATION
But clients, it seems, not really concur. Ask Soma Chakravarty of India Trade Promotion Organisation. “Every three years or so, we issue/release an ad in the papers inviting ad agencies to pitch with a clear ‘no obligation’ proviso. There is nothing vague about the communiqué. Most of the times, we’ve had massive response. Chakravarty views these exercises in a cold-blooded, professional demeanour. “If an individual or organization desires to enter a new line of business or expand their portfolio, wouldn’t they have to make investments? I see these pitches exactly in that light. Where’s the moral, ethical or politically correct stance involved? It’s a straight forward business-generating transaction, which at the best of times, is a calculated risk,” she reasons.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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IIPM Publication :- Of comedians & pizzas...

IIPM MANAGEMENT INSTITUTE
If ‘Koffee’ is with Karan and ‘Rendezvous’ is with Simi Garewal then are burgers and pizzas with comedians?!

Remember a cow-boyishly ‘eggjact’ Javed Jaffery selling Pizza Hut’s treat or a Paresh Rawal trying to delay Domino’s Pizza’s home delivery or look-alikes of yesteryear’s film-stars enjoying a McDonald’s burger at ‘unke zamane ke daam’... Humour in advertising is something that is common across almost all popular food chains. Talk of their ads and we have ace comedians like Paresh Rawal, Anupam Kher, Javed Jaffery tickling our funny bone while titillating the tastebuds. But, why do we need jokers to sell Pizzas?

After serving Paresh Rawal’s and Anupam Kher’s funny act to the Indian audience, Domino’s Pizza roped in Circuiteshwar alias Arshad Warsi as their ambassador. On being quizzed as to why they always add humour to their brand, Dev Amritesh, Chief of Marketing, Domino’s Pizza-India, explained, “The product and home delivery element can very well be communicated through the humour quotient.” In thesame league, Pizza Hut from the stable of Yum! Restaurants, celebrated a decade in India by launching special treats and a campaign with Javed Jaffery. “Javed was chosen as the new brand ambassador for his mass appeal. His ability to connect with customers across India made him a perfect choice,” says Arvind Mediratta, Chief Marketing Officer, Yum Restaurants.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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...AND AN ODE TO INNOVATION...
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