Microsoft LifeCam NX-6000

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Technical Specification

Camera: 2MP (1600 x 1190); Zoom: 3X Digital Zoom; Microphone: Built-in Face tracing with CMOS Sensor; Viewing Angle: 71 degree.
PRICE: N.A.

With definite conviction, this gizmo is only for notebook users, and this is palpable from the spring loaded LCD clip on the back. Like any other product from Microsoft, this one is scratch-resistant and has a brushed metal finish; no wonder the Microsoft LifeCam NX-6000 has enough to beckon the consumer. There’s more! And to protect the miniscule CMOS sensor from being drenched, the sensor has been placed behind a big piece of flat plastic. According to a Delhi based wholesaler, the gadget is, “Easy to handle and is brilliantly weather-resistant, all which makes this product different from those offered by rival Sony.”

Marketers’ delight: Easy to carry anywhere and its palpability will delight the customers.

Tester’s note: Pros – 2 Mp camera. CMOS sensor. Good protective casing and collapasible lens. Cons – Clasp restricts suitability to thinner notebooks. Frame rates drop at higher video resolution.

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Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
Now IIPM's World-Class Education... for everybody!!
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IIPM - Admission Procedure
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...

?e? ?????µe t?? ap??t?s?!!!

Now IIPM's World-Class Education... for everybody!!

Strapped for cash, fighting to breathe, Novartis seems to be hitting blind by investing valuable cash in M&As

The Bible has one of the first references to Quo Vadis, aka, “Where are you going?” A question the world seems to be asking of the Swiss drug behemoth, Novartis, quite pertinently. Sectorally, the global drug industry is anything but in good health; and Novartis seems to be trying hard to combat this losing battle by diversifying – the recent $39 billion acquisition of a 77% stake (25% now and 52% between 2010-2011) in the eye-care firm Alcon (from Nestlé) a leading case to point.

Danielle Vasella, Novartis Chairman and CEO, is pretty clear that he needs to find newer avenues for growth; and overt reliance on precociously radical pharmaceutical is not a remedy he can rely on. Digest this. In 2005, Vasella doled out $13 billion to buy out cheap generic German drugmakers Hexal and Eon Labs. And in year 2006, Vasella splashed out $5.7 billion to acquire US vaccine maker Chiron in a bid to enter global vaccines market. On the positive front, the global vaccine market is expected to touch $20 billion in 2009 (more than 100% increase over 2004). And creditably, even Novartis’ generic arm, Sandoz, is No. 2 worldwide.

So what’s right with the Alcon deal? It’s the leading player of the $25 billion eye care industry. Claudia Lenz, Bank Vontobel analyst, told B&E, “Alcon...will undoubtedly become a profitable source of growth for Novartis once it acquires the majority sometime in 2010 or 2011.” Novartis already has a massive hold on the global contact lens business; and with Alcon’s globally sold glaucoma drugs and cataract surgery products (double digit sales growth), the company will also help Novartis tap developing economies, where Alcon’s markets grew 21%.

So what’s wrong with the deal? “This acquisition removes the financial flexibility of Novartis to meaningfully address its structural problems as the company heads for a patent cliff in 2012,” asserts Karl Heinz Koch, leading pharma analyst at Bank Vontobel. Even Morgan Stanley forecasted that Novartis, in the next four years, will be facing generic competition to approximately one third of its revenue sources. Add to this the hitting Bear Sterns assessment that clearly downgraded the deal as rank expensive.

If diversification were Vasella’s paradigm, one wonders why last year he sold off the top performing Gerber Foods to, hold your breath, Nestlé itself (for $8 billion). It’s a predicament he’s yet to resolve, especially at a time when cash at Novartis is disappearing faster than Elvis left the building! Quo vadis Mr. Vasella?! We know what his grudging response (in Greek, of course) would have been, “?e? ?????µe t?? ap??t?s? [I don’t know the answer!]” Elvis fights on...

Priyanka Rajpal

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

WEN JIABAO - Time for chindia!

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

WEN JIABAO
Time for chindia!

Being the Premier of the State Council of the People’s Republic of China, Wen Jiabao has gained lots of acclaim of being a poised, practical and a great leader. To complement the point, Mohammed Saqib, Fellow, Rajiv Gandhi Institute says, “Wen is a very good leader. When today, China is our largest trading partner, surpassing US, the duo is bound to be friendly with each other and it’s a compulsion.”

With dollar and pound weakening, there would be higher competition in foreign markets, besides the incessant struggle to gain energy resources. Besides, of course there are other crippling issues, the border being one of them. The need of the hour is to strengthen the tactical and supportive partnership. Wen, having been named ‘the people’s premier’, has a commoner figure with the public, and his more amicable qualities are held to contrast with the enigmatic and somber President Hu Jintao. Jiabao as President (which people feel he should be) could surely achieve much more Indo-China relations. Perhaps he could just lend the maturity and sensitivity needed to ensure lasting camaraderie between the two emerging superpowers.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

ANIRUDH DHOOT - Indian samurai

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

ANIRUDH DHOOT
Indian samurai
When he first entered the office of Videocon, he proposed grand diversifying plans for the company like entering into entertainment complexes in smaller cities such as Nashik, Aurangabad, Surat and Nagpur. In fact, his idea of entertainment was not just confined to multiplex theatres but was aimed at offering the consumers almost every mode for spending ‘quality’ free time. He also planned to open sports bars, shopping complexes, art galleries, gymnasia and oxygen bars, and if these weren’t enough, he even tried his luck in an online lottery and 24 hr. entertainment channel, but all in vain.

He went ahead and invested half of Rs.500 million (of earmarked investment) tying up with Reliance Infocomm to source 2,000-odd fixed wireless terminals, but the project met a silent end. Anirudh Dhoot might have failed in his first attempt as a businessman, but today, as CEO of the Electrolux Division of the Videocon Industries, he has moved on like how.

Anoop Kumar, President, Consumer Electronics and Appliances Manufacturers Association, comments on Anirudh Dhoot, “Anirudh Dhoot is now in a position to establish a firm global footprint for Videocon. Undoubtedly, Dhoot will spearhead more acquisitions for Videocon to make it a globally successful consumer durable company.” His latest plans are to take Electrolux refrigerators to West Asia, Africa & SAARC nations. So the ambitions of Dhoot seem to be soaring not only within India but internationally too. And led by the Videocon resurgence, the era of Indian pre-eminence in consumer durables may not be too far away.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Education for All

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The World Bank’s one of the seven millennium goals “education for all” has been a slogan of Indian bureaucrats for years, unfortunately with far lesser ramifications to celebrate. India’s very strength, 300 million plus young population can simply turn into the explosive weakness if they are kept deprived of modern education and skill enhancements.

India has over 388 degree granting universities, it comprised of 221 State Universities, 24 Central Universities, 11 Private Universities, 114 Institutions Deemed to be Universities, 13 Institutions of National Importance and 5 Institutions established under State legislations. Unfortunately they are capable to provide mere 50% seats of the total applied for a degree. It may meet the gap if India increases the number to 750 state and central universities with 100% capacity utilisation in the next few years. Though as per the All India Council for Technical education the number of recognised engineering colleges touches 1617 by the end of 2007, over 60% of them are concentrated in just five states Tamil Nadu (286), Maharashtra (181), Karnataka (134) and Uttar Pradesh (125). This is not enough as developing countries like china are producing more engineers or IT professionals than India. Thus another 750 autonomous engineering colleges with equal concentration in each state may help to meet the gap. Moreover, 75 IITs (Indian Institute of Technology), 75 IIITs (Indian Institute of Information Technology) and 75 NITs (National Institute of Technology) should be started across India. Number of medical colleges in India is only 271 where 255 are recognised and the number of seats remains as low as 30,000. The country is in short of 600,000 doctors. Thus another 75 new medical colleges on the lines of AIIMS have become imperative. Number of seats for PG courses is just 11,005 which forces pass-outs to choose foreign destinations permanently.

However, mere seat increase and expansions of existing renowned colleges might not be the only solution. Proper performance based incentives for faculties to reduce their attrition rate, perfect utilisation of existing space for it is, IIMs, IITs are important.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...