IIPM Publication :- Jet Airways to flythe American way...

IIPM BEST B-SCHOOL
Jet Airways has delivered a major blow to all the airlines of the country by signing an exclusive code sharing agreement with the world’s largest carrier – American Airlines, for flights operating between India and the US. As per the deal, travellers from across the Indian terrain will access the Jet Airways’ network to first travel to London, then fl y to Chicago and also further via the American Airlines’ network. The catch here is – with a single ticket to Chicago, sales of the both the airlines will get a strong push.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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To feed its people, Palestine must go with the West…

IIPM PUBLICATION
Enough of violence here, now let’s take the route to pragmatism! Talking about Palestine. The Hamas-led government under the Prime Ministership of Ismail Haniyeh has been a cause of perpetual pain for the US & EU. Ever since its inception in March this year, the Palestinian government has been negotiating through a rough terrain due to the sanctions imposed by the Western powers.

Placed under the enormous pressure of the sanctions regime, it was inevitable for the government to cripple. It did! It’s come to a point wherein they are forced to choose a leader, who is pleasing & pliable for the western powers to deal with. Lamenting the pressure on him, the current Prime Minister and Hamas leader, Haniyeh said, “(They have) one condition, that the siege will not be lift ed unless the Prime Minister is changed.” Haniyeh has agreed to Western demand of regime change because he wants the sanctions to be lift ed to enable the government to avert the inevitable civil war.

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Source : IIPM Editorial, 2006

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M&M has kept its core competencies intact
Aperfect recipe to survive and lead. The Mahindra group just got it all right and of course, the timing was immaculate. The $2.59 billion Mahindra group has survived debilitating recessions and managed to stick on to its core competencies. In the early nineties, the economy was into recession which reflected on Mahindra group. Its profits plunged and the cash flows started to dry-up. At this point, the company went in for a makeover as a carmaker with the launch of Scorpio (in 2002). Moreover, the company exited some of its business to stay focused on core businesses.

Chairman Keshub Mahindra has left the day to day running of the business to nephew Anand Mahindra (Vice Chairman & MD). The company has kept a global vision from outset. It launched its tractors in the US and has since expanded its penetration to other geographies. Furthermore, it acquired Valtra, the truck maker, and entered into many agreements with global auto majors. Recently, the company signed an MoU with Renault for a green field facility in India to manufacture 5,00,000 units per year. Farm equipments & automobiles have been the key for M&M. Currently it’s the market leader in farm equipment sector and dominates the automobile sector in the MUV segment.

On the anvil are more distribution & production tie ups along with product innovations. And with the sheer aggression it’s displaying, the future can only be brighter.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

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More M&As expected in Indian IT, especially for mid-sized firms

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I loved the forthright cover story, ‘Tata Steel is dead…” (B&E issue dated November 16, 2006). What was truly electrifying about the coverage was the information that was made available based on first-person experiences. Most amazingly, none would imagine the fact that Tata Steel is changing so very rapidly. And why not? After competitive forces proved heavy for the corporation once renowned for its paternalism, it will soon be known for its capitalistic nature. And its recent bid to take over UK’s Corus (a firm more than five times its own size) only shows how aggressive it has become. But after Brazil’s CSN gave a higher bid, what it does next will be an interesting move to watch. Will it bid higher or will it understand that being overambitious is not very great for its health. Certainly, as far as competition goes, given the fact that it will become the fifth-largest producer in the world and the total consideration for attaining both cultural and strategic synergies, it should go ahead with a higher bid. It cannot take very long to decide what it will do, because Corus’ shareholders will definitely take the higher bid (i.e. CSN’s bid). And since all hope and no action will lead to nowhere, it should understand right away that it should undergo the transformation very soon.

Deepesh Pradhan
Via e-mail

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Bengaloored!

IIPM BEST B-SCHOOL
The lore of the King, boiled beans and thus the name ‘Bendakalooru’ has almost become a family legend now, at least for those who are related to India’s Silicon Valley in some way or the other. In a country where every trivial issue is a cause for controversy, the proposed name change of Bangalore to Bengaluru (which will come to effect from next year) has, as expected, created a lot of hullabaloo. While a majority of locals have applauded the decision, the pub hopping BPO crowd and the honchos of the IT industry seem un-amused. “In foreign countries, Bangalore written at the bottom of a letter head has a unique value. Why do these people want to take away its identity by the rechristening,” reasons a local.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Shroud of a Shawl

IIPM PUBLICATION
Bestowed with underfur-so-fine – approximately one-sixth of the human hair – the Chiru’s pelt is highly coveted for weaving shawls which drape the so-called cognoscenti crowd of the society. Procured not by shearing but killing, the wool of a minimum of three antelopes is required to create the softest and warmest of winter wraps costing an average of five lakhs! Given its disconcerting status in CITES pointing to its numbered few existence, it would not take rocket science to prove that the plight of the weaver community, who the honourable Member of Parliament sure means well for, would relapse to no better than it is now, were she to have her way. Says fashion designer Jattinn Kochhar, “Though I feel that the shawls, now in the heirlooms of some, must be preserved as precious souvenirs, there is just no fashion which mandates such merciless bloodshed.”

It might thus do well to get our facts right before the ministration of such self-defeating drills.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Turmoil Nadu...er, Tamil Nadu!

IIPM BEST B-SCHOOL
The first phase of elections were held in 45 municipalities, 281 town panchayats and 195 panchayat unions. Jayalalitha accused DMK workers of bogus polling and rigging. Karunanidhi retaliated by accusing the opposition of instigating violence during the first phase of the local elections. Factually, violence, booth capturing and rigging marred the Chennai Municipal Corporation elections, although allegedly rigged places, like the Tuticorin district, where poll turnout was 61%, had Collectors like R. Palaniyandi denying any allegation of bogus polling. He asserted, “The verification revealed that ballot papers used in the poll process commensurate with the total votes polled in the Ward.” And now, with Ramadoss’ PMK breaking out of the DMK alliance on October 30, 2006, Karunanidhi would only improve upon the strategy he used to win the previous elections – inanely giving away freebies at the cost of the exchequer. Perhaps he doesn’t realize that even states with 100% literacy (like Kerala) have gone bankrupt on the back of such similar measures. And it wouldn’t take Tamil Nadu that long to capitulate. But hey, who cares, now let’s give them all trips to Switzerland, shall we?

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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A new future for futures

IIPM PUBLICATION
CME Group Inc. will definitely be more appealing to commodity traders, especially those dealing with oil. The merger reinforces Chicago’s monopoly on commodity trading. Mandloi adds, “Chicago is a centre of commodity activity because of factors like levels of consumption, participation and general hedging. More so, there is more liquidity in the market with higher derivatives.” There are negatives too. With more liquidity & options, critics fear a huge rise in speculative trading, which could send commodity prices to dizzying heights, and that’s when chances of a crash are higher.

However, that’s the nature of markets and in anyway cannot make this merger look impractical. The city of Chicago is one of the most critical financial and business centres of America and trading here is more oft en in response to actual need rather than pure speculation. So it’s bounty time for investors on the Globex in Chicago, as they would now be trading on the world’s largest and most liquid commodity exchange.

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Source : IIPM Editorial, 2006

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Lucent posts goodie results!

IIPM BEST B-SCHOOL
Lucent Technologies has all the reasons to feel happy with the announcement of its wonderful fourth quarter and fiscal year results, ending September 2006. The company reported revenues of $2.56 billion, a sequential increase of 25% over the previous quarter and a rise of 5% when compared to the corresponding period last year. However, its net income declined marginally from $372 million a year ago, to $371 million. On an annual basis, Lucent pulled in $8.80 billion in revenues in 2006, screening a decrease of 7% from $9.44 billion in 2005. Besides, Lucent hopes to close the merger with Alcatel as the transaction got shareholders’ approval of both the companies on September 7, 2006.

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A commodious collapse?

IIPM PUBLICATION
Before moving ahead, for a better comprehension of this downturn, it’s imperative to understand how this bull run took effect. First of all, China and other emerging economies have played a great role in this commodities bull run. China alone has contributed almost all of the total increase in lead and nickel consumption globally. In case of aluminium and steel as well, China has consumed as much as 50%, which is quite high as compared to China’s contribution to global GDP growth and total world output (IMF Global Financial Stability Report, September 2006). Secondly, today commodities are seen as an asset class and speculation by investors has also played its part in jacking up the commodity prices. Furthermore, the period in consideration was marked by some ultra loose monetary policies & low interest rates, making it easier to invest and speculate in commodities. Since 1995, number of contracts in NYMEX oil futures increased by almost 400%. Also, the number of non-commercial contracts in (long and short) increased to 16% from that of 9% during the same period.

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Chauvinist forces

IIPM BEST B-SCHOOL

More space required. Give them!
The armed forces of the country fall awfully short when it comes to employing women in their ranks. Indian Navy had women in their ranks only after 1992. The women now form part of their education, logistics, medical and the air traffic control units; but surprisingly, they are neither in the combat units nor can they rise higher in the hierarchy. Indian Air Force similarly employs women in several sectors including flying helicopters and fixed wing aircraft s, but not the fighter aircraft s. In Indian Army, gender equality remains farthest in agenda. Statistically, of the total of 34,000 officers that the Army has, only 933 are women. The Navy has a majestic 100 out of 7,000, while the Air Force has 450 women in their 10,200 officer ranks. It must also be highlighted that women are in general employed only for the short service commission in most of the cases serving a maximum of 14 years.

The standard argument of ‘cultural sensitivity’ that is given for their non inclusion falls flat when women’s inclusion into all ranks of Police hierarchy is considered. That reasoning finds few supports even historically, given the rich legacy of women fighters from Razia Sultan to Rani Laxmi Bai Regiment (in the Indian National Army). Needless to say, in changing times, the policy framework reflecting more of chauvinism needs to change.

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Honda blows a clean horn

IIPM PUBLICATION
According to new California emission norms of 2007, vehicles that weigh less than 6000 pounds should not emit more than 0.07 grams of N2O (Nitrogen oxide) per mile on an average. Honda along with other Japanese conglomerates is engaged in the business of selling lighter fuel efficient cars in America and therefore this obligation hurts. Honda has announced that it will launch a diesel powered vehicle by 2009, which will meet the stringent norms that other major automobile manufacturers have failed with. In this regard the company is experimenting with some high-end diesel technologies and is planning to invest an estimated $4.8 billion on R&D activity. Honda is also going to launch its next generation FCX fuel-cell sports car in the American markets.

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If you were wondering how we chose the inimitable B&E Power 100, here lie the answers...

IIPM BEST B-SCHOOL
The initial set of companies selected for arriving at India’s top 100 profitable companies were chosen from the BSE 500 index. Incidentally, the BSE 500 index represents 93% of the total market capitalisation on BSE. Only those companies, whose financial details were available, were taken into consideration. The advantage of using the BSE 500 index as a sample was that it virtually covers all possible sectors that have contributed to the economy, and hence, is an index not biased or inclined towards a particular sector. Grouping of the companies was done strictly according to the sector bifurcation done by the BSE (primary data sourced from Capital Line Plus).

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri

Not the goods though, as players enter into M&As to unleash growth

IIPM PUBLICATION
The FMCG sector has witnessed heightened M&A activity in the recent past in order to expand product and market presence in a sluggish sector. With FICCI extrapolating a growth of merely 2% for the year 2005-06 in the (so-called) fast moving consumer goods industry, the bigwigs of this space are looking for new avenues to overcome the negative trend.

Godrej Beverages & Foods Ltd. grabbed Nutrine for Rs.2.7 billion, Wipro acquired the Glucovita brand from HLL, and Dabur India acquired the loss making Balsara (which is now showing profits), with brands like Odonil, Odomos, Odopic & Sanifresh for Rs.1.4 billion. In the same league, Wockhardt acquired Dumex India, owner of the brands Protinex & Farex from Royal Numico NV.

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Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri

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Alan drops-off from Boeing to Ford

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Former Boeing Executive, Alan Mulally, has been appointed as the new Executive President and Chief Executive Officer of the American auto giant, Ford. This appointment came after Bill Ford gave up his post as a CEO; after struggling for five years to keep the wobbly auto company intact. Aged 61, Mulally has handled the posts of President and CEO at Boeing Commercial Airplanes since 2001. He has been associated with the aircraft manufacturer for the past thirty-seven years. Ford chose upon Mulally looking at his art to keep his customers satisfied, handling labour problems with ease and managing supplies. However, Bill Ford, who took charge as a
CEO in October 2001, will continue to hold the office of Executive Chairman, working on strategically repositioning the company that his great-grandfather Henry Ford had established. His family still holds about 40% of total shares in Ford Motor.

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A few Bollywood directors on TVC’s
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Satyam

IIPM PUBLICATION

Founder & Chairman: B. Ramalinga Raju
Gone are the days when analysts skipped (read failed!) mentioning Satyam in the same breath as that of other Indian IT biggies such as Infosys, Wipro and TCS! “There is nothing impossible to him who will try” has been the main principle that has guided countless men to make robust business conquests across the globe. And Satyam surely seems to be following the adage seriously!

Ramalinga Raju, Chairman, then a 32 year old management graduate from Ohio University, started Satyam in 1987. He has since then been known in the market as a man who sets bold goals, even if others disagreed. This ability to think big and out of the box complemented his unbridled enthusiasm & has been the cornerstone for Satyam’s success in the IT sector (not only in the Indian market but across the world). Ramalinga Raju proudly puffs his chest when saying “Satyam today is one of the youngest IT services companies to be featured among the top companies in the world.” And surely, he has every right to do so considering the fairly short period of time in which Satyam has carved a place for itself under the IT sun. These days Raju has his eyes set on making Satyam a global brand and is steering the company in apparently the right direction.

Satyam posted an impressive revenue figure of $322.5 million for the Q1 FY06-07, a surge of 31% in the corresponding quarter of the previous year. The company is moving up the value chain fast with solutions for Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), Enterprise Project Portfolio Management, Data Warehousing and Business Intelligence, Enterprise Information Portals, Enterprise Application Integration (EAI), Knowledge Management, e-Procurement and Marketplaces.

Satyam already has offices in 55 countries and despite being a young company, it has on its rolls 30,000 talented IT professionals. The company proudly claims that they service “489 global companies, including over 156 Fortune 500 corporations.” Clearly, the stage is set for this Indian IT scion to make the coming years its own... time is on their side!

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

Here’s to the mother of adventure tourism...

IIPM BEST B-SCHOOL
Katrina, Rita, Wilma... the hurricane holocaust that lasted from August to October in 2005 changed lives and geographies in several parts of the world. It’s been more than a year since a major hurricane hit us, yet memories of the heart-rending devastation and destruction remain etched in our minds! What’s worse, the wounds have still not healed and there comes a prediction of another disaster, ready to take its course. The National Hurricane Centre, a tropical prediction centre located in Florida, has conjectured a busy season for the hurricanes to wreak havoc again this year – especially in the hurricane zone – the Caribbean, Atlantic Coast and the Gulf of Mexico!

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

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Thinking differently about differentiation

IIPM PUBLICATION

Q: I really support differentiation – ranking employees into performance categories of top 20%, middle 70 and bottom 10, and then managing them “up or out” accordingly. But don’t companies face all sorts of resistance when they try to implement this system? – Yoshihisa Tanizawa, Kuala Lumpur, Malaysia

A: ‘Resistance’ may be too soft a word! Yes, differentiation has its advocates – and even its hardcore devotees – but no other management practice that we talk or write about ignites the same firestorm of controversy. So thanks for asking about it. Your question gives us a chance to sort differentiation myth from reality. Done right, differentiation is not, for instance, “rank and yank”, with its purported public firings of stunned victims once a year. Nor is it cruel, corrupted by favoritism and culturally inappropriate.

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A Plea for Vegetarianism...

IIPM BEST B-SCHOOL
Regarded by many a die-hard meat-eater as the Ghaas Phoos fan club, the International Vegetarian Union (IVU) is the reason behind the smile sported by many a devout vegetarian these days... For its 37th World Vegetarian Congress, to take place between 10-16 September, is being held in no place other than everyone’s fav – Goa!

As the western world has moved towards vegetarianism, after a long history of feasting on flesh (of animals, of course), much of the Indian youth is breaking the shackles of tradition and religion and moving towards the western way of living life king-size. As Jashu Shah, General Secretary of The Vegetarian Society points out, “There were only 0.4% vegetarians in the UK in 1906, which has increased to 14%. We’ve spread across the globe and have 70 vegetarian societies in the USA.”

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Truly trail blazers... and it’s not only the prosumer concept that is winning them accolades!

IIPM PUBLICATION
With more clutter in the media space, integrated marketing solutions was what the industry had been demanding for some time, and this package is exactly what ad agencies in the country are now trying to provide for. One of the few dynamic agencies to have achieved the makeover, Euro RSCG boasts of offering an integrated solution that nixes any problem the client can throw their way.

Small wonder then that Euro RSCG has been witnessing a steady growth for the past few quarters. “This year seems to be a good year for us, especially since we have got a lot of growth from existing businesses and would hopefully end this year with massive growth over the last year,” says Suman.

The agency differentiates itself from the teeming milieu with its business model firmly centred over the Prosumer concept.

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Good times on top of the world

IIPM BEST B-SCHOOL
Good times, it seems, are never going to stop, even if you are on the top of the world. Vijay Mallya’s UB Group’s Kingfisher Airlines – that promised to change the way Indians fly – is coming up with yet another new ‘experience’ in the skies. The airline plans to give passengers a taste of the mall experience, with a service ‘Air Boutique’ that it hopes to introduce onboard. Soon, passengers flying Kingfisher will be able to place orders onboard for a range of Kingfisher Airlines-branded merchandise (that are not available at regular retail outlets), personal and home-care products and travel accessories. The payments for selected products can be made by credit cards. The airline is setting up a dedicated call centre in Chennai to handle queries and orders on this new service, and products will be dispatched to the address given by respective passengers. Predictably, for this service, Kingfisher is aiming to target the young upwardly mobile consumers who have enough disposable income and are willing to cough up the moolah for its premium products.

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“For me, the reputation of the brand and the service and the quality is just as important as is perhaps a new model.”

IIPM PUBLICATION
While emphasising on the importance of innovation, Vikram champions, “This (innovation) doesn’t come out of one man, or one leader. So in our view, we are pushing a lot in Kirloskar, a lot of innovation and empowerment everywhere.” In terms of leadership strategies, Vikram upholds, “A leader should transform the thinking of people around him.” Additionally, he feels a leader must motivate people to understand his vision, identify gaps and work towards eliminating them. Vikram aims to spend a lot of time in implementing cultural change in the group. He enjoys training people, motivating them to change their way of thinking, to become more efficient and quality conscious in order to succeed.

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... They love him! Hugo Chávez will win, despite US opposition

IIPM BEST B-SCHOOL
Speculations are high and the pulses are racing. Though the deciding day is far off , the anticipations and foresights are running notches already. The Venezuelan National Electoral Council (CNE) has already announced the names of 28 candidates for the Presidential elections scheduled for December this year. Questioning it straight up, should Hugo Chávez start worrying – especially with American critics openly supporting the opposition leader Manuel Rosales?

As election fever starts gripping the Venezuelans, adding a comic element to the scene is Benjamin Rausseo, a comedian, who has also registered as a candidate, claiming himself to be “the pendulum between Chávez and Manuel Rosales, the opposition Presidential candidate.” But seriously speaking, though a large number of candidates are trying to make Chávez’s task uphill, has the opposition finally gathered enough gumption to oust Chávez?

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

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The beautiful Dutch connection

IIPM PUBLICATION
Voltas, a Tata Group Company, has entered into a strategic partnership with Besseling Group of Netherlands to deliver storage solutions for horticulture produce in Controlled Atmosphere (CA). The partnership aims at providing post-harvest solutions to cultivators in India. The size of Indian storage solutions market is estimated to be around Rs.50 billion. As per the partnership terms, Voltas will be the sole representative of Besseling Group in India. Considering that Voltas has already bagged projects like Adani project, International Flower auction sector in Bangalore, Abhirami in Chennai and a few others, this connection to store the beautiful Indian flowers would surely flourish.

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

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Fraternizing with tragedy

IIPM BEST B-SCHOOL
At times, the narrative may give the impression of being desultory in portions, with bits being appended to the story at later stages tending to impact articulative facility, but this is vastly eclipsed by the haunting premise of the book itself, and is bizarrely symbolic of the manner in which David’s dream of literary fame is consummated by his brother’s noble endeavour. A superlative redemption of a treasured life, the gravity of which might be acclaimed by many but fully comprehended only by a few, The Boy Who Fell Out of the Sky is not a biography to be read more than once: It saddens too greatly, and is difficult to erase.

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

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Driving the mile! Extra

IIPM PUBLICATION
Innovation is the allergy to move forward and a way to create products in the market,” tenders the 35-year-old Sulajja Firodia Motwani, MD, Kinetic Motor, reflecting the belief that forms the foundations of one of India’s leading automotive companies that has pioneered and introduced concepts that have transformed the two-wheeler market. The company has a legacy of launching revolutionised scooters off erring unique features, comfort and worldwide appeal with modern styling, gearless transmission, v-twin engines and electric start. Kinetic Motor now offers world class vehicles (like Comet, Aquila, Zing & Blaze) to its Indian customers. The bold and energetic Sulajja has played a major role in transforming the company.

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

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Inorganic & loving it!

IIPM BEST B-SCHOOL
Mahindra & Mahindra (M&M) is among the very few auto companies across the orb that has successfully branched out in other segments as well. After starting off as an automobile manufacturer, it branched out to areas like IT, infrastructure farm equipments & financial services. Continuing its heritage of diversification, the company has announced a series of new investments. The group has earmarked Rs.10 billion for an SEZ in Pune, Rs.2 billion for an SEZ in Thane & Rs.4 billion for Tech Mahindra. Furthermore, on August 16, 2006, M&M inked a MoU with the Maharashtra government for Rs.5.5 billion for hiking its production capacity to 0.15 million units per annum, at its existing plant in Nashik.

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

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Eveteasing, fleecing foreign tourists... Coca Cola seems to be going soft!

IIPM PUBLICATION
On the other hand, the Aishwarya Rai ‘Thande Ka Tadka’ ad released in March this year, is not only comical and mischievous, but contemporary as well. The traditionally-dressed Aishwarya is shown as a playful, tongue-incheek girl turning the tables on eve-teasers with her own version of the game.

The commercial targets the changing face of Indian society, cashing in on the popularity of Aishwarya Rai with the present generation. Needless to say, the concept by McCann Erickson delivers great product positioning, while subtly addressing the social evil of eve-teasing. Prasoon Joshi demonstrates, as always, his uncanny genius to conceptualise adverts tapping into the pulse of the Indian consumer leaving his mark, till he engineers his next brainchild! In fact, Coca Cola’s commercials are forever replete with the element of humour, and even as the bond between Coca Cola and its ubiquitous trump card ‘Thanda’ remains intact, the beverage giant tries to associate the product with scalp-shearing wit and improvisatory flair. And desi moves to urban grounds, maintaining flavour with élan.

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

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Adidas: World Cup Winner

IIPM BUSINESS & ECONOMY
Germany may not have won the FIFA World Cup, but German sporting goods company Adidas has reported a whopping 24 per cent rise in its second-quarter net profit and a 60 per cent leap in sales – on the back of huge sales at the time of the World Cup soccer tournament. Net profit attributable to shareholders rose to 82 million Euros from 66 million Euros a year earlier. Adidas had supplied shirts for the host team Germany and are now looking at a net income of 500 million Euros for the year.

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

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…and a day!
India’s equation with the WTO
GoAir brings Singapore home
I DO NOT AGREE WITH YOU
The ferocious shark
With a booming domestic market, Indian M&As are on the ascendant
Bravehearts of yore
IIPM : Green signal for Nitish
BHARAT FORGE – this forging isn’t counterfeit : IIPM
http://industryiipm.blogspot.com/2006/05/iipm-write-to-jack-welch-and-suzy.html

Quite interest’ing

IIPM BEST B-SCHOOL
Furthermore, how often does one find emerging markets preceding the developed world in the context of international finance, as is the case currently! And as IMF has confirmed, low interest rates in even mature markets – and to a large extent improved liquidity conditions – made sure that the search for yield ended at emerging markets. Not only are these markets now offering better returns, but also seem more stable than ever before. Today, emerging countries have substantial amounts of current account surpluses & forex reserves. Also, the maturity period of debt issued by these countries, on an average, has increased significantly (from 8 years in 2001 to a smashing 13 years in 2005), coupled with an increased issue of fixed rate debt and inflation indexed debt. Even the share of foreign currency debt that led to the erstwhile debt crisis has been replaced by domestic currency bonds (the external debt decreased from 16% to 10% from 1999 to 2004; IMF Global Financial Stability Report 2006).

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Though India Inc. has announced voluntary support to SCs & STs, the government’s calls are unlettered
The Mercury deal is spot on, but HP must keep the momentum going
IIPM : WHAT’S SECURITISATION?
The US has agreed to open up 97% of its markets to the poorest of countries. The catch is that it gets to chosethe 3% it wants to refuse
There’s a bill, where’s the way?
FALLEN SUPER HEROES
Mithras Tauroctonos
Canine Canonization! : IIPM
IIPM : Clinton scores home run
MISSING THE KODAK MOMENT… IIPM

What about the workers, George?

IIPM PUBLICATION
At last, a bill that could reduce US pension deficits worth $22.5 billion was passed by the Senate with an overwhelming majority on August 3, 2006. The US pension system and tax cut bill that was introduced by the Bush administration in order to check heavy deficits to Pension Benefit Guaranty (the federal pension corporation) was approved with an overwhelming majority of 93-5. The legislation is a significant reform measure, introduced by the US government in recent times due to the very fact that reforms in the nation’s pension laws haven’t witnessed a change in the last 32 years.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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The ‘ring’ing celebrations begin

IIPM BUSINESS & ECONOMY
Infosys Technologies created history when its Chief mentor and Chairman NR Naryana Murthy rung the opening bell of NASDAQ stock exchange from the Mysore campus of Infosys. The first company to do so from India, it was telecast live in New York’s Times Square based NASDAQ’s MarketSite tower. After London in December 2005 and Davos in January 2006, Mysore became the third city to ring the remote opening bell. Infosys CEO Nandan Nilekani, along with NASDAQ President and CEO Bob Gerefeld, Planning Commission Deputy Chairman Montek Singh Ahluwalia and thousands of employees of the company were present to mark the occasion. The ringing ceremony coincided with the silver jubilee celebrations of the company. Infosys is incidentally the first Indian company to be listed on the ASDAQ in 1999.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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We want everything you cannot provide!

IIPM MANAGEMENT INSTITUTE
But the coup de grace was delivered by the world’s richest country, the United States, which once again decided to demonstrate its hypocrisy. The US ostensibly agreed to a 97% opening of its markets to the poorest countries. The developing countries were disappointed with the results of Europe’s EBA initiative, and Europe has responded by committing itself to dealing with at least part of the problem that arises from the rules of origin tests. America’s intention was, to the contrary, to seem to be opening up its markets, while doing nothing of the sort, for it appears to allow the US to select a different 3% for each country. The result is what is mockingly coming to be called the EBP initiative: developing countries will be allowed freely to export everything but what they produce. They can export jet engines, supercomputers, airplanes, computer chips of all kinds – just not textiles, agricultural products, or processed foods, the goods they can and do produce. Consider Bangladesh. If we go by the most widely used six-digit tariff lines, Bangladesh exported 409 tariff lines to the US in 2004, from which it earned about $2.3 billion. But its top 12 tariff lines – 3% of all tariff lines – accounted for 59.7% of the total value of its exports to the US. This means that the US could erect barriers to almost three-fifths of Bangladeshi exports. For Cambodia, the figure would be about 62%.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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