INCREDIBLE MCX?

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

For the uninitiated, as a futures commodity exchange, MCX offers a platform to producers, sellers and hedgers to get an indication of future prices for their raw materials, so that they can reduce their exposure to future price risks, besides allowing for price discovery in respective commodities. The MCX management links the futures market to insurance. If you have a health problem, you take insurance; fluctuating prices are a risk for both producers and sellers, and the futures market is an insurance against that, they aver.

Of Pains & Prejudices
But despite all efforts to the contrary, prejudices and suspicions regarding commodity futures persist. For one, the blame for the spiraling prices of commodities, including grains and edible oils, over the last couple of years is being placed squarely on the shoulders of the speculation and hedging that goes on in commodity exchanges. Result: policymakers and bureaucrats are making it a habit to de-list commodities that show high price volatility in these inflationary times. If last year, comexes faced a setback due to a ban on wheat, rice, urad and chana; in May this year, the government de-listed another four commodities from the market, fearing that hoarding and speculation was driving up prices. Comexes lost out in the bargain. “But there’s no link in price rise and commodity futures trading. Last year futures trading in rice and wheat was banned. Inflation was 6.5% then. One year hence, with inflation at 11.42%, prices of rice and wheat have almost doubled without any futures trading in these items,” reasons Naveen Mathur, Head, Angel Commodities. Given that in India, the agricultural sector is driven by more political interests than commercial, Naveen is not the only one crying foul over routine policy flip flops and political intervention over futures trading in agro commodities. Even the Abhijit Sen Panel report, studied the impact of futures trading on price rise and recently submitted its report giving them clean chit.

Be that as it may, such political and bureaucratic interference has not made as much of an impact on MCX’s fortunes (self-admittedly agri commodities form only 10% of the entire trading volume on MCX), as opposed to NCDEX where agri commodities comprise a bulk of their trading total. And that perhaps is a key reason for MCX’s gravity defying growth. “Since the beginning, MCX concentrated on international commodities like crude oil, bullion, energy and non-ferrous metals, believing that government interference would be low,” explains Amar Singh, Head-Commodities Research, Angel Broking.

When the government revoked a four decade ban on commodity futures trading, of the three national commodity exchanges that came up in 2003, MCX appeared to be the weakest link of the lot, with a humble, small-time technology entrepreneur Jignesh Shah at its helm. The other - NCDEX was a powerful ICICI consortium backed exchange. In fact, in the initial year it was NCDEX that was on an average performing better than MCX. But Shah and team quickly turned the tables with their focus on global commodities, customised products (or contracts) and their awareness campaigns. As a result, MCX beat NCDEX fair and square in terms of trading volumes.

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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.
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Canon Powershot S5 IS

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Technical Specification
Megapixel: 8 megapixel; LCD Screen: Yes; LCD Screen size: 2.5”; Optical Zoom: Approx. 12x
PRICE: Rs.20,995
WARR ANTY: 2 Years

Combining the ease of use with advanced functionality, the PowerShot S5 IS offers a versatile photographic experience. The controls in S5 IS are easy to use, and most options can be easily accessed in a single-handed operation. Mr. Shunichi Senda, Director, ICP, Canon India proclaims, “The most important upgrade in the S5 IS is its video shooting capability. Canon has regularly invested in technology advancement on its products.” The new compact Canon’s PowerShot S5 IS inherits optical Image Stabiliser (IS) technology, professional-grade optics and extensive movie functions while introducing a host of new features designed to increase the photographer’s success rate. The PowerShot comes with Canon’s DIGIC III processor that introduces several new features. Face Detection automatically detects up to nine faces within a scene and optimises focus, exposure and flash output accordingly. Canon has also added a feature called ‘Ultrasonic’ to prevent the sound of the lens moving in and out from interfering with the capture sound.

Marketers’ delight : It incorporates the same leading technologies used in professional EF lenses.

Tester’s note : Pros – Vari-angle 2.5” LCD display. Ease of use. Cons – Lens aberrations & vignetting. Lacks raw file support.

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.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
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Sony Ericsson W910i

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Screen size: 240*320 pixel, 262,144-colour TFT; Memory: Memory Stick Micro™ (M2™) Support (up to 4 GB), Phone memory 35MB; Battery life: 9 hrs; Cam: 2Mp
PRICE: Rs.16,595
WARRANTY: N.A.

The Sony Ericsson W910i Walkman phone is a perfect GenY handset. This multi-purpose phone is HSDPA capable which makes it a 3G enabled phone! Accessing podcasts, organising music through playlists, listening to favourite tracks through ‘shake control’ are some of its unique features. You can also view the phone either ways – vertical or horizontal. The built-in digital camera with screen viewfinder, dedicated menus and direct interaction with in-phone imaging are amazing add-ons.

Marketers’ delight: The handset was given the ‘best handset’ award at the GSM Association’s 13th Global Mobile Awards 2008.

Tester’s note: Pros – Great quality display. Elaborate music features with terrific sound, exquisite design and 3G enabled. Great value for money.

Con – Slow processor.

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.
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...

America has perhaps never been anyone’s friend.

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America has perhaps never been anyone’s friend. It hasn’t been anyone’s enemy too with a true reason. But yes, if the reason was oil, it would do the unfathomable. America’s foreign policy has indeed been dictated by oil. The rule is simple – if you have oil, you are not unknown to America’s friendship or perhaps even enemity.

On October 6, 1973, the holy day of Yom Kippur for Jews, Arab states like Syria, Iraq & Egypt launched a surprise military attack on Israel. Despite being outgunned and outnumbered, Israel decisively won the war and the entire Arab world was in a state of shock. The Arab world was convinced that Israel won the war because of the backing of powerful western nations like US & Israel. The mood in Arab streets was one of seething anger and resentment. On October 18, 1973, the Organization of Oil exporting Countries (OPEC) announced a brutal hike in the price of crude oil to $48 per barrel. In 1979, the most important ally of US, the Shah of Iran was blown out of his Imperial Throne by a radical Islamic Revolution. OPEC also announced yet another crippling hike in oil prices. This time it touched $90 per barrel! The ‘Oil Shock’ administered by the Arab-dominated OPEC turned everything upside down. Economies across the world suffered huge dislocations. For the first time, Americans got a dose of what it means to wait for hours in a queue to fill up petrol. The beginning of the end of Detroit can be traced to the tumultuous events of 1973. The rise & rise of Asian brands in the consumer durables sector can also be traced to that year as can be the beginning of the end of US as the most powerful empire in history.

Declassified documents of that era clearly show that the Richard Nixon administration had seriously considered military action against the Arab world to ensure an uninterrupted supply of oil for the West. Post World War II, the global economy became critically dependent on oil and a sudden disruption could have had apocalyptic effects. The only reason the Arab world escaped the military attention of the West was America’s humiliation in Vietnam and the inglorious exit of Nixon as President. The loss of Iran as an ally and its emergence as a fulcrum of hatred against America has been a blow that US has never recovered from.

The relentless pursuit of energy security (coupled with the Soviet defeat) has provoked US to implement foreign policies that have started haunting the west. It has literally become a no-win situation for US. After losing Iran in 1979, it helped Iraq ruled by Saddam Hussein to wage a vicious war against the then unstable Iran. The bloody war lasted till 8 years with no clear victor. US earned even more hatred from the Iranians for winking while Saddam used poisonous gas & chemical weapons against Iranian troops. Not that supporting Iraq helped. Despite close to 30 years of sanctions and economic embargoes, Iran continues to be a prosperous state thanks to high prices of oil and is also threatening to acquire nuclear weapons.

After losing Iran, US also adopted a policy of allying with the coercive governments of Saudi Arabia & Kuwait. It helped that the Soviet Union invaded Afghanistan in 1979 and Uncle Sam became a close friend and trusted ally of Islamic jehadis. The CIA supplied arms and trained the Mujahiddeen that included a certain fellow from Saudi Arabia called Osama Bin Laden. We all know what Osama Bin Laden and his supporters did to US in September 2001.

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
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SHIMIT AMIN - Chak de shimit!

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

SHIMIT AMIN
Chak de shimit!

‘Expect the unexpected’ would be the phrase that would best describe Shimit Amin and his passion for cinema. Before he stormed the industry with his directorial debut Ab Tak Chhappan, Shimit was a well respected film editor and had even bagged a Filmfare Award for Best Editing for the film Bhoot. When he was to bring forth his next directorial offering – Yash Raj Films’ Chak De! India – nobody thought it would become one of the most successful films at the box office. It became the third highest grossing movie for the year 2007 in India. Who could have imagined that a film which had a superstar like Shahrukh Khan watching the action from the stands, and a gang of unknown faces hogging the limelight could fare this well? The girls’ hockey team went about overcoming their differences through teamwork and sparked off the flame of patriotism in the audience’s heart sans the high pitched slogans or the basanti cholas! Well, that’s what one gets as Shimit Amin goes about attempting to give shape to his dreams of film making.

While the world goes ga-ga over his directorial prowess, one would believe that life for him would have changed tremendously post Chak De... Shimit begs to differ, “Not really! Nothing has changed, it’s just day to day work. I am right now trying to work on my next film for which I do have something on my mind but nothing concrete as yet.”

This cine-lover has been praised by critiques, his audiences and colleagues alike, for his penchant for good cinema and his simplicity, which helps to safeguard his individual creativity even as he takes a leap from RGV Productions to the warmth of Yash Raj Films. And while the world is waiting for him to share his secret of success and future goals, Shimit laughs uncomfortably, and adds, “I wish I had one (secret) to share with the world!” And there he strikes a goal again, for he has his head upon his shoulders and is one who we can expect to take India by surprise and do the unexpected once more. The question however remains, will he be able to better his track record? Why not? Chak De Shimit!

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
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KIRAN MAZUMDAR SHAW - Injecting health

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KIRAN MAZUMDAR SHAW
Injecting health

The person who introduced Biotechnology to India is now all set to position the company in the global arena. She is none other than Kiran Mazumdar Shaw, CMD, Biocon (and currently also India’s richest woman). Shaw started Biocon in a small garage and it was just an enzyme company at that point of time. It was her clear vision that helped the company grow into a pharma stalwart in a short span of time. ‘Putting the grass where the horse’s mouth is...’ the strategy followed by Shaw. “The source of Biocon’s success as I see it is a visionary like Kiran Majumdar Shaw at the top of the management. Her being at the top has enabled Biocon to do what no one has done till date,” avers an analyst at Edelweiss Capital. Shaw is a lady whose reputation transcends all geographical boundaries. “Currently, India is fourth largest producer in pharma and our company is making all the possible efforts to escalate the country to the number one spot,” avers Kiran Mazumdar Shaw to B&E. Biocon’s strategy of innovative research truly empower India to make the 21st century the Indian century. The company has till date been able to achieve a commendable CAGR of 10-15% every year and if the strategy of innovative research goes in favour of the company in the near future Shaw can take the company to newer heights. “We are an innovation-led company and our major aim is to come out with at least $1 billion worth of blockbusters,” adds Shaw. As India is becoming a high end niche manufacturing hub by the day, Kiran’s Biocon is getting ready for the coming time when bio-drugs’ demand would drastically rise. Her dream of making Biocon a truly global company would prove to be a new start to a new era for India’s pharma sector.

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
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India for the next 75 years and beyond

IIPM - Admission Procedure

Industry

Indeed, it is the ineffectiveness and flaws in infrastructure and policy that have hamstrung the development of manufacturing, which has in-turn negatively, affected its export inefficiencies. Neither side of the coin is rosy, the agriculture in the rural area and services in the urban has failed to absorb the second largest population on earth and provide a sustainable development.

There is need to start 750 Special Economic Zones (SEZs) in order to encourage manufacturing and entrepreneurial skills across India. The polity should learn from the success of Navratnas companies and should recognize more such 75 public companies and give them a status and privileges like Navratnas companies. In order to motivate the private sectors, 750 best performing companies should be also given privileges and stature of Navratnas companies and should be supported to make a mark in global market.

An Industrial corridor like that of ‘Delhi-Mumbai industrial corridor’ undoubtedly encourages and eases the trading. More of such corridors rather 75 such corridors connecting major industrial cities should be constructed. In order to encourage small and medium industries, and let the budding entrepreneur grow, 75 hubs for small and medium industries should be planned across India. Moreover,7500 small and medium companies across India should be identified and should be helped in all possible ways to become big companies and enter a large market. This will also lead to the growth of more non-skilled employment and allow the not-so-educated population to benefit out of it.

Public transport

Though public transport in India has made immense progress, still it remains inadequate for Indians. As the country progresses and ranks 2nd in eradicating poverty, witnesses growing urbanisation and is emerging as major power in the global footage, a decent public transport system will surely play a major role.

Interestingly, the road transportation meets 80% of the transport need in India. The total length of paved road track in India is about 3.38 million kms, making the Indian road network one of the largest in the world. However, the road transport is partly operated by public sector (28.7%) and majorly by private sector (72.7%). What ails India is that there has been a staggering 100 fold increase in the population of motorised vehicles; but the road network has not expanded with similar pace. While the motor vehicle population has grown from 0.3 million in 1951 to over 30 million in 2004, the road network has expanded from 0.4 million km to 3.38 million km, only an eight fold increase in terms of length. Major of these paved road are built by National Highway Authority (NHA), State Highways (SHs) and Major District Roads (MDRs). Thus the milestone of 7.5 million kms of road length with another 7.5 lakh new buses through Public-Private-Partnership (PPP) can reduce major transport hazards.

One of the world’s largest rail networks with about 108,805 km length of rail track still is insufficient and overcrowded. Another 750 new trains and at least 7,500 length of rail track specially focusing on east and south India can solve many of the problems which remain key challenges. These parts of the country remains neglected. And on the lines of Metros which is rapidly expanding, 75 more cities across India should be provided with ‘Mass Rapid Transport System’. As freedom can’t be gifted or aided, revolution can’t be witnessed without effort and dedication. In such circumstances, doesn’t India want a revolution in public transport?

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 : EXECUTIVE EDUCATION
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Will P. Chidambaram’s expertise provide the impetus to push up demand in key segments, or will the Budget-related price cuts prove futile?

February 29, 2008. Time: 9:43 am. It was a time which witnessed one of the most rushed-up declines of the BSE Sensex in recent times – of 476 points in a matter of just over an hour. And guess what caused this? It was the FM P. Chidambaram’s populist Budget 2008 speech, which gave investors and corporate honchos very little to cheer about. While he spelt out the ‘Mother’ of all loan waivers, reduction in personal tax structure (thus increasing the purchasing power capacity of the middle-class), a 2% reduction in Cenvat and some other gentle changes to other segments, the mood in the Indian corporate arena remained dismal.

Surely, it became clear that while it was a ‘cautiously optimistic’ approach on behalf of the Centre, what lacked was the punch in the attitude to encourage domestic manufacturing prowess. What India Inc. feels is clear – the stage was held for announcing nothing more than just a plan to defend the economy from global headwinds, so that protective growth could continue and votes be cast in the ruling party’s favour. Corporate taxes were not tinkered with and therefore the feeling across the boardrooms is that an easy opportunity to encourage double-digit growth for India Inc. was lost, not to mention the increase in tax on short-term capital gains, which would also prove disadvantageous for companies. Harsh Pati Singhania, (MD, JK Paper Ltd. & Sr. VP, FICCI) justifies, “The government could have taken this opportunity to reduce corporate tax rate to encourage investments. Increase in short term capital gain tax will also have a negative effect. A change in excise duty for cement was also essential for infrastructure development, which will now be surely hampered.”

Then there were various sectors (like IT) which were left literally untouched, most importantly when they clamoured for a reduction in excise duties and peak import duty on raw materials (which currently hovers around the 7.5% mark). Says Ram Kumar, Executive Director, Gemini Communications, “There is little to cheer about for the IT industry in this Budget.


There is no worthwhile mention of schemes to encourage the IT hardware industry. The FM has left the software sector to handle its challenges themselves.” The air of discontentment was even prevalent in the auto industry, primarily amongst the mid-sized and luxury car-makers as Wilfried Aulbers, MD, DaimlerChrysler India, complainingly says, “We are not happy as there is a continued discrimination against big cars. This is illogical.”

But wait! There are also leaders who belong to the other school of thought and fully support the Budget. And while many complain that the Budget was a mere eye-wash, others still stand testimony to the fact that the FM tried what he could, but under pressure of course! And though many complain about the low-key boardroom atmosphere across the country, many still vote for the FM. Many like S. Mahalingam, CFO & Executive Director, Tata Consultancy Services who pronounces that, “The Budget has highlighted the big opportunity for IT in the domestic market with the decision to allocate additional funds towards the state wide area networks, common service centers, data centers as well as smart cards for benefits management like PDS scheme at the state level. Also, initiatives like the central plan monitoring system for outlays and outcome measurement for the Planning Commission are moves towards progression.”

Even Vinnie Mehta, Executive Director, MAIT declares, “We welcome the government’s decision to maintain the current levels of Customs duty and a 2% reduction in the mean CENVAT rate on all IT products to 14%, while the excise duty on computers continues to be 12%.” And Vijay Kumar, CFO, Sify Technologies puts his opinion forward as, “This the right time to stimulate the economy further to continue our growth path, and that’s exactly what the Finance Minister has attempted. The measures are meant to stimulate the manufacturing sector and are all welcome steps.” Sunil Duggal, CEO, Dabur India conveys his satisfaction as, “The FM’s decision to reduce Cenvat rate to 14% is in line with the growth roadmap, and will go a long way in achieving the FM’s goal of taking the manufacturing sector growth rate to double digits. The government’s decision to reduce sales tax to 2% is also a positive step forward, and will help bring down costs. There will be overall cost efficiencies and savings.”

Surely, there have been reviews and cross-reviews about how the budget had little for the corporate honchos. And in all that was discussed, one issue and two words sprang up almost every single time – manufacturing and consumer goods! You might wonder why this is the case. Well, with manufacturing sector and the consumer goods category suffering the most in the bygone months (and quarters), one thing stands out clear – manufacturing needed a fillip and consumer goods needed a saviour to arrest the decline in sales.

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 : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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Stabbing by the own brethrens

IIPM : EXECUTIVE EDUCATION

It’s for the second time that India is involved in fraud in health

It is now two years in a row that Indian had been found to be engaged in fraud in health schemes by the World Bank. Last year, the World Bank barred two Indian pharmaceutical firms, from doing business with the institution for “corruption practices” related to a health project. This year again, World Bank had uncovered “serious incidents” of fraud and corruption in five health projects in India. The projects involved in the latest review included a $193.7 million programme to tackle HIV/Aids, a $124.8million tuberculosis scheme and a $114million malaria programme.

The GoI and the World Bank have mutually decided to fight corruption and scrutinise the ongoing and future projects. The World Bank has further directed its bank’s anti-corruption unit, the Department of Institutional Integrity, to pursue evidence for legal action. According to report there were weaknesses and systematic flaws in project design. It’s no surprise that India scored very high, repeatedly, in corruption and bribery perception index. These frauds are not only deteriorating India’s image on global forum but also depriving million of diseased people from getting proper medical facility. This repeated corruption track record would also de-motivate global forums and other donators from helping India’s worst-offs. These projects, if executed well, would help eradicate the three most deadly diseases which India faces. These frauds is actually a stab on the back of one’s countrymen.

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).

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Another Great Depression?

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Was Bernanke subprimed & caught napping?

The global markets begin to laugh when he smiles; and they start wailing when his eyes get moist. Such is the impact of Ben Shalom Bernanke, the US Chairman of the Board of Governors of the Federal Reserve System, US’ chief financial policy maker. Since the global markets & the economies are so intertwined to the US fortunes, that world over people are looking up to Bernanke to bail the US economy out of recession & send a fresh wave of optimism in the markets. The subprime crisis plaguing the US is causing heartburns across the world and the fear is that capitalism should not plunge itself into the mess similar to that of the 1930s. As the man himself says, “Regarding the Great Depression, we won’t do it again.” Will he do something revolutionary in 2008, like extending the Bank’s mandate to allow it to buy equities? He would probably be little more circumspect in the election year. Would probably play by the book, allowing recession to subside through incremental mitigating policies.

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).

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Softly suicidal

IIPM’s 36th Glorious Year of Academic Excellence

Can we Indians afford a soft and timid state any longer?

Chomping on a burger, laced liberally with ketchup, Richard D’ Aveni looked a corpulent sight, a few years ago in a five star coffee shop. A tenure professor of Dartmouth College and a conservative to the core, Richard could make you wince with dismay while holding forth on how America must ruthlessly project its power – even at the cost of “collateral damage”. The now famous Thomas Friedman book about the flat world and the Goldman Sachs report on the BRIC economies had already been published and Richard was on a long journey of discovery into the ‘next big boy of the global arena’. I didn’t agree with most of what Richard said; but one statement of his still resonates when I pick up a newspaper or watch a so called erudite TV show. Taking a huge swig of Coke, Richard had witheringly remarked that Indian policy makers must change their negative and timid mindset. “Do you want to forever remain the Mexico of China? were his words that still haunt me.

As Prime Minister Manmohan Singh made a token flying visit to a recent meet of East Asian economic powerhouses to fly on again some place else, Richard’s ‘Mexico’ warning kept coming back to my mind. The simple brutal fact is that India is on verge of losing the eco, energy and geo-strategic war against China. Even though Indian policy makers bend over backwards to please the military junta in Myanmar – lucrative oil & gas exploration rights and access to strategic ports is given to China. Even as Left leaders and ‘progressives’ of all hues pursue more and more minority appeasement, Iran simply throws India out of a pipeline deal with Pakistan. And as mentioned earlier in the column, even the famed lobbying skills of the richest Indian in the world Lakshmi Mittal couldn’t help India beat China in gaining access to oil and gas fields in central Asia.

In various set ups like ASEAN and APEC that represent the most dynamic economies of the world, the Indian presence is barely tolerated as a guest without a voice while China has since long secured a seat on the high table. India still struggls with a flawed free trade agreement with Thailand, China has already become the largest trading partner of east Asia. The day is not far off when it challenges the United States in the region. Modern nation states earn the respect of peers on two counts – grudgingly because of military power and reluctantly because of the ruthless use of economic power. On both the counts, Indian policy makers have so far exhibited unbelievable timidity. Or have they made up their minds that India will become to China in the 21st century what Mexico is to the United States?

Sutanu Guru

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Source : IIPM Editorial, 2008

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

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The story is the same with almost all LCCs

IIPM’s 36th Glorious Year of Academic Excellence

The story is the same with almost all LCCs. SpiceJet, Paramount Airways, JetLite, Indigo, none of them have been able to break-even despite so much increase in passenger traffic. In fact, Deccan Aviation is currently India’s largest loss making corporation, with Rs.843 crores of losses. The culprit, experts say, is the unduly high ATF tax, and of course, the fuel bill. Jet fuel prices in the Indian market have skyrocketed from merely Rs.21,000 per kilolitre in 2004 to Rs.70,000 at present. In fact, the price went up by 100% in the past one year. “In India, the situation of fuel price increase is compounded by the punitive taxation structure on aviation fuel. However, that does not mean that the low cost model has become unsustainable... Carriers that focus on keeping down other costs may be able to maintain a competitive advantage,” I was told in a formal statement from the office of the Regional Director for India and Middle-East, CAPA.

Compared to Lalu’s profits, in the financial year 2008-09, losses in Indian aviation industry are expected to cross $2 billion, while globally they could cross even $6.1 billion as per CAPA estimates. Even the International Air Transport Association has seconded this opinion forecasting losses of India’s aviation sector to cross $2.3 billion; and that too even if oil prices do not cross $135 a barrel! With oil prices already touching $137 per barrel (June 20, 2008 figures), is this industry on the brink of a mega collapse? Digest this – IATA has now revealed that the global airline industry’s fuel bill for 2008 can swell to $176 billion from the $136 billion in 2007, an increase of 300% when compared to 2003’s fuel bill of $44 billion.

Just around the 1st week of June 2008, airline fares were raised between Rs.300 and Rs.550 by almost all the airlines as ATF prices further rose. Today, a big question on the LCC model’s survival is getting raised as the fare difference between an LCC ticket and a Full Service Carrier (FSC) ticket is very insignificant. In their requisition to ministry for the bailout package, the aviation industry CEOs have asked the government to rationalise the sales tax and reduce it to 3%.

At present different states charge different sales tax on ATF and it is charged up to 30% in some areas. If the tax is reduced to 3%, the tax will come under the ‘declared goods’ category, and would cause the various state governments a combined loss of Rs.8,000 crore. While the states have requested the central government to bear 50% of the Rs.8,000 crore loss as they are not in a position to bear the brunt alone.

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).

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Karnataka

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Certainly, Karnataka is blessed with a very understanding bureaucracy when it comes to IT, which is the biggest advantage of this state. But the problem that stays with the state, especially on the business grounds, is that Karnataka still seems to be restricted to Bangalore in ones’ mind. And why not, the development in the ‘Silicon Valley of India’ is much ahead than that of many other parts of the state. IT players consider Bangalore as the byte-basket of the country as it has been the breeding ground of biggies like Infosys and Wipro. You name an IT company and they have their operations in Bangalore (if they dare to dream big). In fact, IBIBO, an IT company, has set up a research development centre at the capital even without being provided with any kind of subsidies by the government (as IBIBO works for the domestic market only). So what makes them fall for this state and not others? “The biggest reason of IBIBO operating in Karnataka is the talent the state has,” reasons Ashish Kashyap, CEO, IBIBO. And every other IT investor seems to hold the same perspective about the state. “If you look at the growth of the Indian economy and simultaneously at the fastest growing companies, most of them are from the IT sector and the sector is very prominently present in Karnataka,” avers Romi Malhotra, Founder and Chairman Dominion, an IT company based in Bangalore.

However, the state dominates not only in IT, but in biotechnology too. The biotech activities in the state account for about 60% of the country’s export pie. Growing at over 35% per annum, Karnataka surely seems to have become a preferred location for biotech among investors. Further, in the past one year, the government has taken many initiatives to promote investments in every sector and not just IT. Result, real estate players too have started shifting their focus on the state. In fact realty major DLF is planning to invest a whopping Rs.60 billion in the state. “DLF will be looking at further investments as and when an opportunity comes, as a matter of fact it is a very investor-friendly state,” a spokesperson from DLF tells 4Ps B&M. Moreover, supporting the investments made by various companies, Rajesh Verma, Executive Vice President, Kingfisher Airlines opines, “The Greenfield projects in places like Bangalore have made them one of the most favourite investment destinations. There is world class infrastructure, room for expansion and all the basic amenities that are required to carry forward any world class project. That is probably the reason why most of the big companies are more than willing to invest there.” Other than that the industry experts believe that Karnataka is going to be a Food & Beverage (F&B) hub in near future. All thanks to its Food Processing Policy 2003 the turnover is expected to be more than around Rs.15 billion in the coming year and is growing at a constant rate of 20%. The state has almost all the biggies in the F&B industry operating in the state.

Though there are hurdles in the path of the growth of the state but it is definitely on the right track and has a lot of potential to grow in terms of tourism and as well as the money coming into the state from the corporate world. Well, the state surely has many faces but then one definitely need an eye to look beyond just IT!

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).

Read these article :-
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Lingua Franca... and scores of them at that

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Regional media is at an all time high, with English dailies left with a relatively dinky chunk of the market share pie. Are leading English dailies prepared? ratan lal bhagat finds out

From government babus, to leisure tour operators, to state governments, to ad film makers, everyone seems bent on cashing in on India’s unique ‘cultural, ethnic and linguistic diversity’ these days. So, when national media houses decided to make good of this ‘diversity’, their cash registers soon starting singing a very fulfilling tune. We’re referring to the manner in which The Times of India (TOI), Hindustan Times (HT) and dozens of others have come out all guns blazing with multi-lingual publications to strengthen their foothold in this ‘real’ India. Rahul Kansal, Director, Times of India, concurs. “Rightly envisaging the trend and potential demand we already have Nav Bharat Times in Delhi and Mumbai, Maharastra Times and Vijay Karnataka. All these news dailies are doing really well,” he says, adding that the group has also recently launched the TOI in Tamil Nadu to get a firmer foothold in the South Indian market.

Contrary to popular global perception that the onslaught of television and Internet actually takes away from print media readership, in India, national readership survey’s testify that despite growth of TV and digital media, print readership is actually soaring. Rising literacy levels in the country on the one hand and the multiplying number of regional dailies and magazines on the other, are testimony to the trend.

If numbers are anything to go by, the shift is promising. Sample this: India’s print media market has over 62,483 registered newspapers, wherein the market share is dominated by vernacular languages. According to some estimates, Hindi dailies are leading with 40% market share, closely followed by a 35% share by regional languages. English news dailies do cut a sorry figure, garnering just 15% of the total pie, with Hindi media alone claiming a seven times lead over English readership.

In retrospect then, the excitement with which so-called national dailies (HT and TOI) are bending over backwards to accommodate more regional papers in their kitty, is understandable. To expand their reach, big cities apart, they are now launching vernacular dailies in the untested waters of many Tier-II and Tier-III cities, especially in the Hindi heartland. Explains Amit Chopra, Business Head, Hindustan Times Media Limited, “With our vernacular news daily Hindustan, we are expanding our footprint. The aim is to scale up our presence and market share in UP, Uttarakhand and Chandigarh.”

According to the 2007 National Readership Survey, no English daily figures among the top 10 dailies in India, by way of circulation, with Dainik Jagran and Dainik Bhaskar retaining their number 1 and 2 positions among dailies. In fact, Saras Salil (a non-English magazine) enjoys higher readership (at 4760,000) than the leading English daily Hindustan Times (readership at 3,331,000 according to NRS 2007).

As if on cue, even advertisers and media planners have started showing their affection for vernacular newspapers in a big way. Their impetus is easy to understand. With metros and big cities reaching a saturation level, advertisers are eyeing the lucrative, untapped potential of the semi-urban and rural hinterlands, where literacy and awareness levels are rising. “There is a change in the mindsets of companies advertising their products through newspapers. They plan to cash in on the rise in prosperity and disposable income of people across the country,” explains Aditi Mishra, General Manager, Lodestar Universal.

However it’s early days yet. English newspapers still account for more than 53% of the total newspaper advertising pie, with even advertising rates nine times higher than most Hindi newspapers, and almost 13 times higher than that of vernacular newspapers. “Earlier English newspapers were growing at a very fast rate in terms of both advertisements and revenue generation. But seeing the increasing readership of vernacular papers has led to an increase in the advertisers’ interest in these newspapers. This has resulted in an equal growth pace for both English and vernacular newspapers,” clarifies Kansal.

Besides, increasing regional daily penetration in Tier-II and Tier-III cities, lower competitive intensity and higher bargaining power are other factors pulling in the advertisers toward Hindi and other regional dailies. “Advertisers have been metro focused till now. There is a change due to more penetration and advertisers have begun to spend money in non-metro areas,” explains Chopra.

However, N. Murli, Managing Director, The Hindu, is not completely convinced of English daily veterans entering and succeeding in the vernacular space. “Very few players can succeed in running both an English paper and a regional language one. There are a host of difficulties in running both successfully, as there is an impression that the two markets are too far apart, requiring totally different strategies,” he says, citing previous examples of such failed attempts. A crucial hurdle is the strong presence of purely vernacular players in targeted areas of operations. Dainik Jagran, Malayala Manorama, Anand Bazar Patrika (ABP), et al, with their dominant presence have often proven to be tough rivals in their home market. “When TOI entered Bengal, it affected Statesman but not ABP. The reason was ABP’s committed readership. I see no threat to local vernaculars like ABP by the national dailies,” clears an industry analyst (Eastern Region).

Bottlenecks apart, the growth potential of regional media is keeping the big players interested in their vernacular advances. Fact is also that in a relatively virgin Indian media market, dynamic leadership has been able to more often than not, change the rules of game. Scares of a zero sum game apart, vernacular revenues promise to continue flowing in, at least for now...

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
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IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
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Abhijit Awasthi, National Creative Director, O&M

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Jignesh is a rare guy, who has a keen sense of creativity as well as an equally keen eye to match clients’ expectations. The kind of solutions he comes up with are spectacular and truly path-breaking. He always has a suggestion to any problem. He’s always thinking and each time he does something, he tries to do the things differently. He’s a completely rooted guy, with no airs. His head is completely on his shoulders. What’s amazing about him is that he is always happy and always smiling. His brilliant Mentos creative is a testimony to his exuberant and vibrant nature...

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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