Thursday, December 17, 2009

Why does India matter to HTC?

Jack Tong, VP, HTC APAC4Ps B&M: How is the smartphone market in India shaping up and how are you placed in the same?
JT:
Well, right now, India is the ideal market to be introducing smartphones in, as the market is growing quite rapidly and there is a strong demand for the phones that enable people to do more than just talking. HTC is a strong player in terms of data capable devices and we believe that the market would keep growing given the fact that 3G would be launched shortly in the country. As a matter of fact, we are quite bullish about the entire APAC region and India is a very important market for us in this region.

4Ps B&M: What are the other devices that would be offered by HTC in the immediate future? Any plans to get the second Android phone in soon?
JT:
Well, we are looking at launching many devices that we have in the international market, in India too. You would see some of them shortly. But how many of them would be launched would depend on the market performance and the response our existing devices get. As for the other Android devices, that too would depend upon the response for HTC Magic and the market behaviour.

4Ps B&M: What sets apart HTC devices from all others in the market?
JT:
Well, we may not have as many devices as some of our competitors, but we do have a robust portfolio in the segment we operate in and our strength lies in not the number of devices that we offer but the ease of use and innovations that we are able to offer to the end consumers. We don’t believe in packing features, but add things that would be relevant to the customers and make his mobile experience faster or simpler or both.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
Detail of all IIPM branches
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IIPM - Admission Procedure
IIPM, GURGAON


Monday, October 26, 2009

GLOBAL CAMPAIGN - FACT OR FICTION?


IIPM, GURGAON

Do our Ad guys agree? Sanjay Nayak, the Delhi-based President of McCann, believes this is a debate that will continue forever. “It’s like this. If basic human needs – food, shelter, incomes, relationships – are addressed in an imaginative way, then there is little scope for confusion and conflict.

However, there are products and services which, despite a strong central idea at the core, need execution that embraces local sensibilities. Glocal would be a more appropriate approach, I think.” Priti Nair, the dusky Managing Partner at BBH, agrees. “Think Global – Act Local remains my signature mantra! No matter how ball-bustin’ the creative idea is, unless it is coloured, infused and dipped in local nuances, it’s unlikely to rock! Take the classic case of DAAG ACCHE HAI. The basic brief DIRT IS GOOD – which came from the West – had a completely different connotation and one we couldn’t possibly plug in a country where mothers go bonkers cleaning their kids’ clothes. We had to fuse charm with logic and sell the idea that if the cause is good, dirt is okay.” Santosh Padhi – Paddy to the Adbiz – is up next with his take. He believes it all depends on the category. “If it’s something like Jeans and the target is youth, then global is definitely possible because of basic shared concerns. Youth everywhere, share the same anxieties about growing up, relationship with parents, conflict with school, establishment and authority, love, future… if one can strike at these strands, then chances are, they will succeed. However, as Priti pointed out, in most cases, local renditions are a necessity because it’s this local flavour and insights that are the main connectors.” Agnello Dias (Head honcho of TAPROOTS along with Paddy) reckons that if a campaign manages to address its constituency, across the board, effectively, nothing like it. It saves everybody from the trauma of cross-over and big buck expenditure… and that’s the main reason for the existence of a global campaign. One doesn’t have to, repeatedly, do localised versions, in every port of call. “Unfortunately, most people go about it the wrong way. It can never be done by design. One has to see how it holds up against different cultures and accordingly adapt – or if necessary – do fresh work that embraces the local milieu. Nike is an outstanding idea of cutting-through work that resonates, globally, without problems because it (consistently) simply, imaginatively and powerfully celebrates their iconic JUST DO IT spirit for different markets in a manner that is understood locally. It is global brand-building at its best,” avers Dias.

At the end of the day, universal truths remain universal truths. If conventions exist everywhere, so does creativity and the challenge is to recognise, understand and endeavour to connect with the growing plethora of opportunities in a shrinking world. Ultimately, the final truth that defines human communication remains writ in stone… If you really want to talk to millions of people, learn how to talk effectively to one. The rest will come naturally.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure

Tuesday, September 01, 2009

A SWIFT DZIRE to climb the Rural band WAGON


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The cumulative impact of all these keen strategies reflect directly on Maruti Suzuki’s financial results for the last fiscal. They took everyone by surprise when they posted mind-boggling revenues of Rs.20,852.52 crore for the year ending March 2009, registering a 16% increase as compared to last fiscal. Despite a 30% dip, Suzuki also posted a cool Rs.1218.74 crore as net profit, way better than its counterparts. In absolute sales too, at 3.6% the company sold lesser than expected, but analysts believe the growth to be decent keeping in mind the hit that the sector has taken in recent times. Industry watchers go so far as to claim that parent company Suzuki Motor Corporation, Japan has been able to avoid losses for the Jan-Mar 2009 quarter simply on the back of the boost given by India’s sales figures.

Given the praise and glory that is coming the way of Maruti Suzuki and the strategies it adopted to deal with falling demand, it was inadvertent perhaps that the company would continue to enhance its focus on these same strategies in at least the near term. And here’s how the company is planning to further cash in on the rural opportunity. For starters, the sheer number of RDSEs are going to go up and so are the number of outlets in rural areas. Says Shashank Srivastava, Chief General Manager (Marketing), Maruti Suzuki India, “We will be hiring in the rural areas very aggressively this fiscal,” adding that the company is hoping to lift the rural contribution to total revenues (from the present 9%) to 15% by the end of this fiscal. Of course, requirements in the rural and semi-urban areas are very different from that of the urban market and the company is expecting higher sales for its entry level vehicles in these markets. The bid is clearly to play the volumes game rather than spruce up margins and profitability by offering high end products like a Vitara or a SX4 in these markets. “We are open to meet any demand that comes from rural areas,” points out Srivastava. As any true blue marketer would, he is betting on upping the marketing blitz at the time of crop harvest or when “the farmers have money to purchase a new vehicle,” he explains.

Perhaps Maruti Suzuki’s unexpected announcement of not phasing out the popular 800 is a well-thought out decision to cater to the rural and semi-urban markets. Auto expert Tutu Dhawan explains, “They’ll probably remove the 800 from urban centres and sell the entry-level model in rural areas only where its demand will be high.”

There’s more cooking! The new-found potential that they have discovered in the hinterlands is prompting the marketing brains at Maruti Suzuki to double their number of outlets in rural India. As of now, rural India has 231 outlets out of its total 680 outlets - a 35% share. Two years hence, the company intends to jack the number up to 450 outlets in rural India, out of the planned total of 1000 outlets - an almost 50% representation. If that is not indicative of Maruti Suzuki’s rural ambitions, what is? The expansion is largely being led by offering small rural dealerships to existing urban dealers and hiring the educated local residents, so that an easy connect can be made with the target segment. Going forward, experts believe that other auto players – Hyundai, Tata Motors – are also likely to enter the rural markets very aggressively. But once again, Maruti seems to have captured the first mover advantage!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
2300 IIPM students get jobs
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON


Wednesday, August 19, 2009

On pleasures of having fun!


IIPM Best B-school

Brand: Hero Honda Pleasure
Agency: FCB Ulka

By telling boys to take a backseat and girls to take charge, this campaign carried a strong message for its target consumers. It enabled Hero Honda’s Pleasure to jack up its sales in the category, despite being a new entrant. Rival TVS Scooty’s share fell by 3% and within a year Pleasure captured 9% of the scooty market. Big boys at HH seem to be having some fun!

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM
Professor Arindam Chaudhuri’s Profile
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Tuesday, July 28, 2009

J. THUNUGUNTLA, EQUITY HEAD, SMC CAPITAL


Shahrukh khan is coming to IIPM - IIPM 4Ps Quiz

1. Fevicol’s ad campaign
2. ‘We also make steel’ campaign from Tata Steel
3. Hutch’s ‘Where ever you go our network follows’campaign
4. SBI’s ‘Pure banking nothing else’ campaign
5. Bajaj’s ‘Hamara Bajaj’ campaign

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM
IIPM Best B-school
IIPM only B-school in India to be Ranked Ahead of The IIMs in so Many Parameters! Regularly!
30 professors of international repute to IIPM
IIPM Global B-school
IIPM Alumni Officially on Facebook
IIPM Respected Business School

Who say’s grisly is not funny? Ask Gati...


Shahrukh khan is coming to IIPM - IIPM 4Ps Quiz

Brand: Gati
Agency: Enterprise Nexus
The big idea was that here’s a courier company that would deliver ‘anything, anywhere’ – a grand promise at a time when India’s courier service category itself was barely organised. The storyboard talked of ‘delivering’ even to a man committing suicide. Macabre but laced with humour! The campaign re-positioned Gati as a delivery expert and changed the ‘boring’ perception of courier service companies.

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM
IIPM Best B-school
IIPM only B-school in India to be Ranked Ahead of The IIMs in so Many Parameters! Regularly!
30 professors of international repute to IIPM
IIPM Global B-school
IIPM Alumni Officially on Facebook
IIPM Respected Business School

Tuesday, July 14, 2009

‘Tax’ing days... ...are here again


IIPM only B-school in India to be Ranked Ahead of The IIMs in so Many

It’s time to file tax returns. A simple task for some, but for most – a complicated, convoluted and totally bewildering exercise. Manish K. Pandey lists out a few essentials to make the job somewhat easier for the latter...

Once again, it’s that time of the year when we see most of us standing at a familiar annual juncture, scratching our heads and scribbling figures on little post-it notes. It’s the time that reminds us of the hefty price that we need to pay every year for earning our livelihood. And as the financial year ends we know we can’t run away from it any more. Yes, it’s time once again to file your income tax returns. You can crib as much as you want, but you can’t escape it! Here are a few things that can help you in simplifying your own financial karma...

Who need to file the return?
Filing of tax is compulsory for every individual whose gross total income is under the five heads of income (salary, house property, business, capital gains and other sources) before allowing for any deductions such as insurance premium - exceeds the basic exemption limit set by the income tax department. For the assessment year 2009-10, while the threshold limit for men stands at Rs.1,50,000, for women it’s Rs.1,80,000 and for senior citizens Rs.2,25,000. Apart from this, individuals in occupation of an immovable property exceeding a specified floor area, whether by ownership, tenancy or otherwise, as may be specified; or is the owner of a motor vehicle other than a two-wheeled motor vehicle; or is a subscriber to a cellular phone; or has incurred expenditure for himself or any other person on travel to any foreign country; or is the holder of a credit card, not being an “add-on” card, issued by any bank or institution; or is a member of a club where entrance fee charged is twenty-five thousand rupees or more, is liable towards filing of the tax return.

Selecting the correct form
In fact, this is the first step towards filing a tax return. Many times it happens that the IT Department changes the forms of return in the middle of the year which increases the chances for mistakes by an individual who is filing the return on his own. Moreover, there are about eight forms of return notified by the tax authorities, out of which only four are applicable to individuals. Therefore, selecting the correct form and that too latest one is of utmost importance.
What else do you need to furnish?
Though the obligation to attach supporting documents along with the return has been done away with a long time back, one should still not commit the blunder of thinking such documents debris. All documents used for calculating income-tax, such as Form 16, bank statements and advance tax receipts need to be potted as they might come handy if assessing officer calls in for a scrutiny to verify the authenticity of the details furnished in the form.

Precautions while filing the return
Make sure that interest from bank deposits or NSC certificates, no matter how small the amount is, have to be disclosed in the return. One must not make the mistake of skipping interest income on the basis that it is not shown in Form 16, as in many cases, it might land the tax payer in serious trouble.

Further, utmost care should be taken when the income of spouse or minor child is being clubbed with your income. Also make sure that deductions under section 80 have been fully utilised. This can save an individual from a situation where he ends up the financial year just scratching his head and paying up more than he was actually obligated to.

Moreover, be cautious while calculating surcharge and education cess. It needs to be noted that while surcharge of 10% is not required to be added to the tax if the total income does not exceed Rs.10 lakh, education cess (at 3%) should be added to the amount of tax even if the total income is less than Rs.10 lakh.

Last but not the least, double check all key informations like PAN number, bank account details, communication address, et al. In case of a refund, the bank account number needs to be filled in accurately.

How to file the return?
There are two alternatives - you may either file the return by using the traditional paper form and submitting it at the nearest income tax office yourself (you can even hire a financial consultant to do it for you), or you may file it electronically over the Internet through sites authorised by the Income Tax Department (for instance, sites like Taxspanner, Taxsmile, Taxshax, et al). You can use either of them depending upon your knowledge and of course convenience!

What if you don’t file tax return?
Yes that’s an option as well! But that’s going to cost you a little more... So in case you opt for this option, be prepared for the following consequences:

Under the tax laws, a tax payer is not allowed to carry-forward any loss ((like loss on house property, short-term capital loss, et al) for being set-off against the future incomes unless the return has been filed by the due date even though all taxes have been pre-paid.

If while filing, there is any unpaid amount of tax, you will have to pay a penal interest at the rate of 1% per month. Moreover, a penalty of Rs.5,000, in addition to the above consequences, can be imposed by the Tax Department. In fact, in certain cases, you may even be liable for prosecution for not having filed returns with the intention of willful tax evasion.

So, as you know all details now, go ahead and file the return with a big smile this time! Oh, don’t forget to do it before July 31.

Manish K. Pandey

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, June 25, 2009

OH! DON’T WORRY. ZEBRAS AND DEER CAN CHEER TOO!


Shahrukh khan to Host IIPM 4Ps Annual Business and Marketing Quiz

A few weeks ago when IPL czar Lalit Modi first announced the IPL-2009 schedule at Mumbai, the atmosphere was electric. Everyone thought that the cricket gala in India would wipe away the gloomy economic sentiment. But after many twists in the tale, the cricket extravaganza landed in South Africa. A truly domestic tournament of India, in an untruly international arena!

Before the Election Commission of India announced the five-phased General Election schedule, IPL-2009 looked like a perfect dream. On the basis of the success of IPL-2008, this time, the anticipations were high. Lalit Modi confidently declared: “IPL is completely recession-proof.” Aware of the drawbacks of the Indian cricket administration, he thought that copying the European Football League model will change the entire scenario of Indian cricket administration. Modi felt that IPL would become a completely “political-proof sports model.” To an extent, after the first successful season of IPL, everyone thought that the model is fool-proof. But it was not to be!

No sooner than Modi & Co. announced the dates for IPL’s second season, the Union Home Minister P. Chidambaram dropped a bombshell. He said, “We can’t give security to both General Elections and IPL together. So, it’s better to postpone the event.” That bombshell shattered the perfect IPL dream, converting it into 177 hours of uninterrupted television package of ‘family entertainment’. Statements and counter statements flew across 24-hour TV news stations, reflecting the true colour of Indian politics. During the negotiation period NCP chief (and former BCCI President) Sharad Pawar, BJP’s Arun Jaitley, Congress’ Rajeev Shukla... every politician warmed his hands in the cricket cum political bickering. At the end it became General Elections versus the IPL.

Speaking on condition of anonymity, a former captain of the Indian cricket team told 4Ps B&M that the nation could have easily hosted both, the elections and IPL together. “But in our country, politics always rules and everything else becomes secondary. I know the elections are of utmost important. Even though I strongly feel that we could have held both together with little bit of adjustment in the IPL schedule. In doing that, we could have told the world that India is not Pakistan or Afghanistan. India is a safe country. But now it looks like we are almost at par with Pakistan as far as internal security is concerned,” he bemoans.

A final consolation for Indian cricket lovers arrived in the form of IPL-2009 in South Africa. According to BCCI’s Honorary Secretary N. Srinivasan, IPL’s commitment to loyal fans will remain the same, courtesy live telecasts of all matches. On 24th March, at 8:53pm, much before the official press conference at South Africa, an official e-mail from BCCI landed in the mailboxes of India’s top cricket writers, confirming that South Africa will host the tournament from April 18th to May 24th. A few minutes later, another email arrived with the joint statement of BCCI and ECB. In that Srinivasan clarified that “the climatic conditions in England during mid April and the absence of permanent floodlights at many of the venues made South Africa the better option for a tournament at this time of the year.”

On the other hand, in an exclusive interview with 4P B&M, ICC Chief Executive Officer Haroon Lorgat said, “Safety and security is paramount and the IPL is a domestic tournament run by the BCCI. If the organisers and the Indian government are unable to reach a compromise to allow the tournament to take place with what are deemed to be the necessary levels of security, then those organisers will do what is in their best interests.”

But he categorically said, “From the IPL’s perspective, it is not an ideal scenario to shift the tournament overseas.” The ultimate truth from the horse’s mouth itself! IPL in India is a truth. People of India would have directly felt the heat and dust of the lively tournament by supporting their teams on their home ground. Whereas IPL in South Africa is a glorified myth. All thanks to the shameless politicians and politics in India. By the way, did you know that ironically South Africa itself is going in for a general election? It is scheduled to start sometime in April end, a few days before or after the planned start of the IPL in that country! Where next?!?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM 4Ps Quiz
2300 IIPM students get jobs
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
Detail of all IIPM branches
1500-plus IIPM students placed across the country with 44 bagging international offers

IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON


Wednesday, June 03, 2009

For fools dare where angels fear to tread... uh, until a slowdown that is

Savreen Gadhoke does an expose on how the erstwhile knight templars of core competencies and niche positioning are quietly sneaking through the strategy alley trying out previously untouched strategies!

February 2008: Tiffany & Co., the jewellery and specialty retail store operator, was going through a rough patch. Mirroring the past few months trends, even January ‘08 sales did not come up to expectations and Tiffany was facing the heat of fall in consumer spending. It seems honchos at Tiffany, touted as a premium luxury brand, had already had a premonition that the figures for the upcoming quarter won’t be anything to write home about, unless they thought of a strategy to improve their customer base and explore alternative retail formats. That’s when Tiffany, for the first time in history, moved away from its premium positioning and announced the opening of its first small-concept store in California that sold none of its $1,48,000 priced diamond necklaces; but instead focused on less expensive products like its $200 and lower priced silver jewellery. Their prediction was right; net income for the quarter ending March 2008 had slipped 45.5% (as compared to the previous quarter) and stood at $64.4 million dollars. Not surprisingly, the year saw Tiffany opening up more ‘lower-priced’ stores across the world. The global economic meltdown has been tough not only for specific retailers but also for sectors across the board. Tight liquidity, rise in input costs, and most importantly the fall in consumer spending, have forced multinationals like Tiffany to adopt strategies that they had earlier sacrilegiously abstained from!

If Tiffany was a move down the price slope, Coach (the leading American designer & maker of luxury lifestyle handbags & accessories) did the reverse. After experiencing regular significant declines in its sales figures, Coach decided to move away from its mid-segment positioning and decided to go the premium way by converting 40 of its 300 stores into a more upscale format that offered high-end luxury designer bags and premium concierge services. Again, a first-time strategy in times of a slowdown. Chucking its 20-year-old ‘invincible’ slogan of ‘Always low prices’, Walmart not only unveiled a new slogan of ‘Save money, live better’, it also jumped into heavy advertising (which has never been the case with Walmart) and, starting from the year 2007, pumped in a smashing $835 million into advertisements – its highest ever.

If at an international level, companies are not hesitating to explore new avenues and adopting tactics to enhance their revenue streams, then in India too – despite the slowdown hitting domestic markets much lesser – multinationals are going all out, either attempting innovative techniques or even dramatically shifting away from their core competencies, to attract untapped customers to improve their top and bottomlines. In fact, various companies have already altered their positioning in the market place.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
Detail of all IIPM branches
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION

Monday, May 25, 2009

So, we ‘mate’ again!!!


The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

In the negatives though, Chrysler is in shambles at the moment. The company has been losing money like no body’s business and a quick remedy looks bleak. The third largest Detroit behemoth lost 30-35% of its sales in the entire 2008 and according to news reports, lost a whopping 55% in January 2009 alone! 62,159 units were sold in the first month of the year 2009 as compared to 137,400 units sold same time last year. A substantially lower demand from fleet customers and sports- car buyers (order-book for the Dodge Viper were 4 units in the month of January) is the cited reason for this terrible shortfall, as per the company. Recently, President of the company, Jim Press, had called a conference for Chrysler’s 3,300 dealers nationwide; and only about 2,400 turned up. Chrysler staff had requested its dealers to pump up their orders to save the company and themselves; “You have two options, either you help us now or burn us all down,” said Press as per reports. According to sources, Chrysler apparently wants its dealers to increase their monthly demand to 87,360 units from the current 78,000. The extra 12% are necessary for the company to prove its future viability in order to qualify for the bailout package; failing which will be catastrophic for Chrysler and thousands of American workers.

As an anomaly, the sales of petrol powered Jeep Wrangler and Jeep Grand Cherokee improved by an insignificant but impressive 4%! This is totally against the logic of a growing temptation for fuel friendly cars and more in line with Fritz Henderson (GM’s President), who once told 4Ps B&M, “The crises for the automotive industry was not started by the SUVs, they are still large contributors in US auto sales; the bursting of the housing bubble is the main cause of this mess.” As double entendre’ are making a sound analysis difficult, it may be concluded that Chrysler is in a fix. On one side it wants to make it big on the back of imported technology and technical know-how and on the other, it does not wants to quit its image as a manufacturer of class friendly cars like the Cherokee and Viper. It is in the best interest for Chrysler to change its brand perception and be known more as a manufacturer of fuel efficient, value added cars, for the portal leading to revival is closing very fast indeed.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
Detail of all IIPM branches
1500-plus IIPM students placed across the country with 44 bagging international offers

IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON

IIPM : EXECUTIVE EDUCATION

Friday, May 08, 2009

Another Meiji Restoration!


In order to get the better of eachother, these player have crafted very different strategies with their new planes. While Boeing’s (B787) strategy revolves around jets which can be easily accommodated and can fly to any destination, Airbus (A380) bets on transportation between two large centres with maximum load and focuses on a maximum inventory utilisation strategy. Boeing is betting big on the Dream liner 787 and hopes that it will turn the table in its favour. The manufacturing for the 787 was started after signing a deal worth $6 billion for 50 firm orders from All Nippon Airways of Japan. With an estimated cost of $8 to $10 billion per piece, the 787 is targeted at the twin engine, medium to long-range market segment, with a capacity of 200-300 passengers. The good news for Boeing is that with the increasing demand for the Dreamliner, its production line is now fully booked until 2015! “Our assumption is that demand for the newly launched aircraft models, such as the Dreamliner, will exceed supply for the foreseeable future,” supports Englund. With the A380, Airbus is already meeting its expectation. The aircraft has already been introduced with the Singapore Airways and Emirates among others. As per latest news, Airbus has 198 orders for the A380 from 16 customers. Apart from the A380, Airbus on its part also unveiled the blue-print of the smaller A350, which will compete with Boeing’s 787 directly. The planned A350 is being developed as an upgraded and more advance derivative of the existing A330-40. With an enhanced new wing, more fuel-efficient engines coupled with other new technologies, the A350 is ready to take the game forward. The development cost for the prototype is estimated to be $5.3 billion. In 2008, Airbus added 163 net orders and 16 customers to its already high launch customer base, culminating in a total of 478 net orders from 29 customers. As per an Airbus report with 4Ps B&M, in 2008, the A350 enjoyed a majority 64% orders, compared to rivals (read: Boeing).

“Looking at the order backlog at the end of 2008, Airbus and Boeing are equal (3,715 aircraft in backlog versus 3,714). If one looked at the dollar value of the backlog, I would estimate that Boeing is in the lead given the large number of orders it has for the 787,” explains Fraser putting a new argument. But Airbus has been able to register a 7% rise in deliveries to a record 483 planes during 2008, while Boeing - hit by a machinists’ strike - saw its deliveries fall by 15% to 375 planes. In terms of market share, Airbus is definitely leading at this time, but discounting Boeing would be a mistake. “In prior years, Airbus beat Boeing in terms of deliveries, but by modest amounts. We forecast that Airbus will edge Boeing in deliveries by only 5-10 aircraft,” predicts Fraser.

It is clear that apart from each other, these players also need to be cautious about emerging market dynamics. In these difficult times, both are facing major cancellations of orders from various airlines in the wake of the global liquidity crisis. Airbus has already recorded a sales fall of 42%, Boeing has had a fall of an even larger 53%. Looking at the scenario, one thing is for sure, the Samurai who makes the first and most feasible move to counter the ‘crisis of confidence’ will emerge as the reckoning force in the long run. Now could be the time to look for another Saiga Takamori!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON



Wednesday, April 08, 2009

Life@Satyam: Seeking divine intervention


IIPM set to beat economic slowdown

They have their loyalty for the beleaguered IT company on one side and concern for the future of their livelihood on the other 4Ps B&M’s Naresh Nunna steals a look at the plight of Satyam employees caught between a rock and a hard place...


Tiny ancient temple of Lord Venkateswara in Chilukur village on the banks of Osmansagar lake at the outskirts of Hyderabad is being thronged with devotees, following the ‘confessions’ of Satyam’s Ramalinga Raju. Are majority of the devotees Satyam’s investors? Promoters? No, they are Satyam’s employees! Seeking God’s super personal generic exemplification during testing times may not a surprising gesture. But, why Chilikuri Balaji? Because Chilukuri Balaji, is considered to be IT-friendly. Most of the techno-savvies have been seeking divine intervention of Chilukuri Balaji in getting jobs, particularly overseas visas.

“Satyam episode is definitely a bolt from the blue, as IT sector is concerned. It flared up the existing market upheaval, caused by world-wide recession,” facilitator and consultant, Challa R. Phani told 4Ps B&M. With the global slowdown already putting the brakes on India’s $50 billion IT industry, jobs were difficult to come by, he added.

Besides the lavish lifestyle they lead in posh localities like Banjara Hills and Jubilee Hills, the home and other loans they have taken put them under tremendous tension. Thus, scores of employees had begun sending out their resumes to job portals and to other software firms. It is known that about 15,000 employees of Satyam have sent their CVs to placement companies and job portals during the last two days. Fearing trouble, more than 200 employees have also resigned during the last 3-4 days. A project manager at an international IT services firm said he had received about 4-5 frantic calls from Satyam managers, asking for jobs.

The shell-shocked employees inside the premises of company’s sprawling headquarters at Hyderabad were discussing in groups on the awful developments, the uncertainty and future plans. But they avoided the media on the instructions of their higher-ups. “How would you feel if you were in my position?” said one employee, while being reluctant to speak to the media, which is creating ‘mountains out of molehills.’ They are not only furious with the media for its ‘cock and bull’ stories, but also on off the cuff remarks made by IT bigwigs, like Infosys’ Narayana Murthy, who ascribed Satyam and its employees tainted, while ruling out the possibilities of taking over it. “We sincerely feel we are being subjected to such a harsh action out of no fault of ours,” an employee told 4Ps B&M, protesting the comments of Murthy.

Sudheer Pakanati (name changed) had prepared to settle for a smaller pay packages. “In fact, I applied for Wipro long back to the events of ‘horrifying magnitude. I was offered an annual package of Rs.4.5 lakh. But, now they asked me to join for 40% lower than it,” he told 4Ps B&M. And, if I stay with Satyam there will always be nagging worries about their salaries and their future, he said. A selected trainee- programmer, who has been waiting for his date of joining, felt happy with the developments. “I would have been tied in this fraudulent company because of the bond. There would have been no option left for me. Thank God I am saved,” he said with a sigh of relief. Others too are choosing to pursue different options: a developer who has been with Satyam for seven years said he had been planning on taking a break to do a Ph.D. Some of the stunned employees of Satyam are venting their frustration over the situation and future prospects in portals like Facebook, Orkut and Twitter.

But according to echelons of Satyam, the situation is not that bad, as being portrayed. Besides an amount of Rs.2,500 crore to get from clients, new projects worth more than Rs. 2,000 crore from Railways and BSNL are presently in Satyam’s kitty. “If the employees go with the business, I reckon 55-60% of the employees will find work,” an echelon told 4Ps B&M under condition of anonymity.

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Source : IIPM Editorial, 2009

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

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Thursday, March 26, 2009

Are you smarter than a fifth grader?


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From street promotions to online games to even launching an ice cream flavour that could make you smarter was adopted by Star Plus in order to promote their new quiz show – Kya Aap Panchvi Pass Se Tez Hain, with Shah Rukh Khan as its host. The idea was to create buzz around the show and make viewers familiar with its format to ensure that they feel that this is one show that they cannot afford to miss. All efforts were to make this one a greater success than Kaun Banega Crorepati. Although the show could not get decent TRPs, it paved way for future telly shows to adopt more innovative viral marketing campaigns.

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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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Tuesday, March 17, 2009

As if the debacle with financial services and auto sector wasn’t enough, here’s another one: Retail.

With Circuit City filing for bankruptcy, one wonders who’s next by Pawan Chabra

They say that developing countries like India and China need to maintain steady economic growth of 7-8% to lift millions out of poverty. Unfortunately, for countries like US, who are staring at prospects of economic degrowth, the challenge seems to be with respect to millions that are not in poverty yet. The challenge increasingly would be how to keep them there; as companies, one after another are sounding the alarm about not so impressive times ahead.

After the crunch in financial services and auto, retail is the next source of bad news. Circuit City, the second largest consumer electronics retail chain in US has recently filed for bankruptcy under chapter 11, which has created a chaos in US retail industry.

In a situation where analysts are quite sure of a dull Christmas season ahead for retailers this year, Circuit City’s bankruptcy has given signals of a very rough road ahead to the other retailers in US. As John Crossman, President Crossman & Company states, “Retailers are very desperate for a bright festive season ahead and the industry need a big holiday season. We will see some big winners and big losers this time.” Crossman’s prediction seems true enough as, in a letter posted on Circuit City’s website, Jim Marcum, VP & CEO, Circuit City Stores, Inc. said, “This (bankruptcy) filing will give us the time and resources to address our financial challenges.”

City’s filing for bankruptcy has given many sleepless nights to giants in the IT industry as almost all IT stocks fell down drastically as soon as news of the filing spread. HP is the biggest unsecured creditor of Circuit City as City owes $118.8 million to HP, followed by many others who’ll now have to reframe their strategies to stay profitable in these bad times.

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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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Monday, March 09, 2009

Gyanendra Kashyap of 4Ps B&M gives the final F-word-primer on facts, figures, foibles and farces in carbon trading...


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They could have called it carbon dating instead of carbon trading, for all we care, given the completely controversial and practically outdated methodology on which this concept thrives! But we’ll cross the damned Kwai bridge when we reach it. First, the ides of March. There is no question that global warming has been the most talked about phenomenon in the last century and in this one too. Environmentalists have more often than not been sidelined as the trouble creators. Surprisingly, the most impactful of all the environmentalists has perhaps been the one who has been least known – the man who is credited with inventing carbon trading (pundits call him the father of carbon trading) – Richard Sandor! The man gave an economic value to efforts dealing with reduction in pollution, the most crucial aspect of environment. Sadly, what he envisioned is perhaps miles off what is becoming of this ‘business’.

Carbon trading is a part of international emission trading norm, which incentivises companies and/or countries that emit less carbon. If a company is registered with the appropriate council (mentioned later in the article), and it manages to ‘emit’ carbon dioxide ‘less’ than the quota allocated to it, then the company ‘earns’ a certain number of carbon credits, which, later on, the company can sell in carbon trading bourses to other firms that have exceeded their allocated limits of carbon dioxide production. That’s as simple as it should have been... Well, it somehow didn’t work out that way.

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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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Monday, February 16, 2009

High-value property demand for now, is in a coma. But does Omaxe have an alternate plan to survive?


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High-value property demand for now, is in a coma. But does Omaxe have an alternate plan to survive? Ratan Lal Bhagat presents an insider tale on the whats, whens and whys...


“The going has got really tough for realty players in the current situation of the global economic downturn,” states Rohtas Goel, CMD, Omaxe Limited, voicing out the predicaments of both his company and that of his peers and competitors in the Indian Realty sector. The American financial crisis, meltdown at Wall Street coupled with the misery at NYSE & Dow Jones and chaos at Dalal Street have marred many a dream of building skyscrapers. And India was no exception. The domestic Realty sector (once considered as the driver to the impeccably zooming economy) has taken the maximum beating from the current slowdown. The cascading southward trend of the Indian realty index, which fell by a tantalising 42.98% during the past quarter, stands testimony to the aforesaid statement. The colossal erosion in stock values of all the major players has only worsened the situation and overburdened the funds desiccated realty ship, which is already reeling under the bad weather of dropping sales, high interest rates and drying up of private equity sources.

In such quagmire, Omaxe Limited, one of the major contributors to the Indian Real estate success story, like others is trying hard to battle out the odds, to survive and to grow if the sun shines for long on the once sunrise sector...

Omaxe had ventured into the Real Estate Development business in 2001 to ride and encash the-then country’s most promising sector. Till date, the bullish Omaxe has completed and delivered 11 projects – inclusive of 8 residential, 1 integrated township and 2 commercial setups – covering approximately 5.59 million sq. ft. The completion story till here sounds good. however, it is the work-in-progress where the situation looks iffy. The company currently has 54 projects – including 23 group housing projects, 16 integrated townships, 14 shopping malls and commercial complexes and 1 hotel – under development in ten states in all four zones of the country. Even Goel minces no words in explaining the danger himself, as he promptly adds, “On one hand, sales in the sector are dropping because of rising home loans, and on the other, the developers are facing a credit crunch, which is halting many promising projects.” “The demand in the real estate sector has already slackened by 30% and even though developers are offering discount up to 30%, sales are not picking up,” adds N. Wadhwa, Director, SKI Capital Limited.

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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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Monday, January 19, 2009

Coexistence is a reality in realty! Mr. Vineet Singh, Business Head, 99acres.com


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Are the big builders and brand names easing out the small and mid-size developers?
I think both big brands and small and mid-size developers will co-exist. In many ways both serve different markets. The small builder is more local and serves a niche market. If small builders own land in the right areas they will definitely do well, as their projects will be in areas where there is a demand by the end users. In many cases small builders cater more to end-users than to investors.

Will small and mid-size developers find it difficult to survive in this credit crunch?
Yes, this may happen, especially, if the land-acquisition cost is high. Lot of small builders have been approaching big-size developers the liquidity has become tight and the cost of construction has increased by 30-35%. With the demand slackening, these small developers and their relatively tiny projects have to approach bigger players for survival. Having said that, all developers who are not heavily leveraged will survive. This offsets many risks and increases the ability of realty players to survive the slump.

Do you think, consolidation in the sector is the next wave of change or will it remain fragmented and scattered for now?
I don’t think any fundamental change will happen to the real estate sector due to this slow down per se. Though (in time) we see some movement towards a more regulated real estate sector - some changes (of course for the better) are required. These include uniform rates (based on carpet area), standardization of hidden/other charges, rating of developers, licensing/regulation of broking, et al.

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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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Thursday, January 08, 2009

“Advertising? Naah!”


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McCann’s Sandip Mahapatra brings his own original spin to the subject. He believes that the once hallowed space reserved for all kids who didn’t fit into the mainstream job-scene has now fragmented into many pieces, each offering juicy, exciting and lucrative bites. “So the whackos don’t only have Advertising Agencies to fall back upon where their creativity is concerned. There are movies, TV channels, music channels, designing shops along with a million niche outfits catering to their creative skills, so why will they make a beeline for Adland? That special Calling Card – which involved charisma and mystique – no longer exists in its exclusive, pristine grandeur anymore,” expresses Mahapatra. He dismisses the popular contention of money being the biggest deterrent in Adbiz with, “If the business was so paranoid about it, you can bet they would damn well do something about it! It’s not about not getting good guys, but about not needing good guys!” He decodes his (shocker?) thinking for easy consumption. “The kind of importance, dependence and significance once invested in a servicing person has totally disappeared,” explains Mahapatra. Why? Because there are today specialised vendors to do jobs – previously assigned to him to oversee – that can be accessed directly with quality, speed at a lesser budget. In short, the new-age client is a different creature and so is the new-age vendor. So, what great value addition can the Ad Agency provide?

Senior ad professional, Esha Guha is thoughtful. “I wish I could really place my finger on that one critical reason… I guess it has to be a compendium of all suggested. However, a reason could be the disappearance of fun, magic and the brand of excitement which only Advertising offered. Earlier, it didn’t have computers and jargons, but had a galaxy of amazing, magical people who, brought life, colour, zing and chutzpah to a calling that was meant to be nothing more than marketing’s hand-maiden,” explains Guha. She believes that while focus, sophistication & technology have transformed the markets’ cape, with competition adding to it, somewhere “the heart has gone out of the hurrahs! Its cold, calculated and clinical atmosphere in the workplace, where emotional or creative leeway is neither required, understood or entertained. “In our time it was celebrated. No wonder, as someone brilliantly put it, the Merchants have taken over from the Magicians… Ah well, the price of progress I guess,” Guha shares. Darr gaya? C’mon guys , chill……. Darna Mana hai because DARR K AAGE JEET HAI, remember?!

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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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Monday, January 05, 2009

Complacency Complaints...


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Meenakshi Madhvani,
Managing Partner, Spatial Access


Meenakshi MadhvaniComplacency Complaints...

Meenakshi Madhwani of media auditing firm Spatial Access believes that more often than not if a client’s advertising agency is not delivering, the reason is ‘complacency’ on the part of agencies, who are smug in their creative confidence. She hastens to add that account reviews are sometimes the best bet to deal with this complacent behaviour. “I remember this client who was fed up with his agency taking forever to deliver good ideas and creatives. But the moment he called for an account review and a pitch, the agency pulled all stops, put its best people on the job and delivered perfect ideas,” she says, recounting her experience of a few months ago. Prem Kamath, the marketing honcho of Star India somewhat affirms the notion. Having one worked as an agency guy, with some of the best and brightest names in the business - Kamath knows exactly how the cookie crumbles. “I believe that agencies work better under pressure, knowing that if they don’t deliver, I can always go to the next agency and still get the work within my timeline,” he says. Kamath’s strategy of empaneling three agencies for his media conglomerate, stands testimony to the ‘put agencies under pressure’ strategy, which is being followed by many big advertisers of corporate India today. Advertising honchos disagree. Says Jagdeep Bakshi of JWT, “The client agency relationship is a two way process. It’s give and take. The client should give a fair chance to the agency. If it is not working even then, they should separate,” he claims, adding that the whole deal is like going to a marriage counsellor. “He will ask you why you got married in the first place. And what’s the probability that you (in this case, the client) will be satisfied with another agency?” counters Bakshi.

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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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