Showing posts with label IIPM Best B School. Show all posts
Showing posts with label IIPM Best B School. Show all posts

Monday, October 08, 2012

G8 SUMMIT: SWISS ALPS, DISNEYLAND TOUR ALSO OPTIONS...

The summit will also include paragliding, water sports, bungee lessons

Evian, France, 2003: “Iraq has WMDs! And everybody better contribute to kill that damn nuke-bomber Saddam!” We told you, Bush churns out gas better!
Georgia, USA, 2004: Main agenda: Extending the controversial Heavily In-debt Poor Countries [HIPC] initiative for debt-relief and to vaccines development. Achieved: Magnanimous relief to Iraq’s $120 billion debt on US insistence.
Gleneagles, Scotland, 2005: This summit, like all years before, was again aimed to provide $50 billion debt-relief to Africa [Nothing new! Nothing achieved!].

Saint Petersburg, Russia, 2006: For the first time in recent history, the G8 leaders proactively agreed on energy security, fighting diseases and encouraging education. Oh yes, it didn’t at all mention them providing any financial assistance!
Heiligendamm, Germany, 2007: Top agenda: Africa! Promises made in 2005 [in Scotland] of $50 billion aid to Africa: More or less overlooked! Creditably, developed nations in all have donated around $2.5 trillion since 1960 to LDCs. However, official estimates confirm that even this falls short of the required – and so called ‘promised’ – aid amount by a mammoth $3.5 trillion. As per the World Bank, it will cost developed countries just 2.8 cents per person per week to meet the promise. But we believe the first world still hasn’t understood the cheapness of life’s existence for the poor.

Having said that, we have a strategy for poor beleaguered Nick. We suggest that instead of being uselessly exposed to global criticism year after year, the G8 should officially confirm that leaders would meet simply to have a good time. After that, hand over the event management to our team [please, we insist]! Disneyland, Star Cruise, bungee lessons, paragliding, you name it guys, we’ll have that for you. And what about least developed countries? Goddamn those Africans...


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Friday, October 05, 2012

TOYOTA KIRLOSKAR: THE SMALL CAR CHALLENGE

Etios can prove to be a Fortune Changer for Toyota in the Indian Market. But there are Challenges Galore that are Hell-Bent on Proving why the Jap’s Slow-Coach Small-Car Strategy may work Against It.

Today, everyone from Nissan to even Volkswagen (and Skoda), has entered the compact car fray. Toyota may have spent too much time in finalising its entry, which already has 23 models on offer in India. However, Sandeep Singh, Deputy MD, Toyota Kirloskar Motors has a justification for the delay. “We took a long time because we had to take into account the needs of the Indian consumer while finalising every detail of the Etios,” says he, while speaking to B&E. Accepted, but being a careful late mover is one thing and being the last to take the plunge is another. Therefore, carving out a comfortable space for itself may now call for some serious effort on the part of the Japanese, and even the Rs.32 billion committed by the company towards setting-up a dedicated production unit at Bidadi (near Bangalore, with an annual capacity of 100,000 units) may prove to be just half-a-leap. Considering that Toyota plans to sell 70,000 units of Etios in the first year of launch alone, with a further target of 300,000 units by 2015 (after having sold just a total of 63,843 vehicles in the Indian market in FY2009-10), the carmaker will need a far more robust distribution framework to realise the goods. Not to forget, profitability in the A2 segment (where the margins are the lowest amongst all passenger car segments) is largely dependent on dealership network. While Maruti has 850+ dealers and Hyundai has 670, Toyota only has 114 – lesser than even GM (250) and Ford (172)!


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face


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Monday, September 10, 2012

P. R. Somasundaram, Managing Director and Chief Executive Officer, Lakshmi Vilas Bank (LVB)

In a tête-à-tête with B&E’s Mona Mehta, P. R. Somasundaram, Managing Director and Chief Executive Officer, Lakshmi Vilas Bank (LVB) speaks about the growing importance of retail banking in the Country and the bank’s expansion plans to exploit the opportunities coming its way.

B&E: What are the new marketing initiatives that you are focusing on to increase your customer base in the retail banking arena?
PRS: LVB is an 83 year-old private bank with 1.64 million satisfied customers. In order to increase the base further we are concentrating on wealth management by offering related products and services. We are looking at steady growth in the retail lending space through secured lending measures like mortgage lending. However, as a policy of the bank, we have temporarily restrained ourselves from the unsecured categories like credit cards and personal loans.

B&E: With the number of participants increasing, competition in the Indian banking sector has moved up to a different level altogether. Banks are now competing to reach out to the huge unbanked population. How is LVB planning to deal with the situation?
PRS: The new management’s focus is to reposition LVB as a new generation bank and make it a top performer in terms of customer service, efficiency, productivity and profitability in the next 3 years. And to achieve it we are planning to start a housing finance company, increase our national presence, and leverage on our expertise in the IT domain. We have also tied up with LIC and Bajaj for life and non-life insurance distribution. The insurance venture is taking off really well for us. Apart from the centralised plans, we are also looking at drafting a town-wise strategy soon, particularly for the semi urban areas where we currently have 105 branches.

B&E: You have only 180 ATMs of your own. Don’t you think this will be a big roadblock in your retail dreams?
PRS: It’s true that we have only 180 ATMs, but at the same time we are also linked to other banks. So our customers can actually use 54,000 other ATMs belonging to various banks. Nevertheless, we are adding more ATMs every month and expect that our own ATM network will cross the 300 mark in the next 2-3 years.

B&E: Apart from CASA, how is LVB planning to strengthen its portfolio in areas like housing loan, auto loan et al?
PRS: Talking about auto loans, we do not intend to enter the 4-wheeler or 2-wheeler segment any time soon as these have collection challenges that may not be ideal in our current set up. However, we do have a presence, though small, in the transport vehicles segment. And we have plans to take it further. So, we are currently piloting a project that is expected to create a mid size opportunity for us in the segment. In the housing segment, we already have sizable portfolio and intend to grow it significantly through alliances; preferably through a Housing Finance Company. Apart from these, our new management team is now focusing aggressively on growing all business verticals of the bank and retail banking products. We have also included loans to MSME sector among our focus areas.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Saturday, September 01, 2012

CONTROVERSY: INDIAN MAP

In Jan 2010, NatGeo was warned by the I&B ministry for deliberately exhibiting wrong maps of India and was threatened with stringent action if non-compliance was continued. Let off then, NatGeo continues its misrepresentation! What does the government plan to do now?

But to pick on National Geographic singularly would be wrong, as many other notable agencies mirror this behaviour – including, as mentioned before, CNN, BBC, Lonely Planet, Wikipedia, Google and the quite infamous Central Intelligence Agency. All of these agencies currently carry Indian maps on their websites that are rampant equivocations of reality, yet are freely available from within Indian boundaries.

While the very first result of Google’s image search (for a keyword search of “India map”) gives a wrong map of India, CIA’s World Factbook Report has shown northern Kashmir as being cut off from India and being a part of Pakistan and China. Even the US Department of State endorses a map quite similar to the CIA map on their official India advisory. In the advisory, the Department mentions flagrantly, “The US considers all of the former princely state of Kashmir to be disputed territory.” CNN endorses this viewpoint and has gone a step ahead to term the entire J&K as “disputed.”

One has to realise that these are leading agencies of the world (for example, National Geographic is the world’s largest read magazine published in 32 languages with a mammoth monthly readership of over fifty million; Lonely Planet is the world’s largest travel guide book; Wikipedia is the world’s most referred encyclopaedia; Google the most used search engine; CNN/BBC the largest global media channels) and continued misrepresentation of the Indian map in these forums can only lead to global perception changing negatively against India. The nation necessarily needs to take quick and extreme steps to arrest this situation.

A call for action has to now come directly from the Prime Minister’s office that raises the diplomatic ire to the highest levels possible to enforce immediate and instant change. If compliance is still absent from these agencies, then the Indian government should ban these media/information/government agencies and immediately block access to their channels, both on and off the web.

On the other hand, if the government believes that such a continued misrepresentation by global agencies – some like Google and NatGeo which have already been warned – is not of grave concern, then it should call a spade a spade, tell the Indian public that what is lost, is lost forever... and label itself the most unpatriotic government in the history of independent India!


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Friday, August 24, 2012

DLF: TURNAROUND

Slowdown had a sobering effect on DLF’s meteoric rise in the early years of this decade. With a new look and renewed vigour, the company attempts to claw its way back to its glory days. by Virat Bahri

The primary prerogative was to get rid of excess baggage – businesses as well as lands where development was not anticipated in the next 5-7 years. Out of a divestment target of Rs.55 billion for FY 2009-10, the company unlocked value of Rs.18 billion, and targets a further Rs.28 billion in the current fiscal. Hotel venture Aman Resorts is immediately on the block. Reports say that Malaysian Sovereign Wealth Fund Khazanah is expected to take it up for around $300-350 million. DT Cinemas was sold to PVR last year with a further commitment that DLF would have PVR as its exclusive multiplex anchor tenant for all its future malls. They attempted to divest the wind power business (valued at Rs.10 billion) as well, but decided to retain it, as they were unable to get the right suitor. The company also pulled back on four of its SEZ projects in West Bengal, Gujarat, Haryana & Orissa on account of the dip in commercial space demand. DLF is now planning to revive the one in West Bengal, but the other three are still denotified. But according to G. P. Savlani, Resident Director, CREDAI, “Real estate players will not talk about SEZ much after implementation of the Direct Tax Code (which would cut all income tax benefits).” DLF has also restructured its business into two business units last December. The development company is further demarcated geographically into Gurgaon, Super Metros and rest of India and the annuity company is divided into offices, malls and facilities management & utilities to better streamline businesses and ensure aggregation of returns and stable cash flows from these businesses.

As far as the devil of debt is concerned, the gross debt has increased to Rs.216.77 billion by the close of March this year as compared to a gross opening debt of Rs.163.2 billion on April 1, 2009 (due in part to the purchase of SC Asia’s stake in Caraf) and a D/E ration of around 0.75x. Interest rate has been brought down to 10.5% from 11.98% in December 2008 and period has increased from under one year to 3-9 years. Besides, the focus is on faster execution of existing projects.

The most critical aspect for DLF’s revival will be the pick up in demand. The Lower Parel project gives indications that the exuberance is back. But Savlani says that it is unique to the Mumbai market only, where Lodha Developers won the contract for the 101-storey tower project recently for Rs.40.5 billion. But residential is definitely on the revival mode in different parts of the country as consumer sentiment improves with booming economy, lower interest rates and more economically priced projects. Param Desai, Analyst – Real Estate, Angel Broking, quotes, “FY 2011 (for DLF) will be largely driven by residential sales, both middle income and luxury.” Ministry of Housing & Urban Poverty Alleviation projects a shortfall of 26.53 million dwelling units in urban areas by 2012. Absorption rate of residential units has increased to 21% in Q1 2010 from 15% in the previous quarter, according to a report by Jones Lang LaSalle Meghraj (JLLM). DLF anticipates bookings of 1-1.5 msf for FY 2010-11 in the luxury segment (Mumbai & Delhi), 2-3 msf in city centres/high end (Gurgaon, Chennai & Cochin) & 12-14 msf in the mid-income/value housing segment.




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Wednesday, August 22, 2012

Deprival of the weakest

India’s water problem will continue to grow to mammoth and daunting proportions unless an integrated approach is taken. PPP is a great model, provided profiteering is curbed successively.

In a recent education tour to Singapore under IIPM GOTA program, we happened to visit an industrial plant of NEWater. NEWater is a joint venture of Singapore’s Public Utilities Board and Ministry of Environment and water resources. What is unique about NEWater is that it not only supplies pure drinking water to its people but also recycles water from the reservoirs of Singapore. This gave us an idea of how the state is committed to provide safe drinking water to its people and to ensure maximum replenishment of water supplies.

When we think of India, it presents a stark and unfortunate contrast. There is an ironic diversity when it comes to the availability of water, leave alone the safe and drinkable part. While hundreds of lives are in danger because of shortage of water in states like Rajasthan and Gujarat, which often experience drought and water scarcity, thousands others die in states like Bihar, Orissa or West Bengal, which are often inundated by flood.

Worldwide, an estimated 1.2 billion people drink unclean water, and about 2.5 billion lack proper toilets or sewerage systems. Over 5 million people die every year from water-born diseases such as cholera. In India too, about 70 million people in 20 states are in danger due to excess fluoride and around 10 million are at risk due to excess arsenic in ground water. In the gross sense (pun intended), about 10% of the population from both urban and rural areas does not have access to regular safe drinking water.

India is not very far from a water crisis, in a world that recognises that water will be just about as important by 2025 as oil is today. Over 85% of the rural population in Indian solely depends on ground water, which is depleting at a faster rate.


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Saturday, August 11, 2012

Meet the break-up agent!

If the romance is long over and you’re struggling to decide how to break-up, here’s someone who’ll do the dirty work for you!

Breaking up with your partner is hard, we know that. The thought of a break-up is not on one’s mind when getting into a relationship (at least not for most of us). Even the term ‘break-up’ can send a shiver down our spine. But what else can one do when one realises that the girl or guy they’re seeing is great, but you two just don’t click? Or worse, you realise the person you are dating is nothing but a loser and on second thoughts you wouldn’t even wish to see your enemy with him/her! How does one tell him that it is just not meant to be, without having to go through the pain of confrontation and the resultant drama and heartache! Well, the days of drama are behind us and now all one has to do is to pay a modest sum and the dirty work would be done by an expert!

Bernd Dressler, a businessman in Germany, started the project ‘Separation Agency’ in 2006 after he stumbled upon this idea on eBay. His job description is basically that if someone wants to break-up and doesn’t have the guts to do it themselves, then all they need to do is get in touch with a break-up artist who would end the relationship on your behalf. In short, it’s the work that actress Britney Brooks does in the film “The Break-Up Artist”.

“I have four packages for the service. The first service is ‘phone call’ in which they remain friends and it is very friendly. The second is a phone call again but it is more direct and that there will be no contact any more. The third is to write a letter, but this service is not booked very often. The fourth option is a personal visit. The normal phone call is around 29.95 Euros and the personal visit costs 65 Euros. The most common service is a phone call for ‘let’s just be friends,’” reveals Dressler.

Agreed, it is tough to break-up and confront your partner, but why involve a third party? “People have a problem because nobody knows what to do. We, as a separation agency, think that we only have a task of sending a message from one person to the other.


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Saturday, July 28, 2012

Bliss in The Brown fields

As long term demand upswing of steel & cement in india is assured, larger players in both Sectors probably look for distressed assets in the coming months

ArcelorMittal is back to its acquisitive ways again. This time, it has jointly bid with Peabody Energy to submit a bid of $5.2 billion for Macarthur Coal, an Australian company known for its production of pulverised coal. The target company isn’t exactly worried about the nationality of the acquirer that will use its coal, but has a genuine desire for a higher valuation. As this magazine goes to print, there are no rival bidders, but that could change pretty soon.

In the days when Arcelor-Mittal and Tata-Corus happened, the recurring logic was consolidation to leverage a global steel demand boom led by China. Currently, a theme quite often replayed is the drive for sustainable raw material linkages, which the Macarthur deal is an instance of. As raw materials are in short supply and iron ore price volatility has been an issue, this could be the difference between making it or not in the sector in the future. Here in India, ICVL (International Coal Ventures Ltd.) is looking to acquire mines in Australia to fulfil coking coal requirements for NTPC, SAIL, RINL, et al. Private players like JSW Steel and Tata Steel are looking hard for assets too.

According to PwC, steel M&As internationally have grown by over three times to $14.3 billion in 2010 compared to $4.4 billion in 2009. Demand cycle has been firmly on the upswing and average monthly steel prices on the London Metal Exchange for cash buyer have surged from $554.25 per tonne in January to $610.64 in July. PwC has estimated that global metal M&As should more than double to $60 billion in 2011 compared to $27 billion in 2010. Noteworthy deals in the first half of 2011 have been Concast Group’s acquisition of SPS Steel and Power’s Jharsuguda-based steel plant for Rs.8 billion and JSW Steel Ltd’s acquisition of Bellary Steel and Alloys Ltd. valued at $173.91 million and $45.65 million respectively. Sesa Goa, a subsidiary of Vedanta Resources, UK has acquired the assets of Bellary Steel and Alloys Ltd. for $47.83million.


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Friday, July 27, 2012

“We are now Focussing on Specialty Fibres’’

Adesh Gupta, Director & CFO, Grasim Industries, talks to Shephali Bhatt on what Worked and what didn’t for The Company Last Fiscal

B&E: Grasim Industries reported a 37% yoy growth in profit in Q4, FY2011. What factors drove the number home?
Adesh Gupta (AG): The strong cash flow (supported by buoyant demand conditions) from our VSF (Viscose Staple Fibre) business was a major growth driver. In fact, the business achieved 100% capacity utilisation during the quarter as prices were in line with competitive fibres. The cement business also contributed significantly to our topline. Better performance came in from both the RMC (ready mix concrete) and white cement division.

B&E: How much has the overall market for sectors, which Grasim Industries caters to, grown in the last fiscal?
AG: Cement has grown at 5.3% in FY2011. The growth has been subdued due to de-growth in key consuming states of Andhra Pradesh, Haryana and Delhi; and lower spending on reality and infrastructure and non availability of resources like railway wagons, construction material etc. But we are confident that these are aberrations and that growth will revert to the 9-10% in the long term, given the huge potential which exists in the housing as well as infrastructure sector. At the same time, volumes were maintained by the VSF business despite a shutdown at one of our plants. Grasim’s growth mirrors the industry growth since we are the only major player in India.

B&E: But when it comes to full year, Grasim Industries’ net profit after tax plummeted by 43.52% in FY2010. What were the reasons for this massive fall?
AG: The cement business has been facing oversupply issues, due to which in the early part of the year, particularly in Q2 FY2011, the cement realisation and profits had fallen to unrealistic levels. Even the VSF business went through market related challenges. The better profits in Q4 FY2011 have helped in nullifying the lower profits in the previos three quarters of the year.



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Thursday, July 26, 2012

Stratagem-MICROSOFT: SKYPE ACQUISITION

However, compared to prior target companies,   (apart from being cool and a verb for online voice and video calling) looks a lot more lucrative. As of 2010, the popular service has 663 million registered users out of which 170 million are connected. Impressively, Skype users made 207 billion minutes of voice and video calls in 2010. So far so good! But unfortunately the rosy picture just ends here – only 8.8 million of these users actually pay. That roughly boils down to 1.32% of the entire user base. Further, Skype incurred a loss of $7 million on revenues of $860 million in 2010. In short, the company still hasn’t figured out a way to make profits. What’s more? If one were to calculate Skype’s revenue per user, it would round up to just $1.3.

If these facts weren’t enough, then Microsoft should have at least learned a lesson or two from eBay’s Skype misadventure before taking the plunge. In 2005, the online auction portal paid $2.6 billion to acquire Skype. The idea was to integrate voice and video calling features into the auction process. But, after close to three years of failed attempts to derive synergies, eBay wrote off $1.4 billion from the value of Skype. It’s not that Skype is not growing, it’s growing; but only in terms of numbers that really don’t matter to Microsoft. Last year, its monthly users stood at 145 million implying an increase of 38%. Paid users were also up by 19%. However, if Microsoft wants a 10% annual ROI, paid users will have to grow 40 folds, which seems unlikely anytime soon.

Further, with the acquisition, Microsoft plans to embed Skype’s services across its offering. Potential combinations include linking the service to Outlook e-mail, Xbox game console, Windows mobile phone and corporate suite Lync. But, except for the Xbox and Outlook combinations, Skype’s services don’t fit anywhere else. Moreover, Skype significantly overlaps with Microsoft’s video chat, instant messaging and web conferencing tools. This could turn out to be a major hindrance in integrating Skype services with Windows Phone 7, a mobile operating system which is being developed by Microsoft in collaboration with Finnish telecom giant Nokia.

No doubt, Microsoft is sitting on $40 billion in cash, and that does make the Skype acquisition affordable. But this does not mean that it should be spending irrationally. The fate of all major M&A rests on execution and Microsoft is not an exception. Agrees Michael Hodel, the US based CFA at Morningstar as he tells B&E, “Microsoft will need flawless strategic and tactical execution over the coming months and years to keep its shareholders from losing money on this transaction.” However, the challenge in this case is to leverage the 663 million users without destroying what attracted so many people in the first place (the service is free). Well, we still wonder how Ballmer and team will pull this one off!

Read more.....

Source : IIPM Editorial, 2012.

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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Management Guru Arindam Chaudhuri
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Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management


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Tuesday, July 24, 2012

India needs to be Led by a Man like Anna Hazare-whose Heart is in The Right Place - Than by a PH.D in Economics who Allows Corruption !

 When I wrote my previous editorial, “Anna, my Prime Minister,” many people pounced on me accusing me of writing it a bit too soon and getting carried away. It is true that I had written that piece on the second day of Anna’s fast. But to us, Anna was not a new phenomenon. Twelve years ago, the IIPM 0Th ink Tank had initiated visits to Anna’s villages and had undertaken a study. For us, he has been a great icon since then and before too. And therefore, when he decided to come to Delhi, I instantly knew we needed to be behind him. Dr Kiran Bedi, whom I personally respect very much, had already come to our institute during the Bharatiya Manavata Vikas Puraskar ceremony – where she had also received an award for her longstanding commitment to changing India – and had given a passionate speech to support the cause. Arvind Kejriwal, to whom not just me but the entire nation also should be thankful (for fi ghting selfl essly for the RTI Act) was also there with Anna; and so was Swami Agnivesh – a swami with a very balanced outlook to social causes. Th at’s a group that, for the fi rst time in my life, I could feel proud of. And yes, these are the people I want our country to be led by. Th at is why even in this issue, instead of doing a story in our magazine, we decided to do a special supplement on this great movement initiated by this great man Anna Hazare – for the fi rst time ever in our magazine’s four and a half year history.

So, if the question is whether I still stand by my initial proclamation, the answer is yes; I do stand by it – and more so aft er meeting the man himself in person. India is the country of people who barely live around the globally defi ned standard of poverty line of 2 dollars a day. And Anna is one their true representatives. India is a land where the common man has not been allowed to get great education. And Anna is one of them, and yet someone whose life education is worth many Ph.Ds. India lives in its villages and so does Anna. India still has a heart of gold and so does this man. When we suggested to him that we wished to institute the Anna Hazare rural leadership fellowship, he had such wonderful thoughts on the same and explained why we needed leaders in rural India more than w did in urban India if we really wanted to change the nation as a whole. Th e man, his selfl essness, his down-toearth ways, his simple yet honest and powerful thoughts... everything made me personally respect him far more than I had imagined.

Sitting next to him in the most unassuming and simple manner was Arvind Kejriwal – another inspiration and solid example of selfl essness, the man who had given an entire nation hope through the RTI Act and made the government much more responsible in many ways. And every word he spoke added to the belief with which I went to them –the belief that we needed to bring them to mainstream politics. Although they both vehemently disagreed on coming to mainstream vote-politics, I was more than convinced that these are the leaders we needed; because if we can’t respect our current leaders, then the current ones are of no good. Anna and his people, on the contrary, are those that every Indian can easily respect.

I just want to say that it is time that we don’t breathe easy just with this one small win that Anna and his group of committed Indians have achieved. I was happy to know that even they don’t plan to leave it here.Up on their agenda are judicial and electoral reforms – two subjects extremely close to our hearts at the IIPM Th ink Tank and Planman Media. Anna and his people plan to bring forth each of these issues and continue their struggle till things change. I wonder why they are ready to be called unelected people’s representatives, when they can win with votes and do much more than they can do now by staying out of politics. Politics is not the last resort of scoundrels. It’s the fi rst resort of every committed soul. Th ey need to show us the way.


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