Showing posts with label IIPM Think Tank. Show all posts
Showing posts with label IIPM Think Tank. 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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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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Thursday, August 30, 2012

STEEL & CEMENT: Q1 RESULTS ANALYSIS

Despite the obvious rationale going against it, steel and cement players in India have had a markedly subdued first quarter. Virat Bahri of B&E analyses the dynamics behind the numbers

The causes for oversupply are two-fold. Firstly, there has been a capacity addition of at least 60 mtpa since the past two years but demand isn’t growing at the same pace. Rakesh Singh, Joint President, Marketing Head, India Cements, comments to B&E: “Capacity has been increased by 12-13%, but demand has increased by only around 7% y-o-y.” Industry observers point out that these capacity additions were done with a 2-3 year time frame in mind. Prices in May were down by 3.8% (Mumbai) to 14.3% (Hyderabad) y-o-y in different regions (Angel Broking-CMA research). Markets of South and West India were particularly impacted by sluggish growth, lower offtake and shortage of wagons. The monsoon effect is visible here too, and is likely to last till September. But for companies relying on the southern market, oversupply may persist for at least two years. Raw material costs will also continue to pester players. In Q4 2010-11, raw material costs are expected to grow (y-o-y) by 34.11% for Ultratech, 4% for India Cements and 25.4% for J. K. Lakshmi Cement (Jaypee Capital).

Jinal Joshi, an analyst with Jaypee Capital, feels the prospect of cartelisation cannot be ruled out in such situations. It is possible that players create artificial scarcity to push up the prices. The Builder’s Association of India, however, has alleged that this has already happened in the April-June period, citing price increases in certain regions. But the Cement Manufacturer’s Association refutes the claim, saying that prices have actually been falling.

From a 2-3 year perspective, the tidings are pleasant for both steel and cement. India is reaching the close of the 11th Five Year Plan and infrastructure spending is expected to double in the 12th five year plan. At that time, players of both segments should see the pricing game move more convincingly in their favour.



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Wednesday, August 29, 2012

“We are focussing on being no. 1 in" India”

Mankind Pharma founder Ramesh C. Juneja speaks with B&E's Steven Philip Warner & Jayant Mundhra

A little-known entity till recently, Mankind Pharma is now one of India’s fastest-growing pharma firms. The firm’s success was initially built by its focus on rural India. Started in 1995 with the aim to serve the suffering humanity, within a span of a decade, the company has achieved what certain companies would achieve in a lifetime. The company is backed by a rich experience in the oharma industry. Its core strenghts are its 6000 plus medical representatives and an extremely strong distribution network. The Indian pharmaceutical industry is undergoing a lot of changes. And thats not it because a lot more is yet to happen. But amidst the cut-throat competitions, the pharma giant is espousing new strategies to sustain its robust growth and become the number 1 pharma comapny in India!

B&E: From its inception as a dream with an initial capital of `5 million, Mankind Pharma has turned into a mammoth worth more than `10 billion today. What were the past 15 years like?
R C Juneja (RCJ): After quitting Lupin in 1984, I went on to start a company named BestoChem. It was a family run business and both my brothers Rajeev and Girish were a part of it. The company was doing fairly well till 1994 but in 1995, one of my brother took over it. Coupled with my experience in the pharmaceutical industry, I along with my brother Rajeev and nephew Sheetal started Mankind Pharma Limited. During the initial days, we started investing in western parts of UP. We were headquartered in Meerut and clocked revenues worth Rs.4 crores in the first year itself. Some pain killers were part of the initial product line up. Soon we also came up with antibiotics.

B&E: How did you manage R&D initiatives in your initial days?
RCJ: R&D requires a minimum capital of `10 crores at an initial level to start with. We got our products manufactured through contract manufacturers under our brand name. But we have come a long way since then. When we launched Mankind Pharma, we were having around 10-12 products in our basket. Today we have over 200 products.

B&E: How has the brand evolved over the years? Have you created sub segments products? Which are the most lucrative?
RCJ: We are today ranked no. 1 in terms of prescriptions/doctors/month PAN India. Apart from Mankind Pharma we have six sub divisions namely Discovery Mankind, Life star Mankind, Future Mankind, Vet Mankind, Magnet Mankind and Special Mankind (for OTC products). Mankind Pharma is obviously the most lucrative as it is has been in the industry for 15 years. We are very optimistic about Discovery Mankind, Life Star Mankind is doing fairly well, Future Mankind is on an expansion spree and covers 2/3rd of India in terms of geographical reach, Vet Mankind and Special Mankind are also catching up fast.

B&E: Over the past two years, you have suddenly increased your advertising expenditure. Are there any particular reasons?
RCJ: For the initial 13 years, we concentrated on penetration. Our 6000 medical representatives went to doctors all over the country and we were completely over Doctor's prescriptions. That still remains our core strength till date. Then we started working on Manforce Condoms which became a runaway hit. This encouraged us to go for more promotions. We believe in advertising only products which we think need to be advertised like Unwanted-72, Manforce Condoms. We have allocated a budget of `50 crore for advertising while `28 crores has been invested so far in R&D this year.


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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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Monday, July 30, 2012

The shame of being a Maharaja & The pain of being a King

Air India is a Palaeolithic case study living shamefully on borrowed time and undeserved tax payers’ money. How did the rot start? What continues to weaken the airline’s operations today? what, if at all, can be a quick revival plan to save the airline? Also, is the youthful King of Good times following a similar pattern and slipping into a coma? Bottomline: Should the troubled titanics be allowed to sink? B&E provides the answers...

The ecosystem that has encouraged both the operational and financial breakdown of India’s national carrier did not grow out of vacuum. [To be fair, the Mallya-led private carrier Kingfisher Airlines is equally in trouble.] For AI, the merger of the-then profitable Indian Airline; (which had made Rs.1.60 billion in net profits between FY2003-04 & FY2005-06) and the deadweight-for-long Air India (in March 2007) played the trigger. The imagined post-merger synergies remained a reverie. Integration could not be completed, the fleet and route rationalisation process took forever, union issues killed flights, weakened the airline’s market share and cost more money because the erstwhile Indian employees demanded the “promised” equality and higher compensation (comparable to that received by the AI crew).

Numbers represent the murk well. As per Accenture, which was paid handsomely by the powers-that-be for consulting related to the AI-IA merger and beyond, the merger was expected to result in a bottomline gain of Rs.10 billion in the very first year. Reality check: In the first year post-merger (FY2007-08), the combine’s loss touched Rs.222.62 billion. The blotches grew bigger in the years that followed – Rs.719.08 billion in FY2008-09, Rs.555 billion in FY2009-10, and Rs.580 billion in FY2010-11. Add to this the accumulated losses of Rs.160 billion and you have the national carrier bleeding Rs.2236.70 billion ($49.28 billion) in the four years following the merger until FY2010-11. To say that AI is in losses is underestimating its potential for disaster. The airline is today the world’s highest loss-making entity in its industry. And if you add up the losses reported by the world’s five largest loss-making airlines in the world since 2007 (United-Continental, Delta-Northwest, American Airlines, US Airways and China Eastern Airlines), AI’s total loss shamefully adds up to 146.28% more! In terms of passenger count, AI is today Asia’s 16th largest carrier. It however is very different from the top 15 in one respect – no other large carrier of Asia (including the three-largest Chinese carriers China Eastern Airlines, Air China, China Southern Airlines and others like Taiwan’s China Airlines, Singapore Airlines, Cathay Pacific et al) has recorded a single year of loss since FY2009. As for AI, the divide between glory & shame has only got wider.

Over the years, AI’s management has blamed its losses on either escalating fuel prices or intense price-wars that are rampant in the domestic airline circuit. Not hard to disbelieve, but is it only a practice of saving one’s face behind a cocoon of excuses? Going by the recent performance of Jet Airways, IndiGo & SpiceJet (which command 59% of the domestic traffic; as of June 2011), the answer is an obvious yes. The three private-run carriers have managed improved report cards over the years, marked with feathers of profits. While Jet managed a turnaround to make profits of Rs.96.90 million in FY2010-11, IndiGo managed a high Rs.5.5 billion & SpiceJet Rs.1.02 billion after making Rs.615 million in FY2009-10. Clearly, it is the very management that deserves the fat pointing finger at AI.

Over the years, the situation at AI has grown into that of a fish rotting from the head. The recent unceremonious ousting of CMD Arvind Jadhav (on August 12, 2011) is one of the fallouts of the turbulent state of affairs that has marred planning and execution in AI’s boardroom for over three years now. From his selection to the manner in which he handled issues at AI, Jadhav, a 1978 batch IAS officer with nil experience in the aviation sector before he took charge, perhaps rightly deserves criticism. When B&E spoke to sources in the government, the AI management and the airline’s union, many unsettling facts emerged. A year before he assumed office in May 2009, Jadhav (the-then CVO at GAIL) had been found unsuitable for the task of turning around the merged entity by a search committee appointed by the Cabinet Committee on Appointments (ACC). The panel thus chose Raghu Menon, a 1974 batch IAS officer – given his expertise in the domain – to handle the complex administrative issues in the areas of personnel and finance management arising out of the merger of the two airlines. A year later, the same panel submitted a list of three officers to the Centre for appointment to the post of CMD – one of whom was Arvind Jadhav. Subsequently, Jadhav was selected to handle an entity whose condition had worsened (with a loss of Rs.941.69 billion in the two years post merger). Jadhav was handed over the shotgun. He did the rest.

Perhaps in his haste to be seen by the political class as the perpetrator of a low-cost vision, Jadhav chose to shoot from the hip at the first thing that moved. On May 4, 2009, his first day in office, Jadhav perplexingly cancelled the appointment of cabin crew who had been selected from five regions across the country – north, south, east, west and central. This marked the sudden end of a process that had been on for a year, and in many cases, where appointment letters had already been issued. Jadhav considered little the fact that the cabin crew were being selected to ensure minimal delays in the on-time operation of the new aircraft that were being inducted in the AI fleet. This single decision of Jadhav, says Rajiv Pratap Rudy, former Civil Aviation Minister to B&E, cost AI Rs.20 billion. During the eight months of delay in hiring cabin crew that resulted, hundreds of flights were either cancelled or delayed due to shortage of crew. Add to this the foxing fact that during the same time as fresh cabin crew appointments were cancelled, long leaves were sanctioned for the already short staffed cabin crew. The endemicity of Jadhav’s shotgun approach resulted in notable and unpardonable devil and the deep sea situations – one being when three Boeing 777-300ER, which Air India acquired at a total price of $852.30 million, could not be used for three full months just because AI did not take delivery of the aircraft!



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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
Rajita Chaudhuri-The New Age WomanIIPM's Management Consulting Arm-Planman Consulting
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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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