SEZs: At the cost of ‘what not’?!

Genocide and many rendered landless – that defines SEZs in West Bengal! “If you do an honest economic analysis of land classified as an SEZ vis-á-vis land used for agriculture, SEZs certainly give better returns and opportunities. But using social indicators and politics of the day, it is difficult to say what will be the outcome. However, if the SEZs are granted to private parties, then everything should be done on commercial basis...” explains Mohammed Saqib, Senior Fellow, Rajiv Gandhi Foundation.

However, this sequestered unrest has not deterred the Board of Approval (BoA), as it recently awarded conditional approval to Mukesh Ambani-promoted Navi Mumbai SEZ and 20 others. Thus, the total number of approved SEZs in the country stands at 360. The BoA also, of late, gave its approval to Hindalco in Orissa, the first North-East SEZ in Nagaland and to Parsvnath in Haryana. “All the states are competing to get SEZs in their place. Each wants to leave the other one behind,” comments Amir Ullah Khan, Senior Fellow, Indian Development Foundation.

The government has revealed that from 2006-07 to 2009-10, it has accrued loss of revenues of around Rs.1.03 trillion due to fiscal sops to SEZs. The government is believed to be thinking along the OECD lines, that suggests removal of sops. The other biggest challenge is the social acceptability and justification of SEZs, while keeping politics out of it. Would these measures turn SEZs into profitable zones for the government? The answer is startling as Saqib points out, “If the government stays out, all the SEZs in India will become profitable. The government should only work as a watch dog...”

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Registering pregnancies & abortions is hardly a viable proposition to check foeticide

Dr. L. C. Gupta, in-charge mortuary, Din Dayal Hospital told B&E, “We already have enough laws and proposals to prevent female infanticide. There is no agency to implement the laws. We should have a system to keep an eye on each agency.” Furthermore, “for many people, it is cheaper to kill the infant after it is born, then how will pregnancy registration work,” asked Dr. Narang, Head of Department-Medicine, Paras Hospital, Gurgaon. Here’s a brief look at the lawless labyrinth of female foeticide in India. Abortions were illegal and amounted to homicide till 1971 (as per provisions under IPC 1860 and CPC 1898). This was changed by enacting the Medical Termination of Pregnancy Act (MTPA) in 1971, a law that guaranteed the Right of Indian Women to terminate an unintended pregnancy by a registered medical practitioner in a government establish/maintained/ approved hospital. However, not all pregnancies are permitted to be terminated. Abortion is permitted as a health measure, when there is danger to life or risk to physical or mental health of the women or on humanitarian grounds, when pregnancy arises from sex crimes, or on grounds, where there is a risk that the conceived child may be suffering from some terminal infirmity. But even after three decades of the MTPA Actcoming into being, a vast majority of women undergo abortions outside this legal framework. It is estimated that over 90% of India’s 6 million annual abortions are carried out illegally in unhygienic conditions.

Given this background, Renuka Chowdhury’s proposal to seek government permission for abortions and register pregnancies to check both feticide and infant mortality is nothing but another lame proposal. Getting pregnancies registered cannot solve the problem in a nation craving for male children, and where the value of a girl child goes down every time prices of gold go up.

The government may launch one scheme after the other, but they’ll remain confined merely to files, unless the nation as a whole, sincerely works towards changing mindsets, inculcating a mass will to revolt against the traditional way of life ingrained in a patriarchal society. Time for a reality - check, Ms. Chowdhury?

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Indian Automobile

Back to some months before this quarter. In what followed as a rapprochement, Rajiv was given the mantle to manage Bajaj Auto’s manufacturing division while younger Sanjiv was given the financial portfolio. Creeping out of nowhere, their younger cousin Kushagra Bajaj (son of Shishir Bajaj & Rahul Bajaj’s nephew) suddenly alleged that his uncle Rahul Bajaj wanted to take control of Bajaj Hindustan, a company which, according to Kushagra, grew manifold under his capacity as Joint MD. Though this was rubbished by Rahul, the eventual media hype ensured miles of bad PR. This fiasco made one thing apparent to the company watchers – the fact that Rahul and his two sons were getting to manage the flagship company had become a source of discomfort among other brothers!

Stunning was the news of the much hyped demerger of Bajaj Auto into three separate companies (announced just two months back), and of the creation of five separate business units within these companies (announced just two weeks back, with one of them going into the four wheeler business), as this all but vindicates the infighting storyline. The three way demerger will create three entities with a $1.2 billion holding company owned 100% by current Bajaj ownership. This entity will hold 30% each in both the $330 million Bajaj Auto (engineering) and the $180 million Bajaj Finserv (finance).

Though the demerger has been branded as a value unlocking exercise for shareholders, it is believed that this is to ensure that technically, only fragmented parts of the company are actually controlled by Rahul’s sons. The funny part is, all these disputes seem to be helping the shareholders! Bajaj Auto’s share price has grown 182% in the past three years (as on July 26, 2007); Bajaj Electricals by 1154%; Bajaj Hindustan by 198%; Bajaj Auto Finance by 347%. So where does this all lead the Wild Hogs party to?

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Bullet riddled destiny!

War has been an indispensable aspect of our history. Inspite of the best intentions, the bare fact still remains that it has been successful in spreading its tentacles much deep into our social milieu & afflicting most innocent creatures of this biosphere.

Sadly, the era of using children as foot soldiers would still take long time to be a bygone. For the militias & war mongering mercenaries, it makes sense to recruit children as their demands are minimal, they can be indoctrinated fairly quickly & they never revolt. Who cares for the fact that this inhuman approach not only deprives these innocent lives of their childhood but keeps an indelible & haunting mark in their memoirs making them mentally unfit for a society, long after the physical war is over. Loss of eyesight & limbs have become a norm than an exception. Most cannot even afford to get their children operated & thus many still have bullets wedged inside their bodies.

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative



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Imagine... No Star & Zee!!?

A look at what Dr. Roy & Co. have on offer

It was just a fortnight ago when NDTV formally announced its foray into the entertainment genre. But the conference did not create any big impact as most of what was shared was already known: Nair and Karan Johar’s involvement in the channel, that it would be floated under the banner of NDTV Imagine and that it was going to be different. But just ‘how different’, is the big question in the minds of media watchers?

Of course, with the cocktail of the three musketeers (Dr. Roy, Karan Johar and Nair) at its helm, NDTV Imagine is bound to produce something that will rise above the clutter. Let’s look at what each of the three may get to the table. Sameer Nair (former CEO of Star Entertainment India) already has big TRP churners– Kyunki and KBC–under his belt and is likely to induce both, the ‘K’ lady and quizmaster Siddharth Basu to gang up under the Imagine umbrella.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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• IIPM : IIPM Links
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• IIPM PUBLICATION
• IIPM: The Indian Institute of Planning and Management-------
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
• IIPM is Here

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All Cargo is rapidly scaling up operations

Excerpts from the interview:

Despite big growth, AllCargo does not seem to have much of a public face. Why have you remained reticent in your advertising?

One of the main reasons why our competitors like Blue Dart are known more because they follow a more B2C type business model, where they need to create a brand for the consumers to take note. So when you create a brand for the customer, then you need yourself to be seen through advertisements and brand building on a much larger scale. But we are in the B2B business; where positioning is more towards corporate customers, someone who is an exporter or an importer. We actually don’t need to be found across the country. We do the marketing and advertisements through media, which connects us with our customer. Besides that, we are also in the public domain over the last 6-8 months.

For complete IIPM article click here

Source:- IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Read more:-

• My Blog
• IIPM News
• IIPM : IIPM Links
• IIPM: More about IIPM
• IIPM Alliances - IIPM - by RAVI
• IIPM PUBLICATION
• IIPM: The Indian Institute of Planning and Management-------
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
• IIPM is Here

About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !

5% own 75% – And Hugo hates it!

The news is that the Venezuelan President Hugo Chavéz’s interface with socialism has now progressed from anti- Americanism to domestic land reform. But his land reforms move has faced widespread criticism from the West. How much is true?

Jacobo Arbenz’s 1954 attempts in Guatemala and Salvador Allende’s 1970-73 attempts in Chile, to initiate land reforms, met with Washington’s ire and CIA sponsored coup. But the fact is that Chavéz treads cautiously, learning steadily from history. The ‘Law on Land and Agricultural Development’ was enacted in November 2001, after which the government seized land from the biggest private estates before redistributing it among the landless. Since 2001, the government has seized more than 2 million hectares of land under the agrarian reform programme.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Read more:-

· My Blog
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· IIPM: More about IIPM
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· IIPM PUBLICATION
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Raising India's Poor Investment Standards

First, it was Moody’s investor services in 2003, then came the Fitch ratings in 2006 and Standard & Poor (S&P) is the latest to join the party. Recently, S&P upped India’s sovereign rating from ‘speculative’ to ‘investment’ grade for the first time since 1991. Sovereign rating indicates the capability of a country to repay its long term debts. Upgrade in sovereign rating will translate into higher inflow of capital flows and might also pave the way for better deals (read, low interest rates) for Indian companies which are eyeing international markets for funds.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Read more IIPM articles:-

1. The accidental tourist


2. The CEO's back


3. A world free of poverty, illiteracy...& nuclear fears


4. Ho Lee Yew, it's a contest!


5. The globalization bomb; and the after effects


6. The premature demise of the WTO need not distress Indians; it could be good news


7. Goede Oud Netherlands


8. A saving(s) grace!


9. Goldammit! Dollar's dying;India & China smiling?


10. Chinese whisper!


11. 'Tis a Fruitful Summer'


12. The Amazon... it's clear!


13. It's a six, off the field too!


14. Victoria Peak: Vantage point to the vaunted wonders!


15. Silver Lining & Dark Clouds


16. Ryanair charges Unfair France


17. MTN calling on Arabian nights


18. Tata Tea sips a Czech flavour


19. Lock, stock and barrel


20. You've got a ticket to ride: on self-confidence


21. Triumvirate Ambanis, Reliance's Famed Fables!


22. Rupert Murdoch, the True Mogul of Media


23. Richard Branson, The Virgin Knight
24. Tata Motors - Royalty in The Waiting

The HR Marketing guru!

For starters, he was one of the founding members of Tata Teleservices, and was directly responsible for making the company one of the biggest telecom ventures in India. Subsequently, he moved within the Tata group to Tata Info- Tech Ltd. to head global marketing and business development.

Reflecting on the organisation’s vision, which outlines how the company sees a huge opportunity in going towards the service provider market (which is worth around $40bn), Krishnan explains how the firm intends to focus more on R&D services and using its domain knowledge to take the content and experience to users. Expectably, Under the watchful and people centric supervision of Swami and his team, Sasken has emerged as the country’s leading provider of innovative solutions to global leaders. Presently, Sasken is involved in developing embedded communication software for companies, such as network equipment manufacturers, semiconductor vendors, terminal device vendors and operators. Its three product lines include wireless modem solutions, application solutions and integrated solutions. Sasken operates in three segments: software services, software products and network engineering services.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Read more IIPM Articles:-

• Let's move the cheese together
• Innovations don't work! No jokes...
• Menage atrois: The co-opetitors
• The SAARC could well be purely utilized as trade organization
• The accidental tourist
• The CEO's back
• A world free of poverty, illiteracy...& nuclear fears
• Ho Lee Yew, it's a contest!
• The globalization bomb; and the after effects
• The premature demise of the WTO need not distress Indians; it could be good news
• Goede Oud Netherlands
• A saving(s) grace!
• Goldammit! Dollar's dying;India & China smiling?
• Chinese whisper!
• 'Tis a Fruitful Summer'
• The Amazon... it's clear!
• It's a six, off the field too!
• Victoria Peak: Vantage point to the vaunted wonders!
• Silver Lining & Dark Clouds
• Ryanair charges Unfair FranceMTN calling on Arabian nights