IIPM :- Que: Doesn’t differentiation destroy employee loyalty? (Andre Rapoport, SÆo Paulo, Brazil)

IIPM PUBLICATION
Ans: Look, loyalty is no magic bullet. In today’s globally competitive world, you can’t survive – let alone thrive – without satisfied customers. Do loyal employees make that happen? Sure... sometimes. But to have satisfied customers, you need employees loaded with talent, energy and passion all the time. You need people who stay with your company not because the benefits are good, but because your mission turns them on, the work is fun and meaningful and the opportunities for growth are thrilling.

You need people who are happy to stay, but are ready to leave if the environment isn’t buzzing. Those are your winners. We’re not against employee loyalty, of course. But the concept of employee loyalty as a corporate and societal virtue went out the door with lifetime employment, which had to go when foreign competition arrived. Differentiation was the antidote which has its flaws, but it works better than any other system we know. And one reason is that it makes it clear that employees can only stay as long as they are performing. If that makes some people disloyal, let them go.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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IIPM Business & Economy :- ...Then lack of aid for sure!

IIPM MANAGEMENT INSTITUTE

The world spends $1 trillion in arms, but not on ending poverty
A recent report by the Stockholm International Peace Research Institute (SIPRI) states that global defence spending in 2005 was a staggering $1 trillion. The top 15 spenders accounted for nearly 84% of the total expenditure. The United States of America led the chart with a mind-boggling annual defence spending of $478.2 billion followed by United Kingdom ($48.3b), France ($46.2b), Japan ($42.1b) and China ($41b). The top five accounted for 65.5% of the global defence spending followed by Germany with $33.2b, Italy with $27.2b, Saudi Arabia $25.2b, Russia $21b and India with $20.4b. Incidentally barring Canada, all of the G-8 countries are part of the list of the top 15 defence spenders.

What more, this annual defence spending does not include the several billions of dollars that are sanctioned by many of these countries on defence and allied research. The double standards of the developed world is revealed when one compares this with the fact that 2.8 billion people live with an income below $2 per day. And even then it takes years of deliberation and contemplation by the G-8 countries to write off the debt of $40b (when compared to what it spends on defence annually) of 18 of the poorest countries of the world, which included many of the poorest of the Sub-Sa- haran African countries. But in the new world order, it isn’t to be so, for spending money on tools to take lives is more of a priority than saving those lives.

Incidentally, the total debt of Africa is around $300b. If the G-8 takes the lead from the front in not only writing off the debt but also in intervening into the overall socio-economic development of Africa, half of mankind’s misery might come to end. And thereby putting a strong deterrent on such offensive spends on defence expenditure.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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To your health...

IIPM PUBLICATION
Well, when the business started expanding overseas, the Burmans were smart enough to identify the need of a strategic management governed by expert CEOs. In 1998, the Burman family handed over the management of day-to-day operations to professionals and reduced the number of family members in the board from 10 to 4. The restructuring of the Dabur group is truly unique, since the core business is now being run by non-family professionals; while the Burmans have given up executive positions in the core company to take charge of the new growth businesses. Amit Burman, who has taken charge of Dabur Foods, explains the logic thus, “New, high growth businesses require entrepreneurial zeal and are better suited to the members of the family.” These timely steps have enabled Dabur to post an exorbitant turnover of more than Rs.16 billion for the year 2006.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

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IIPM : The most rewarding and most giving act in any economy: Entrepreneurship

IIPM MANAGEMENT INSTITUTE

It is a faith, a credo and a passion that we live by... it is what our institute IIPM is all about... it is what I’ve been telling oft en through my editorials (Readers of our sister publication, The Sunday Indian will recall our cover story on the same subject, Delhi On Fire; refer TSI dated 19th November, 2006). We passionately believe that entrepreneurship is the most important voluntary contribution of any citizen towards his country. It is more important and charitable than the biggest act of charity; it is a great act of giving and amazingly greatly rewarding; perhaps much more than an uninvolved act of philanthropy.

Yet, time and again, it is entrepreneurs who are penalised and looked at with suspicion (even till a few years back, parents usually had second thoughts and doubts about marrying their daughter off to a businessman; – although that has almost changed now). They are the ones whose shops are sealed and closed down in Tughlaqi fashion as if they are the slimy profit makers who deserve no mercy; though the stark fact is that the bigger they are, the bigger is their contribution to an economy. The Supreme Court goes on to say that the first to be penalised should be the big fish. I will be the first to admit that many people (entrepreneurs) are involved in wrong things at times while expanding their businesses; but not in a bigger proportion than people involved with the judiciary, police, politics, media or even people at decision making positions in other professions... What is forgotten in this nationally retrograde and regressive thought process of suspecting the business community is the fact that it is entrepreneurs that create wealth and jobs. They are doing what the nation has failed to, i.e by still not making the right to earning a living a fundamental right. They plug this gap as one non-committed government after the other simply abdicates its responsibility to provide unemployment allowance in this country (and thus run away from the basic responsibility of a government of providing jobs apart from health, education and justice). It is this entrepreneurial community which has still kept the name of India flying high around the world by creating growth and employment – not with support from the government but despite the government.

It is high time that the governments in India realise the beauty of entrepreneurship and have supportive policies for them (and not just money laundering SEZs and other such policies for their own individual benefits). By supporting entrepreneurship, specially small and medium scale industries, they will make their own lives easier, for all that they are supposed to do but don’t, the private entrepreneurs can take care of! China does the same and the Chinese miracle is to a large extent thanks to its small and medium industries. In India, however, despite big talks around globalisation, the real support for SMIs is completely missing. Government’s globalisation focus revolves around big industrialists and bigger foreign multinationals like the Wal-Mart etc. The reasons are obvious.

While we celebrate the rise, fall and rise of the big Indian entrepreneurs in this special issue of Business & Economy, my hope is that it would serve as motivation for the government and people alike to believe in the beauty of entrepreneurship. And not only does the Government start looking at businessmen with more respect, but individuals also start realising that there is nothing that can be more rewarding than the act of entrepreneurship.

(SMS your views with your name and topic to 98717 77000)

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Source : IIPM Editorial, 2006 An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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United Brewery’s holdings… Unlimited

IIPM PUBLICATION
Be it riding on the jumbo jets or making its mark on the devilish blood-red beer bottle, the stunning, gorgeous ‘Kingfisher’ bird has done it all. From making six something in height, darker than the dark itself, west- Indian players humming “ula-lalala- lala-lele-oo…” and running across the beach around the beautiful chicks, to making it a punchline and forming one of the most recalled brands, every strategy of the massive organization seems to have earned big bucks for the flamboyant Mallya family.

A legacy that was taken up by the Vitthal Mallaa, later shouldered by the Mallya Junior – Vijay, it’s ready for a new sojourn with the third generation son Siddharth. The flagship that takes care of a number of companies with businesses in pharma, Aviation, fertilizers, international trading, infrastructure, media et al, has proved itself time and again as one of the most appreciated brand.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Working with fun!

IIPM MANAGEMENT INSTITUTE
‘If you love your work, you don’t work for a single day’, a cliché echoed by Joshi, who confidently states, “I try to motivate my people in such a way that they enjoy work. And to do so, I believe in 100% collective decision-making.” He further elaborates that the company encourages a lot of creativity and innovation which, according to him, is must for a fashion business organisation. To ensure creativity and innovation, the company to its credit has built a management board that comprises of members who belong to varied domains ranging from banking to fashion industry This man is a perfect fit in a luxurious fashion company as he likes to drive a Lambourgini. Apart from Polo, Joshi enjoys watching Formula- One racing. On being asked about the future of the company, he announces with pride that, “Brand House Retail would be a gateway for fashion and lifestyle retailing. We want to reach all segments of textile and various demographics. So by 2010, there will be 17 to 18 more brands...” Here’s a man who’s determined to wipe-off the schooluniform image of S. Kumars and make it a champion that controls all possible textile segments.

Edit bureau: Angshuman Paul

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Source : IIPM Editorial, 2006

Dean of IIPM :- Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
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Can we allow an endangered species to succumb to political rhetoric

IIPM PUBLICATION
Politicians and promises. Howevermany number of times you may have cracked up at the amnesic unattainability of the latter by the former, you’ll now fervently wish it possessed some element of actuality, if only for the sake of some soft -haired, shy antelopes. For, along with the drive to mobilise more “agencies for urban employment generation programs” in J&K is being touted a frighteningly preposterous prospect of lifting the ban on the literal died-in-the-wool Frankenstein of a fabric, shahtoosh.

Whether in a fit of rhetoric-rush or a grossly miscalculated measure to map the favour of minority vote banks, Peoples Democratic Party (PDP) president Mehbooba Mufti declared that the sanctions on shahtoosh had only served to render the weaver class resourceless, and thus be emoved. The suggestion, obviously, was ade with little regard for the non-voter dwellers of the high-altitude (14,000 to 18,000 ft ) terrains of Tibet, China and India the Chiru or the Tibetan Antelope.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Professor Arindam Chaudhuri (Renowned Management Guru and Economist)

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

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…NEITHER DOES GROWTH

IIPM MANAGEMENT INSTITUTE
As a consequence, there is a very high probability that the Indian banking sector will be seeing an upsurge in defaults. Ajit Dange, Assistant Vice President (Research), UTI Securities comments, “The banking sector will see an uptick in the loan default rates as the weaker companies in each industry will not be able to withstand competition and increased margin pressures.” Furthermore, the ill effects of this development on the economy could take the form of a growth hampering credit tightening by the central bank. Risk weights are being increased by RBI for different risk prone sectors; and the current deterioration in the credit quality might just exacerbate this process. Even the cost of credit might go up, which is discouraging for the Indian corporate houses and their creditdriven expansion plans. As Dange further comments “These steps (discussed above) will reduce the credit flow to the corporate sector... The cost of credit will also increase further.”

Bank credit to corporate sector almost doubled to Rs.1,221.65 billion in 2006 from Rs.620 billion in 2005. The greed of bulk fund requirements by corporates has enticed banks, which are willing to part with their funds even at lower interest rates and some are even ready to compromise on pre-credit sanctions appraisal, so as to gain quick market share, which in turn is a direct outcome of fierce competition in the sector.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Straw’s ‘veiled’ comments are pure balderdash with political overtones

IIPM PUBLICATION
Recently, the British Foreign Minister Jack Straw made a bold declaration saying, “Veil is a symbol of separation.” What may be his intentions? Does he intend getting closer to the mysterious Muslim girls behind the veil or is it a political onslaught to demonise Muslims? When the foreign minister of a major global power evinces interest in the sartorial preferences of a particular community, one needs to imperatively read ‘between the lines’.

Tony Blair and Jack Straw are facing the public’s ire for conducting an illegal war in Iraq. With the security situation going out of control, Blair could not let the Iraq story hog the headlines. The ageold political ploy: Divert the attention of people. Don’t let people listen to the mayhem in Iraq. Fill the tabloids with hostile stories against Muslims, track Asian teachers and students in universities and make the community feel like a pariah. Prevent the majority community to empathise with Iraqi victims. Truly, Blair is creating dangerous divisions within his society and fuelling the clash of civilizations. Suhail Ahmed, a UK-based journalist, says, “To avoid confrontation, such proposals should come from Muslim leadership.”

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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How do you explain the HP mess? (Edward Yingling, Phoenix,Ariz.)

IIPM MANAGEMENT INSTITUTE
First, by observing that organizational crises often seem to make smart and sensible people do foolish things, like panic and point fingers. That said, who did what wrong at HP still remains unknown. Perhaps, as the fog of war lifts, people will eventually understand which individuals ultimately are responsible for this unfortunate episode.

Lost in the current intrigue, though, is the fact that the HP mess once again confirms (for us, that is!) that governance “experts” have it wrong in their argument for the separation of CEO & chairman. Indeed, some self-designated watchdog groups rating corporate boards assign multiple goodie points for such a split. And yet, HP proves how damaging this split can be. The reason is that all companies, no matter what their size or industry, operate best with managerial clarity – when people know which way the company’s going and who’s the leader. At HP, employees should have had one boss in CEO Mark Hurd. A respected industry veteran, Hurd had his strategic goals and a team motivated to deliver them.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Jolie good times!

IIPM PUBLICATION
After a good vacation with family, Angie has not only come back with A Mighty Heart, but is also to be gracing the cover of Vogue soon. Reportedly, Jolie’s sexiest pictures till date, the UN Goodwill Ambassador sure knows what’s good for her fans!

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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25-yr-old virgins, a campus dream

IIPM MANAGEMENT INSTITUTE
It was a new low. Lyngdoh in fact was asked to do his job before the professor died. After he retired as Chief Election Commissioner, where he did a terrific job of riling people like Narendra Modi by insisting on clean elections in Gujarat, Lyngdoh lives in a magnificent retreat near Hyderabad. He spends his day with plants, books, music and his dog. It’s a bit like having a retired Bill Clinton at home: He’s never going to be still. Lyngdoh got to work with characteristic ardour. His committee on students’ elections reforms has made some very good recommendations (all accepted by the SC). They have the Lyngdoh stamp. He says, for instance, that students can’t contest elections after they reach the age of 25. This should rid colleges of hundreds of troublemakers. Then, Lyngdoh says all these students should have minimum attendance of 75% in class if they are to be eligible for contesting elections.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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BREAK THE SLUMBER!

IIPM PUBLICATION
I am a student of foreign affairs and am a proud subscriber of your world-class Business & Economy magazine. I never miss a single issue discussed in your policy international section as it stands relevant to my field of interest and unlike other cumbersome and confusing reads, is presented lucidly but within imaginable space by your magazine. I also beg to state that the discussion of the oil deal between China and Venezuela (B&E, September 22, 2006) deserves special mention. While many other international policy journals missed a proper analysis of this important development, your magazine not only gave a clear picture of what the situation is but also went a step further in putting forward a convincing statement, which discussed how it would prove to be a major threat to the United States and the Bush administration. Certainly, the current requirement of the US for a continuous supply of oil does not seem very appreciative of this fact. Hope, America wakes up soon to understand the gravity of the matter!

Meeta Gajwani
Nasik (Maharashtra)

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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INTRODUCTION

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A rundown on the state that is home to India’s most profitable

IIPM MANAGEMENT INSTITUTE
So which state is the favourite breeding ground of India Inc.’s most profitable? Where are its whereabouts? Where does it belong to? Is it the financial capital, or the capital city, or our IT capital that India Inc. prefers the most? Answers to these questions throw definite light on which all states have moved ahead from being bureaucratic, protectionist and infrastructure waste zones to becoming the heart-throbs of the most profitable companies in the country.

With thumping margins, it is Maharashtra that emerges the runaway winner with 48% of India’s most profitable 100 corporations having their registered offices in the state. Even amongst the top 10 most profitable, the state is home to five firms, a list which includes names like Reliance Industries, TCS, Indian Oil, HLL and SBI. Following Maharashtra is the capital city Delhi, sheltering 17% of companies from the top 100.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Nutritional products & beverages are the largest contributors to Nestlé India’s topline and account for more than 60% of its gross sales

IIPM PUBLICATION
Nutritional products and beverages are the largest contributors to topline, accounting for over 60% of its gross sales. But how has Nestlé been able to sustain its position when it constantly faces the challenge of rising input costs and competition from the Tatas and HLL? “We are well placed to benefit from the sustained economic expansion in India by leveraging our privileged access to the Nestlé group’s continuous research on food for various consumer segments and expertise in science-based nutrition,” replies Martial Rolland, Chairman & Managing Director of Nestlé India. The company has relentlessly focused on operational efficiencies and on innovation to strengthen its brands to ensure healthy toplines, which help it tackle rising costs.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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It’s the sound of music...

IIPM MANAGEMENT INSTITUTE
Vivendi’s Universal Music has finally struck the right notes by agreeing to buy Bertelsmann’s BMG music publishing for $2.1 billion. This will make Universal the world’s largest seller of recorded music and also the leader in music publishing. The merger is subject to the approval of the US and European regulators. BMG owns more than one million copyrights for recording of various artists. This deal also sees the settlement of a legal dispute for Bertelsmann, who was sued by Vivendi over the Napster issue. Vivendi has agreed to settle the dispute though.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Here comes the IT roller coaster...

IIPM PUBLICATION
With numerous reasons to smile about, ‘it’ has changed the face of India on the global map. ‘It’ has won the country myriad accolades and even has to its credit the emergence of a more confident, resurgent India. ‘It’ has fostered a sense of awareness in the urban Indian. Guess you have realised that ‘IT’ is the hottest sector of India – Information Technology – that we are talking about. From a country of snake charmers and fakirs to becoming a global economic power, IT has undoubtedly played a critical role in the rise & rise of India.

Drawing strength from its vast pool of IT talent, India is today known as the IT capital of the world. Indian brains and the inherent innovative spirit of her entrepreneurs, have not only created many software applications that run global businesses, but have provided ingenious solutions to millions of engineers, scientists, finance, marketing and operations executives, across the world. Post- 1994, after India opened her doors to the world, the expansion in this sector took off rapidly. The period gave a big boost to demiurgic entrepreneurs like Shiv Nadar, Narendra Patni, Rama Linga Raju, Narayana Murthy, among a slew of others, to beef up their erstwhile smaller capacities to spawn giants like HCL, Patni, Satyam, Infosys, et al, which have made India shine in foreign land. And it’s not just IT! India has displayed her avant-garde spirit in the booming ITeSBPO sectors too. While still evolving, the sector is gradually moving up the value chain, fastening on to the high-value Knowledge Process Outsourcing (KPO) business.

It is in this backdrop that 4Ps B&M and the Indian Council for Market Research (ICMR) took up the challenge to rank India’s top 20 IT companies. Through this research, the ICMR team (led by Shivalee Kaushik, Shaswata Ganguly and Monica Nehru), aims to establish the top 20 Indian IT companies in the field of software production, designing solutions and the IT services sector. As a part of the service sector, ICMR also included IT consulting, training &, education. However, BPOs and ITeS companies, individually have not been covered under the scope of this study.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Oops! ...I did it again!

IIPM MANAGEMENT INSTITUTE
Wondering what the hottest fashion is these days? Going by the example of the trendsetters in the industry, it sure looks like nothing’s more hip nowadays than being a proud parent!

On 12 September, 2006, two days before her first baby Sean turned 1 year old, Britney Spears gave birth to her second son Sutton Pierce Federline. A few months ago tabloids’ favourite Tom Cruise had good reason to repeat his jumping the couch performance, when his darling Katie Holmes (who’s soon to become his lawfully wedded wife) gave birth to their baby girl Suri. Mother of two adopted children and holder of the title of the most fiercely attractive actress of Tinsel Town, Angelina Jolie had her first biological baby Shiloh with Brad Pitt in Namibia. No sooner than Shiloh had turned a couple of months old, she’s become a mega celebrity herself, with even a wax figure of hers in the prestigious Madame Tussauds and the rights of her very first photos brought $10 million home to mama ‘n’ papa. And while the paparazzi is usually tailing the stars for photo ops, the mug shots of these new born babies are today the most coveted of all!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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She’s going the “wrong” way

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This time round, while keeping our navratra fasts, let’s just pause for a second to ponder. These nine days we would be thanking the female forces of nature. We would be praying to the three main goddesses of Hinduism – Parvati, Lakshmi and Saraswati – all of them epitomes of Shakti. All of them revered and respected by men and women alike. We spend nine nights acknowledging the presence of these goddesses that live within us, imbibing us with their spiritual energy and power. Could we take nine minutes to ponder over the merciless slaughter of women in our advertisements? Today, women have achieved great heights. They have come a long way. However, our advertisements depict a different picture. It’s time to rework their images, for the woman portrayed in most ads today makes one feel not that she’s come a long way – but that she’s going the “wrong” way.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Maruti has powered its way to CRM, retention – and satisfaction!

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So the sale is made! The salesman, customer and the company are all happy! What next? The hunt for another “prospective” customer? Well, that’s the story of many traditional companies – but some of them have already closed shop, a few are dying and the rest just lingering around.

So, what went wrong? Well, while most companies believe a sale is the end of the marketing exercise, the truth is that “the sale” is just the beginning of the script to success. Companies who have smartened up to this, are now realizing the value of customer retention and customer relationship management.

Given below is the case of a company, which has consistently been top of the charts on customer satisfaction... read on.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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‘Ringing’ in changes!

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Now, go where ever, do whatever!
If you thought effective advertising communication was always about differentiating yourself from the rest of the herd, think again! Here comes cellular goliath Bharti Airtel, which is now seeking to simply take forward the wheel which Hutchison Essar invented.

Yes! Airtel has unleashed a national ad blitz, with the suspiciously familiar tagline: Go wherever, do whatever (Remember: Hutch’s ‘wherever you go, our network follows’)! Of course, it is one step ahead on arch rival Hutch’s communication, emphasizing not just the robust 23-circle network that Airtel enjoys, but also aptly positioning the bouquet of Airtel’s value added services (gaming, music, videos, et al). For the creatives, Bharti has roped in the services of Rediffusion DY&R. The all-encompassing positioning from Airtel comes in the wake of the burgeoning smart phone business with hiend handsets, enabled with convergence technology. Airtel’s new communication is designed to allow the operator to cash in on its value added offerings, giving birth to newer revenue streams. “Airtel has long been a clear leader in the telecom business, and has behaved as a leader should , ” points out KS Chakraborty National Creative Director of Rediffusion DY&R.

And if you’ve not managed to catch the first few ads of the series on the idiot box lately, they showcase three girls in a tent perched in some remote corner of the country, having a great time staying connected with civilization, thanks to Airtel’s voice and data services. For those impressed with Airtel’s previous blockbuster (scenes from history...) ad offering, this one may be a bit of a dampner from the telecom major with the largest subscriber base in the country.

Edit bureau: Venus Kuiya

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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All eyes on the telly!

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Desi brand Godrej is toying with the idea of foraying into the television segment, an area that is dominated by players such as Samsung and LG. At present, Godrej manufactures appliances like washing machines, refrigerators, DVD players, microwave ovens and air-conditioners, and feels televisions would be the next logical step for it to complete its product portfolio. The company says that it is studying the market closely and will not force an entry. For one thing, it is waiting to see how LCD and plasma televisions work out in the Indian market, as a large number of replacement purchases for television owners in metros are geared towards flat panels. There’s also a buzz that the company is thinking about entering the low-end colour television segment.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Don’t call them flights of fancy

IIPM PUBLICATION
And today, perhaps the aviation industry serves as an essential link, not solely for domestic and international travel and trade, but also for bridging the distance gap essential for the growth of many other sectors in the country and outside it. According to International Aviation Transport Association (IATA), the Indian aviation market is only experiencing a boom, which will carry on for quite a number of years to come. From the current 25.5 million passengers carried during the previous fiscal, the domestic industry, according to Centre for Asia-Pacific Aviation (CAPA), is all set to breach the 60 million mark by 2010, with the low cost airlines understandably enjoying a lion’s share of 70%! The aviation industry is not just growing, but growing multiplicatively!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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The politician in him refuses to die, so what if it brings trouble to his own party and the Prime Minister

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At 76, his body might be tiring but the fire in his belly for social equality and communal harmony is very much alive. The Human Resource Development Minister Arjun Singh, of late, has been using a walking stick, but his political instincts are as sharp as ever. Be it championing the singing of India’s national song on its 100th anniversary (see the next article), implementing OBC quota in higher educational institutions, or ‘amending’ the NCERT syllabus, each one of his decisions, has created ripples across political waters in the country.

Singh’s decision to make singing of the national song, Vande Mataram, mandatory for all schools, and most importantly madarsas, angered some Muslim clerics. Said Maulana Ahmad Bukhari of Jama Masjid, Delhi, “This order hurts our sentiments. Muslims pray only to one God, Allah. This is why we can’t chant Vande Mataram.” Singh quickly amended the order making such a singing optional. BJP lapped up the issue as another sign of minority appeasement.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Reduce T&D for more productivity!

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We mean T&D losses while transmitting & distributing electricity...
With acute power shortage engulfing the whole of India (not sparing even the national capital), the raging debate is clearly on the need to augment India’s power generation capacity. That debate, however, misses the astronomical losses in transmission and distribution (T&D). While the technical losses vary from 7-15.5%, estimation for T&D losses has varied from a ‘modest’ 32.53% (official figures) to a killing 50% (Tata Energy Research Institute estimation). An SBI Capital Markets study for the Delhi Vidyut Board calculated T&D losses to be an astronomical 58%. Orissa was at 57%; and Manipur at 65.18%. The T&D losses were attributed to agricultural consumption (20-25%), and also to industrial units, as well as the politically sensitive constituencies of illegal slum dwellers in urban areas. With the demand for electricity slated to go even higher, the government should now necessarily use an iron hand to bring down the T&D losses to the more acceptable 5-10% by punishing defaulters.

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Dapper Daniel, way to go!

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Daniel Craig, picked to play the suave secret agent James Bond, is doing rather well at getting into the skin of his super-fresh superhero alter ego, at least where the crispness and cut of his suits are in question. Crowned as the best dressed by Esquire magazine, our blond Bond has thus fulfilled step no. 1 in the process of his transformation into the world’s hottest sleuth. Yet the Bond Five-O is far from swallowing him as their 007, and Craig is really piqued at the hatred directed towards him. Er... got some fancy gizmo to help yourself out of this pickle, Craig?

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Spoilt for choice

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Coffee chain Barista is also planning a slew of special gift items for Diwali. Partha Dutta Gupta, CEO, comments, “The Diwali range will be targeted at the upmarket or premium class. We are looking at cookies, assorted gift hampers, coffee brewing gift s etc.” Guess there will be more to look forward to this Diwali at Barista than just coffee and wishes.

Indians may love foreign cuisine, but the ubiquitous Indian curry cannot lure taste buds without the time honoured local ingredients. Haldiram, Bikanervala et al are launching new products as always. “There is a huge demand from institutional buyers and this Diwali all our new launches will be available throughout all malls in the country,” says Sangeeta Goel, Marketing Manager, Bikanervala.

Want something more? Just visit your nearest shopping mall and you will see the enthusiasm of these bigwigs to outperform each other. But the million dollar question is, who will steal the show? Well that’s a matter of concern for the players, but for us it is ‘Happy Diwali’!

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