Tuesday, September 30, 2008

No Hurd’le in his path


IIPM - Admission Procedure

HP has posted gains again this quarter, leaving Dell chasing behind. Will it retain the lead?

In a scenario where tech investors are scouting for different propositions to safeguard their portfolios from the possible global recession, Hewlett Packard (HP), numero uno in terms of global revenues amongst PC manufacturers, has once again surpassed analyst expectations, with yet another wonderful quarter under the leadership of Mark Hurd. “Robust consumer and mobile PC sales across all regions were the two main drivers of HP’s overall growth. The company experienced the strongest growth among the top five vendors in the fourth quarter of 2007, as its shipments increased 23.3% in the quarter,” said Mikako Kitagawa, Principal Analyst, Gartner. Well, not only did Hurd bail out HP from doldrums back in 2005, he also made sure that HP retained its tag of being the leading computer manufacturer. Initially, in 2006, Michael Dell did pose a strong threat with Dell placed neck to neck with HP in global PC shipments. However, things changed slowly with Hurd’s renewed focus on emerging markets. Consequently, during Q4 2007, 69% of HP’s total revenues came from outside US, thus largely safeguarding the company against recessionary issues. Interestingly, this strategy also helped Hurd to counter the growing prowess of Dell to an extent that while HP’s market share has increased from 15.9% to 18.2% since 2006, Dell has struggled with its market share decreasing from 15.9% to 14.3%. “HP remains well positioned for profitable growth as we continue to focus on our numerous cost initiatives and improve our market coverage,” says Mark Hurd, CEO of HP.Amusingly, even now, Hurd is at a crossroads, confronting several challenges. Having implemented cost cutting and operational improvement measures, there remains little room for further improvements in efficiency. Moreover, after a few dismal quarters, Michael Dell is taking all possible measures to address cost and productivity across Dell’s entire operations, while revamping its strategic outlook by refreshing its product cycles with a renewed focus on cost & design.Dell also made public his intentions to embrace an indirect marketing model. Matthew Wilkins, Principal Analyst, iSuppli agreeingly asserts, “Despite a renewed focus on its PC business, and the return of Michael Dell to the company’s helm, Dell’s channel business is taking time to ramp up and will have an impact on company sales.” Well, with Dell’s new strategy scheduled to gather momentum during 2008, juxtaposed against HP’s focus on the emerging markets, Dell & Hurd will soon be at loggerheads, yet again. And yes, with these two spending sleepless nights, there are two others who will have a sound sleep – the investors and the consumers!

Edit bureau: Devdeep Singh

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Wednesday, September 24, 2008

The retail revolutionary


IIPM - Admission Procedure

Despite the setbacks in 2007, Reliance Retail has drafted new plans to open specialty stores in 2008


Much has been talked about Reliance Retail’s elephantine project and its aggressive expansion plans. But what most of us are unaware of is the fact that the Reliance strategists are set to create new and different kinds of splashes in the Indian retail market. Spearheading this movement is an astute thinker-performer, who is charting out a new road map for the group. Yes, after being browbeaten by political parties, and restricted by traders and shopkeepers who came out on the streets to oppose Reliance Fresh outlets in 2007, Reliance Retail’s President, Raghu Pillai, has decided to think afresh in 2008. He’s deft and determined, and in an exclusive conversation with B&E, this leader revealed his new mantras.

It was an early morning appointment on an exceptionally wintry day, but Pillai was dot on time. Punctuality may well be his middle name, because that set the tone of the interview. “I had to rush for this interview and I didn’t manage to have breakfast,” he confessed as he readied himself for a bite, and B&E’s questions. The first question that came to our mind was the obvious one: is Reliance Retail prepared for future challenges?

“Oh yes, and it’s not only our claims. Our statistical growth figure proves so. In spite of the baseless allegations against us, in a time span of just 13 months, we are present in 13 states and in 11 formats,” came the pat reply from Pillai. He believes that in the long run, no one can stop the Reliance retail juggernaut.

Bucked up with such confidence, he is testing the water for newer options. Since the most successful mantra for retail lies in creating a house brand, Reliance is trying the same. Affirms Pillai, “We will venture into new formats and, in the coming year, we will focus on creating our own brands as the margins are always high in one’s own brands. But, at the same time, we are also open to the option of having exclusive tie-ups with other brands.” So, what exactly is this grand Reliance Retail blueprint?

After having kickstarted Reliance Trend, which deals exclusively with garments, the company will get into four new segments. It will have specific and special stores that will either sell health and pharma products, jewellery, auto components and accessories, and home-related products and services. Without getting into too many details, Pillai claims that all these specialty stores will be up and running by 2009 or the beginning of 2010. Reliance Retail will manage 580 stores of all kinds, and will present in all Indian states. The only doubt, say industry sources, could be in the case of Uttar Pradesh, where Chief Minister Mayawati has decided to stop the expansion of organised retail.

But then, all the retail players seem to eyeing exclusive tie-ups. And even giants from other sectors wish to enter the retail arena. And who knows how the protests against organised retail will pan out in the future? Tell Pillai all these, and his response is immediate. “There’s room for everyone to grow. When it comes to the protests from the kirana stores, I can’t recall any small shop shutting because we are operating in a particular state. However, now we are also focusing on collaborations with people involved in the supply chain, like farmers. This time, our rural initiatives are more full-fledged as we are testing the water to uplift the social status of the villages where we will be operating.”

Clearly, Pillai is experimenting with ITC’s e-Choupal-like model. But the shrewd Pillai will strategically avoid those villages, where the tobacco major has expanded its arms. Obviously, Reliance doesn’t want to ruffle too many weathers, especially the corporate ones.

In addition, before the Bentonville beast Wal-Mart, comes to India, Reliance Retail hopes to spread it wings in every nook and corner of the country. However, Pillai denies that his company is worried about Wal-Mart. Reliance’s plans, he says are a part of its growth strategy. In fact, Pillai doesn’t wish to follow Wal-Mart’s economical-pricing model. “We don’t want to become the Wal-Mart of India, and we have never made such punch lines on pricing. We believe in giving the best quality at the lowest possible price. At the same time, our products should match with the tastes of the consumers. In retail, two things are necessary – understanding consumer behaviour and having a strong supply chain. Success depends on these two parameters as the space-layout problem is a macro problem, which has to be faced by all players,” elaborates Pillai.

In fact, Pillai is optimistic about his team. He believes that in a venture like retail, one needs to have a sturdy and experienced team as a lot of collective decision-making is required. “You can’t be autocratic in a business like ours, and we might start our day a bit late, but we work six days and we know what our responsibilities are. As a leader, the focus should not be on how many hours people spend in office. Rather, it should be to help people take up responsibilities,” explains Pillai. A true leader cannot be created by digesting management theories, and Pillai’s philosophy is that a leader is born through circumstances and that there’s no definition of an ideal leader. So when asked about his ideal leader, he refused to comment: “In our organisation, we are motivated to take risks, whether we are a leader or not. We are buyers for execution and no post mortem is done. So, in Reliance, there is always some sort of projects happening.”

In spite of activities in the Mumbai head office, Pillai knows how to find time for personal life. This workaholic leader does take time out to devote time for his family. “My family is in Chennai, and I manage to meet them on week-ends. I am happy with my work, and this happiness helps me to manage things earlier. I start my day with swimming, and I often mange time to go for holidays or adventure,” comments Pillai.

The opposition to organised retail is not deterring the expansive plans of Reliance Retail. It’s into a nascent mode, but is brimming with potential and hopes to back in action soon. “We have got our plan and we are making sure we offer different and value added services to consumers. We will develop the country’s best supply chain,” promises Pillai. It seems to be a noble cause that can also reap rich benefits for the company. As we bid him goodbye, he said that Reliance’s efforts will result to a radical change in retail and it will emerge as the country’s largest retail organisation. “The concept of marketing is going to change in India as lots of revolutions will happen. As the country’s socio-economic status improves, there’ll be new changes in India. What is good for consumerism is something that no one can stop,” predicts Pillai.

B&E edit bureau: Angshuman Paul

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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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Saturday, September 20, 2008

Lowly Asians...


IIPM : EXECUTIVE EDUCATION

Discriminated everywhere


Discrimination never leaves Asian (especially South Asian) alone, be it inside the boundaries of their motherland or outside. According to a recent report, many Asian-American voters faced discrimination from voting officials during 2006 mid-term elections in the United States.

The report alleges that poll officers were hostile towards Asian-American voters, particularly those not fluent in English. Moreover, 83% of voters who were asked to show identification, for authentication, which was not required. The Asian-American communities are primarily immigrants (670,000 persons) and covered under the provisions of the Voting Rights Act. With America having more than 10 million Asian-Americans which accounts for 3.6% of its population, this type of discrimination will create a serious threat to voting patterns. These discriminations are just not confined to the US but can be even experienced in other developed countries like the UK and Canada.

Asian migrants who came to the US in search for better lifestyle and jobs may soon neglect these election and other political participations, if such biased treatment and persecution is practiced.And you call yourself democracy.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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Wednesday, September 03, 2008

Kyunki... it runs in the blood!


IIPM : EXECUTIVE EDUCATION

When Jeetender jump-started a one-of-a-kind family saga...


In the biggest Bollywood blockbuster of the year, Om Shanti Om, King Khan played a junior artiste who was able to fulfil his dream of being a superstar in his next life when he was reborn in a filmstar’s home. Consider a more realistic version now, the life of one of India’s biggest superstars Mr. Ravi Kapoor, aka Jeetendra aka Jeetender. He started off as a junior artiste and devoid of any support from the big shots in the industry, he struggled for years and ultimately managed to get the world at his feet, all in the same lifetime. His two children have done him proud too, for while Ekta sits pretty as the ‘K’ween of the telly, Tusshar’s carving his very own position in Bollywood too.

Jeetender started his career in the 1950s when V. Shantaram gave him a chance as Sandhya’s double in Navrang. Intuitively judging his true calibre, Shantaram gave him his first big break in the film, Geet Gayaan Patthron Ne, in 1964, but it was with Farz that he really came into the limelight and cu-cuckooed into the hearts of his fans. Flaunting some truly fly dancing moves in Mast Baharon Ka Main Aashique, Dhal Gaya Din and Kitna Pyara Vaada, he soon earned the appellation of the Jumping Jack. While the audiences were going gaga over his dance, his trademark white tee-trouser and shoes made him the new style icon.

Stardom brought with it name, fame and many gorgeous dames. He moved out of the chawl to a posh house in south Mumbai’s Colaba area. But all of this did not change Jeetender’s love for his childhood companion, Shobha. He promised to marry Shobha if Bidaai, a film which came to him literally as a life saviour, did well. On October 31, 1974 Jeetendra and Shobha tied the knot and Bidaai went on to celebrate its golden jubilee. This was just the beginning of a long journey of about 200 films. Jeetendra had all that it took to become the No.1 hero; his films consistently achieved commercial success and he became one of the most bankable actors though that didn’t help him impress the critics much.


He always played characters that held on tightly to their middle class values and were hence mighty close to his heart. He also experimented with some serious cinema and acted in movies like Gulzar’s Parichay, Khushboo and Kinara, where he sported a bespectacled look. While these films won him many accolades and much respect in the industry, he chose to work mostly in more commercially viable films like Judaai, Asha, Pyaasa Sawan, Maang Bharo Sajna and Ek Hi Bhool. This was followed by Deedar-e-yaar, his home production co-starring Tina Munim and Rishi Kapoor, which sadly turned out to be a complete setback for Jeetendra.

But like they say, no one can keep a good man down for long. At this juncture, he signed many films with Chennai-based filmmaker T. Rama Rao, that paired him up with Rekha and eventually all of them turned out to be big boxoffice draws. This made him an instant hit with the masses and marked the ultimate high point in his career. But with his astounding success came a lot of criticism too for taking up films like Himmatwala, Mawaali and Tohfa, where he was paired with Sridevi.

Looking back, Jeetendra says he has worked hard to be where he is today. He didn’t have a film background nor did he have a godfather in the industry. He had to go through a lot to feed his family. “It was sheer hard work, passion and the zing-thing called luck, which helps you achieve something in life. But then when I look at today’s youngsters, who are much more passionate and focussed, I feel I haven’t done anything in life.” His daughter, Ekta Kapoor, who along with mum Shobha is running the shots at Balaji Telefilms – which revolutionised the Indian TV industry – and son Tusshar Kapoor, who won acclaim for his performances in films like Khakee and Shootout at Lokhandwala – where he played the role of the real-life gangster Dilip Buwa – have most definitely given their father reasons to feel proud.

But then is it any different for a star son or daughter? “No, not at all, contrary to popular belief, things have not been very easy for these star kids,” says Jeetendra. “Being from a film background doesn’t really help one in making it big in the industry.” He questions, “Can I put creative inputs for Ekta? Can I make Tusshar dance like me? It’s ultimately your talent and your own hard work which helps you succeed in life. Being a celebrity son or daughter sets certain parameters and these expectations make it very difficult for the kids. It burns my heart to see my child work so hard. We started off from a chawl with very little money but my children got all the pleasures of life. In spite of a lavish life, Ekta has struggled and lived a very hard life. She had operated from the garage in our house for more than six years. And you must understand that she didn’t have to do all this... They could have chosen to live a comfy life.”

Tusshar agrees, “Family legacy surely makes getting an entry into the film industry easy but after that you are on your own. Eventually you are judged on your own merits and what comes your way is based on your own credentials. It cannot make your movie do well. Ranbir was a star son and gave a great performance in his debut film but then did that make his film do well?” He also feels that media is kinder to underdogs and is comparatively harsher to star kids. “Thankfully, I was never really compared to my father, probably because I have a different personality and have played roles very different from what he has played in the past. Could be also because audience never really had any expectations from me. I think the audiences are very clear of what Tusshar Kapoor is all about,” he sums up. And that probably makes his life easier and free of the towering shadow of the ‘great’ within the family.

Piercing through the silhouette of their predecessor’s success, this new generation of the Kapoors have surely taken that one extra step to raise the bar really high for their future generations and this is what makes them very special in their own rights. On being asked if this is another Kapoor dynasty in the making, Jeetender is prompt to answer, “Oh they are a huge dynasty and as far as we are concerned, only time can tell.” True, it is difficult to predict what the future holds but for now, this family epitomises success and believes that legacy is not all about what one is born with but what one makes of its blessings.

B&E edit bureau: Prasidha Menon

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

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

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