Wherever you go, the ‘tele-shoppe’ will follow

IIPM MANAGEMENT INSTITUTE

Latest health booster strategy for handset majors? It’s all about walking happily-ever-after into the retail sunset

Next time when you go shopping for a mobile phone, make sure that you are not blown away by the ambience of the new jazzed up mobile store which has sprung up recently in your neighbourhood. From the insipid & fusty retailer (your previous mobile buying destination) to this nubile & trendy mobile store, your shopping experience would never be the same again. Be it Motorola, Nokia or the Essar group, all are investing heavily in this new phenomenon of specialty stores for mobile retail. Although some telecom companies already have their unique retail presence via Nokia Care Centers & Reliance Web World outlets, the telecom sector is now readying itself to take the next big leap for serving customers through these specialty stores.

Leading the fray is Essar group, which has initiated the concept of ‘one stop mobile solution shop’ in partnership with the Richard Branson’s Virgin Group. “Essar is a key player in the ever burgeoning retail markets in India. Virgin, on the other hand, is one of the most respected service brands in the world. Together we will gain in strength and bring to the customer a new and world-class experience at The Mobile Store through this partnership,” says Ravi Ruia. The Essar- Virgin stores will provide customers with a range of handsets and mobile accessories, apart from peddling a variety of entertainment products like gaming devices, DTH, MP3 players, cameras, while also offering services like handset repairs & exchange and bill collections.

Seeing competition hot on heels, India’s largest handset manufacturer, Nokia, is also revving up the focus on its ‘Nokia Care’ concept. The company has unveiled its Global Concept Stores in select locations across India over the last one month. Nokia also plans to create a special experiential zone for its N-Series in these outlets. While others are simply calling their retail expansion a business strategy, Nokia justifies its plans on the basis of a segmentation study, which divides the consumers in four different groups: Live, connect, achieve and explore. Nokia concept stores plan to have separate demo and experience zones for each kind of the consumer categorisation, thus enriching the consumer experience!

Joining this telecom retail mania is Motorola, which opened its first ‘Motorola Branded Store’ in New Delhi on April 18. “The Moto Store is testimony to the evolving Indian consumer, who has an increasingly sophisticated appetite for the latest, cutting edge mobile technology,” adds Malcolm Dawe, VP, Motorola India Mobile Devices. Motorola stores are an important step in company’s global strategy to offer its customers a truly seamless experience across its entire product portfolio. The ultimate game plan: Provide consumers with a great ambience, snazzy technological display, leverage the aspirational impact and make sure that he ends up spending more than he had originally intended to!

Edit Bureau: Devdeep Singh

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Hyundai slows down

IIPM PUBLICATION

Hyundai Motor Co. is not exactly having the time of its life. For the fifth quarter in the running, the South Korean carmaker’s – and the world’s sixth-largest automaker – net profit as well as sales have taken a beating. Recently, the company announced that for the first quarter of this year (that ended March 31), its net profit fell 10.2% to 307.4 billion won; a year earlier, the figure had stood at 342.39 billion. Sales-wise, Hyundai saw a decline of 2.6% in the last quarter. This is not what analysts expected: They had predicted that the company would post a net profit that would be much, much higher. So what happened along the way? Well, for one, there’s the case of the stronger currency. A stronger currency (in this case, the won) is making Hyundai vehicles much more expensive overseas, therefore reducing the value of profits earned. This is put into context when one sees that, in 2006, exports constituted for almost 60% of Hyundai’s sales. Also, Hyundai has been facing a problem on its labour front, and strikes are a very common feature at the company. Last year, for instance, as many as four striking labour walkouts had cost Hyundai a whopping 1.64 trillion won in lost output. Then, there’s also the intense competition in the Chinese market, which is forcing the auto-makers to reduce prices there. All in all, Hyundai seems to have run into a roadblock.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Honey, Come Let’s Go To The Space!

Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Looking for a holiday? Then forget the Alps and buckle your seat belts to a journey in the outer space. And, interestingly, you need not be an astronaut to go there, just being loaded with moolah is suffice. Space tourism is the new tourist destination with few people already making full use of the opportunity. A suborbital flight, fit to carry 5-8 passengers, will take you into space and would cost according to the distance covered. An out-of-the-world experience, this journey is for the rich and famous. And leading this space tourism journey is Sir Richard Branson’s Virgin Galactic, trying to bring excitement of outer space voyage to the civilians at just $200,000.

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Source : IIPM Editorial, 2007

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Lightstone strikes a lightening deal!

IIPM MANAGEMENT INSTITUTE

Lightstone Group has made their first hotelbuy a big deal. In one of the American history’s biggest hotel deals, Lightstone, country’s largest real-estate firm, will buy Extended Stay Hotels from the Blackstone private equity group for $8 billion. Lightstone will finance the deal with $1 billion in cash and $7 billion in debt. It won the deal over competing bids from Fortress Investment and Goldman Sachs. Extended Stay Hotels – the biggest player in the American mid priced extended stay segment – owns 683 properties with 76,000 rooms in the US and in Canada. Apart from its namesake, it operates under four other brand-names: Extended Stay America, Homestead Studio Suites, Studio- Plus and Cross land.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The newly opened Barcelona Biomedical Research Park attracts top researchers from around the world

IIPM PUBLICATION

One group at the center recently developed a method for studying the genome of a pathogenic salmonella strain (previously only a nonpathogenic strain had been studied) in order to better understand its virulence. Another company on-site is working on a landmine detection system based on the ability of certain bacteria to eat explosive compounds. These bacteria have been manipulated to glow at night if they are “happy,” as Naranjo explains—“and they’re happy when they’re eating this compound.”

Though the salaries of researchers are paid by the Spanish government, the research itself is funded by grants from around the world. The center recently won a grant from the Bill and Melinda Gates Foundation for its work as part of a consortium developing an HIV vaccine.

This type of work is representative of much of the top biomedical and biotechnology research going on around the country. Spain has a strong background in research: the country has historically produced a significant percentage of the papers published in scientific journals from European research centers.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Born to be Fat?!

IIPM MANAGEMENT INSTITUTE

FTO= Love handles
Just as you don’t call a blind man blind, and a black man black, you never tell a fat man he’s fat. But worse is when you tell him he’ll take it to his grave – the fat that is! There’s no escaping fat if you’ve got the ‘fat gene’! At least that’s what a research has to say about folks who have to deal with one tyre too many! Stumbling upon the gene, a group of scientists from Peninsula Medical School in Exeter and Oxford University, examined DNA samples of over 38,500 people from across the UK and Finland that showed a stark link between a particular variation of a gene called FTO and obesity.

That however, is only half the story! That people with two copies of the gene are 70% more likely to be obese than someone who has none is the other bad news. And as though it wasn’t bad enough already, such people are also on an average 3 kg heavier! There are fears, and valid ones too that the culprit gene will be used as a convenient excuse by obese people instead of maintaining a healthy lifestyle through a regular exercise regimen and eating in moderation. Says Dr. Neeru Gera, Consultant Endocrinologist, Max Healthcare, “All these researches, I think, have a very negative psychological impact on any individual because it makes the person lose all motivation to remain fit.” Besides, we all know how greatly obesity can increase the risk of heart diseases and diabetesand the possible link with cancer. Well it sure looks like size does matter after all!!

Edit Bureau: Rahul Chaudhary

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Good shot, Bermuda!

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Bermuda was in the news recently, thanks to the national cricket team taking part in World Cup 2007 in West Indies. We’ve all heard jokes on FM channels about how the team would come on to the field clad in ‘Bermudas’, etc. – but let’s get down to business now. The sleepy, mid-Atlantic holiday destination (a former British colony) is in news for all the right reasons: no, not for the ‘Bermudas’, but the fact that it’s becoming one of the most sought-after global financial and business hub. The capital of the chain of tiny islands (that together go by the name of Bermuda!), Hamilton, now plays host to around 13,000 companies, who’ve flooded the place with ambitious plans. So much so, that the skyline is rapidly changing and many feel that the island, which boasts of magnificent beaches, will soon lose its charm. Many of the historical landmarks are being brought down as more and more commercial development is taking place. But though the old school is complaining, the truth of the matter is that all this booming business has made Bermuda one of the richest places in the world today. In fact, it’s the third-richest place in the world if you go by per capita Gross Domestic Product (GDP). According to Standard & Poor’s Rating Services, Bermuda has a per capita GDP of $80,320.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

And what’s our banking got to do with him?

IIPM MANAGEMENT INSTITUTE

Oh well, he’s the Deputy Governor, RBI. That takes care of the first question. And as far as the second question goes, he better have a lot to do with our banking system, for as things seem to be proceeding, it’s quite amusing how the term ‘sweeping banking reforms’ has been conveniently expanded by the government to now also include ‘under the carpet’! It’s pathetic that the government has not only kept a stranglehold over the growth of new private sector banks, but also has persisted quite ludicrously in holding extremely high equity stakes in key public sector banks (the government holds around 70% of banking assets).

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Google has become the most used search engine

IIPM PUBLICATION

Keep Surowiecki’s types and elements in mind and think now of how Google has become the most used search engine in the world. Google founders Lawrence Page and Sergey Brin in their paper The Anatomy of a Large-Scale Hypertextual Web Search Engine described a page ranking algorithm. When the algorithm is applied to a particular web page, its page rank increases in value as the number of links to the page increase. The page rank algorithm aggregates the independent, diverse opinions of other (decentralized) web pages about a particular web page.

Similarly, the open source internet browser Firefox, developed by independent, diverse and decentralized programmers and first launched in 2000, now accounts for15% of all browser usage. And although one does not typically associate wisdom with food or entertainment, an Indian startup, Burrp.com, aggregates local opinions about restaurants, clubs, lounges, etc, in Mumbai & Bangalore. In Hamburg, Germany, Qype.com does the same and was recently named one of the 100 most innovative private companies in all of Europe by the Red Herring magazine.

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An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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“Premium” for “Discount”?!?!

IIPM MANAGEMENT INSTITUTE

Then comes Sahara’s total equity valuation of Rs.14.5 billion (what Jet agreed to pay as fair value for ‘all Sahara shares’ on April 13, 2007), Rs.500 million in interests paid over last year and an added Rs.1.5 billion worth of Sahara’s liabilities absorbed by Jet. Add to all these Sahara’s full-year losses of Rs.4.0 billion, and we have the mighty Naresh shelling anywhere close to a colossal Rs.28.50 billion! Now, did someone confuse the word “premium” for “discount”?!?! Surely, a deal deserving a ‘tip of the hat’ from CEOs who’ve ‘successfully’ led the worst and the most over-valued mergers ever! For what corporate high-flying logic does it make to shell out such a colossal sum for an entity that possesses zero assets (with all 24 aircraft s being leased till just 2010 and which have depreciated over last year)? Surely the answer is clear. As Praveen Vetrivel, Aviation Analyst, International Bureau of Aviation states, “The deal will mark a compromise for Jet... In short, an additional burden that Jet could have done without...”

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

The Blunt trap!

IIPM PUBLICATION

The Parent Trap star Lindsay Lohan has been linked with a host of men – from Calum Best to the nanny-lover Jude Law – and the latest to join the long list is the British crooner James Blunt. While his songs like You’re beautiful can melt any girl’s heart, Lindsay seems to have worked her charm on him too. The two were spotted together outside a Hollywood nightspot, and apparently also spent the night at Lindsay’s place. But Blunt does seem like one of the current most-wanted men in the circuit, and we would not be surprised if he changes the track to Goodbye My Lover soon!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Throes of a super hero

IIPM MANAGEMENT INSTITUTE

If poor insurance base is the area of concern in India, then developed countries are reeling under high health costs. USA has an annual health spend averaging $2 trillion; yet expensive health cover is playing havoc on citizens. According to NCHC, insurance premiums skyrocketted by 7.7% two years ago, making it difficult for a normal citizen to avail health benefits. When premiums rise two times faster than the prevailing inflation, then sustainability becomes an issue. European countries spend close to 10% of their GDP on healthcare, yet citizens have to sometimes shell out more money to stay medically insured. There is a higher rate of bankruptcy in the West due to high insurance premiums than anywhere else. Interestingly, even though developed countries boost of a high human development indexes, citizens are consuming lesser in order to save & pay for medical insurances. This tendency has significant repercussions on these economies as lower demand leads to lower production and so on. It costs $12000 annually for a person to stay insured in the US, in India it takes a little over a $100!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

The Minds At Work

MANAGEMENT GURU

What works in Bharti’s favour is its intrinsic strength. While industry ARPUs are declining, Bharti’s ARPUs at Rs.427 in the quarter ending December 2006 outshine Hutch (Rs.380) & Reliance (Rs.365). And with mcap of Rs.1.44 trillion (March 30, 2007) & cash flows of Rs.3.3 billion (quarter ending December 2006), the group has little liquidity constraints. John Joseph, Head, Corporate & Infrastructure Ratings, CRISIL Limited (which rates Bharti as stable), elucidates to B&E, “Rating reflects Bharti’s sustained leadership in the Indian mobile telecom market. .. However, like all other players the company is exposed to technology, competition & policy risks.” The agency also expects Bharti to fund a large part of future expansion requirements internally.

So while Vodafone prepares itself to unleash mayhem, Bharti’s success will now depend on how the new, dedicated divisions move ahead under their respective chieftains. But to their advantage goes, foremost of all, the fact that they will continue to be led by the man with the ‘beautiful mind’ and the Midas touch – Sunil Bharti Mittal.

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An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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And the Paramount picture is...

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Once upon a time, men tried to build a tower, the Tower of Babel, that went all the way up to the heavens. Angry at such an attempt, God disrupted their work for good by throwing in the trick of different languages and thus making communication impossible... The third of Alejandro González Iñárritu’s ‘death trilogy’, Babel portrays the confused state of the world, divided by language, race, religions, wrestling with issues like terrorism and through it, he invites people to really begin understanding each other. The story travels from Santiago to Tokyo, tracing broken families amid a cacophony of dialects and urges us to rise beyond the manic modern world. Brad Pitt, Cate Blanchett and Rinko Kikuchi deliver powerful performances. Babel is a notable attempt and a beautiful one at that. For producing a fi lm as stirring yet risky as Babel, Paramount Vantage deserves the Best Picture trophy, no questions asked.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Pirates of the textile treasure hunt

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Not waiting for the government to fix its policies two years after the end of the quota regime, Indian textile titans are charting their own destinies. Studded with dazzling export figures & brimming with super-colossal profits, the blue-eyed boys of the Indian textile sector are decisively gearing up for the global ramp with a never-before-seen spring in their stride

The map has been discovered. Its perfect topography has been studied, and the ship is all set to sail. And thus begins the great Indian treasure hunt. But wait! The period is not 1883; it’s the 21st century and we are talking about the Indian textile titans, who are all set to find their own ‘Treasure Island’. Yes, the textile tycoons are unearthing their own ways to strengthen their financial muscle. And what’s driving them to do so? With CRISIL envisaging the Indian textile industry to reach a sprawling $110 billion by 2012, with double digit growth in exports, the white collar guys of Indian Inc. are weaving strategies to put India on the world fashion map. Add to this the catalytic retail revolution happening in the country and Confederation of Indian Textile Industry (CITI) projecting a 10% growth in domestic haute couture market; the returns on offer are tremendous.

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An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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... and so are ril’s values

IIPM MANAGEMENT INSTITUTE

Indeed, RIL operates in risky environments. But just like the seemingly unrealistic growth ambitions, there are three clear diktats of Mukesh (also true for his father) that set RIL apart. The first one is to raise money from markets at rates much cheaper than the rivals. It is also noteworthy that the RPL share price (IPO launched in 2005, which also attracted investment of $300 million from Chevron) is trading above the issue price, which is stupendous, considering that the refinery is expected to commence operations only in December 2008. The second is to accomplish all outstanding projects on schedule. The third is that RIL endeavours to dictate the pricing mechanism of every sector it enters.

So like we said, if it wasn’t Mukesh, the expansions could be considered preludes to disaster. But the consistent growth path that has been the Reliance way of life, proves how Mukesh is one maverick who knows exactly where he’s headed. And there is every reason to believe that he will continue to do what he does best – dominate!

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Side-lining all human capital equation? Not really!

IIPM MANAGEMENT INSTITUTE

To understand this better, let’s take a look into the traditional HR system. To name a few, compliances, attendance, wages and salary administration, employee records management, employee grievances... were the few dominant functions of the personnel department of the yesteryears. The evolution of management school of thought and the obsession with human relations approach has created the HR department. However, the HR department couldn’t create a better image for itself, for it looked like old wine in a new bottle, and not much actually has changed. The woes of yesteryears can still be felt today. A lot of paperwork and unending processes have caused the department to lose respect in the organization and it is being increasingly viewed as a cost unit and a doormat for the company, where anyone can walk right in and with all ease brush-off their frustration.

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

MAX’imum impact!

IIPM MANAGEMENT INSTITUTE

This group made it to the 4Ps-ICMR rankings purely because of the tremendously entrepreneurial moves and innovative ventures that Max India Chairman, Analjit Singh, has scripted in the recent history. His next move in the biggest deal in the history of Indian telecom industry has shifted all lights towards the industrialist’s 8.75% stake in Hutchison Essar in particular, and the vicissitudes of the Max Group in general. Analjit is apparently even open to being Vodafone’s partner if the UK-based telecom major acquires Hutchison’s stake in the holding firm Hutchison Telecom.

Analjit Singh is a multifaceted man who has transformed the Max group into a multi business corporation with diversified investments in areas spanning telecom and media to the group’s principal activities of manufacturing specialty plastic products, clinical research, insurance, medical transcription, software, communication and business investment services. But the group’s healthcare business, through Max Healthcare, is the most talked about. With a market size currently estimated at $33 billion and a growth rate of 12 to 15% per annum, the industry is expected to touch
$70 billion by 2012, driven primarily by private sector investments.

Max is all set to capitalize on this smashing opportunity. Its hospitals and centres have a registered base of over 360,000 patients. And to complete the cycle, Max New York Life Co., a JV between the Max Group and New York Life Limited, now ranks third amongst private players in terms of the number of policies sold, with unheard of growth rates (last year they grew by 100%). And in our rankings? This group is a spanking Max’imum impact upstart, surely!

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

You can’t hide that smile anymore!

IIPM MANAGEMENT INSTITUTE

Brand: Taj Tea
Headline: You can’t hide that smile anymore!
Baseline: Wah Taj!
Agency: O&M

4ps Take: After years of cashing in on tabla maestro Zakir Hussain, now Taj Mahal tea is pinning its hopes on Saif Ali Khan. Any guesses as to what connects the two men? Right! It’s all about the pedigree! The USPs of the product are aroma and flavour– kind of things that are lapped by people with pedigree! The communication is straightforward – doesn’t need to work too hard really, as Wah Taj is such an highly recalled tagline. Let’s say it again, shall we? Wah Taj!

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

Has brand value got nothing to do with revenue earning?

IIPM PUBLICATION
They’re dead!” Even internationally, there have been brands born, nurtured and finally axed... for different reasons of course! While some were dropped post acquisition or a merger, some fell victims to the simple exercise of rebranding! What about ‘Marathon’ chocolate bars, whose name was later altered to ‘Snickers’?

There is also the latest on telecom front where Cingular (in which SBC owned a 40% stake and AT&T, the majority rest before SBC’s acquisition of AT&T) is now being done away with. Yes! After SBC acquired AT&T for $16 billion in 2005, it dropped its own corporate identity and adopted the AT&T name. Then there is also the recent move on part of the company to reduce to lower case – all the capital letters used in all marketing materials, from AT&T to at&t! What about the huge investments that help in building brands? Are they simply free funds that can be spent lavishly till the management gets tired of the whole exercise and wants a change in the way a brand looks?

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Source : IIPM Editorial, 2007

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative