Showing posts with label IIPM Admission Details. Show all posts
Showing posts with label IIPM Admission Details. Show all posts

Wednesday, June 5, 2013

Throw open the doors

The UN needs to make its job selection process transparent

Alluding to the United Nations’opaque selection process for candidates to its key bodies, Sir Richard Dolly, ex Director of UNICEF, makes a candid admission: “There is a need for some process of open hearing and interview of the best qualified potential candidates.”  The issue of selection cropped up when the U.N. Conference on Trade and Development announced the recruitment for the coveted post of secretary general. As per the UN’s cyclical selection process, the next man for the secretary general position to the UNCTAD must be from Africa. But, as is often the case, there is already a long queue in the run-up to the announcement of selection in September this year. Even curiouser, the UN Secretary General Ban Ki-Moon, who has the power to select, has refused to divulge the details of the shortlisted candidates.

The UN has a particularly blemished record when it comes to the selection of candidates for its various arms and agencies. The IMF and the World Bank too have a similar dismal record of recruitment, which they try to defend under the garb of “gentlemen’s agreement.” According to the agreement, the head of the IMF and the World Bank must either be an American or a European. That's a brazen display of economic and racial apartheid. Despite wide-ranging agreement among its members to drop the discriminatory policy, these bodies have not budged and obnoxious policy has endured to this day. What's even more exacerbating is that the rules of selection at these two apex bodies remain a closed-door exercise, with no information shared beyond their cloistered foyers.

 It seems that in the matter of selection of candidates for UNCTAD, Ban Ki-Moon is drawing his strategy from history, even though there is a need for adopting a new tack. According to Sir Dolly, eminent experts in the field like the Nobel laureate Joseph Eugene Stiglitz, an American economist and professor at Columbia University, and Jose Antonio Ocampo, former Under-Secretary-General of UN, ought to be in Moon’s selection panel. Though Moon ought to pay heed to what these respectable voices have been urging him to do, he has the luxury of acting unilaterally. Never in the history of the United Nations, a secretary general’s choice of selection has been rejected on the floor of the house.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Saturday, May 25, 2013

Try solar power

India is falling into the trap of nuclear energy which is expensive and hazardous
An unusual failure of rainfall all over the country has landed India in a crisis of power shortage since we are largely dependent upon hydel generation of power. More power must be found if India’s development is to be sustained.


The prime minister apparently found a solution to the power crisis by borrowing nuclear energy sources by inking a treaty with nuclear companies. Since then, USA’s big business has put great pressure Manmohan Singh’s UPA government to enter into a nuclear treaty with the USA.

Radiation leak is inevitable in nuclear power generation and radiation constitutes a  grave danger, whether the source be USA or Russia or former republics of the USSR. The Koodankulam nuclear power plant built with Russian help is near completion.

The common people, apprehensive of the dangers of nuclear radiation, have fought this  grave peril to their lives.  But the state is indifferent to the protests of common people and is proceeding with the project overlooking clear and well laid down scientific facts.  Long years ago I had raised my voice in vain against nuclear generation. ‘Nuclear never, solar ever’ was the slogan I coined but it was ignored by successive governments.

Solar power is the conversion of sunlight into electricity. Even with two rainy seasons, India receives good and bright sunshine all over. The average solar insolation in the country is worked out as equivalent to 2.9x107 MW of power generation capacity per year.

In addition,  solar power is inexpensive in generation.  A recent Indian Express article has explained how solar power is cheap even in small quantities domestically and saves big  transmission losses.

Likewise, wind power is easily available all over the country as has been demonstrated in the Tirunelveli District, Tamil Nadu.  How safe and locally available is this process?  In other words, it is time a massive project for wind generation of power should be undertaken all over the country.

Interestingly, there is also big business interest in these proposals.

Since power shortage has the crippling effect on development and the sun’s energy is available abundantly in most parts of our country, what we require is a colossal research on solar power. If we succeed here, it will be a national victory and can be considered the poor man’s success on the energy front. Little research has so far been done in India on this subject. But considerable potential exists if our governments dare to worship the sun.

Let me cite some long passages from what Dr Ravindranathan Thampi, solar energy expert and professor, solar energy, University College Dublin, Ireland, said: “It is simple and does not require huge investment, signing of MoUs or other complex procedures. People who are interested in investing can easily generate solar energy if they have a small roof or wall with the right inclination and with exposure
to sunlight for long hours.  The power generated can be
fed to the grid, while the production
and consumption can be monitored by an electronic meter.”

It is cheap and easy to install, but there needs to be a guarantee from the Kerala State Electricity Board that they will pay the bills on time.  Energy can be generated in small quantities.  “There are so many homes, especially NRI homes, that are locked and uninhabited for most part of the year which is ideal for feed-in-tariff. We need working models that are simple and effective.  It would cost Rs 7 per unit as against the Rs 12 per unit of the Kayamkulam plant.  Moreover, it would be free from transmission loss,” said Ravindranathan.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Wednesday, May 8, 2013

Ports are burdened with excess traffic they can’t handle

A raft of infrastructure issues is affecting the growth and prospects of our ports. In the face of capacity constraints, lack of connectivity and inadequate mechanization, ports are burdened with excess traffic they can’t handle
The total available capacity at Indian ports during FY2012 was 1,172.93 MT while the total projected traffic for the same period is expected to reach 876.7 MT as per the National Maritime Development Programme. This translates into a Berth Occupancy Factor (BOF) of 74.7%. Going by the recommendations of the Major Port Development Plan prepared by the Port of Rotterdam, this is more than the acceptable berth congestion level. Against the ideal BOF of 60-70%, as recommended in the Plan, a majority of Indian ports operate with wavering BOFs. In 2010-11, while ports at Haldia, Vishakapattnam, Paradip and JNPT had an average BOF higher than the prescribed 70%, those at Cochin, Chennai, Goa, New Mangalore and Mumbai fell below the 60% threshold. Only Kandla port fell into the perfect mix of occupancy with an average BOF of 69.95%.

Non-adherence to the prescribed BOF levels directly impacts the efficiency of ports, something that Indian ports seem to be deeply plagued with. Another indicator of inefficiency is the cumulative average turnaround time for ships entering major ports of India, which aggregates 4.67 days. This is phenomenally high when compared to the turnaround time at the Singapore port, which is less than a day. While the delay in turnaround time can still be explained away as a result of large vessels needing more evacuation time, the tardiness in the matter of pre-berthing directly points to shoddy infrastructure and lack of ample berthing space at the ports. The fact that such pre-berthing delays were a regular feature throughout the year shows that there is an urgent need to undertake capacity expansion at the earliest. In order to quicken turnaround time as well, there is a need to have greater use of mechanization in the evacuation process rather than relying on conventional methods.

The practice and prevalence of conventional methods for port operations have been the bane at most Indian ports. In the case of Paradip port, it’s the inability to adopt modernisation that has bestowed on it the dubious distinction of having the longest turnaround time amongst Indian ports. Between FY2009-10 and FY2010-11, while the availability of modern wharf cranes at Paradip port increased from 75.3% to 95.23% during the period, its utilization rate increased by a meagre 0.3% from 20.85% to 21.15%. The situation was no different in the case of forklift trucks - while being available for use 97.21% of the time during the year, they were used only for 3.69% of the time that they were available. This sorry plight of low utilisation of modern machinery goes to show that Indian ports, instead of moving forward towards modernization, are still stuck on using tedious and slow conventional methods.

Even the Ministry of Shipping, which is the nodal agency for framing the policy agenda for port development, has not been able to spur port operators to adopt greater levels of efficiency and productivity. Its lackadaisical attitude towards port management is reflected in the fact that the MoS accepted less than appropriate target levels for performance improvement of ports. The only port to show some performance worth speaking of has been the Jawaharlal Nehru Port Trust (JNPT), which reported utilization rates above 60% and availability above 90% in 2009-10. No wonder that amongst all Indian ports, JNPT is India’s busiest container port, accounting for over 55% all Indian containerised cargo traffic.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles

Saturday, May 4, 2013

Letters to the editor

Insightful magazine
Business & Economy is one of those insightful magazines that I thoroughly enjoy reading. There have been some great cover stories back to back and the issue on “Reverse Innovation” has been one of them. The entire issue was well conceptualized. Reverse innovation has been gradually picking up steam and to stay competitive, companies should maximize its potential since innovation is not only about bringing down pricing in India. I also enjoyed the cover story on ‘Ten Ways to revive Indian Economy’, as the points the package suggested are the ones India needs to thoroughly work on in order to stay competitive. It logically described the ten reforms India should implement not only to refurbish the economy but also the entire socio-economic fabric at large. Comments from Planning Commission and Ministry of Finance were equally thought-provoking. I would look forward to see many more such issues in future.

Sukhamay Paul

Chairman, Institute of People’s Education – Coochbehar, Under Ministry of H.R.D, Govt. of India

Great supplement

Despite having computer problems and a cold that delayed me for a feedback, I thank you for writing and sending the cover story on brain mapping in your supplement “Tech Next”. I enjoyed it very much. The team has good writers and I particularly enjoyed the flow of the cover story. My only criticism is a misplaced fact. Although Rob Williams is my colleague and we have done research together and written articles that have been published, the fact is that he is not a physicist. That was someone else who I mentioned in the interview – a small thing that no one will really notice. I appreciate very much the opportunity to participate in your article.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Nielsen back on the receiving end, again?

NDTV’s strong lawsuit against TAM and the people who control it (Nielsen & Kantar) exposes manipulations that are calamitous for the entire market research fraternity. And it also begs a question oft repeated by us – why does Nielsen, in particular, find itself in the ignominious limelight so consistently?

David Ogilvy gifted us with many gems of advice, and one of them went thus, “Advertising people who ignore research are as dangerous as generals who ignore decodes of enemy signals.” Such is the importance of research in the marketing world, since it is the starting point of the marketing philosophy of ‘sense and respond’. While timely and accurate research is essential to effective advertising, it is also extremely important for media planners to ensure that a communication reaches the right target audience and makes the desired impact. Conversely, incompetent market research is equally dangerous, and MR companies have to stay on their toes to keep their research results in tune with reality. But what about market research that is manipulated, and that too, by the best in the business?

The latter is the basic context of NDTV’s recent lawsuit filed in the Supreme Court of the State of New York. The news channel has alleged that TAM ratings have been deliberately manipulated in India over the years to report a lower market share for NDTV. This, in turn, has led to losses, which are “not less than $810 million” over the past 8 years. Matters have worsened to the extent that NDTV is now seeking at least $1 billion in damages from Nielsen as well as Kantar, which jointly operate TAM ratings in India.

Nielsen is certainly no stranger to criticism over its research practices. The data released by the company for the FMCG sector is a case in point. For the quarter ending June 2012, seven of the listed FMCG giants reported an average value sales growth of 19.28% as compared to Nielsen’s estimate of 17.6%. Even more significant discrepancies were found in the data across categories and companies (as reported in a leading national daily). Nielsen has maintained that it brings out a retail audit and it is technically wrong to compare it to actual quarterly results, but FMCG players have been critical of Nielsen’s research reports over time. Unilever CEO Paul Polman has claimed in the media that Nielsen is not very accurate with their numbers.

It’s not restricted to FMCG players. A spokesperson with a consumer durables firm speaks on condition of anonymity, “We had problems with Nielsen data on our market share since they had largely ignored the regions where major infrastructure development is happening.” Once Nielsen addressed these issues, the particular player’s market share more than tripled! A radio industry official also admitted to B&E that he was unhappy with RAM readings. He cites the example of Radio One, which turned from Hindi to English in January this year. But its market share (as per RAM) remained just about the same, which is quite improbable with such a shift in audiences.

TAM ratings themselves have largely failed to find favour with the TV industry. But the case document filed by NDTV is a Pandora’s box of sorts, which goes beyond research competence to make shocking allegations of deliberate manipulation of TAM data for commercial gains & steadfast resistance by the ratings agency to make amends. At the very outset, the case document alleges that the core reason why Nielsen is neglecting customers is the fact that it is now controlled by PE players like KKR and The Blackstone Group. Since these groups have short term gains in mind and want to cash out quickly, Nielsen is allegedly looking at cost control and cost avoidance measures; the most common being “refusal to increase sample sizes” and not adapting to local conditions in countries like India and the Philippines. A committee report in 2010 indicated that the sample size of 8150 for TAM and 6000 for aMap was grossly inadequate for a market with 129 million TV watching households. An e-mail request for interaction sent to the Nielsen India office for this story went unanswered.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Friday, April 26, 2013

“There is no dissidence in BJP”

The party does not believe in individual milestones and works as a team, says BJP president Nitin Gadkari in an exclusive interaction with Anil Pandey

B&E: You have completed more than two years as the president of BJP. What are your achievements?
Nitin Gadkari (NG):
We in the BJP do not believe in individual achievements. We work as a team and take collective decisions by consensus. As far as the party’s overall performance is concerned, we periodically review our performance and take effective measures to further improve it.

B&E: Factionalism was rampant in BJP when you became the national president. Have you been able to control it?
NG:
I am afraid your assessment about the BJP is untrue. There is no factionalism in our party.

B&E: It is said that some central leaders of the BJP have fueled the Yeddyurappa and Vasundhara Raje episodes. What have you done to stop this?
NG:
All these are completely baseless and motivated allegations against the BJP’s central leadership and deserve to be dismissed with contempt. I am sorry to use harsh words. But it is becoming a fashion in a section of the media to defame BJP leaders.

B&E: One of the groups within BJP made sure that Khanduri lost the elections. In UP, Yogi Adityanath and Varun Gandhi openly issued statements that harmed the party. Yet you did not take any action against them.
NG:
There is no basis for such allegations. We have analysed the factors responsible for our below expectations performance in UP and are taking corrective measures to galvanise the party for the upcoming 2014 Lok Sabha elections.

B&E: What, according to you, were the reasons for the party's defeats in UP and Uttarakhand?
NG:
We have not lost the Uttarakhand elections. We beat anti-incumbency. It is very unfortunate that we could not form the government. About UP, I have already stated that we are trying to improve things in the state.

B&E: Lack of communication among senior leaders was one of the main issues discussed at the recently held coordination meeting of RSS and BJP. How will you ensure proper communication?
NG:
All existing party mechanisms are being streamlined to further improve communications at all levels in the party and between the party and the BJP-ruled state governments.

It is being said that no party will win a majority in 2014. Do you think the BJP will be in a position to form the government?
NG:
I am confident that the BJP-led NDA will form the next government after the general elections, whenever they are held.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 

Tuesday, April 16, 2013

M&A: An option or a compulsion for MRF?

Blame it on the rising raw material cost or the inverted duty structure, MRF is now exploring opportunities for acquiring companies outside the country, all to protect shrinking margins and remain profitable. But, is it really the right strategy?

Although MRF, India’s largest tyre manufacturer, entered the business much earlier than most of its competitors, it chose not to invest any money in building plants or acquiring companies abroad. Instead, it has focussed on building its brand in international markets. But not anymore. Blame it on the rising raw material cost or the inverted duty structure, MRF is now exploring opportunities for acquiring companies (as well as rubber plantations) outside the country, all to protect shrinking margins and remain profitable.

While the company is yet to announce full results for the year ended September 30, 2011, Arun Mammen, the Managing Director of MRF took a lot of pride in announcing (at a press meet in Chennai recently) that the company’s turnover has crossed Rs.100 billion mark in FY2010-2011 (the first Indian tyre manufacturer to do so in any financial year) at a growth rate of about 30 % over the previous year on the back of buoyant demand. Though the topline has not posed a serious problem for MRF (the topline of the company has doubled from Rs.50 billion in 2007) so far, the bottomline has taken a dip due to high raw material costs. MRF reported a net profit of Rs.2.2 billion for the nine month ending June 30, 2011 against a net profit of Rs. 2.7 billion during the corresponding period last year, a decline of 19.08%. And not just MRF; in fact, the tyre manufacturing industry, as a whole, has been operating at a margin of 1-1.5% for the last one year or so.

The reason is simple. The rubber prices have gone up from Rs.140 a kg to Rs.235 in the domestic market over the last one year. Although prices have plateaued now, they are still high for an industry that is marred with an inverted duty structure – a scenario where it costs more to import rubber (20% import duty) than importing a brand new tyre by paying just 7% import duty.

Further, the removal of anti-dumping duty by the government on truck and bus radials (TBRs) imported from China and Thailand from August 2011 onwards has only made the situation worse for tyre manufacturers, including MRF, in India. The move is expected to make imported tyres not only cheaper by almost 15-20%, but will also limit the pricing power of domestic players in replacement TBR market thereby further impacting their margins.

Notwithstanding the concerns of relatively lower distribution reach and inconsistency in quality of the imported tyres, the attractive price point is expected to pose a serious threat to domestic tyre manufacturers particularly in the replacement segment where MRF happens to be one of the dominant players, placing large Chinese tyre manufacturers like Giti Tire Company Ltd. and, Weifang City Gunaite Rubber Co. Ltd. in direct competition with it. “It was said that the imports of rubber is being discouraged because of the larger interest of the domestic rubber growing community. But one cannot understand that if this was the intention why there has been a rise in the imports of finished tyres from other countries, how is it going to help the domestic industry?” questions Rajiv Budhiraja, Director General, Automotive Tyre Manufacturers’ Association.
 

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face

Monday, April 1, 2013

B&E This Fortnight

INTERNATIONAL
BUSINESS, ECONOMY & FINANCE

Osama Dead Bringing the 10 years worldwide efforts to hunt down Osama Bin Laden, the infamous leader of al-Qaeda, to an end, the US government in a covert military operation gunned down the most wanted fugitive on the planet. Osama’s hideout was a conspicuous, three-storied structure with high boundary walls in the Pakistani city of Abbottabad, just 61 Kms north of Islamabad. In an operation that according to the US officials was unknown to the Pakistan government, the Navy SEALS of the US military shot down Bin Laden after some resistance from him. Reportedly, Osama was hiding at the Abbottabad mansion for the last five years and the Pakistani army was unaware of his whereabouts even though Pakistan’s top military academy is within 800 yards. As the rest of the world celebrated the death of the father of terrorism, Islamic fundamental groups like the Hamas, Hezbollah and al-Tufayli have been mourning and honouring him in the Middle East where the reaction to his death has mostly been ambivalent and even indifferent. To prevent his dead body from becoming an object of deification by his supporters, he was buried in the sea. But his presence in Pakistan has obviously led to the speculation about possible connivance by Pakistani army officials regarding Bin Laden’s hideout all these years.

GM posts Q1 Profits
General Motors reported Q1 profits, which more than tripled from a year ago to $3.15 billion due to strong demand for fuel efficient vehicles. The results are all the more striking considering that GM had less than two years ago declared bankruptcy and had to be bailed out by the US federal government. This is the fifth consecutive profitable quarter for GM, which goes to show the impressive turnaround managed by the Detroit-based automaker. But, despite the company’s revenue rising to $36.2 billion from $31.2 billion last year, its shares have stalled around the $33 level due to investors’ concerns over rising gas prices and higher costs for launching and selling new cars. The company has also faced recent glitches over steering and transmission problems across its popular Chevrolet Cruze model and had to recall more than 154,000 Chevrolet Cruze cars from the huge North American market.

Sony CEO’s apology
Sony Chief Executive Officer Howard Stringer apologised to users of its PlayStation Network and Qriocity as hackers had compromised the data of more than 100 million accounts used for accessing games and music over the Internet. In a letter posted on the PlayStation Blog, Stringer also said Sony has put in place a $1 million identity theft insurance policy to cover affected users. Stringer’s comments come after he faced criticism of his leadership since Sony revealed hackers had compromised the data of more than 100 million accounts.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist). For More IIPM Info, Visit below mentioned IIPM articles

Friday, February 8, 2013

Satisfied with the performance of Sushma Swaraj?

The current Leader of the Opposition in the Lok Sabha has failed to take the Congress to task in the Lower House. Factionalism within the party as well as a lack of charisma on part of the tallest leaders have made Swaraj's task harder. She will need to make a deep impression if the BJP's image and future poll prospects are to brighten.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Saturday, January 19, 2013

REVIVAL: JAPAN

Japan is distancing itself from the US and affirming its own foreign policy. Is this the start of a new political order?

It has been like that for long and this base has been playing a crucial role in furthering the American foreign policy in Asia since the Vietnam War. And thus, an otherwise subservient Japan has all along been a major helping hand. Even now, while the American assault in Afghanistan and Iraq has been going on for years, the Japanese Maritime Self Defence Force plays a very critical role in refuelling the US warships over the Indian Ocean. In fact, for long, Japan didn’t have a foreign policy truly of its own – the US, since the end of World War II, playing a major role, with critics even blaming the Japanese government for literally outsourcing foreign policy to US. In all, Boston Celtics were #1 in Japan, as was Toyota in the US.

Then what exactly has gone wrong in the American behaviour towards Japan? The answer is, the Japanese behaviour towards America – vindicated, rather flamed further by the current lateral shifts in the Japanese political formations with the meteoric ascent of the Democratic Party of Japan (DPJ), led by Yukio Hatoyama, into the helm of affairs. DPJ gave a body blow to the Liberal Democratic Party which had almost become synonymous with Japanese government in the last half a century. The victory of the DPJ should not be seen as a mere vote against incumbency but more as a sort of referendum against the US dominance in Japan’s foreign policy and military affairs. In fact, there is much pressure on the newly elected Hatoyama government to scrap several deals with US, the foremost among them being the Guam Treaty under which US expects Japan to spend nearly $6 billion for relocation of some of the US bases in Futenma in Okinawa to the American island of Guam. This, in itself, is part of a $26 billion defence package for the base realignment plan which also includes an estimated expenditure by Japan to the tune of $11 billion for the construction of a new US Marines base in Okinawa and an expenditure of $9 billion for the creation of a ballistic missile defence system.

Gavan McCormack writes in DMZ Hawai, “As the Japanese economy reeled under the shock of its greatest crisis in 60 years, these were staggering sums. It was once said, of George W. Bush, that he was inclined to think of Japan as ‘just some ATM machine’ for which a pin number was not needed. Under Obama, too, that relationship seemed not to change.” 


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.


 

Friday, January 18, 2013

How special is your speciality?

Specialised MBAs are now coming up in various sectors. B&E meets up with specialists within these sectors to find out whether such niche mbas are useful in the long term...

The specialised MBA tag is getting significantly wider in scope and appeal. While we had specialisation streams available in areas like agriculture since many years (IIM-A being a leading example) and in computers too since the past two decades, recent MBA specialisation steams have included eclectic areas like production management (for example, Indian Institute of Production Management’s School of Management; not included in our current survey), petroleum management, hospital management and more; in fact, we even have specialisations in the football and wine industry now (not in India though)! But do they work or not?

When MBA institutes, as well as the students who join them, invest their time and money in specialised MBA courses, they have an agenda in mind. The students want to establish a unique positioning, with a specific target audience in mind; i.e. the sector in question. Sometimes, such a unique positioning is actually driven by an illusory impression created through a short term growth in the sector in question (for example, MBA with retail specialisation); a growth that may or may not last over the long term. Sometimes, the MBA specialisation in itself is created by teaching only a mere handful of subjects – in one university-affiliated institute that we went to, the specialisation course in retail management was restricted to simply three elective subjects. To be fair, we did not deeply investigate the depth that each of these courses had – perhaps they did too – but what was clear was that even students aren’t analysing more important factors like contents, academic orientation and industry interface in the specialisation area, before taking up the course.

Moreover, unless a student is crystal-clear about his/her industry preferences, this could be akin to playing a major career gamble, just based on the hype that the sector generates.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Wednesday, January 16, 2013

Breaking out of routine!

Breaking away from a set pattern of life has been a dream for most, but these days many are living that dream too!

On a summer evening while waiting for a friend at one of the busy McDonalds restaurants in Delhi, I was approached by a German couple (in their late 20s) looking for the cheapest way to reach Shimla. Guiding one to Shimla from Delhi isn’t as effortless as guiding one to the neighbourhood grocery store, so while I took pains to explain the cheapest options available, they joined me at my table… As I chatted up and asked them (Steve & Natalie) what they were doing in India, Steve promptly replied, “I guess you could call it a gap year for travelling. We have just come back from Kashmir and would be leaving for Iran in a few days. We thought of going across Pakistan, but it would probably be a little unwise incase we bump into Osama bin Laden!” We burst out laughing but somewhere inside I was enthralled by their spunk and nerve to beat the stereotypes of life. In order to support their lifestyle financially, Steve explained, “Last year we were in Australia, and there we did a few farm jobs along with travelling. They are quite easy to get. We also did some bar work and restaurant work. We put in lots of hours to save enough money to travel in Asia for eight months. To get a work permit, one can apply online. Some people get it through an agency. The agency can also sort out a bank account and a tax file number. But agencies charge a fee, so some people (like us) just do it themselves.”

While Steve is a freelance writer and Natalie has taken a break before joining her regular education, upon research one realises that, there are many who take a sabbatical (a gap year, though usually longer than a year) from regular work or from education to pursue travel, international voluntary community work, or just an international working holiday!


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Monday, January 14, 2013

“Our work will speak...”

B&E: The credit crisis is creating a lot of problems for business. How are you managing it?

KG:
The world was very different place before September 15. The September 30 quarter in 2008 was one of the best quarters for us. We had almost 7% sequential quarter on quarter growth. The last 2 quarters were very bad. The world has changed. Did we see it? Not really. But we reacted very fast. In the short term, it was all about expense control.

B&E: Why have you maintained a flat outlook for 2009?

KG:
What we see in the market is that with some confidence, we are saying that the market is about to revive. The bottom has been reached for the client as well as the industry. Just a question of recovery, there the consensus is that it will happen probably by the first half of 2010.

B&E: You are planning to look more towards home ground for business opportunities. What opportunities have you identified?

KG:
We are seeing wins in the private and government sector; and we expect to see revenues accruing to the company over time, as many of these wins are based on new models of engagement, where pricing is based on transactions.

B&E: Is doing business on home ground easier or harder than doing business in developed markets like EU and US? Please explain. How are expectations of Indian customers different from global customers?

KG:
The Indian market is very small compared to markets outside the country, with US and EU contributing to almost 90% of the total revenues. Infosys has been in these markets for a long time and as established itself as a strong and efficient service provider. In India, we still have a long task ahead, in establishing ourselves as a key player.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Friday, January 11, 2013

Abiogenic?!?

Oil’s found between rocks!

King Hubbert predicted in 1974 backed by his Hubbert Curve theory that oil would go to its peak in 1995 and then it would start declining and will then exhaust gradually. But that did not happen. Oil demand steadily went down in 1970s and 1980s due to instability in oil producing regions and then drastically went up in 2000s. In between, the Association for the Study of Peak Oil and Gas, as well as two other stalwarts – Ali M. Samsam Bakhtiari of National Iranian Oil Company and Chris Skrebowski, founding Director of Peak Oil Consulting – further predicted that the peak in oil would occur somewhere around 2007. However, that again didn’t happen as oil reserves as well as production further went up (US International Energy data). The crux of the issue remains the same – when the hell would oil run out? The reason this question is important is to understand how much money and efforts should be invested in moving over to alternate/quasi-fuels. Allow us to give you the latest dope – oil is never going to run out! We don’t wish to sound off our blocks, but what we said, fortunately or unfortunately is reality.

While oil reserves in 2007 were around 1,184.208 billion barrels, they’ve gone up to 1,342.207 billion barrels in 2009. Despite increase in investments in alternative energy, these in reality might not be required at all. Researches under the new abiogenic theory contradict the age-old traditional theory that petroleum is derived from biogenic processes.

Iconic authors Jerome Corsi and Craig Smith explain in their cult novel, ‘Black Gold Stranglehold: The Myth of Scarcity and the Politics of Oil’ how the belief that oil is a fossil fuel and that it is a finite resource has been promoted to make America (and the world) a vulnerable society. And why’re the authors so important as to be quoted by the likes of National Geographic and Discovery?


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Monday, January 7, 2013

Why Blame Unions for the AI Mess?

 As I read and watch the whole shindig about the free falling Air India, I just can’t help but go back to 1987 when I was a young Bombay based hack (Yes, it was called Bombay back then!). Rajiv Gandhi was still hugely popular and corporate India was delighted with his efforts to help India Inc. Rajiv Gandhi wanted to improve the performance of state run organizations and the most prominent initiatives were directed towards Doordarshan and Air India. A young, dynamic Rajan Jaitley who had a successful stint in ITC was made the MD of Air India and given the job of revamping the ailing (yes, it was ailing back then too!) carrier. A young Ratan Tata too was inducted to the Board as a sentimental gesture; after all, Air India was the brainchild of J.R.D Tata. Back then also, there were strong rumours of a rift in the Board and allegations of mismanagement. Yours truly had even written a story that-if my memory serves me right-started off by asking: “What was Ratan Tata doing when Rajan Jaitley was busy redesigning air hostess uniforms and changing the crockery at Air India?” Last known, Jaitley was operating out of London and Delhi, running a financial services consultancy Around that time, another young high flier called Harsh Vardhan was running the ambitious Vayudoot, the third state owned airline after Indian Airlines and Air India. Vayudoot claimed to service more than 100 destinations and I recall how everyone was going gaga over this wonder boy and his Vayudoot magic. Most hacks talked of the “close relations” Harsh Vardhan had with the sons of a certain Union Minister who then lived near Hotel Le Meridien. Of course, Vayudoot crashed into extinction very soon after that hype. Last known, Vardhan was a consultant for the private airline MDLR.

Why am I on this nostalgia trip and what has the past got to do with the present controversy that rages around Air India? Well, the point is, the more things change, the more they remain the same. It was natural then for those privileged enough to fly to curse the shoddy attitude and service of “unionized” employees of IA and AI (Only the brave dared to fly Vayudoot whose aircraft often had doors suddenly opening in mid-flight!). And now, the Civil Aviation Minister is peddling the same arguments blaming the “unionized” employees and the crisis facing commercial aviation for the disaster looming at AI. Most in the media seem to be lapping up this argument.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.