Waste put to good use

Promote plastic waste for use in road construction

The statement "We are sitting on a plastic time bomb" made by the Supreme Court on April 03, 2013, highlights the grave concern that is posed by plastic waste in India. For instance, the country produces as much as 56 lakh tonnes of plastic waste per annum, as per the Central Pollution Control Board (CPCB). The four metro cities, i.e. Delhi, Chennai, Kolkata and Mumbai, generate plastic waste of 689.5, 429.4 425.7 and 408.3 tonnes per day respectively. Moreover, 40% of the total waste is neither collected nor recycled; so they become a continuous source of pollution. In this scenario, the problem is likely to worsen with time as not only is there an adequate waste management system in place but worse, even the existing system does not function efficiently. But not all hope is lost. A new initiative -- of constructing roads using discarded plastic items -- offers a ray of hope in finding a solution to the problem of disposing off hazardous plastic waste.

R. Vasudevan, the Dean and Head of Chemistry Department of Thiagarajar College of Engineering (TCE), also known as Madurai's ‘Plastic Road Man', had laid the first plastic tar road within the TCE campus in 2002. Since then, thanks to the extensive research carried out by him, Bangalore University, the Council of Scientific and Industrial Research (CSIR) and the Central Road Research Institute (CRRI), New Delhi, have helped the nation to construct several trial roads using plastic waste. The Bangalore Mahanagar Palike (BMP) decided to use plastic waste over asphalt to over 40% of the roads under a World Bank scheme in 2005. Similarly, Pune constructed its first plastic bitumen road in 2011. In addition to that, Tamil Nadu Chief Minister Jayalalitha recently announced in the assembly that the state is coming up with a plan to relay 1,100 km roads in the rural and urban areas by mixing plastic waste with bitumen. Even Meghalaya might get the first plastic road in the Northeast in the near future.

What's the reason for these states taking a shine to plastic roads? Several reports and experiments have proved that plastic roads are “25% better than unmodified roads and are almost 200% resistant to water absorption. Even the maintenance cost of these roads is very low, while the durability is high. The roads reportedly need no repairing for at least five years.” Moreover, plastic roads would be an added advantage for a country like India, which has a hot and an extremely humid climate, and where torrential rains are responsible for damaging most roads.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

As sales bounce back, AC playersvie to beat the sweat

In order to grab a slice of this growing market and tap new customer segments, players are rolling out products that are energy efficient, have better technology and deliver an acceptable price-performance ratio for the target customers. By Sanjay Kumar

Air conditioners (ACs) are fast becoming must-haves as consumers become increasingly accustomed to air-conditioned environments at the workplace, homes, malls, cinema halls and in their cars. With the consumer durables industry in India growing at 15% annually, and the fact that the air conditioning segment remains among the least penetrated consumer durables segments, at less than 3%, more and more players are entering the AC market with hopes of tapping the growth opportunities. The AC market in India currently has over 20 players who are fighting for a slice of the market amidst high hopes that it will grow substantially in the future.

The fact that 97% of Indian households are still untouched by room air conditioners – while the adoption of comparable products have surged ahead – indicates that industry players are far from realising the full market potential. This has led to players intensifying their efforts to grow the market and reach out to new consumer segments. But despite fierce competition and a sizeable market turnover in the room AC industry, which last year generated sales of 4.2 million units worth Rs.72 billion, there are several issues crimping the growth and potential of the industry. According to industry experts, lack of infrastructure in the form of inadequate power supply is the most important factor inhibiting the growth of the AC industry in India. “Globally, 40 to 50% of the electricity is used by buildings, and out of that 30 to 40% is accounted for by air conditioning,” says Gaurang Pandya, MD, Carrier India. High up-front costs of an AC are also a major barrier to adoption for many Indian households. This is particularly important in India where the traditional air cooler offers a cheaper substitute for households at a time when energy prices are rising. To increase penetration and accelerate market growth, AC manufacturers are now taking a leaf out of the automobile industry's book and offering easy financing and purchasing options with the view to bring ACs within the reach of a much larger percentage of the population. Trade sources say that finance-driven sales in ACs have risen by 7-8% over last year. "Last year, finance-driven sales were 22-23% of total AC sales. This year, it stands at nearly 30%," says Manish Sharma, MD, Panasonic India.

Many players are also banking on innovation and technology to lower their cost of production, which can then be passed on to the customer through a lower ticket price. In fact, several companies have introduced air-conditioners endowed with inverter technology that has a shorter motor run-time and therefore consumes less electricity. Although energy-efficient products are relatively more expensive than the standard variants, a large number of consumers are choosing them to reduce long-term costs. Sanjay Mahajan, Vice President – Sales and Marketing, Carrier Midea India, says "energy-savers, though 15-25% more expensive than the regular models, are now viewed as ‘value for money’ by Indian consumers."

AC manufacturers are also adopting the strategy of offering a portfolio of lower priced products by resorting to economies of scale and focusing on obtaining cheaper components and materials. Currently, Haier and Onida are among the cheapest brands in the Indian market but other players – mainly Japanese and Korean – are also introducing products at cheaper price points. A case in point is the Japanese AC manufacturer Daikin, which in spite of its premium tag, is trying in earnest to tap all segments of the market. "We want to tap all segments, not just the top segment of the market. We have already launched products targeting each segment. And now it is time for us to penetrate the rural and semi-urban cities of India," says Kanwal Jeet Jawa, MD, Daikin India. As part of its strategy to increase its share in the Indian market from 12% to 20% by 2015, Daikin plans to have dealers in all Indian cities with at least 100,000 population. Not only Daikin, which claims the No.1 position in the global air-conditioning market, other Japanese AC makers such as Panasonic and Hitachi have also made a strong inroad into the bulging AC market in India over the past couple of years.


According to industry sources, both Panasonic and Hitachi have maintained a steady growth in the AC market and cumulatively account for more than 15% of the market currently.

The past fiscal year, which saw the overall AC market in India post a negative growth of 26% year-on-year, was particularly bad for the Korean majors Samsung and LG. The market share of LG dropped to 17.3% in February 2013 from 26.3% in March 2011. Samsung's market share, too, dipped to 11.3% by February 2013, from 19.5% in March 2011. On the other hand, the share of home-grown Voltas increased to 18.3% in February this year from 17.5% in March 2011. The company has attributed its latest growth to aggressive marketing of its new all-weather air conditioners introduced early last year. But its success has deeper roots than that. Over the past five years, Voltas has built its brand, introduced new products and expanded its retail presence to a total of 6,000 outlets. Fast-growing smaller towns and cities now contribute about half of Voltas’ sales and the company sees them as its main source of future growth.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

What after mandela?

South Africa risks sliding back into recidivist politics

"For as long as he lives, South Africans breathe a little easier and believe in their country a little more. When the day after Mandela dawns, that belief will be shaken, not dramatically or immediately, but slowly and perhaps imperceptibly. South Africa will, quite simply, be a different country." That was British Prime Minister David Cameron’s message in the Telegraph, echoing the fears of world leaders about the possible unraveling of South Africa's racial harmony once the charismatic and healing presence of its tallest leader is no more. There are speculations, not only in the South African media but even elsewhere, that in the absence of Nelson Mandela’s guiding principles, the country could once again descend into apartheid politics.

The apprehension is that Blacks would vent their anger and frustration against the Whites. There is a simmering discontent  against the white community lording over 80 per cent of the country’s wealth. Till now, Mandela's spiritual and moral authority had had a calming influence. But once that authority is gone, repressed emotions could come to a head.  It is debatable whether the current political leadership can be counted on to keep fissiparous forces from taking over.  Even Ernst Roets, the Deputy Chief Executive Officer of AfriForum, has expressed his anxiety on the issue. "We do get calls from people saying they're scared about the day Mandela dies and what they should do. There are fringe organizations that say flee the country."

The fear, though speculative, is not altogether chimerical. There are hate messages doing the rounds of social media. "You guys just wait until the day Mandela dies and then we'll come for you," reads one such threat. A cursory trawl of the Web throws up many such minatory hints. South African whites are reading the tea leaves and taking necessary precautions. There are reports that Whites are building bunkers and stocking food to meet any eventuality. They fear that the restraint that has so far been exercised by black rabble rousers will cease to exist after Mandela.

Such apprehensions may still prove to be unfounded.  After all, many tribal clans and communities in South Africa have had their outlook and weltanschauung shaped by Mandela's sterling legacy. To expect them to disown those principles in a jiffy would be heretical to Mandela's ideals and reputation.  Also, the country now has a vibrant democracy in place, with strong institutions enshrined. In fact, the post Mandela era could pave the way for some ground-breaking political shift in the African National Congress Party, which has been the political bulwark for South Africa's blacks but has struggled to grow out of Mandela's overpowering influence. While new leaders with a modern outlook and vision could come into their own in the ANC, Mandela's exit could also spawn other political formations for the country's blacks.  Global experience shows that multiparty democracy is always a better option.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM Global Exposure
IIPM Best B School India
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IIPM : The B-School with a Human Face

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Small films, big gains

Mumbai directors who followed their hearts and fought a dour, unflinching battle to protect their cinematic vision from market-imposed dilution have come up trumps at the 60th National Film Awards. The Sunday Indian analyses why ‘Bollywood’ movies that are not made for the 100-crore club are really the only ones that are worth celebrating

The 60th National Film Awards announced on Monday, more than anything else, have come as a strong vindication of the efficacy of independent cinema that blends the need for entertainment with a spirit of creative adventure. Nowhere is that truer than in the case of the healthy complement of Hindi-language films that have been adjudged worthy of being feted by the President of India.

The value of the National Film Awards stem primarily from the fact that they aren’t, as a rule, influenced by extraneous commercial considerations or the crowd-pulling capacity of the reigning movie stars, which, incidentally, are the two principal pillars on which all the Mumbai cinema-dominated, made-for-television award shows firmly stand.

The National Awards are meant to recognize excellence in Indian cinema – and that, barring stray aberrations, is exactly what they do. This year has been a perfect demonstration of what sets these awards well apart from the all the other glitzy star-driven events that are avowedly about showcasing the biggest and the brightest of the industry and not necessarily about celebrating cinema for its own sake.

Hindi, Malayalam and Marathi cinema have cornered the lion’s share of the major National Awards this year, with cinema in the national language securing a greater presence on the honours list than usual.

Tigmanshu Dhulia’s critically acclaimed Paan Singh Tomar has been adjudged the best film of the year gone by. The film’s male lead, the redoubtable Irrfan Khan, has won the best actor. Nothing could have been better for Hindi cinema – the two awards for Paan Singh Tomar are not only richly deserved, they provide a fillip to filmmakers who, while staying within the parameters of the Mumbai movie industry, desire and strive to carve their own niche.

The jury, in its citation, has lauded Paan Singh Tomar for its “sleek and sensitive handling of a not-too-common subject with remarkable aplomb”. Indeed, unwavering authenticity of location and lingo is the prime strength of the film, which narrates a gritty tale of the eponymous athlete-turned-brigand whose brief run from the law in the ravines of Chambal ended in dusty death in a police encounter in the early 1980s.

It certainly wasn’t easy for Dhulia to bring to the screen the compelling story of an ordinary villager, soldier and steeplechase champion who was forced by rural oppression and lack of redress to take up arms against the law.

The director worked on the idea for close to a decade, researched his subject thoroughly and, when he eventually got down to filming, he shot on actual locations, including the places in Chambal and the barracks in Roorkee where the real Paan Singh Tomar lived.

After it was wrapped up, Paan Singh Tomar languished in the cans for a year and a half for want of takers despite the critical applause it earned at festivals around the world. The film finally hit the screens in March 2012 and instantly garnered both critical accolades and commercial success. The rest, as they say, is history.
Recognition for Paan Singh Tomar at the National Awards is also recognition for the kind of culture-specific and rooted cinema that the Mumbai film industry has all but abandoned in its unthinking pursuit of big box office returns.

Significantly, all the other Hindi films that have won National Awards this year have emerged from independent spaces where funds weren’t plentiful and star power was barely available. These films swam against the tide with intent: one revolved around a heroine who is heavily pregnant all through a narrative set in Kolkata, the other dealt with the travails of a young sperm donor in Delhi.

Neither Kahaani nor Vicky Donor left any stone unturned to capture the essence of city that it was set in, even resorting to hit-and-run guerrilla filmmaking methods (especially in the case of the former) to shoot scenes on crowded streets and bylanes. Despite being fictional stories with dramatic twists, both films had a real feel to them.  

In both Kahaani, which has fetched director Sujoy Ghosh the best original screenplay award, and Vicky Donor, which has been named the “best popular film providing wholesome entertainment”, the script was supreme. The actors, outstanding as they were, had to play second fiddle. It was cinema that was the ultimate winner.
Indeed, who would have imagined that a film about a guy who works for a fertility clinic with little-known actors in the cast would go on to conquer all manner of scepticism and score big at the box office and in the critical ratings? An unqualified triumph for director Shoojit Sircar, Vicky Donor also fetched two best supporting actor awards – for Annu Kapoor and Dolly Ahluwalia. What a story that!

The jury noted that Vicky Donor is “a wholesome entertainer presented in a breezy and humorous fashion” and went on to praise the filmmaker for “deftly avoiding falling into the beaten track of formula films”.

Kahaani was definitely no less. Vidya Balan may have been beaten to the best actress prize by Usha Jadhav (who won for her powerful performance in the Marathi film, Dhag), but the suspense drama, whose editor Namrata Rao won a well deserved nod from the jury chaired by veteran filmmaker Basu Chatterjee, proved that there can be no substitute for artistic integrity.

The director made no compromises with his vision – the refusal to kowtow to demands of the marketplace served to make Kahaani a huge success story that it eventually became. The National Awards are only the icing on the cake.

It is significant that all the three Mumbai-based directors in question – Dhulia, Ghosh and Sircar – dared to follow their hearts in a movie industry where it is customary for superstars and big banners to call the shots and determine what kind of cinema gets into the distribution chain. These directors are among those that are spearheading a much-needed revolution and the National Awards for their work is proof that they are well on course.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

The Survivor

The wafer-thin margin of win in the Venezuelan presidential elections means that Nicolas Maduro will have to deliver results in governance and fast

This was supposed to be an easy victory. But when it came, it turned out to be a bitterly contested one. One that brought in its share of worries and introspection.

Venezuela's interim President Nicolas Maduro has triumphed in the Venezuelan presidential election with 50.66 percent of the vote against 49.07 percent for opposition candidate Henrique Capriles Radonski. According to the “first bulletin” results that were declared by the president of the Venezuelan National Electoral Council (CNE), Tibisay Lucena, with 99.12 percent of the votes totaled, President Maduro had bagged enough votes to make his victory irreversible.

Of the total popular vote polled, Nicolas Maduro received a total of 7,505,338 votes, against 7,270,403 for opposition candidate Henrique Capriles, with the margin of victory coming down to a wire-thin 234,935 votes. Total turnout was 78.71 percent, close to three percent down from the previous election last year when Chavez had easily trumped Capriles.

Of the 24 provinces and special territories, Capriles won a majority in eight, namely Zulia, Miranda, Lara, Anzoátegui, Táchira, Mérida, Nueva Esparta and Bolívar. Maduro bagged a  majority in the other sixteen. However, in contrast with the present election, in the October 2012 polls, Hugo Chavez had managed to easily win all but provinces of Merida and Tachira in the Andean region. And even in these two provinces, Capriles had barely managed to outsmart Chavez.

As this story goes to print, the opposition had refused to acknowledge the results and wanted a hundred percent manual audit of the results as opposed to 54 percent audit limit set by the National Electoral Council. President Maduro, on his part, immediately accepted the challenge. However, the Venezuelan electoral system is a wll-nigh fool-proof mechanism that consists of both digital vote recording as well as manual ballot punching. And that is why it is almost certain that the audit is not likely to change the numbers substantially.

Two of the biggest election observers' groups, The Union of South American Nations (UNASUR) electoral accompaniment mission and OAS declared the process valid and asked the opposition to respect the results and the National Electoral Council. International Electoral Observers, a group of over 40 observers that were deployed by the opposition MUD coalition to observe the process supported MUD's demand of a manual recount but refused to call the process a fraud in a setback to the opposition. Under the circumstances, the National Electoral Council has declared Maduro, president-elect.

However, the results has shocked the Chavistas and has raised questions over the strength of the movement following the death of Chavez. Experts suggest there are several factors that led to the less than impressive performance by the ruling coalition.

The biggest factor is the media campaign. Contrary to the popular belief, the media in Venezuela is largely private and owned either by big corporation aligned to the opposition or in many case the opposition figures themselves. The government owned media has a viewership of merely six percent and it has, by law, to show the campaigns of both the candidates. The private media is not bind by any such restrictions and thus lead a spirited campaign against Maduro. In the past too, situation was not much different, but Chavez's charisma was enough to offset any campaign. Not Maduro's.

“Maduro’s campaign itself had its challenges and weaknesses. Unlike Capriles, who had already run in February (in primaries), and in October, then in December to win as governor of Miranda, Maduro had never campaigned before. He had little time to learn how to do it, and to consolidate himself as a possible leader in people’s eye,” says Ewan Robertson, a political analyst who keeps an eye on the Venezuelan politics and runs an analysis website.

Also, there are areas where Maduro's government will have to show improvements and fast. There appears to be a perennial shortage of some food and other items from the market. As most of these businessmen and suppliers are opposition supporters, the evidence suggesting sabotage did not came as a surprise. However, voters are not going to listen to excuses. If it is sabotage, it wants the government to crack down on them and make stringent laws in order to address the problems at hand. Similarly, other economic issues need to be explained to the people outside the margins of rhetoric. The setback will definitely make the government take notice.

“Most of the western press has been unsuccessfully forecasting imminent economic collapse in Venezuela for 14 years, and this theme has been prominent lately. The press, which relies almost completely on opposition sources, will be wrong again,” says Mark Weisbrot, a Venezuelan political analyst.

Also, there was a massive misinformation campaign launched by the opposition in order to confuse the voters. For example, Capriles, who has always opposed Bolivarian Revolution in the past, actually promised the voters that not only will he carry on the Missions program started by Chavez and will deliver as many as 2,00,000 new house every year, he also promised, again like Chavez, to raise the minimum wages. In fact, Capriles left no opportunity to tacitly make voters believe that he is sort of a successor to Chavez. This clearly confused many voters who decided to give chance to a known face as opposed to a relatively unknown ex-Foreign Minister.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

Luxury goes for the premium plunge

After tasting initial success, the three top players in the luxury car market are getting even more aggressive on price. Is the effort really worth it? By Deepanshu Taumar

Things were quite straightforward way back in 1994, when German luxury car maker Mercedes entered India to enjoy the first mover advantage and tap the small, but growing, affluent class in the country. It enjoyed a decade of monopoly in the luxury car segment till the time Audi (the luxury arm of Volkswagen) decided to make an entry in 2004. In 2006, markets dynamics were shaken further when another German player BMW eyed the growing market. From thereon, the trio has been locked in an intense competition, which saw Mercedes lose its position to BMW in 2009. Subsequently, catching up has been rather hard for the pioneer.

On initial impressions, all the three players seem to have a very similar kind of positioning – they are high-end luxury car makers whose customers are driven by the aspirational values of their products as opposed to functional values. But a closer look reveals significant differences. First of all, BMW changed the game by addressing a younger population – in the 30-40 years age group – as opposed to Mercedes, which was targeting individuals above the age of 40. Secondly, the company introduced the concept of affordable luxury. It tapped commercial users of luxury cars such as premium hotels and cab owners by selling stripped down versions of traditional models to them. Later, BMW introduced these versions to retail customers, which led to an unprecedented momentum in sales figures. The BMW 3 series came first, and next year in 2010, the company launched the BMW X1, which was their lowest priced car. The 3 series, which was a runaway success, was redefined in July 2012. BMW is positioned as a youthful brand that symbolises aggression and speed. Audi, on the other hand, is positioned as a stylish car backed by a great passion for engineering with the tagline 'Vorsprung durch Technik' in German, which means 'Lead by Technology'.

How is the erstwhile leader looking at this transformation in fortunes? “In the traditional luxury market i. e. above the Rs.30 lakh bracket, Mercedes is way ahead of the competition. But there are no volumes or numbers that we can share,” proclaims Debashis Mitra, Director, Sales & Marketing, Mercedes India. But even Mercedes is changing its positioning after around 16 years from a chauffeur-driven car, which was favored mostly by senior executives; to a more youth oriented brand that is associated with the Formula One. Last year, Mercedes launched the AMG driving academy, which has top drivers from the world teaching those who enroll for its course. The experience is aimed at building a strong association for Mercedes with sportiness. Further, to counter the advances of these two players, Mercedes has launched its B-class at a competitive price of Rs.21.04 lakh as compared to BMW X1 (Rs.22.40 lakh) and Audi Q3 (Rs.26.71 lakh), which were launched this year in June.

The traditional luxury car market is defined as cars that are priced above Rs.30 lakh. Cars like the B-Class, BMW X1 and Audi Q3 have defined a completely new segment in the luxury car market (Rs.25-30 lakh), as they are closer to the premium segment in terms of pricing. Companies are deliberately pursuing a downmarket stretch to generate volumes. That was the reason why the BMW introduced its sub-brand Mini Cooper in this Auto Expo with three different models - Mini Cooper, Mini Cooper convertible and Countryman - priced aggressively between Rs.24.90 lakh & Rs.31.99 lakh.

In addition, the war for market share now will depend quite significantly on how these three players leverage markets beyond the metros. Recently, BMW took up the initiative of introducing mobile showrooms to tap its new target markets like Karnal, Agra, Dehradun, Jamshedpur, Patna, Bhopal and Nashik. BMW believes that a lot of potential lies in these places for their entry level vehicles. Presently, the company has 25 dealerships in 18 cities and aims to open 40 more by the end of 2012, with 80% of cars financed by its financing arm. Mercedes is not far behind when it comes to tapping the potential of Tier II cities and is expected to open more dealerships in Ranchi, Bhubaneswar, Patna, Karnal and Raipur. It already has 60 dealerships in 29 cities. Audi, which also enjoys economies of scale with parent brand Volkswagen and with sibling Skoda in terms of manufacturing, has only 15 dealers in 15 cities.

However, Audi now intends to take the volume game to a new level by 2015, when it will be launching the Audi A3, which is expected to be priced at Rs.20 lakh. On the other hand, BMW is increasing its capacity to 11,000 units per year by investing Rs.1.8 billion in India, which also includes the facility at Tamil Nadu. Currently, the BMW group also sells Mini and Rolls-Royce apart from the core brand. By 2020, Mercedes aims to regain its crown, which it had lost to BMW in 2009. The former will launch cars that would be priced at less than Rs.25 lakh, starting from the A-class next year. Mitra admits that the company is waiting for the market to get more mature before going for an aggressive spree of model launches.

And things are just getting started. More potential entrants are expected to put their cards on the table. Volvo is restructuring its plan to be number 3 in the Indian luxury car market by 2020 with competitive launches in the entry level premium segment.

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Source : IIPM Editorial, 2013.
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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A man with two faces

Despite his liberal facade, Anwar Ibrahim’s connections suggest a hidden agenda

Malaysia, a  vital member of ASEAN, has been facing a huge turmoil in the last couple of years with hard-core Islamist fundamentalists hell bent on  turning the nation into an Islamist state based on the Shariat . There are many provinces in Malaysia which follow the Shariat like Selangor, Penang  and others. It is also an accepted reality that Malaysia turned Islamic way back in the 1960s, when Islam became the state religion with 60 per cent of the country’s population following one or the other form of Islam. However, the constitution of Malaysia guarantees equal freedom of religion to all.

But matters might not stay rosy for too long. Malaysia does have a brutal history of ethnic violence and witnessed severe riots against the Chinese minority in 1960’s and ‘70s and more recently against Indians two years ago. The dangers loom large with Anwar Ibrahim,  leader of the main Opposition People’s Alliance, a rainbow collation of many parties including the hard core Islamist Party, openly supporting it. Anwar tries to project a liberal democratic Western educated face for himself but the reality is totally different. The kind of connections he keeps portrays a different picture of Anwar, a potrait different from his public persona.

At first glance, people unfamilar with Anwar’s brand of politics would be seriously impressed with his political thoughts which he preaches openly and candidly in public, a staunch advocate of liberalism on many issues with freedom of expression and religion in Malaysian society as the centrepiece of his  pro-West approach.

At the same time, the kind of friendly equation which he maintains with powerful American Liberals like Paul Wolfowitz and other influential democrats as well as former US Vice President Al Gore, would make him the darling of the developed world. With elections looming large in Malaysia and the gap between the ruling party and the Opposition narrowing down with every passing day, the recent activities of Anwar Ibrahim have raised many eyebrows.

His recent travel in early 2012 to Arab countries like Turkey, Saudi Arabia and Qatar and meeting leading Muslim figures there like Sheikh Yusuf Qaradawi, a leading Islamic theologian, has raised eyebrows. Qaradawi is the unofficial leader of the Islamic world and he supports suicide bombings against Israel as well as female circumcisions. At Qaradawi’s house Anwar Ibrahim also met Khalid Mashaal, as per unofficial reports. Mashaal has claimed responsibility for numerous suicide bombings, killing and wounding innocent civilians, including helpless women and children. The trip, as many have claimed could be a part of damage control on part of Anwar Ibrahim after his open support to Israel’s defense of national security, a comment which did not go down too well in his own Malaysia.

Not just this. Many well placed sources believe that Anwar Ibrahim has close and personal contacts with key leaders of the Specially Designated Global Terrorists (SDGT). He is reported to have personal connections with  Youssef Al Nada until at least 2011. Reports claim Nada personally visited Anwar when the latter was on a visit to the USA in 2011.

Nada is an Egyptian banker who has been designated by the US, the UN and Switzerland as having financed terrorism through an extensive financial network and providing support for terrorist-related activities, including those undertaken by Osama bin Laden and Al-Qaida. Nada founded Bank Al Taqwa, a financial institution known to have provided cash transfers and investment advice to Al Qaida in preparation for 9/11.

Other close friends of Anwar include Hisham Al-Talib, former director of one of Al Nada’s companies and now with Ibrahim’s International Institute for Islamic Thought (IIIT) in the US as well as Dr Mohammed Manzoor Alam,  co-founder of the Al Taqwa Bank in union with Nada. Anwar has also served on the board of the Al-Baraka Bank which the US claims to be one of the main conduits for funding Al Qaida and other terror outfits. Anwar is also one of the founding members of  the IIIT which is currently under investigation by US Federal law enforcement agencies since the late 1990s, for the suspected financing of mega terror outfits like Al Qaida.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
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Subhash Chandra Bose- Man, Myth & Mystery

He had the audacity to swim against the tide and the guts to chase impossible dreams. Over 67 years after his purported death in a plane crash, subhash chandra bose retains his unending enigma, writes Sutanu Guru with Dhrutikam Mohanty

Everything changes, and then it looks as if nothing has changed in an ancient land like India. Just a few kilometers away, people have been vehemently protesting the scheduled arrival of the Pakistani women cricket team to practice and play a World Cup match. Just about a month and a half ago, thousands gathered nearby in the shadows of a majestic fort to celebrate what is called the Bali Yatra. This festival goes back at least two thousand years when brave traders ventured into the Bay  of Bengal to travel to lands called Bali, Java and Sumatra (modern day Indonesia).


But for the motley crowd gathered in a neighborhood called Odia Bazaar in Cuttack (Odisha) on January 23, 2012 – the sense of history is neither as recent, nor as ancient. They have gathered to celebrate the birth anniversary of one of the most loved, most mysterious, most talked about and perhaps most tragically flawed heroes of 20th century India. Yes, we are talking about Netaji Subhash Chandra Bose, who was born in this very locality in 1897. Typical of how the state works in India, the government of Odisha has declared January 23 as a public holiday. And the sprawling L-shaped house in Odia Bazaar is now a museum that commemorates and celebrates Subhash Bose and his legacy. You can tread gently and gape at the bed in which he slept when he was a student of Stewart School. You can watch the uniform he wore as the Commander of the Indian National Army. You also look at sepia tinted impressions of women soldiers of the Rani of Jhansi Regiment of the INA. A self appointed guide points out how the swords carried by the women soldiers were smaller than those carried by the males. "You see, it was already difficult for the women to carry the heavy .303 Enfield rifles," he says. The people running the museum have identified five surviving soldiers of the INA belonging to Odisha who actually fought along with the likes of Subhash Bose and Captain Lakhsmi Sehgal in Burma, which is now Myanmar. All are in their nineties and all five will be felicitated during a special function that will be held some days after the birth anniversary.


These men have grown frail and their memories are failing. But some still have the fire smoldering in their eyes when they recall those 'heroic' days of battle against the British forces. Just a short distance away from the now sprawling capital city of Bhubaneswar, with its malls and Infosys offices is a village called Chimpello. This village is known in local folklore as the village of INA soldiers. Hear it from Bramhachari Uttaray, who says he is about 90 years old, "Due to poverty, a group of youths from our village had gone to Rangoon to work as labourers. At Rangoon, we came to know that Netaji had given a call to all Indians to join INA to fight against the British. Under the leadership of Biswanath Samant, 23 of us from the same village joined the INA at Rangoon. We all signed on a paper with our own blood in front of  Netaji in a meeting at Mangla in Rangoon to fight for the country. Netaji also put 'blood tilak' on our foreheads and told us that it is impossible to get freedom without blood. We all joined the war and fought against the British between 1943 and 1945... my memory fails me now but I can never forget the fiery speeches of Netaji till I die." These facts become folklore and then mythology with a hop, skip and jump of our collective imaginations!


If nostalgia were a currency, you could be running a mint near this museum. The men and the women appear suitably awestruck, and some men whisper about how Netaji has always been given a raw deal by the Congress. Some of the louder ones talk of Rahul Gandhi being anointed the heir apparent ready to rule India. They talk of how the Nehru-Gandhi dynasty has always been insecure about the power and influence of Subhash Bose and his so called ability to mesmerise people. Wild conspiracy theories, as is wont with anything to do with Subhash Bose, fly thick and fast as nods and murmurs of encouragement lead to further criticism of dynastic politics practiced by the Nehru- Gandhi family. Incidentally, but for a five year spell when the Congress had won a surprise victory, the father-son duo of the late Biju Patnaik and Naveen Patnaik have ruled Odisha as chief ministers since 1990.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

Weathering heights

Has the concept of weather weapons evolved from being a matter of sci-fi fantasy to reality? Has US stolen the march over us through HAARP?

Conventionally, the concept of weather weapons look more like a plot of a Hollywood sci-fi movie or a hypothesis derived from some fictional tale of Michael Crichton. Clearly, the hypothesis seems to be finding growing empirical support.

Weather warfare technology is not a very recent technology. An American scientist John Von Neumann, (from the US Department of Defense) was found undertaking similar researches back in 1940s for the American military. Similarly, a report by a BBC investigation team (dated August 30, 2001) revealed that the destruction caused by 90 million tonnes of water that literally washed away Lynmouth in August, 1952, was a result of a military experiment.

Today, the concept of weather weapons apparently is a reality being tested and engineered in ultra-sophisticated military control rooms – but of course, in complete secrecy. You see, most nations have to still contend with a three-decade old United Nations treaty prohibiting weather weapons development, which came into force on October 5, 1978, after the Convention on the prohibition of military or any other hostile use of environmental modification techniques.

The convention perhaps got momentum due to the Vietnam War, during which the US used various hostile weather influencing methods, including cloud seeding – a method that hastens rainfall by seeding clouds with catalyzing agents – to block enemy’s reinforcement channels; a fact revealed by the Weather Modification Hearings before the Subcommittee on Oceans and International Environment of the Committee on Foreign Relations, held during 1973-74.

Despite the UN Convention treaty, weather modification weapons are becoming a reality. In a conference on ‘Terrorism, Weapons of Mass Destruction, and US Strategy’ (April 28, 1997, University of Georgia), the then US Secretary of Defence, William Cohen fantastically revealed, “Others are engaging even in an eco-type of terrorism whereby they can alter the climate, set off earthquakes, volcanoes remotely through the use of electromagnetic waves.” For decades, Russia and even China have reportedly used this technology to get rid of untimely and unwanted rainfall, or to hasten rainfall on parched regions. In 2011, Iran’s President Ahmadinejad was found asking the US and Europe “to stop causing droughts [in Iran]” by forcing the clouds to rain before they reach Iran. Back home, the 2010 cloudburst in Leh was alleged to have been engineered by China.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

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

Obama administration on the domestic as well as the international stage

Not much changed for the US in 2012. Obama stays President, Republicans continue to control the House of Representatives and Democrats retain their hold on the Senate. While American citizens should continue to hope for a lot from the Obama administration on the domestic as well as the international stage, but what they will actually get in 2013 may be much less
A comprehensive program to increase economic opportunity and reduce inequality is also needed – its goal being to remove, within the next decade, America’s distinction as the advanced country with the highest inequality & least social mobility. This implies, among other things, a fair tax system that’s more progressive and eliminates distortions and loopholes that allow speculators to pay taxes at a lower effective rate than those who work for a living, and that enable the rich to use the Cayman Islands to avoid paying their fair share.

America – and the world – would also benefit from a US energy policy that reduces reliance on imports not just by increasing domestic production, but also by cutting consumption, and that recognizes the risks posed by global warming. Moreover, America’s science and technology policy must reflect an understanding that long-term increases in living standards depend upon productivity growth, which reflects technological progress that assumes a solid foundation of basic research.

Finally, the US needs a financial system that serves all of society, rather than operating as if it were an end in itself. That means that the system’s focus must shift from speculative and proprietary trading to lending and job creation, which implies reforms of financial-sector regulation, and of anti-trust and corporate-governance laws, together with adequate enforcement to be able to ensure that the markets do not become rigged casinos.

Globalization has made all countries more interdependent, in turn requiring greater global cooperation. We might hope that America will show more leadership in terms of reforming the global financial system by advocating for stronger international regulation, a global reserve system, and better ways to restructure sovereign debt; in addressing global warming; in democratizing the international economic institutions; and also in providing assistance to poorer countries.

Americans should hope for all of this, though I am not sanguine that they will get much of it. More likely, America will muddle through – here another little program for struggling students and homeowners, there the end of the Bush tax cuts for millionaires, but no wholesale tax reform, no serious cutbacks in defense spending, or significant progress on global warming.

With the euro crisis likely to continue unabated, America’s continuing malaise does not bode well for global growth. Even worse, in the absence of strong American leadership, longstanding global problems – from climate change to urgently needed reforms of the international monetary system – will continue to fester. Nonetheless, we should be grateful: it is better to be standing still than to be headed in the wrong direction.

Read more......

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

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

MERGERS & ACQUISITIONS

A host of companies have sold their stakes out in distressed situations in the recent past.

Another hallmark case is that of Xstrata. It took quite a while for the mining giant’s CEO Mick Davis to convince his shareholders of the value proposition in the company’s merger with Glencore. Shareholders felt that the Xstrata management had not sold the deal to them adequately. In fact, when they finally approved it after bitter negotiations, they voted for a deal that ensured that a planned retention payment of around $200 million to top Xstrata officials was not made! Finally, the $32 billion merger deal was approved by shareholders on November 20 this year after Glencore raised the ‘price’ to 3.05 Glencore shares as opposed to 2.8 – the transaction finally created the world’s fourth largest mining behemoth. The deal was done in the wake of declining commodity prices and falling demand from India and China. Financially, Glencore’s shareholders have less to complain. The combined entity will have a D/E ratio of 42% by the end of 2012, while Glencore would have the ratio at a huge 96% on a standalone basis as per BMO Capital Markets!

While many had applauded Google’s iconic $12.5 billion acquisition of the struggling Motorola Mobility – a deal that was completed in May 2012 – the financial results round the corner have been far from a scream. Mobile devices sales of Motorola crashed for the quarter ending September 2012. at $1.78 billion, 26% less compared to the same period last year. Moreover, the quarter’s losses have increased to $505 million, up from $41 million in the previous year – killing for Google by all standards.

And who can forget the United-Continental episode. United and Continental were America’s 4th and 5th largest airlines respectively. Stung by low cost airlines and struggling with their respective business models in the recessionary period, both decided to become one. Their $3 billion merger, which was initiated on October 1, 2010 (and which, officials mention, will be completed by end 2012)created the world’s largest airline by revenues and the 3rd largest by fleet count. It is well documented that aviation mergers, more often than not, tend to complicate things. Interestingly, the two had attempted to merge even in 2008, when Continental walked away owing to United’s poor financial health. United cut costs and improved its cash scenario over the next two years and the two entities got back to the negotiating table. In the interim, the United board led by Chairman Glenn F. Tilton even commenced talks with US Airways, in a move that is perceived to have been made to influence the Continental board to take the decision faster. Operationally, the merger had many disastrous consequences. Even a simple task of having a common online booking platform led to mass chaos. United is also facing trouble on the financial front with a combined loss of $103 million in the first three quarters of this year; ironically when most other large US airlines are showing profits.

The deals mentioned above were supposed to be the exemplar highlights for the M&A sycophants, peddling a straightforward ‘sellout or blowout’ punchline to companies gasping for breath. Clearly, the iconicity of these deals has had more spots than was boasted of by the brady bunch on the Street. Do such deals, then, really work?

Read more....

Source : IIPM Editorial, 2013.
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

BBA Management Education

B&E Indicators

Inadequate logistics network

Logistics infrastructure is a critical enabler of India’s economic development. Recognising this pivotal role, India has tripled its logistics infrastructure spend from $10 billion in 2003 to over $30 billion in 2011. However, despite this increase, the country’s logistics network remain insufficient. Still seven corridors along with some national highways handle 40% of road freight traffic even though they are less than 0.5% of the Indian road network.

Relies excessively on roads

India’s roads account for a higher share of freight traffic compared to other continental sized countries like US and China. In fact, India’s dependence on roads is more than three times that of China. This is despite the fact that a large part of the country’s freight traffic comprises bulk material and moves over long distances that can be more economically served by rail and waterways.

Read more.....

Source : IIPM Editorial, 2013.
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

Can he be a change agent for his party?

Keeping in mind the mood of the electorate, which has become increasingly clamorous for change and development, Akhilesh Yadav appears to be going about in earnest giving his party a much-needed makeover.

Way back in the 1980s two Young Turks set out on a mission to transform Indian politics. One of them was Ajit Singh - the America-returned son of Chaudhary Charan Singh (aka kisan neta), the former Prime Minister of India. A computer engineer who spent 17 years in the US, Ajit made Baghpat his pocket borough, travelling the length and breadth of the constituency. He went all out to court the youth and dreamt of bringing about a massive change in the state’s political scenario.

The other young man was none other than former Prime Minister Indira Gandhi’s son, Rajiv Gandhi. A Cambridge University alumnus, Rajiv became a beacon of hope for the educated youth of the country.

Both Ajit and Rajiv went on to achieve huge success in terms of winning thousands of followers. Most still fondly recall Rajiv while Ajit Singh, now a Cabinet minister in the UPA government, is known as one of the most opportunistic political leaders of our times.

Flash forward to the present and there is an unmistakable sense of déjà vu. Once again we see a young duo trying to change the political scenario of the state. One of them is Rajiv’s son, Rahul Gandhi, and the other one is former UP chief minister Mulayam Singh Yadav’s son, Akhilesh Yadav. Both are ‘foreign educated’.

Recent months have seen Rahul take upon himself the challenge of resurrecting his party from the state of political wilderness in which it has been moldering since 1989. In a bid to revive his party’s challenge in UP and galvanise an otherwise moribund party apparatus in the state, Rahul has undertaken numerous stump tours and has been organising party and public meetings in different parts of the state. The Gandhi scion, in his campaign speeches, has repeatedly harped on the issues of employment and development and has talked of transforming the fortunes of the state if his party is voted to power. And though Rahul has staked his own political credibility in the polls most political observers are not very optimistic about Congress’s chances. But that has, however, not prevented senior Congress leaders such as Pramod Tewari from claiming that the Congress would be able to win majority on its own.

Though both Rahul and Akhilesh have their own challenges to face, the latter’s task seems more difficult. As the State President of the Samajwadi Party - an outfit accused of promoting casteism and sometimes even called the ‘goonda’ party. - not only does he need to change the party’s image, he also needs to bring it back to power. Sanjay Lathar, National President of Samajwadi Yuvjan Sabha and the man in-charge of Akhilesh’s political campaign, says, “We have the largest number of youths and females contesting the elections. About 122 of them are highly educated first-timers and 75% have held positions in student unions. We have also created history by giving tickets to 40 women.” According to Lathar, the party was approached by about 50 candidates with muscle power. “Around 30 to 35 of them would have won the elections. Yet the party decided not to embrace them,” he added.

Read more......

Source : IIPM Editorial, 2013.
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

Time to unleash the green growth

Be it climate change, water scarcity, biodiversity loss, or ecosystem degradation; green economics can weave together these strands. According to ‘TEEB’ report, ecosystem delivers essential services worth $21 to $72 trillion a year while the commercial opportunities in natural resource sector alone could be between $2.1-6.3 trillion by 2050. The implication: green and growth can go hand in hand.

Seeking Competitive Gains
Given the prevailing environmental and economic challenges, countries and corporations have come up with policies and strategies in order to shift towards cleaner and greener business practices along with green innovation. The International Energy Agency (IEA) is of the view that greener business practices will have important economic pay-offs in terms of resource efficiency. IEA estimates that 17% (approximately $46 trillion) increase in energy investment is required globally between 2010 and 2050 to deliver low-carbon energy systems, which will consequently yield a cumulative fuel savings worth $112 trillion. As a competitive factor, companies are seeking competitiveness gains through clean and green technology investment.

Environmetnal Challenges

OECD, in its recent report, states that the impact of economic activity on environmental systems are creating imbalances which are putting economic growth and development at risk. As a matter of fact, existing loss of biodiversity and degradation has already had dramatic consequences for business; soil erosion in Europe is estimated to cost 53 euro per hectare per annum. A 2007 report of the World Bank estimated that the cost of excessive use of groundwater in China was in the range of 0.3% of GDP (the cost fell largely on the agriculture sector). The TEEB 2010 report estimates the annual economic loss caused by introduction of agricultural pests in the US, UK, India, Brazil et al to be more than $100 billion.

Read more....

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)