Showing posts with label IIPM FACULTY. Show all posts
Showing posts with label IIPM FACULTY. Show all posts

Friday, May 03, 2013

Force MPs to use government hospitals

Government hospitals are in a terrible state but forcing Indian MPs to get treated there could be the beginning of actual change

Union Minister Vilasrao Deshmukh died on 14 August 2012 after suffering from critical illness and kidney and liver failure at Global Hospital (a privately run multi-organ transplant centre), Chennai. God rest his soul, but one wonders why Mr. Deshmukh wasn’t admitted to a government hospital for recovery? Was it because of a ready acceptance that government hospitals in India are nothing but a pathetic and shameful set of institutions existing purely to add to the corruption quagmire in India than to provide world-class health care facilities to patients, especially poor?

Of course, Mrs. Sonia Gandhi’s medical treatment in US and her routine checkups there could be attributed to the fact that she might have an urgent need to keep her medical conditions private. It’s unfortunate that 700 million Indians living below or just around the poverty line cannot afford to entertain either such lavish ambitions or destinations.

Similar is the case with P. Chidambaram, evidently with quite a lesser need for privacy than Mrs. Gandhi, who was admitted to Apollo Hospital recently for a laparoscopy procedure. Sir, would not your surgery have been better at, say, Deen Dayal Upadhyay Hospital, a government hospital in Delhi, which now has even had to employ professional ‘bouncers’ to protect their clearly inefficient medical staff from the relatives of patients who’ve been shortchanged or even maimed. No, Mr. Chidambaram, the nation needs you. Please continue not using government hospitals.

The examples are unending, how leading politicians and MPs specifically avoid getting their requisite operations conducted in their own government hospitals. But what about those MPs brave enough to employ the famed services of these institutions? Well, the courageous Union Minister of State for External Affairs Preneet Kaur in July this year, after visiting Rajindra Hospital, a government hospital in Patiala, Punjab, was clearly shocked beyond expectations. She subsequently beseeched the Punjab Chief Minister Parkash Badal to improve the disturbing conditions existing in the hospital. Similar was the case with Minister for Water Supply and Sanitation Laxmanrao Dhoble, who valiantly went to a government civil hospital in Chandrapur.

The Wall Street Journal wrote last year about India’s utterly caustic government hospitals, “Overall, the nation’s vast, government-run health system can be a dangerous place. Hospitals are decades out of date, short-staffed and filthy. Patients frequently sleep two to a bed. The Indian government invests only 1% of gross domestic product in health care, according to the Organization for Economic Cooperation and Development. Only seven countries spend less.” A report conducted by WHO in 2008 on healthcare sorted countries by their total expenditure on health at Purchasing Power Parity (PPP) per capita, and as a percentage of Gross Domestic Product (GDP). The report ranks India at 145th position, which is behind countries like Sudan, Mongolia and Yemen to name a few.

As the government readies itself to introduce Universal Health Coverage (UHC) in the 12th Plan to drastically improve the lives of Indians, the goal can only be achieved when the political classes who brand themselves as representatives of the people get their treatments done in government hospitals. In fact, it could even be made mandatory!


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

Wednesday, April 24, 2013

“We’re looking at optimisation in terms of the right structures”

Carlo Chiarello, Executive Vice President – Smartphone division, Research In Motion talks to B&E about the future strategic direction of the company

B&E: After the appointment of Thorsten Heins as CEO in January 2012 how are things shaping up at Research In Motion?
Carlo Chiarello (CC)):
It’s business as usual, specifically in terms of what Thorsten has announced. We’re looking at optimisation in terms of having the right structures at the right places. As we have something important to announce, the media will be involved.

B&E: You have recently launched the BlackBerry Mobile Fusion software which will also support competing smartphones. Don’t you think the move undermines your ability to promote BlackBerry smartphones in the enterprise segment?
CC:
Not at all. We feel very strongly that we are absolutely open to making sure our enterprise customers have the best management solutions possible for all their devices. And BlackBerry Fusion is a result of a lot of our enterprise customers saying that they need solutions for other products that couldn’t really use our network infrastructure. We don’t think it’s bad at all. We think that we are helping a lot of enterprises do the job that we started doing for BlackBerry by allowing other devices to use it as well.

B&E: So the BlackBerry 10 devices would be based on the QNX Operating System...
CC:
At its core, yes. QNX has been a great company that we acquired a while back. So the BlackBerry 10 infrastructure would be based on technology developed by QNX.

B&E: The PlayBook was the first device to use a version of the QNX OS and had some compatibility issues with your network. Do you think devices with the new OS will manage to utilise RIM’s entire network infrastructure?
CC:
I’m not sure how severe this issue was, but the BlackBerry Mobile Fusion will not just help secure other platforms such as iOS and Android but will also take care of issues that customers might have encountered with the PlayBook, additionally supporting BlackBerry 10 devices.

B&E: The BlackBerry Messenger is one of those features which make BlackBerry devices extremely lucrative for customers. Are you planning to introduce BBM on the PlayBook anytime soon?
CC:
That is something that our development teams are looking at. I can’t make a commitment in terms of when it’s going to happen. But what we’ve found so far, from people using the PlayBook, is that they use it with their BlackBerry device. The BlackBerry Bridge app makes BBM work on the tablet. So we’re still exploring. If it’s feasible, then we’ll definitely have a BBM app for the PlayBook.


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

Saturday, April 20, 2013

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.


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

Friday, April 12, 2013

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.


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

Monday, April 08, 2013

Asian bond market report

Capital flows into emerging East Asian bond markets remained strong as investors chased yields during the first half of the year. Relatively strong economic fundamentals, interest rate differentials, and the potential appreciation of regional currencies acted as the key pull factors for these countries to offer higher yield on relatively longer tenure bonds.

Indices heading south again


Unresolved sovereign debt issues in the United States and the ongoing Eurozone debt crisis has jolted investors’ confidence on global asset markets. Rising risk aversion has sharply dragged down global equity markets, particularly in the aftermath of Standard & Poor’s (S&P) downgrade of US sovereign debt. However, considering the baseline scenario, MSCI indices show that the Emerging Europe stock markets have been the worst affected lot since the 2008 financial crisis. And the scenario has been further aggravated by the sovereign debt crises in mature markets and the potential impact on the wider economy. This has led investors to re-think their definitions of risk-free and risky assets and prompted safe haven flows into gold, the bonds of higher rated corporates.

Us stands tall at the top spot


As suggested by an Asian Development Bank report, demand for local currency (LCY) government bonds picked up in the middle of 2010 and remained strong throughout the first half of 2011. Overall, there has been a bullish flattening of yield curves in most markets; in many cases there has been a downward shift of the entire yield curve. Total LCY bonds outstanding in emerging East Asia grew 2.4% on a quarterly basis in 2Q11 to reach $5.5 trillion, with growth driven more by the region’s corporate markets rather than its larger government markets. The most rapidly growing corporate bond markets in 2Q11 were Indonesia (8.9%), the People’s Republic of China (PRC) (6.3%), Malaysia (4.9%), and Singapore (4.7%).


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

Thursday, April 04, 2013

Search for The Next ‘Hundred Zeroes’!

Technology Companies are setting up VC funding Arms, Raising optimism of a Great Inorganic Leap forward. Seriously, aren’t corporate venture funds already too overrated?

When Google founders Sergey Brin & Larry Page decided to take up VC funding of $12.5 million from Kleiner Perkins Caufield & Byers in 1998, they told the VC firm’s partner John Doerr that they were willing to hire an outside CEO, but they backtracked a few months later; saying they would like to go on their own. They were then taken by Doerr to meet a number of CEOs like Andy Grove of Intel, Jeff Bezos of Amazon & Steve Jobs of Apple to really appreciate what a CEO’s job entailed. Finally, they relented on the outsider proposition, provided the outsider was Steve Jobs and no one else, before finally being convinced to explore further!

Considering Steve Jobs’ iconic personality and a high probability of a clash of equals, that may not have been a genuinely good idea. But this anecdote from Steven Levy’s book titled In the Plex: How Google Thinks, Works & Shapes Our Lives, really underscores how Google’s founders never really were comfortable letting their baby being run by anyone but themselves. The inevitable happened this year, when Page took the reins as CEO and Eric Schmidt became Chairman. Page already is talking about taking Google back to its start up days when it comes to the culture of innovation.

They have always been concerned about the company slowing down on growth. Levy mentions that they once fired all the middle managers for that! In fact, though not all may take such extreme action, that reflects a genuine concern of technology companies beyond a certain size, as they risk getting blown over by the next disruptive technology in a dynamic industry. This fact has proved true for companies like Microsoft, Yahoo!, HP, BlackBerry, Dell, IBM and Google itself, to an extent. Apart from a number of initiatives to get the company on the innovation drive again, which include working on book search and autonomous vehicles, one of the Google’s most ambitious moves is with respect to its VC firm Google Ventures, which has earmarked $200 million to fund promising start up companies (touted as a move to find the next Google?). That’s significantly large by VC standards and Google claims that it has a special secret algorithm that can help it find what the next big start ups would be. Apart from Google itself, a number of big technology names are on the list of corporate venture funds like IBM, Intel, SAP, Microsoft and National Semiconductor. But how successful can this VC model led by technology companies be?


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

Thursday, March 28, 2013

“It’s a Problem if firms cannot Grow without The Founder”

As an Academician who was also on The Corporate side, Dr. Michel Kalika, Dean, EM Strasbourg Business School, has seen The Best & Worst of both worlds. In This Exclusive interview, he discusses Contemporary Business Issues and Compares Indian Students to those overseas

In a career span of over 26 years, he has been a professor, a corporate professional, a researcher and now the Dean of EM Strasbourg Business School, University of Strasbourg, based in France. Dr. Michel Kalika resumed his new job in 2008 and under his supervision, the school has grown from 1400 to 2300 students and has become one of best B-schools in France and the second best in R&D. He has co-authored twenty books and approximately a hundred other publications. In an exclusive interview with B&E’s Bhuvnesh Talwar, Dr. Kalika talks about his affinity for Indian students and the international scenario on education and careers.

B&E: How should the academic mix be at B-schools? Specifically, how do you intermingle industry inputs and theory in your business school?
Michel Kalika (MK):
In France, you have two great systems: you have the elite Grande Ecole programmes, and you have the traditional university system. While universities accept everybody, the Grande Ecole programmes – like the one at our business school – are competitive courses. In these, it’s not just about classroom teaching and creating book bugs. Industry interface comes only with enough practical teachings in the classroom. This is what happens at Strasbourg. Managerial practice and theoretical knowledge go together, because we have a strong support from the chamber of commerce. For instance, we have 170 companies who are supporting the B-school, and we have 104 faculties. Around 300 practitioners are coming and teaching during the courses. We are well known for the creation of case studies. Each week at the business school, we have one or two conferences on different topics. Practitioners are very often invited to speak at the B-school. They come and often offer the students jobs and internships. That is why our students find jobs very easily. Three to four months after the programme, 80% of the students are working. Around 40% of our students find jobs outside France.

B&E: In this era where B-schools teach their students to be founding entrepreneurs, what are the advantages and disadvantages of having the company’s founder as the CEO?
MK:
The competencies of a founder are not the competencies of a CEO. When you are a founder, you focus on entrepreneurship. You are creative, imaginative, and want to grow the company. But, I feel very often, founders need the help of professional managers. It is very difficult for a founder to keep control on the company, when the company is growing more and more. So, I will say that the two functions are complementary; there’s a synergy between the two. What I say to my students is that if you start as a founder of a company, please be careful. You need to be able to understand when you will need the help of the manager. And I say to the professional managers that you must understand how the founder is thinking to be able to help him maintain the control on his company.

B&E: What is your thought on optimal timing for the exit of a founder CEO, and what factors should be counted?
MK:
I don’t have a general answer. Sometimes a founder needs a strong help of the manager, after I would say 5-7 years. But, the founder can stay in the company. It would depend on the relationship between the manager and the founder. When you have served in the development of a company, you have steps. The steps are in the form of 5 year and 7 year plans. So, there is the first step after 5-7 years, and then another step after 11-12 years. It thus depends on the rate of growth of the company. If the company is only in domestic markets and another competitor is developing internationally, then you need a professional manager very soon. The founder is not always very good in understanding the culture of a different country. As the founder is focussed on his business, he may have difficulty in understanding another country’s business practices and culture.


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

Monday, March 18, 2013

Can it Manage a Repeat this Year?

Maruti’s Adoption of a New Three-Pronged Strategy fuelled its Topline Growth in FY2009-10. Can it Manage a Repeat this Year?

Talking about his rural drive, Mayank Pareek, Head of Marketing at Maruti, tells B&E, “The rural fairs that we conducted helped attract many new buyers in unexplored markets. They are the lot which prefers a 100% down-payment mode of transaction than visiting dealerships.” By the end of FY2009-10, Maruti had increased its contribution to topline from rural markets to 18% from under 2% a year ago, and had appointed 4,000 Rural Resident Dealer Sales Executives. But this is not to say that the company diverted focus away from metropolitan locations. “We also increased our marketing drives in the Tier I locations, where our offerings did enough to entice consumers, who were excited about purchases post-a-slowdown.”

So what do we expect from the market leader this financial year? It has been much criticised with Maruti registering a 7.80% y-o-y fall in half-year profits (during H1, FY2010-11, primarily due to rising royalty to Suzuki Japan). Despite this, the 22.77% y-o-y growth in unit sales (441,948 units) during H1, FY2010-11 and the 26.14% appreciation in topline (touching Rs.176.88 billion) during a “criticised” six month period, should make all at Maruti proud. There are challenges, yes. It comes in the form of rising competition, with new manufacturers entering the small car market. But as auto expert Tutu Dhawan tells B&E, “Maruti has no threat to its leadership position in the near-term...”

Even if the carmaker maintains the current rate of topline growth, which is extremely unlikely considering that Q3 & Q4 are always the best for any carmaker, it will end FY2010-11, with a turnover of Rs.373.66 – a y-o-y increase of Rs.82.68 billion. Enough chance of making it to the next year’s edition of B&E’s India’s Fastest Growing Companies rankings.


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 08, 2013

The legitimacy of the UNSC

West’s shifting of the goalpost on Iran and its disregard for the Turkey-Brazil brokered Nuclear Swap deal has jeopardised the legitimacy of the UNSC, says Saurabh Kumar Shahi

“Two confident and growing economic powers, from what the world once referred to as the ‘Third World’, have now asserted critical political sway on a prestigious global security question. Turkey and Brazil, thus, have signalled that Washington can no more unilaterally characterise conditions for managing such matters,” says Flynt Leverett, noted Washington based Iran analyst, while talking to B&E.

Therefore, the unfolding excitement of the deal and the knee-jerk reaction of the Obama regime to quickly move a draft sanctions resolution in the United Nations Security Council will have long-term consequences on the texture of international relations. For those who still question the viability or the possibility of the post-American world, the deal is a wake-up call. Also, by countering Brazil and Turkey’s astonishing diplomatic coup by an egotistical show of the Big-5’s power, the Obama regime has taken an itinerary that could not only inflict serious damage on America’s reputation but also on the legitimacy of the Security Council itself.

And as coming weeks will unfold, getting the P-5 to see a common ground on a considerably diluted and deficient draft resolution in UNSC is far easier than managing the mandatory nine assenting votes to pass it. In all probability, even though Washington is able to hammer in new rounds of sanctions through an extremely fractured and divided Security Council, the initiative will profoundly damage its credibility. By now, Turkish Prime Minister Erdogan has already started questioning the UNSC’s “credibility” to resolve Iranian impasse. And if the US torpedoes the TRR deal before giving it a chance, as it will do in all probability, expect Turkey and Brazil to dent UNSC’s legitimacy with a generous help from “non-aligned” nations. As it happens, NAM is not dead as of yet.

So, Secretary of State Hillary Clinton’s announcement of the text of new draft of sanctions before even officially going through the nitty-gritty of the TRR deal reflects extensive disrespect, to say the least, for Brazilian and Turkish diplomatic pains. But what has the US achieved? Merely a watered down text.

To bring the Russians and the Chinese on the table, the US had to drop any idea of a prohibition on fresh ventures or other ideas that could have hampered Iran’s capability to generate and export hydrocarbons.


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

For More IIPM Info, Visit below mentioned IIPM articles.

Wednesday, February 06, 2013

Expecting too much?

Appointing an expat CEO, for traditional Indian companies, has always been a high stakes game, especially as their being ‘culture unfriendly’ is a huge disadvantage! Then why do Indian companies still take expat CEOs? Any valuable lessons yet?

As the troubled General Motors was busy finalising its restructuring process and doing some heavy duty pondering over hard decisions of retaining and shedding various brands under its vast portfolio post the bankruptcy filing under Chapter 11, home-grown Tata Motors was keeping a close eye on the developments. Around the same period, Carl-Peter Forster, President of GM’s European operations, had a decision to make of his own; one, a bigger job at General Motors – perhaps even the global head – and, two, becoming Group CEO of Tata Motors. Having worked at companies like GM, BMW and McKinsey, the Tatas knew that if Forster could be convinced, he would bring a lot of valuable experience on the table. For the London-born Forster (raised in Bonn and Athens, worked across the globe), India could promise to be an enlightening experience. But Forster also knew that if he were to join the Tatas, however hard he tries, he would – by rote nomenclature – be known as an ‘Expat CEO’ (short for expatriate CEO). Along with the bouquets that accompany this garnishing, Forster would have had the benefit of being brandished with the standard ignominious accusations reserved with honour for expat CEOs. But really, why do typically Indian companies take expat CEOs in the first place? Are there any lessons?

To be fair, this is not the first case of an Indian company headhunting for an expat CEO; and it definitely won’t be the last. In fact, the Tata group itself has believed heavily in global talent for top positions; which is logical since a huge 65% of the group’s revenues come from overseas markets. Raymond Bickson, MD, Indian Hotels (of the Tata Group), contributed heavily to the company’s global expansion through innovative acquisitions and tie ups with luxury hotel chains and cruise lines. But taking in Daryl Green as MD of Tata Teleservices wasn’t as rewarding as Green quit in two years, citing personal reasons and amid rumours attributing his resignation to his inability to mingle with the culture of the Tata Group.


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

For More IIPM Info, Visit below mentioned IIPM articles.

Tuesday, February 05, 2013

A grand, glitzy but shallow show

A 34% rise in India Inc.’s Q3 profit may bring smiles to many, but it’s nothing more than a statistical jugglery of an ultra-low base founded in the third quarter of FY2009. Though things have started looking better, India Inc. still has miles to before they can really celebrate by Deepak Ranjan Patra

“This has been a good quarter for Dabur with all-round improvement. We sustained good growth momentum across key consumer categories and geographies... Revenue from key categories is scaling up along expectations and costs are being better managed… The business outlook for our company continues to be robust.” These very words said by a visibly confident Sunil Duggal, CEO, Dabur India indicate how the last quarter has boosted the company’s confidence. But the question remains: does it represent India Inc.’s sentiment as a whole? Well, by and large, yes! After all, gauged on a year-on-year basis the last quarter was the best for corporate India since the day when Lehman Brothers collapsed. But Dalal Street is still apprehensive, raising some food for thought.

Validating the talks about the green shoots of recovery, 467 companies of the BSE 500 constituents (results declared till February 12, 2010) posted a cumulative net profit of Rs.661 billion, up by a sound 34% from profit after tax of Rs.493 billion recorded by the same companies in the year-ago period. Top line of these companies also swelled to Rs.6.78 trillion as compared to Rs.6.02 trillion in the corresponding year of the previous fiscal. While the rise in profit is more than what experts at the market place expected, growth of 12.5% in revenues is more in line with the market estimations. With India Inc. flaunting its superb result card after a relatively longer period, it certainly should have been a party time for many. But surprisingly the one which matters- Dalal Street, has shown little interest in these results.

Since the day the results season kick started in January, the Bombay Stock Exchange benchmark index, Sensex dipped over 8% from a closing of 17,526 on January 11 to 16,038 at the closing of the market on February 15. The advocates of the green shoots theory would certainly blame it to the global cues. But is not a fact that India Inc.’s performance also gets affected by those so called ‘global cues’ (read: US unemployment rate, burgeoning US fiscal deficit, debt crisis in Greece, weak housing sector, sluggish growth in consumer spending in the US…)? Nevertheless, while we are flooded with concepts all around, it’s no surprise that the markets care less about hedging, inventory costs and interest cycle... and so on! They simply weigh the companies on one parameter – real performance, not just results dressed to look good.


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

For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, January 17, 2013

WHY DO THEY DISLIKE INDIA?

The governments of Pakistan, China, Sri Lanka, Nepal, Bhutan and Bangladesh reveal to akram hoque of B&E...

Nehru’s dreams started unraveling in 1947 itself when the founder of modern Burma, Aang San was assassinated and Indians were forced to leave everything and flee. By the winter of 1948, Nehru had got a first taste of jihad in Kashmir, a jihad that now threatens to debilitate India even as it destroys Pakistan. Two more shocks awaited Nehru and his vision of a peaceful and comradely South Asia in 1959. The leader of Sri Lanka, Solomon Bandarnaike was assassinated and the genie of anti-Tamil policies uncorked; the resultant civil war has just about reached a lull. And of course, China annexed Tibet, claiming it was always a part of China, forcing the Dalai Lama to flee and get exile in India. By 1962, when the Chinese military humiliated India, Nehru’s dreams of a ‘friendly’ neighbourhood were utterly and completely demolished. Since then, India has simply not been able to forge really close and friendly ties with the people and governments of its neighbours.

Let’s face it. No matter how many times Sonia Gandhi and Manmohan Singh stand in front of the mirror and ask “who is the fairest of them all?”, the fact is that India is not very popular in the neighbourhood. Perhaps the only saving grace is that it is usually the governments of these neighbouring countries that are more hostile towards India than their citizens. For Nepal, Sri Lanka and Bangladesh, India is the Big Brother and Bully that has a nasty habit of throwing tantrums and throwing its weight around. For Pakistan - or at least a large part of the ruling establishment in Pakistan - India is the Eternal Enemy that defines the existential rationale for the nation state. For China, India is a ‘hegemonistic’ upstart that needs to be taught a lesson every now and then. Why, even Bhutan has problems with India.

This is particularly galling for Indians and Indian policy makers. India is a unique country amongst major powers - including Japan, China, Russia, Germany, France, Britain and the United States - that has never invaded a neighbour. India is the only country amongst major powers that has actually ‘lost’ homeland territory in the last 100 years. India is known for its unique culture of tolerance, co-existence, respect for all religions and openness to new ideas and identities. And yet, why is it that people and governments in Sri Lanka, Nepal and Bangladesh think that India is a Big Bully which threatens their very existence? Somewhere deep down, Indians are downright offended by the very notion that India can play the Big Bully against any country. And yet, the perceptions persist...


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay 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

RUSSIAN DIPLOMACY: ROLE OF ORTHODOX CHURCH

Is it the Orthodox Church that Putin is using in his new diplomacy?

There are three sects predominantly in Ukraine; Kiev patriarchate with 50.4% followers, which is predominant in the Western part of the country backed by the President, Yushchenko. The Moscow patriarch is another with 26.1% having enough support of Russian government.

Finally, the Ukrainian Autocephalous Orthodox Church with 7.2%. This demographic picture is giving substantial support to Patriarch Kirill to put forward the Russian political agendas.

For the Russian polity, some of Kirill’s recent initiatives have been witness to clear political cognizance. His recent statement that it’s very important to increase Russian speaking presence in EU bodies was one of his first political remarks as Patriarch; interestingly, this statement garnered enough support in the Russian polity. But what separates him from his quite normal predecessors is that fact that he is the first Russian Patriarch in known history to consider himself as the universal patriarch for the world in the Christian Orthodox faith. That is quite a gargantuan consideration, given the expanse he is trying to address. But as his Ukraine trip showed, he is not without his stable followers. Kirill is also trying to strengthen the current weak relation with Georgia. In addition, his recent statement that “there are no conflicts, even most cruel, [and] no human hostility that could ever destroy the church unity, including the unity between the Russian and Georgian Churches” caught the attention of the intellectual Georgian community. Common Georgians look forward to Kirill’s visit more positively in Georgia now more than ever. Kirill’s further attention to control food consumption for joy and save the world from ruin has increased his general popularity and exemplified his knowledge in world economics. His speech in Crimea to thousands of people including Russian and Ukrainian navy personnel urging them for a peaceful cooperation was meaningful. He said, “Keep the Orthodox faith! Keeping the faith means not only attending church but building good relations with people,” more broadly between Ukrainians and Russians. 


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay 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)
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Thursday, January 10, 2013

“We refresh our consumers...”

B&E: What are the strategies that you think have make Coca-Cola successful in India?

AJ:
Brand Coca-Cola worldwide stands for positivity, upliftment of body, mind & spirit and universal connection. The same values define the brand in India. In addition, we are constantly looking for opportunities to reach out to our consumers and strengthen our connect with them. Innovations in advertising, 360 degree communication, strong distribution network and chilled availability of the product in different packages and at appropriate price points have had a role to play.

B&E: How did Thums Up fit in?

AJ:
Thums Up today is India’s largest selling sparkling beverage brand. Born in 1977, Brand Thums Up was added to the Coca-Cola portfolio in 1993. During this period, it moved towards a more individualistic masculine positioning in ‘I want my Thunder’. In, 2002, Akshay Kumar was roped in as the brand ambassador and the brand continued to strengthen its position as a Male Iconic Brand through consistent positioning. To further enhance the appeal and connect with consumers, the Thums Up logo too has been contemporized. The sharper edges are added to the ‘Thumb’ in the Thums Up sign to bring out the core masculine values of brand Thums Up more prominently.

B&E: Please tell us about your future plans for the Indian market?

AJ:
We have grown consecutively for the last twelve quarters with the quarter ending June 2009 registering a 33% growth over the same quarter previous year. This was the 12th straight quarter of growth, with 9 out of the 12 quarters delivering double digit growth We believe that this growth has been led by our continued focus on the route-to-market strategy and ongoing investments in technology, infrastructure and consumer marketing. At Coca-Cola India we follow an OBPPC model which is all about marketing the right brand, in the right pack at the right price, sold through the right channel and at the right occasion.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
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