IIPM - Live: 2013

Wednesday, June 05, 2013

The new buzz word in Motown: Affordable luxury

The Indian automobile industry is facing one of its toughest periods in over a decade. In the period between April 2012 and February 2013, the industry registered a negative growth of -4.64% in the passenger cars segment. Sales of small and medium automobile segments are slacking off, which is in sharp contrast to the scorching pace of growth witnessed till a couple of years ago. Between FY2005-06 and FY2010-11, passenger car sales blazed at 15.2% per annum. That fell to 4.7% in FY2011-12, before languishing this past financial year.

The only silver lining has been the luxury end of the car market, which has been an exception to this anaemic trend. While the overall passenger vehicle industry has grown at a CAGR of 19.04% in the past four years, and the luxury vehicle segment has grown at a CAGR of 32.02% during the same period. Currently, of total car sales of 2.5 million, the luxury segment contributes only 1.2%. But the segment has been growing steadily over the past couple of years and is expected to contribute 4% of the total car sales in the next eight years. Experts believe that demand for luxury cars will rise to at least 50,000 vehicles by 2015, from 25,000 units sold in 2012.

Mercedes-Benz, which came to India in 1994, was the largest seller of luxury cars in India till a couple of years ago when fellow German rival, BMW, beat the company to the numero uno position in 2009. That year, Mercedes recorded 3,202 units in sales whereas BMW sold a good 3,587 units, topping the sales chart. Audi, which was then just making its presence felt in the Indian market, registered 58% of whopping yoy growth in 2009, selling 1,987 units. Since 2009, the competition has gotten more intense and scalding hot. The German players have been at each other’s throat, straining their muscles to outperform in the competitive luxury car market, which has grown thicker with the entry of newer players like Volvo and Jaguar Land Rover.

On one hand we have the entry level luxury brands like BMW, Audi, Mercedes and Volvo; on the other hand there are the mid-level luxury brands like Jaguar and Land Rover (starting from about Rs.5 million) and then there are the ultra-luxe brands, some of the biggest names in the sports car and super luxury segment, like Bentley, Lamborghini, Rolls Royce, Ferrari, Aston Martin, Maserati and Bugatti. The arrival of these big guns in the Indian market over the past two years has further redefined and segmented the luxury car market. So we now have the entry-level, mid-level, super luxury, sports cars and SUVs. Another key trend in this luxury space is the sudden upsurge in the entry level cars starting as low as Rs.2.2 million.

The trend was kicked off with BMW launching its X1 SUV model and lowering the entry level of its luxury cars to about Rs.2.2 million (ex-showroom). The idea is to generate volumes and so players like BMW are launching new products in the affordable luxury segment, where the demand actually is. In the process, the traditional luxury segment has now morphed into the premium category with most luxury car makers moving towards affordable luxury. In order to vroom ahead in this new “affordable luxury” category, BMW has introduced its sub-brand Mini Cooper, which it introduced at last year’s auto show in Delhi. It is planning to launch three models of this sub-brand in India − Mini Cooper, Mini Cooper convertible and Countryman, priced aggressively between Rs.2.49 million to Rs.3.19 million. Rivals Audi and Mercedes have also taken steps to create excitement in the entry level luxury segment. Last year saw Audi introduce its Q3 model (priced at Rs.2.67 million) while Mercedes has launched its B-class priced competitively at Rs.2.10 million, which competes with BMW X1 (priced at Rs.2.24 million).

As the churn in the luxury car market gets thicker, players are pulling out all the tricks to stay ahead in the competition by creating new segments and looking for new markets to generate demand. “As we move into the future, we are well positioned with a forward-looking strategy, progressive roadmap along with an exciting and emotional portfolio to tap the available market opportunities,” says Philipp Von Sahr, President, BMW India. So, BMW is tapping the market for commercial use of luxury cars such as premium hotels and cab owners and has gone for selling the stripped versions of its traditional luxury cars to generate incremental demand.

Likewise, Audi is contemplating to launch several initiatives on the pro\duct front this year. It plans to assemble the entry level Q3 SUV, which is giving good competition to the BMW X1, in India by the second quarter of this year. The price of Audi Q3, which starts from Rs.2.6 million, is expected to come down further once Audi starts assembling the Q3 in India. The car maker at present assembles sedan A4, A6 and SUV Q5, Q7 in India. Even, Mercedes has plans for expanding its product portfolio. “We would be launching one or two products, starting this year, with a B-class launch. And soon we would be launching an A-class product as well. Secondly, we are investing heavily on production at our factories. We want to make our CKD (complete knocked down) units because it take 2-3 years to get the CKD portfolio ready,” says Debashis Mitra, who was Director, Sales & Marketing, Mercedes India, before quitting just a few days ago.

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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

BBA Management Education

Friday, May 31, 2013

Get real White House

Officials promoting Obama’s Drone programme continue to churn out the same old rhetoric of how grateful those in the tribal areas are every time a Drone strike is launched on Waziristan. Well I have news for the White House. Open your eyes, stop being in the denial mode and listen to the voices of Internally Displaced Persons (IDP’s) from Pakistan’s South Waziristan Agency (SWA), currently camped in front of the National Press Club in Islamabad on a hunger strike.

“The IDPs from Mehsud tribe have demanded an immediate halt to US Drone strikes and prolonged military operations in SWA which was launched in 2009 against the Tehreek-e-Taliban Pakistan (TTP). Protestors are vowing to continue their protest until the halt of military operations, which has resulted in the mass displacement of many (civilians ) from the region,” Saleem Mehsud, a Waziristan-based journalist said.

Last week, Farzarna Bari, Human Right Activists, Pakistan, Tehreek-e-Insaaf leader from SWA, Doost Mohammad Khan and elders of the Mehsud tribe participated in the protest camp. The IDPs stated that the Pakistan government should also take the matter seriously because “the coming generation of the Mehsud tribe are facing immense problems and are being deprived of basic facilities as a result of military operations”.

Advocate, Sherpao Khan Mehsud said the sit-in would continue until their demands were met. He said that drone attacks were not only killing innocents but were also violating the sovereignty of Pakistan. Mehsud Youth President, Jamal Shah stressed that “the military operation should be stopped immediately in which houses, markets, schools and colleges had been destroyed.” He also said the military operation “Rah-e-Nijaat” was started in 2009 in Waziristan and now hundreds have been forced into slums and living in terrible conditions.

The Mehsuds are not alone in calling for an end to drone strikes. I spoke to two members of the Wazir tribe. Arman Khan Wazir told me, “I am from Waziristan and because of drones, people are turning against the Pakistan Army and America. Children are joining Taliban because they have no facilities and they are becoming destructive minded. I can’t explain the destruction there in words.”

Imran Khan has long condemned drone attacks calling them a violation of international laws which also violate Pakistan’s sovereignty and is calling for America to identify the victims of drone strikes. He also criticised the government saying it had turned the country into a “Banana Republic” and that US authorities “were allowed to hit and kill any civilian at will inside Pakistani territory”.

Always quick to be on the scene for peaceful protestors, a tweet from Imran Khan read, “my full support for our FATA youth protesting drone attacks in front of Islamabad Press Club. Will try to go personally to join their protest.”

Says activist Raheem Ullah Wazir, “if we start doling out justice from the skies than we should get rid of the courts from the world. If someone is a culprit, he should be brought out into the open so that truth and reality is known to the world. Secondly, where is the sanctity of international borders? This is going to set a very wrong precedent. The money that is invested in drone technology could have been used to seal the Pakistan-Afghanistan border to keep out insurgents, if any.”

In an email, Hanif Ullaha, a Peshawar-based journalist, highlighted his arguments against the use of drones in an email to me, laying out the following points: it is illegal, induces collateral damage, abuses international law and norms for strike, is counterproductive and there is rampant extrajudicial killing... if Nazis could be brought to trial and prosecuted, why are the killers being allowed to get away scot free here.

I asked several people whether drones radicalized young people in the tribal areas and the answer was an unanimous “yes”. A man (name withheld) told me, “They take their revenge on the Pakistan army and get closer to Al Qaeda”. He admitted that he himself had considered joining the Taliban after the drone strikes but decided to stick to his studies.

It is important to note that a recent bombing of an army checkpoint which killed 35 people was claimed by Taliban to be in retaliation for the killing of two of its commanders by drone strikes. I argue that these “secondary” drone victims should also be added to the death figures to present a true picture of the impact of warfare. The Taliban also attacked the Pakistan government for what it called its “complicity” in drone strikes.

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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

BBA Management Education

Saturday, May 25, 2013

Fairs can spell money!

Cultural and religious festivals in India are of immense importance

Truly, religious festivals have not been confined to religious activities. Their contributions extend to economic development, employment creation and tourism. Among all, Kumbh Mela is one of its kind, claiming to be the world’s largest religious festival. The mela, which occurs once in three years in four different places including Allahabad, Haridwar, Ujjain and Nashik alternatively, is happening currently in Allahabad. Around 100 million people are expected to join this 55-day festival. However, the economic contribution too is as gigantic as its crowd. A report by the Associated Chambers of Commerce and Industry of India estimated that the mela will generate about $2.2 billion of income for the city and create thousands of jobs. However, it is not the only religious festival generating revenue and employments for Indians; there are other melas including Sonepur Mela and Onam in the southern state of Kerala. The Sonepur mela brings good business to the local people. There were over 600 shops where sale of around 3,000 heads of cattle has been recorded. Onam, a festival of Kerala, has taken the international route, being celebrated in different places of the Middle-East including Dubai and Qatar.

Still, there are many lessons to learn from the way many countries have modified their festivals and marketed them at an international level. The Rio de Janeiro carnival has positioned itself as an international event, attracting an estimated 1.1 million visitors to the city in 2012 and with 5.3 million people taking part in street parties, an increase from 4.9 million people in 2011. Similarly, the Venice carnival attracts over three million tourists. Another classic example is that of the Mardi Gras carnival in the United States which generates a direct revenue of $ 144 million (more than $ 500 million by some other estimates) attracting more than five million visitors in New Orleans every year.

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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

BBA Management Education

Saturday, May 11, 2013

“Market size is growing”

B&E: Luxury car makers are moving towards affordable luxury. Wll this trend affect the core luxury car segment?
Kumar Kandaswami (KK):The luxury car market will more or less stay on track in terms of numbers and figures. I don’t think anything big is going to happen in the traditional luxury car segment. Yes, the market has slowed down and replacement of luxury cars will take a little more time. Corporate houses and businesses are big consumers of luxury cars and they get tax benefits on such purchases. But when profits are low there is no need to hide tax. So businesses are not buying as much as they used to in the high growth years. Affordable luxury product lines are new categories that players are trying to create to grow and expand the market. We need to see how these segments will evolve. But they would not replace the conventional luxury sedans.

B&E: Apart from players like Mercedes, Audi, BMW, other players are also entering the luxury auto market. Do you think India is ready for such action in this segment?
KK: It will take some time for market to develop. India is a small market for everybody to jump in. Players are waiting for the market size to increase by 60,000 to 70,000 units, but that will take 3-4 years .Newer players like Volvo are doing fairly well and want to expand but developing the network and infrastructure will prove to be time consuming.

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

BBA Institute

Friday, May 10, 2013

“The best medium to deliver broadband Internet – fiber optics”

Sachin Deshpande, Chief Operating Officer, Radius Infratel, on the challenges and opportunities associated with Fibre-Optic-To-The-Home (FTTH) technology

B&E: How important is Fibre-Optic-To-The-Home (FTTH) for attaining better broadband penetration in the country?
Sachin Deshpande (SD): From a dial-up connection speed of about 256 kbps to now a slightly respectable figure of 2 Mbps or more, the Indian consumer’s need for Internet speed has been growing fast. And so is the case with their dependence on broadband due to high usage of social networking and video streaming. Given the technology, today, broadband connections can be given only by wireless service providers. The best medium that can deliver these broadband-based services is fiber optical network. That is why the concept of providing fiber-optic-to-the-home came in. There have been some attempts by incumbents to provide optical fiber connectivity to homes but they have really not worked well. On the other hand, we have countries like China, South Korea and Japan, where people have been using 100+ Mbps broadband speed for the last 5-6 years. About 3 years back, we saw the opportunity. While the service providers have been making attempts to set up optical fiber infrastructure, we thought that an infrastructure service provider like us should chip in to provide optical-fiber-to-the-home. We are putting in place optical fiber based last mile connectivity that can be utilised by various service providers to reach out to their customers.

B&E: What are the challenges with FTTH?
SD: It is a new concept in the country because traditionally, telecom infrastructure has been laid out by service providers in India. Today, we install this network independently and then convince telecom operators to use it. Convincing them is the first challenge. We also have to engage various builders and developers who are coming up with new residential and commercial projects. They are a very important part of our ecosystem. Most of the leading operators have liked the idea of embedding the last mile connectivity into their project through FTTH technology.

B&E: Could you elaborate on the technical part of FTTH?
SD: The concept of optical fiber to the home comes from GPON (Gigabit Passive Optical Network) technology. This technology came in existence about a decade ago. Apart from this, Radius Infratel holds the patent for NANO ( Neutral Access Network Operation) technology in more than 25 countries. This solution allows us to integrate multiple service providers that provide a variety of services. We are a company that lives on innovation. India’s first smart pre-paid electricity meter was brought to market by Radius. We have our research labs in Noida and Delhi. These labs work on both innovation as well as localisation of already existing technologies.

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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

Wednesday, May 08, 2013

There’s much to fix between the piers

A raft of infrastructure issues is affecting the growth and prospects of our ports. In the face of capacity constraints, lack of connectivity and inadequate mechanization, ports are burdened with excess traffic they can’t handle

India’s vast coastline, stretching around 7,500 kms, is home to 13 major ports and around 200 non-major ports. These are spread across the nine maritime states that stretch along the country’s western and eastern corridors. Considering that about 95% by volume and 70% by value of the country’s international trade is carried on through maritime transport, ports in India are expected to demonstrate efficiencies to sustain the demands of growing international trade. Even otherwise, modern seaports the world over play the role of logistic hubs in the global transport system, integrating the supply chain and offering a competitive edge to exporters and importers.

Historically, ports were measured on their ability to accommodate ships and other modes of transport effectively and efficiently. Contemporary developments in transportation, however, dictate that emphasis shift to the ability of ports to fulfill new roles in the logistics era in the context of operating within integrated global supply chain systems. Ports are therefore expected to demonstrate efficiencies that help to cut total logistic costs and improve the overall competitiveness of exported and imported products.

Unfortunately, even in the wake of India’s growing maritime trade in the world market and the unprecedented growth in bulk commodities and containerized trade, major ports in India have failed to expand capacity and develop facilities commensurate with the growth in trade. In FY2011-12, Indian exports accounted for $303.7 billion, logging an annual growth of 21%. Meanwhile, imports grew to $488.6 billion, a 32.1% growth. This rapid growth in trade can be sustained only if the port infrastructure keeps pace with the increasing volumes of cargo. Indian ports, over the past decade, have seen a sharp surge in traffic, which has almost grown four-fold to 9.7 million TEU (One TEU represents the cargo capacity of a standard intermodal container, 20 ft. long and 8 ft. wide) in 2011, from 2.4 million TEU in 2001 - a growth of 395%. But our port-handling capacity is way short when compared to the throughput of major ports globally. Even the 9.7 million TEU handled by Indian ports last year represents just 8% of the global benchmark ratio for economic output and one-twelfth of global container traffic averages. Given that the Indian economy grew 7.8% for fiscal 2012, ports in India are in urgent need of capacity augmentation in order to meet the country’s growing economic needs and also to grow our share of international trade.

Over the last decade, our average annual growth rate of port cargo volume has been about 10% and container traffic is projected to grow to 40 million TEU by 2025. But India’s ports are ill-equipped to meet this surge in demand as they have not been able to significantly ramp up their capacity and efficiency. As a result, our ports are congested and lack cutting-edge facilities. Till date, no Indian port is capable enough of handling large container vessels. Thus, most of international cargoes are off-loaded at Colombo or nearby ports and then transported to India in bits and pieces. This very incapability robs Rs.10 billion from traders. Even the custom clearance at ports increases the transport time by an average of 84 hours. Not surprising that the World Bank has ranked India’s port infrastructure at 3.86 in 2010, where 1 stands for extremely underdeveloped and 7 for well developed.

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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

ExecutiveMBA

Saturday, May 04, 2013

Does this P&G ceo deserve the axe?

P&G chief Bob McDonald has come under fire after activist investor William Ackman called on the board to dismiss him. B&E finds out whether McDonald deserves more time and what the larger concern really is – survival of the CEO or the very company?

Bob McDonald, CEO of the $193 billion-worth consumer goods maker Procter & Gamble (P&G) hasn’t had an easy year so far. His neatly laid-out corner office on the eleventh floor of P&G’s Cincinnati headquarters, with mid-sized containers of the company’s products placed neatly on four columns of three glass racks each, do not reflect his not-so-calm state of mind. Outside it, employees are talking though. So are investors. Walk into the boardroom and you realise why all is not well at the company. At least not when its CEO is concerned. In recent weeks, he has won blame for not leading the company down the path of prosperity.

McDonald is not worried about winning support of fellow board members. They trust him. In the past three months, they have silenced critics by claiming so twice. The bother is an investor named William Ackman who today owns 1% of P&G’s shares.

To understand where the real trouble began, we turn back the pages to the second quarter of this year. On June 20, McDonald presided over a conference organised by Deutsche Bank in Paris. The CEO predicted lower-than-expected quarterly profits in the third quarter of 2012 (Q1, FY2012-13 as per P&G’s calendar). McDonald confessed that there were deep-rooted problems in P&G’s innovation mill and the subsequent execution of its strategy. For him, the admission did not bode well. Call it chance. On the same day, when Paul Polman (CEO of P&G’s biggest rival Unilever) delivered his speech at the Rio+20 summit in Brazil, he uttered no word of worry over Unilever’s bottomline or the existing lukewarm buyer ecosystem in his 15 minute-long monologue.

That Polman would have been worried about investors ready to question him on Unilever’s financials is out of question. Despite weak consumer sentiments in US and EU (where Unilever earns 44% of its revenues), his company’s bottomlines have increased in the past three years. Between FY2009 and FY2011, it rose by 26.17% to $5.51 million. In this light, McDonald’s talk that very day – which also included his plans to restructure the company and restore order in a troubled house – can be understood to be a mere justification of why P&G’s profits have fallen by 15.55% in the same period (to $10.76 billion).

This is where William Ackman (founder and CEO of hedge fund Pershing Square Capital Management LP) walked in. An activist investor, he is known for management shakeups at retailers like Target and J.C. Penny. By the time July began, he was already sitting on a neat 1% of P&G’s stock, which his company bought for $1.8 billion. His first move post-purchase gave a sign of things to come. He forced McDonald to meet him on September 4, 2012, with a 75 page-long document of the issues that are troubling P&G. Also present were P&G board members Jim McNerney (CEO, Boeing) and Ken Chenault (CEO, AmEx). What Ackman was really trying to do was convince two key members of the P&G board through a quick chat that it was time for McDonald to leave. Investors were excited to hear of an intellectually quick Ackman arm-twisting the top management. That the company’s stock (which had remained flat for most of the past two years) unexpectedly rose to a 54 week intraday high of $70 – a 13% appreciation since trade began that day – was proof enough! But it wasn’t to be that easy for Ackman. Was he right in asking McDonald to vacate his chair?

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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

BBA Management Education

Thursday, May 02, 2013

A weak power sector: What’s the cure?

Power blackouts that occurred recently have put the spotlight back on a troubled power sector. Grid failures, shortage of coal supply, financial losses, poor infrastructure & governance, and political finger-pointing are making matters worse

For some, it was their worst experience ever. For others, it was a repeat of the horror. We are referring to the blackouts that left over 680 million people in a state of darkness and despair for long hours together on July 30 & 31, 2012. But more than the unforgiving power cuts and crippled state of trains and metro rails that resulted from failure of three transmission grids in the country, it was the kind treatment offered to the one responsible for the disruption that embarrassed India, Sushil Kumar Shinde (the-then power minister), that made bigger headlines. Post the incidence, Moodbidri Veerappa Moily was made the power minister and Shinde was asked to take charge of a higher office in the government. [He is today the Union Home Minister.] When questioned over objections raised by critics on this move, Shinde clarified that he rated the performance of the power ministry under his tenure as nothing short of excellent. “I have briefed the Prime Minister’s Office... In USA, light does not come for four days. Here we got it in a matter of hours. People should appreciate how work is done at the grid,” was Shinde’s justification. [He was referring to a blackout in North America in 2003 that lasted 4 days.]

Starting 2.35 AM on July 30, the whole of North India experienced a power cut for 10 hours after the Northern Grid tripped. The next day saw a bigger outage hitting 19 States and two Union Territories when the Northern, Eastern and North-Eastern grids all went on the blink. An estimated 684 million people, or a-tenth of the world’s population, were left without power for up to 8 hours. Shinde was quick to blame States like UP, Punjab and Haryana for overdrawing power.

The event that lasted two days was just a bellyache – a symptom of the deep malaise that afflicts governance in the power sector in India.

On the face of it, many would assume that the power ministry has its task cut out for itself. But hasn’t it always been so? Are long power cuts new to India? Has the 100 million tonne gap between coal demand and supply just emerged? Are issues related to supply of coal and gas new? Or has the fact that over 400 million people still lack access to electricity just struck India?

The recent grid failures that won India international shame and exposed the lack of grid discipline in the Indian power sector, could act as a trigger to implement corrective measures to eradicate problems which the sector is reeling under. That would call for bold measures on the part of the new minister.

To begin with, he will have to put in place a system that ensures strict adherence to grid discipline (a present, violations due to overdrawing of power by various states are common). As per the Central Electricity Regulatory Commission (CERC), it had issued four directives to States not adhering to their set limits of drawing power. But to no avail. The reason – political compulsion. Moily though, claims that the guilty will be brought to book. “There is a provision to imprison authorities or the state chief secretary for disobeying grid discipline. Perhaps we need to enforce that,” he said.

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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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Professor Arindam Chaudhuri – A Man For The Society….
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Tuesday, April 30, 2013

National

Maruti Suzuki: labour unrest
Voilence leaves India Inc. aghast
Some are calling it a conspiracy while others say that it is purely an issue between labour and management. But the bloodshed at Maruti Suzuki’s Manesar factory in Haryana, which claimed the life of one senior manager and injured close to 100 others, has triggered fears of the bad old days of stubborn trade unionism. While Maruti is counted among the best wage providers in the Manesar industrial belt, 40% of the workers at the Manesar plant are hired on a contractual basis. As such their salaries could be about 50% of the payout given to the regular workforce. With rising aspirations of a young workforce and the company’s continuous efforts on cost cutting, the simmering discontent eventually took an ugly turn. A similar kind of unrest at the same plant last year had cost the company a whopping Rs.25 billion. This time round the figure could be even higher as the company may have to keep the plant shut for more than a month. For a plant that on an average rolls out a car every 13 seconds, the loss would be staggering. The lockdown will also affect production of the company’s bestselling Swift Desire diesel car. Apart from financial losses, this kind of forced shutdown will also damage India’s ambition of becoming a global automobile manufacturing hub.

wipro: profitable quarter
Good news for IT sector
Indian IT service provider Wipro Ltd. announced a 18.37% y-o-y rise in its consolidated net profit of Rs.15.80 billion for the first quarter of the financial year 2012-13. Unlike its larger peer Infosys, whose earnings results have failed to excite the market, Wipro good numbers have brought cheer to the IT sector. The company says its clients are resorting to more and more outsourcing in an attempt to reduce their operational expenses, and Wipro is looking to gain from its clients’ spending. The company also said that in today’s complex business environment, global corporations are increasingly investing in transformational technology initiatives to improve competitiveness. Wipro sees this shift as an opportunity for it to lead this change and help customers differentiate in this fast evolving market However, the company has projected a flat growth of $1.54 billion revenue from its global IT services for the second quarter (July-September) of this fiscal. Also, despite the increase in its profit, the third-largest software firm of the country has hit some speed bumps in terms of revenue earned in dollar. The company recorded a 1.36% dip in terms of dollar revenue for the first quarter this fiscal. IT services revenue in dollar terms was impacted by $25 million due to cross-currency volatility. IT services business accounts for 78% of the company’s revenue and 93% of its operating income, which at 21% in the first quarter was 1% lower y-o-y but fractionally (0.3%) higher sequentially from 20.7% in the previous quarter. In the June quarter the firm also managed to bag 37 new customers and employed 2,632 new employees in IT services. India’s $100 billion plus export driven outsourcing sector is facing a tough time as big clients from Europe and North America have cut down their overall spending.

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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

Friday, April 26, 2013

Letters to the Editor

Opinion builder

I am a regular reader of Business & Economy magazine. Your choice of topics and the research that goes into them is very impressive as is the quality of writing in every issue. The editorial columns are amazing and it gives immense knowledge, which assists me in generating my opinions on current topics in the industry. I especially liked your cover story on on the joint research with Tuck Business School as it offered a detailed case study, which not many publications go into. I also look forward to reading the sector analysis articles as they tend to summarise the past, present and future of the covered sector very precisely. I must say that each and every issue of B&E offers some or other brilliant piece to read. I wish you all the best for your magazine and hope you people continue with such amazing work in future.

Sriwant Wariz,
National Marketing Manager, Fujifilm India

Great analysis

This was the first time I have read Business & Economy. Just after going through the magazine, I decided to write a small appreciation letter and regards to the team for the tremendous and faithful work that they have done. They have done true justice to the covered sectors and the stories are real insiders. The smart charts and intellect analysis of the sectors as well as the corporation were mind blowing. I would say that it has an edge over the other local magazines in the country as it more of an international and world class magazine. I would just like to suggest that you cover news and analysis of international companies in greater detail.

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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

Wednesday, April 24, 2013

Innovation Ecosystems

Ron Adner, Associate Professor of Business Administration, Tuck School of Business at Dartmouth, Author of the new book The Wide Lens: A New Strategy for Innovation, writes on the role of innovation ecosystems

There is a blind spot that undermines great managers in great organisations even when they identify real customer needs, deliver great products, and beat their competition to market.

Philips Electronics fell victim to this blind spot when it spent a fortune to pioneer high-definition television (HDTV) sets in the mid-1980s. The company’s executives drove a development effort that succeeded in creating numerous breakthroughs in television technology, offering picture quality that customers loved and that the competition, at the time, could not match. Yet, despite sterling execution and rave reviews, Philips’s high-definition TV flopped. Even the most brilliant innovation cannot succeed when its value creation depends on other innovations – in this case the high-definition cameras and transmission standards necessary to make high-definition TV work – that fail to arrive on time. Philips was left with a $2.5 billion write-down and little to show for its pioneering efforts by the time HDTV finally took off 20 years later.

Sony suffered from a similar blind spot, winning a pyrrhic victory as it raced to bring its e-reader to market before its rivals, only to discover that even a great e-reader cannot succeed in a market where customers have no easy access to e-books. And Johnson Controls, which developed a new generation of electrical switches and sensors that could dramatically reduce energy waste in buildings and deliver substantial savings to occupants, discovered that unless and until architects, electricians, and a host of other actors adjusted their own routines and updated their own capabilities, the value of its innovations would never be realised.

In all these cases, smart companies and talented managers invested, implemented, and succeeded in bringing genuinely brilliant innovations to market. But after the innovations launched, they failed. The companies understood how their success depends on meeting the needs of their end customers, delivering great innovation, and beating the competition. But all three fell victim to the innovator’s blind spot: failing to see how their success also depended on partners who themselves would need to innovate and agree to adapt in order for their efforts to succeed.

Welcome to the world of innovation ecosystems – a world in which the success of a value proposition depends on creating an alignment of partners who must work together in order to transform a winning idea to a market success. A world in which failing to expand your focus to include your entire ecosystem will set you up for failure. Avoidable failure.

There is a growing trend to not go it alone. In a 2011 survey of senior executives by the Corporate Executive Board, 67% expected new partnerships, and 49% expected new business models, to be critical drivers of their growth in the upcoming five to ten years.

To be sure, great customer insight and execution remain vital. But they are only necessary – not sufficient – conditions for success. Rather, two distinct risks now take center stage:
? Co-innovation Risk: The extent to which

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

the success of your innovation depends on the successful commercialisation of other innovations.
? Adoption Chain Risk: The extent to which partners will need to adopt your innovation before end consumers have a chance to assess the full value proposition.

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Reverse innovation

If you happen to be the CEO of an Indian corporation, you might do well to pick up this book in order to understand the opportunities that your country has created and how the very existence of your company threatens competition in resource rich nations. But make no mistake, this book is really meant for a very limited set of readers – individuals in leadership roles at MNCs based in the rich world. For a very long time now, the spectacular rise of third world nations has rendered a lot of ‘management terminologies’ almost obsolete. How do you explain the phenomenon of Western nations importing certain innovations from countries like India and China (megamarkets with microconsumers), when the Harvards & Apples of this world have taught the exact opposite for years altogether? To be true, economic turmoil coupled with weak demand in their home markets has compelled companies to increasingly shifting their focus to developing markets. But there is hardly any organisation, which can boast of a concrete game plan for growing in countries like Bangladesh, India and China. Most of them are in the ‘market share race’ when they should actually be front runners in the ‘market development race’. Dr. Vijay Govindarajan and Chris Tremble, believe that there is a way they can do so. They call it Reverse Innovation. In fact, this concept might even become a source of competitive advantage for companies that can leverage it. Take Mahindra & Mahindra (M&M) for instance. When the Indian automobile major arrived in US with its sturdy 35 horsepower tractors, Deere & Company (the dominant tractor brand) didn’t even feel mildly intimidated. After all, who would prefer a brand that sounded anything unlike America and sold low power red tractors. Instead of taking the competition head on, M&M decided to excel in a small agricultural niche. To offset the negativity that would be associated with a third world brand in those days, M&M forged relationships with small dealerships offering personalised services. The bet paid off. M&M grew by around 40% in US from 1999-2006 and is now the number one tractor maker globally (by units). This case (along with several others discussed in the book) in summary, represents Reverse Innovation.

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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

Saturday, April 20, 2013

Optimal Mix: Managing a portfolio of supply contracts

The oil and refinery business is complex. Sometimes, companies lose on profit margin and market share if they don’t have an idea of managing supply contracts. The right mix of long- and short-term contracts can lead to a bigger profit.

When an oil refining company spends billions of dollars to build or upgrade a refinery, one of its main concerns naturally is how to get a good return on such a massive investment. In particular, the company would like to make sure that it sells the refinery’s products – mostly gasoline – in markets that would maximise its profit. A guaranteed long-term contract to supply gasoline seems most desirable, but the company may also want the flexibility of pursuing higher profit margins offered by shorter term contracts.

This was the dilemma faced by BP, one of the world’s largest oil and gas companies, as it completed a multi-billion dollar upgrade of its Whiting refinery in Indiana that would increase the refinery’s production by 1.7 million gallons of gasoline and diesel a day. To help BP find the best way to sell the refinery’s output year after year, I along with Shanshan Wang, PhD ‘11, developed a model that would allow gasoline companies to optimally adjust their portfolio of supply contracts over time, in anticipation of changing market conditions. This model is discussed in our study titled “Contract Portfolio Optimisation for a Gasoline Supply Chain.” While the work is motivated by BP, it has broad application to gasoline suppliers across the industry, which generates around $300 billion in annual revenue in the United States.

Gasoline, which is produced by processing crude oil in a refinery, is marketed to three distinct channels. The first is the branded channel where gasoline with specialty additives is sold through stations that bear the name of a major supplier such as BP, and are owned by independent firms or so-called branded “jobbers.” A BP jobber is obligated to sell only BP gasoline and BP is obligated to supply all the gasoline that the stations need. The contract typically runs for 10 years but virtually lasts forever, since an industry law called the Petroleum Marketing Practices Act prohibits BP from terminating the contract.

Gasoline also can be sold as a generic commodity through the unbranded channel, such as gas stations at Costco, Walmart, and Safeway. These outlets will typically negotiate a price to buy a specific volume of gasoline from a supplier for one year.

The spot market is the third channel, and that is where the major suppliers, unbranded jobbers, and other distributors come together to buy and sell gasoline. Refiners can sell any leftover product to the spot market after satisfying their contract commitments.

The key to maximising profit is in choosing how much of the refinery’s output should be sold to each channel given the uncertainty in the price and demand for gasoline. If BP sells its gasoline through an inappropriate mix of channels, then it may either not sell out its capacity or end up selling at a much lower profit, By adjusting the share that each channel receives over time to reflect changing business conditions, as opposed to a strategy of simply fixing the shares, the company’s expected profit can increase by more than 40% under some scenarios.

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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

National

Lower GDP Stats
Despite desperate attempts of the government to move the numbers in the economy’s favour, GDP growth projections for the current fiscal year remains at 6.9% against last year’s figure of 8.4%. The slowdown in investments and low industrial output are the reasons for this decline. However, finance minister Pranab Mukherjee is still confident that the numbers will look up when full data for the year 2011-12 becomes available. The government has already run up fiscal deficit of 92.3% of its budget estimates in the first nine months of the current year, mainly due to less than anticipated tax collections. The central government has managed to raise Rs 5.2 trillion in revenue during the period, which is 61% of the budgeted target for the entire fiscal. The figures indicate that the government will find it difficult to meet its budgeted fiscal deficit target of 4.6% for the current fiscal. A lower than expected 1.8% growth in the index of industrial production (IIP) for the month of December 2011 has not helped matters either. Meanwhile, much to the relief of the government, the wholesale price inflation is on a 26 month low and is expected to stay at these levels at least for the next few months.

Airlines cheer
Much to the relief of airlines the group of ministers (GoM) has okayed the proposal for direct import of aviation turbine fuel (ATF), which contributes around 40% of the overall operating cost of an airline. However, the decision is yet to get the Cabinet go-ahead, which will open the way for implementation of the scheme. Airline operators have been lobbying for quite sometime for either imposing a flat 4% sales tax or to allow them to import ATF directly. The GoM’s approval of the scheme sent share prices of airlines like Jet Airways, Kingfisher and SpiceJet on an upward spiral as investors cheered the move. Allowing direct import of ATF will help airlines to save on sales tax, which varies from state to state. The absence of a uniform sales tariff has forced airlines to bear the cost of around 30% rise in their fuel expense on a y-o-y basis. Surprisingly, ATF in India is at least 60% higher than prices in West Asia or even Southeast Asia. ATF makes for 40-50% of the total cost for airlines companies. No wonder that operators like Jet and SpiceJet have been complaining that it’s the high fuel cost that has been responsible for their December quarter losses.

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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

Tuesday, April 16, 2013

Four looks like a crowd

Sony is looking to get a better grip on its mobile phone division by acquiring Ericsson’s stake in the JV. But a real turnaround may require radical rethinking on the company’s strategy

For Chairman, President & CEO Howard Stringer, who is expected to step down next year, mixed feelings would normally be a given. But he may mostly end up contemplating on what could have been. Sony hired the Welsh-born former President, CBS and founder, TELE-TV, in 2005 to turnaround its businesses and revive the brand’s iconic status. Neither of the aims seem to have been met.

This year, the TV business is expected to lose money for the eighth year in a row with competitors like Samsung gnawing away market share fast. Other businesses like computing and gaming also face tough competition from the likes of Microsoft and HP. Sony Corp. has sold a lot of its TV manufacturing plants since 2009. It now plans to further restructure the division, which may include teaming up with other companies or spinning off the business in its entirety. At one point of time, Sony was worth $100 billion. Today it is valued at $18.05 billion (November 7). Its m-cap is down by more than 50% since Stringer became Sony’s first non-Japanese CEO. Despite being the first mover and market leader in portable music players, Sony lost it all and Apple is the one, which really struck gold on multiple occasions with iPod, iPhone and iPad. There were some victories – like gaming, Blu-Ray and 3D film making, and Stringer has successfully unleashed a series of cost cuts in the company. But mere cuts, unless they are accompanied by strong & inspiring ideas and painstakingly immaculate execution, cannot take a company too far.

On October 27, 2011, Sony announced that it would be acquiring Ericsson’s stake in the Sony Ericsson JV for $1.45 billion. If one looks at Sony’s performance over the past decade, it gets apparent that apart from financial misfortunes, its strategy has been a complete misfit across business segments (except for gaming). And smartphones is one of them, a wrong that Sony hopes to correct with this deal.

In 2000, Sony was struggling to make a mark in the global cell phone market with a marginal 1% market share. It then forged a JV with Stockholm-based Ericsson in August 2001. However, the JV bombed, as it managed to appreciate market share by a mere 1%. The company is now looking at upping its stakes in smartphones. When contacted by B&E, Sony’s spokesperson for A-Pac commented, “It has been Sony Ericsson’s target to become a leader in the global Android phone market in terms of value share. (rf. Sony Ericsson’s CY11Q3 market shares are 11% in value). Through integration of Sony Ericsson, Sony will be able to integrate functions such as product R&D and design, and accelerate adoption of new platforms & technologies for better user experiences.”

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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