Showing posts with label IIPM Think Tank. Show all posts
Showing posts with label IIPM Think Tank. Show all posts

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.


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

Wednesday, April 24, 2013

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.


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

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


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

Thursday, April 04, 2013

Investors, Meet Alan. Alan, Meet The Investors. Now get along!

Alan Mulally, Ford’s turnaround guy won’t speculate about his own fate. The stock market will. This time, it is his China Strategy that has made them Unhappy. Has Mulally lost his Midas touch?

On a cold February morning of 2007, Mulally’s Falcon jet landed on the airstrip of a 330 acre auto-testing facility in East Haddam (Conn.), 720 miles due East of his office in Dearborn (MI). He was accompanied by two of Ford’s senior engineers. For Mulally, this was his first field trip to conduct a detailed trial of every Ford model on the market shelf. For 4 hours, he patiently listened to all the complaints made by third-party experts about his company’s vehicles. That the new Ford Edge SUV had no electronic opener and no handle on the rear making it impossible for five-footers to close the hatch was one. When questioned, his engineers exuded lumps of defensive excuses. First, their new boss gave them a piece of his mind. Then, he took out two pens and notepads from his satchel and followed it up with a command: “You know what? Just listen and take notes.” Mulally was prepared. He did not care about the humiliation his engineers suffered while standing amidst a gang of auto reviewers. He was least bothered about them being uncomfortable. What Ford needed then was correction of many mistakes, not cloaks that concealed the rust.

Every top executive in the automobile industry today, carries around with him a heavy backpack of tales. For Alan Mulally, much of what it holds is about resentment and confrontation. Be it insiders or outsiders, engineers or investors, he has waded through miles of objections and excuses to make Ford a profitable machine again.

What is widely known outside the walls of Ford’s offices is about Mulally being a Mr. Dear CEO. He never was. At 7 am every Thursday, Mulally meets 15 of his top executives in a windowless conference room, a floor below his 12th floor office in the company’s headquarters in Dearborn. It is called the Thunderbird Room. In these meetings, every reporting officer gets to know that Mulally has held his feet to the fire. He cares little about the displeasures earned in the path to progress. When in early 2009, Mulally decided to even consider postponing his plans to launch the new F-Series (because he wanted to clear out Ford’s inventory), he made many senior officials unhappy, including his global marketing chief James Farley.

He has also angered the markets in the past. It happened on November 29, 2006, when he pledged all of the company’s assets for $23.6 billion to US bankers in a packed hotel ballroom in New York. Ten trading sessions later, the stock was down 15.79% to $6.88 per share. During Q1, 2008, Mulally decided to show no loyalty to brands like Volvo, Jaguar, Land Rover & Aston Martin. He sold them off. The silence in the ever-giggling investor category became more pronounced. One trading session after the JLR deal was announced on March 27, 2008, Ford’s stock fell 6.83% to $5.59. During the eight months that followed, Ford’s stock plummeted to a historical low of $1.26 (Nov 19, 2008). The company lost a further $14.8 billion in FY2008 (the highest in its 105 year history) and burned 61% of its cash reserves ($21.2 billion) that year alone. Mulally’s promises of a turnaround tale had started looking like scrap metal. But the unexpected happened and Ford was back on its feet as the #2 car seller in the large US and EU markets during 2009 and 2010 (a situation last seen in FY2000). Credit goes to Ford’s lower-priced, smaller vehicles (which makes up 48% of Ford’s global sales today). The company made $9.28 billion in net profits.


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

Monday, March 18, 2013

For Feeding Mouths Aplenty

While India continues to reel under The Effect of rising food Prices & Increasing hunger, The Proposed National Food Security Act can be a Panacea. But with a narrow minded Focus & Select targets, The Upcoming Legislation might end up Nowhere & can worsen The Delivery of food grains to The Hungry.

John Van Hengel, born 1923 in Waupan, Wisconsin, was an ordinary man with all vices and sins – as per America’s Second Harvest, a company founded by Hengel himself. He undertook various occupations; from being an ad man to a beer truck driver in Hollywood, married a model, divorced her and underwent spinal surgery post a deadly fight. It was while working at a soup kitchen post his surgery when he met this mother of 10 and her dying husband. She survived by rummaging in food bins and was desperate for a place to both deposit food and check it out – like a bank. Hengel, hooked to the idea, persuaded a grocery store manager to donate surplus food. From a defunct church bakery selling more than 250,000 pounds of food to 36 charities in its first year, America’s Second Harvest was born in 1976, the world’s first Food Bank Chain. For a country like the US with around 20 million people belonging to households suffering from ‘very low food security’ (households where at least one person remains hungry during a year), food banks have been a revolution. But for India, where ITC pioneer Sam Pitroda recently unveiled his ambitious food bank scheme, the 250 million plus hungry population might prove too Herculean a task. The only light at the tunnel end is the National Food Security Bill, touted to hit harder at hunger than NREGA did at poverty. But a clichéd narrow focus and lack of holistic research-backed provisions endanger the entire system of fighting hunger in India.

Despite numerous measures and programmes – Targeted PDS, Mid-Day Meal Scheme, National Food for Work Programme, Antyodaya Anna Yojna and Integrated Child Development Scheme – the number of undernourished people increased from about 210 million in 1990-92 to 252 million in 2005-06. India houses around half the world’s undernourished children. Also, there has been a general decline in per capita calorie consumption in recent decades. Grain mountains and hungry millions continue to coexist. According to the Global Hunger Index 2009, India is ranked 65 among 84 developing countries – worse than nearly 25 Sub-Saharan African countries and all of South Asia, except Bangladesh. The reason – all government schemes have been victims of narrow minded targets, rampant corruption and perpetual battles between central and state government owned entities.

The Targeted Public Distribution Scheme (TDPS) was introduced in 1997 as a revised version of PDS, allegedly serving only the urban poor and being a miserable failure to effectively serve the poorer sections of the population. But even this has slowly bled from the entangled web of poor targeting, high administrative costs, and low effectiveness of the programme. The NFSA, if enacted, mandates the provision of a minimum of 25 kg of rice or wheat to Below Poverty Line (BPL) families per month at Rs.3 per kg. The TDPS targeted same at Rs.4.15 per kg for wheat and Rs.5.65 per kg for rice. But as you go into the depth of the meaning behind each word, the proposed legislation faces sure shot stumbling blocks with the debate regarding the definition of hunger and hungry and the number of BPL families.


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

Tuesday, March 12, 2013

4Ps B&M Exclusive – India’s best Market Research Companies

Objective, accurate and actionable consumer intelligence means the force is with you, for it is widely regarded as the soul of business. But market research companies have to themselves evolve and be in ship shape with respect to the environment in order to stay relevant to their clients. B&E’s sister publication 4Ps B&M undertook a survey on India’s best market research companies, which provides an exclusive insight on the top research firms that make the cut. And surprisingly so, Nielsen isn’t one of them!

For every aspect of marketing we look at, market research is viewed as the logical starting point, and also the end game. Research gives you the input on how you develop your entire market action plan, and let you know about the outcome, thereby helping you plan for the next cycle.

On that very promise, market research has to be one of the most essential investments to make for an organisation. But do companies always understand and appreciate this fact in practice? Or do they believe more in the Jack Welch diktat of being ‘straight from the gut’? While it’s far from being a black and white debate, market research has been alluded to by many industry greats in the past, and not necessarily in the pleasant sense. Henry Ford once famously said, “If I had asked my customers what they wanted, they would have asked for a faster horse!”

There were a number of beliefs that Henry Ford had that were relevant for his time, but aren’t relevant today. But there is one fact that would be hard to ignore even today. In short, though customers look for value maximisation always, it isn’t necessary that they know their value maximiser proposition themselves, despite getting smarter by the day. So can you rely on your own customer when you formulate your market research strategy? One can argue that if customer intelligence was the only criteria, a number of breakthrough innovations, like the iPod would never have come into being. In fact, Apple consistently abides by an aversion to market research to date, just like Infosys in India has an aversion to advertising. Steve Jobs once quoted to Fortune, “We do no market research. We don’t hire consultants.”


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

Sizzling Apples, Burning Berries!

With RIM’s Traditional Stronghold Under Attack, Balsillie is hoping to do a Counter Attack in the Tablet Space. But it would be much more Important to Ensure that the Smartphone Battle is not Lost Forever

Apart from his role as Co-CEO, RIM, Jim Balsillie is well known for his repeated unsuccessful attempts to buy a hockey team and take it to his home state of Ontario, Canada. For those who know him, he is the ultimate fitness expert and sports enthusiast. But one would certainly doubt whether Balsillie would count apples as one of his favourite things, given the tit-for-tat slanging match that Jim is into with none other than Apple CEO Steve Jobs.

The match is now more than a mere one off altercation. First we give a quick snapshot of the prologue. Simmering sentiments were spurred among all competitors when Apple was in the midst of Antennagate, the negative backlash linked to iPhone reception problems. Even that time, Apple had chosen to make a generic statement to the effect that smartphones from RIM, Samsung and HTC had similar problems with attenuation and signal loss; a claim to which RIM reacted vociferously. The RIM standoff really started with the Apple quarterly result announcement, where Steve Jobs bragged that RIM would not be able to catch up with Apple any time soon. He got those bragging rights when Apple posted sales of 14.1 million iPhones in the quarter compared to 12.4 million Blackberrys (IDC). Also, on Job’s firing line was the Blackberry OS (RIM plans to upgrade to Blackberry 6 and also bring in the QNX for its upcoming Playbook tablet) as well as the concept of small 7 tablets (like Playbook); in fact he called the latter tweeners! Jobs said that with 3,00,000 applications on Apple’s app store, RIM had a “huge mountain to climb”. Balsillie has responded by taking potshots at antennagate, Adobe Flash (which Apple does not support), reiterated his confidence that 7” tablets will succeed and his belief that Apple’s app centric approach is no longer relevant, since all apps that developers really need are available online. He summed it up by saying that customers were now “getting tired of being told by Apple what to think” and dividing the world into people living within and beyond Apple’s “distortion field”. If recent reports are to be believed, Apples ‘field’ has extended to some of RIM’s enterprise sales personnel, who joined Jobs’ forces recently.


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

Thursday, March 07, 2013

Back to Being Human!

The actress who started the size-zero craze in Bollywood, has suddenly turned into a foodie. These days Kareena can’t stop raving about food. The actress is gaining weight for an upcoming movie and is really enjoying herself. She says that she can’t live without food even for a day and admits food is more important to her than even her would-be husband! Kareena loves cooking and given the chance would want to cook for Prez Obama! Now, that’s a new side of Kareena!


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

Wednesday, March 06, 2013

“Carrier believes in Sustainable Growth”

Gaurang Pandya, the newly appointed MD of Carrier India, reveals to B&E the strategies that have worked for them in India

B&E: You have been associated with Carrier for long now. How has been the journey so far?

Gaurang Pandya (GP):
It’s has been wonderful. In fact, I have gained a lot when it comes to understand the international markets. I was in Singapore and US with Carrier on the financial and business side. I was also involved in lot of programmes in Asia Pacific region and have worked on areas like localisation, signing of JVs with partners apart from various distribution initiatives taken up by the company. The learnings from these experiences have been really helpful as one can now see these activities happening in India as well.

B&E: Carrier has always believed in maintaining a very low profile opposed to its competitors when it comes to promotions? What is the logic behind this strategy?

GP:
As we are a part of the US-based United Technologies Corporation (UTC), therefore there are certain set of laws under which we are governed. For instance, it is the US law pertaining to defence, anti-trust regulation of India and anti-competition laws of US, et al, that applies to us. Thus, if you ask us our growth rate for the year we might answer the question in two ways. First, these rates are for internal usage, and second we don’t want to disclose it to the outside world.


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


Monday, March 04, 2013

CEO of Tamilnad Mercantile Bank in conversation with B&E’s

Managing Director and CEO of Tamilnad Mercantile Bank in conversation with B&E’s Avneesh Singh

B&E: Your bank is targetting business worth `26,000 crores in the present financial year? What will be the possible mix of deposits and advances?
GNR:
We are looking at a target of `15,000 crores in deposits and `11,000 crores in advances.

B&E: You also have mentioned a target of `500 billion in assets by 2013. What would be your basic? What is your strategy to achieve this target?
GNR:
Our strategy is manifold, the simplest one is to open more branches. We have 217 branches as of now and by the end of March 2011, we plan to take the number of branches to 250. Thereafter, in the next 2 to 3 years, we plan to take the number of branches to 500. We have a very aggressive expansion plan to take the staff strength from 2500 to 5000. All these will automatically put us into the bracket of `50,000 crores.

B&E: Many banks like Union Bank, Canara Bank and Andhra Bank have changed their logo as a branding exercise? Do you have any similar rebranding plans in the pipeline?
GNR:
A changed logo and a re-branding exercise give added advantages of visibility because when you change your logo, you undertake a lot of publicity; and then people tend to give a lot of recall value to the bank. This is one thing that even we are thinking about; but it is only at a preliminary stage right now. At a right time, we shall also go for what you call brand building or re-branding but right now, it is too early to say anything about it. But re-branding is required and that is why a lot of banks have gone through the same. Once you have already spent 90 years with a particular logo, probably you need to make the society realise that the bank is also changing to show to the world that yes, we are also changing – this is clearly one physical appearance that makes the difference.


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.

Friday, February 08, 2013

Mood of the Nation

An exclusive TSI-CVoter Opinion Poll on politics and governance

Methodology


The Mood of the Nation opinion poll has been carried out with a national representative sample of 8,721 randomly selected respondents. The survey was done with CVoter's specially designed Computer Assisted Telephonic Interviews (CATI) process across 180 Lok Sabha seats. The survey was conducted in April-May 2010. The data received has been weighted to India's Census profile. Margin of error is plus or minus 3%. As part of our Mood of the Nation initiative, CVoter is now keeping weekly track of the pulse of the people and what India’s rural and urban masses are thinking and feeling about local and national governance. This is being facilitated by CVoter's Weekly Omnibus wherein our researchers quiz voters for their perception about the performance of the country’s political leaders. They also keep a tab on the contemporary issues that matter to the masses. We hope that the initiative will not just help voters make their voices heard but will also hopefully serve as a weekly reminder to the nation’s political bosses about the immediate and long-term needs and ambitions of the voters who brought them to power in the first place.


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.

Monday, January 28, 2013

One day become India’s answer to WalMart?

Can Shoppers Stop do it? Does Shoppers Stop have it within them to fight the slowdown and one day become India’s answer to WalMart? angshuman paul investigates...

Think about it... For decades, the only option for a godforsaken departmental store that Indians ever had was the nightmare of a shopping excuse called Super Bazaar! And if you’re one of the teeming wastrel dozens who had their penny-wise romantic interludes in the generation spanning Kendriya Bhandar, none the better. Come 1991, and Nagesh became the Salvador Dali of shopping, romanticising the art for Indians in a way they felt was alien, yet enslavingly addictive. If the ‘91 inaugural Andheri store started in an upstreet Linking Road in Mumbai smoked the intent, the Ansal’s Plaza outlet in New Delhi went the full figurative blast. From one store in 1991 to 36 in 2009 (and 51 CrossWords, 3 HyperCity Marts), Nagesh, and Shoppers Stop, had arrived! But like I said, till the last year.

The numb’ers

For eighteen straight years, Nagesh has intently focused on growing Shoppers Stop’s geographical reach. And the impact has been frivolously brilliant, especially in terms of revenues. Look at just the last five years. From Rs.3,448 million turnover in FY 03-04, Shoppers Stop jumped 27% to Rs.4,411 million in FY 04-05. The next year was brilliantly more fantastic. A super growth of 42% made revenues shoot up to Rs.6,228 million in FY 05-06. With Rs.8,123 million in FY 06-07 (30%) and Rs.10,799 million in FY 07-08 (32%), Nagesh commandingly was traversing the upper crust. But both MD Nagesh and CEO Govind knew the warning signs were already there. With three quarters of this year giving Rs.9,606.6 million turnover, replicating last year’s growth might not be possible at all; though all indications are that they will surely beat last year’s revenue figures.

It’s quite ironical then that the year in which Shoppers Stop has reached the historical high grandstand of its revenues, is the same year that has perchance been the worst for it during the past decade. Even before the start of the year, the last quarter of the previous year had given them Rs.25.6 million loss (net after taxes). If that looked only trite figurative or bookish, the next quarter made its intentions clear. A mammoth Rs.256 million loss. The third quarter of the year ending September 2008 was the movie 300 in action; a bloodbath of Rs.496.7 million loss. Fourth quarter ending December 2008 gave another loss of Rs.32.6 million. 


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, January 22, 2013

The company’s aggressive plans

Lalit Jalan, CEO, R-Infra, discusses the company’s aggressive plans in this exclusive with B&E

B&E: What is the strategy of R-Infra to deal with the competition?
LJ:
We are looking at power generation. In transmission, we are the largest private sector transmission company in India. We are presently doing three projects worth Rs.40 billion in power transmission. In distribution we are again the largest private sector company. We have six million customers. We have got Mumbai, Delhi and Orissa which are all growing. We are the largest private sector ‘EPC’ player in the country. Then we are developing new projects in metro rail, roads, airports and atomic energy plants. In infrastructure we have 9 projects worth Rs.160 billion. So we are in a very good position. Our balance sheet is very strong. Our net debt position is zero which is very good in this sector. We always welcome competition. They are very healthy. Tata''s are very good competition.

B&E: What are the most critical challenges for Reliance Infrastructure in the coming years?
LJ:
There are two types of challenges, viz. internal as well as external. Internal challenges relate to managing vendors, equipments, finance, retaining and hiring new talents. The external challenges relate to getting land, environmental and other regulatory clearances. We are very sure of internal challenges. But external challenges are taking a lot of time. Getting land is proving to be a very time consuming process. If you want 2,000 acres of land for starting a power plant, it will take a lot of time.

B&E: What are your future plans?
LJ:
In the EPC business, power generation remains the prime focus. But we are also going into metro rail construction and electronic power plants construction. We are also tying up with some EPC companies in steel to do steel plant construction. We are also planning to tie-up with world leaders in metros & airports.


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

The publishers watch out...

As price wars between booksellers heat up, the customers rejoice and the publishers watch out...

If there has ever been a time when investing one’s time and effort in the fine arts has paid off, it is now. In literature, becoming the best-seller is every author’s dream, whether or not the awards pay attention. Popular author Chitra Banerjee Divakaruni counters, “An award is surely more important than a book becoming a best-seller, as it is an endorsement from critics, peers and the literary milieu of the fine quality of the writing. But, writers who are interested in creating popular fiction rather than literary fiction may not agree. In fact, winning a major prize often lands a book on best-seller lists.” Given that the vicarious pleasures of distant experiences painstakingly conjured and articulated by the author and conveniently folded into (the pages of) a book are priceless, the move to foist them off at dirt-cheap prices may sound brutal. And authors may have a lot to lose since the overall price at which their tales are sold would reduce, in turn affecting the margins they share for their books. The benefit, many feel, would be reduction in piracy, since cheaper original copies would be available. But, thankfully, books, unlike music, have a relatively lesser number of takers, and plagiarism happens to plague the literary world more than piracy.

Whatever said and done, ‘Customer is King’ is that clichéd privilege that we all love to cherish, but all we hope is that first element of this value chain, the author, earns his due and not lose to the middlemen who delude us by calling us kings!


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.

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