Wednesday, March 31, 2010

What Kangana wants…

We all know about Kangana’s next film “Kites” but not many are aware that apart from this, the actress has ten more films in her kitty. On the one hand the actress is kicked about her chock-a-block career calendar, but on the other, she regrets the lack of time for herself. At 23, Kangana claims that she’s as mature as a 45-year-old and after a painful break-up with Adhyayan Suman, is now yearning for a fulfilling relationship. After aiming for a sky-high professional life, let’s hope her love life at least takes off soon!
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, March 30, 2010

Through the flying lens

Photographer and author of Kite's Eye View: India between Earth and Sky, Frenchman Nicholas Chorier specialises in Kite Aerial Photography (KAP). Soaring to vantage points in the vast empyrean, his shooting rig has captured places, colours and people in their evocative best. In an e-mail interview with Ravi Inder Singh, Chorier lets fly his experiences with the flying camera…

What does your unique style of photography entail in terms of technical requirements, like the type of camera you use, and limitations?
I do aerial photography by using a kite to lift my camera. I build my own kites after the famous Japanese kites "Rokkaku", with the largest reaching about 40 square feet. They are made out of siliconised nylon and carbon or fibreglass sticks. I have adapted the traditional pattern of these kites to suit my own needs and their proportions and designs vary, depending on weather conditions. The photographic equipment is mounted on a small cradle hanging on the line under the kite. The camera can be lifted up to a thousand feet, though low altitudes are often more interesting. This whole rig weighs about two kg, depending on the lens I mount, or some extra battery. Currently I use a Canon 5D Mark2, with a 24mm lens, but did use for years a medium format film camera, a Fuji GA645, with 45 or 60mm lenses. This cradle with the camera is operated by remote control and can achieve a full 360 degree rotation and 90 degree tilt. An air-to-ground video link sends a signal which provides real-time monitoring on a portable TV screen, for accurate framing.

Once my kite is flying nice and smooth, I rig up my camera on the line, about 100 feet below the kite. The whole apparatus can then be flown up to the required height. I hold the kite string under my arm, carry my remote control on one shoulder and a video monitor around my neck. I can easily walk several hundred yards and raise or lower the kite in order to find different shooting angles and position my camera above the subject at will.

What really inspired your unique perspective?
I mainly decided to combine two of my major passions, kite flying and photography. But KAP already existed. The first man who did this was Arthur Batut, in 1888, in south of France. I first tried it during my first trip in India in 1996, and then became addicted to it. Apart from the results, it is also rewarding, physically and mentally, to set up my kites on a site, and launch my rig. As I'm very concerned about ecology and saving our natural resources, I have always loved the idea of just using wind to do such an activity, compared to wasting kerosene in a helicopter, or helium with a balloon.

From above, it's a completely new vision, new perspectives, new ways to understand the landscape, the heritage... Kites can carry my camera very close to roofs, clock towers, domes, buildings and show a close view of details. It also makes it possible to approach human beings, and some fauna, very closely, without disturbing at all. I always use wide angle lenses, which shows our earth from a very unusual angle.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 26, 2010

Bouquet for Jangipur

Pranab Mukherjee could not be much active in his Lok Sabha constituency of Jangipur while he was the foreign minister. But, despite handling the Union finance portfolio, he is more active than ever before. He tours his constituency pretty often and takes initiative for developing his constituency.

During his last tenure, he was more active in the Suti Assembly constituency. He was the man behind bringing a branch of the Aligarh University at Suti under Jangipur Lok Sabha constituency. Apart from that, he brought crores of rupees from the Centre for road projects under Border Area Development project. Rs 20 crore was sanctioned to built a 21 km metal road between Nazirpur and Paraipur and another Rs 28 crore was sanctioned for the Bahutali-Kanupur metal road. Both of these fall under the Suti Assembly seat. But, the last panchayat election witnessed a massive victory for CPM in Suti. The Leftists snatched several gram panchayat (village level) and panchayat samiti (block level) seats and the only zilla parishad seat from the Congress.

Since then he is been active mostly in three constituencies — Raghunathgunj, Jangipur and Sagardighi. He sanctioned Rs 48 crore for clean drinking water projects at Jangipur and Raghunathgunj.

Another Rs 13 crore has been sanctioned for a new railway bridge at Jangipur. His endeavour brought the Ganga-Bhagirathi Padma erosion issue under the National Disaster Management projects, for which the Centre will sanction huge budgetary allocations. He has also sanctioned a scheme for setting up a college at Sagardighi.

“Although Mukherjee has spent generously from his MPLAD funds for all the seven constituencies, one can find more of his generosity in Raghunathgunj for which he has been spending Rs 28 lakh per year,” a highly placed source in the district headquarter informed.

The grapevine has it that Mukherjee may test his fortune from any of the seven constituencies. But Sagardighi has been announced as a reserved seat for the Scheduled Caste and Suti has betrayed his generosity. Considering other segments, it seems Jangipur and Raghunathgunj can be more of his choice. Mukherjee’s son Supriya has been frequenting these segments for the last few months. There was a rumour that Supriya can try his luck but equations in the state politics might inspire ‘Pranab da’ to try his own luck. As local MP, Mukherjee has rented a house at Raghunathgunj. He has renewed the lease for the next five years after the General Election. It seems right now that Raghunathgunj will be his final choice.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 25, 2010

Absence of effective enforcement of fire safety norms

Astonishingly, BBMP, on its part, has no mechanism to check the efficacy of fire safety measures in the city’s high-rises. When TSI visited BBMP, the officials were busy with the municipal elections scheduled for the month-end.

BBMP additional director (town planning) Turukanagowdru says: “More than 800 highrise buildings in the Bangalore City limits have obtained 100 per cent fire safety clearance." But he is not sure if all highrise buildings in the city have obtained fire safety clearance. It is just as shocking that BBMP has no system in place to keep track of alterations made in the buildings.

Builders have money power and political links and, therefore, get away with flouting the rules. Almost a decade back, after the fire in Capitol Hotel on Raj Bhavan Road, the directorate of Fire and Emergency Services had listed the most dangerous high-rise buildings of Bangalore. The irony is that numerous highrise buildings on M.G. Road and Brigade Road, including a government-owned public utility building, are up and running without being in possession of fire safety clearances. Almost all these buildings were operational at the time of the Capitol Hotel fire. Now all of them have official NOCs from the fire department. But no one knows whether these buildings are 100 per cent safe or not. Most of these buildings belong to the powerful politicians or real estate bigwigs.

“I have reasons to suspect that many buildings are potential death traps. But our department doesn’t have any power. They get the clearance from BBMP or somewhere else bypassing our department,” laments Chengappa. After every major fire tragedy, officials of the fire services have submitted a report about the violations of safety norms, but there has never been any follow-up action from the government. No steps are ever taken to bring the building owners to book.

Even as the scenario has gone from bad to worse, the Bangalore Development Authority (BDA) has gone and increased the building height limit for safety regulations from 15 meters to 24 meters without consulting the fire and emergency services department.

The NBC bye-law regards buildings above 15 meters as high-rises. This is done on the basis of the height of manually operated extension ladders on fire tenders, which is 35 feet. But according to BDA's new plan, even eight-storey buildings need not have fire safety measures! The fire department has opposed the BDA plan and sent a clarification letter to the BDA Commissioner, saying the plan is not appropriate. But it hasn't received any reply from BDA yet.

Recently, after the Carlton tragedy, the city police commissioner observed that there are a number of buildings that have violated fire safety norms in the absence of effective checking system. He has issued a circular to all building owners/lease holders/occupants of buildings that are four storey or higher to voluntarily check their fire safety measures themselves and submit a report to the police inspector concerned. This step also invited criticisms from the experts. "The concern of the police commissioner is to be appreciated. But police personnel are not fire safety experts. The power of such inspections should be given to the fire services personnel," says chief fire officer N. V. Erappa.

On its part, the fire department is faced with an acute lack of equipment and personnel. Currently the total staff strength is 624 where as about 100 posts are lying vacant. According to the standing fire advisory committee recommendations, the strength should be 800 for Bangalore's population of 80 lakh. According to the fire services statistics during the last 3 years, more than 50 people have lost their lives and property worth more than Rs 1000 crore has been gutted in Bangalore city alone. But nothing seems to be able to stir the authorities into action.

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, March 23, 2010

Cuban five : Justice aborted

Luis Posada's release and confinement of Cuban anti-terror team puts US commitment to fight terror in question

In Havana, or for that matter all of Cuba, people call them “the five.” Their posters can be seen on the walls and their faces peer out of billboards on the entire stretch of the island. Just being remotely related with them assures anyone a celebrity status. Children from Kindergarten and beyond recognise them by their first names – Gerardo, René, Ramón, Fernando and Antonio. And they are members of no rock band.

They are men, who have been sentenced to prison terms for allegedly spying on the United States. Or that is what the US wants the world to believe. The group had been sent by the Cuban government to track down right-wing Cuban exiles in Miami, who were involved in terrorist activities in the island nation.

However, they were caught and are serving four life sentences and 75 years collectively, after being convicted by the US federal court in Miami, on June 8, 2001. As expected, they were erroneously accused by the US administration of committing espionage against the United States, and other correlated charges. During the hearing, the Five pointed out forcefully in their defence that they were involved in keeping an eye on the actions of Miami-based radical groups, in order to foil terrorist attacks on Cuba. And their actions were by no means directed at the US regime and they never harmed anyone or possessed or even used any weapons on US soil.

“This is laughable. On one hand, you talk about ‘Global War on Terror’ and on the other hand, you round up people, who are precisely doing that,” said famous Latin American jurist Juan Guzman, who is involved in the international campaign to release the Five, while talking to TSI.
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IIPM Editorial, 2009


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Friday, March 19, 2010

‘Scent’illating Aniston!

JLo, Britney Spears, Sarah Jessica Parker and several other celebrities have come out with their signature scents. Jennifer Aniston, the current queen of rom-com, is now preparing to join the bandwagon and has been busy working on a fragrance of her own. Jennifer, reportedly, intended to call the perfume ‘Aniston’, but the advertising consultants rejected her idea as they found it to be ‘entirely unsexy’! Her perfume is expected to be launched this year, and in all probability will be given a name as sexy as the lady herself!
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 18, 2010

Dead-end negotiations?

The government’s tall claims on peace parleys with the ULFA is a purely one-sided affair

Abhijit Sharma

President of Asom Public Works, a Guwahati-based NGO


Let us face it, all their claims of sovereignty and a war that is being waged for the benefit of the Assamese people notwithstanding, the bottomline is simply this: that the United Liberation Front of Asom (ULFA) comprises a bunch of criminals who the government is now more than willing to hold negotiations with.

And now, let us take a look at the finer points of these so-called talks that the government wishes to have with representatives of the ULFA. I would like to start out with one basic question: Why is the ULFA leadership not responding even as the government keeps harping on the possibility of talks with them? And then again, Pradip Gogoi, the vice-president of the outfit, applied for bail and was let out conditionally last week. This brings up one basic question: Why did this not happen when the ULFA had set up the People’s Consultative Group (PCG) to take forward the process of talks with the government. Doesn’t this say something about the sincerity on the part of both the ULFA and the government in terms of coming to the negotiating table?

The problem and the situation are multi-layered. For example, we have people like Mrinal Hazarika and Jiten Dutta, leaders of the dreaded 28th battalion of the ULFA, coming overground in 2008, declaring a ceasefire to facilitate negotiations with the government. Two years have passed and there is no sign yet of any progress in this regard. All we know is how these surrendered ULFA leaders, along with their followers, are setting up crime syndicates and holding elaborate public functions spending crores of rupees. And to top it all, we have occasional statements from them saying that the ULFA is still recruiting youngsters. So what are people like Hazarika and Dutta doing? Weren’t they supposed to at least make people see the futility of joining the militant group? Aren’t they supposed to at least make an effort in this direction? The way I see it, once they make their money, which they definitely already have, they will join a mainstream political party. And who knows, they might even become our rulers some day.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, March 17, 2010

Crank Call

TSI Five-O: Interesting plot led astray by stale storytelling

While some movies are bad enough to write a good review, there are those rare average ones that compel you to think what was stopping the makers from going that extra mile? “Karthik Calling Karthik” is one such. Though it doesn’t connect in a way that will make you jump from your seat the way a good suspense-thriller would, it doesn’t make you cringe either.

Karthik (Farhan Akhtar) is a brilliant IIM graduate possessing almost zero social skills who works at a construction company and is bullied by his landlord. He is made to feel like trash by his colleagues and his boss. Shonali, the girl he has a crush on (Deepika Padukone), doesn’t even know that he exists. To run away from all this, he decides to end his life, but as he is about to do so, he gets a call from a guy claiming to be Karthik, his alter-ego, who helps him get his job back, gets Shonali closer to him, and a good lifestyle. The caller Karthik forbids him from sharing the secret with anyone else, but Karthik goes ahead and confesses to Shonali anyway and finds his life devastated right after that. In the blink of an eye, he loses his job, life’s savings and Shonali.

Though the suspense factor is foreseeable, the challenge for the makers was the treatment of the movie. The concept is interesting but director Vijay Lalwani doesn’t play around much with the idea. As a thriller it could have been paced faster but the film drags in the end and there are no real nail-biting moments. Farhan convinces as a meek timid guy who transforms into this uber cool and super confident lad. His comic timing doesn’t hurt either. However, Deepika doesn’t quite come across as the boyfriend-changing-cigarette-smoking-up-town-girl she is playing. It is cutesy and fun in places, mildly intriguing at best; overall, just about passable.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 12, 2010

Sports goods missing

Even after three years, railway officials are clueless

A wagon carrying sports goods worth Rs 55 lakh dispatched from Jalandhar railway station in 2007 has failed to reach Kerala. Three years after the incident, the Railway Protection Force (RPF) is clueless. The department has no idea what happened to the goods that were ordered by the Mahatma Gandhi University of Kottayam. The university had cut a deal with a Punjab-based sports company that it would receive sports goods worth Rs 55 lakh through rail.

Keeping its promise, the company claims to have sent sports goods by Jammu-Tawi Express. It was understood that the university officials would collect the goods from the Alwaye station at Ernakulam district. But unfortunately, it never reached any station in the state.

When the MG University couldn’t lay its hands on the expensive sports goods it wrote to the Railway authorities about the non-delivery of goods.

The RPF responded to the complaint by launching an enquiry. But all its efforts failed to yield positive results. This upset the university officials, who made a last-ditch effort to recover the sports goods by approaching some senior officials of the department, but to no avail.

Interestingly, the RPF in its report said that the luggage was untraceable. However, the authorities claim that during their probe they did stumble on records that show the goods reached Chennai.

Surprisingly, they have now raised their hands and are not willing to cooperate with the university officials. When contacted they told TSI that the goods are missing. University sources say that it may seek compensation. This is not one-off incident in the state. RPF sources say there has been an increase in such cases. Goods destined for Kerala don’t reach its destination. They vanish in the middle, says an official.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 11, 2010

Fed-up with Satyam? Be ready for more!

Radical restructuring of SEBI is extremely imperative, say Pathikrit Payne & Sray Agarwal of B&E

Is it becoming a unique Indian trend to first shower companies with all kinds of fancy awards only to be egged in the face in a few years’ time after all the wrong doings, malpractices and manipulation that went unheard and unseen in those companies? While the Satyam fiasco suddenly awakened the investors’ community about the intriguing aspect of how lectures on corporate governance & best practices and fudging of accounts can go hand in hand, the matter of the fact is that Satyam is not a one-time case. In1999, two sister software companies namely, Pentasoft Technologies Ltd and Pentamedia Graphics Ltd. had a phoenix like rise and a subsequent fall faster than nine-pins thanks to a mindless expansion spree and attempts of diversifying into real-estates and multiplexes while the core business of software development got compromised. Their promoter V. Chandrasekaran was reported to be associated with broker Ketan Parekh in artificially raising the share prices.

So, does the model sound familiar? If not, then next in the line is the Dinesh Dalmia who promoted DSQ Software Limited. In the year 2000, CBI arrested him for his involvement in a stocks scam of Rs. 5.95 billion and for his attempts to make quick money through unallotted shares worth Rs. 13 million (which were not listed on any stock exchange). He also cooked his books in the typical Ramlinga Raju style. Sadly, corporate India is littered with cases of similar frauds. Just like Satyam, the South India-based IT Company Silverline Technologies was also vested upon with lots of awards and Ravi Subramanian, Chairman of Silverline Technologies was even tagged as the next Narayana Murthy in the making. It was ranked among the top five IT companies in India. Akin to Satyam, Silverline took-over Seranova, but didn’t have money to pay up for the deal. And remember all these were happening just under the nose of SEBI. While Dalmia is still fighting it out to get his bail approved, Silverline is back in business and has been re-listed on BSE.

Incidentally, most of the seemingly disparate frauds that plagued India have been on similar lines. The IT industry, unlike the rest, deals largely with non-tangible commodities like services and data transactions. Tangible assets, at best, are minimal. And here lies the catch. Since there is no tangible asset and commodities transaction, it virtually becomes impossible to implement any checks and balances on transactions. For that matter, there exists no concept of custom duties or excise checks that otherwise can make sure that the transaction is as per the stipulated regulations. Eventually it makes the statutory auditors incapable and incompetent to verify the asset/liability position, thanks to the complexities and criticalities involved. Thus creative accounting viz. phantom entries, manipulating revenues, shifting of the revenue expenditures to capital, falsifying liabilities, et al become child’s play.

The second biggest irony is the literal blanket protection given to IT sector, given the size and contribution of the sector to the economy (accounts for one-fourth of the country’s total exports and 12% of India’s total employment). Protection in forms of tax rebates (tax holiday for 10 years and exemption from excise and customs) should be for those industries that are weak and small and need temporary crutches for growth and not for mammoth IT companies. What’s more surprising is that this nexus succeeded in influencing regulators to indefinitely postpone implementing stringent rules on the sector. Even after back-to-back scams, SEBI never tightened the noose; unlike it did for the share market after the Harshad Mehta and Ketan Parekh scams (remember introduction of the Demat account, ECS, to name a few). When the same hypothesis was put forward in front of IT analyst P. Phani Sekhar of Angel Trade, he replied, “Regulators (like SEBI) have never been stringent. None of the promoters has even been punished.” He further suggests that, “IT being an intangible business, whatever checks and balance we talk about; it is important for investors to do a channel check, talk to clients, understand the working of the off shore development centre and thus the viability of the company.” Companies often alter the rules of the game to facilitate their bidders; so eventually small share holders suffer.

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, March 10, 2010

UNITED WE FALL

As valuations get depressed in the slowdown, it’s time for the big corporate sharks to be on the prowl. But does unity in the ‘fall’ing part of the economic cycle actually bring prosperity or peril? An exclusive B&E analysis...

How would you identify the CEO in any organisation today from the rest of them? Silly question, right? He has to be the guy with the giant pair of scissors, of course! For what else is a CEO expected to do in a recession, other than cut corners?

Now if that’s the view you have been holding for all this time, we do not exactly blame you, for you have been exposed, for the past several months, to the current gloomy travails of companies like GM, Ford, Citigroup, Hitachi, Caterpillar, Sony, et al. Indeed, there have been numerous reports of these and many other companies engaged in various forms of cost cutting; be it layoffs, plant shut downs, store closures, salary cuts, or hiring freeze. Even advice has been a casualty! An old friend we met recently, who works in a reputed consulting firm, lamented how companies cut down heavily on investments in consulting projects in a downturn.

So then, mention the word M&As, and you would wonder which planet we are talking about! Indeed, corporate exuberance for takeovers has declined. Data from Dealogic shows that global M&A deal volume reached $3.3 trillion in 2008, which was 28% down from the value in 2007. And it is interesting to have a perspective on what could have been, since a massive 1,362 M&A deals were withdrawn in the year, totaling $923 billion. These were led by the proposed acquisition of Rio Tinto by BHP Billiton, which was valued at a huge $147.8 billion. Marius Kloppers, CEO, BHP Billiton had said on the withdrawal announcement in November last year, that although the deal was still compelling due to similar cultures and overlap of key assets & infrastructure, “recent global events and associated fall in commodity prices have altered risk dimensions.” That’s predictable, right? Another most prominent withdrawn deal that made headlines was the proposed Yahoo! acquisition by Microsoft, which, also led to another withdrawal; that of Yahoo! Founder and CEO Jerry Yang, for shareholders were not exactly overjoyed by the way he rejected the $31 a share deal, for a stock that closed at $13.42 on March 18, 2009!

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Monday, March 08, 2010

The ‘welch’ of innovation

Bringing technology to the bedside of patients and ensuring that it fits the pocket size of the poor is bearing fruits for GE Healthcare in India

“You have just got to constantly focus on innovation. And more competitors. You’ve got to constantly produce more for less through intellectual capital. Shun the incremental, and look for the quantum leap.” These words of Jack Welch would still be resounding in the hearts and minds of GE employees long after he quit the hot seat. And the spirit is visible in the way GE Healthcare has developed a strong business model in India. “In India, for India” may sound a bit queer in the context of the $35 billion (expected to reach $75 billion by 2012 and $150 billion by 2017) Indian healthcare industry, which is struggling to make its offerings more accessible and affordable to the common man. But then, that’s where General Electric (GE) Healthcare India plans to make big money and as such, has been focusing upon “bringing technology to the bedside of the patient and to fit the pocket size of the poor.”

For the $17 billion global entity (GE Healthcare), the mission to take modern healthcare to semi-urban and rural India certainly seems to be an ambitious one. But, considering the 15-17% annual growth rate with which the $3 billion medical equipment and devices market in India is galloping ahead (expected to reach $4.97 billion by 2012), the imagination, to a certain extent looks like a healthy one. However, here lies the catch! Given the fact that the propensity to pay is much lower in India, the domestic market in all probability will offer lower profit margins. So, how can GE Healthcare India, which contributes to about 3% of the parent’s topline, remain competitive in the long run?

For starters, GE Healthcare India has reversed the trend of importing medical care technologies to India. In fact, it has built a portfolio of innovative indigenous products that are being sold globally, including developed markets of US & UK. V. Raja, President & CEO, GE Healthcare, South Asia comments, “The answer (to bringing prices down) came in the form of local manufacturers as it was cheaper as well as import duties were not applicable. However, local manufacturing called for significant investments in the form of buildings, tools and manpower. Moreover, there was this myth that locally manufactured products are not good in quality.” Indeed, relying upon local manufacturers for global quality products and that too at local costs is risky business. In fact, the only way out is acquisition and GE has been consistent with this strategy to invest in high technology, innovative businesses that deliver healthy toplines & bottomlines.

Besides, GE Healthcare India has invested a huge amount in R&D of medical equipments, and also unveiled a multi-billion dollar initiative called “Healthymagination” that aims to have a significant impact on improving health of patients worldwide by increasing access to cost-effective, quality health care products and services. GE Healthcare has partnered with the Government of India, state governments, and various Indian healthcare experts, thus making the initiative truly reflective of India’s healthcare needs. Further, at a time when others are shying away from investing in R&D (given the time & investment it requires) GE has gone ahead. In fact, it plans to spend $3 billion over the next six years on R&D that will help deliver better care to more people. In addition, GE has committed $2 billion of financing over the next six years to drive healthcare technology in rural areas, plus $1.5 billion for partnerships, content and services.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Saturday, March 06, 2010

French Potpourri!

A sinful concoction is what you are headed for if you are Reunion Island bound. Spectacularly jutting out of the Indian Ocean, this small piece of negligibly-inhabited France calls for an unparalleled holiday experience. The Island is an amalgamation of picturesque scenery, enthralling adventure and exquisite hospitality. One of the most intriguing destinations in the world, this is an island of contrasts. With an active volcano on its South coast, breathtaking beaches in the west and a wide range of lush welcoming forests and awe-inspiring mountains, Reunion has a lot on its platter. Activities range from canyoning the island’s various waterfalls, surfing on high tides and paragliding, to simply chilling out and soaking in the sun. Reunion Island is not only nature’s marvel but is also rich in history, cultural diversity, art and architecture. Although Reunion is predominantly inhabited by the French, Indians, Africans and Chinese, the fact remains that Reunion’s roots lie in France since its discovery in 1643 by French travellers.

Reunion Island has an aura which induces adrenalin as well as romance. Often addressed as Reunion’s Riviera, the West coast of Reunion has a string of sun-kissed beaches. Those unwilling to get a tan can pay a visit to the Cirque de Cilaos, which is known to have the most ostentatious, dangerous and iconic canyons. With a bizarre knack to belittle even the most adrenalin-pumping adventurers, Reunion also boasts of astonishing deep ravines, meandering courses, stimulating forests and of course the crooked toothed volcanoes. A variety of soaring peaks, gushing waterfalls and ideally nestled hamlets atop widening mountain roads also call for a visit from the nearby Cirque de Salazie. The scenery from this relatively flatter Cirque is scintillating while one enjoys the freshness of the incredibly lush vegetation, refreshing falls and soaks up on the fading rays of sun.

After roughing it in the Cirques, it’s time to take a breather with a visit to the glitzy town of Boucan Canot, which is known for its style and fashion sense. This small town presents itself with a subtle grandeur and offers interesting keepsakes to its tourists. Although Reunion’s inhabitants are administratively French citizens, but with its multicultural background it showcases several facets of its mixed ethnic conglomeration. A short yet spectacular visit to the town-hall Mairie at St-Leu speaks volumes of French architecture that dates back to the French colonial era.

With every whiff of fresh air, and the sprinkle of water from its waterfalls, and the soothing sea breeze, it would seem hard to say goodbye to this divine paradise, but like they say, all good things come to an end.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 05, 2010

DOCOMO

Given the worry about how sudden increase in number of subscribers could lead to a distinct fall in quality standards, TTSL has been extremely well focussed on not allowing their quality differentiation to fall a bit. For records, month after month, TTSL has been adjudged the best quality network by the Telecom Regulatory Authority of India consistently for over a year now! Sardana further adds, “We will continue to innovate to provide world-class offerings to our subscribers.” It’s quite clear that competitors are worried – Vodafone has launched its rather alluring late-night call-scheme of Rs.10 per minute, evidence of a retaliatory pricing attack in progress.

Of course, with operations in multi-sectors and regions, managing resources is a top of the line operational factor for TTSL. But could a worry now for TTSL also be their various brands cannibalising the markets of each other? MD Sardana rejects the proposition when he talks to 4Ps B&M, “Each brand stands for a unique value proposition and hence would not be encroaching into each other’s territory. There is a wide range of customers that we are catering too and our idea is to provide the maximum choice to our customers with our brands and a plethora of offerings such as pay-per-second, pay-per-call et al.”

At least for this year, Sardana is not taking any prisoners in the competitive war and is going all out to publicise the various ‘shop more, talk more’ positioning statements of TTSL. To his advantage, the DOCOMO brand has been adjudged the most visible brand of 2009 by Synovate, much thanks to the intense advertising supporting the brand. And as we mentioned before, the all India #5 ranked (in terms of subscribers) TTSL is already knocking on the doors of the #4 ranked government behemoth BSNL, whose ‘one-India’ tagline and suave Deepika Padukone, their brand ambassador, may help to some extent in warding off the competition. But there is no debating the fact that not only has DOCOMO arrived, it has introduced a branding warfare never before seen in the industry.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Outlook Magazine money editor quits
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Wednesday, March 03, 2010

Might no longer be a pushover for the West

Turks themselves were seldom excited about their country’s liaison with Israel. The military was, unfortunately for Turks, the final word on the nation’s foreign policy in the last few decades. Now, in a progressively more democratic Turkey, there are more than one power centre and the dynamics of the game has changed. It is also merely an illusion that the army will remain consistently pro-American. Older, higher-ranking officers do have a soft corner for the West. However, the new recruits and second-rung officers who grew up perceiving the US as their foe are rising through the ranks. Therefore, to say that behind Turkey’s new Israel policy is just Erdogan’s vanity and populist tendencies will be a lack of imagination on the part of Western analyst. “Military too has become gradually more disgruntled with its Israeli counterpart. A key reason for the mistrust is the 2007 Israeli air attacks on alleged Syrian nuclear plants—strikes flown over Turkish terrain. They never bothered to inform us,” says ex-Turkish general and foreign affairs expert, Haldun Solmazturk, while talking to TSI. Also, understanding Erdogan’s political posturing starts with understanding that in Turkey rage at the West is near collective. Where Islamists see a worldwide crusade against Islam, secular leftists see global capitalism and US neo-imperialism.

There are also prevailing financial and tactical interests motivating Turkey’s foreign policy. In the last decade, it has strengthened its inter-regional business to great effect, seeking markets not in the West Asia, but also in old adversaries, including Armenia.

Considerably easing visa regulations with Syria last year, to give an example, has already been an advantage to traders in southern Turkey. Russia has pipped US to be its single largest trading partner, and its trade with Sudan has multiplied several folds since the dawn of the millennium. Iran, in the interim, is a chief source of inexpensive natural gas that fuels the appetite of Turkey’s

economy. On the other hand, Ahmet Davutoglu is being pegged as Turkey’s own Hennery Kissinger, albeit with a lot more morality. He is the godfather of an innovative, more multi-dimensional foreign policy; one he expects will make Turks more dominant on the world stage. The ‘zero problems policy’ has redefined its relations with its neighbours.

Talking to TSI, Ihsan Dagi, noted Turkish expert said, “The policy indicates a radical departure in the Turkish reading of the outside world. It rejects the predictable outlook that it is enclosed by enemies against which it should be equipped to shield itself. This was a worldview based on diffidence, antipathy and short-sighted pragmatism.” Clearly, Turkey has come out of its siege mentality. It is not to be pushed around. Even Israel, which has for long flouted the medians of diplomacy, is now becoming conscious of its confines, thanks to Turkish President Abdullah Gül. Following Israel’s insult of the Turkish ambassador, he said, “Unless there is a formal apology from Israel, we’re going to put Celikkol on the first plane back to Ankara.” Israel, of course, acted contrite, and humbly so. However, it should also be made clear that Turkey runs the eternal risk of finding itself discarded by both sides—Muslim and west Asian for the West, and too secular and pro-American for the west Asians. The next five years would be worth watching.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-


Outlook Magazine money editor quits
Don't trust the Indian Media!