Who’s pills are they anyway?

Driven by the increased longevity of populations, strong economies and innovative new products, the pharmaceutical industry has been performing robustly for quite some time now and last year was no exception too. In 2006, the market in North America, which accounts for 45% of global pharmaceutical turnover, grew 8.3% to $290.1 billion, up from 5.4% the previous year. While the five major European markets - France, Germany, Italy, Spain and UK grew by 4.4% to reach $123.2 billion, sales in Latin America grew by 12.7% to $33.6 billion. Asia Pacific (excluding Japan) and Africa too grew at a steady pace of 10.5% to reach $66 billion. However, a price cut by the government forced the Japanese market to witness a marginal decline of 0.4% in its revenue from the previous year to $64 billion. Pharmaceutical sales in China also grew by 12.3% to $13.4 billion in 2006, but that surely was a steep decline, when compared with the 20.5% growth pace in the prior year (IMS Health).

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

India needs skilled trade negotiators who talk less.

The latest failure has sparked-off more debate on how countries like India should behave and act during trade negotiations. Those who still feel nostalgic about the Nehruvian era (when non-alignment was a gleam in the eyes), insist that India and other countries should band together in groupings like G-20 and present a united front to the First World. There is this naïve belief that a strong brotherhood of Third World nations can compel the developed nations to see reason and accept a more equitable trade regime for the world. Unfortunately, geopolitical and strategic realities work against such an Utopian solution. In the real world, nation states pursue their own strategic interests and don’t care much for blocs and groups, if they can get their way through other means.

The best example is China. Until recently, it was not even a member of the WTO. Yet, when it comes to trade, it has been rapidly emerging as a 800 pound gorilla that simply cannot be ignored. Clever negotiations and a mix of carrot and stick, coupled with favourable policies, have ensured that China runs a trade surplus of close to $200 billion with the United States. China didn’t achieve this success by screaming hoarse about Third World solidarity at every available public forum. Chinese policy makers negotiated quietly from behind the scenes and achieved the best possible results.

Commerce Minister Kamal Nath could do well to absorb a few lessons from his Chinese counterparts. India will be better off if he talks less about Third World solidarity and negotiates hard.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
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...is the government, because of whom the Naxalite problem exists

One wonders how easily these critics forgot about the billions our successive governments have had, and never invested on sincerely developing the situation of the underprivileged... Nevertheless, Naxalism today is nothing but an organised extortion racket at best, and a bloody terrorist organisation bereft of ideology at worst, oft en using the disguise of intellectualism to hide their real motive.

So who takes the blame for this movement? Surprisingly, more than Naxalites themselves, the blame squarely lies on successive governments, who have never been able to provide productive employment, literacy, income, health services and a dignified existence to hundreds of millions of Indians. Think about it, after 60 years of so called ‘Independence’, India has 400 million poor. Naxalites have 400 million prospective members to recruit...

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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GM’s diesel way to trucks!

General Motors Corp. has announced that the company plans to spend $100 million in its engine plant in Tonawanda, New York, for making a new diesel engine for light duty trucks, to enhance fuel efficiency by 25% and reduce carbon-dioxide emissions by 13%. The auto giant said it will make the 4.5L V8 engines for North American pickup trucks and the Hummer H2 built after 2009. This revelation came at a time when GM, well known for its dependence on gas-guzzling SUVs, tries to bring about an image makeover and improve badly hit sales.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Japan’s nestling of sumo wrestling

What appears to be merely a display of brute force, Japan’s most popular sport, in reality, is seeped in history, legend and also religion for many centuries. But sadly, it is literally wincing from a major blow lately. The Japan Sumo Association recently called off the tests for new recruits after the candidature was zero, for the first time in its history! With foreigners taking a liking to the sport, authorities in Japan recently came out with the evident waning interest of the Japanese for the same. Only 18.3% of the natives ‘watch’ sumo. What’s even more disheartening is that no Japanese wrestler finds a place in the country’s top-10 favourite athlete list, indicating that one of the oldest sports might be close to breathing its last.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

For Indians, the concept of capital account convertibility was relegated to books... until now!

Truly so, but getting a taste of the varied equities across the globe are just initial steps in the direction of practical capital account convertibility. On this account, even Reliance Mutual Fund is carrying on talks with the London fund house Schroders, Barclays & Royal Bank of Scotland to tie-up on a reciprocal basis. “We are in talks with various potential foreign partners,” said Emerge Reliance MF spokesperson, refraining to divulge further details.

The situation is similar with Tata AMC, which is in advanced talks with global fund houses and investment advisors in a similar attempt to offer global investment products; and not staying behind is UTI AMC, which has already gained the first mover’s advantage by entering into an ‘Investment Advisory Agreement’ with State Street Global Advisors Asia Limited (SSgA Asia) to launch the ‘Global Navigator Fund’. R. Raja, Senior Vice President, UTI AMC, claimed that through their fund, “an Indian investor gets an opportunity to access the global markets, specially equity markets, by investing in these funds. He can diversify across countries, thereby reducing the country risk of his investments.” Frankly, you can buy equity in Russia; gold in Brazil; debt in Africa; and of course, perhaps even islands in ‘The World’ Dubai (the photograph above) – a group of islands in Dubai shaped like the world, where celebrities like David Beckham, Rod Stewart, Michael Schumacher et al, are rumoured to have already purchased islands. But well, there’s just one hindering block... money!

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

The Channel Rush

It started with the news veteran NDTV announcing its foray into the General Entertainment Channels (GEC) genre. Such a move had been unheard of in the past and the whole industry sat up and took notice. While GEC majors like Zee and Star have news channels in their bouquet, never before had a ‘news-only’ player ventured into GEC waters. While the announcement in itself was a landmark in the history of Indian media, other related happenings are having quite an impact on the whole industry per se.

For the new company - NDTV Imagine (which will launch their lifestyle channel NDTV Life), Dr. Prannoy Roy lured Sameer Nair, one of the CEOs of Star Entertainment and Karan Johar. Star’s other honcho Peter Mukerjea also bid goodbye to start his own company (well, almost!) which has plans to launch 8-12 channels in future. Meanwhile, Zee TV which had been lying low for quite some time has bounced back with a vengeance and is rattling market leader Star to its very bones. Combine all this and you have a channel that ruled the Indian television space for the last 7 years going weak in the knees with market share slipping from its hand faster than water receding from a sea shore.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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‘Avenues for Private Sector Participation in Defense’

One needs to understand that any country, which aspires to be a global power, cannot remain indefinitely dependent on the outside world for too long (during the period 2004-2007, India’s defence import expenditure stood at whopping $10.5 billion. India is the third largest arms importer in the world; among the developing countries, it tops the list of defence hardware). India’s current dependence on foreign arms is quintessentially a stopgap arrangement before it can attain the expertise to stand on its own feet in terms of arms production. It is this realisation, which has led the government to reform the Indian arms manufacturing industry. Much in consonance with the DRDO objectives of achieving 70% indigenization in defence production by 2005 (unfortunately, only 30% has been achieved till date); guided by the recommendations of Dr. Vijay L. Kelkar committee (constituted in 2004) and Associated Chambers of Commerce and Industry of India (ASSOCHAM) 2007 paper titled ‘Avenues for Private Sector Participation in Defense’, the government finally decided to undertake revolutionary measures to chaperon the Indian private firms into hallowed precincts of the Indian defence. That the government has finally agreed to grant the status of “Raksha Udyog Ratan” (RUR) status to a selected few Indian companies, to provide products and services support to the Indian armed forces, is indeed an unprecedented step in the history of independent India. According to Brigadier Khutab Hai, CEO, Mahindra Defence Systems, “We should be allowed to develop high-tech weapons platforms by benefitting from R&D funding, sharing knowledge with the DRDO and working with the services headquarters to have a clear idea of their requirements well ahead of time.”

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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First blood...

Bull runs, whether in Spain or at the NASDAQ, have a very predictable course of events… the excitement, the euphoria, as well as the bloodbath that follows. For quite a while, a bull-run led by PE firms is sweeping across markets, like a tsunami at the height of its ferocity. “In 2003, there were only 16 pure private equity listed entities with a daily turnover of more than $1 million & an M-cap greater than $250 million. As of 2007, these numbers have nearly doubled,” says David Blitzer, MD & Chairman, Index Committee, Standard & Poor’s.

The recent buyout offer for Bell Canada (a 127-year-old Canadian telecom operator) by a group of PE firms, for a whopping $48.5 billion is the latest crest of this wave. The offer is the biggest in the history of private equity, outshining the $45 billion acquisition of TXU Corp. by KKR & Texas Pacific Group, Blackstone’s offer of $26 billion for Hilton Hotels & a $22 billion bid for Virgin Media by Carlysle group. A result of this bull-run is overpriced offers with elephantine premiums. Take the Blackstone offer: it represents a 40% premium over Hilton’s closing price the previous day.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

“In fi ve to six years there’s going to be a totally diff erent format of retailing, which is going to change the consumer’s perception of shopping”

Now look at the situation from our perspective. All those hyped up reports from consulting firms talking about how footfalls would convert into purchases simply have turned out to be balderdash, what with a massive number of people visiting retail malls simply for the ‘experience’ of it, rather than to purchase anything. An analyst on Pantaloon’s panel himself confirmed to us, “Yes, there are high footfalls in malls; but actual shopping does not take place.”

Worse, with more & more competition, costs are expected to increase prohibitively, eating away customers & margin figures. Think about it. Biyani’s company’s manpower costs have risen by a whopping 118% to reach a gargantuan Rs.1.5 billion for the same 9-month period mentioned previously. And now, according to the most damning statistical research by Wharton analysts, because of over-crowding of too many players in this business, a soul stopping 70% of the malls will horribly fail the test of time. KSA Technopak is more lenient in its report which mentions that while about 600 malls will be built by 2010, 50% of those will make losses! Even a report by Jones Lang LaSalle Meghraj Research projects that 90% of Indian malls fall below international standards. And the report states that, “many will fail the test of time as more choice becomes available for the Indian consumer, who will become increasingly discerning...”

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India


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Making strides as a global destination for foreign investments

Today, this nation takes pride in having more than 750 software firms, employing not less than 35,000 engineers. This economy is gradually becoming the best choice or outsourcing and service industry. Moreover, the operational (power, electricity & transportation) and labour costs is comparable to other outsourcing hubs around the world. With 94% literacy and more than 60% population falling into the working age group, Vietnam emerges as a competitive destination for outsourcing services. The soft ware sector itself is growing at around 41%, thus contributing largely to the economic success.

With pro-active governance, favourable demographics, outward orientation, on-going privatisation & an entrepreneurial climate, growth in the coming years remains broadly favourable.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

“They were killed because in the narrow jungle track the animal has nowhere to turn”

It is a war that is no longer subject to just scorching summers and consequently disappearing water-holes. At Hajongbari village, less than 10 kms from Guwahati, a human-elephant had just happened a day back – killing two locals at the nearby Amsing reserve forest that is now being demarcated a sanctuary. “They were killed because in the narrow jungle track the animal has nowhere to turn,” says Dilip Daimari, who will now have to leave his ancestral home in the jungle, to make way for a safe home for elephants.

“Earlier, we could chase them away quite easily but with time they now stand their ground and oft en attack,” says Anil, a farmer, who has seen others’ crops destroyed by the animals. The future is ominous: there are less than 10 groups of Asiatic elephants with member count of 1,000 or more in a contiguous area, cutting down on the animal’s chances of survival in the long run, reports of an increase in population notwithstanding.

If statistics could save species, the scariest would be the one that says tropical forests that contain more than half the world’s wild species, lose 17 million hectares a year. Amsing is only one among tens of others on the planet where the elephant now stands threatened.

For Complete IIPM Article, Click on IIPM Article
Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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India needs to subtly tell China where to get off...

Yet, such hard won success once again seems to be threatened by a creeping tendency to be ‘soft ’ with negotiators and potential antagonists. There is the nuclear deal with the United States, where Uncle Sam is steadily moving the goalposts and trying to stifle and choke India’s strategic ambitions. There is Australia that claims that it will not supply Uranium to India even if there is a nuclear deal with Uncle Sam, because India violates international nuclear weapons control regimes. There is Pakistan that continues to mollycoddle terrorists while claiming that terror camps have been shut down. Most significantly, there is China which brazenly announces that Arunanchal Pradesh is an integral part of the Middle Kingdom, and hence refuses to give visas to people from the state.

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Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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...the new motto of tech-world

Though IBM might be promoting it as a Green initiative, the fact is that the whole Project Green of IBM targets to make a lot of money by helping the corporate data centres (suffering from energy constraints) with its high efficiency servers. According to analyst firm IDC, roughly 50 cents is spent on energy for every dollar spent on the hardware. This is expected to increase by 54% to 71 cents in the next four years.”

In such a scenario where investments towards energy conservation are increasing by the day, companies like Intel have also decided to initiate their own energy saving green projects. “Intel is taking an aggressive stance towards environmental sustainability, from the elimination of lead and a focus on greater energy efficiency of our products to fewer air emissions” says Nasser Grayeli, VP, Intel.

Well, with threat of global warming creating a ruckus, the only saviour for this seemingly dying planet seems to be these Green Technologies. And if technology companies are able to make money out of their green plans, there could be no reason for us to complain.

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Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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So is Wal-Mart truly cleaning up?

Doubts persist as on one hand, it talks of reducing CO2 emissions by 2.5 MMT by 2013, on the other, its planned additions of 680 stores by 2008-end alone would add 1 MMT of CO2! Considering how Wal-Mart is consistently lambasted for issues related to employee & community welfare, the company can’t afford any complacency on the green front. There are other marauders, but the biggest will always be the easiest to target!

B&E,4ps & IIPM Publication

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Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Even China couldn’t resist this!

The state investment agency of China has announced plans to invest $3 billion in US private equity firm Blackstone in a landmark deal for the industry and the government. The agency, which was only established in March, will acquire the stake at 95.5% of the price to be set in Blackstone’s flotation, which is planned for later this year. Th e purchase of a stake, which will be just under 10%, values the whole of Blackstone at $30 billion. The Chinese government typically invests most of the reserves in more secure though lower-yielding US Treasury bonds.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

They could, pun unintended, Just do it!

On a different note, while American and Japanese brands continue to parade their dominance on the world stage, back home the scenario could, and will, positively change. While the regular mega-league brands pave their path slowly and surely into global rankings of the likes of Fortune and Forbes, there hardly exists an indigenous brand that could stake claim to being a champion on the global stage when pure awareness and recall are taken into consideration. Sure, Indian Oil Corporation, ONGC, Infosys, Satyam Computers, ICICI and HDFC are big in their own right. But I feel it is the emerging breed of entrepreneurs and enterprises that need to stake their claim to brand glory and strike when their time is ripe. That would directly imply a commitment to proactive branding, meaning not merely a promotional manoeuvre here and there, but an approach that attracts customers to your organization, to your products and services, without conscious thought or question on their part. And which in turn leads to a kind of ‘internal branding’: why talented people are drawn to work with you and who in turn disseminate the company’s brand message outward to consumers and the world.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

The long & short of it

So that was about the year bygone, what’s in store for the coming year. Coming back to the point of a possible turn in business cycle; what are the challenges that await India Inc. and what’s in store for individual investors in the coming financial year, considering that all hell has already broken lose, from inflation to rupee appreciation, dwindling stock markets to a slowdown in lending.

While there a few sectors that have underperformed, there are some which have scored well. Sectors such as cement, banking and real estate, which have trailed Sensex in the past few months offer a good investment option for three to six months. All the sectors mentioned above are fundamentally strong, but have suffered because of inflation. Once price concern eases, which most analysts feel will happen soon; these are the sectors which will rally the most. The current valuations of banking, cement and real estate is significantly lower and are an attractive buy at the current moment. According to Shubhada Rao, Chief Economist, Yes Bank, “Higher inflation, inflationary expectations and elevated levels of monetary parameters prompted the RBI to tighten. Going forward, we believe that interest rates are likely to stabilise in Q1-FY08.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Read more:-

• News & Article
• Don't Pay for your calls....
• Neha RAWAT's Blog
• Ravi Sanyasi's Blog
• "There is more money....
• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
• IIPM: More about IIPM
• IIPM Alliances - IIPM - by RAVI
• IIPM PUBLICATION
• IIPM: The Indian Institute of Planning and Management-------
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
• IIPM is Here

About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !

THE ARION RESORT & SPA, ASTIR PALACE BEACH, ATHENS

The first world class award winning luxury hotel of Athens has ample in store. Features like private beaches and pools and a floor (the Excelsior Club floor) dedicated to accommodating complete privacy with exclusive services to guests is descriptive enough of its hallmark.
THE VIEW: Basking in a corner spot, spread across 75 acres of rich sun-kissed land, and a to-die for view of the Saronic Gulf in the Mediterranean Sea situated in the heart of the Athenian Riviera. You can sit for hours together awing the ambience.
ARCHI-TYPE: The hotel moulded in modern architecture with rooms for business and pleasure oriented interiors. Spacious, with mostly rounded furniture, they offer breathtaking views of the landscape and the ocean. Nothing much left to imagination.
BON APPÉTIT: The hotel’s acclaimed gourmet restaurant ‘The Club House’, serves variety of fish and seafood delights, coupled with live music and the most wondrous view of the Saronic Gulf. Make sure you savour it good; they’ll love you for that.
AROUND THE CORNER: If you hear the allure of the ancient, Athens’ historical sites and archaeological temples of Cape Sounion are already calling. Reverting to civilization isn’t tough either, as the city centre of Athens and the shopping spot of Glyfada is nearby. Other cultural treasures, the Acropolis and the Olympic Stadium...
FROM UNDER THE CARPET: Luxury unlimited, it might leave you craving for more; make sure you recuperate before returning back home.
IN ESSENCE: The deep blue ocean so vast that it seems as if the ocean is fl owing upwards to paint the sky blue! Surrounded by modern and ancient extravaganza, that too with such easy accessibility, there is nowhere else you’d rather be then.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Read more:-

• News & Article
• Don't Pay for your calls....
• Neha RAWAT's Blog
• Ravi Sanyasi's Blog
• "There is more money....
• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
• IIPM: More about IIPM
• IIPM Alliances - IIPM - by RAVI
• IIPM PUBLICATION
• IIPM: The Indian Institute of Planning and Management-------
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
• IIPM is Here

About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !

The Indian telecom market, which, even a year back, was its ‘playground’, is no more a safe haven for Nokia

And we’ve come to a paradoxical situation, where on one hand, the number of mobile subscribers are growing monthly at an astounding six million plus – with total base having blazed ahead by a blinding 68.1% in March 2006 to an astounding 166.05 million in March 2007 – creating an environment, which clearly calls for more aggressive growth plans by the entity that started it all.

Alas, the leader has taken a beating instead. According to a ORG Gfk study, while market share of Nokia has fallen shamefully from a splendid 78.8% during February 2006 to just around 68% today, times for its competitors have only got better with Motorola having gained a market-hold from just 4.6% in February 2006 to a fantastic 15% today, while Sony Ericsson’s rose from 5.1% to an encouraging 9%! Besides, there are others – LG, Samsung, BenQ et al – capable of taking hard hits at the leader’s position, which is getting more feeble by the day. Jay Vikram Bakshi, President & CEO, DigiQom Solutions, comments, “The growth of the Indian mobile market means new entrants have an opportunity to make an impact!”

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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• Don't Pay for your calls....
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• Ravi Sanyasi's Blog
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• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
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Organic is the way to go forward

As an international bank of repute; Standard Chartered has set unprecedented benchmarks in the banking arena, be it investments in the community development programme, investment of $500 million for microfinance, $800 million investment for renewable energy, et al. It’s the recognition of these efforts that has earned it ‘The Banker-Bank of the Year 2006- Global CSR’ award. As Mervyn Davies, Chairman, Standard Chartered, points “We want to be known as a responsible business and are determined to lead by example in the markets in which we operate. We realise that we must find ways to sustain economic growth without damaging the environment and society.” Small wonder that Standard Chartered in India have combined their global capability, deep local knowledge and creativity to outperform their competitors.

Their core strategy is organic growth, but then acquisitions do play an important role in Standard Chartered’s action plan. Their recent acquisitions in Pakistan and Taiwan have provided them new platform for growth. Their expectation of double-digit income momentum across all geographies is bound to see the light of the day with these acquisitions.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Read more:-

• News & Article
• Don't Pay for your calls....
• Neha RAWAT's Blog
• Ravi Sanyasi's Blog
• "There is more money....
• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
• IIPM: More about IIPM
• IIPM Alliances - IIPM - by RAVI
• IIPM PUBLICATION
• IIPM: The Indian Institute of Planning and Management-------
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
• IIPM is Here

About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !