“Ségolène Royal, with her religious family background and all, may incarnate the values of purity and that will reassure some on the right,”

“Ségolène Royal, with her religious family background and all, may incarnate the values of purity and that will reassure some on the right,” says Marc Abélès, a social anthropologist in Paris who has studied the rituals of French politics for years. He cautiously adds though, “But she can’t go too far with that or she will turn off the secular middle class, which is also an important voting group.”

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative

BLUNTING THE MNC EDGE

Most developing countries lack the soft infrastructure that makes markets work efficiently. Because of institutional voids – the absence of specialized intermediaries, regulatory systems and contractenforcing mechanisms – corporations in emerging markets cannot access capital or talent as easily or inexpensively as European & American corporations can.

Nevertheless, businesses in developing countries can overcome such disadvantages for three reasons. First, when multinational companies from the developed world explore business opportunities in emerging markets, they must confront the same institutional voids that local companies face. However, executives from multinational companies are used to operating in economies with well-developed institutional infrastructures and are therefore ill-equipped to deal with such voids.

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative

ITC is very well planned for the future

“ITC is very well planned for the future as it is also strengthening its food portfolio with a strong back end support of agriculture. Each year, they set aside a part of their investment for agri-retailing and this, in the long run is going to help ITC,” affirms Mahesh Joshi, Associate – Institutional Equity, Edelweiss Securities Private Ltd. With definite conviction, this business house was quick to realise the importance of having multiple drivers for growth. But the million dollar question arising is – how are they converting the business drivers into cash cows? “ITC believes that institutional business is a huge opportunity and therefore has been focusing its efforts to leverage this opportunity,” says Ravi Naware, CEO, Foods Business of ITC Ltd. Indeed, this tobacco giant journey has been not a smoky one!

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Source:- IIPM Editorial

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

ITC is very well planned for the future

“ITC is very well planned for the future as it is also strengthening its food portfolio with a strong back end support of agriculture. Each year, they set aside a part of their investment for agri-retailing and this, in the long run is going to help ITC,” affirms Mahesh Joshi, Associate – Institutional Equity, Edelweiss Securities Private Ltd. With definite conviction, this business house was quick to realise the importance of having multiple drivers for growth. But the million dollar question arising is – how are they converting the business drivers into cash cows? “ITC believes that institutional business is a huge opportunity and therefore has been focusing its efforts to leverage this opportunity,” says Ravi Naware, CEO, Foods Business of ITC Ltd. Indeed, this tobacco giant journey has been not a smoky one!

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Source:- IIPM Editorial

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

‘Reengineering Management’ – the book that defined the basics of BPR!

Most pathetically, over the last decade, blind belief in BPR has confounded many excellently performing companies to almost extinct monoliths. General Motors (which was hit by a spine-chilling $8.6 billion loss in 2005 and shrewdly followed it up with a desperate $9 billion in savings through job-cuts), various American Airlines (with a whopping $40 billion in net losses since 2001 with a few already having filed for bankruptcy under Chapter 11), the legendary Ford Motors (which reported the largest-ever quarterly loss of $5.8 billion on December 01, 2006, has announced a burning of another $17 billion by 2010 and has slipped to the global fourth position in annual sales for the first time ever!), the revolutionary Dell Computers (with sad profit forecasts for 2007 and losses of $376 million from the battery recall of 2006), the celebrated HP (which is cutting-off further 14,500 employees), the classic Kodak (which recently reported its 8th consecutive quarterly loss of $37 million and 15,000 job cuts by 2007) being the notable sycophants of BPR!

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Source:- IIPM Editorial

An IIPM And Management Guru Prof. Arindam Chaudhuri’s Initiative

The dollar is as attractive as it was in the past

And as far as the current course of the dollar against the pound and the euro is concerned, the chances that this depreciation would continue for long also seems quite unlikely. First of all today many developing countries have locked their reserves in dollar and they won’t let the dollar to depreciate for the sake of their own reserves. Secondly, there are vested interests of other countries to keep their own currencies down against the dollar in order to support their own exports. Many argue that interest rates are rising elsewhere and Fed has stopped, which is driving this depreciation. Furthermore, a look at the interest rate differentials, which is currently 2% between US and Europe, shows that the dollar is as attractive as it was in the past.

Well, for the imbalances to improve, fiscal discipline – cutting expenditures and broadening the revenue base – on the part of US is a more desirable option and of course, a less costlier one, rather than a dollar depreciation.

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Source:- IIPM Editorial

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