Showing posts with label IIPM Admission. Show all posts
Showing posts with label IIPM Admission. Show all posts

Friday, October 05, 2012

Sustainable Capitalism is the food

CSR is Passe , Sustainability is in. And B-Schools alike are Waking Up To This Fact. B&E’s Amir Moin writes on why for The Moment, Sustainable Capitalism is the food for thought For Sustaining Capitalism

B-schools today stand at a juncture where they have the historic opportunity of giving the gift of ‘sustainable capitalism’ to the world. It will be a system that will not just ensure profit maximisation but will also make people (the society as a whole) better-off. And there are steps being taken in this direction. Starting the new MBA batch of 2011-13, students at the IIMs will be solving case studies discussing Maoists rebellion and the displacement caused by large industrial projects. Students would also visit villages in remote areas, for the purpose of making this an experiential exercise and help solve issues of the villagers. In fact, The Indian Institute of Planning and Management (IIPM) has been in this race, teaching concepts of sustainable development, ever since its inception in 1973. Even today, all students enrolling for any of the institute’s post-graduate and under-graduate programmes are taught concepts such as ‘Survival of the weakest’, ‘Trickle-up effect’ and ‘Happy Capitalism’. In an exclusive conversation with B&E, Dr. Ranajoy Bhattacharyya, Professor of Environmental Economics & Intl. Trade, The Indian Institute of Foreign Trade (IIFT), expresses his concern on the lack of such an initiative. “Sustainable capitalism is a rare concept where human welfare and profitability are very closely related. This is separate from CSR. In our B-schools, the issue of CSR has been largely taken care of. But, it is in the field of environment management where there is a scope for a lot more to be done. Embedding sustainable issues and policies in corporate strategies is not necessarily a CSR issue; it makes a lot of business sense as well.”

This very year, CEOs of 29 global corporations, including the likes of Accenture, Infosys and Boeing collectively produced a report titled Vision 2050 on behalf of the World Business Council for Sustainable Development. The report lays out a pathway leading to a global population of some 9 billion people living well within the resource limits of the planet by 2050. The deep-rooted significance of the vision fostered by these CEOs may appear promises on paper, but it is a start. According to a survey of global CEOs commissioned by Accenture in 2010 for the 10th anniversary of the UN Global Compact held in New York at the end of June, while 93% CEOs voted for the fact that “Sustainability issues are critical for the future success of their business”, an overwhelming 96% promised that “Sustainability issues will be fully integrated into the operations and corporate policies of their respective companies”. But the warning here is that the performance gap (what is needed and how much is being implemented) in dealing with sustainability issues has only increased over time – from 27% in 2007 (survey by McKinsey in 2007) to 32% in 2010 (survey by Accenture in 2010). This therefore calls for b-schools to make the much needed change in curriculum to include the topic of Creative Capitalism, as Dr. Mukesh Kumar, COO, Vedanta Aluminium says, “A business cannot prosper unless it realises the presence and contribution of the society. It is now an imperative for B-schools to imbibe sustainability aspects in the course content. In times to come the demand for inclusive growth will become even more pressing” says Kumar.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Monday, September 10, 2012

“We are moving to electronic platform funding”

Manas Kumar Nag, CGM-Small and Medium Enterprises, State Bank of India

State Bank of India (SBI), being the largest lender in India, has the benefit of a wide and deep presence in the Indian market. This also reflects in its performance with respect to extending credit towards MSMEs over the years. SBI has in fact emerged as one of the biggest contributors to meeting their financial needs in a profitable way. Manas Kumar Nag, CGM-SME, SBI talks to Bhuvnesh Talwar and shares the dynamics of the company’s SME business in further detail:

B&E: What is the eligibility criteria that you have defined for SMEs to avail loans with SBI?
Manas Nag (MN): MSMEs comprise of manufacturing, trade and services organizations. We have various customised schemes/products for different groups of borrowers. Therefore, eligibility would be as per the scheme. However, broadly speaking, we apply the Know Your Customer (KYC) concept, which includes identifying whether the borrower falls within the definition of micro, small or medium category and assessing the business activity and the borrower credentials to see whether the business can generate sufficient income. We have presently an internal system of rating, which is a prerequisite for sanctioning loans above Rs.25 lakhs. We have certain hurdle rates below which we do not sanction loans.

B&E: What are the major loan/credit products/schemes that you have launched for SMEs, in consideration of their diverse needs?
MN: We have several customised schemes and products and also have tie-ups with industry majors for funding vehicles or construction equipment or healthcare products. In addition, we also have schemes like Doctor Plus/School Plus, which are specifically tailor-made for such groups of borrowers.

B&E: The default rates for these products are generally a cause for concern. What has been your experience?
MN: Default rates are very low in certain schemes and in others, they are higher. For example, we have found that our doctor plus scheme has a much lower default rate as compared to our transport plus scheme. The nature of activity, choice of borrowers and the area of operation are the factors that determine the rate of default.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Saturday, September 08, 2012

US: CHIEF OF STAFF

Agreed that he took charge at a time when the economy was struggling and that he was faced with an ambitious agenda (that of pushing through key reforms as promised by Obama in his Presidential campaigns which emphasised on Hope and Change). The hard-charging, high octane, arm twister Rahm, an enforcer who had a reputation of getting things done, was entrusted with the job of the White House’s Chief of Staff for steamrolling the change Obama planned. And Rahm – or Rahmbo, as he started getting nomenclatured came to be better known as being a foul-mouthed showman and backroom infighter, who managed, mauled and massacred dissent by standing on tables and screaming; of late even being viewed by many party activists as an instigator of a feud that was dividing the party.

Things went awry in August 2009, when Rahm, in one of his weekly strategy session featuring Liberal groups and other aides (who were planning to air ads attacking conservative Democrats who were balking at Obama’s healthcare overhaul), was back to what he was best known for. He responded to the criticisms by calling the liberal activists as “F***ing retarded.” Although that particular instance was not the sole reason, that presumably was the tipping point, where members got push converted to shove and demanded a port of departure call on Rahm’s war-carrier. David Weigel, Political commentator at Slate, based in Chicago, had this to say to B&E, “After nearly two years of Rahm Emanuel, liberals are pretty much confident that he was a paper tiger, a drudge who never missed an opportunity to undermine the progressive agenda and a man whose alleged formidability never rendered to big, substantive triumphs over Republicans.”

My favourite vaudeville performer Will Rogers once said, “There are two theories to arguin’ with a woman. Neither one works.” You could say that while arguing with Rahm too, where thanks purely to Rahm’s whimsical and fanciful style of debating and arguing, the President had a roller-coaster ride in the White House in the last 20 months. Be it Rahm’s crossing swords with Nancy Pelosi (speaker of the House of Representatives), or his failure to press home the President’s political message in the way Obama wished, or his handling of the economy and Wall Street regulation, Rahm’s pugilistic approach was solely blamed by commentators for delivering defeat. The President needed a Chief of Staff who had the wisdom to help him chart out a bold and progressive path. Someone who could successfully play the role of the President’s gatekeeper, like what James Baker did for Ronald Reagan. Rahm (who also doubled up as the President’s top political adviser and legislative strategist) at least did the gatekeeper part pretty well. But given that the mid-term elections in November would be a bloodbath for Democrats (in all probability, the elections could transfer the control of the House and even the Senate from Democrats to the Republicans), Rahm’s exit was strategically planned to minimise losses. Simply put, this is the return of favour that has been meted out to Rahm for the mistake he committed of pushing Obama too far to the middle.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Monday, September 03, 2012

Family democracy, Lanka style

Rajapakse is turning the Lankan constitution into a useless shred of paper

Sri Lankan President Mahinda Rajapakse brought in a landmark change in the country’s constitution on September 08, 2010 by scrapping the two term limit rule for serving presidents in the midst of both protests and cheering across the country. Consequently, Rajapakse, who is serving his second term as president, can stand for another term in the next voting to be held in 2016!

Apart from this, sweeping powers were handed over to him as a result of this amendment, by which previously autonomous institutes have been brought under his control. He will now directly appoint the main officials in judiciary, election commission, human rights commission and the central bank. Ending all controversies spurred up by the opposition, who stressed for the need of referendum to change the constitution, the Supreme Court ruled that such requirement is unnecessary. This has paved the way to end all possible legal roadblocks to Rajapakse.


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Friday, August 24, 2012

Working non-stop could be the ladder to a promotion and a host of health problems...

In India, to a very large extent, men are still considered the bread-winners of the family. And as most of the men reach their 30s, they noticeably begin to look much older than their actual age. While women still manage to maintain their beauty and health, men start developing a paunch, their hair begins to grey and many also start experiencing major hair loss. Makes one wonder if men tend to neglect their health and ignore the warning signs, or whether they are simply less aware than women. “Both. Also, men are more prone to health problems because they easily resort to drugs and alcohol. I’ve had cases where wives have come to ask for help for their husbands. But unless the person who needs help does not visit, I cannot even recommend anything! Men, by nature, are more hesitant in taking medical help. Also, women socialise more, talk more and show their emotions more than men, which helps busting their stress. And this is also one reason for them having a longer life-span”, explained Dr. Singh.

Time travelling to a relaxed stress-free world is unfortunately not possible. The world stops for none and there’s little one can do but to keep coping-up with the changing times, but one must remember that this must not be at the cost of one’s health. It isn’t just coincidence that one of the most popular adages about health is – ‘Health is Wealth’!


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Wednesday, August 22, 2012

At peace with that ponch? You could be slowly ‘inching’ towards dementia!

The waste-hip ratio differs in Asians and Europeans. If this ratio is abnormal, it would signify that the visceral fat (unhealthy abdominal fat) is more, which damages the arteries and increases the chances of a stroke by five to six times if coupled with diabetes and hypertension. Although a patient might not have a history of stroke, he could still suffer from dementia at a certain stage. Like in the case of treatable (preventive) causes such as hypothyroid, epilepsy, alcoholics or any accidents in which there might have been a brain haemorrhage, one might suffer from dementia. There isn’t a specific medication for dementia as such because in dementia the cause is treated to the extent possible,” says Dr. Mrinal Bhargava, General Physician (Resident Neurology). Dementia not only affects those who are too lazy to lose weight, but those who are fit as a fiddle may also suffer from a deadly neurodegenerative disease like dementia; like in the case of boxers. Due to repeated concussions they develop ‘Chronic traumatic encephalopathy’. It is also said that famous boxers and athletes such as Bobby Chacon and Jerry Quarry had suffered from this disease.

Being reduced to the state of a vegetable and being dependant on others for everything is not living but merely existing. The least one can do for oneself is to take control of those love handles, otherwise they could leave you with no control over your life.




 
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Monday, August 20, 2012

A simple issue of timing

Godrej Industries has suddenly become more enthusiastic about its retail plans, especially in new concepts of retailing (like gourmet food). Is there any radical plan we’re missing or is this it? by Angshuman Paul

It was in January 2006 when Adi Godrej, Chairman of the Godrej Group announced an investment of Rs.700 crore for the expansion of ‘Aadhar’ (chain of supermarkets in rural India) – part of Godrej Agrovet Ltd, and an additional investment of Rs.200 crore for the expansion Nature’s Basket – a gourmet food retail chain. The five-year plan was to take the number of Aadhar stores from 18 (in 2006) to 1,000 across the country and scale the footprints of Nature’s Basket from only three in Mumbai alone to 100 in metros by 2011. Today, after 40 months, while 70% stake in Aadhar has been taken over by Kishore Biyani-owned Future Group (in 2008), the progress at Nature’s Basket cannot be called anything better than sluggish with the current count of outlets standing at just 10 (7 in Mumbai & 3 in Delhi).

The detail – that the Indian retail industry is now a mammoth Rs.9.3 trillion with organised retail at only 4% - has apparently not been lost on the Godrej group. Company officials tell B&E how now, after identifying gaps in the retailing of home and office furnishings and equipments, Godrej plans to take the count of Lifespace stores from the current 51 to 90 by the year-end. The group has allocated Rs.16 crores towards advertising and promotion expenses. Would the fact that not many retailers are paying heed to the retailing of home furnishing and office equipment (except for Biyani’s Hometown, which is lagging behind on a similar model and is leveraging its finances from the other retail businesses of Future Group) make a difference to their highly niche offerings? Would Godrej, in the coming periods, expand the products portfolio to reduce the risk quotient? Godrej spokespersons reject the proposition. “We are not into the trading business and we won’t retail any other brands. And if we can offer everything to the people who are setting up their homes, why do we need other brands,” argues Shyam Motwani, VP & Business Head, Retailing Division of Godrej & Boyce Mfg. The company plans to reach a turnover of Rs.300 crores by the year-end from Lifespace sales alone.

At the other side of the Godrej strategy map is Nature’s Basket – their gourmet retailing arm. Nature’s Basket has tied up with many foreign brands and provides a wide array of food & beverages products. That is apart from selling the various food products of Godrej itself. But the issues of being extremely slow on the expansion plan hit here too. Mohit Khattar, MD, Godrej Nature’s Basket, defends the approach to B&E, “The type of format that we are offering is very exotic and we did not want to roll out stores unless we had completed our ground work.” It’s true that Nature’s Basket didn’t have to shut stores like its rival Le Marsche had to in Mumbai – after aggressive retail plans forced it to backtrack. But then, it’s also true that for every Le Marsche, there’re three other competitors who succeeded much better than Godrej.


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Monday, August 13, 2012

Fashion files: A-listers show the way!

Actors and style icons, film stars are influencing fashion on the ramp and the city streets

“An off-shoulder, dark blue flowing satin gown, layered with black net to give it a rich feel, with pleating from the empire line and a plunging back line’ is how Natasha wanted her dress to be for her 22nd birthday bash, the theme of which she had set as Red Carpet. She went and sought the help of her neighbourhood tailor with this concept in her mind and the required fabrics in her bag, and in less than a week her own red-carpet creation was ready, for just Rs.5500! “I wanted to wear something like what Aishwarya Rai had worn at an international film festival and that is why I chose this theme for my birthday! The same dress would have costed Rs.55,000 or even more had I bought it from a designer and maybe I wouldn’t have worn it a second time, because I don’t like to repeat my dresses, and so it could have been a huge waste of money!”

Well, Natasha is not the only one bitten by the latest fashion trends. In fact, these days, fashion trends and fashion weeks are being inspired by movies and even film stars walking the red carpet. Jean Paul Gaultier was so inspired by the recent blockbuster Avatar that he decided to incorporate the untouched beauty of Pandora and its blue-skinned tribes in his couture collection. Leading fashion magazine Vogue too recently decided to dedicate nothing less than 10 pages to the Na’vis!

Back in India, actress Mumtaz had set a trend in draping saris in the late ’60s with her film Brahamchari. This figure-hugging style came to be known as Mumtaz Saris and is still a favourite with many. More recently, saris made a huge comeback post the film Main Hoon Na when Sushmita Sen looked glamorous in her chiffon saris with sexy low-cut blouses and noodle straps.


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Saturday, August 11, 2012

The real realty show

In all the talk about globalisation, being local does have a bad name. But as per B&E’s analysis, regional centres are teeming with realty potential. And regional players are proving that staying local could actually prove to be a blessing in disguise
 
Media and Real Estate – the two sectors may be largely antipodal to each other in terms of business dynamics, but there is a lot that the latter can learn from the former. You may be wondering what? Consider this: Globally, print media (to be specific) has invariably been a regional industry. So there is The New York Times dominating in New York and The Los Angeles Times, which is dedicated to LA. In India too, regions have their own unique favourites – The Hindu in Chennai, Deccan Herald in Bangalore, The Hindustan Times in Delhi, The Telegraph in Kolkata, Tribune in Chandigarh, et al. Attempts by most of these dailies to go national have not been so fruitful. Similarly, it is being observed that real estate players operating out of specific regions of the country like Jaipur, Hyderabad, Kolkata, Kochi, Chennai, et al, are showing spectacular growth. What is the basis behind this trend, and is it sustainable? B&E finds out.

The broad figures are hardly regional, as the Indian real estate sector contributes around 14-15% to the GDP of the country. The construction business’ contribution to the GDP stood at 7.95% in 2002-03 and spiralled to 16.46% by 2005-06, before showing a downward trend then onwards (t stood at 11.98% in 2006-07; 9.81% in 2007-08; and 7.24% in 2008-09). The real estate business forms over 60% of the total construction business of the country. The last 24 months have been a tough ride for national real estate players. Huge debts riding on their backs, stalled construction and instability in the global real estate market further added to the woes of the Indian realtors. Hovering at 12,727.42 points in December 2007, the BSE Realty index had plummeted to 1561.01 points by November 2008 – a drop of 87.73%, before rising up to 3361.10 as on March 15, 2010.

In the second quarter of 2009, debt liabilities on national realty players like DLF and Unitech stood at Rs.150 billion and Rs.78 billion respectively. But the downturn hit them hard as the cost of construction sky-rocketed. Sample this: for the quarter ending December 2009, the cost of construction for DLF stood at Rs.6.73 billion – a mind-numbing increase of 262.75%. Even for Unitech, the cost of construction increased by 197.57% over the last year to Rs.4.47 billion. For Parsvnath Developers, the cost of construction increased by 173.75% yoy to gross Rs.1.29 billion currently. Increase in the excise duty from 8% to 10% will further add to the woes. High property rates led to decline in sales (by almost 50-60%) and national developers were forced to stall projects. Before the slowdown struck, big developers had hastily acquired land all over India to increase their land banks. Currently, DLF has a total land bank of close to 430 million square feet, of which, only 50 million square feet is under construction. Also, a lot of space acquired for launching commercial hubs could not be developed because of a slowdown in the big ticket IT/ITeS sectors.

However, real estate players with limited diversification were not as impacted. Says Mehinder Sharma, MD, M-Tech Developers, “We were not really affected in the strict sense of the term as we did not launch any new projects and instead focused on construction and deliveries. But yes, cash flow was definitely impacted – it slowed down and reduced our speed apart from the high cost of funds that we deliberately avoided to keep our price & quality commitments in place.”

So what is it that makes regional real estate players less vulnerable? “To begin with, it’s their area of operations that favours their model,” says Vivek Mittal, CEO, Realty Stocks. Cost of land in small towns and cities like Vadodara, Thane, Lucknow, et al, is 15-20% lower in comparison to metros. Cost of construction, labour, and other ancillary services too is 30-40% lower. “Price-Value matrix (at a regional level) is definitely more realistic compared to the metros where the international influence makes any average project a huge investment proposition,” says Sharma. To the advantage of regional players, the demand for their housing projects did not decline. Sushil Mohta, MD, Merlin Group, who is operating out of West Bengal says, “Roughly one can say that about 10,000 apartments are on sale annually in Kolkata.” According to CREDAI Bengal officials, the annual growth rate in the real estate sector in Kolkata and adjacent areas is about 20%. In Rajasthan, the sector is poised to witness a growth of 10-15% in the coming year. Also, the boom in the affordable housing segment, pegged at Rs.3 trillion by 2011, helped regional players.




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