The developed world needs to arrest their green house emissions in order to save Africa

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It may not be very long before Africa is completely erased from the World Atlas. If the effects of unending poverty, AIDS & war destroyed almost everything, then global warming is finishing the rest by creating havoc in the region by causing irrevocable damages to the environment. The entire ecosystem, including snow clad mountains, rain-forests, and beautiful beaches, are on the verge of extinction.

The irony is, Africa (constituting 14% of the global population in its 57 countries) isn’t bearing this catastrophe as an outcome of its own insensitivities towards nature, (majority of Africans are poor and thus have negligible access to electricity and transport; Africans contribute only 3% of the global greenhouse gas emissions) but as an outcome of the monstrous green house emissions of its developed counterparts like Australia and Canada with the US leading the pack (constituting only 5 % of the global population and contributing a staggering 25% of the global greenhouse gas emission). Of all the African nations, Nigeria, Liberia and Congo have relatively higher greenhouse emissions and that too on account of oil and gas exploration and deforestation, which in turn is driven to pacify the insatiable appetite of the developed world. It is most unfortunate, for Africa being an egalitarian society, most of the inhabitants still depend heavily on agriculture for their survival, and thus environment becomes all the more critical for their sustenance.

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Source : IIPM Editorial, 2006

An IIPM and Malay Chaudhuri – Arindam Chaudhuri Initiative

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With sound growth strategies, the Kalyani Group is forging ahead

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The Kalyani Group is one of the best examples of the growing might of the Indian manufacturing sector. The $1.5 billion company employs over 10,000 employees globally and is the parent company of Bharat Forge, the world’s second largest forging company and largest manufacturer of truck front axles. The man-at-arms is Chairman Baba Kalyani, who single-handedly brought out a small scale diesel engine component business from the brink of extinction. The roots of this new business are attached to the component business set up by Neelkantha Kalyani (Baba’s father) nearly 40 years ago. Baba Kalyani diversifi ed the business to a wider spectrum of components. According to the Forbes Magazine, the Kalyanis are one of the 1000 richest men in the world. His son Amit Kalyani is an Executive Director with Bharat Forge.

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Source : IIPM Editorial, 2006

Dean of IIPM :- Pofessor Arindam Chaudhuri (Renowned Management Guru and Economist)

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OTC poison...

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Medicines sans prescription must be stopped
The sale of globally banned drugs through OTC (Over the Counter) is alarmingly on the rise in India. While all attention of the government seems to be on controlling prices of branded drugs and making generic versions available, it’s high time for the government to ensure there is strict control and vigilance on drugs that are easily available over the counter (which can be purchased without the prescription of a registered medical practitioner).

While chemists are more than happy to sell them for high margins; patients find it a convenient way to take care of the so called ‘non-serious ailments’ and avoid going through the tumultuous process of visiting the doctor. But what they remain unaware of is the serious side effects of drugs like Analgin, Nimesulide, D’cold & Vicks 500. Almost all the ‘common cold drugs’ contain in them harmful ingredients like phenylpropanolamine. This chemical is banned in most of the developed countries as they are reported to be responsible for heart attacks. Analgin on the other hand has serious ramifications on bone marrow. Even though the government can claim to have brought out a number of notifications that ban the manufacture and sale of as many as 70 such drug combinations, the problem still continues to persist across pharma retail outlets in India. With MNCs selling banned drugs in India, matters are only getting worse.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

GE plans to invest more on the Indian turf

IIPM PUBLICATION
Banking on growth exhibited by the Indian economy, General Electric (GE) plans to extract a huge $8 billion in revenues from the Indian market by 2010. With the vision “In India, for India”, GE India President & CEO Scott Bayman has declared investments of another $600 million in the country. He projects that India and China would account for $50 billion by that year (incidentally that means a mammoth $42 billion from China!). Financial services would be the major contributors to this revenue.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Work-life balance is, in fact, a personal choice based on what feels right to you, given what you want from life...

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For them, there is about a 15- year period in their careers in which the choices they make are not about what they want from life professionally and personally, but about what is right for their kids. That period can be a fraught time, in which choices and consequences are more complex. That, however, is a topic for another column (as it has been in the past).

But to your more general question, yes, it is completely possible to be a top performer and “achieve work-life balance”. Most top performers have already made a choice – work is a priority – but their talent helps them forge a meaningful outside life too, often with just the balance they want.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Up above the world so high...

IIPM PUBLICATION
While S&P has slashed the Italian rating to A+ (which is now the second lowest among the Euro nations after Greece), Fitch’s new rating reads AA- for Italy as against the previous AA. Though Fitch praised Italian government’s “commitment to fiscal responsibility”, the rating agency clarifies, “The downgrade reflects the deterioration in Italy’s public finances, which has seen public debt rise since 2004 and the primary surplus diminish sharply.” Lowering of ratings surely came as a shock to Prodi and a blow to his draft budget that plans to reduce the debt level by 0.5% of the GDP in 2007 through a tax hike and cutting $43.5 billion in government
spending.

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Education and E-Governance

For judges, with love

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The new Bill endeavours to plug all such loopholes that have come up in the past. Commenting on the new Bill, Hasan Anzar, a lawyer says, “This bill will help in softening the rude attitude and behaviour of some judges.” Sounding a cautionary note, Anzar further adds, “It may happen that the executives will get the stronghold in the long run if the Bill is not implemented properly.” While there’s no doubt that the new Bill would bring about accountability in the system, the same can be also misused by politicians or even by individuals for self interest and to malign the image of an impartial and honest judge, restraining the freedom of the courts (probability of which is higher!). This situation may also lead to “heavy price being paid in terms of compromising the judicial independence,” comments Justice R. C. Lahoti.

There have been repeated instances in recent times of clashes between the Judiciary and the Executive, and between the Judiciary and the Legislature. The new judicial accountability Bill must not further trigger the conflict between the three pillars of the modern Indian democracy. Or if that were to happen, the nation state will suffer...!

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Just amputate it!

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But jokes apart, forget being among the best, can we ever get the respect that even many tiny European nations get, if we do not improve on these counts? What we need today is to replace the perennially corrupt municipalities with professionally managed private entities, without interference from the polity and accountable only to the citizens in the truest sense (and not just by lip service). Unless we reform them and change the very paradigm of our cities, we cannot blame an American next time if he still relates India with snakes, malaria, jungles and black magic. Our cities still remain like that... concrete jungles (instead of jungles) and black magic of money... and rest is delusion.

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An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Totally Frank!

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Yash Raj films have managed yet another accomplishment by featuring Frank Lampard in their upcoming movie, Jhoom Barabar Jhoom. They tied up with a premier football club of UK – The Chelsea – which happens to be AB Junior’s favourite team in the movie, and otherwise too! Between Abhishek and Lampard, in the movie, are also AB Sr., Preity Zinta, Aishwarya Rai, Lara Dutta... Let’s see who scores the most attention!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Who’s to blame? UNO or the Martians? Take a pick!

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In this context, the French are understandably worried about the fate of their soldiers – the soldiers charged with supporting the Lebanese government in their efforts to establish control over the Hezbollah-controlled south. The terrible French peacekeeping experience in Bosnia during early 1990’s (in which France lost 84 soldiers serving in a humanitarian capacity under restrictive ROEs), truly justifies that their fears do not arise out of context. But ROEs are only symptoms of a much more deeper problem. The real issue is a yawning gap between paper and practice. In the heat of an international crisis, the UN Security Council passes resolutions to great public fanfare, establishing an official UN mandate. But then the UN Secretary General is left , resolution in hand, to ask UN member states for the actual, tangible resources necessary to implement the needful. In the overwhelming majority of cases, those resources fall far short of what is required to successfully intervene in a crisis – a primary reason why the UNO was established!

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Youthhood!

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The case of a juvenile delinquent being totally different from the adult criminals, the difference exists in the process, philosophy and methods of treatment. Requiring counselling, care and rehabilitation, the Juvenile Justice System or its procreator, the civil society and the government has failed to nurture the most vulnerable section of Indian population. While poverty, family problems at home, impact of mass media can be reasoned to be the causes, the reformatory or the Borstal Schools have failed to be inspiring. It has been reported that these socalled correctional centers do not even have the basic amenities to meet the standards laid down by the Central Social Welfare Board.

The solution then has to be structured, directed and holistic. And the responsibility for corrections has to be shared both by the government as also by the civil-society.

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“Gandhiji insisted on following Sabarmati’s routine... everyone had to spin the charkha too”

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Lord Irwin to repeal the oppressive law. His appeals were offered a deaf ear though, and thus it transpired on the 12th of March 1930 that 78 male satyagrahis accompanied Bapu from Sabarmati Ashram to Dandi, Gujarat, in an exodus aimed at walking roughshod over the aspirations of a ravenous regime, albeit peacefully. “It’s the classic good vs evil battle, we all love to watch!” beamed Bhavik as we set off on the historic trail.

This was no mean trek (in fact, the route declared now a national heritage), for the road ahead from Sabarmati meant undertaking a trip spanning all of 26 days and necessitating 250 miles to be traversed in order to tread upon the soil of Dandi, a little town where the waters of the Arabian Sea lapped at its heels. The Mahatma made best use of sporadic breaks by making his personal secretary Mahadev Desai rush to the telegraph office with myriad messages to be dispatched. A smile crinkles the corners of my face as I imagined Bapu revelling in the internet age and composing messages to be sent via e-mail or posted on message boards. The mere mental image of this larger-thanlife Lilliputian surfing the tidal wave of the internet brightened my day for some unfathomable reason.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

With innumerable awards under their belt, a rank of even #4 sounds too less

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The quarter ending June 2006 has given to GAIL a tremendous yoy growth of 34% in its earnings. This comes on the back of a substantial increase in its turnover, which amounted to Rs.4,078 crore in the same period (as against Rs.3,288 crore in the same quarter last year). Proshonto Bannerjee, Chairman and MD, GAIL, advanced the argument, “Today, the energy sector in India is booming and natural gas is living up to its epithet of being the ‘fuel of the future’. This lays more emphasis on our efforts to effectively harness the immense potential of this valuable fuel. In this context, we are spurred by a strategy to expand our business profile by developing into an integrated company across the natural gas value chain and making our presence felt across the gamut, from exploration and production to gas transportation and processing.”

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Nasscom predicts shortage of 300,000 skillled personnel at the middle level in the field of IT by the end of the current fiscal year

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As recent as in the previous quarter, IBM announced its decision to invest $6 billion in India to integrate service solutions and bring down operation costs. This after having already invested more than $2 billion over the last three years. From a workforce of 9,000 in 2004, IBM has now grown up to 43,000 (while shedding around 14,500 jobs in Europe) – India now is its largest outsourcing hub. These initiatives come after all the major companies like Microsoft , Intel and Cisco have already individually announced India investment plans in excess of $1 billion. On the flip side, getting the desired manpower still remains a herculean task for this sector. Even though India produces 500,000 engineers per year as compared to 75,000 produced by America, Nasscom predicts a tremendously debilitating shortage of 300,000 skilled personnel at the middle level in the IT sector by the end of the current fiscal year. And with the likes of Infosys (58,000 employees worldwide) and TCS (who’ve already crossed a headcount of 60,000) competing with international giants for recruiting quality manpower, the cliched worry, that India will never be able to significantly move up the IT & ITeS value chain, is coming out to be true, faster than expected. This clearly proves that urgent intervention measures are required at both the policy level (from the government) and at a public-private partnership level (with the likes of NIIT, Mindmine contributing middle and lower level skilled staff ).

All said and done, the promising scenario in the Indian IT sector, at least with respect to revenues and profits, holds good not just for the biggies, but also for the mid-cap companies. As Nandan Nilekani commented to B&E, even though “India stands at the cusp of history,” only if policies are pro-actively modified to support the tremendous growth potential, will India be able to exploit the advantages!

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FARAH KHAN Vs PRAHLAD KAKKAR!

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Farah Khan makes the Getz TVC (Television Commercial). Rohan Sippy does Pantaloon. Ashu Gowarikar directs Coke. Farhan Akhtar – and maybe some others – do their number… what’s going on ? Why is Bollywood trespassing into TVC-land, where the blue-print, dynamics and parameters are totally different? What motivates this blitz? Most importantly, can they ever hope to bring to the table the same talent, discipline, knowledge, insight, focus and overall (informed) professionalism that the task demands?

“I think its possible, largely because the lines between the feature and TVC are blurring.” That’s the Dada of the genre, Shyam Benegal talking, a person who was around when it all started in the sixties. The maker of endless commercials on Lux and Dalda (when he was employed as a Film Executive at Lintas), believes that this relationship with Bollywood began because of the easy access and comfort levels that directors (like BR Chopra) had with stars – something that the client, agency or independent could never hope to establish.

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Hamara Bajaj ; The resurgent hero!

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Rajiv Bajaj emblematizes the next generation of leadership and has given a new dimension to the timeworn corporate animosity that once prospered between Rahul Bajaj and Brijmohan Lal Munjal. Although Hero Honda is still the leader in two-wheeler sales, it is almost impossible to ignore the growth that has been exhibited by Bajaj Auto.

And to lead this turnaround, Rajiv Bajaj – after having dramatically exited the geared scooter segment – has followed a well thought and well executed two pronged attack strategy. On one hand, he has decided to play on the price factor; and on the other, he has challenged Hero Honda even on the technology front with a critically superior twin spark (DTSi-Digital Twin Spark Ignition) technology – a technology which ensures radically better fuel efficiency. Urmil Negandhi, Auto Analyst, Parag Parikh Financial Advisory Services Ltd, furthers, “The main advantage of Bajaj is that over the years they have (themselves) mastered this technology and are not dependent on some other partner,” thus helping them save oodles of cash (that might have been paid as royalty).

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Ugh... Even the best case for reservations fails ...

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Oh, when the colour of your skin defines the colour of your character...

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The fairness cream market is humongous in India – about Rs.1,000 crores plus – and HLL, with its Fair & Lovely brand, is the market leader. While the “Raymond’s Man” is the “Complete Man,” a woman is not of any worth till she is fair. How fair is that? Shouldn’t she too be judged on the basis of her inner talent and capabilities than just on her skin colour. The ads should stop showing that dark skin is bad and unsuccessful. Fair is not necessarily lovely. We must give all skin colours a fair chance. Hey mothers, stop asking your little girls not to play in the sun, lest they should become dark. Hey, advertisers, wake up to the fact that beauty is not skin deep.

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Fair game?
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The totally new meaning of Going “J”!!!!!

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Born on July 6, 1973, Jeh Wadia is the scion of the well known Wadia Group (he’s the great-grandson of Mohammed Ali Jinnah and son of Nusli Wadia). Jeh commenced his early education in Mumbai. Thereafter he completed the GCSE certification from Millfield School in UK, followed by a Master’s degree from the Warwick University in Coventry, UK. In 2002, he became the Deputy Managing Director of The Bombay Burmah Trading Corporation based in Mumbai; and at the same time, also authored and initiated restructuring of the Wadia Group, which involved looking at new financial and strategic investments – he initiated one such financial investment, a JV with The Port Singapore Authority (PSA). He further cofounded a real estate and retail fund, along with other retail/real estate operating JVs. In this process, he also initiated the institutionalization of financial services in the Wadia Group.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Mind your Ps & Qs... and M&As!

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As per a Grant Thornton Corporate Finance research, for 12 months ending June, 2006, China has witnessed 266 companies being acquired by international players like FedEx, Alstom, Palm Source et al, from 41 countries for a whopping $14 billion – a mammoth growth of 52% over the previous 12 months. Stephen Weatherseed, International business partner and China desk head, Grant Thornton, UK, agrees, “China’s economy is experiencing a rampant expansion. It’s surprising to see such a small cluster of countries taking real advantage of the economic opportunities that investment in China offers.” Definitely, M&A activity would further get accelerated, as global companies will no more be coerced to make deals solely in cash. It will be easier for companies to make bigger deals by using their own shares.

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A royal wedlock

What do these two have to offer?

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Vista in fact promises better back ups through Shadow Copy, which unlike XP’s restriction to few file formats & manual snapshots, backs up periodically and before significant changes – installations, change of drivers et al. Mac’s Time Machine requires a separate disk though. Vista, however, shall store upto 15% of the hard disk and then start deleting old files. Though in Leopard’s case, “there are rumours that the production version will save on to the free space on the hard drive… as it begins to fill up, the system will automatically remove the old files. It allows users to have a makeshift back-up without any extra hardware, as long as one has free space on the hard drive at all times,” divulges Trevor.

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George Am’Bush Jr...

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The US today houses a whopping 37 million poor (about 12.7% of American population), which includes almost 13 million children. Logically, this scenario comes across as an irony to any economic recovery, and that too when it has not only been sustained, but has grown over a four year period. As a matter of fact, the poverty rates in the US have been rising every year since 2000 when it was 11.3%. Eventually, it has been on the rise to touch 12.7% in 2004, bludgeoning another 5.4 million people – including 1.4 million children – to destitution. As America Inc. has been milking profits at unprecedented levels, the figures also go on to state how skewed the American economic growth (3.5% for year 2005, 5.6% for Q1 2006; IMF) has been since long. Poverty and recovery are a simultaneous American reality today.

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Ranbaxy wins the Norwegian battle

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In yet another patent case, the tables were turned in favour of Ranbaxy Laboratories Ltd. On August 30, the Oslo City Court in Norway ruled in favour of the company, stating that it did not infringe on Pfizer’s two Norwegian patents, which covered particular intermediate compounds. In November 2005, the Norwegian court had ruled that though Ranbaxy’s Atorvastatin did not infringe one of the process patents of Pfizer, but it violated another Pfizer patent. Ranbaxy can now introduce Atorvastatin in the Norwegian market. The low cholesterol drug, Atorvastatin is marketed as Lipitor by Pfizer.

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Bajaj zooming down Indian roads
Back in action with all new plans
Rite Aid acquires to aid its drug stores
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The Flavour Of The Season

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Even the small cities are fast capturing marketers’ attention. As a research conducted by National Council of Applied Economic Research

indicates, approximately 75% of India’s sheer rich, 64% of India’s clear rich and 58% of India’s near rich live in 67 small cities. Agrees S.C. Khanna, Secretary General, Association of Unified Telecom service providers of India, “The subscriber base is increasing fast and the growth is mainly from the C-circle. During this festive season, the focus of marketing activities is expected to be towards this set of consumers.” It’s no surprise that Motorola is looking all set to launch its sub $30 handsets, which are particularly focused at tapping this segment, during the Diwali season this year.

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OFFERS RINGING LOUD...

IIPM PUBLICATION
Though the festival season has still not arrived, the regional festivals have already seen the introduction of special offers from the telecom companies. Idea Cellular will be gifting `Onakkodi’ to its post-paid subscribers on Onam. Even Tata Indicom is offering attractive gifts for its post-paid customers. Reliance Telecom has already launched a new introductory offer for 150 new towns it plans to enter by the end of September. The company is also anticipating a huge rise in demand during the festive season and has ordered 3 million handsets to its CDMA manufacturers. It seems that the telecom firms are trying to grab the maximum out of the festive bonanza as the consumers are eagerly waiting for the irresistible offers.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Microsoft : Nothing soft about this company’s new initiatives

IIPM BEST MBA INSTITUTE
In the 21st century, where companies are struggling and striving for lowest cost per product, a company like Microsoft has been focusing on lowest cost per innovation since it started off in 1984, with an initial tie-up with IBM. It is Microsoft’s continuous innovation on the software and product fronts such as the newly released game console XBOX 360, that has helped it to sustain its leadership and at the same time maintain a sizable distance from its competitors who have even tried the free approach of open source codes such as Linux. In spite of long product cyles, the companies innovative streak can be credited to the extraordinary league of software engineers at Microsoft – and not surprisingly, one fifth of those happen to be Indians. In 2005, the company spent 15.5% of its revenues on research and development globally, which aggregated to $6.18 billion. Last year the company spent a whopping $7.78 billion, which was 21.1% of its revenues. Whether it is their renewed focus on their web business through Windows Live or the long awaited Vista, the companies products are feared by competition. Even in India, their innovation of now exploring selling their products through retail shops across various target markets, has rewritten the rules of competition. But if one were to vote on their biggest innovation, that would be of the enterprise moving away this year from the legacy of the man who started it all... William Gates!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri’s Initiative

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Ford fastens seat belts with ’07 Ford Shelby GT

IIPM BUSINESS & ECONOMY
Last month, Ford’s sales came in behind Toyota Motor in the US – for the first time in its history. To counter the falling sales of conventional cars and trucks, Ford Motor is now fastening its seat belts and unveiling the latest limited-edition Mustang that has been manufactured in collaboration with racing legend Carroll Shelby: the ’07 Ford Shelby GT (Shelby first refashioned Mustangs way back in the 1960s). It is being felt that Brand Ford could actually benefit from value of this new ‘dream car’.

The Shelby GT is the third modern Shelby Mustang produced in partnership with the former race-car driver turned designer. Earlier, the duo (Ford and Shelby that is!) had produced the Shelby GT500 and the Shelby GT-H, which is available only for rent from Hertz.

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Source :- IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Batman Forever

IIPM PUBLICATION
While in the recent past we’ve witnessed the heroics of Catwoman, Blade, Daredevil, Hulk, Spider-Man, Elektra, Fantastic Four and more recently Superman, XMen and the Indian macho man Krrish; many may recollect how the 90s were dominated by the tales of Bruce Wayne and his sidekick Dick Grayson – better known as Batman and Robin. It was a decade-long fervour – Batman, Batman Returns, Batman Forever etc. – for devoid of any superhuman powers, Batman’s story was truly a celebration of human will and might. After the release of Batman Begins in 2005, its director

Christopher Nolan began work on its sequel scheduled for 2008, with Christian Bale set to don the bat suit once more. Until then, we’ll just have to make do with the likes of Wonder Woman, Spider-Man, Fantastic Four et al.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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let’s do it!!! innovatively

IIPM BEST MBA INSTITUTE
While blindly imitating China seems to be a way out for many experts, this is what we should not do. Countries like China and Philippines have developed expertise in manufacturing low cost products; India sees new horizons in IT and services sector. But looking at the rate of growth of industrial sector in India, even this sector should not be ignored. Rather than exporting raw material and importing value added products, our focus should now be on more value added processed outputs. Instead of exporting alumina and high variety coke to other countries, we should sell products like aluminum and steel. For information, India imports crude oil and unworked stones from other countries and processes them and re-exports. And yes, India’s focus on joining individual trading partners should perhaps start with the biggest partner of them all, China. An individual trade agreement with China would work more wonders for India than any haggling would have at the WTO. Long live the WTO; the WTO is dead!

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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First the Berlin Wall, now this...

IIPM BUSINESS & ECONOMY
The exit will hammer the pricing leverage that Wal-Mart enjoys from its European suppliers due to its large scale German operations. This tantamounts to a significant rise in prices of Wal-Mart’s products in the EU and hence, a slug for its largest overseas venture Asda stores in UK – which is still far away from shaking the local big daddy Tesco. In 2005, Tesco gained 1.2 % market share in UK, as compared to just 0.1% by Wal-Mart. This means the company’s European operations would come under pressure.

Wal-Mart currently operates in 14 countries outside US. But it has much of its operations in US. As per the first quarter results of 2006, overseas contribution to total sales was just 20% whereas Wal-Mart aims to take it to over 30%, which now looks tough. Sadly, Asia hasn’t been a bed of roses either. In May this year, Wal-Mart sold its South Korean arm to retail chaebol Shinsegae Co. for $882 million. With India out of bounds due to the FDI blockade, China seems to be the only saving grace. The firm presently operates with 55 Wal-Marts and three Sam’s Clubs in China. However, the lessons remain the same. If the company doesn’t adapt to local cultures, low price strategy alone will not rescue it from losing out in other world markets either. And Wal-Mart cannot afford mayhem in Asia as well.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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In Labour, avoid ‘Blair’ing sounds

IIPM Publication
Clarke clearly has to tread the delicate balance between criticising Blair’s foreign policy without angering the British voter, keeping in mind the fact that these are the same electors that sent Labour back for a third term only a few months back. As has been seen in US and other developed countries, national security issues are often manipulated to sway voting masses; and Clarke should well expect Labour to do the same; for power and politics are no more synonyms; they are the same.

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Source :- IIPM Editorial, 2006

It’s raining blues

IIPM PUBLICATION
Monsoons are round the corner! The Rain God has an important role in the FMCG sector. The financial year 2002-03 experienced 20% below normal monsoons, which pulled he Sensex down by 10%, and with it, FMCG stocks plunged, too. In 006, after a sluggish start in June, monsoons recovered in early July. ITC & HLL are currently undergoing some erosion from the peaks. And analysts predict more decline. Does that mean FMCG stocks are obnoxious in the monsoons? Not really, if we compare them to other stocks (like those of tractor and fertiliser companies) dependent on rural economy. On this benchmark, HLL, ITC & Colgate Palmolive are excellent FMCG stocks to hold. T here’s more to cheer! HLL & Godrej Consumer Ltd. have announced price hikes in their products, which can neutralise damage caused by monsoons. Moreover, companies whose food business is doing well, like ITC, are comparatively less affected. So who knows, FMCG might just do the jingle this season.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Indian coup de grace

IIPM MANAGEMENT INSTITUTE
As M&As become the order of the day globally, issues like national security and strategic interests are expected to move to the forefront. To take a few examples, Mittal Steel’s takeover of Arcelor, acquisition of the Peninsular & Oriental Steam Navigation Co. by Dubai Ports World or Egyptian telecom company Orascom’s entry into Hutch India show how national security and access to natural resources will significantly influence M&A deals in future. Indian companies will have to bear in mind these issues as they move further on their takeover binge.

As India Inc. revels in the growing domestic demand to post spectacular bottomlines quarter after quarter, the current M&A trend will receive a boost across major sectors. As for our good ol’ Alexander of yore, all he could have done in this day and age is to sit back and reminisce those good ol’ days...

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Terrible Timor : IIPM

IIPM BUSINESS & ECONOMY

The UN must act with force now
After a horrendous spell of fighting in East Timor, the United Nations finally got on board with its fl ash appeal for nearly $20 million aid. Till mid-June 2006, nearly 100,000 people are estimated to have fl ed their homes in and around capital Dili. The humanitarian situation has been called precarious, with rebel soldiers and pro-government troops vociferously arguing over calls for Prime Minister Mari Alkatiri’s resignation. The result: The youngest, poorest and the most inexperienced country in Asia, Timor-Leste, is in dire straits.

President Xanana Gusmao, who differs with Alkatiri, is leading efforts to try and break the deadlock, but there’s no improvement. Alkatiri sacked 600 soldiers, nearly half the army, in March after they deserted their barracks complaining of discrimination. The sacking triggered off fighting between rival soldiers and police that disintegrated into street violence involving rival gangs.

Alkatiri has little control, while his opponents are planning a formula to modify the Constitution to give Gusmao more powers. Gusmao is encouraging this by meeting rebel soldiers. On June 7, the rebels agreed for talks, but their mood and the clauses indicate that peace can only come if Alkatiri resigns. Some 150,000 tonnes of relief material has already been sent by the UN, which includes basics like lightweight family tents, plastic sheets, jerry cans and kitchen sets. But the government has no clue on what to do about anything.

But what takes the cake, and seems extremely ridiculous, is that the peacekeeping force (sent by Australia) has been unable to enforce peace. Factually, the United Nations now has to wake up to the fact that it’s a shame that its own forces can’t enforce the very basis of its own existence: Promoting peace. With no illusions, making Alkatiri resign is an absurd suggestion. The UN has to act now, with power!

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri


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African Union

IIPM PUBLICATION

One of the emerging organizations globally to watch out for is the African Union, which ultimately envisages a single currency and a single integrated defence force among 53 African member states. The higher purpose is to help secure Africa’s democracy, human rights and sustainable economy. Established in 2002, the idea of an African Union was born out of a vision of the ‘United States of Africa’. It covers the entire continent except Morocco that has a special status. In May 2003, the African Union made its first military intervention in an African state by deploying peacekeeping forces in Burundi and then in Sudan. A gargantuan initiative from its own, to help retrieve the black continent from its misery!

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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IIPM : WHAT GOES AROUND, GOES AWAY

IIPM BUSINESS AND ECONOMY
The Essar story could well have ended as one of another traditional Indian family business going down the drain, crippled by market forces. The difference is that Essar bounced back after undergoing a painful Corporate Debt Restructuring (CDR) programme. Things are beginning to look up for the Ruias-run group, which was grappling with problems surrounding their flagship Essar Steel, which was caught off -guard due to the slowdown in the economy. As a result Essar found itself in deep financial crisis. After coming out of the CDR cell, Essar is aggressively investing in capital intensive sectors like telecom, steel, petroleum, power, and shipping. In all these sectors it has to contend with heavyweight rivals. In petroleum, Essar is clearly dwarfed by Reliance. Again in the steel industry, global giants like Mittal Steel and Posco ace over Essar. Isn’t it risky for the company to invest so heavily at this stage? According to the Essar spokesperson; “Each project... is independently financed based on its merits. Hence, there is no question of divesting businesses to fund these projects”. So far the mantra of investing in capital intensive areas has been good for the Group, but it should focus more on a few specific sectors by investing more capital. Surely, it would not want to go through CDR anymore…..

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Source :- IIPM Editorial, 2006

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