Monday, November 26, 2007

There is unanimity on two things: gas and coal

ThereThere is unanimity on two things: gas and coal is unanimity on two things: gas and coal. However ancient it might seem, India is discovering huge reserves of both gas (especially in the last year) and coal; and they can act as substitutes for crude oil. But the lack of a coherent policy framework has hindered the development of these two sectors.

Many such policy initiatives have been forthcoming over the years. Yet, they appear fragmented as India’s energy planning is done by too many cooks. At the Centre, there are separate ministries for petroleum and natural gas, coal, non-conventional energy, power, hydroelectric projects and heavy industries. All of them deal with the problem of energy. What experts suggest is an omnibus body like the Department of Energy in US that looks at the overall energy scenario – oil being just one component of it. In India of course, as many analysts point out, the creation of such a huge body would perhaps lead to more red tape and political jockeying.

As parts of London were burning, many analysts wondered about the determination with which Bush and Blair have been trying to secure the alliance’s future energy security - even at the cost of thousands of deaths. They also recall how the primary quest for Japan fighting against the allies during the Second World War was its thirst for energy and natural resources in Asia. China is already showing clear signs that it can go to any length to secure oil and gas supplies for the future. It is aggressively investing in African countries like Ethiopia and Sudan in search of oil security. Can India acquire that kind of determination and resolve?

The answer will determine whether India is an active participant in the new Great Game, or a hapless bystander.

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Source :
IIPM Editorial, 2007

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

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Monday, November 19, 2007

The news & business spaces are highly competitive & growing shares requires patience...


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However, The news & business spaces are highly competitive & growing shares requires patience...last year also saw the launch of Tata Sky, a joint venture between Tata and Star. Owing largely to its aggressive marketing and attractive offers, the DTH provider managed to grab over half a million subscribers within only six months of its launch. Moreover, the DTH space will witness increased competition with the entry of Reliance, Bharti and Sun Network into the space. Admits Kaul, “Sure the DTH space is heating up, however, most of it is still on the drawing boards and Dish TV is adding one Lakh subscribers a month. India, with over a billion souls is the largest market in the world and there is enough for every DTH player to survive and grow.” He adds that branding and customer service will ultimately be the biggest diff erentiators in this industry,.

Creditably, Zee can boast of the bulkiest regional bouquet. However, apart from its Zee Marathi channel, no other channel enjoys a clear leadership, though they are very close to the number one slot. Moreover, in this space too, competition is set to go up with several launches planned including Star’s regional foray (for which it has tied-up with Balaji Telefilms). Says Harish Doraiswamy, CEO, Zee News Ltd., “Th e news and business spaces are highly competitive and growing shares in these genres needs patience. We have the virtue of patience in great measure. Superior content, distribution and marketing will help us combat competition and grow.” In an exclusive with B&E, Laxmi Goel, Director, Zee News, further affirms on the strength of the news channel, “Zee News has moved forward from time to time. We have faced problems earlier when our viewership & market share were down. Today Zee News is a channel that earns good profits & faces lesser downfalls. Viewership has grown about 20%, advertising is increasing by 15-16%. We are competing well...”

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IIPM Editorial, 2007

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

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Tuesday, November 13, 2007

Profit After Tax of Apollo Tyres


On being Profit After Tax of Apollo Tyres (Rs. million)questioned over the slow CAGR of the tyre industry (as compared to the complementary auto industry), Neeraj Kanwar shot back, “You are correct in saying that the auto industry has a far faster rate of growth than the tyre industry. However, I would not say that we are experiencing ‘slow’ growth rates. At Apollo we are not worried about this since we have constantly managed to outpace the industry rate by a huge margin. Over the past five years, the industry has grown y-o-y at 9% while we have easily managed 18%!”

But despite Apollo tyres’ main involvement being in the truck and bus segment which contributes to 70% of the industry turnover in terms of value, a word of caution comes across in this very issue oft en considered as Apollo’s forte, understanding that it’s this very segment which gives the entire industry a sluggishly unhurried approach! Yes with a growth of just 7.7%, the MHCV segment presents more of a challenge to Apollo’s future growth strategy in which it plans to touch a whopping $2 billion in revenues within just the next 3 years, concerning which Onkar S. Kanwar, CMD, Apollo Tyres elaborated on the company’s game-plan as, “While setting this target, we have put down a series of measures to ensure that we achieve this milestone.

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Source :
IIPM Editorial, 2007

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

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