Showing posts with label Arindam Chaudhuri. Show all posts
Showing posts with label Arindam Chaudhuri. Show all posts

Wednesday, November 24, 2010

THE LOST STATE: HOW AND WHY JHARKHAND IS IN A HOPELESS MESS

IIPM BBA MBA Institute: Student Notice Board

At the mercy of Guruji

As politicians fiddle while Jharkhand hurtles out of control, hopes of a long-term turnaround for the beleaguered state have all but vanished into thin air

When, on November 15, 2000, the state of Jharkhand was carved out of nearly half of Bihar’s geographical territory, about a quarter of its population and all of its mineral wealth, the new entity had much going for it. Of the annual revenues of Rs 10,000 crore that Bihar generated at that point, Jharkhand got 65 per cent.

Having had a clear headstart in terms of industrial development thanks to initiatives in Ranchi, Jamshedpur, Bokaro and Dhanbad and being enviably rich in mineral and natural resources, Jharkhand had economic indices that were all positive. Observers predicted that the new state would prosper and Bihar would sink further into impoverishment.

Since then much water has flown down the Subarnarekha – the river got its name because legend has it that gold was once mined at its origin in a small village near Ranchi, the capital of Jharkhand. But a goldmine is the last thing the state can hope to strike given the ham-handed way it has been run all these years.

The hope and excitement have abated. Today, Jharkhand, as it begins its second bout of President’s rule in six months, is in danger of being written off as a failed experiment, a stinging riposte to those who argue in favour of smaller states.

Jharkhand has been in existence for a few months shy of a decade. Its progress report is abysmal. Stagnation has stalked it at every step, and the purpose for which the state was set up – improving the lot of the tribal communities that inhabit its forested areas – has not been served. Jharkhand is lost in the woods.

While Bihar, driven by a new-found political will, is in the process of scripting a remarkable turnaround story, Jharkhand languishes at the very bottom of the development index heap, unable to tide over the severe distortions of a political system controlled by those that are blinded by the thirst for power.

Is the repeated fractured electoral mandate that the people hand out the real bane of Jharkhand? “Don’t blame the voters,” says Shivanand Tiwari, JD (U) national spokesman and Rajya Sabha MP from Bihar. “It is a crisis of leadership in Jharkhand. The state does not have a credible political force that the people can trust and whole-heartedly support. It simply hasn’t emerged.”

Indeed, it is Jharkhand’s political leaders and administrators who have let the state down – very badly and repeatedly. The frequent body blows have left Jharkhand in a complete mess. There are no signs that might indicate that things are about to get better. More than half of Jharkhand’s population – around 27 per cent of which is tribal – live below the poverty line. Corruption is a norm, opportunism the guiding mantra. Shibu Soren, the man who led the movement for a separate Jharkhand for several decades, could have made the difference. But he found himself embroiled in a series of political scandals, including one that stemmed from a murder charge and another that was related to a bribes-for-votes deal in which Jharkhand Mukti Morcha (JMM) MPs were paid hefty sums to support the P.V. Narsimha Rao government at the Centre in a no-confidence motion in 1993.

Guruji, as Soren is known to his supporters, has lost ground owing to his unpredictable ways, both in the state and at the national level. He is but a pale shadow of the tribal rights crusader that he once was. As his son, Hemant Soren, jockeys for a position of strength in the state, the image of Jharkhand’s first family, pretty much like that of the state itself, is in dire need of refurbishment.

The result is that a state that was formed essentially to serve the interests of its indigenous communities is today in the grip of intense tribal disaffection. The political process has been hijacked by vested interests. The threat of Maoist violence hangs heavy over the state as the government barters away forest land to big industrial players that are looking to exploit Jharkhand’s huge reserves of iron, coal, bauxite, copper, mica and limestone, among other minerals.


Everything that could have gone wrong has gone wrong in Jharkhand. Large-scale industrialisation has led to extensive environmental degradation and rapid depletion of the state’s forest cover and water resources. Moreover, the growing avarice of the people in power has unleashed corrupt commercial and political practices, unbridled exploitation of the tribal communities and a process of slapdash urbanisation.

The anomalies have multiplied. The indigenous people of the state are now in a majority in only a handful of the 22 districts of Jharkhand. Dwindling water resources and botched-up irrigation projects have placed the tribals at the mercy of the elements. Even if the state does receive a good monsoon, no more than a single harvest a year is currently possible. For the rest of the year, the Adivasis, including women and children, are forced to work on daily wages in mines, quarries and civil projects in abominable circumstances.

It has been all downhill for Jharkhand because the state has never quite managed to wriggle out of its political limbo. The state is once again back to square one. After 11 months of President’s Rule last year, it went to the polls in the hope a getting a new government by Christmas. It did. On December 30, 2009, Soren took over as chief minister for the third time with support from the Bharatiya Janata Party (BJP) and JD(U).

A crisis was triggered when the Jharkhand chief minister voted in favour of the Congress in a cut motion in the Lok Sabha in April. The BJP withdrew support. But sensing an opportunity of heading the Jharkhand government on a rotational basis, the party decided to get into negotiations with the JMM. A deal was struck. The two parties agreed to form a government, with BJP taking first strike and then vacating the CM’s post 28 months on for the JMM. But when push came to shove, Soren refused to step aside. The deal fell through. With no party in a position to form an alternative government, Jharkhand is under central rule once again. Plagued by greedy self-serving politicians, corporate entities out to dip into the state’s mineral reserves and make a killing and mounting tribal unrest, the state is fast hurtling out of control. “It is really shameful that Jharkhand can't a government that lasts,” says social activist and student leader Uday Shankar Ojha. “This is a complete travesty of democracy.”

Jharkhand has seen seven governments rise and fall in less than ten years and now an eighth attempt to cobble together a new dispensation has also come unstuck. Says veteran journalist Hari Narayan Singh: “The greed for power among politicians has become so overwhelming that expecting real development to happen would be asking for too much. The men who lead Jharkhand are terribly myopic – all that they are interested in is the reins of power so that they can siphon off public money for themselves and their parties.”

It is free-for-all season in Jharkhand. Where else could an Independent MLA turned chief minister, the son of a Ho Adivasi mine worker and himself a one-time welder, have spirited away Rs 4,000 crore and buy mines for himself and his cronies in Liberia and Thailand?

Former Jharkhand chief minister Madhu Koda may now be cooling his heels in a jail along with four of his one-time Cabinet colleagues, but the grab-whatever-you-can-while-you-can spirit that he represented continues to make its presence felt in the corridors of power in Jharkhand. Over 100 MoUs have been signed for industrial and mining projects in Jharkhand and there is no way of knowing with any degree of certitude whose pockets are being lined in the bargain although the needle of suspicion does point to the men who call the shots – the ruling establishment and the bureaucracy.

Bihar JD(U) leader Shivanand Tiwari is aghast at the plight of Jharkhand. “No state in India can claim to be as rich in resources as Jharkhand, but show me one state that is worse off than Jharkhand today. Who would have ever imagined that Jharkhand would come to such a pass? The people’s hopes have been completely dashed,” he says.

Says academician and Rajya Sabha member Ram Dayal Munda: “Ten years certainly isn’t a long time in the life of a state. Jharkhand is going through a difficult phase and this is not be the end of its woes. Worse might be up ahead. The trouble is that the political leadership here does not seem to have the will to do something about changing things for the better.”

The brief history of the state of Jharkhand is littered with broken dreams, squandered promises and shattered hopes because its politicians have never been able to rise above their petty interests. They have proven to be a bunch of opportunists who simply cannot see beyond their own noses – and coffers. The state has repeatedly been witness to the sorry spectacle of horse-trading of the most shameful kind, quick-fix coalitions forged to serve narrow political ends and brazen embezzlement of public money. The state bleeds in every which way. In the nine and a half years of its existence, Maoist violence has taken a toll of the lives of nearly 3,000 police personnel and others, including two legislators. But in the five months of Shibu Soren’s third tenure as chief minister, Jharkhand saw a marked lull in Maoist depredations.

The JMM supremo’s Maoist sympathies are well known – he gave party tickets to six Maoists in the last Assembly elections and is alleged to have won his own seat with the help of the extremist elements in the state. Now that he is out of the saddle, there are fears that Jharkhand will be hit by a renewed spurt in Maoist violence.

The people are at the end of their tether. Corruption is almost a stated official policy in Jharkhand – it gets worse by the day even as the bureaucracy – which, too, has its hands in the till – continues to be completely unresponsive to the grievances of the people. The Jharkhand populace has nobody to turn to for succour. Since the founding of Jharkhand, Maoists have forced parts of the state to observe 700 days of bandh, which adds up to a total of almost two years.

Hari Narayan Singh holds the national political parties equally responsible for the state of affairs in the state. “The national parties haven’t been able to go beyond politics in Jharkhand. As a result, things have floundered here without let,” he laments.

All the four men who have held the chief minister’s post in the state – Babulal Marandi, Shibu Soren, Arjun Munda and Madhu Koda – are from tribal communities. After the latest Assembly election, the BJP did toy with the idea of propping up a non-tribal politician – either senior party leader Yashwant Sinha or Jharkhand deputy chief minister Raghubar Das – as the leader of the state government, but was eventually compelled to stick to the tried and tested Arjun Munda. But with Soren and his overly ambitious son, Hemant, putting the spanner in the BJP’s works, the proposed coalition based on a power-sharing arrangement proved a non-starter.

“It is important for the big national parties to come forward and play a constructive role in building Jharkhand,” says Harivansh, chief editor of Prabhat Khabar. “For democracy and the process of development to take proper roots here, the rule of law has to be re-established.”

The worsening Jharkhand scenario has obviously given the state’s intelligentsia, or whatever is left of it, no cause for cheer. Ram Dayal Munda blames the situation on the fact that Jharkhand hasn’t still been able to cut its “umbilical cord” with Bihar. “I feel that Jharkhand never quite managed to break away in the real sense from the mother state,” he explains. “It is still very much under Bihar’s shadow. Bihar is beginning to move on but Jharkhand is unfortunately still trapped in a time warp.”

Intellectuals in the state point to the fact that much of the state’s woes might have stemmed from the fact that the tribal leadership has failed to carve out its own identity. They have chosen to mimic the discredited political ways of the outsiders (locally referred to as diku) who constitute nearly 70 per cent of Jharkhand’s population.

Says Harivansh: “On the parameters of administration and development, Jharkhand has been a complete disaster. No wonder the state is now looking for its eighth chief minister in a period of less than ten years.”

The search for stability is still very much on, but hope is clearly on the wane. Jharkhand came into being nearly ten years ago on Adivasi icon and freedom fighter Birsa Munda’s birth anniversary. Both the legend and his dream have all but been forgotten.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Tuesday, August 10, 2010

The best advice I HAVE EVER GOT

AISHWARYA RAI BACHCHAN
“My best is the most recent advice that I got from my Paa (Amitabh Bachchan) and that is never to mix professional and personal life. For starters, I have implemented that by absolutely NOT discussing work once I am home.”

RAGHAVENDRA RATHORE
FASHION DESIGNER
“My wife always advised me to be more systematic and well planned. I never listened to that and I learnt my lesson. Today, I am involved in so many things and this has been possible because of proper planning and through effective execution of various plans.”

RANA KAPOOR
FOUNDER & MD, YES BANK
“The best advice I got was from Ashok Kapur, non-executive chairman of Yes Bank, who played a significant role in my life. I learned from him the concept of corporate governance and he advised me to always utilise time properly.”

CHETAN BHAGAT
“Never let success make you over confident and always be yourself. This was told by my mother and I follow it to date.”

PETER KRONSCHNABL PRESIDENT,
BMW INDIA
“Never start celebrations before reaching the finish line and this advice was given to me by my mentor.”

ROD WALLACE
MD, PORSCHE CARS INDIA
“My mother adviced me to be a patient listener. Always listen to your people she said and I stand by this guruspeak!”

DILIP CHHABRIA
CAR DESIGNER
“I learned from my father to never give up whatever the situation. In the beginning of my career when I was struggling, this advice influenced my moves a great deal.”

K.VENKATARAMAN
MD, MAHINDRA RETAIL
“My best advice came from the novel ‘Illusions’ by Richard Bach, which talks about the adventures of a reluctant Messiah and says that you will have to believe in your potential. The book inspired me a lot in my professional career.”

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Thursday, February 26, 2009

The stink of a sink


IIPM Admission Detail

Ask Binit Somaia, the Sydney-based Director of Centre for Asia Pacific Aviation (CAPA) and he is quick to condone the Kingfisher-Jet alliance in view of the pathetic state of aviation businesses in the country. “This alliance will rationalise capacity and in turn should improve the financial performance of all players. There will be an increase in prices, but fare increase and higher load factors will improve the health of the industry,” he told 4Ps B&M. Clearly in favour of an increase in overall air fares, Somaia is obviously disturbed by the obscenely high operating costs in the industry.

But critics believe that the overriding fear of Jet and Kingfisher coming together is that of a price rationalisation, along with route rationalisation. They argue that the deal may invariably result in some sort of price fixing between the two, which will eventually lead to steeper air fares. Goyal has been in any case rooting for a hike in air fares from time immemorial. And if these full service carriers increase fares, then their respective low cost interests (JetLite and erstwhile Deccan) which they had acquired sometime ago will also reflect the upward pricing graph.

Now consider a situation that the combine (which controls over 60% of the domestic market) has upped prices in tandem. Obviously others will follow suit, including the till-now independent low cost airlines – Indigo and SpiceJet! So is this the end of the low-cost flying model that the country had embraced only a few years ago? Already due to fuel surcharges, the fare difference between a low cost carrier and full service airline has trickled down to as low as 6-7% on may routes. Any route rationalisation by Mallya and Goyal will mean cutting down supply further, automatically boosting demand and thereby prices. So, even without the high fuel costs, the low cost model seems to be in a flux of sorts.

Avers Narula, “Financially troubled low cost airlines would not be able to compete with the Jet-Kingfisher combine who control over 60% market,” adding that state-owned Air India too would hardly be a match for them.

But Harshvardhan, Chairman, Starair Consulting differs. “First of all this is not a cartel, it is just a short term alliance. And second, it can’t kill the low cost model. Low fares require cost reduction and taxation on fuel can play an important role. When this is reduced, low costs carriers will benefit disproportionately.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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Monday, February 09, 2009

If we are a caterpillar, we are a caterpillar on steroids!


H. E. MR. J. WUTAWUNASHE, AMBASSADOR, THE REPUBLIC OF ZIMBABWEH. E. Mr. J. Wutawunashe, Ambassador of The Republic of Zimbabwe talks about Zimbabwe’s readiness to accept Indian brands with Manish k. Pandey...

How is Zimbabwe different from the other African markets?
Zimbabwe’s market can be perfectly placed within the global context. In our interaction with the global market in which we operate, our tastes have been shaped in part by Africa, and in part by the world at large. The technology and products used by the Indian market have been found to be appropriate for Africa and Zimbabwe. Zimbabwean people have a high level of adaptability, in both production and consumption, hence great potential is offered to business houses from India & elsewhere.

While China has till now adopted a largely heavy industries led investment approach in Africa, India’s approach is more entrepreneur and brand led. How do you think these two different approaches are going to help Africa, particularly Zimbabwe, in the long run?
India, too, does have a capacity and an appetite for heavy industry, and has a high global profile in industries like coal and steel. Africa is ready for Indian brands, and some prominent ones like TATA, Swaraj, Mahindra, Sonalika, Kirloskar and so on are well known. A recent development in Zimbabwe was the arrival of Hindustan Machine Tools by way of the Indo-Zimbabwe Technology Centre project. We are convinced that the time has come for Indian brands to popularise themselves in Africa through deliberate efforts in market development, in the same manner in which these brands popularised themselves in India by developing the domestic market. This means setting up production units in Zimbabwe and other African countries, which is superior to merchandising from afar. The secret is to be actually present in the market in which you want to stimulate a demand for your product.

Critics say that Africa is fast becoming the testing ground for India Inc.’s ‘brand’ war with corporate China. What’s your take on this?
Those critics should get real jobs. Why should brands that do not fight anywhere else be said to fight in Africa, a continent that has space for more brands than are on offer? Africa’s plan is to industrialise, and in our growth market, brand complementarity is the buzzword. In Zimbabwe, we are fortunate to have citizens of both Indian and Chinese origin, and for us the prospect of joint ventures between Zimbabwean, Indian and Chinese industrialists and entrepreneurs is not far-fetched. It must not be forgotten that, if ever there is a competition, Zimbabwean brands and brands from elsewhere in Africa will be in the mix, because we do have competitive brands in Africa. The arena for such competition will not necessarily be Africa.

Is the time really ripe to enter the African market?
Africa is an attractive continent, and that is why so many myths have been spread about her. It is true that in the past, those who were having it good in Africa at Africa’s expense saw advantage in spreading a distorted image of Africa to discourage prospective competitors, particularly competitors from Asia. Centuries ago, the Portuguese found vibrant trading partners in the Munhumutapa Kingdom of which we are proud descendants. The fact that colonialism interrupted Africa’s normal commerce does not mean we have lost the instinct. Visit the market in Lagos, in Dar es Salaam or in Zimbabwe’s Chitungwiza, and you will realise that all this talk about caterpillars that you step on – and why step on living things anyway – is based less on fact than on ignorance. Shall we talk about Zimbabwe’s gold and platinum, or the rapid pace at which vehicles are being assembled in Harare? What about the sugar plantations that give the highest yield per square meter in the world? What about the fabulous tourist safaris on the Zambezi or the sophisticated banking sector that gives good business to major Indian software developers? If we are a caterpillar, we are a caterpillar on steroids!

What, according to you, are reasons behind their (India and China) renewed focus on Africa?
Africa is a good source of energy products and raw materials, and it is natural that countries that are industrialising at a fast pace should look to our continent for a mutually supportive relationship in these areas. Africa is also a growth market that appreciates products from Asia, and it is a smart move for Asia to respond as positively as we can see in the various initiatives. Industrialists correctly recognise Africa as an opportunity for high returns on investment, as the headroom for production and marketing is high. Zimbabwe is keen on joint venture partners from India, who will benefit from concessions under our Look East Policy. A one stop investment centre, the Zimbabwe Investment Authority, is charged with expediting investment proposals.

What, according to you, are the emerging trends and markets in Zimbabwe?
The emerging trends and markets in Zimbabwe include: Mining (platinum, diamonds, coal, gold, phosphates, et al), Agro-based Products (cotton, tobacco, horticulture, fruits, et al), Agricultural Machinery and Fertilizers, Tourism (Victoria Falls, Hwange National Park, hunting, et al), Power and Water Infrastructure, Software, Pharmaceuticals and Industrial chemicals.

How do you think the West would react (rather is reacting) on the growing dominance of Indian and Chinese brands in Africa?
If I were a western entrepreneur, I would begin to worry about market share, and would adopt strategies to out-compete the newcomer, particularly by setting up more manufacturing units on African soil. If I were an Indian entrepreneur, I would try to be quicker on the draw.

What is your advice to Indian brands who want to be successful in Zimbabwe?
My advice to them is: emulate those whom you want to compete with – the West – who because of colonialism has been put exclusive. As you come from Asia you are welcomed but you must act accordingly and not hesitantly. It’s known the moment an Indian company stands ready to use its own resources, the moment an opportunity in America crops up for it. The same enthusiasm, if not more, needs to be shown by them in order to tap an opportunity in growth market like Africa. They should use their own resources and not wait for handouts from the Government of India. They are just supports & cannot be the main growth driver for them.

Tuesday, February 03, 2009

First, European colonisers. Now, global businesses.


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

But Chinese brands are not far behind. In fact, if one considers B2B (business-to-business) transactions, they seem to be way ahead of their Indian counterparts, to the extent that China is Africa’s third-largest trade partner, after US and former colonial power France. A report by China’s General Administration of Customs says that bilateral trade between China and Africa will exceed $100-billion by end of 2008, two years earlier than predicted. The trend can be attributed to rising shipments of natural resources to China, especially crude oil, metals and minerals. In the city of Rwanda, for example up to 80% of all new roads have been built by Chinese money. In fact, during the first half of 2008, exports to Africa from China rose 40% to $23-billion (Chinese Customs Authority). On the flip side however, over 70% of Chinese investments are concentrated in just about four countries that include Angola, Nigeria, Ethiopia and Sudan.

So why has Africa suddenly become hot for Indian and Chinese brands? Says Saurabh Nanda, Executive Director, Nature’s Essence, an ayurvedic and natural product company from India, successfully operating in South Africa, “The uniqueness of the African market lies in its quick acceptance of new product categories, which is rarely seen in other communities.” Agrees Sudip Bandyopadhyay, CEO, Reliance Money, “Even the financial services market is under developed and the opportunity is significant.” Sood however cautions, “Private capital will flow where opportunities appear. But they cannot succeed without good governance in the long run.”

Moreover, fuelling their growth at home, China and India are also desperate for new markets to sell goods. And Africa is the perfect destination. Further, the two countries must find more raw materials to fuel their boom and Africa suddenly pops up on their radar. China, which accounts for a fifth of the world’s population, has seen its oil consumption rise 35-fold in the past decade and it’s Africa that is now providing a third of it – a reason why state owned companies like CNPC, China Exim Bank, CNOOC, COBEC and Sinosteel are present there.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Saturday, January 17, 2009

Surely, pure low-price play isn’t working too well for the giant


What’s in a name? Well, with due apologies to Shakespeare, there’s actually everything in a name; at least in the world of retail! Don’t you agree? Then answer this: what name first strikes a familiar tone in your temple when you hear the words ‘global retailing giant’? The chances are that almost every individual would return a punching response – Walmart! Now, that’s partly because of its low-cost offerings and partly because of Sam Walton and his vision for the brand. Today, this Arkansas-based retailer is the largest corporation in the world (no. 1 on the Fortune Global 500 list) and has therefore undoubtedly become the largest retailing mammoth in the history of the planet, as the numbers prove: a swashbuckling $379 billion in revenues for the year-ended 2007 (equals to 32% of India’s GDP) and is still hopeful of reaching newer heights in the face of the monstrously decelerating economic slowdown. But while the world of finance is crumbling everywhere around this gargantuan entity, it is snuggly seated in the cockpit with its low-price model of business giving to the consumers what they really need at a time when liquidity is not at its best for both the economy and the individual households. Surely, at a time when conspicuous consumption is slated to reach its lowest levels in over a decade and a half, Walmart stands tall above the clutter of retailing giants as Liz Crawford, President, Crawford Consulting confirms, “Some retailers will go out of business, and others may consolidate for economies of scale. But Walmart is at an advantage, because it already has economies of scale as well as integrated operations.”

Noticeably, this advantage is because the retail chain carries the legacy of Sam Walton who is the personification of the globally accepted ‘low-cost factor’, and which still stands as a truly reliable foundation for this retail chain. However, many experts also argue that Walmart hasn’t been able to add any extra pages in its book of success post the Walton era, except the fact that every year, for the past decade, it’s revenue has risen (something which was a direct spillover of global economic prosperity)! So has the company lost its sheen with time, and especially when we compare it to the Sam Walton era?

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).


Friday, January 09, 2009

Tushar Dhingra


When IIPM comes to education, never compromise

Tushar Dhingra: Apart from creating content, the focus at BIG is equally strong on cinema distribution. And BIG’s participation in the same, starts from multiplexes and exhibition space (under Adlabs) to film processing and animation studios (through acquisition of Anirights) to distribution of music and home videos. And while Ramanathan takes care of content creation, Tushar Dhingra (COO, Adlabs), Kamal Gianchandani (COO, Bigflix.com) and Kulmeet Makkar (CEO, Big Music and Home Entertainment) handle the distribution in the entertainment value chain, although in different ways. Dhingra takes care of exhibiting movies content via Adlabs’ multiplexes (Adlabs also produces movies). An MBA from Institute of Management Technology, Dhingra was earlier with arch rival PVR Cinemas. Avers Dhingra: “All our businesses complement each other. Our cinema content supports the distribution business and vice versa. In future, we may look at releasing movies exclusively in Adlabs Cinemas.”

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
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Now IIPM's World-Class Education... for everybody!!
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Tuesday, January 06, 2009

Return of the Jedi?


When IIPM comes to education, never compromise

ICL is also planning to expand its Bollywood party and get some more glitzing star to add glamour. “We are in talks with a lot of Bollywood stars. A lot of them are showing interest. But it’s still too early to name them,” Shariq shares with 4Ps B&M. And it’s not just the stars from tinsel town, but even the blue-eyed boys of corporate India who are also in talks with ICL to pick up a stake in various teams. This may happen by next year as the valuations are still to be agreed upon in order to finalise the deals.

ICL is also gearing up to attract television audiences. The recent tournament will be shown live on Ten Sports and Zee Sports. However, the question is will the advertisers show interest in the ICL? Basabdatta Chowdhuri, CEO, Madison Media Plus is quick to answer, “There is an interest among the marketers for ICL because there are no other important tournaments in October this year. So marketers who are targeting the male audience are keen on ICL and will come aboard if they get value for money.” Companies like Rasna, Vadilal et al are negotiating sponsorship deals with ICL. According to the industry experts, a lot of advertisers (both national and regional) want to advertise with ICL as it would break the clutter during the festive season. Another interesting fact is that a lot of regional advertisers are showing increasing interest in ICL as the game is connecting strongly at the regional level with celebrities like Vishnu Manchu and Mithun Chakraborty on board. A hoard of regional advertisers from states like Andhra Pradesh, Gujarat, Punjab et al are interested in ICL. Last season’s sponsors like Dabur, Cotton County, Rishi Cements et al are expected to join this season too, “We are on the verge of closing deals with many new sponsors. By October 10, when the tournament commences, we are sure that we will be all booked up again,” adds Shariq confidently. “A good thing in favour of ICL is that the rate card to advertise is pretty low as compared to IPL or other international matches… this is generating a lot of interest among advertisers as they can strike valuable bulk deals,” says a media planner.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
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IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
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IIPM’s 36th Glorious Year of Academic Excellence
4Ps Power Brand Awards 2007
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IIPM Ranked No. 1 B-School In Global Exposre - Zee...

Wednesday, December 31, 2008

How Labour Did It!


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In a 2005 column for the British daily, The Guardian, Peter Hyman wrote that an election is all about putting your most mouth-watering political wares in the shop window, and discarding those half-baked ideas that will crumble under election pressure. And Hymen knows more than a thing or two about making marketable campaigns and ensuring electoral wins. After all, the man has masterminded two consecutive campaigns for Britain’s Labour Party in 1997 and 2001 and ensured the second victory, against seemingly indomitable anti-incumbency odds.

Throughout their first term (1997-2001), Labour remained committed to a marketing orientation and even brought out an annual report on the delivery of its 1997 election promises. Even party spending on advertising multiplied. But while Tony Blair succeeded in areas like constitutional reforms, he failed to deliver on improving standards of public services – the core of the 1997 political product that Labour promised. In came the expertise of Peter Hyman, who along with key Labour strategists brought in the right strategy to display only the most saleable dresses on the Labour window. After collecting dollops of market intelligence, including a survey done by their ad agency TBWA London, Labour devised a product similar to their 1997 offering with greater emphasis on the deliverables. Even particular product (oops… poll) deliverables were tailored such that it would be easier to measure deliverability. So, instead of saying ‘no queues for healthcare’, Labour promised ‘20,000 extra nurses and 10,000 extra doctors for the NHS’ and so on.

“Labour party managers targeted those supporters whom they considered weak as they had voted Labour first time in the 1997 elections… they convinced these weak voters that they have done wonders to the economy. Once this was addressed, Labour Party won the day,” explains David Sanders, University of Essex and an expert on election campaigning in Britain.

Moreover, if ‘Operation Victory’ was their slogan in 1997, in 2001, Labour focused on ‘Operation Turnout’.

They focused on targeted direct mailers and postal votes, in a bid to expand the overall voter base, fearing that the traditional Labour vote bank would be difficult to motivate. Labour also focused on its competition (the Conservatives) and through posters brought out the negatives of a Conservative win. Clever party strategists resorted to humour rather than a frontal attack on the opposition to drive home the message. The infamous ‘Wiggy’ poster – a smart depiction of William Hague (then leader of Conservative party), with Thatcher’s hair - warning ‘Get out and vote or they get in’ made voters laugh and talk about the campaign with friends and colleagues. Labour had effectively scored a political point, while telling voters that they needed more time to deliver.

The 3600 approach worked and Tony Blair won another landslide back into 10, Downing Street!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
Now IIPM's World-Class Education... for everybody!!
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...


Thursday, December 11, 2008

In an economics driven and rationale society, the Hulk feeds on the myths, prejudices and suspicions that are flung his way.


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What’s more, having laid claim (sic) to the Indian commodity markets, the exchange is now gung-ho on its global plans. FTIL & MCX have a big stake in Middles East’s largest commodity bourse – the Dubai Gold and Commodities Exchange (DGCX) and through FTIL, MCX is also running exchange platforms in S. Africa and Mauritius; the latest initiative is to launch an exchange in Singapore. Well-placed sources within the company confirm that preparations are on in full swing and the Singapore exchange will go live in the first week of July. Once that happens, MCX may be well on its way to realise its global ambitions, that of becoming a leader for the entire Asian region. Massey told this magazine that, “There is no exchange in the Asian continent that is multi segment and has such liquidity. Once India has convertibility, Asia could actually use MCX, as India had been using the US exchanges for the last 50 years.”

So is this the perfect tale of the rise and rise of an invincible MCX hulk? Well, not quite. Party poopers for MCX abound. And the spoilers range from the inane to the rational and from the general to the specific. The biggest challenge is that only a select few understand what commodity markets are all about. The common refrain among business development guys in the MCX building is that not even all stakeholders understand much about the function of commodity exchanges. “More than half our time is spent on simply educating and training traders, brokers, corporates and professionals about what we do, who we are and what’s on offer,” complains a senior marketing operations guy at the comex, adding that if awareness levels were not so low, MCX would be trading at least five to eight times its present trading volume.

Ashok Mittal, Vice President & Country Head, Karvy Comtrade concurs that the problem is with the traditional mindset that people have with regard to commodity futures. “Awareness levels about futures market is low compared to capital markets. So commodity exchanges are investing time and money in creating awareness and setting up the market from scratch,” he points out.

Massey shares that the exchange and its intermediaries have till date invested a total of approximately Rs.50 billion on building up the ecosystem for commodity exchanges to function, through investment in spreading awareness and support companies. “Our branding investment actually goes into education, which gets us both branding in terms of image as well as future business potential,” he explains. MCX has set up its own training institute, and also employs a huge business development team. At any given time, half the team is talking to the physical markets and explaining what this market is all about, while the other half are talking to intermediaries and telling them that this is how you could service the market.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Programme :- SUPERIOR COURSE CONTENTS
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
IIPM, GURGAON
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!
IIPM Ranked No. 1 B-School In Global Exposre - Zee...