Showing posts with label IIPM ADMISSIONS FOR NEW DELHI and GURGAON BRANCHES. Show all posts
Showing posts with label IIPM ADMISSIONS FOR NEW DELHI and GURGAON BRANCHES. Show all posts

Friday, January 15, 2010

A Cannes metal does add weight to your profile

Sagar Mahabaleshwarkar, Chief Creative Officer, Rediffusion Y&R, who already has three Cannes under his belt, bluntly refuses to give the haloed status to winning a Cannes Lion. “It’s certainly not a career defining moment,” he says. Incidentally, when Sagar was felicitated at Cannes the first time around, he was merely an Art Director. Today, he proudly wears the hat of Chief Creative Officer at Rediffusion Y&R. But, Sagar says that it was only post his transfer to Mumbai that his career zoomed. “So my career defining moment came when I was offered the coveted transfer from O&M Bangalore to O&M Mumbai.” That was the first time Sagar came face to face with his idol Piyush Pandey, Executive Chairman, India and South Asia, O&M. At that meeting, Piyush asked him whether he (Sagar) was a batsman or a bowler. Sagar replied that he is an “opening batsman” and a delighted Piyush gave him the nod to relocate to Mumbai.

Oh! And winning at Cannes seems to have become still another of those proud moments for Sagar, even as he just bagged a bronze for his Airtel campaign at the 2009 awards!

Take Rajiv Rao, now Executive Creative Director, O&M, South Asia, who has picked up three of these precious metals till date. He walked the red carpet for the first time in 2002 for his work on Cancer Patients Aids Association and collected two golds for the same. But the work, which he feels gave his career maximum momentum, was the one he did for telecom brand Orange in Mumbai and which never even made it to the Cannes shortlist. “The work that we were doing for Orange was mainly outdoor and the communication helped the brand to become Mumbai’s most loved brand,” explains Rajiv. It is this equity, created by Rao & team, that prompted Hutch to retain the Orange brand in Mumbai, even as elsewhere in the country, the brand was changed from Essar to Hutch. The latest feather in his cap has been the most-talked-about Zoozoos campaign for Vodafone. Interestingly, even Hutch’s pug and Vodafone’s Zoozoos have not managed to impress the jury at Cannes!

The Cannes saga has been a little different for ad-man Emanuel Upputuru though. Emanuel has bagged three Cannes Lions till date (the most recent being a Bronze Media Lion in 2009 for the Let ‘Gandhi Talk’ campaign). It was in 2004 that Emanuel (then Creative Director at Saatchi & Saatchi) bagged the award for his work on Sony Handycam. Two years later, when he was felicitated again, he was still a Creative Director, this time with O&M. Clearly, winning a Cannes Lion did not add much to his profile, at least in terms of designation. “My goal is to be incharge of an agency that is the coolest and hottest to work for. Designations don’t really matter to me,” exclaims Emanuel, presently in a cushy position in the industry as the National Creative Director, Publicis India.

Look carefully and you realise that winning awards is a different high, yet what works better in pushing your career graph is an opportunity to work on big-ticket brand names. You only have to glance across at the Who’s Who of ad-land to see the rewards that consistent “brilliant work on great brands” have reaped for the likes of Piyush Pandey (Bajaj, Fevicol), Prasoon Joshi (Coca Cola, Happydent) and even R. Balakrishnan aka Balki (Idea Cellular. Tata Tea Jaago Re). Preeti N. Chaturvedi (Surf Excel), K.V. Sridhar (RCOM, Thums Up) and more recently Rajiv Rao (Hutch, Vodafone) who are treading a similar path.

Ask Amit Akali, Group Creative Director, O&M Bangalore. He believes that while “a Cannes metal does add weight to your profile,” it’s the portfolio of work that counts. He reasons that the work he has done for ITC’s snack brand Bingo has been in many ways more satisfying (for him personally) than the creatives that helped him win at Cannes. Agrees Nandini Dias, Chief Operating Officer, Lodestar Universal (she and her team recently won a Cannes Bronze for Tata Nano). “Working shoulder to shoulder with the client to achieve a marketing goal is always more satisfying than winning an award,” she says, adding that these days instead of agencies, it is the clients that more often crave awards.

Echoes Sagar, “More than winning the award, I think walking that red carpet along with Piyush Pandey, Pushpinder Singh and Dan Wieden was the most defining Cannes moment for me.” Even Rajiv Rao grins as he adds, “more than the work (for Cancer Patients Aids Association) that got me my first Cannes, I remember screaming Bharat Mata Ki Jai with fellow ad men post the victory.” Joono Simons, Exec. Creative Director, South, Mudra (whose tally at Cannes runs into one gold, a couple of silvers and four nominations till date) believes that more than anything else, a Cannes metal boosts the morale of any agency. “I believe that my role as a play maker should now produce more winners and thereby multiply the success many fold.”

Oh sure, the kind of instant gratification that winning at Cannes can bring is unmatched. But as the Lions become more ubiquitous in India’s ad-land – a far cry from the days when India was not even invited for entries – their pre-eminence in the overall scheme of things is fast decreasing. An international award – that too the most prestigious in the business – may count a lot for first time winners at the vibrant festival. But for old-timers in the industry, it’s the day to day that counts more, quite apart from the quality of work and of course the brands that you have in your kitty. This does not mean that the gutter bar at Cannes is not cool. In fact, it’s still the only place that India’s ad-land forgets its rivalries and in a rare show of fraternity sings the jana gana mana in unison, even creating minor roadblocks. After all, the numbers at Cannes are swelling, both of Indian delegates as also of winning entries!

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).

For More IIPM Info, Visit below mentioned IIPM articles.
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Wednesday, January 06, 2010

DEATH-ON-SALE!?


Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You

The media also crashes in on the party. You simply have to look around at all the ratings-boosting coverage of MJ’s death for current evidence. TIME magazine has been particularly quick on the uptake. While the figures for their recent special commemorative issue on Jackson are still not available, a similar special issue on Princess Diana’s death by TIME sold more than 1.1 million copies. Natmags is releasing a commemorative 132-page Michael Jackson tribute magazine and a total of 200,000 copies of the glossy A4 title will be on sale for a month, priced at £2.99 per copy.

Memorial events too are going strong, where fans are ready to pay $50 to vendors for a picture next to a cut out of the King of Pop. Jackson’s funeral, in fact, has been the biggest in entertainment history, even bigger than Diana’s death and at par with the event of Obama’s presidential speech. Jackson’s cremation event was viewed by more than 750 million people. Going by Nielsen data, Princess Diana’s funeral saw 33.25 million viewers, while former President Ronald Reagan’s mid-day funeral drew 20.8 million people only.

Not to be outdone, even merchandise licensees from around the world have successfully tuned into manufacturing and distributing products using celebs who have passed away. In 2008, Elvis Presley Enterprises was sold by Elvis’ daughter, Lisa Marie, for $100 million. It should not come as a surprise therefore if tomorrow it is Michaels’ images and stamps. In the past, Diana dolls had become icons of the Princess after her death. They can still be bought for $188.95 from the Society for the Preservation of History. Franklin Mint’s porcelain portrait plate sells for $29.95 and Solid Silver Memorial Coin for $55.

If we are talking of legendary celebs, we can’t miss out on Marilyn Monroe. More than 40 years after her death, licensing her famous poses and pout have made more than $30 million in fees for Anna Strasberg, the wife of Ms. Monroe’s former acting coach, and her business partner, a professional peddler of dead peoples’ images. Marilyn Monroe’s images alone have pulled in more than $30 million since her death and $8 million in 2007 alone. In 2004, Robert Sillerman (a wealthy American businessman who deals in building and selling media companies) paid Lisa Marie Presley $100 million for an 85% stake in Elvis Presley Enterprises Inc. And not to miss out on the Monroe frenzy to entice potential consumers, Mercedes-Benz still features Monroe (along with James Dean) in some of their ad campaigns.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
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Detail of all IIPM branches
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IIPM, GURGAON


Monday, October 19, 2009

GUNNING FOR THE SUN

Sun Pharma’s two-pronged strategy – of making low-priced acquisitions and its cost control mechanisms – enabled it to run effortlessly ahead when others in the sector were panting during FY09!
DILIP SHANGHVI, MD, SUN PHARMA

Once considered ‘destined for greatness’, Wockhardt and Ranbaxy are bed-ridden today when it comes to operational excellence and India’s pharma sector, once considered immune to downturns, stands battered. So is it all bad for the bigwigs in the sector? Not really. Sun Pharmaceuticals has surprised everyone with its mind-boggling performance even in a recession- hit FY09!

Here are some numbers that stand testimony – while most players saw a dip in revenues and profits, Sun Pharma grew its topline by a smashing 27.3% y-o-y to garner Rs.4,272.3 crore, and its bottomlines by another handsome 22.2% y-o-y to touch Rs.1,817.8. So what enabled this $4.5 billion giant to take control in a situation when goliaths around the world were crumbling to the ground? We asked Uday Baldota, VP – Investor Relations, Sun Pharma, about the most critical strategies that help Sun Pharma beat the beatdown and he outlined two of them, “Success at acquisitions and cost leadership…”

True. In the recent past, Sun Pharma has proven critics of M&As wrong, having acquired 14 distressed assets over the years (at low prices) and turning them into profit-churning machines. And these turnarounds, which helped Sun to diversify into new drug segments, are showing signs of being the key drivers of revenues for the pharma major today. For example, when it laid hands on Dadha Pharma (Tamil Nadu), Sun entered the oncology space. With purchase of Milmet Labs, they acquired expertise in the opthalmological space and with Valeant, gained entry into the controlled substances niche. And if its $454 million Taro deal comes through (as per Baldota, “The deal is still on, with some court decisions awaited.”), Sun will get another headstrong entry into the dermatological market.

Besides, Sun has always remained a cost leader in the generics drugs platform. As Baldota reveals, Sun’s net operating margin is a tremendous (43%), which for the other top ten pharma players, is only a modest 10%! Sun also doesn’t believe in over investing in R&D (its R&D budget allocation is only 8% of revenues, while that figure for the industry stands at a much higher 14-15%)! Further, unlike major drug majors, it faces no danger of patent expiry, as Baldota clarifies, “We don’t have any problems of patent expiries as ours is a generics company…” Yes, one can claim that cost-control has been a key reason for Sun’s ultra-superior bottomlines even as the slowdown monster was gobbling-up profitability all around. “Focus on costs has remained a top priority for us (even) in good times…” confesses Baldota. For some, the year gone by looked duller than ever, but we guess that for others, the ‘Sun’ just didn’t stop shining!

Steven Philip Warner

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
Detail of all IIPM branches
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IIPM, GURGAON


Friday, August 28, 2009

Painting the skies red...


IIPM - Admission Procedure

When it comes to ‘services’ offered by an aviation company, there’s undoubtedly the ‘red bird’ that scores heavily over the rest... Steven Philip warner talks about what makes this a ‘best service’ reality...

You might have heard tales about the many ancient Indian kings being fanatic proponents of polygamy; and as noted by many historians, these ‘many beautiful ladies’ often became a status symbol for these kings – a sign of great services rendered to the monarchs!

Allow us to move away from ‘all’ matrimonial implications here, but even today, beauty and numbers go hand in hand; take Kingfisher Airlines for instance. The airline, which serves 77 destinations, with its battery of 75 aircrafts, has today become the symbol of top-class (read ‘Real First-Class’) service in the Indian aviation industry.

Type in “Kingfisher Air hostesses” in Google Search, and the first link that comes on your screen reads thus “India’s beautiful Air Hostess leads us to the Promised Land...” That is how closely, this airline associates glamour with service. [And its brand ambassador Deepika Padukone is a living example.] But is it just their charm that helped this airline to make it to the top of the ‘Best Services’ list in the ‘Aviation’ category? Certainly not. 4Ps B&M caught up with Sunaina Paul [name changed on request], who has seen there, done that, when it comes to living to deliver the top ‘Kingfisher service’ promises, made by the ‘king of good times.’ And what we learnt was actually surprising... “For us, ‘safety’ is more important than ‘service’... and even in the final exam [which we have to clear to become a Kingfisher hostess], about 80% weightage is given to safety,” says Sunaina. Moreover, while on one hand, ‘safety aptitude and physical’ tests are conducted externally [by IATA], on the flipside, all tests related to ‘service learnings’ are conducted internally; therefore it is but natural that more importance is attached to safety standards.

Today, Kingfisher prides itself for being a totally service-oriented airline, and has various cabin classes on-flight. On its domestic flights, it has three categories, Kingfisher First, Kingfisher Class and Kingfisher Red. The Kingfisher First category seats are nothing less than a treat, with 48-inch thick soft seats and a comforting 125 degree seat recline. Laptop and mobile phone chargers, steam ironing service and Bose noise cancellation headphones were phenomena unknown in the domestic aviation arena... until of course, Kingfisher Airlines was born 4 years back! Doubling on this, Sunaina proudly recalls, “Kingfisher was the first domestic airline to have an In-flight Entertainment system on every seat, including economy class...” Indeed, there is no dearth of service when it comes to delighting the consumer aboard a Kingfisher Airline. Large DVD screens, latest movies, 16 live TV channels and 10 channels of Kingfisher Radio are what makes for the complete audio-visual package.


So they provide best service, but do the consumers complain still? To this, Sunaina avers, “Well, most of the complaints that we receive are for food types... whereby a non-veg customer has to be handed over a veg platter. And though the catering department is to be blamed for this, we speak out the sorries...” Very frequently, pre flight, the In-flight Manager (IFM, who is the senior-most hostess) ensures that the other hostesses are up to it when it comes to revising their service manuals, and if there arises a service issue on-board, the IFM discusses the problem(s) with the hostess(es). “We are taught to be polite and stern at the same time with passengers,” states Sunaina.

Of course, these service agents have no time for personal life, and the only thing that Sunaina remembers after she’s back from a flight schedule for the day is “crash”! “Also, we are given rosters for 15 days at a time, therefore any plans beyond that will call for a casual leave,” reveals Sunaina. Such is the life behind that charming mask from whom you expect alertness and the very best of service, every time you step onto a Kingfisher flight. No fixed work timings (you could have a reporting deadline at 4 am and you might land back at 12 am the next morning), close to zero social life, and absolutely nil vision beyond 15 days... and yet, they manage to give you the ‘best service’ amongst all other domestic airlines in the country as the survey proves...

Before we exited, we noticed that Sunaina’s charming smile hadn’t faded by even one degree, despite having invested more than 3 hours in incessant expression of her life as an air hostess in a most vivid manner. Perhaps that’s why Kingfisher Airlines is numero uno when it comes to service, for its folks never forget to serve even goodbyes with heartfelt smiles!

Steven Philip

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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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Tuesday, July 21, 2009

Sutanu Guru wonders why ‘financial’ years start in April and end in March – not counting for the Ides of March followed by April Fool’s Day...


IIPM only B-school in India to be Ranked Ahead of The IIMs in so Many Parameters! Regularly!

Memories have a habit of fading into indulgent nostalgia. And in this age of villains and betrayals, charismatic heroes are so hard to find that nostalgia becomes a handy substitute for a reality check. Detroit feels nostalgic about Lee Iacocca. Microsoft feels nostalgic about Bill Gates as a nerd. Republicans feel nostalgic about Ronald Reagan. Congress workers feel nostalgic about the glory days of the dynasty in India. GE feels nostalgic about Jack Welch. Wall Street feels nostalgic about unbridled greed. And this April, many Americans feel nostalgic about John F. Kennedy (with due apologies to Barack Obama)

And yet, when it comes to fool proof strategies for April, John F. Kennedy will arguably go down as one of the worst examples in history. His Camelot administration was responsible for the notorious Bay of Pigs invasion of Cuba in April, 1961 which ended in both military and propaganda disaster. Fidel Castro ruled Cuba for more than one generation after Kennedy was assassinated and Americans are still trying to count the costs of that April strategy of combating communism with a steel fist. The Congress President Sonia Gandhi too will always remember April as a month she should rather shrug away in embarrassment. For, it was in April, 1999 that her trusted strategic advisors prompted Sonia to stand in front of Rashtrapati Bhavan and show a sign of victory. That ‘strategic’ victory turned out to be chimera. It was an alliance led by Atal Bihari Vajpayee that swept the marketing sweepstakes and won decisive market share in the 1999 General Elections. Of course, unlike Americans with Cuba, Sonia Gandhi didn’t have to wait for ages for redemption and recovery.

In the world of business and marketing, such ‘foolish’ foolproof strategies probably do not change the course of history. But then, they at least end up making history involved in such foolproof strategies. Just think about it for one moment. Have you seen a single new ad on TV, print, outdoor or web of Pepsi. Sure, there was that one about ‘Youngistan’. But honestly, it is already more than half of April, 2009 and have you seen any new Pepsi slogan? Don’t you wonder if it is a deliberate strategy of the soft drink giant? And what could that foolproof strategy be when Coke is going to town with high decibel pitches? read more..

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

For More IIPM Info, Visit below mentioned IIPM articles.

Tuesday, November 11, 2008

Sony Cybershot DSC-T300/S


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification

Megapixel: 10 megapixel; LCD Screen: Yes; LCD Screen size: 3.5”; Optical Zoom: Approx. 5.0x; Memory capacity: Write: 39960 Kb/s, Read: 56496 Kb/s
PRICE: Rs.20,000
WARRANTY: 3 Years

This elegant photo-capture comes with a unique Smile Shutter technology, which adds life to the images captured. Its ‘Face Detection’ technology is very effective and is equipped to focus on as many as eight individuals thereby producing more life-like shots. The camera comes with an in-built ‘Intelligent Scene Recognition’ tool, which is able to automatically set the camera’s settings as per the prevailing lighting conditions. “Due to the 5x optical zoom and ample 10 Mega Pixel resolution, users can shoot subjects with clear, stunning results. Face Detection technology, including the popular Smile Shutter feature, has been further enhanced, contributing to beautiful photos,” says Sachin Dev Rai, Product Manager – Digital Still Camera, Consumer Marketing Division, Sony India Pvt. Ltd.

Marketers’ delight : The Carl Zeiss 5x optical zoom lens, which gives a 5x optical zoom is a hit amongst the photographers as it gives them the benefit of clicking distant shots with great clarity. Tester’s note : Pros – Excellent lens quality. Fast performance; tons of handy image editing and playback features. Con – Soft, noisy output.

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.
Now IIPM's World-Class Education... for everybody!!
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Thursday, November 06, 2008

HTC Touch Dual


IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification
Screen size: 240x320mm; Camera: 1.9 Mp; Battery life: 1100 mAh; Memory: 128 MiB ROM capacity, 64 MiB RAM capacity
PRICE: Rs.27,900
WARRANTY: N.A.

The HTC Touch Dual, despite being a Windows Mobile is a unique slim slide tool. It also features the innovative TouchFLO technology which allows enhanced finger touch scrolling and browsing of web pages, documents, messages and contact lists. It scores a perfect 10 on user-friendliness. The Touch Dual integrates 3.5G wireless connectivity and offers high data speeds for consumers. “In India the HTC Touch Dual is aggressively marketed through our retail distribution across the country,” declares Ajay Sharma, Country Manager, HTC India.

Marketers’ delight: It is for consumers who want style & user-friendliness!

Tester’s note: Pros – 3G capable. Good video playback. TouchFLO interface. Cons – Wi-Fi & GPS unavailable.

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.
Now IIPM's World-Class Education... for everybody!!
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...

Friday, October 31, 2008

Dragon heart


Now IIPM's World-Class Education... for everybody!!

Landmark & pragmatic reforms by Deng rescued China in the late 1970s. Around 30 years since, the stupendous Chinese growth story has inspired the entire developing world

He had taken China almost to the brink of disaster. Mao Zedong, the perpetrator of the Great Leap Forward (or backward, depends on whose side you are on) and the Cultural Revolution, had caused tremendous damage to human life as well as to the economy with his policies. Under Mao, (Deng was his close associate till he was disgraced and made to flee Beijing during the Cultural Revolution), China’s economy was completely State-controlled. The word “incentive” was banned in the poet revolutionary’s famed Red Book; and you had only to utter it to be dubbed a reactionary and to join the ranks of those such as Deng.

Disillusionment with Mao’s governance enabled Deng Xiaoping to return to prominence on the political scene in 1974, but actual revival commenced when he began unshackling the Chinese market in 1978. That was when the Chinese could actually see a boom other than that of babies! Once Deng got into the act, the initial reluctance to his policies gave way to emulation. None regretted the reversal any further – not even the dyed-in-wool Maoists, who found, to their enormous relief, that Deng’s ingenious brand of “capitalist socialism” was no threat to the power the party men wielded. Only the staunchest of Mao’s followers remain in opposition.

“Reforms are the only solution,” Deng advocated, explaining to comrades the danger of “tiptoeing along as slowly as women with bound feet.” And who can forget his most famous quote, “It doesn’t matter whether the cat is black or white, as long as it catches mice.” Deng’s Open Door Policy – thus named because it emphasises equal trading rights among participating countries – was announced in 1978. Under it four southern cities – Shenzhen, Zhuhai, Shantou and Xiamen – were designated as SEZs. Their geographic proximity to overseas Chinese communities like Hong Kong, Taiwan and Macau, and their vast overseas links, made their choice inevitable.

SEZ– were designated as SEZs. Their geographic proximity to overseas Chinese communities like Hong Kong, Taiwan and Macau, and their vast overseas links, made their choice inevitable. And ever since, China’s growth rate has been among the world’s highest – and between 1979 and 2000, at 9.5%, it was the highest. Its world trade ranking too has greatly improved – from number 27 in 1979 to number 3 in 2004. By then, it had approved well over half-a-million foreign fund firms and inward FDI had exceeded $1 trillion. In 2007, China’s national economy continued to exhibit features of rapid economic growth leading to increased efficiency and improved lifestyles. Preliminary estimates show that GDP for the year was 24.66 trillion yuan – up by 11.4%, or 0.3% higher than the previous year. It represented the fifth successive year of over 10% growth.

Is it any wonder then that, right since 1993, of all countries in the developing world, China continued to be the favourite investment destination while major global economies were heading towards recession? Dr. Song, senior research fellow, Chinese Academy of Social Sciences, Institute of World Economics and Politics feels that the very Chinese talent for attracting investors, with self-devised infrastructural & other inducements gives China its edge. Argues Dr Song: “The past 20 years have seen China’s economy grow at an amazing pace. Significantly, this growth, far from being a threat to other economies, is actually an opportunity to grow together with it. What we are seeing, is controllable sharing of the fruits of growth and development.”

As financial journalist R. Gopalakrishnan points out: “China’s basic strengths have lain in the low cost of raw materials and infrastructure. Export subsidies in China are believed to be in the region of 7% to 10%.” Even allowing for the occasional hype, there is no doubt that the volumes China regularly rakes in are altogether too large for objective observers to miss. The country’s economy is set to eventually surpass Germany’s, and is well on way to becoming the world’s second biggest power after the US.

Now China is increasingly investing in overseas markets and taking new risks. For instance, an overseas entrepreneur, Jacob Wood (born Hu Jieguo in Shanghai) has been building and consolidating his African business empire, the Golden Gate Group, for almost 30 years. The group includes hotels, restaurants, construction and real estate firms employing some 20,000 people, mostly Nigerians. China’s investments worldwide – especially in US – are colossal. US trade deficit with China has been rising at the rate of $1 billion a day. In a recent issue of Atlantic Monthly correspondent James Fallows rightly called it ‘The $1.4 Trillion Question’.

That question wouldn’t even have arisen had there been no Deng – the diminutive visionary who transformed China, turning it into the world’s Manufacturer-in-Chief and ultimately the global investor’s most favoured destination. Certainly there’s no question about that!

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.

Saturday, October 18, 2008

AKHIL KUMAR - Olympic Dream


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

AKHIL KUMAR
Olympic Dream


Quick, AKHIL KUMAR - Olympic Dream name one Indian boxer you can remember… Well…come on…no one? 99 out of 100 people in India would have trouble recalling the name of a past or current Indian boxing champion. That says far more about the sorry lack of genuine world champions (and Olympic medalists) that we’ve produced in boxing than it does about our general knowledge. Now with the Beijing Olympics just round the corner, Indians don’t expect our boxers to shake us out of our chronic apathy and disinterest with the sport. But one man is hoping to change that. Akhil Kumar, this 27 year-old boxer from Haryana is even making skeptics sit up and take notice.

Admittedly, he lost in the first round at the Athens Olympics, but since then he hasn’t looked back. He won the gold for India at the 2006 Commonwealth Games, and followed it up with a truly gritty display of quality boxing for the Asian qualifiers for Beijing Olympics by winning gold again, comprehensively beating Worapoj Petchkoom, Olympic silver medalist at Athens. “He is definitely our best hope. I haven’t seen him boxing this well, ever. At Bangkok (the venue for the qualifying event) he stopped all the boxers before the allotted time and accumulated a 24-point overall lead! He also won the ‘Best Boxer’ award at the event,” says his proud coach Gurbax Singh Sandhu. “He can surely bring home a medal from Beijing. However, boxing is a very individualistic sport and a lot will depend on the draw and his (Akhil’s) form on that day,” he adds cautiously. But, if there’s one thing that can spoil the expected celebrations, it is, if Akhil were to break down again. “He is injury prone, especially in the wrist area. In fact, even now, he is in South Africa receiving treatment for his wrist,” rues Mr. Sandhu. However, it is a minor injury and is not expected to interfere with his preparations. Let’s hope now that Akhil is in top shape when the time comes because he has made one thing sure...this time, at least when the Olympics roll around, more than a few people will be glued to the telly, rolling with the punches and egging him on.

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 - 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...


Tuesday, October 07, 2008

ANIL AGARWAL - Ttag-along champion


IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

ANIL AGARWAL
Ttag-along champion


A firm believer in the native wisdom of various lands, Anil Agarwal, Chairman, Vedanta Resources Plc. continues to improve the socio-economic infrastructure of the communities he serves. In addition to numerous community development initiatives and sustainable development programmes that the group is actively pursuing, Anil is also setting up the Vedanta University in Orissa which will cater to educational requirements of the future generations. Anil Agarwal’s philosophy is very straight forward, “We have to give society back what we have taken in this lifetime.” Vedanta’s processes and performance continue to evolve in line with vision set out as part of its health, safety and environment (HSE) and social policies. The company has been very particular about enhancing the quality of life for all communities. The company has been taking forward its initiatives with help of local and regional authorities.

His vision for India is very clear – “The developed countries have all undergone changes which India is witnessing now. Their biggest strength lay in world-class infrastructure which supports large industries. India too is in a position to evolve as a high-quality and low-cost manufacturing base.” He proposes to take advantage of India’s natural resources, democracy, an English-speaking population & skilled manpower. And with all these strengths he sees no reason why at least 25 infrastructure projects cannot succeed every year. Though he faced criticism and allegations from various quarters in his early days, one thing stands for sure – Anil’s made progress, and he wants to tag-along with India on his journey.

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 - 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...


Wednesday, October 01, 2008

Motorised national sport


IIPM - Admission Procedure

A1 Grand Prix is set to be the next ‘Olympics’ car sport format, globally


In a scenario where tech investors are scouting for different propositions to safeguard their portfolios from the possible global recession, Hewlett Packard (HP), numero uno in terms of global revenues amongst PC manufacturers, has once again surpassed analyst expectations, with yet another wonderful quarter under the leadership of Mark Hurd. “Robust consumer and mobile PC sales across all regions were the two main drivers of HP’s overall growth. The company experienced the strongest growth among the top five vendors in the fourth quarter of 2007, as its shipments increased 23.3% in the quarter,” said Mikako Kitagawa, Principal Analyst, Gartner.

Well, not only did Hurd bail out HP from doldrums back in 2005, he also made sure that HP retained its tag of being the leading computer manufacturer. Initially, in 2006, Michael Dell did pose a strong threat with Dell placed neck to neck with HP in global PC shipments. However, things changed slowly with Hurd’s renewed focus on emerging markets. Consequently, during Q4 2007, 69% of HP’s total revenues came from outside US, thus largely safeguarding the company against recessionary issues. Interestingly, this strategy also helped Hurd to counter the growing prowess of Dell to an extent that while HP’s market share has increased from 15.9% to 18.2% since 2006, Dell has struggled with its market share decreasing from 15.9% to 14.3%. “HP remains well positioned for profitable growth as we continue to focus on our numerous cost initiatives and improve our market coverage,” says Mark Hurd, CEO of HP.

Amusingly, even now, Hurd is at a crossroads, confronting several challenges. Having implemented cost cutting and operational improvement measures, there remains little room for further improvements in efficiency. Moreover, after a few dismal quarters, Michael Dell is taking all possible measures to address cost and productivity across Dell’s entire operations, while revamping its strategic outlook by refreshing its product cycles with a renewed focus on cost & design.

Dell also made public his intentions to embrace an indirect marketing model. Matthew Wilkins, Principal Analyst, iSuppli agreeingly asserts, “Despite a renewed focus on its PC business, and the return of Michael Dell to the company’s helm, Dell’s channel business is taking time to ramp up and will have an impact on company sales.” Well, with Dell’s new strategy scheduled to gather momentum during 2008, juxtaposed against HP’s focus on the emerging markets, Dell & Hurd will soon be at loggerheads, yet again. And yes, with these two spending sleepless nights, there are two others who will have a sound sleep – the investors and the consumers!

To add excitement, fame, and ultimatly fans to A1, the legendry Italian sports car marque Ferrari is all set to become the official supplier of engines to all A1 GP cars, as A1 calls for all competing cars to be similar to each other in technical terms. The present combination of Zytec engines and Lola chassis has been doing duty for the competing 22 cars. Explains A1 GP’s Nikki Rooke, “While Zytec provided us with reliable engines throughout the first three seasons, the opportunity to partner with Ferrari provides new commercial prospects as well as an opportunity to work with a brand that is known beyond the core motorsport fanbase.”

The prancing horse on every 550 hp car will surely take things to the next level for A1. There’s enough for Ferrari here too. With five more countries entering the sport next season, there are enough audiences to tap interests for fast cars. All set to take the term motorsport to the next level, A1 is here to stay; and it’s just a matter of some good strategies and time, provided the horses too run out of capital breath.

Edit bureau: Karan Mehrishi

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, 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...


Friday, September 26, 2008

Populism is not Socialism


IIPM - Admission Procedure

NearlyP Chidambaram a decade back, one of the iconic figures of the Indian software industry was once asked about the most important reason for the incredible growth story of the Indian software industry. In his reply he had stated that probably the most important reason was that there’s no Ministry of Software. Juxtapose this with the experience of some of the IIPM Think Tank members in their recent GOTA visit to some of the cleanest and most professionally run cities of Western Europe. In those cities like Paris, Brussels and Helsinki where it becomes an awesome task to find a speck of dust, where civic administration is more professional and transparent than India’s blue chip companies, where no killer blue line buses exist, where civic authorities literally wash the city every day, and where the best of the Fortune 500 companies have significant government stake, and where by law no one would be allowed to die on the road untreated even if that person doesn’t have money (the government bears all the expenditures). In those places anyone traveling from this part of the world might often get shocked to see banners stating ‘Say no to capitalism’.

Be it in Helsinki where on a 2 euro ticket one can travel as many times on a tram, bus or even a steamboat ride within an hour, or in Paris where one can buy a litre fuel at the price of half a litre of Pepsi or Coke and where such is the purity of the water supplied by the municipality that the water of the sink is good enough to drink, one then realises unlike in this part of the world, all these are essentially the reflection of the performance of government. In those countries perhaps there’s not much fanfare about the budget and the allocation. Over there it is perhaps taken for granted that allocation would marginally increase every year but what matters most and for what the government can take credit for is the performance and not the increase in allocation it has made in the budget.

Returning a day just before the Union budget was presented, it was surprising to see the pink and not so pink newspapers flushed with news of how much increase in allocation the government might or might not make in the social sector. That made one wonder that for all the allocation of billions of dollars made every year for all these sectors, where does all that money go and why can’t Indian government deliver something like the cities of Paris and Helsinki can?

This year’s budget was expected to be as populist as has always been. On an election year hardly any government in India is expected to be proactively reformist in nature with a vision for the future. And to expect the same from a government which gets typified by the threats from its left allies every time it even mentions the word reform is a utopian illusion. But no one expected the government to play with the country’s coffers to such an extent for its self serving goals for the next election. In the early nineties too quite a few times loans were waived off for farmers and once for Punjab, but those figures of Rs.8,000-10,000 crore started looking pittance with the generosity shown by P. Chidambaram by announcing a loan waiver of a whopping Rs.60,000 crore.

How they derived that nightmarish figure and how many of the poorest and most marginalised farmers of India who are still at the mercy of the village money lenders would benefit from it is a matter that the government knows the best and something that it would not reveal under the garb of parliamentary secrecy. But in one shot the Non Performing Assets (NPA) of the Indian banking system goes up by 4%. It was nothing less than a cruel joke on all the efforts of the Indian banking system and especially the Public Sector Banks who literally have been having blood in their mouth trying hard for half a decade to reduce their non performing assets and increase the Capital Adequacy Ratio (CAR) to meet the Basell norms in their quest to be more strong bank. But the Black Friday undid it all. While the government was quick to state that measures will be taken to address the liquidity issue of the banks and that they would not be burdened with the entire liability of the amount, yet whichever path the government takes to address this nightmarish issue, the outcome will be negative. If suppose the government prints money to repay the banks then even a kindergarten kid of new age India would be able to take a workshop of how the increased money supply would lead to inflation.

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 : 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, GURGAON
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...

Saturday, September 20, 2008

Bharat Ratna


IIPM : EXECUTIVE EDUCATION

Or, the ball game of politicans


The word controversy had never left India alone, since its inception, and the latest one to add to the list is the country’s highest civilian title, the Bharat Ratna. This time Bharat Ratna had becoming a ball game for the polity of India. As of now, the names of various political and non-political veterans are doing the rounds. This game was kicked off, by L. K. Advani, by nominating Vajpayee for the title. Even the ally of the UPA Government, the DMK, had also suggested their leader Karunanidhi for the title. Moreover, not to forget the history maker, BSP chief, Mayawati, who is the latest to join the ‘Bharat Ratna’ controversy bandwagon. Mayawati had announced that she would ask the PM of India to confer the Bharat Ratna on the BSP founder. While Congress replied BSP with logic that conferring the national title is an apolitical process and should remain so.

The whole essence of the such prestigious award seem to get diluted with such a controversy and nor can Bharat Ratna be handed out, like any chocolate. It must be adhered that the nomination of this title can be a floodgate. The Bharat Ratna is not something which is casually offered, and that’s the reason for its luster and prestige. By convention, the nomination for this ward should be kept confidential to avoid any debate on the nominees. Sadly, this time Advani seems to have just done the opposite and had disturbed the decorum and dignity.

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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Wednesday, August 27, 2008

End nuclear apartheid


IIPM : EXECUTIVE EDUCATION

The Iran situation should not escalate


United Nation’s nuclear watchdog IAEA Director General Mohamed ElBaradei was a man of controversies. He ran into controversies because of his reluctance to buy the western world view. “We must abandon the unworkable notion that it is morally reprehensible for some countries to pursue weapons of mass destruction, yet morally acceptable for others to rely on them for security,” he declared once. His approach towards Iran has also raised tension with the Bush Administration. In a world where the nuclear spectres are likely to remain in spotlight, people like ElBaradei have great relevance and salience.

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
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Wednesday, August 20, 2008

FII ke side effects


IIPM’s 36th Glorious Year of Academic Excellence

Good cause, but be circumspect?

Despite having a foreign exchange reserve of over $260 billion & control on over a trillion dollar economy, the Reserve Bank went through challenging phases this year, curbing & containing the country’s ‘fair weather friends’, the Foreign Institutional Investors (FIIs). Till 26th Nov., this year, FIIs have already pumped in nearly $17 billion and affected country’s economic health & given sleepless nights to its monetary regulator, Reserve Bank of India.

Basically, foreign investors who want to invest for short term gains without getting themselves registered at SEBI, do so through FIIs, which are registered bodies with the market regulator. These FIIs issue Participatory Notes or PNs to them, the only way through which these FIIs can invest in India. Since these PNs mainly deal in dollars, a huge amount of dollar comes in. In order to keep the exchange rate stable and dole out excess dollar, RBI buys it from the market. But the process lands up having excess rupee than required in the capital markets. This excess supply without demand decreases rupee value, which eventually raises inflation, a common instance that we all encountered this year! So it becomes a Catch 22 situation, where either way lies the defeat for the country’s finances.

SEBI tried to control them by putting a limit on the investments through PNs, recently, which even proved conducive to quite a large extent. But a better way to preclude the excessive moolah from pooling in the market, could be taxing the capital gains. RBI did something similar to control the excess External Commercial Borrowings (ECB) by proposing a sterilisation tax, which was supported by many analysts too. Director, Crisil, Dharmakirti Joshi told B&E, “ECBs are a major source of such capital inflows and in order to moderate these ECB flows, RBI has proposed a sterilisation tax.” Nonetheless, levying taxes has its own pros & cons, but this might just inhibit FIIs from wrecking further havoc in Indian markets.

B&E edit bureau: Shashank Tripathi

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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ZEE BUSINESS BEST B SCHOOL SURVEY
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Thursday, August 14, 2008

A pocket-full of Kryptonite!


IIPM’s 36th Glorious Year of Academic Excellence

Lalu clearly had other plans. He not only rewrote the macro model (introducing new lines, newer trains, connections etc), but restructured even the minutest of minute processes – from new business models to book rail tickets through mobile phones, tatkal sewa, replacing plastic cups with kulhads (giving employment to the rural industry rather than to plastic manufacturers) to name a few. But what transformed Indian Railways was a critical number Lalu never forgot. Lalu knew that he could never make enough money from individual travellers (something LCCs have been trying sine die).

So, the area he targeted was transportation of commercial goods. Where he gave to the masses, he sucked the commercial goods transport clients clean. Today, the bulk of earnings of Indian Railways (more than 70%) come from this sector! His brilliant pricing strategies in the commercial sector allowed him to make Railways an immediate cash rich proposition within one year of his taking over [The negative cash reserve, which Railways had in 2004, turned into surplus next year. In 2005, Railways made a cash surplus of Rs.9,000 crore, which increased to Rs.14,000 crore in 2006. It crossed Rs.20,000 crore in 2007 and finally reached a surplus before dividend of Rs.25,000 crore in 2008, with net earnings reaching a whopping Rs.72,655 crores]; a move that gave him flexibility to pass on a huge part of the surplus to the non-commercial travellers, a move that started the exodus – small at first, unstoppable recently – from LCCs and even other airlines to Indian Railways.

So, a family that could have gone from Delhi to Mumbai in Air Deccan or Jet Lite started giving LCCs a miss to enjoy a nice overnight journey on the Rajdhani. And why not! In January 2006 when air turbine fuel (ATF) rate per kilolitre was Rs.43,600, a SpiceJet ticket for Delhi-Mumbai flight used to cost Rs.2,955, but the same ticket in May 2008, after ATF rate per kilolitre rate reached Rs.61,150, was Rs.3,360. While an Air India ticket for the same Delhi-Mumbai flight, which used to cost Rs.6,068 in January 2006, cost Rs.7,708 in May 2008. And a Rajdhani three-tier AC ticket from Delhi to Mumbai was priced at only Rs.1,495 in June 2008. Even a two tier AC ticket costs around Rs.1,975. And what else, a 1st class AC ticket costs only Rs.3,305!

In fact, the condition in the short-haul routes is more terrible. Currently, air tickets in such route flights like Coimbatore-Chennai, Bangalore-Hyderabad, Mumbai-Pune and many others would cost nothing less than Rs.4000 (depending upon when you book them) while a 2nd class Railway ticket is available at around Rs.1,000 approximately.

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
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The Hindu : Education Plus : Honour for IIPM
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