Win Win Wynn in Macau!

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They say, when you see the three Gs – gambling, greenery and glitz – in complete throes of live action, 24 hours a day, 365 days a year, you know you are in Macau! Set beside the biggest Indian neighbour, China, this little entity has carved an illustrious niche for itself, if not as bright as its own glamorous neighbour, Hong Kong (60 km to its East). One of the oldest European (Portuguese) colonies in China, Macau was handed over to its parent province as Special Administrative Region (SAR) in 1999, and there came the most amazing concoction of the Orient and the Occident! One can witness masterworks of colonial architecture like the Mong Ha Fort, the St. Francisco Barracks, Mount Fortress et al. Besides, there can be seen Chinese object d’art, especially the temples, sharing space too.

Now fathom this: a thousand butterflies fluttering in your stomach, ticklish knees, and a chill running down the spine every now and then, extra-sensitive goose-flesh and a flood of adrenaline . . . Walking on the one and a half meter steel rim, 233 meters off the ground, it’s perhaps only thirty per cent of what you actually feel! Famed as the Skywalk X, this exhilarating rush is all yours to keep at the 62nd floor of the Macau Tower, the 10th tallest freestanding tower in the world that also happens to be the highest commercial bungee jumping point in the world. You could also choose between an array of activities like Sky-jumping from 338 metres, Bungee Jumping, Bungee Trampoline, Long Ironwalk etc. And for the jittery ones, fret not, for they’ve got professionals and an overhead harness that guarantee you’ll plant a safe foot back on the ground!

From ancient monuments, the St. Paul’s Cathedral, Kun Lam Temple etc. to Macau Fisherman’s Wharf, a theme entertainment park for the highspirited, to the 24X7 glitzy casinos mushrooming all over the country luring the mammon seeker, Macau has something in it for all. In fact, it is said that the only difference between Macau and Las Vegas is the absence of neon signs and of course, geography! Hardly surprising for a nation where gambling sums 50% of the total official revenue! And if it is shopping that gives a better high than any of these, the Senado Square is where one can pick up a Calvin Klein, DKNY, Armani, Diesel etc. or the Taipa flea market for itsy-bitsy souvenir shopping . . . Macau has more to its name than just the title of ‘Monte Carlo of the Orient’ . . .

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Source : IIPM Editorial, 2007

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

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Walking hand in hand: Bush’s dalliances with OPEC have peacefully skipped issues of oil price controls and production increases

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A recently released policy brief by the Centre for Economic Research at the rating agency CRISIL sums up the short term outlook for oil prices: “…as the weeks pass, the likelihood of a downward correction anytime soon seems to be getting more and more remote…the world economy clearly has to begin preparing for a scenario in which prices continue to climb to levels that compare only with distant memories”.

In the longer run, it would be foolish to invoke Keynes and proclaim that we are all dead. In fact, without a coherent policy to ensure oil and energy security in the long run, it is profits and growth that could be dead. And India could once again be consigned to the roster of those chronic cases that have promised to bloom and then withered away.

Three factors make India particularly vulnerable to volatility in oil supplies and prices. First, India depends a lot on West Asia (or Middle East as it is more fashionably called) for oil supplies. More than two-thirds of India’s oil imports come from that politically volatile and unstable region. What if the conflict in Iraq spreads to neighbouring states? What if Islamist jihadis cause such mayhem that supplies from the world’s largest producer and exporter, Saudi Arabia, are disrupted? What if the US goes for a regime change in Iran? Frightening scenarios no doubt. But as P. Sugavanam, director (finance) of Indian Oil – India’s largest company in terms of revenue – ventures to say: “Commercial compulsions have always driven the oil business there since it was discovered, and commercial compulsions will continue to be decisive. Even if there are upheavals, oil supplies would not be disrupted for long – long enough for India to use its strategic reserves”. He adds, “there is nothing much that India can do about it and in any case, India will not be the only country to suffer.” However, in what could be a bold or foolish move (or both) depending on the outcome, petroleum minister Mani Shankar Aiyer is stitching together long term deals with countries like Iran. According to him, cooperation within Asian countries is the key to long term energy security.

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Source : IIPM Editorial, 2007

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

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We’ve adopted dual strategy – expanding capacity and evaluating inorganic opportunities

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And quite evidently, the company has managed to withstand competition, cyclical downturn & other nerve-wracking events, a fact vindicated by the scintillatingly power-packed performance by the company in financial year 2006-07. Aggregate revenues during the period stood at Rs.87 billion, representing a mind-boggling annual appreciation of 32%. Then there was the stunning 51% growth in profits after tax which touched a whopping Rs.12.9 billion.

Also besides reduction in the debt-equity ratio during the previous year from a threateningly high 0.96 to a more stable 0.75 through repayment of debt to the extent of a colossal Rs.10 billion, it also experienced an escalation in annual exports turnover (accounting for 40% of its turnover) by a credible 4.1% over 2005-06.

However, after having covered the distance and after wading through untested waters, championing newer challenges is something that JSW still pursues religiously. And keeping this in mind, the steel powerhouse recently embarked upon a new round of aggressive expansion strategies. Explaining the strategic initiatives, Sajjan Jindal, VC & MD, JSW elaborated to B&E, “We have adopted a dual strategy. One, expanding crude steel capacity significantly, with a multi-locational presence to capitalise on the India centric advantage. Two, evaluating inorganic opportunities for value added facilities in the developed economies. With this intent, we have created a subsidiary and signed a share purchase agreement to take over a service centre in the UK with a proposed investment of Rs.300 million...”

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Source : IIPM Editorial, 2007

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

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A ‘Real’ twist to health & wealth?

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After food & personal care, Dabur is betting high on health & beauty

The impending arrival of March spells anxiety for a number of business houses, for the corporate honchos are busy taking stock of their company’s financial performance over the past fiscal year. Come March 31 and on this date the destiny of a number of stakeholders is re-written. However prophets opine that a single year’s performance does not decide the fate of a corporation, but is just linked to the overall strategy of an organisation. Set a target for a year, achieve it and then start the next year with a fresh set of targets. That’s the mantra that the home-grown Dabur India has applied for its growth strategy. The past few years has seen the company exercising a constant surge in its profits. And FY07 was not an exceptional for the FMCG behemoth. The net profit of the company stood at Rs.2.52 billion as against Rs.1.89 billion for FY06, recording an incredible growth of 33%. Dabur India almost made it to the list of 100 Most Profitable Companies, registering a rank of 101 on the list. So what exactly attributed this growth and how was the year 2006-07 diferent as compared to other years? Sunil Duggal, CEO, Dabur India told B&E, “The fact that Dabur India grew faster than category growth rates in some key and highly competitive segments like oral care & hair care, particularly shampoos, drove growth in 2006-07.” Definitely Sunil Duggal’s strategic game plan is to aggressively expand and build a comprehensive product portfolio for Dabur in the FMCG sphere.

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Source : IIPM Editorial, 2007

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

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