Meet the Slims

IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES

The Carlos Slim legacy has terrific endurance value

Visit the land of Mexico and you will instantly feel the strong presence of this man in the everyday life of Mexicans. His influence over this erstwhile Spanish colony would instantly invite comparisons with the Ambanis & Tatas in India. And unlike these behemoths, Carlos Slim has amassed his huge wealth from mainly two sectors – telecom & finance. And just through his holdings in these two sectors, his iconic status in Mexico is well known. No wonder that George W. Grayson, a professor of Government at the College of William & Mary, aptly coined a terminology, “Slimlandia” to define Mexico.

And recently, at the age of 67, Slim became a symbol of Mexican, and for that matter, Third World resurgence, by taking the mantle of the richest man in the world; overtaking Bill Gates with a marginal difference of $1 billion. This development is in sync with a surge in the American Movil stock that increased Slim’s net worth by another $12 billion this year to $59 billion. His family’s holdings representing over 5% of Mexico’s GDP in 2006 and the companies under his control amount to 1/3rd of the Mexican Bolsa (stock exchange).

Slim is of Lebanese descent but he has totally adopted a typical Mexican living, which is quite obvious with the cigar he puff s and his manner of speech. Among the mantras of business, he is also an ardent art collector and boasts of being a philanthropist. One of his famous one liners on good economics goes thus, “When everybody else is better off , they can buy more, they strengthen demand, strengthen the market, strengthen the country.”

Slim’s appearance is oft en matched to the legendary J.P. Morgan and his meteoric rise is compared to John D. Rockefeller, as the latter had similarly taken undue advantage of weak regulatory norms in the American oil sector. His wealth sings the saga of his Mexican wireless monopoly, as he controls over 92% of Mexico’s phone lines via Telefonos de Mexico. “Twenty years ago, Mexico’s phone system was a joke. However, new wireless technology has changed the quality of Mexico’s phone system,” quotes Jeff Kagan, Wireless and Telecom Industry Analyst, Commentator, Provocateur. But his most stinging criticism comes from the fact that thanks to his monopoly, Mexican telecom customers still bear the brunt of high tariff s. States an OECD report on Mexico, “Although telecom tariff s have fallen, they remain significantly higher than in most OECD countries...”

Born in 1940 in Mexico, Slim is a widower and a father of six. Slim graduated with B.Sc. from National Autonomous University of Mexico. By the age of 17, he was investing in the stock market and by the mid-1960s; he was putting bucks in various businesses that formed ‘Grupo Carso.’ During the 1982 economic crash, Slim executed his business interests so efficiently that within a decade, it gift ed him very high returns. Once a maths instructor, he built his empire by following his father’s words, “Though Mexico will have its ups and downs, don’t ever count the country out.” And Mexico was always on Slim’s cards when it came to amassing huge wealth that comprises American Movil ($31 billion), Carso global telecom ($12.9 billion), Grupo Carso ($7.1 billion), Inbursa ($5.6 billion), Ideal ($1.7 billion) & SAKS Inc. ($263 million).

Indeed, Slim has always been in form when it comes to making money but after his heart surgery in 1997, his sons Carlos Jr., Marco Antonio & Patrick have taken over the business. More than the wealth, his sons have inherited their father’s shrewd business skills and the art of multiplying money. And they all seem to have picked it up so flawlessly, that we could well expect the Slims right up there on the Fortune rich list for years to come!

Edit bureau: Romsha Singh

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
IIPM International Student Exchange Programme
IIPM, GURGAON
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...
IIPM Economy Review
IIPM :- Cicero's Challenge is going global
The Indian Institute of Planning and Management (I...
After CDMA, will nokia miss the 3G bus ?
Time for Awards at IIPM
STUDENTS AGAINST CORRUPTION & KICKBACKS : SACK
Heavy dut(t)y stress Sanjay Dutt Bollywood Actor
The Business of B-School Rankings & The Big Farce
36TH Full Time Programme In Planning & Entrepreneu...

Bajaj de-merger gets green signal

ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOSE IIPM...

The de-merger scheme, as mooted by Rahul Bajaj on May 17, 2007, has finally won approval of shareholders and unsecured creditors of Bajaj Auto Ltd. (BAL) with an astounding majority. Accordingly the group will now split into three separate entities along with the creation of two new companies. Bajaj Auto will be de-merged to create Bajaj Auto Limited, Bajaj Holdings & Investments & Bajaj Finserv Ltd; these companies would focus on auto business, wind power & financial services. The shareholders of BAL would become shareholders of the new companies and would be issued shares in the ratio 1:1 for the two new companies.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
IIPM Economy Review
IIPM :- Cicero's Challenge is going global
The Indian Institute of Planning and Management (I...
After CDMA, will nokia miss the 3G bus ?
Time for Awards at IIPM
STUDENTS AGAINST CORRUPTION & KICKBACKS : SACK
HRIC :- Human Resource Intelligence Cell
Heavy dut(t)y stress Sanjay Dutt Bollywood Actor
The Business of B-School Rankings & The Big Farce
36TH Full Time Programme In Planning & Entrepreneu...

Dare to cross the ‘party line’ without the gun?!

IIPM Best B-School

Aggressive militarism is not the final solution for the state to secure peace for their countrymen

Noam Chomsky, Professor at Massachusetts Institute of Technology

IN crude and brutal societies, the Party Line is publicly proclaimed, and it must be obeyed, or else. What you believe is your own business, of lesser concern.

In societies where the state has lost the capacity to control by force, the Party Line is not proclaimed. Rather, it is presupposed, and then vigorous debate is encouraged within the limits imposed by unstated doctrinal orthodoxy. The crude system leads to natural disbelief. The sophisticated variant gives the impression of openness and freedom, and serves to instill the Party Line as beyond question, even beyond thought, like the air we breathe.

In the ever more precarious standoff between Washington and Tehran, one Party Line confronts another. Among the well-known immediate victims are the Iranian- American detainees Parnaz Azima, Haleh Esfandiari, Ali Shakeri and Kian Tajbakhsh. But the whole world is held hostage to the US-Iran conflict, where, after all, the stakes are nuclear.

Unsurprisingly, President Bush’s announcement of a “surge” in Iraq – in reaction to the call of most Americans for steps toward withdrawal, and the even stronger demands of the (irrelevant) Iraqis – was accompanied by ominous leaks about Iranian- based fighters and Iranian made IEDS in Iraq aimed at disrupting Washington’s mission to gain victory, which is (by definition) noble.

Then followed the predictable debate: The hawks say we have to take violent measures against such outside interference in Iraq. The doves counter that we must make sure the evidence is compelling. The entire debate can proceed without absurdity only on the tacit assumption that we own the world. Therefore interference is limited to those who impede our objectives in a nation that we openly invade and occupy...

What are the plans of the increasingly desperate clique that narrowly holds political power in the United States? Reports of threatening, off -the-record statements by staffers for Vice President Cheney have heightened fears of an expanded war. “You do not want to give additional argument to new crazies who say, ‘Let’s go and bomb Iran,”’ Mohamed ElBaradei, Director-General of the International Atomic Energy Agency, told the BBC last month. “I wake up every morning and see 100 Iraqis, innocent civilians, are dying.”

US Secretary of State Condoleeza Rice, as against the ‘new crazies’, is supposedly pursuing the diplomatic track with Tehran. But the Party Line holds, unchanged. In April, Rice spoke about what she would say if she encountered her Iranian counterpart Manouchehr Mottaki at the international conference on Iraq at Sharm el Sheikh. “What do we need to do? It’s quite obvious,” Rice said. “Stop the flow of arms to foreign fighters; stop the flow of foreign fighters across the borders.” She is referring, of course, to Iranian fighters and arms. US fighters and arms are not “foreign” in Iraq. The tacit premise underlying her comment, and virtually all public discussion about Iraq (and beyond) is that we own the world. Do we not have the right to invade and destroy a foreign country? Of course we do. That’s a given. The only question is: Will the surge work?

Doubtless Tehran merits harsh condemnation, certainly for severe domestic repression and the inflammatory rhetoric of President Mahmoud Ahmadinejad (who has little to do with foreign affairs). It is, however, useful to ask how Washington would act if Iran had invaded and occupied Canada and Mexico, overthrown the governments there, slaughtered scores of thousands of people, deployed major naval forces in the Caribbean and issued credible threats to destroy the US if it did not terminate its nuclear energy programmes (and weapons). Would we watch quietly?

We can improve the prospects for democracy promotion in Iran by sharply reversing state policy here so that it reflects popular opinion. That would entail withdrawing the threats that are a gift to the Iranian hardliners and are bitterly condemned for that reason by Iranians concerned with democracy. We can act to open some space for those who are seeking to overthrow the reactionary and repressive theocracy from within, instead of undermining their efforts by threats.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
ARINDAM CHAUDHURI’S 4 REASONS WHY YOU SHOULD CHOOS...IIPM :- Cicero's Challenge is going global
The Indian Institute of Planning and Management (I...
After CDMA, will nokia miss the 3G bus ?
Time for Awards at IIPM
STUDENTS AGAINST CORRUPTION & KICKBACKS : SACK
HRIC :- Human Resource Intelligence Cell
Heavy dut(t)y stress Sanjay Dutt Bollywood Actor
The Business of B-School Rankings & The Big Farce
36TH Full Time Programme In Planning & Entrepreneu...
Courtney to quit courting cigarettes!

Win Win Wynn in Macau!

IIPM PUBLICATION

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’ . . .

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Info, Visit Below....
! IIPM Amaze'07 ! IIPM Rank ! Management School ! IIPM Rank India ! IIPM Education ! Best B-School !

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

IIPM Best B-School

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.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
! IIPM Management Introduction ! IIPM Management ! IIPM Management Courses ! IIPM Centers ! IIPM World !

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

IIPM PUBLICATION

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...”

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
IIPM : The Indian Institute of Planning and Management
IIPM is a best b-school. It is a business school of management. It's full name is The Indian Institute of Planning and Management. ...

IIPM: The Indian Institute of Planning and Management
IIPM's Full time & Integrated programs in National Economic Planning and Entrepreneurship are in a different league. Students are exposed to case studies ...

IIPM BEST PUBLICATION
Lacking the punch to scare us Indians out of our skins iipm are terms like ‘pollution’, ...... IIPM News > News in Media > The Political Criminal Circus ...

IIPM: IIPM : Pas(ay) the Parcel!
IIPM is a Best B-School. It is a institute of business management. Its full name is The Indian Institute of Planning and Management. ...

IIPM Infrastructure : Campus « IIPM
In terms of infrastructure, campus and technology support, IIPM is rated amongst the top institutes of the country. IIPM’s academic campuses in Asia are ...IIPM PUBLICATION: IIPM : Campus Placements IIPM students are winners all the way..." {Source: The Times of India, June 2002} "...the icing on the cake has proved to be the 100% placements of the ...

IIPM MANAGEMENT INSTITUTE On "IIPM - Arindam Chaudhuri - Planman"
And the IIPM, which was founded as recently as 1973, now claims to be the world’s largest business school, with 5000 postgraduate management students in ...

IIPM: The Indian Institute of Planning and Management
All students who undertake IIPM’s Entrepreneurship Programme receive an additional International MBA/BBA Degree from INTERNATIONAL MANAGEMENT INSTITUTE ...

IIPM is a BEST MBA INSTITUTE
IIPM is a premier learning institute to excellence in management research and ... An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and ...

IIPM - The Best B School on Earth: Home
IIPM: Established in 1973; IIPM offers courses in Planning and Entrepreneurship, leading to Bachelor of Business Administration (BBA) and Master of Business ...

A ‘Real’ twist to health & wealth?

IIPM Best B-School

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.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
http://jroller.com/page/info
http://jroller.com/page/SUCCESS
http://my.opera.com/sonu-a/
http://my.opera.com/sonu-b/
http://free-blog-site.com/iipm_publication
http://free-blog-site.com/iipm_2
http://www.seedwiki.com/wiki/iipm_publication/iipm_publication
http://www.seedwiki.com/wiki/iipm/
http://www.seedwiki.com/wiki/iipm_b-school

Sector dynamics are even hotter!

IIPM PUBLICATION

However, Indian metal kings have taken everyone by surprise & within a shot span, are themselves playing an aggressive role in consolidation. Be it TataCorus ($12 billion), Hindalco-Novelis ($6 billion), Essar-Algoma ($1.5 billion) & Essar-Minnesota (price not disclosed) or the Jindal Steel & Power–El Mutun mine deal where it plans to invest $2.3 billion and so on, all have sent across the message to the global players, that by no means are they preparing to raise the white flag. Kumar Mangalam Birla, Chairman, Aditya Birla Group, said, “The combination of Hindalco and Novelis will establish a global integrated aluminium producer with low-cost alumina and aluminium production facilities combined with high-end aluminium rolled product capabilities.”

Besides, the companies are in-fluxing capacities and gaining access to higher value markets etc. will definitely provide an extra barter muscle with the forward as well as backward linkages. Shashi Ruia, Chairman, Essar Group expressed immense confidence for the deal with Algoma & Minnesota, “Algoma is an excellent addition to our existing steel business and also offers growth potential and our investment in Minnesota Steel is exciting as it gives us a cornerstone in the North American market.”

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
http://www.fairspirit.com/sonu00/
http://just-look.blogdrive.com/
http://sonu-hh.livejournal.com/
http://sonu501.wordpress.com
http://sonu119.zbloggy.com/
http://dearsonu.wordpress.com/
http://sonu72.tblog.com/post/1969892910
http://surenderlatwal.tripod.com/IIPM-B-SCHOOL/
http://surenderlatwal.tripod.com/IIPM/
http://businessmanagement.jeeran.com/
http://www-management-courses.ebloggy.com/

Companies have diversified into new product segments, like pharma & life sciences

IIPM Best B-School

With organisations like ICI, Pidilite Industries and Jubilant Organosys, companies in this segment are eyeing for a greater market share in the global chemical industry, valued at around $2 trillion. The Indian chemical & petrochemical industry currently contributes $9.08 billion to exports and is growing at the rate of 8.9%. The trio of cost effective R&D, availability of raw materials and technically efficient manpower, has played a pivotal role in the competitiveness of the industry. From being just a plain vanilla chemical company, over the years, Indian companies have diversified into businesses like paints, pharma, life sciences products (PLSP) and others.

The paint industry continues to be the main driver of the industry, as there exists a strong demand from both industrial and decorative segments. ICI (India) – a paints, specialty chemicals and performance materials company – topped the sector list with net profits of Rs.4.48 billion, followed by Jubilant Organosys with net income of Rs.2.31 billion. “While our industrial chemicals and other businesses continue to do well, the PLSP operation will be the lead driver of our performance going forward,” shared Shyam Bhartia, CMD, Jubilant Organosys Ltd..

With introduction of new products and a fast growing domestic economy, the petrochemical and chemical industry will have a chemistry that will be worth watching in the times to come.




For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
http://iipm-institute.21publish.com/
http://iipm-institute.21publish.com/vidhhyalaya
http://iipm-b-school.blog.ca/
http://www.sonulatwal.9k.com
http://sonuright.bravehost.com
http://docs.google.com/View?docid=dchw675g_19mp6p2t
http://www.freewebs.com/iipm-institute/
http://www.journalscape.com/iipm/

The Ind0-US nuclear deal is likely to have favourable impact on plans of power-generating companies intending to set up nuclear power plants

IIPM PUBLICATION

Despite the government’s promise to provide electricity to every family by the year 2012, the Indian power sector’s performance lies in a crippled state. Despite investments being pegged at $300 billion from 2002-2012 to double the capacity of power generation, the power sector leaves a lot to be desired. This sector has not remained in sync with the Indian economic growth, resulting in a killing 8% shortage currently in energy and a 13% deficit in peak power.

The formulation of the Electricity Act, 2003, managed to offer a laissez-faire structure for the development of this sector, calling for a broader involvement in the Indian power space. The outcome of this Act brought the influx of global corporations such as Electricite de France, Alstom and AES, in addition to homegrown entities such as NTPC, Tata Power and Reliance Energy. However, at a recent conference on the power sector that had the state Chief Ministers present, Prime Minister Manmohan Singh addressed the defalcations of this sector that is witnessing numerous theft s. And with an alarming 44% of the household demand of electricity going unaddressed, the power scenario looks a messy affair.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

Even cricket faces the crunch!

36TH Full Time Programme In Planning & Entrepreneu...

The story is not only confined to IT and real estate; almost every sector of economy is feeling the pinch. T. Krishna Rao, Deputy General Manager of Hyderabad based Soma Enterprises says, “Infrastructure companies are growing at stupendous rate of 30-50%. We feel handicapped due to the lack of right people.” Soma Enterprises urgently needs more than hundred people for the execution of four Delhi Metro Stations and six highway projects. According to the hospitality consultancy HVS International report, May 2007, in top 10 cities, 53,000 hotel rooms are likely to come up in the next five years. Industry will require 94,000 more employees in coming 5 years. However, attrition rate is as high as 30% and many professionals in the industry are being lured by BPOs and retail sector. Former president of PHDCCI, Ravi Vig told B&E, “We have huge number of degree holders, but most of them cannot be employed as we demand critical skills.” Like IT, the pharmacy industry too is registering impressive results. However, the scenario is not altogether different in this sector. There is critical shortage of skilled manpower at every level, starting from the basic research, incubation, development, manufacturing and drug-testing.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
IIPM going global
On "IIPM - Arindam Chaudhuri - Planman"
IIPM Alliances
IIPM RANKED AHEAD OF FIVE OF THE IIMS
The Business of B-School Rankings & The Big Farce
IIPM ABOUT :- IIPM KNOWLEDGE CENTER
Topic: India – China: A Growth Comparison
IIPM Infrastructure : Campus
HRIC :- Human Resource Intelligence Cell

Now, GE to set up infrastructure fund

IIPM RANKED AHEAD OF FIVE OF THE IIMS

With a feel good factor in the Indian economy, General Electric (GE) has plans to set up a $300-500 million infrastructure fund in India. “Sooner than later we will institute an infrastructure fund, chances are there that the proposed investments might be doubled,” Jeffrey R. Immelt, Chairman & CEO, GE, said. The government’s 11th Five Year Plan envisions investment in infrastructure to the tune of $320 billion. This declaration from GE followed just after Citigroup, Blackstone, IDFC and IIFCL had declared their plans to set up $5 billion fund for infrastructure development. The company is also expected to explore its potential in financial services industry.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
36TH Full Time Programme In Planning & Entrepreneu...
IIPM going global
On "IIPM - Arindam Chaudhuri - Planman"
IIPM Alliances
Warming up for doomsday?
If you have it, flaunt it
The Business of B-School Rankings & The Big Farce
A beach resort… Come for a month, at least
IIPM ABOUT :- IIPM KNOWLEDGE CENTER

The wrath of Poseidon

IIPM Best B-School

As the poles melt into the ocean and rising sea levels consume coast lines, is the world ready for the holocaust to come?

Starting from the Antarctica glaciers like Ururashraju, Grinnell, Portage (Alaska), Rhone glacier in the Kanton of Valais, Switzerland, The Pasterze – Austria’s longest glacier, which has now completely vanished, the 1,600 sq. km Larsen A ice shelf broke off in 1995, The Wilkins ice shelf (1,100 sq km) parted away in 1998 and Larsen B (13,500 sq km) broke off in 2002. San Francisco, Manhattan, major parts of Florida, Costa Rica, Buenos Aires (Argentina), Greenland, London, Venice, Iceland, Netherlands, parts of Norway, Hamburg, Sierra Leone, parts of Saudi Arabia, India (Chennai, Mumbai and Calcutta), Bangladesh, Sri Lanka, China (Shanghai, Beijing), Manila, Malaysia could all become submerged soon.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

For More IIPM Article, Visit Below....
IIPM going global
On "IIPM - Arindam Chaudhuri - Planman"
IIPM Alliances
Warming up for doomsday?
If you have it, flaunt it
IIPM RANKED AHEAD OF FIVE OF THE IIMS
A beach resort… Come for a month, at least
IIPM ABOUT :- IIPM KNOWLEDGE CENTER
Money for nothing...
Topic: India – China: A Growth Comparison
Who says US is on the brink of a recession?...
Thanda karta sabko ek
IIPM Infrastructure : Campus

Betting On Bio - Fuels

IIPM PUBLICATION

DuPont is one of the world’s largest alternate energy solutions providers for quite some time now, and has relentlessly worked towards providing industry with the best economically viable energy alternatives. Along with long term ties with energy behemoths like BP, DuPont subsidiaries like Hi-Bred International today are providing upto 180 types of hybrid seeds in order to increase the efficiency and practicality of ethanol based fuels. According to John Ranieri, Vice President, DuPont Bio fuels, “From our strong seeds and crop protection products offering for bio fuels today to significant transformative opportunities in new bio fuel technologies, I am confident in DuPont’s capabilities to meaningfully increase the use of renewable feedstock with smaller environmental footprints in place of petroleum.” DuPont’s bio fuels division spends a substantial part of its $300 million profits on research and development on alternative fuels and leads the way for the industry to adapt comfortably without going out of the way. Quite ahead of its time indeed.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

Men are back

IIPM Best B-School

CATEGORY : Online
BRAND : SX4
BASELINE : Men are back

4Ps TAKE : Guess what’s Maruti’s latest launch SX4 Sedan’s claim to fame? ‘Man amongst cars’. Maruti Suzuki is building upon that attitude in this online flash ad too. With such a strong style-statement, the power idea is to show the confidence of Maruti in its new ‘manly’ product, enforcing it through many features of the car. The ad flaunts different features describing each one of them as if it was describing a macho physique. The auto major is trying to lure the high and upper middle income groups through this C-segment machine. The black background impresses and the smart one-liners grip, however, the ad does remind of Bajaj Pulsar’s ‘Definitely Male’ campaign. Do we see competition feeling the tremors on Indian roads, already?

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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

A(3)s good as it gets

IIPM PUBLICATION

In the Rs.5-8 lakh range, there is an intense battle going on between Maruti Esteem, Tata Indigo, Honda City, Hyundai Accent And Verna, Ford Ikon and Fiesta and GM’s Chevrolet Aveo. Ford has captured much of the windfall last year, as it registered a gain in domestic sales by over 47% to reach 39,822 units for the year ending March 2007 and is now literally Breathing down the leader Honda’s (sales of 40,464 units) neck. Even traditional laggard GM has shown some bite with sales increasing by a huge 128% to reach 10,726 units. The main losers were Maruti Udyog and Tata Motors (of Rs.1 lakh fame!) with sales decline of 7% and 12.8% respectively.

The players look upbeat for the future as well. From the fifty car launches scheduled for this year, over half are anticipated from the A3 segment. The Suzuki SX4 and Mahindra Logan have already made a mark in the industry. The SX4 has specially been designed for upcoming markets like India, Eastern Europe and Turkey. For Mahindra-Renault, things couldn’t have been better. Renault’s Logan, which was doing exceptionally well in overseas market, is now being produced to suit Indian roads. Even Fiat, which had earlier failed to penetrate Indian market, is now planning to get in Linea and Grand Punto in 2008. Even premier brand Skoda is coming up with Fabia in A3 segment.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

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