Showing posts with label IIPM ADMISSION DETAILS. Show all posts
Showing posts with label IIPM ADMISSION DETAILS. Show all posts

Saturday, October 06, 2012

Jointly till The End of Time

JPC for 2G Scam is Illogical, Considering The Past Record of JPCs in India

Opposition parties including CPI () and BJP are strongly demanding a Joint Parliamentary Committee (JPC) to investigate the 2G scam, which is estimated to have cost the nation Rs.1.76 lakh crore. But the JPC may not be the solution, considering the track record of JPCs conducted before.

There have been four JPCs conducted. The first ever JPC was instituted to investigate the Bofors contract on August 6, 1987 after a 45 days logjam of Parliament. The scale of the scandal was to the tune of Rs.400 million. The committee, under the leadership of B. Shankaranand, held 50 sittings and gave its report on April 26, 1988. Opposition parties rejected the committee saying that most members were from the Congress party. The second JPC was conducted to inquire into irregularities in Securities and Banking Transactions in the aftermath of the Harshad Mehta scandal involving over Rs.6 billion under former Union minister and senior Congress leader Ram Niwas Mirdha on August 6, 1992. It took nine years to prepare a report in 2002 but it was tabled in Parliament in 2005. Still, the recommendations were neither fully accepted nor implemented. The third was on the Ketan Parekh scam involving money worth Rs.30 million on April 26, 2001. The committee did present the report in 2002 and Ketan Parekh was arrested (then got bail too), but a lot of recommendations including sweeping changes in stock market regulations were ignored. The fourth JPC was on the pesticide residues in soft drinks, fruit juice and other beverages and to set safety standards. While the result was found positive, no productive actions were taken. The fact of the matter is JPCs only recommend, but cannot force governments to take action.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Friday, October 05, 2012

India’s Upcoming B-Schools

A list of the B-Schools that Nearly made it to The Top 30 Ranks in the B&E-ICMR B-School Survey. And well, They Might just Make it Next Year!

B-schools of today can ill afford to stick to age old theories and management practices. In this dynamic business world, they have to continuously imbibe the changing trends and embrace the emerging buzzwords like sustainability, ethics, environment and entrepreneurship. And with an ever growing number of competitors, they cannot avoid the marketing aspect as well, since they have to be able to make their target audience aware of their courses and opportunities available post education. While in the west, b-school rankings keep changing almost every year, with even institutions like Harvard Business School not coming in the top ranks because of competition, in India, the situation has been quite different till now, with legacy rankings continuing for ages and the same b-schools coming in at the same ranks more or less. To that extent, the B&E ICMR B-School Survey has pointedly ensured that such legacy issues are avoided – and positively so, this year, while the usual suspects did make it to the top thirty, here’s a list of those b-schools which just about escaped from being included in the main list. There is no taking away credit from them, as India needs more and more b-schools to reject legacy rankings and to be the new change. Here they are:


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Tuesday, September 04, 2012

BANKS ON THE MOVE : IDBI BANK

Better late than later, IDBI Bank has finally understood the power of numbers – or rather, of Indian masses. With their renewed focus towards retail banking, the bank seems to be re-mastering age-old strategies… and quite efficiently. B&E does a snapshot insider of what’s up! by Mona Mehta

The tactical move to install point of sale (or PoS, in industry terminology) machines deserves a deeper mention. The bank intends to allow IDBI Debit Card customers a withdrawal of up to `1,000 through these PoS machines kept with small shopkeepers. Thus, with a target to install 100,000 new PoS machines over the next 3 years, the bank is aiming to get hold of the mass by facilitating higher financial inclusion. The fact is that this move is perchance the biggest ever strategic ground level move in the Indian banking industry undertaken by any bank ever to ensure direct retail consumer interaction – after the credit card inclusion program undertaken by banks, of course. Considering India as a whole, a figure of 100,000 is quite a small and insignificant figure to make a huge change. But multiply that by ten, and one starts seeing how IDBI Bank has the wherewithal to become the largest retail bank in India, and purely through ground level marketing.

As mentioned before, the parallel corollary is the bank’s intent to increase branches. And this long term strategy is not necessarily to provide ease of use to consumers (for that, the PoS and ATMs are enough), but more to reduce the cost of its lending. At present, for lending, the bank is more dependent on borrowings. Even this year, the bank is setting up around 250 new branches to increase its tally to 1,000 branches.

And Some Caution Too!
Still, it would make sense for the bank to be cautious on a few areas, where it seems (on the face of it) that logic and empirical evidence are not matching – the bank is busy in expanding itself by adopting the inorganic route – for example, the bank at present is in the process of merging IDBI Housing Finance with itself. The hope, as top management of IDBI Bank revealed to B&E, is that synergies would ensure that duplication of operations is reduced (for example, in home loans itself) and operational efficiencies are realised optimally. While most such mergers have known to fail in the industry, what might work to IDBI Bank’s benefit was that the housing finance wing was originally an offshoot of IDBI Bank itself – therefore, the danger of culture collisions is immediately reduced. While the logic for the housing wing is synergy, the bank – almost going against this same logic –has floated a wholly-owned subsidiary, IDBI Asset Management Ltd, to undertake mutual fund business. This is apart from the bank’s insurance business in partnership with Fortis (which creditably is doing wonders; see chart). Across divisions, therefore, there still exists differences of opinions on strategic imperatives and intent.

At another end, the bank has also begun its overseas operations by opening its first foreign branch at the Dubai International Financial Centre (DIFC). While the hope is that this might have a promising future in helping the bank to provide a range of corporate banking services (including the extension of commercial borrowings, foreign currency loan syndication and trade finance), the fact is that not only is Dubai the biggest recession hit area of the Gulf region, such international expansions take away considerable capital, manpower and other resources from the bank’s core focus.


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Friday, August 31, 2012

irat Bahri wonders whether the debate is relevant at all

Is a corporation meant to look at the larger good or just at profit maximisation? the debate continues to catch the imagination of executives and academicians. Virat Bahri wonders whether the debate is relevant at all

We believe that the very basis of this debate, just like the debate between growth and equality (that they are necessarily contradictory) is weak. Shareholder value and social responsibility can coexist quite well. Drawing correlations between profitability and social good is too tasking even for the most prolific economists; but there are numerous instances of companies that balance the two quite well. And the most convincing evidence of that can be found in our own B&E Power 100 list of India’s most profitable companies for 2010. In fact, the select group of companies that we have featured in this issue from the list are focusing on social good and also consistently proving to be prolific wealth generators in their own right.

State Bank of India had relatively flat growth to register profits of Rs.91.66 billion and was at rank 5 this year (Rank 3 last year). Net Interest Income (NII) increased by an impressive 13.91% as compared to the previous year and the bank’s Net Interest Management (NIM) has also improved to 3.18% if you consider results for the quarter ending June 2010. Fee-based income increased by 26.57% yoy for the year and forex income also grew by 34.59% yoy. Meanwhile, it also serves a vital role in the government agenda as a PSU, with its network of 7400 rural and semi-urban branches, which help the agri sector. Around Rs.560 billion of advances from SBI reach approximately 7 million farmers. Once again, this should have an indirect positive effect on SBI as rural prosperity improves, since it will have built a strong relationship of trust with them.

Infosys Technologies retains its position as India’s most profitable IT company and ranks 8th on the list this year (at 7th position last year). After a tough recessionary phase, Infosys has been consciously working towards increasing its client base and having a greater spread of revenues both in terms of verticals and geographies. For 2009-10, its $1 million plus client base expanded to 338 (from 166 in FY 2004-05) and revenue per client has increased slightly to $8.4 million (from $8.1 million in FY 2008-09), as the company sees a more optimistic outlook from its clients. While the contribution of BFSI revenues hasn’t varied much, contribution of manufacturing has gone up significantly. Meanwhile, on the social front, Infosys has highlighted three key binding themes for its sustainability initiatives – social contract, resource efficiency and green innovation. Among other initiatives, it opened the Infosys Science Foundation, in fiscal year 2008-09 a not-for-profit trust for scientific research. Even in the midst of downturn and uncertain outlook, the company made it a point to honour all its hiring commitments in campuses. It may not go down in history as a great initiative for shareholders, but the credibility that such initiatives establish is invaluable, for they will also help Infosys attract the best talent in the country.


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Thursday, August 30, 2012

9/11 reloaded?

A mosque at ground zero would end up defeating its most valuable purpose, so the project must not go ahead

Peace and harmony between religions is a future that this world continues to aspire for. Obama’s pronounced support to the idea of a mosque at Ground Zero does have the right intent in that sense. Yet this move comes across as one that defeats its own purpose.

The $100 million plan to develop an Islamic community center with a mosque from just two blocks away from the World Trade Centre where 3000 people were killed borders on insensitivity. The White House didn’t comment on the mosque controversy till Obama cleared the air at the White House Iftar dinner when he backed the mosque stating that “as a citizen, and as president, I believe that Muslims have the same right to practice their religion as everyone else in this country.” Quite a few other nations of the world do not allow freedom of religion like China, Iran and Arab countries. So for a change, this is one of the better symbolic gestures from US.

What makes it more of the opposite is the backdrop in which it is being planned. The idea has created tremendous polarity. Republican Senator Newt Gingrich expressed an extremely controversial criticism when he said “Nazis don’t have the right to put up a sign next to the Holocaust Museum in Washington.” The comparison isn’t even fit for debate, but the mosque issue needs to be looked at more sensitively by the government. A mosque is the symbol of peace and love, but having a mosque at Ground Zero has the potential to create the wrong vibes and even increase animosity between different faiths.

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Source : IIPM Editorial, 2012.

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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Friday, August 03, 2012

Policy-BY-POLL: HISAR

There is already a buzz around as Hisar district in Haryana goes to poll on October 13. As speculations mount over who will fill in the shoes of Late Bhajan Lal, these by-elections will be the first real test for Congress after the Anna Hazare movement. 

As optimistic and relaxed as he may sound, the going is unlikely to be easy for the Congress on this seat, even history vows for the same. The party has won the Hisar seat only five of the 12 times in the Lok Sabha elections held in the state. Congress candidate and former MP Jai Prakash has won the seat three times, in 1989, 1996 and 2004, with tickets from the Janata Dal, Haryana Vikas Party and Congress tickets respectively. In the last Lok Sabha elections, Jai Parkash had to be contended with the third spot in the ballot tussle won by Bhajan Lal. Even otherwise, Hooda needs to prove that his government is popular after having come to power in the October 2009 Assembly elections backed by the support of independent legislators.

In the May 2009 elections, Bhajan Lal had won the Hisar Lok Sabha seat as a Haryana Janhit Congress (HJC) candidate by a margin of about 7,000 votes, beating the Indian National Lok Dal (INLD) and the ruling Congress nominees. This time around, the stakes for the three main players on the Hisar seat – the Congress, INLD and the HJC-BJP combine – are high as all parties are fielding their stalwarts who shall now try to fit into Bhajan Lal’s shoes. The seriousness of the contest can be gauged from the very fact that the main opposition INLD has announced the name of its leader Ajay Singh Chautala for the by-poll. Chautala, the son of former Chief Minister and INLD supremo Om Prakash Chautala, is a sitting legislator in the state. For HJC, & its new candidate for the seat – Kuldeep Bishnoi (who has been supported by the BJP) – the stakes are high – not only politically, but on a personal front as well. Bishnoi would definitely want to win this by-poll and retain the party’s hold over the area. However, his drawback is the fact that, it will be his first election without his mastermind father – his character will also be tested thoroughly.

If the HJC-BJP candidate Kuldeep Bishnoi defeats Ajay Singh Chautala of the INLD and Congress candidate Jai Prakash, the alliance would be cemented firmly for the 2014 Lok Sabha elections and the subsequent assembly polls in the state. In a way, the Hisar Lok Sabha by-election could well be an indication of the new change in state politics.

More than anything else, the Hisar polls are only a beginning of the test that Congress has to face in coming times. With elections approaching in Uttar Pradesh, Uttarakhand and Punjab within the next one year, the possibility of Hisar results reflecting upon the subsequent verdicts too cannot be totally ruled out.

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Wednesday, July 25, 2012

Why it is not Easy for The BRIC Bloc to Beat The West

For Many Years Now, The BRICs have been known as a Consortium that was Predicted to Overtake The Economic might of The Developed Nations. But there are Issues which Put Doubts on The Very Viability, The Workability and The Long-Term Effectiveness of this Ambitious Bloc.

Ever since the term BRIC was coined by Goldman Sachs in their Global Economics Paper, ‘Building Better Global Economic BRICs’ in November 2001, it has often been used as a representative of the shift in global economic power from the West (or the developed nations), to the developing nations. More than anything else, the projection of this shift is said to have created a lot of ripples in the international order, and understandably, more so among the developed countries that constitute the industrialised group – the G7.

Economists worldwide have projected BRIC as a powerful bloc of emerging economies. Why not? Combined, the four economies recorded a total GDP (in PPP terms; because economists argue that China’s exchange rate is not determined by market forces, but by fiat currency) of over $18 trillion ($18.34 trillion to be precise; as of CY2010). According to the International Monetary Fund (IMF), the BRICs are set to account for 61% of global growth over the next three years. Even Goldman Sachs, in its report, had argued that since the BRIC countries – which today occupies over 25% of the world’s land and house 40% of the world’s population – are developing rapidly, their combined economies could eclipse the combined economies of the current richest countries of the world by 2050. Brazil, Russia, India & China were set to emerge as the four most dominant economies by 2050 on the basis of their huge economic potential.

But fears abound that the concept of BRICs is just an overhype. While the growth of these economies has been remarkably heartening, thanks to the projections acting as a huge booster for FDIs and FIIs flowing into these countries, there is danger that this coin too, has a flip side. Contrary to the argument that the combined economies of BRIC countries could surpass the world’s richest countries by 2050, the projections, while concealing much detail in terms of the distribution of that growth, are actually based upon mere assumptions and cannot be relied upon. Economists like Vrajlal K. Sapovadia, Director, National Insurance Academy (NIA), Pune, contend that deviation in assumptions, difficulty in assessing qualitative factors, undermining inherent threats like population pressure, illiteracy, corruption, social and political unrest may actually lead to unrealistic forecasts.

The ‘Doing Business 2011’ report by World Bank is an eye-opener. According to this recent report, BRIC economies – when compared with their western counterparts – have actually lost shine over the past year. In the category of ‘Ease of doing business’, of the BRICs, the best ranked is China, at #79 (it was #78 last year). The other three of course occupy three-digit ranks. While Russia stands at #123 (it was #116 in 2010), Brazil comes in at #127 (#124 in 2010) and India at #134 (#135 last year). The developed world is of course far ahead of this lot, with US at #5 and UK at #6. The fact that names like Rwanda, Tonga, Vanuata, Mongolia and others are better off than the BRICs is a hard pill to digest. But true. Even in terms of per capita income and human index ranking, all the BRIC countries are worse off this year than they were in 2010 (and surely worse-off as compared to the developed nations). Digest this: the highest per-capita income amongst the BRICs is held by Russia ($9,622), which is equivalent to 1/5th of that of US’ ($47,576). “In order to make this dream (of a prospering BRIC) a reality, each BRIC country needs to set its own house in order and boost its natural and human resources through proactive management,” says Sapovadia, adding that it is imperative that their hidden strengths and wealth, like agriculture & forest land, water reservoirs and human capital be utilised scientifically before we start comparing these economies with the powerful West.

Many also claim that for all projections regarding the exemplary growth expected by the BRIC economies, the very agenda is actually being pushed by US, to open the floodgates for its products and services into these emerging economies. As interesting as they sound, the veracity of these claims is yet to be ascertained.

There is another theory doing the rounds. Despite the abundance of ‘catch-up growth’ stories in the post-war period, growth starts to disappoint after a while and it is relatively easier to catch up with the leaders as compared to overtaking them. In reference to the robust growth that China has been experiencing in recent years, a recent article in The Economist cited references from a paper by Barry Eichengreen of the University of California, Donghyun Park of the Asian Development Bank (ADB) and Kwanho Shin of Korea University. The paper examines economic records of countries since 1957 to identify potential warning-signs, and contends that it would actually be wise for China to pursue “structural reforms” – which can help cushion the effects of a slowdown – in the current scenario, when it is growing remarkably, than wait for lean years which are bound to come.


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Thursday, July 22, 2010

ICICI Bank is finally out of the woods it went into last year. But, the resurgence needs more push to regain its lost ground, says Deepak Ranjan Patra

October 10, 2008 was no less than a ‘Black Friday’ for India’s second largest lender, ICICI Bank. It was the day when the bank’s stock price nose-dived by a mind boggling 28% amid rumours of the bank’s potential exposure to the global financial turmoil, particularly to the collapsed global financial giant, Lehman Brothers. The situation had turned so critical that the bank’s Joint Managing Director (Chanda Kochhar at that point of time) had to announce in a television interview, “If people have fears around us, I’m re-clarifying these are small exposures considering our size and profitability.” Not only that, the bank also filed complaints with the regulators about some conspiracy going on to drag its share price down.

Those events looked big then, but in reality they were nothing more than a few short term glitches and their remedies were not difficult to find. The real damage, however, for the bank came in the form of a steep fall in its brand value. The bank responded to the crisis with a series of image makeovers within the next few months. Today, when one can safely say that the worst part of the global financial turmoil is over, the moot question is whether ICICI Bank has been able to rebuild its brand value to past levels?

Before understanding ICICI Bank’s brand value re-creation one must first understand what it has lost. ‘Brand Finance Global Banking 500’ report for year 2009 (published early this year) indicates massive erosion in ICICI’s brand value as compared to 2008. As per the report, ICICI Bank’s brand value plummeted over 60% (to $939 million) from $2.6 billion a year ago. Moreover, the bank’s ranking (in the list of top financial brands across the globe) has gone down from 64 to 108. Avers Unni Krishnan, MD, Brand Finance India, “Brand ICICI has faced a substantial erosion of value after the financial crisis. This is certainly a source of concern for the bank and it needs a strong hand to recover.” No doubt the bank has actually responded to the situation with a very strong hand, but with a soft voice.

Since November 2008, ICICI Bank has hit the accelerators in terms of its campaigns. Data available with AdEx shows, between November 2008 and October 2009, the bank’s ad volume has recorded remarkable growth, with a higher focus on television media as compared to the industry average in the BFSI domain. In terms of TV ads, while the volume of the BFSI segment has gone down by 24%, the duration for which ICICI Bank’s ads met the audiences’ eyes was 64% higher than it was for the year ago period (November 2007 and October 2008). Similar is the case in print media. Although ICICI’s ad volume has registered a 5% fall in print media, it’s still better than the industry average, which witnessed a 14% fall.

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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Friday, April 02, 2010

The Rural Touch


R. Seshadri, MD, Anugrah MadisonR. Seshadri,
MD, Anugrah Madison


One of the first to tie up with a rural marketing firm, Madison is hopeful that the market’s growing fascination with rural India will reap rich rewards.

4Ps: What is Anugrah’s contribution to Madison’s bottomline?
RS: I can’t share figures, but Anugrah is among the smaller units of Madison. As in any other businesses, our margins are under increasing pressure.

4Ps: What sectors does your client portfolio encompass?
RS: Anugrah’s client roster consists of a mix of agri-input, manufacturing, telecom and other service providers. Over the years, we have worked on several campaigns aimed at effectively tapping the potential of semi-urban and rural consumers.

4Ps: Looking back, how has the decade old tie-up with Madison added to Anugrah’s capacities?
RS: Our tie up with Madison in 1998 has been a turning point in our history. Till then, we were primarily seen as a small Chennai-based agency. Our new avataar as Anugrah Madison opened doors from Madison’s large roster of clients from across India.

4Ps: Future potential?
RS: FMCG sector was left unscathed during slowdown due to increasing business from rural India. Sectors like auto, BFSI & telecom are now focusing more on rural.

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.

The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!
For Exclusive Footage by Sunday Indian Click Here

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Wednesday, December 12, 2007

To ‘Sir’ with hate!

“How fragile civilisation is… How easily and merrily a book burns!” wrote Salman Rushdie way back in 1988, in response to the burning of Satanic Verses by British Muslims. Fatwa & fame have been following him like a shadow, confining his existence either as an ‘apostate’ for Islamists or a loyal servant of Britain. It is uncommon for authors to be used & misused in a broader international political game. But Rushdie has willy-nilly allowed himself to be a tool in the long-standing dispute between the West and Iran.

When the world was on the verge of forgetting Rushdie and Iran was ready to forgive his alleged misdemeanours, the British establishment has rekindled the dormant indignation in Iran, Pakistan and other Muslim nations against the author, by blatantly conferring on him the much coveted knighthood. “Any more violence related to Rushdie affair from any section is certainly unpardonable & unacceptable,” Nadeem Ahmed, a Dubai based journalist, told B&E.

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
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Thursday, June 21, 2007

THE WOR(L)DLY WISE!

Coca-Cola/Pepsi, Nike/Adidas, Burger King/ McDonald’s... Leave aside the FIFAs and the Olympics of the world, even the most inconsequential opportunities are not spared by these giants to take pot shots at each other. Such is the rivalry between them that marketing history is flooded with tales of their one-upmanship. Check this out for a starter: There was a board reading “Coca-Cola: Fourth floor,” outside one of its India offices. Just a few inches above was a Pepsi board declaring “Pepsi EVERYWHERE”! Smart one-lin- ers, suggestive billboards and the spoofy acts... Welcome to the world of guerrilla, ambush and direct-hit marketing!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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