Video certainly could not kill the radio star

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It’s a time when ‘Radio Fever’ is spreading like an epidemic and many private entrepreneurs are trying hard to cash in on the rich forecasts. A time when mass spending on entertainment is on the rise. A time when television, films & radio are all showing promise. And it’s in these times that the strategic vision and prowess of Adlabs will be tested to the core.

Video certainly could not kill the radio star. It had just knocked it out cold for a while. Like a cyclopean monster from folklore, the medium is back, bigger and stronger than ever before. The new millennium has witnessed a host of new players entering the battleground with the latest being Anil Ambani-controlled Adlabs Films Ltd. (AFL) which is the largest integrated player in the film industry with operations ranging from co-production & processing to distribution & exhibition. And it’s all in sync within the vision of the younger Ambani brother to make it big in the field of entertainment.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Volvo ups stake by 6% in Nissan Diesel

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Swedish auto giant, Volvo AB, would be buying out a 6% stake in Nissan Diesel Motor Co. from Nissan Motor Company, the second largest auto maker in Japan. Post deal, Volvo will have a total stake of 19% in Nissan Diesel. Earlier, in March 2006, Volvo became the largest shareholder in Nissan Diesel after buying 13% stake in the company at a discount of 14%. This move, which saw Volvo shell out $553 million, was a part of the agreement made during the previous deal , wherein both the companies had agreed to grant Volvo an option to pick 6% in four years time.

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Number of top 100 companies by cities

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If one were to consider just cities, Mumbai, the financial capital, stands tall at the top position, home to 42 of the top 100 profitable companies registered. Commenting on Maharashtra’s stupendous performance, C. C. Charekar, Of ficer on Special Duty (Special Cell), Department of Industries, Maharashtra, said, “Maharashtra is a modern and progressive state and has diversified and highly productive human resources with positive work culture, educational facilities and no language barriers. It has excellent infrastructure – industrial estates & clusters developed both by the government and the private sector.”

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Faster, higher and stronger

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Now where are these surges going to end up? Well they are all lurching to bet their bucks on the two high potential sectors of healthcare and food. And why not, when the food market will reach Rs.1.35 trillion by 2015 (according to Rabo India Finance) and the personal health-care segment recorded stupendous sales of Rs.55.5 billion in 2005; a growth of 10.1% over 2004. Elaborating on the strategic logic, Hemendra Mathur, Associate Director of Rabo India Finance, who did the valuation for Protinex and Farex states, “Acquiring a well known brand does help to enter the country, and Wockhardt to strengthen its health business in India, needed nutrition brands like Farex.”

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Nokia to ring with Moto Razr!!!

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The American & Finnish handset manufacturers, Motorola & Nokia, respectively, have signed a deal to work jointly, enabling their customers to watch television broadcasts through each other’s networks on mobile handsets. Broadcast mobile TV is the latest service that mobile companies offer to lure subscribers to add to their current base. The world leaders are planning to use DVB-H technology (digital video broadcast-handheld), which competes with two other mobile TV formats called DMB and Media-Flo. Jointly, Nokia and Motorola carry the onus of selling 55% of the global mobile sale. It is estimated that 50 million DVBH enabled handsets will be sold by 2010. In order to push the adoption of DVB-H, five companies – Intel, Modeo, Motorola, Nokia & Texas Instruments – had formed the Mobile DTV Alliance in January this year.

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HCL Technologies

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Chairman & CEO: Shiv Nadar
HCL Technologies – a major fragment of the $3.5 billion HCL Enterprise does stand out as one of the best, amidst the herd of Indian IT Services providers, especially when it comes to efficiency, R&D and management expertise. Led by Shiv Nadar, this IT major has become an impressive competing force, when it comes to leveraging their extensive outsourcing infrastructure and global web through its 26 offices spread across 15 nations, thus delivering the best in many verticals like banking solutions, telecommunications, retail, aerospace, automotives, life sciences and semi-conductors.

The company garnered annual revenues of $976 million and employed 32,626 professionals during the annual year ended June 30, 2006. The fourth quarter of 2006 also witnessed the giant posting a 35% rise in revenues to touch Rs.12.54 billion when compared to the same period during the previous year. Its profits also climbed up by a deafening 35% to touch Rs.2.82 billion! Phew! To intensify its focus on the life science segment, the company launched the eCompliance product suite in September 2006 – the first ever in the world which facilitates global regulatory compliance for pharma companies. An added impetus to the group was its BPO subsidiary’s expansion into Eastern Europe, which would include investments in six major European countries. The company also signed an agreement with General Electric (GE), whereby HCL Technologies will gear up to establish and operate Global Development Centres (GDC) both in India and China over the following three years. Logically, HCL Technologies must work hard to create transformational value for all its clients and be the centre where innovation thrives! Vineet Nayar, President, HCL Enterprise, believes that “currently, there is a void in the global market for highend services. We have recognised this uncontested market space and will leverage HCL’s superior IT and product engineering capabilities…” Going by his words, HCL promises to continue being a terror for competitors and a pleasure to customers.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

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Tempting that tempest?

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But defying all laws of nature, there’s no lull preceding the storm this time! In fact, what’s surprising is the fact that the past season of gales (which usually is at its peak in this time of the year) notwithstanding, valiant vacationers will still be heading towards the Atlantic hurricane quarters at the descent of winter, and this time to holiday! All thanks to strategic planners in the aviation & hospitality sector, who’ve dropped airfares and accommodation rates to an unbelievable low, and hence, successfully lured travellers towards areas that are expecting 13-16 named storms, 8-10 hurricanes and 4-6 category III or above hurricanes!

Here’s the breather: Pick up the ranking by the Caribbean Hurricane Network (it ranks islands according to how often they’ve been battered by hurricanes; Bahamas tops the list)... at least you can plan a visit to a less ‘volatile’ island!

Edit bureau: Pooja Priyadarshini

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Differentiation provides a methodology for making the principle spring to life

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What is it, then? Very simply, differentiation is based on the principle that the team with the best players wins. If you don’t agree with that, then differentiation will never make sense to you. But if you do, then differentiation provides a methodology for making that principle spring to life. How? By rewarding stars in an outsized way, in their souls and their wallets, in order to retain and energize them; by actively developing “the middle 70” with training and coaching; and by moving out bottom- tier performers so better talent can be brought in.

Basically, differentiation is a way to build meritocracies and continually raise the performance bar, increasing a company’s competitiveness with every upward notch.

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