It’s a girls’ Night out

IIPM: An intriguing story of growth and envy

Hard Rock Café joined hands with popular men’s magazine Maxim to launched its Wednesday Ladies Rock Nite, celebrating the spirit of women. Sizzling Bollywood beauty Amrita Arora, announced this caffeine induced rocking nights especially for women. Hard Rock Cafe has partnered with many marketers for exclusive promotions at the cafe on these ladies night. A chance to be Maxim & Hard Rock’s Hottie of the Month will be another compelling attraction of these ladies nights.

Pallavi Srivastava

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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!
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Outlook Magazine's B School Ranking Scam Exposed
Don't trust the Indian Media!
IIPM exposes Career 360 and Mahesh Peri scam
IIPM - We will change your outlook : Career 360 and Mahesh Peri scam is exposed

Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Motorised... though Indianised!

The web may change the way things work in the used car market in India. And Udit Bhandari, CEO, Indimoto already has a plan in place to ride on the back of this lucrative opportunity.

The online space has always provided new opportunities for start-ups and India, the nation of entrepreneurs, has thrived on this opportunity. The love for the dot-coms continues in its high spirits and the interest is not just limited to the social networks, mailboxes and the Indian Googles (search engines). The last five years have seen a slew of entrepreneurial ventures being rolled out in the country using internet as a platform for selling/buying used cars & bikes. Udit Bhandari, CEO, Indimoto, is one of the lucky members of the club who have been able to encash this opportunity and have carved a niche for themselves in the online space. Indimoto, started in 2006 is primarily an auto classifieds website but the reason behind its huge popularity is the carpool initiative. Headquartered in Gurgaon, Bhandari started Indimoto after his short stints at Genpact and GM (6 months each), following his passion for entrepreneurship and the automotive industry. In a candid interview with 4Ps B&M, he explains the journey of the company so far and the secret behind the carpool initiative.

4Ps B&M: How did the idea of the carpooling initiative come up?
UB: It came up when our office was in Qutub View Apartments in Delhi and as I stay in Gurgaon, I used to travel daily via M.G. road towards my office and used to see same people almost daily commuting through the same route, that’s when I thought why not kick off an initiative, which will give people a platform to carpool and reduce the number of cars on the road.

4Ps B&M: How do you take care of the security issues involved in the carpooling initiative?
UB: Our primary objective is to connect commuters. However, there is a process, which we recommend to the interested carpoolers to follow before they get going. But on the responsibility front, we don’t take any as we are a free service. In terms of use we clearly state that we are just a platform like a newspaper classifieds.

4Ps B&M: How has been the auto classifieds business doing so far?
UB: It’s a service, which we charge for and it has been doing pretty well. In fact, we work very closely with many local car dealers. Our research shows that almost 10,000 used vehicles have been sold using Indimoto since 2006. We have 35,000 users who have tried Indimoto to sell their used vehicles.

4Ps B&M: How many dealers in total are you connected to at the moment?
UB: We are working with dealers in Delhi and Gurgaon for the past nine months. We have a set of around 50 dealers and going forward, we would like to take this model to other cities. We will be entering Mumbai in another 3-6 months and then Bangalore and eventually the other metros.

4Ps B&M: Which one of the two makes more money, the two-wheelers or the four-wheelers?
UB: The four-wheelers, simply because of the reason that a four-wheeler is a more high involvement purchase as compared to a two-wheeler. However, with so many used bikes around, we are able to generate considerable traffic but in the long term four-wheelers is a segment, which is more lucrative.

4Ps B&M: You started Indimoto as a self-financed venture, is it the same till now or have you raised money from the market?
UB: I started Indimoto with an initial investment of around Rs. 1,50,000 but it’s now bootstrapped i.e. whatever the company earns goes back into the business. We also do some content writing for International auto publications like Auto Express (UK), Auto Middle east. But it’s for the short term, i.e. till the time the other verticals become self-dependent.

4Ps B&M: Are you looking at a new revenue stream for the company? Your vision for Indimoto?
UB: Not as of now, may be new cars in the future. But firstly, we would like to be known as the country’s largest auto classifieds company.

Pawan Chabra

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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.
Follow Arindam Chaudhuri on Twitter
Management guru Arindam Chaudhuri’s latest blockbuster book, Discover The Diamond In You
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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

CANNES LIONS

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

Ashish Naik, Associate Creative Director (Art) at O&M, is another guy who got lucky at Cannes this year. He won two silver lions for his Marbels campaign for confectionery giant Perfetti. Like the guys at Good Morning Films, Ashish too is on cloud nine. Although cost cutting at O&M deprived him of the pleasure to walk the red carpet at Cannes (the news of his win was broken to him by a friend attending the ceremony), yet the pleasure has been no less, says Naik. The feel of the Cannes metal in his hands is all the more poignant now because he had missed the bus in 2002, despite being nominated. “But back then, even getting a nomination in the prestigious Cannes was a big thing,” explains Naik, basking in his present glory. His expectations are also running high post this first win at Cannes. “I now dream of winning the Grand Prix and then eventually get into Bollywood film direction,” he says.

A Grand Prix, Bollywood ambitions, potential superstar status… sounds downright chic and hip, right? Well, the reality of this quaint city in the French Riviera is far from glamorous. Oh sure, the glamour of Cannes can never be doubted, not even for a minute. There is the beach, blue sky, yachts, beautiful people, picturesque little villages and the eventual biggest celebration of great ideas and brilliant craft. The problem comes once you strut back home, the exalted metal in tow, with matching expectations to boot for the future. Hey guys, this is not 1994, when the only Indian delegates at Cannes were Piyush Pandey, Pradeep Guha and just a couple more (perhaps the smallest contingent from any country); and there were zero entries from India. This is 2009, with 70 Indian delegates and 982 entries from the country. And even these numbers belie reality having gone down, thanks to the slowdown. The numbers in 2008 were far higher–140 delegates and 1,109 entries. The real reason we are telling you all this is to say that sure, winning a Cannes Lion is great stuff but surely not as big a rarity for India’s ingenious ad men.

Needless to say, winning a Cannes does fetch amazing accolades and possibly even makes the winner’s career graph soar faster. But can the Cannes euphoria alone take them to the top? Talk to some Cannes winners over the years and they say affirm, “Yes, suddenly we are loaded with all these offers from rival agencies, thinking that if we’ve cracked it once, we can crack it twice or even thrice for them,” but then when the dust settles, there is life beyond winning at Cannes.

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.
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Events at IIPM
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM - Admission Procedure
IIPM, GURGAON

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

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

BACK TO THE FUTURE?

It’s not the king of India’s advertising jungle yet, but this Leo is loving the slowdown. Why? Well, no one’s trying to poach their key people, that’s why!

“It’s a mistake to change your existing strategy because of a downturn. A better thing is to sharpen your existing strategy,” exclaims Arvind Sharma, MD, Leo Burnett (India). And it is this strategy, Sharma says, which has helped Leo Burnett grow by 10% even in a tough environment. At a time when most marketers are trimming their ad budgets or expecting their agencies to deliver more for less, Sharma is glad that his agency’s clients (except financial and tourism clients) are doing relatively well. Of course, he is quick to take some credit for it. “Our brands like Mazaa have been growing at 50% and Thums Up is an undisputed number one in its segment.”

So, while news about loss of accounts and retrenchments are hogging most agencies, market watchers believe that Leo Burnett has been bearing the slowdown storm quite well. Not only have they not lost a single account, they have also bagged new accounts, including Tata Capitals, HPCL and Samsung Touch phones.

So, was it possible to achieve this with no real change? Says Arvind, “The change was brought by the environment. For three years’ preceding the slowdown, our best people were getting an offer a month. That has now stopped. So our best people have been able to focus on our clients’ businesses. It is a joy to see what a difference a little focus can make.” But since that would have been true for most agencies, what makes Leo Burnett’s dream run special? We asked Rajeev Sharma, National Brand Planning Director, Leo Burnett (India) and here’s his take: “First, our senior-most people have always been closely involved in our client’s businesses. Secondly, we’ve always had a culture of proactive consumer contact and interface by our planners. It’s not uncommon even for our senior management to actually meet consumers. And now even clients are realising the importance of these things.”

Another learning that clients have had amidst the current turmoil is that there is no magic wand that works for all. While TV may work for some, innovating and experimenting with new age media could be just the push that another brand may need. On this front, Leo Burnett has done some interesting work for HPCL at their petrol pumps. Similarly, the Jaago Re campaign for Tata Tea has done well on television, as also directed considerable traffic to their website. As a matter of fact, Leo Burnett’s marketing services division, Arc, has been doing some path breaking work in the digital space. It brought home India’s first Cyberlion last year. This year, Arc’s work on Jaago Re even won a webby. Consequently, the agency’s digital revenues are up sharply. No wonder, Sharma is keen to continue investing in the high-potential marketing services division, Arc as always. About 30% growth – that’s Sharma’s personal target for Leo Burnett in this fiscal. This Leo is certainly roaring in India’s advertising jungle...

Surbhi Chawla

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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.
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Event at IIPM
IIPM set to beat economic slowdown
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IIPM, GURGAON

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

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

We won’t be surprised if your answer is a big “NO!”, for you only know this company as HTC !

Surbhi Chawla debates on the strategic & branding issues of HTC...

After a long lull of six months, the smartphone category has once again become the talk of town, with a slew of high profile launches. First, it was Samsung Star and Star 3G. They were followed by the Nokia N97, and now, HTC plans to get back at competitors’ heels with its first Android-based handset in India – HTC Magic. So what prompted such enthusiastic acts on the part of the smartphone manufacturers? Well, despite the fact that consumer spending on mobile handsets dried up during the first quarter of 2009 (it fell by 19% as compared to the same period in 2008, according to Gartner), the smartphone category recorded a swashbuckling growth of 25% during the same period, all thanks to the terrific market performance of the Apple iPhone, BlackBerry Pearl, BlackBerry Storm and of course, the HTC’s Android phone – G1. That was global, how about local? The story is no different for the smartphone market in India too, where sales in this category is currently growing between 20-25% (a trend expected to continue till 2010). And of all the ‘smart’ brands, perhaps the least discussed of late has been HTC. But does that mean that all is silent and still behind the HTC wall. 4Ps B&M decided to pay a visit to HTC’s Indian headquarters, to uncover strategies that it has drawn-out, to run through competition in India.

We begin with the HTC Magic. Surely, there are some ripples that this so-considered ‘magic’ device from HTC’s stable is causing, but of course, minus the loud marketing efforts made by Apple during the launch of its iPhone in India, about a year back. Of course, the unavailability of the handset model currently makes it a tad difficult to make predictions about its future, but some issues are as apparent as they can get, and the trouble starts right where its strength lies -the Android mobile OS on which HTC works. The USP of an Android is that it is open-source which enables one to install a host of applications on their handsets as per one’s needs. The problem is that Android’s application store is not functional in India yet, therefore customers who buy the Magic would have to play around with the existing applications that come pre-loaded with this handset or develop something for themselves. Simply stated, a hurdle that stands between HTC and the success of its latest Android-based handset.

So aren’t officials at the company worried over the same? Not really, as Jack Tong, Vice-President, HTC APAC states, “I think the response that Android mobiles have received worldwide was at times even beyond expectations and we expect something similar in the Indian market.” Of course, a spokesperson in the company acknowledged the fact that, “availability of an application store would have sweetened the offering.” However, he goes ahead and optimistically opines that there would be plenty of early adopters willing to get their hands on HTC Magic, despite the roadblock.

Moving on, apart from the HTC Magic, the company is currently offering 11 handset devices (10 GSM and 1 CDMA) that fall in the price range of Rs.10,000 to Rs.42,000 and is now looking to move beyond just touchscreens. “HTC has already become synonymous with touch phones and large screens in the Indian market and from now on our focus would be to go beyond the same,” explains Ajay Sharma, Country Manager, HTC India. As far as the company’s belief runs, it is only through provision of some differentiating and interesting factor (like a feature which enables the user to switch off the phone’s ringer by just turning the phone upside down) that consumers in the country can actually be attracted; ‘differentiation’ is the word here!
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
2300 IIPM students get jobs
Detail of all IIPM branches
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM, GURGAON

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

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

With tough economic times, marketers are turning to planet Venus for help. Why and how are they luring the eve populace? 4Ps B&M explores...

IIPM 4Ps Quiz
To beat the ongoing recession in the US economy, marketers are turning towards planet Venus for help. Uh... it’s not exactly a ride along the Milky Way, instead they are looking toward the Eves on earth to bring them salvation. Women folk are getting more and more attention from marketers as fresh campaigns and new products are being launched almost everyday to entice the fairer sex. What is making marketers woo the power of Venus? More importantly, can the strategy actually work to save brands in these bad times?

Sample this: In US, female consumers make more than 80% of discretionary purchases. They make 92% of all decisions regarding home and family. They buy 90% of food, 55% of consumer electronics and end up doing 85% of all brand purchases (source: Industry reports). Thus a major chunk of overall consumer spending comes from the pink purses of these residents of Venus. This gives the female consumers a natural purchasing clout over their male counterparts. Moreover, the recent wave of lay-offs in US (that has majorly hit the consumer spending) have been mostly in male dominated sectors, so lesser women have been affected by these job cuts. Thus they have more income at their disposal than men, in these gloomy days. So the marketers have a very strong reason to lure the female populace. And if these were not reason enough, the increasing feeling of being neglected (among women consumers )by marketers has rung the alarm bell for them. Gulp this: 91% of women feel advertisers don’t understand them. As per a research by HPI (a UK based research firm) 28% of Women (compared to only 15% of men) accept that they feel squeezed by the economic climate and more than half (51%) of females say they are buying cheaper brands and products than they used to. So, it becomes all the more important for marketers to focus on women because women are the biggest shoppers overall, the end impact on companies is greater.

Apart from being a huge consumer base, there are some other reasons why the marketers need to focus increasingly on the female populace. Firstly, loyalty is more a characteristic of a woman as compared to her male counterpart. Thus, if a brand can please women consumers with its products, communication and after sales service; chances of repeat purchase of the brand increases.

Secondly, women believe a lot in word-of-mouth publicity. So if they like a product they are more likely to spread the word about it to other fellow women. But here is a word of caution for the marketers: these Venus creatures spread any negative thing about a brand with an equal enthusiasm. So make sure that as a marketer you never offend the female folks.

Now comes the question of how to target the women folks? Well, it’s surely not just about pink packaging and being fluffy. A more strategic and thoughtful move in the direction is the demand of the time. Actions that show that marketers are more serious about women are the need of the hour. For instance: Frito Lays has launched a new product range chips with just 100 calories per packet, keeping women consumers in mind. Also dried vegetables and spices are launched as crispy chips to suit the taste buds of women without the guilt of extra calories as these chips are fat free. Frito Lays has also devised a brand new campaign ‘Only in a Woman’s World’ to market this new offering. Becky Frankiewicz, VP- Portfolio Marketing, Frito Lays says “When it comes to snacking, we want women to know that they don’t have to compromise – they can have their snacks and eat them, too.” The ‘Only in a Woman’s World’ campaign features four friends – Nikki, Anna, Cheryl and Maya – who humorously experience the various moments in a women’s life. It’s a 360 degree campaign including comic strips, short webisodes, interactive online games and sharable e-cards, as well as traditional print and television ads. “Our efforts to connect with women are holistic – from the products we develop, to the packaging, to where women find them in-store, and to the way we talk about the products,” explains Gannon Jones, Vice President-Marketing, Frito-Lay North America. The idea behind the campaign is to develop a dialogue with women about relevant issues. Not just on food guilt, but topics like beauty, exercise and self esteem to show women they are not alone in these feelings and we can be okay with them.

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.
2300 IIPM students get jobs
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
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IIPM - Admission Procedure
IIPM, GURGAON

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

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Pallavi Kathuria : Director, Server Business Group, Microsoft Corporation (I) Pvt. Ltd

What is the scope of virtualisation as we are moving towards digital convergence?
Virtualisation is clearly one of the most critical and sea changing IT concepts with wide reaching implications for the global as well as Indian scenario. Analysts too have acknowledged the wide-scale adoption and success that virtualisation technology is experiencing in the market today. In fact, Gartner recently termed virtualisation as a “revolutionary technology” that will have the highest impact on IT infrastructure & operations till 2012. According to IDC, share of virtualised servers is expected to double by 2008 end.

Is India ready for virtualisation yet?
India has grown to realise the potential of virtualisation technology. Businesses across verticals like IT & ITeS are early adopters of consolidation & virtualisation. The success received by this technology has now triggered the momentum of its adoption in industries like BFSI & manufacturing. Enterprises in India are fast picking up on its additional benefits like savings in power consumption and improved investment in physical office space. Server virtualisation apart, storage virtualisation is fast emerging as a key technology trend in India.

How does virtualisation enhance an organisation’s business value?
Based on a single server, virtualisation creates multiple servers allowing several operating system applications to share a single hardware processor – thereby utilising a common processor, memory, network storage & resources for running each of the servers. Some key advantages of virtualisation technology that enterprises benefit from:

• Server consolidation: By consolidating multiple workloads onto a single hardware platform, enterprises can maintain “one application/one server” while reducing physical server sprawl.
• Maximised uptime: By compartmentalising workloads, users prevent one application from impacting the performance of another, or causing a system crash.
• Robust disaster recovery: Virtualisation strategy allows businesses to maintain instant fail-over plan that provides continuity throughout disruptive events.
• Reduced application compatibility testing: By virtualising applications and delivering them on demand to desktops, application-to-application conflicts are nearly eliminated. This significantly reduces the amount of regression testing that is required prior to deployment and prevents most compatibility problems
• Support legacy and LOB applications: Terminal Services and/or desktop virtualisation can enable applications written on older operating platforms to be supported in a current operating system without software code revisions.
• Efficient server maintenance: Flexibility of shifting workloads between physical servers with minimal disturbance to their operation allows planned server maintenance to be performed without service disruption.
• Streamlined provisioning: Adding workload resources can be accelerated and de-coupled from a hardware acquisition process. If a particular business process requires additional capability to meet business needs (say, a web commerce engine), adding this capability is streamlined and immediate.
• Reduced complexity: When managing the virtual infrastructure with the same tools for physical assets, customers can reduce system complexity and streamline changes made to the overall infrastructure

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 Programme :- SUPERIOR COURSE CONTENTS
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...

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

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

BLAUPUNKT HAMBURG MP57

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification
CD/ MP3/ Rewritable compatible; USB (port) compatible; Bluetooth integrated ; Auxiliary input; Power45 X 4W; Flip head/ Slot Loading
PRICE: Rs.13,500;
WARRANTY: 2 Years

The Blaupunkt Hamburg MP57 has become one of the most desired and versatile mobile sound system. The system can be integrated with a mobile phone through Bluetooth. Other devices such as PDAs can also be integrated with it, guaranteeing optimal user-friendliness. The header not only displays numbers and contacts, but also allows selection of music files without disturbing tracks in sequence. To add value, the product offers 180W of pure power matched with a 3 band equaliser.

Marketers’ delight: For the new age ‘symbian’ user.

Tester’s note: Pros– A music cum communication device. Excellent sound. Bluetooth enabled. Integration friendly.

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...

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

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

HCL Ezeebee (Z991 Core 2 Duo)

IIPM Programme :- SUPERIOR COURSE CONTENTS

Technical Specification
Core 2 Duo Processor E4500; RAM: 1 GB;Graphics: Intel GMA 950; HD/ Blue Ray Support: No/ No
PRICE: Rs.23,990 without taxes;
WARRANTY: 1 year

HCL Ezeebee Z991 powered by Core 2 Duo Processor E4500 features advanced 6-channel audio hardware built-in on the Intel 945GM chipset motherboard which enables the system to produce sound on six different channels (2 in front, 2 in rear, one sub woofer and one centre speaker). It features the Intel 945GM Chipset, 1-GB DDR2 Memory (667 MHz), 160-GB Serial-ATA 7200rpm Hard Disk Drive and slide-in 32x DVD Super Multi Dual Layer DVD writer with upto 8.5GB data capacity. With a very low-range price tag, the HCL Ezeebee Z991 can be the best buy from among a number of other branded PCs, especially for first time purchasers.

Marketers’ delight: For a price sensitive market like India, there can be nothing more marketable than the HCL Ezeebee Z991.

Tester’s Note: Pros – A budget conscious configuration, yet not far behind its competitors in performance with a Wi-Fi interface. Con – The 6-way surround sound does not work with the preset configurations.

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...

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

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

After four decades of prosperity, Japan was hit by an economic b0mb in 1991. Worse, no foreigner could be held responsible for it; none except Japan

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

Hitachi, the then largest producer of electrical equipments and computer chips announced a loss of 100 billion yen and job cuts of 4,000 during FY1998, its firsts after World War II! There were many others too joining it over the cliff. Toshiba, the country’s second largest electronics group being one as Yoshihiko Wakumoto, the-then Senior VP, Toshiba Corp. confessed, “In 1991, one market after another turned bad. Our pre-tax profits for FY1991 may be down a whopping 42%...” That year, Toshiba announced its first loss since 1950, blaming plummeting prices of semiconductor chips and computer accessories. The news also caused semiconductor-related stocks to fall further on the Nikkei. Another victim which came crashing was Matsushita Electric which also announced losses for the first time in decades. Not to be forgotten, blue chips like Sony, Fujitsu and NEC also experienced falls of over 40% in operating profits during 1991. The worst hit were Japan’s security houses, which were facing the brunt of a falling stock market. Of the few that survived the crash, one Nomura Securities, which was once the country’s most financial venture announced a 80% fall in annual profits. One of the biggest impacts however was on Toa, Japan’s second-largest electric furnace steelmaker which announced its winding-up post debt accumulation of 250 billion yen!

In short, no sector was left unpunished. The domestic auto average sales fell below 5 million in the years that followed the recession. Nissan on an average lost 4.2% in monthly sales and as a result cut jobs and reduced working hours. Sony too lost a shameful $156 million during 1991, its first ever! This also forced the company to reduce its capital spending by $2.15 billion and R&D spending by $1.8 billion. As Kenichi Ohmae, MD, McKinsey & Co. Japan asserted, “This is the first time we have experienced an asset-based recession. Nobody knows how deep it is,” indeed, Japan was hit by a shock wave that caused years of havoc.

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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JOHN CHAMBERS - Hi-tech vision

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JOHN CHAMBERS
Hi-tech vision

As the global leader in networking for the Internet, Cisco’s meteoric rise can be attributed to a lot of factors. But one, which simply can’t be ignored, is the highly aggressive streak in John Chamber’s (Chairman and CEO, Cisco) personality. These words gain more credence as one looks at Cisco’s growing presence and its huge plans for India (which is part of its APAC Theater, which contributes to 11% of Cisco’s global revenues)in the years to come.

The proactive bent with which he has devised India strategy, is simply astounding. Moving to Bangalore, with a Global Development Center, the largest outside US and housing 20% of Cisco’s top brains is just a part of his big plans which are already taking shape; all to gather a strong foothold in the fastest growing market for technology products across the globe. He aims at two-fold increase in Cisco’s revenues from India, to $2 billion (almost 5% of the total global revenue) by 2010, from an impressive $1 billion figure (2%) clocked in FY 2007. Although, networking solutions still continue to lead the way for Cisco globally, it’s more than just routers and switches in India for John. He plans to enhance Cisco’s focus on voice, mobility, data centers, security and unified communication technologies where the real integration seems to be happening. Not to forget Cisco’s growing strategic investments, in various companies which include potential sectors like gaming and healthcare, through its venture capital arm in India.

John sees India as intrinsic to Cisco’s growth and not merely as a low-cost destination. Of $1.1 billion which Chamber pledged for India just two years back, $750 million alone would be invested in the development center at Bangalore, a place from where he plans to cater to the demands of emerging markets in Asia, Middle-East, Africa and Latin America and developed markets like US and Europe. Moreover, he has restructured his India strategy to cater to regional geographies and business clusters. Clearly, it’s India from where this maverick chief executive of Cisco plans to drive Cisco’s transformation in a globalised world this century.

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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SUPRIYA SALE - The ‘pow(A)er’ girl

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

SUPRIYA SALE
The ‘pow(A)er’ girl

This century may belong to many a stalwart, but surely, this lady too will make an impact in shaping India’s destiny. But how is what you may question. Well, Supriya Sale, daughter of National Congress Party (NCP) chief Sharad Pawar is playing her part in actively shaping India’s political and development story.

Supriya immersed herself into the pool of politics nearly six years back. And it’s different here, as for her, politics is not just a means of earning bread but a platform from where she has improved the lives of millions. She has been active in bringing about social changes (like working for women empowerment, self-help groups, disabled rights & working for tribal rights) and improving infrastructure in the areas of education & health. She is also an active member of a school in Talasari (Thane district) in Maharashtra, which she operates under the aegis of Sarva Shikshan Abhiyan. Dressed in a simple salwar kameez with a traditional mangal sutra, this Rajya Sabha member has always been upbeat about improving the living of the destitutes in her constituency. In just six years of her political career, she has done much more than her counterparts could ever imagine. Worthy of mention is the fact that despite living outside India for several years, she has understood issues facing the Indian underprivileged. Today, she has built her own identity and rarely (rather never) uses her father’s name for strengthening her presence in the political arena. Even if she continues her efforts at same level for the next couple of decades, many underprivileged millions will surely find India a better place to live in. With time, what can be expected from Supriya is that she will do good for the Indian mass, thereby making this century a happy one for all in the sub-continent. She hardly strives for publicity which is another rare characteristic of this lady-commander who is bound to make a mark in India’s political history. ‘Actions speak louder than words’, and she understands that really well!

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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Putin’s protege is Russian Prez

IIPM - Admission Procedure

Medvedev to ensure political continuity in Parliament

The Putin loyalist, Dmitry Medvedev, is all set to be Russia’s next President. The 42-year old former lawyer will be Russia’s youngest ever president. According to Russian election commission announcement Medvedev has won more than 70% votes to be appointed to the Presidential post on March 7. In an election which saw almost 70% voter turnout, Medvedev’s closest rival, the Communist leader Gennady Zyuganov, could secure only 17.8 % votes.

The rivals in their traditional style have called the “election a one-sided farce”. “This is a secret service KGB operation to transfer power from one person to another,” said former Prime Minister Mikhail Kasyanov, who was disqualified from fighting the elections.

This obviously is a natural outburst from a politician who has witnessed Putin exercising a tight grip over the Russian economic and intellectual resources over the past eight years. However, it is also a well known fact that Medvedev is a devoted Putin protégé, who has vowed to follow the policy guidelines enunciated by his mentor. Medvedev has even gone to the extent of promising to appoint Putin as his prime minister. But aren’t such political manoeuvring common in a democratic set-up? Almost all incumbent governments across the globe use state machinery to promote their party candidates. Why should the West cry hoarse and call the recently concluded polls less than democratic?

What the West seems to forget is that a well-managed Russia is a better bet for the growth of democracy and the health of global economy, than a timid & corrupt Kremlin of the Boris Yeltsin era in the 1990s.

B&E edit bureau: Atul Bharadwaj

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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It’s an oily blow once again

IIPM - Admission Procedure

With crude still at a high, what will happen to the burnt-again OMCs?

The start of 2008 saw global crude oil price gushing past the $100-mark for the first time in history. Although it returned to normal levels within a week, it certainly guaranteed a more persistent pain for oil importing nations like India, who find it difficult to cope up even with the $90-mark. So, what do we do now? “Crude prices have crossed the $100-mark and as such we are bound to raise fuel prices,” announced Murli Deora, Minister for Oil & Natural Gas. “But it would be minimal,” he immediately indicated.

It definitely appears to be the right move considering that even a slight rise in retail fuel prices might add on to the inflationary pressures which, at present, is at its highest in last four months (at 3.79% for the week ended January 5, 2008). But then, it boils down to this single question: If not the consumers, then who is going to feel the brunt? Well, the burden of losses once again will fall on the shoulders of the oil marketing companies (OMCs) like HPCL, BPCL and IOC, which are already heading towards combined under-recoveries of Rs.697 billion for FY 2007-08. All this is thanks to government policies and current price scenario that is making them lose Rs.10.60 per litre on petrol, Rs.11.60 per litre on diesel, Rs.331.4 per LPG cylinder and Rs.19.89 a litre on PDS kerosene.

Moreover, with fuel prices not being raised since June 6, 2006 (although the international crude prices have increased sharply in the past six months), these OMCs seem to be the worst hit. According to industry sources, India’s crude basket has risen by about 170% in last three-and-a -half years, with crude prices reaching $88.18 per barrel (on January 22, 2008) from $32.37 in April 2004. However, during the period, retail prices of petrol have gone up by just 29% and those of diesel by 40%. So, what does a company do when its input costs rise manifold but is able to pass on only a small portion of that to its consumers? Nothing but just wait and watch (of course if it happens to be a PSU) till the government intervenes.

However, Rohit Nagraj, oil and gas analyst, Angel Broking prophesies, “The quantum of losses will surely cross Rs.700 billion for FY 2008-09. Of this, the government is likely to bear the burden up to 42%, while 33% of the same should be borne by subsidy prime companies.” No doubt, to partly compensate the losses of state-owned OMCs, the government has already issued bonds worth Rs.112.57 billion to them. But then what about the rest? Thus, to fight escalating global crude prices, the government will also have to juggle with the duty structure of petroleum products. It will have to use the twin weapon of waiving off the majority of price taxes in petroleum products along with reducing the excise duty on these products or else it’s a hard blow for OMCs once again. But then, will it do it and lose revenues?

B&E edit bureau: Ratan Lal Bhagat

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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Who will witness s(elections)?

IIPM : EXECUTIVE EDUCATION

World may not witness a major transformation in 2008

Election has always been crucial for the future of any nation. Though 2008 is a crucial year because there is election in most of world powers or dominating countries but estimations show that there will hardly be any major change in their leadership. Ramifications of elections in major countries may remain skeptic and theatrics.

Inspite of much hue and cry, election in the US will be worth watching closely. The US election seems to be more of a race between many bright leaders than two political parties. And in rest of the countries, it will be selection, rather than election. Russia, Zimbabwe, Cuba are also going to have presidential elections in 2008. Putin might replace himself with a new face but leadership will remain with him. Castro is thinking of retirement but he or his legacy will remain to dictate Cuba’s destiny. President Robert Mugabe remains irreplaceable since 1980s. And election in Pakistan is never 100% election. It always waits for resurrection. Whatever the outcome, Musharraf will remain the strongman backed by influential military. In other countries going to polls, there will be a minor leadership change in Egypt, Syria, North Korea, Turkmenistan, Zimbabwe, Belarus, Venezuela, Kazakhstan, Uzbekistan and Tajikistan.

In the era when democracy proves to be the only major recipe for success over other political ideologies and seems to be the only solution for human rights, equality, corruption, and tool for any other way of socio-economic upliftment, the year might not witness a major transformation from the prevailing status. Future of many countries remains in the hands of few individuals. Where the solution lies then? Perhaps, an alien can answer this than a conscientious person…

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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2007 – Another year of pushing the envelope!

IIPM : EXECUTIVE EDUCATION

For our column that lauded transparency in US business environment, people accused us of everything from ignorance to collusion

About this time last year, we received an e-mail from a reader, who asked if we believed America’s competitive success was linked to its relative lack of corruption.

Having just spent two weeks in Latin America, where we heard countless stories of systemic governmental misbehaviour, we replied that we agreed. Yes, the US has its share of corruption, largely in public works projects, but, we wrote: “Virtually no one starting a company in the US today has to worry about covering the hidden costs of bribes, payoffs and kickbacks.” The notion seemed so self-evident to us that, as we sent the column in to our editors, one of us commented, “This ought to be a quiet week.”

Talk about being blindsided! That column was one of our most controversial of the year, enflaming slews of readers who accused us of everything from ignorance to collusion. “Stop it! It is a known fact that private enterprise owns the government, paid for with bribes in the form of campaign contributions,” one typical letter read. “The whole American system is rigged and you’re either idiotic or blind not to know that,” said another. And that was just in January.

As 2007 unfolded, we were to write four more columns that sparked particular sound and fury. Now, most of our columns receive a hefty response with general commentary on our point of view. That’s not what we’re talking about here. We’re talking about columns that generated an avalanche of mail with... well, let’s call it “heightened emotions.”

Take our March column decrying the Employee Free Choice Act. That bill would have allowed organisers to start unions by getting 50% of employees, plus one person, to sign union cards – instead of the current procedure that involves a federally supervised secret ballot. If our column on corruption set off a firestorm, this one unleashed a conflagration. This time, however, we weren’t surprised.

We knew that organised labour loved the legislation. Why wouldn’t they? By removing the secret ballot, it would make unionisation much easier. We also knew many business people feared it to their bones, feeling, as we did that, if the act was made into law, it would be a real blow to US competitiveness. We considered it the “Unemployment Act.”

Ultimately, the act did pass in the US House of Representatives, but stalled in the US Senate. Regardless, for weeks after our column was published, we received torrents of e-mails. Tallying them up now, it’s amazing to see they actually ran 2 to 1 in favour of our position, perhaps a reflection of our readership more than anything else. But without a doubt, the negative responses were the most colourful of the year, our favourite still being the letter that read, “Jack, we’ve got you scheduled to run sewing machine #13 when you get to hell. By the way, that’s a non-union shop.”

A similar level of passion greeted our column about Joe Torre, the manager of the New York Yankees baseball team, whose contract with the team became a cause célèbre in November. For the record, our purpose with the column was to illustrate the importance of keeping contract talks quick & private. But by a margin of 3 to 1, readers told us that our Torre example was, pardon us, off base.

“If you want to write about how to back a beloved employee into a corner and out the window of a high-rise, so you don’t look like the bad guy, then use Torre,” as one put it. “You missed the point. Joe deserved better.”

By contrast, our most popular column this year was the love letter we wrote to Gen Y. This is a group of young people who – despite their negative press – we have consistently found to be engaged, worldly, entrepreneurial & hungry to win. Apparently, our view struck a chord, that column elicited a rush of letters from grateful 20-somethings, as well as their employers, professors... and even some of their parents. “Thank you!” one mother wrote us, “At last someone has the guts to see these kids as we see our daughter & her friends – the hope of the future.”

Finally, a July column on bosses who get it all wrong, didn’t spark controversy as much as inspire a boatload of advice to us... about what we failed to mention in our list of the top five boss dysfunctions. But we were perhaps the most taken aback by the e-mail we received from a reader who hung the column inher cubicle. A few days later, a manager told her to take it down and stop “pushing the envelope.” We’d say, never stop that! Especially, keep pushing back at us. We look forward to opening a whole new envelope of hot topics in 2008.

Jack Welch & Suzy Welch

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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