“It’s wait & watch for all of us”

IIPM : EXECUTIVE EDUCATION

As gloomy market conditions continue to dampen investors’ appetite

Sanjay Hegde
Executive Director, PricewaterhouseCoopers

Whether the upcoming slew of big issues is able to revive the overall market sentiment or would have no impact at all, is to be seen to be believed. However, recent history has shown that PSU divestments have generally helped in reviving the market sentiment...

The general bearish sentiment in Indian capital markets has meant that the pipeline of IPOs is not robust enough as compared to the last year. The negative trend in the primary market was in tune with the movement in the secondary market. The BSE benchmark index Sensex has lost as much as 31.71% till August 26, from its lifetime high of 21,206.77 points on January 10, 2008.

Dull market conditions since mid-January this year have dampened investors’ appetite so much that more than 70 companies, including Reliance Infratel, MCX, ICICI Securities, GMR Energy, are now either holding back or have withdrawn their IPOs (which together were expected to raise more than Rs.400 billion) till global markets stabilise. In fact few of them have consequently allowed their IPO approvals to lapse and are awaiting better times to enter the primary market. However, that is about to change if the recent filings with SEBI are to be believed at face value. After a rather lack-luster eight months of 2008, the primary capital markets are headed for interesting times ahead.

In fact, Indian companies are lined up to raise an estimated $17 billion from 56 public issues during the last four months of 2008 (Thomson Reuters). This list includes some big names like Adani Power (Rs.56.30 billion), Future Ventures (Rs.26.60 billion), Bharat Oman Refineries (Rs.24 billion), NHPC (Rs.16.70 billion) and Oil India (Rs.14 billion) to name a few. These include companies who had deferred their issues due to valuation concerns. They have been waiting for return of positive sentiment in the markets for some time now. However, due to genuine business needs, it might be difficult to delay their fund raising plans. It will definitely be interesting times for merchant bankers to market these high-profile issues in these ever-so increasing turbulent and uncertain markets.

Whether these slew of big issues (if and as and when they happen), will be able to revive the overall market sentiment or would have no impact at all, is to be seen to be believed. It would be difficult to stick one’s neck out to say either way, since markets have a strange way of countering any one view. However, recent history has shown that PSU divestments have generally helped in reviving the market sentiment provided they have been priced at a reasonable discount for investors to lap up the same. This might hold true for other than PSU issues also. Also, the SEBI has done its bit in helping the revival of gloomy primary market cause by amending the rules on collection of IPO money. As per the new guidelines, retail investors’ money will remain in their bank accounts till allotment. Also, it recently reduced the duration for a rights issue from 109 days to 43 days. However, companies that were planning IPOs just because the market was giving money, can, simply wait for better times. Same holds true for firms where IPO was a disinvestment. With a rising fiscal deficit and an unstable political environment, it might be difficult for the government to justify selling its stake in PSUs at lower valuations.

Hence, the verdict is really hard to predict. History has shown that revival of primary markets lead to better secondary markets and vice-versa. It has happened in the past and may happen now also. But, it’s wait and watch for all of us now.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Anti-fall pills

IIPM, GURGAON

Portfolio plays an important role when you have to negotiate a steep downturn in an industry. In the case of real estate, developing both residential and commercial lands have their respective advantages for a developer. Building residential complexes gives you the liberty to work on negative working capital whereas building commercial complexes results in locked-in cash flows, which provide stability in a volatile pricing environment. If we take up an analytical viewpoint, companies, which do not have a problem of liquidity crunch should go for developing residential land otherwise opting for developing commercial land is a safe choice at present. With rising home loans interest rates, residential complexes may see a fall in demand marginally, but if the experts are to be believed, residential properties will see a benign growth even after the rising interest rates.

If you look at the land banks of players like DLF and Unitech, they are investing mostly in commercial properties as a long term strategy. Sources in Unitech confirm that the focus of the company will be commercial only in the near future and their main drivers would be Tier II and III cities. On the other side, there are players like Parsvnath which have a considerable share of their project portfolio devoted to residential properties and are likely to see a downfall in the near future if this scenario continues.

The situation would be less difficult for players who have had the foresight to explore real estate opportunities overseas. We have already witnessed Omaxe’s announcement of entering Mauritius property market after making a prominent presence in the Dubai real estate market. Unitech and DLF have already announced their plans to get listed on the Singapore stock exchange. DLF is already present in Dubai (a Joint Venture with Dubai-based property developer Nakheel) and is a well-known brand at present. Unitech is also a renowned name in London as they are associated with Unitech Corporate Parks Plc. So, forecasting the cyclical change in the Indian real estate market much before, various players have made a strategic move to get into the global real estate market, which has paid off well too.

In addition, brand building seems to be a perfect antidote. As Pradeep Jain opines, “We are spending about Rs.35-40 crore per annum on advertising and marketing initiatives and we see this budget going up by 20-30% in next 3 years. We believe a strong brand name can be built through satisfying our customer and keeping our vendors comfortable.” And we have already witnessed the focus of various realty majors in the country on advertising and various marketing initiatives to create successful brands. Some of the best companies realise that it is very prudent to make sustained investment in brand building even in a downturn. We can see how the prowess of a brand like DLF has enabled it to defy the overall negative sentiment.

As the cliche goes, this is truly the time to separate the men from the boys. While large companies may be able to weather the impact, the smaller ones may need to cut the flab or sell out altogether. It would be better for such players to see the tide coming and avoid a painful situation like the one faced by one of their peers Down Under.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Canon Pixma MP145

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Technical Specification

7-segment LCD display Photo Lab Quality, High Quality; 2 pl ink droplets and 4800 dpi* (Vibrant Colours, Minimal Grain ); “FINE Cartridge” for superior Image Quality with CHROMALIFE 100 for long lasting prints; DUAL COLOuR GAMUT PROCESSING TECHNOLOGY (For Second Copy to optimise quality ), BORDERLESS Prints Upto A4 Size
PRICE: Rs.5,995
WARRANTY: 1 year (on site)

MP145 has a classy-looking white (titanium white) exterior, which is quite different from its other generation models. “As compared to MP160, it is low-priced and offers low prices cartridges, the PG-830 & CL-831,” asserts a confident Sanjeevan, Assistant Director CSP. It comes with a USB interface cable and has designer software with Photo Editing Easy LayoutPrint for both Windows & Macintosh formats bundled with the needed equipments. Since all the consumers using the product will get lab quality BORDERLESS prints at low price along with option for high capacity cartridges, this is certainly a lucrative offer for them. Its high printing speed of 20/15 cpm (Blk/Col), copy speed of 19/15 cpm (Blk/Col) is an additional feature that enhances the offering as such. The printer is compact and has a Stylish Print Scan & Copier with fully supported 100 Sheets Tray.

Marketers’ delight: It cuts down on complicated key assortments and makes handling easy.

Tester’s note: Pros – Terrific speed of printing, high in quality photo prints, fast and good copying, fast scanning abilities. Con – Has no pictbridge.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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DELL XPS M 1530

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Technical Specification

Operating System: Microsoft Windows Vista Home Premium; Processor Name: Intel Core 2 Duo T7500; RAM: 2 GB; Screen Size: 15.4 inches; Graphics Card: nVidia GeForce 8600M GT; Storage Capacity: 160 GB

PRICE: Rs.49,900;
WARRANTY: 1 year

M1530, being the middle child in the XPS family, fills the gap between M1330 and M1730 quite brilliantly while maintaining the sleek metallic finish and stylish chassis that made M1330 so alluring. It is light enough for short trips at 6.2 pounds – with a nine-cell, 85-Wh battery. The M1530 comes with two battery options: an extended nine-cell battery (85-Wh) and a six-cell battery that offers less-than-spectacular battery life (2.75 hours). The notebook is loaded with premium features like fingerprint reader, and design accents like touch-sensitive multi-media buttons, brushed aluminum accents and comes in a variety of urbane colors. It is also one of the initial laptop to have a slot-loading Blu-ray burner. An upbeat Girish Mehta, Director-Cons. Mktg., Dell India says, “The XPS1530 is targeted at customers who want the latest features and high performance and at the same time appreciate fashion...”

Marketers’ delight: Multi-media enthusiasts will love the optional Blu-ray disc drive and noise cancellation ear buds, and travel remote that stores away in the ExpressCard card slot.

Tester’s Note: Pros – Dell’s MediaDirect and Instant Office technology offers fast one-button access to music, movies, and pictures, as well as calendar items and contacts, without booting the system up.

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.
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Opening up the discount window to investment

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

Opening up the discount window to investment banks, announcement to auction $200 billion of US treasuries for certain mortgage-backed securities, unleashing a fiscal stimulus package, a $150 billion tax rebate package et al apparently imply that US does not enjoy the luxury of waiting for markets to stabilise before thinking about the future. The fact is US is plagued by profound errors in risk management. The IMF has already shaved its forecasts for growth in the global economy; and the downbeat analysis has further created a gloomy backdrop for policymakers across the globe.

The ongoing debate may continue, but in the final analysis, it needs to be figured out how hard the landing will be in the US. When it happens, policy makers will also have to analyse whether it will prove to be a V, U, W or L type of recession, and act accordingly, for the sake of the world at large. After all, how the other economies fare in this period will depend to a significant extent on the US situation. So the Fed has to be ready with all the parachutes it can spare...

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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JAMES MURDOCH - Son of a gun

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

JAMES MURDOCH
Son of a gun

James Murdoch, the son of the world’s biggest media mogul Rupert Murdoch, has all the qualities to be the appropriate heir of News Corporation and take the legacy forward that his father has established. His father has always been appreciated for bold moves and radical thinking, but James is more of a consolidator. Having said that, I don’t mean that with James as its steer, the aggressiveness of News Corp. will slow down. In fact, it will mature with a blend of aggressiveness and out of box thinking.

James has an increasingly growing focus on the Indian market and it’s simply a strategy to grab a pie of the budding market in the country. Some of his early games in India worked out well. But in the 21st century he has not been able to deliver strongly in the Indian market. However, I feel that he has all the capabilities to take the group forward both globally and in India.

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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.
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The next Generation of Terror

IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA

When British police broke down Younis Tsouli’s door in October 2005 in a leafy west London neighborhood, they suspected the 22-year-old college student, the son of a Moroccan diplomat, of little more than having traded e-mails with men planning a bombing in Bosnia. It was only after they began examining his hard drive that they realised they had stumbled upon one of the most infamous – and unlikely – cyberjihadists in the world. Tsouli’s online username, as they discovered, was Irhabi007 (“Terrorist007” in Arabic). It was a moniker well known to international counterterrorism officials. Since 2004, this young man, with no history of radical activity, had become one of the world’s most influential propagandists in jihadi chatrooms. It had been the online images of the war in Iraq that first radicalised him. He began spending his days creating and hacking dozens of Web sites to upload videos of beheadings and suicide bombings in Iraq and post links to the texts of bomb-making manuals. From his bedroom in London, he eventually became a crucial global organiser of online terrorist networks, guiding others to jihadist sites where they could learn their deadly craft. Ultimately, he attracted the attention of the late leader of al Qaeda in Iraq, Abu Musab al-Zarqawi. When British police discovered him in his London flat, he was serving as Zarqawi’s PR mouthpiece on the Web.

Tsouli’s journey is representative of the wider evolution of Islamist terrorist networks today. Since Sept. 11, 2001, the threat confronting the West has changed dramatically. The enemy today is not a product of poverty, ignorance, or religious brainwashing. The individuals we should fear most haven’t been trained in terrorist camps, and don’t answer to Osama bin Laden or Ayman al-Zawahiri. They often do not even adhere to the most austere and dogmatic tenets of radical Islam. Instead, these are homegrown wannabes – self-recruited, without leadership, and globally connected through the Internet. And their lack of structure and organising principles makes them even more terrifying and volatile than their terrorist forebears. the new face of terror

The five years between Osama bin Laden’s 1996 declaration of war against the US from his safe haven in Afghanistan to the attacks of 9/11 were the “golden age” of what could be called al Qaeda Central. Those days are long over, but the social movement they inspired is as strong and dangerous as ever.

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.
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Pakistani nukes

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Therefore, there is a growing feeling that Pakistani nukes (about 40-50) can fall into the wrong hands. But then, there is the other side of the argument. The pro-Pakistan experts think that India is deliberately raising concerns as it wishes to take advantage of the fact that President Musharraf is in trouble today. A.H. Nayyar, Visiting Fellow, SDPI, an Islamabad-based independent think tank, explains “The safety of nuclear weapons is seen in two ways. The first security is ensured by building an elaborate lock and permissive-action system. Pakistan has many such systems and the nuclear weapons are perhaps pretty secure. The second safety is ensured by layers of security and personnel-profile system.”

Seconding such feelings is none other than Pakistan’s close ally, the US. America’s Admiral Mike Mullen recently said that “I am very comfortable that the nuclear weapons are secure, and that proper procedures are in place. I am not concerned that they are going to fall into the hands of any terrorists.” A global journal, Stratfor, went a step further: “Pakistan’s nuclear weapons are already under American control. Musharraf, for credibility reasons, had every reason to cover up and pretend it never happened, and Washington was fully willing to keep things quiet.”

Leonard Spector, Deputy Director, James Martin Center for Non-Proliferation Studies thinks that “the risk of weapons falling into rogue hands is slight. Pakistan’s weapons are under the control of the military and even if the country descended into chaos, the military’s line of authority would remain in place. I think the military for the moment has a lot of coherence and solidarity. I think the cadres that actually protect the weapons and guard the sites are fairly disciplined and, for the last five years or so, I think they’ve been better trained and individuals with Islamist leanings have been called out. I think this is a cause for watchfulness, but I would not say alarm.”

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, GURGAON
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Fashion on the rocks

IIPM : EXECUTIVE EDUCATION

Rocky S reveals his designs...

“Having a fashion week signifies that ‘fashion’ in that particular country is an organised industry, ready to break into international markets and reach out to a much wider market.

Wills Lifestyle India Fashion Week (WLIFW) and Lakme India Fashion Week (LIFW) pretty much work hand in hand where models, branding, participation rates etc. are concerned. They differ in terms of international buyers and overall reach, wherein the WLIFW seems to be a little ahead because of its affiliation with FDCI. However, the LIFW is just as well organised, and shows are held for select designers internationally (Singapore, New York etc) so both have certain aspects in which they’re different.

I have participated in both, and, as said earlier, both work hand in hand. I showcased my Rocky S ‘noir’ line at Delhi and then did a small preview for the launch of my kids wear line in Mumbai. However, where business and exhibition stalls are concerned, I have been leaning towards Wills Fashion Week from the past two seasons as I am also a fellow member of the FDCI.

World hold on!
Both fashion weeks are working towards getting to the international level. Lakme Fashion Week has more shows internationally, whereas Wills Fashion Week has a considerably wider reach where international designers/buyers are concerned...so both should evolve with time as infrastructure and understanding of the fashion industry gets better in India.

Designs beyond borders
Indian fashion is slowly but surely moving towards the international level, which means forecast, trends etc are followed universally. However, where climatic differences are concerned, designing keeping international buyers in mind, is not entirely a very risky process. Designers can always make a separate concise sample line which they feel will suit a particular international market, over and above their signature line. It is certainly worth the investment.

Technical knick-knacks
I think the ‘openness’ & ‘acceptance’ of government policies in India towards the fashion market are admirable. However the application process, infrastructure etc. need to be quick-paced, specialised and organised to facilitate evolution of the fashion industry in India.”

Neha Sarin

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Premium Brand

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AKRAM HOQUE says that Unitech’s Sanjay Chandra was among the first to market complexes as premium & semi-premium products

There is a saying ‘when luck follows you, destiny is at your feet’. Whether it is luck, destiny, or strategic decision-making, real estate giant Unitec’s Chairman Ramesh Chandra has made his debut in the Forbes list of India’s richest self-made billionaires. And one of the three MDs of the company, Sanjay Chandra, the son of chairman Ramesh Chandra, is largely credited with catapulting Unitech group from a family-run business into a professional empire. His entry into the business marked a transformation that made Unitech a national player to reckon with – and at par with the likes of DLF.

“It feels good but there is still so much to learn from the veterans of the trade,” says Sanjay. He adds, “my mantra is to work diligently towards sustaining Unitech as one of the leaders in the sector and to contribute to the real estate business at large. The team at Unitech shares the common vision and has contributed to growth. It is the collective effort of the team.” But modesty apart, he seems to have learnt fast in the recent past, and has ventured quite ahead in achieving his strategic objectives.

For example, when he joined Unitech in 2001, the real estate sector in India was still recovering from 1997-2001 crash, prices in most areas were flat, and the business was unorganised and unexciting. Plots and apartments were still sold as commodities. However, Sanjay was among the first to market complexes as semi-premium or premium products. “I joined as the business development manager and my first project was Unitech World City, which was one of the first branded products. What I concentrated on was to create a unique and distinct image for Unitech’s complexes,” he explains.

Over the next few years, Sanjay focused on issues relating to branding, and finding ways to create a distinct and unique image for Unitech. “I think packaging made a difference to two products – UniWorld City and Nirvana Country. Packaging and positioning became the key differentiators.” In fact, all real estate developers adopted it in the subsequent years. Today, even the smallest of the players use the advertising & marketing tools to establish their constructions as products in buyers’ minds.

Sanjay’s biggest business challenge was the Noida mall project, which is spread over 1 million sq. ft. and has the largest number of retailers compared to any other mall in the area. Initially he thought of a mall of 200,000 sq ft, just like other builders such as DLF and MGF had done before. But then he started thinking a bit bigger. He met small retailers and persuaded them to buy/rent space in the proposed project. Although it was tough to handle both internal and external stakeholders, he succeeded.

For all his achievements, it is quite ironic that Sanjay was not inclined to join the family business. Born and brought up in Delhi, he left the country after his schooling in Modern School, Vasant Vihar, Delhi. He completed his graduation in business and administration from Massachusetts University, and preferred to stay back in the US as he wanted to do something on his own. He started an apparel business, importing clothes from India to supply to large US brands like Macy’s and Gap, and ran it for a few years.

The garment business boomed; in 1990, the turnover was $14-15 million, which was higher than Unitech’s. But he says that his love for the nation and an intention to finally settle down in Delhi forced him to return. In addition, garment exports became tougher due to increasing competition and a fragmented and unorganized supply chain. “We are no longer into exports. After my two kids were born, I shifted to India.” It marked the beginnings of another success story – in organised retail and real estate.

Like many NewGen promoters, Sanjay is busy with work, but still manages to be with his family whenever he gets the time. Ask him about his personal life, and he replies: “I met Preeti, a fashion designer, through friends almost 15 years ago. We have now been married for 11 years and have 2 children, Trisha (aged 9) and Karan (6 years).” He works ten hours a day and loves to visit places like Goa and Phuket for holidays.

Like most NewGen promoters, Sanjay, being young and enthusiastic, is a sort of a risk taker. Fortunately, Unitech has evolved with time and accepted changes as and when they happened. “Risks are involved in everything we do. One has to plan taking all risks into consideration and with contingency plans. Young people do take risks but the risks have to be coupled with prudence,” he cautions. His father, Ramesh, provided the prudence required to save the group from adverse business shocks.

Using foresight and thorough planning, Unitech recently replaced IPCL as a Nifty index stock, and became the first realty firm to be included in the list. It is also the sole representative of the sector to be listed on the National Stock Exchange. With a land bank of over 10,600 acres (as in September 2006), Unitech is now expanding in many of the fastest-growing cities in the country. Also, Unitech’s diversified portfolio is growing, both across products and across geographies. It is slowly acquiring a pan-India presence.

As real estate sees a tectonic transformation from being family-owned to becoming professional, Sanjay seems to be in the right place at the right time. The resident director of CREDAI, G.P. Savlani, agrees, “Recent policy changes have brought in transparency in the business. Family-run businesses are, therefore, corporatising their businesses.”

However, he still needs to tackle new challenges that are looming on the horizon. Urban areas are getting saturated, and Ramesh will have to, with the same prudent aggression, establish in small cities. The fact is that real estate is still highly-unorganised and the lack of regulators makes it difficult to inculcate professionalism. Although there are enormous opportunities, large business houses like Reliance, A. V. Birla and M&M are eyeing both real estate and retail. Their aggressive entry can spell trouble for focused realtors like DLF and Unitech. Policy changes too could derail business plans. Concludes Pavas Bhatia, analyst, KSA Technopak, “In real estate, it takes a long time to reach break even point and in family-run businesses, it becomes crucial that Generation Next is efficient enough to make profits. On this ground, Unitech can rest assured as they have Sanjay Chandra who knows the rules of the game.” In fact, he should also be prepared for new games.

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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Working for a noble cause

IIPM : EXECUTIVE EDUCATION

Pachauri has punctured laziness on climate change

This year, Rajendra K. Pachauri, renowned energy economist and head of the UN, Intergovernmetal Panel on Climate Change did India proud by making the Norwegian Nobel Committee acknowledge his organisation’s yeoman service to mankind & award it the Nobel Prize. Pachauri played a crucial role in getting about 2,500 scientists from across the globe, to bring out four reports on effects of climate change on our planet. Towards end of the year, he was instrumental in making the heads of governments of 188 countries, including the US, think seriously, on saving Earth.

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs

From low birth rate to depression

IIPM’s 36th Glorious Year of Academic Excellence

Albeit the economic one, is waiting for Europe today....

The world population never before had a paradox like this. While the population of the world is increasing a fast pace, Europe is experiencing a major reduction in its population growth rate. Birth control or the lack of offsprings is no more a family issue, as it has emerged as threat to future of European economy.

While greater professional opportunities for women have substituted motherhood, reports state that even young men are reluctant to have their own family. This is not an isolated incident but is a phenomenon which has spread like wildfire in Europe leading to one of the lowest birth rates in the world over decades in history; the birth rate is 1.2 per women in Czech Republic, Slovenia, Latvia and Poland, far below the requisite 2.1, while Greece, Italy and Spain have below 1.3 birth rate for a decade.

For long, it was assumed that population is nothing more than a big burden for any nation. Yet in the recent past, the resurgence of India and China driven by the power of their market economy and prospering population, has vindicated the perception that an economy is nothing, unless there is an ever increasing population of consumers. The decreasing population in Europe might not seem to be a problem for the time being, as in the age of automative production and outsourcing, it hardly would have any impact on production from Europe. But the real problem is the problem that is building up for the future. With a reduced consumer population and shrinking economy, would Europe be able to take the burden of its increasingly greying population in the future?

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs

Rajasthan

IIPM’s 36th Glorious Year of Academic Excellence

From camels & forts to hi-tech industrial setups, ratan lal bhagat explains why this state is truly incredible!

Rugged forts, vibrant colours, exotic food, amicable people, ‘Palace on Wheels’, and not to forget the land of the Indian Premier League Champions – all these aptly describe the land of brave Rajputs and one of the fastest growing states of India, Rajasthan. Being a cynosure with its landscape beauties to the flock of 24.3 million tourists from around the world, it has also turned out to be a basket full of business opportunities.

But Rajasthan is not just about tourism. It’s also about business plans. Road mapped in the conviction that sound infrastructure drives investment has actually worked for this state. The state has a well-developed infrastructure. Agriculture, with 16.3 million tonnes and 3.9 million tonnes of cereal and oilseed production, respectively has major players like ITC, Reliance, Dabur et al investing. The state contributes to 16% of India’s cement production (with investments from players like Birla Cement, ACC cement, Kajaria et al). “We shifted to Rajasthan mainly because the law here was better which is very important for investment. Conducive business environment, positive approach at all levels and fiscal incentive policies available in the state are also helpful,” testifies Ashok Kajaria, CMD, Kajaria Group.

Auto and the auto components industry is also growing as the state enjoys a close proximity to the major auto production hubs in the country. About 70 such units are already operational in the Bhiwadi region in Alwar with an SEZ being developed in the region. “We, as Honda, would like to strongly recommend Rajasthan to all potential investors,” N. K. Goila, VP and Director, Honda Siel Cars India asserts. Then there is the textiles industry which grabs 20% of the investment pie and gems and jewellry industry which constitute 17% of India’s exports. The state also has a huge pool of talent with 20,000 engineers graduating from 64 engineering colleges in the state last year. IT Parks with special infrastructure have been set up at Jaipur, Jodhpur, Kota and Alwar. Add to that the approval of setting up 5 SEZs with an investment of Rs.165.15 billion 2007, and we have a hi-tech state with thriving industries, of which tourism is just one!

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
IIPM ranked No. 1 B-school in India- Zee Business Survey ...
IIPM ranked No1 B-School in India :: Education, Careers ...
The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...
domain-b.com : IIPM ranked ahead of IIMs

R. Balakrishnan, Chairman, Lowe Lintas

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

R. Balakrishnan, Chairman, Lowe Lintas: Nikhil is a truly lateral guy and has surprised everyone by coming up with some totally unexpected creative solutions. He does not have the kind of problem solving ability that Arun Iyer (his peer) possesses. However, his so called disconnected ideas are surprisingly widely successful. He’s a great idea generator. Who can forget his superbly successful ‘Idea’ campaign? It was not your usual run-of-the-mill kind of an ad – totally out-of-the- box. Nikhil comes across as a hugely responsible person, with a careless air of irresponsibility around him.

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

Destination Anywhere

IIPM Ranked No. 1 B-School In Global Exposre - Zee...

How would you react when some ‘recognised’ band of wastrels and compulsive shoppers walked right up to you and asked you for some more, rather much higher sum (to waste? Sic!)? Would some feeling of optimism trickle out of your payback-oriented philosophy? Obviously yes, right? Well, that’s pragmatism. Go by the practical thread of incidences, which have occurred over the past couple of years in the aviation industry and you’d understand why we are having this argument in the first place. After losing a precious $500 million during 2006 and a further $700 million in 2007 (CAPA estimates), and with a further $400 million loss forecasted for 2009 (E&Y estimates), the Indian aviation champs have decided to raise a further whopping $4 billion! Participants in this include the Goyal-led Jet Airways, Mallya-led Kingfisher Airlines (and Air Deccan), V. Thulasidas-run & state-owned NACIL (which operates the Air India and Indian combine) and Thiagarajan-led Paramount Airways (industry experts say that this airline too is trying hard to make hay through the debt route). Would they be able to raise such a hefty sum is a question for another day (not to forget that all the players concerned have an adequate brand equity at least in the domestic market); what is more pertinent here is the ‘reason’ behind this ‘grand collection’ movement.

“What will they do with so much liquidity?” was the billion dollar nut to be cracked. And the hammer from Binit Somaia, Regional Director, Centre for Asia-Pacific Aviation (CAPA) came down as, “The capital raising is being done primarily for acquiring wide-bodied aircrafts, and in the case of Jet Airways and Kingfisher in particular, to set-up new international routes and services.” While the players are looking at Indian equity investors, they are also targeting US & European credit agencies for funds to finance their operations and acquisition plans. Industry sources reveal that they must raise money to acquire ‘widebody’ aircrafts (for going overseas), which can cost up to $150-200 million. Industry leaders like Naresh Goyal and Mallya are even mulling over dilution of their own stake to achieve this end.

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).

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
4Ps Power Brand Awards 2007
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

MCX

When IIPM comes to education, never compromise

Investee: MCX

Investor: Citigroup, Merrill Lynch, et al

Investment Value: $160 mn

Joseph Massey- DMD, MCX told 4Ps B&M, “The investments by global financial services majors like the Citi Group and Merrill Lynch signify the confidence that foreign investors are demonstrating in the ongoing reforms in the country’s economy in general and in the commodity futures markets in particular, as well as in the potential of the Indian commodity market. These investments also demonstrate the global phenomenon of consolidation and collaboration in market place to ensure presence in all important markets and time zones. As India integrates with rest of the world, post convertibility of currency, we feel these collaborations could encourage greater inboard and outbound business to the advantage of both countries and markets. The FTIL Group plans to invest the proceeds from the sale in organic and other growth opportunities including the development of the Exchange infrastructure and greenfield ventures such as National Spot Exchange, an electronic spot trading market, and National Bulk Handling Corporation, which offers warehousing and procurement services, thus strengthening the entire commodity eco-system.”

It was a deal which saw Financial Technologies, the Promoters of Multi Commodity Exchange (MCX), dispose off 15% stake in the exchange. The sale was done by India’s largest commodity bourse to institutions like Citigroup, Merrill Lynch, et al for a sum total of $160 million. Recently, another 9.55% stake in the exchange was sold (for Rs.470 crores) to ICICI Ventures, IL&FS and Kotak, with each getting 3.55%, 5% and 1%, respectively. The company has also sold stake to NYSE EURONEXT lately and is expecting to leverage best exchange practices and global know-how. There are plans like creating and strengthening a ‘pan-India commodity eco system’ too, which needs further development of exchange 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).

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
IIPM, GURGAON
IIPM - Admission Procedure
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!