IIPM Admission 2010

Showing posts with label Professor Arindam Chaudhuri. Show all posts
Showing posts with label Professor Arindam Chaudhuri. Show all posts

Monday, January 18, 2010

Out of the Mandir; Into your Living Rooms

Meet NRI, Dr. Ravi Krishnamurthy, a Program Manager in Nanotechnology Victoria Ltd., of Australia. Dr Ravi recently donated a cottage in memory of his (late) father at Tirupati. But because his hectic schedule really did not allow for a trip to India at the time, he simply used the more convenient e-Donation option on Tirumala Tirupati Devasthanam’s (TTD) website. “The e-Donation option makes the distance from Tirumala for people like us irrelevant,” he told 4Ps B&M.

Varaprasad Pakanati, Associate Manager, GMR group, Bangalore is another happy customer… oops devotee of the e-Seva facility provided by TTD! While his family pays regular visit to Tirumala, Pakanati himself could not take out time for the pilgrimage. “Being in the team of higher echelons at office, my schedules are hectic and time-management during the visits to Tirumala used to become difficult,” he told 4Ps B&M. But that was before e-Sewa came to his rescue. The web based interface allows pilgrims (like Pakanati) to book for various services, minimum three days and maximum 90 days in advance. “That has greatly reduced my toil,” says a visibly happier Pakanati.

In as much, the digital age seems to have given a new lease of life to these iconic temples of religion. D. K. Adikesavulu Naidu, Chairman, TTD told 4Ps B&M, “Devotees can even book the e-Seva and e-Accommodation at Tirumala through the Internet.” To ensure security, the veracity of the identity cards, scanned and submitted via the Internet, are physically verified at the security office at the time of the personal visit.

Seeing the potential and growing number of NRIs and RIs eager to make digital connect with their gods, a rash of fly-by-night operators have rushed in to gate-crash this ‘divine’ party. Talking about online pujas offered by private sites, TTD’s new Executive Officer, I. Y. R. Krishna Rao laments, “Yes! Some private organisations are collecting fees for the on-line puja at Tirupati. It is ridiculous as there’s no way that they are eligible to do so.”

Not that Lord Vekateshwara of Tirupati needed the support of his virtual devotees to retain the honour of the world’s richest god. The lion’s share of the income of the TTD is derived from the sacred ‘Hundi’ – the place where the visiting devotees deposit their offerings in fulfilment of their vows. The bulk of the TTD’s income, Rs.3.43 billion in 2003-04, Rs.3.49 billion in 2004-05, Rs.3.82 billion in 2005-06, Rs.4.81 billion in 2006-07, Rs.6.08 billion in 2007- 08 has now soared to a whopping Rs.8 billion per annum and is derived from these offerings. The collection from the temple hundi at present is not less than Rs.1 crore a day. In fact, it is not uncommon to find huge individual offerings ranging from Rs.50 lakh to Rs.1 crore dropped into the hundi, with rich devotees making spectacular offerings to the Lord. On a single day (May 30, 2009) for instance, the temple’s ‘hundi’ received a record Rs.2 crore worth of donations in cash and jewellery!

And while TTD’s financials are not public and there’s hardly any information about how these funds are used, with that much quick money in their coffers, small surprise that there is a visible enhancement, both in terms of facilities for the devotees as well as TTD’s marketing budgets. There’s in fact even a flourishing audio and video cassettes, compact discs and publications business that is booming alongside, including a religious monthly magazine, Sapthagiri, which is being sold across the country in five languages viz. Telugu, Tamil, Kannada, Hindi and English.

The Siddhivinayak temple in Mumbai – that receives around Rs.45 crore as donation annually – is another big revenue earner. Talking to 4Ps B&M, Subhash Mayekar, President of the Sree Siddhivinayak Trust says, “About 40% of our total donation is used for poor people and development.” The temple premises, set in the heart of India’s financial capital, plays host to around 25,000 visitors everyday, while thousands visit the temple via virtual channel. Marketing is now acquiring bigger proportions in the temples annual budget. “We are building waiting halls – five storey buildings equipped with a library – which can accommodate 5,000 devotees,” adds Mayekar. Having roped in TATA SKY as their marketing partner, the temple has recently also ventured into mobile marketing as another way to attract customers (read: devotees) into its arms. The temple has even gone ahead to release a movie based on the deity titled Vighnaharta Shree Siddhivinayak. Marketed by Vistaas Media and Eros International, the producers have been able to rope in Master Blaster Sachin Tendulkar, Divya Dutta and Parmeet Sethi for the movie.

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).

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Tuesday, September 01, 2009

AGRARIAN DREAMS


IIPM - Admission Procedure

Another area where the Mittal brothers are hunting for jewels is agri-business. Under full charge of the eldest in the trio, Rakesh Mittal, Bharti Del Monte is engaged in exporting fresh fruits and vegetables via the FieldFresh brand. Besides being the largest exporter of fresh baby corn in India, FieldFresh supplies fresh fruits and vegetables to modern retailers like Big Apple and its own retail venture, Easyday. The JV is now also flexing its muscles in the domestic market, with the recently launched Del Monte range of processed foods and beverages - including packaged fruits, ketchups, fruit drinks and range of Italian products. The Indian processed food market stands at a whopping $65 billion and is poised to grow at an annual rate of 12-15%. Translated for the Bharti Del Monte JV this promises a huge growth potential. So could the agri-business be Bharti’s next big leap?

“I don’t think so,” says Shushmul Maheshwari, CEO, RNCOS. His reasoning is based on the lack of a masses strategy so far in the business. Airtel has largely succeeded on the back of strong reach, accessibility and affordability. It reaches high end to low class consumer segments. Del Monte’s range of products, on the other hand, have a premium pricing as they are importing their entire range. He believes that Bharti’s premium pricing is to avoid the present cost pressures.

Perhaps Rakesh Mittal has a similar inkling. He plans to invest Rs.100 crore over the next year to set up a food processing facility at Hosur in Tamil Nadu. Bharti Del Monte would be able to churn out processed foods and beverages from here by 2010. That perhaps could be the Mittal ticket for a masses-led strategy and eventually market dominance. But even then, the road does not promise to be smooth. Bharti does need to deal with the intrinsic challenges of agri-business beyond its control like variations in quality of produce, APMC regulations, lack of standardisation, small land holdings, poor storage and transport infrastructure, et al. So that’s perhaps another cross!

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.
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IIPM Admission Detail

Wednesday, August 19, 2009

No snoring please...


IIPM Best B-school

Brand: Tata Tea
Agency: Lowe

Tata Tea’s Jaago Re! campaign was launched in association with Janaagraha (an NGO) to encourage Indians, especially the youth, to exercise their voting right. The effort has paid off as Tata’s have gathered a billion registrations on their website – www.jaagore.com. And registrations mean valued consumer data :-)

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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Tuesday, July 28, 2009

Akai (flat-screen)


Shahrukh khan is coming to IIPM - IIPM 4Ps Quiz

Brand: Akai (flat-screen)
Agency: McCann
What Nano is to the auto market today; Akai was to the CTV market in late 90s. It changed the landscape with its low-price CTVs. Akai’s Deserves to be seen campaign hit bull’s eye...

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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Wednesday, July 15, 2009

Neha Saraiya analyses in this delightful report on how Sony India reached a fantastical 25% growth... and on what ‘Sonus’ means!


IIPM Respected Business School

The acronym Sony has been derived from Sonus, the Greek goddess of sound. It just seems that this Fortune 500 company might just require all the godly help in the coming quarters given the latest financial projections that Sony has churned up! The company is all set to post an operating loss of $2.9 billion. In the current era where there’re innumerable companies posting losses year after year, does this come as a surprise? Umm, yes, if you look at this from the perspective that this is Sony’s first reported yearly operating loss in a huge 14 years. Add to that the gift of a lack lustre business environment and various other factors like intensification of price competition, restructuring charges and deterioration in equity in net income of affiliated companies, and you have the acerbic daughter of miseries ready to take you out on a date. But really, this story is not about Sony globally, but about Sony India, and how their date is lined up with the miseries of economies.

The scenario for Sony in India, one has to accept, is quite contrary to global conditions. Firstly, because the slowdown in India – though seemingly persistent – is finally simply a slowdown and not a recession. And secondly, if you thought that summer is the time for only cola majors to introduce cheeky, new ‘models’ and drinks, then you have no idea what Sony India is up to. Sample this and pop your eyes out. While Sony India saw a thundering growth rate between 20-25% (averaged across various product segments) in the year 2008-09, despite the slowdown their forecasts predict that growth rate will more or less continue to range between the super levels of 15-20% for this coming season. But Masaru Tamagawa, Managing Director of Sony India, is devastatingly honest, “Sony is analysing trends category-wise rather than simply looking at the overall growth. Thus, in FY09, the categories that will continue to grow or shrink will become more obvious.”

But isn’t this akin to painting a glorious Neroistic picture when Rome all around seems to be burning? For starters, what about segments like the consumer audio visual segment, which overall seems to have taken the biggest hit across the industry? Tamagawa reticently accepts and shares detail with us, “Yes, market growth in the segment, which had been approximately 10% in the past few years, might slowdown further.”

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.
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Monday, November 10, 2008

Canon Pixma MP145


IIPM Programme :- SUPERIOR COURSE CONTENTS

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.

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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Tuesday, November 04, 2008

DELL XPS M 1530


Now IIPM's World-Class Education... for everybody!!

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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Wednesday, October 22, 2008

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...

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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Friday, October 17, 2008

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.

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 - Admission Procedure
IIPM, GURGAON
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Monday, October 06, 2008

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.
IIPM - Admission Procedure
IIPM, GURGAON
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IIPM’s 36th Glorious Year of Academic Excellence
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Saturday, September 27, 2008

Pakistani nukes


IIPM - Admission Procedure

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
IIPM : EXECUTIVE EDUCATION
IIPM’s 36th Glorious Year of Academic Excellence
IIPM Ranked No. 1 B-School In Global Exposre - Zee...
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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...

Monday, September 22, 2008

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


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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Wednesday, September 10, 2008

Premium Brand


IIPM : EXECUTIVE EDUCATION

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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Monday, August 25, 2008

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).

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ZEE BUSINESS BEST B SCHOOL SURVEY
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The Hindu : Education Plus : Honour for IIPM
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Tuesday, August 19, 2008

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).

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Tuesday, August 12, 2008

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
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The Indian Institute of Planning and Management (IIPM)
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The Hindu : Education Plus : Honour for IIPM
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Wednesday, August 06, 2008

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
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Monday, August 04, 2008

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.
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When IIPM comes to education, never compromise
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Why Study Abroad When IIPM Gives You 3 global Advantages!