IIPM-INDIA: ARINDAM CHAUDHURI

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Monday, October 15, 2012

Moulding Young Minds for a Better Tomorrow

Updating curricula to match the ever-changing industry demands is key to preparing students for future, shares Mr. Ashok Mittal,

Chancellor Lovely Professional University, in his over 600-acre sprawling campus. “We are the people producing products for India Inc. We need to change the curricula and make it fit its requirements. So, a university should go to industries, get their requirement and then change the curricula accordingly.” At LPU, he says, the syllabi is updated every six month. The board reviews it on the basis of feedback from students and faculty members. The queries basically revolve around the syllabi and how effective it is. “To top it all, we send our curricula to the industry for feedback. This is why I say industry interface is very important in getting the curricula designed,” says Mr. Mittal. One needs to understand that students have friends studying in various institutions and they have this tendency of comparing the best and the worst things. So, LPU ensures high quality educational system. As majority of the LPU processes are online, identifying students’ needs is no problem, he points out.

LPU recommends and has an instruction plan which ensures that same curriculum, schedules and evaluation processes are being followed in all sections and classes. It has a class strength of 60 and every student has a user name and password. Click here to continue reading....

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Tuesday, October 09, 2012

Beyond Boundaries

Many people think that the role of HR is limited to the Human Resources Manager and the team in that office. In my opinion, nothing is further from the truth. The engagement of associates is the top priority of all leaders in a hotel. This philosophy has inspired a strategy that has been a turning point in the engagement of the team at the Courtyard by Marriott Gurgaon.

It occurred to me that the middle management and supervisors, while being consulted, were in fact not critically involved in the decision-making process. However, these same people were charged with the execution of strategies, whether they believed in them or not. I could not think that if you had no ownership in a programme, you were in a position to sell that to the team at the coalface. I sensed there was disconnect in associate engagement on this Supervisory level. I felt I was missing the part of the team who were accountable for everything but responsible for nothing.

I decided to roll out a programme wherein every Supervisor in the hotel meets with me in a committee environment three times a week for 30 minutes.

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
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IIPM: Indian Institute of Planning and Management
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Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
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IIPM : The B-School with a Human Face

Tuesday, May 05, 2009

Morality, where art thou?

IIPM - Admission Procedure

Most large Indian corporate houses are family run businesses. Be it the Tatas, Birlas or Ambanis; one after the other, the mantle of the company is held by an insider. While Lord Meghnad opines that “regardless of whether there are family run businesses or not, good corporate regulation rules are needed;” Jackson asserts, “India needs strong corporate governance laws to counteract both the nepotism intrinsic to large family run businesses and the fall-out from Satyam’s fraud.” And this is precisely why India needs good corporate governance laws to be enforced. Explains Moriarty, “Uncertainty is one of the biggest threats to public trust & investor confidence.” Stakeholders trust the Directors to create leadership that is competent & ethical in its approach. “While getting regulations right is necessary, it is not sufficient for ensuring ethical practice in the day-to-day operations of firms,” adds Moriarty. There is a dire need for India Inc. to differentiate itself from other emerging markets of the world and therefore restoring investor confidence is of utmost importance, at least for the time being.

The corporate scandal at Satyam has put a blot on the equity of brand India Inc. and has reinforced the need for strong corporate governance laws. For India to regain confidence of its global allies, it will have to resort to certain measures. Asserts Jackson, “Indian companies should take steps to improve internal management controls…” Companies should also focus on enhancing communication with their business allies, partners & stakeholders and practice transparency in their business actions. “Greater transparency will not only show which firms may be at risk, but also, more positively, which firms are strong,” explains Moriarty.

There is also a need for financial watchdogs like SEBI to pull up their socks and enforce laws, which makes it mandatory for companies to allow transparency in the company books. Jackson adds, “India’s Parliament must weigh in judiciously by strengthening corporate governance laws. The government must provide a fair playing field that attracts capital and this cannot happen without corporate governance standards at par with OECD countries.” Asserts Lord Meghnad, “Companies should demand that regulators are independent of all political influences.” Moriarty also recommends that “audit committees, corporate governance committees and compensation committees of the board be comprised of independent directors.”

The damage has already been done and image of Brand India Inc. has been tainted on the world map. And here, there is a lot that India can learn from Korea, which also has innumerable records of corporate scandals (Samsung, Hyundai, Daewoo, et al). Says Jackson, “Like India, Korea is highly reliant on the global economy and has a reputation for nepotism… Korea is no stranger to corporate fraud tarnishing its reputation.” As long as the Satyam case is taken as a one off case, the impact on India Inc.’s global image may not be too substantial or long-lasting. But for other Indian companies, this is a lesson well-learnt. Often, the public is too irrational in its thinking. There may be no connection between two companies, but the public may view one through the lens of another. Besides regulations, instilling corporate ethics is also important, which can be aptly instilled by the Directors of the firm. “Unless India Inc. appears collectively responsive to the outrage over Satyam by improving transparency and corporate governance measures, India Inc.’s reputation as a Mecca for service-based outsourcing may be permanently damaged,” concludes Jackson. Lesson learnt: Never ride a tiger if you know for sure that you can’t get off without being eaten!

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).

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Saturday, October 25, 2008

Further support of women’s rights is a must to ensure better stability of family life

As women gain collective rights, and especially as men accept their changed roles, many disruptive effects of family

change are ameliorated. In US, divorce rates for well-educated women are now much lower than for less-educated women, and women with good jobs or who have completed college are more likely than more traditional women to be married at age 35. Today, going to work decreases the chance of divorce. In families where the wife is employed longer, men tend to do more and better child-care, with measurable payoffs in child outcomes.

Of course, marriage will never again be as stable or predictable as when women lacked alternatives. But change has far less negative consequences when women have access to economic rights than when they don’t. In the Nordic countries, out-of-wedlock births are much higher than in US, but children of single mothers are much less likely to experience poverty, and spend more time on average with both biological parents, because cohabitation there is more stable than in many American marriages....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Saturday, October 11, 2008

Green to the gills?

Here’s B&E’s lowdown on how to walk the ‘green mile’ without losing your way!

Nothing in the last few years has gained so much prominence the world over as much as global warming and climate change have, so much so, that from the food we eat to the clothes we wear, and from the

cars we drive to the houses we live in, everything has been re-engineered and redesigned to make it more environment friendly.

But all this noise has also led to confusion in the minds of many. Just the other day I caught up with a friend who is ever so determined to reduce her carbon footprint. She drives 20 kms to this shop that sells organic food when she could easily buy inorganic food from the neighbourhood store, or better still, order it over the telephone just so she could do her bit for the environment. Usually the one to have all the answers, she asked, “Should one buy organic vegetables produced in far away places or inorganic stuff grown nearby?” Now that’s probably getting too deep into the matter, I thought. But if you belong to the school of thought that thinks that the whole deal gets a little confusing at times, there are simple things that could make a difference. Information overdose has had the most conscious of people confused. That said, we do have a problem at hand and a little thought is all it’ll take for us to make a difference......Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Tuesday, October 07, 2008

Crisis in Bihar BJP blows over

Coordination body to calm down rebels seeking Modi's head

The looming crisis in the Bihar BJP unit has abated somewhat.

The rebel MLAs who had been demanding the head of deputy CM Sushil K Modi for failing to protect their interests in the Nitish-run government, have been told by the party that there can be no leadership change. All it would promise was a coordination body with rebel leaders on the board. “The rebels can rebel as much as they like, both Modi or and state BJP president Radha Mohan Singh will stay put for the moment. A reshuffle is out of the question,” said a senior BJP leader in Delhi. A section of the party had been targeting Modi after two senior ministers from the BJP were dropped from the Nitish Kumar Cabinet and the portfolios of two more were changed.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Friday, October 03, 2008

Patented out, legally redeemed

As lawyer Kindler loses court battles, army man Clark strengthens his defences with a flanking strategy

Every time a new face takes on the mantle of a CEO in a pharma company, bold promises and impressive statements are the order of

the day, giving aggrieved shareholders assurance of better times ahead. But perhaps, deep inside, every incoming CEO of a pharma company is well aware that he could be in for several sleepless nights ahead, as he simultaneously keeps track of expiring patents, lawsuits, litigations, et al, not to mention sluggish sales volumes and increasing generic competition. Some make the cut and some don’t and the story of the head honchos of Pfizer & Merck illustrates this perfectly.

When Jeffrey Kindler took the helm of the $139.5 billion Pfizer Inc. in 2006, he dauntlessly proclaimed to completely transform virtually every aspect of doing business with concrete, hard-hitting action plans. ...Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Monday, September 22, 2008

Time to (re)reorganise

Unilever continues to restructure its operations, but to truly revive, it must focus on market shares

It has some of the world’s best managers and some of the most prolific brand portfolios. Yet, Unilever seems to be way past its prime, the days when the mere mention of its name commanded tremendous respect and admiration. Thanks to inability to cope with market trends, the company is desperately seeking a route back to good ol’ days.

Although 2007 has been a better year, there still remains a lot to achieve. While announcing results for the nine months ending September (turnover increased by 4% to €30.3 billion & net profit by 20% to €3.3 billion), CEO Patrick Cescau had enthusiastically commented, “Focus on our growth priorities, together with stronger innovation, improved speed to market & better in-market execution, is delivering consistent & sustainable organic growth.” 2007 results, to be announced as this magazine goes to print, are expected to be in line with company expectations of 3-5% organic growth.

Yet, as always, there are some devils in the details. As per Credit Suisse analyst Charlie Mills, a large part of the increase is due to rise in prices, i.e. value growth (around 2.5% in price growth estimated in Q4, 2007). The company underperforms peers like Reckitt Benckiser, Nestle & Cadbury in organic growth for 2007. Market shares are lower in 2007 compared to 2006 in most categories across Europe & US; deodorants being the only clear saving grace. Morgan Stanley analyst Michel Steib also maintains an underweight rating. He adds, “Unilever’s headwind from commodity costs will double from around 200 bps in 2007 to over 400 bps in 2008 estimate for the full year.”

The company had announced plans to do away with a whopping 20,000 jobs in August last year. Even emerging markets, long touted as a saving grace are facing the flak, evident from recent news of Hindustan Unilever Ltd. (HUL) doing away with 50 managerial positions. Comments K. Sudarshan, Managing Partner, EMA Partners India, “Earlier, HUL was insulated from the global parent and the company was designed for the high growth era.” He adds at the rates of growth prevalent at that time, they could carry non-performers.

Now the parent company is taking up more control, and redundancies are being created for jobs particularly in category innovation, manufacturing and even HR functions in India. The power brand strategy created further pressure. The bulge is mainly in the upper middle management, or 3A & 3B category. Also, it is no longer the top employer of choice in India’s key business schools.

With such tidings in one of Unilever’s key markets, it’s quite apparent that these are trying times for the company. More than restructuring and cost cutting, it’s important to get its brands back in the reckoning as far as market shares go. Perhaps that should be the most credible starting point to bring some vitality to this Anglo-Dutch behemoth.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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Saturday, September 20, 2008

The VAS space, currently dominated by text and picture messages, along with ringtones and data downloads, has in itself driven the user to maximising these services. The reason, according to Durbha, has a lot to do with impulse usage. Instantly he takes out a handset, clicks a picture and sends it across to this reporter’s e-mail address. The process, as simple as counting 1 to 5, but what held attention was that the entire operation was done through a phone costing just Rs.4000.

“We’ve got 10.2 million ‘unique’ users, who only sample our VAS, less than 5 times a month. Probably this number exceeds the total number of subscribers of many service providers across the world,” says Durbha. For now, the future seems brighter than ever before. With Reliance now foraying into the GSM bracket, it seems all set to duplicate its tactics and win itself another enthusiastic horde!

In India, the mobile VAS industry, according to IAMAI, expectedly hit the billion dollar mark by December 2007 and in that figure, we see a jump of nearly 60% over December 2006. Currently the most optimistic figures put VAS at 12-15% of revenues of a mobile service provider. As Mahesh Prasad, President, Applications & Solutions Group, RCOM, puts it, “If Japanese and Koreans can derive 25-30% of revenues from VAS, there is no reason we cannot.” Concludes Durbha, “There are a lot of clichés involved when we talk about the future of mobile phone services and in particular about VAS... Unfortunately, they’ve all become much over-hyped. But, eventually, under all that hype is a reality.” And surely there is little doubt now that RCOM has moved far beyond the company that broke the lower end of the price barrier to provide mobile services that were ‘cheaper than a post card.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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

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'This is one of Big B's best performances'
IIPM to come up at Rajarhat
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Monday, August 25, 2008

Malaysia must begin to mull...

...ways and means to make sure that the minority communities are not discriminated against
The subtle equilibrium of the inter-racial politics of

Malaysia has come under serious peril from an unanticipated front & the response from the Malaysian Government poses critical questions about freedom of expression. A relatively unknown conglomerate of Hindu NGOs named Hindu Rights Action Force (HINDRAF) called a mammoth rally in Kuala Lumpur, to air its objections about the so called marginalisation of the Indian ethnic minority community (read Tamil Hindus). Apart from that, in a somewhat comical demand, the organisation also demanded compensation from Great Britain for the community’s exploitation during the colonial era. An off the guard government came quickly to action & arrested the top HINDRAF leaders.

Surprisingly, HINDRAF’s mass mobilisation has made very little or no appeal to non-Hindus, many of them Indians. The situation was somewhat worsened by the un-diplomatic participation of Indian politicians in a war of words with their Malaysian counterparts. M. Karunanidhi, Chief Minister of Tamil Nadu reacted angrily to the events. The RSS grabbed the chance to show itself as the sole propagator of Hindu cause & talked about “global unity of Hindus”. As always, authorities too, jumped the gun.

Many ethnic Chinese & Indians, who form the two main minority communities, are uncared for, particularly concerning an affirmative action programme named ‘Bhoomiputra Programme’ that gives privileges to Malays in business, jobs & education. What made the issue complex was the fact that any attempt to air ethnic minority grumbles in Malaysia is always projected by the Malay dominated government & administration as a threat to national security & cannot be allowed to be glossed over, without mentioning the 1969 race riots, which had Malays & Chinese against each other, that claimed several lives. The same happened this time as Sami Velu, the Minister for ethnic minority Indians & himself a Hindu, termed the protest irrational & accused RSS and other NRI Hindus of trying to destabilise the country.

Nevertheless, HINDRAF thinks otherwise. P. Uthyakumar, the legal advisor of HINDRAF told B&E, “Sami Velu is a proxy of the UMNO led government. In exchange for the salary, the royal awards and also some government contracts, his job is to cheat the Indian community.” Meanwhile, Malaysia has said that it is willing to sacrifice public freedoms for the sake of national stability. It can be concluded that recent events have deeply affected the social fabric of Malaysia. For a novice, Lord Rama is the most favoured hero of Malaysians & stage performance on Ramayana, the most watched event. There is a lesson to be learnt there.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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

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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
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Wednesday, August 20, 2008

The Palestinians

The Palestinians are the cause of exiting and ex-presidents. There’s no real electoral payback anticipated in supporting them. Jews and Israel-loving evangelicals dwarf any Arab lobby to the extent that it’s not even funny. President Bush is now on the exit track. And it’s time to rectify the fundamental error he had made in allowing the war-on-terror rhetoric to wrongly discredit the Palestinian national movement.

His best hope in Annapolis may be the Texas connection. If Bush gets behind Salam Fayyad, the Palestinian prime minister who attended the University of Texas, things may finally move on this front. But for that to happen, he has to stick with him. Fayyad, 55, is the can-do face of the Palestinian movement. Just like his people, he’s long been in the wilderness. Unlike many of them, he hasn’t succumbed to the culture of the victim. “One year,” he said in an hour-long conversation, “is more than adequate to come to a peace treaty and end this conflict.”

In seven years in office, Bush has been, in fact, quite uninterested in such an ending. He has hallucinated about roads from Baghdad to Jerusalem. He also talked about two states and later lost interest in the initiative. The American Middle East policy has, in fact, been quite distracted and unbalanced on the whole. Now, overcoming his Clinton angst, Bush has summoned the parties to Annapolis, Md. But clearly, it’s happening too late in the day. The rising Middle Eastern power, Iran, has not been invited to the conference. Nor has the Hamas. What’s instead present, and that too in abundance, is desperation. Bush must use it.

The Palestinians, on one hand, are desperate because they are now looking at a dead end. They’ve been the losers over six decades of strife, through ineptitude, corruption & Arab hypocrisy, apart from their susceptibility to victims’ hollow consolations. As Fayyad had earlier noted, “Last year more than 50,000 Palestinians emigrated. How is that consistent with ending the occupation?”

The Israeli desperation, on the other hand, is relatively quieter. The economy has indeed blossomed, but not the Israeli soul. Four decades of occupation since the 1967 war have been a scourge for the country. Jewish precariousness still persists. The diaspora Jew did not go to Zion to build the Jew among nations.

Bush faces Palestinian weakness and compromised Israeli strength. He must offset the weakness by standing with the Palestinians on core demands. He must insist on Israeli sacrifice – territorial and ideological – in the name of US-guaranteed security. “Without peace,” Bush should tell the Israelis, “the Arab birth rate and the jihadist tide will eventually wash over you.”

Fayyad told me he’s coming into the conference Tuesday “disappointed that more progress has not been made.” On core issues – Jerusalem, borders, settlements – the impasse has prevailed. Annapolis can solve nothing actually; all it can do, realistically speaking, is to jump-start an intense process.

That process then needs essentially three elements, Fayyad told me. First, there should be an explicit framing within the context of UN Security Council resolutions, including 242, that makes clear Israel’s obligation to, in Fayyad’s words, “end the occupation that began in 1967.” Second, the Annapolis conference must result in an Israeli commitment to freeze the West Bank settlements and to remove illegal settler outposts, which will be paralleled by Palestinian commitments to “institution building and fighting terrorism.” Third, “we must get a reference to a timeline, a conclusion of final status peace within the Bush presidency.” Fayyad is right. A return to the 1967 lines, plus or minus agreed swaps, is the only plausible basis for a two-state accord. An Israeli settlement freeze is the first step to a Palestinian buy-in. A time table is the anchor all the talking needs. I asked Fayyad how he’d reassure Israel about security. He became animated. “Political pluralism is fine, but I can’t tolerate security pluralism. There’s no such thing as militias running around taking decisions! That has led to catastrophe. Law and order is basic. I said in a speech the other day that Nablus is more important than Annapolis! It is. The people of Nablus need security, just like Israelis.”

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial,

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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

Top Articles on IIPM:-
IIPM makes business education truly global-Education-The Times of ...
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

Wednesday, August 13, 2008

MOTHER OF ALL MATRICES...

It’s not the experience of a lifetime; it’s the lifetime of an experience, says Raunak Roy
I used to have a t-shirt that said “100% virtual,

the real me is at home!” I must have lost it, as I don’t see it in my cupboard any more. But sometimes, I wonder how easy it would have been to send another me to work on an especially cold December morning. I could just sleep at home. Well, apparently the day is not far away, as this story will tell you. Allow me to introduce you to a shocking future involving virtual reality and MMORPGs. If you have never heard of an MMORPG and you think it is some esoteric piece of software, you are surprisingly close to the truth. MMORPG stands for Massively Multiplayer Online Role Playing Game.

It connects millions of people across the world on a single online platform in the form of a 3D virtual world, which is also a game. Most people consider Second Life to be just another MMORPG. But they are confusing between a MMORPG like “Ragnarok” and a 3D virtual world like Second Life. The difference is elementary. The former is – as the name suggests – a game, and thus, has a victory or a defeat. You can play different scenarios, but the game will end with someone winning and someone else losing. 3D virtual worlds are not games but complete environments that you just virtually inhabit. Based on the features of the world, you could have specific objectives but there is no winning or losing involved. If this basic difference is clear, think about this: you could have an MMORPG inside a 3D virtual world, which could have a win-loss scenario. So you are in a virtual world playing a virtually virtual game with some resident of the virtual world.

So what does the future have in store? Now, that’s the million dollar question. And we cannot see the future. So we do the next best thing: predict it. We base our prediction on some of the things happening right now that look too futuristic to be true. And along with this disclaimer, I must warn you that most things in this feature will sound like science fiction if you are not plugged into the concept. But today’s science fiction is always tomorrow’s reality. And we can all agree to that. If any of you watched Star Trek in your childhood, I am sure you remember the small communication device Captain Kirk used to whip out of his pocket. We all have one of those in our pockets today.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Tuesday, August 12, 2008

Straight from the horse’s mouth

Sudip Bandopadhyay
CEO, Reliance Money

Instead of naming top five schemes per say… during

the last three years generally infrastructure schemes have given good returns… this means that the funds which had focus or were more overweight on infrastructure have given better returns during the last three years as compared to say a diversified equity fund or a sector fund like Pharma or IT. For instance, DSP Tiger and Tata Infra have given very good returns of over 42% CAGR during the last three years. Also few dynamic funds such as Opportunities Fund from DWS, Kotak and ICICI Pru Dynamic Fund have given over 40% CAGR because of active portfolio management by fund manager.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Monday, August 11, 2008

The Maximum Returns

When analysed category wise, the maximum returns were delivered by the Gold ETFs, a huge 41.56% return per annum. S&P CNX Nifty (12.63%), Sensex (12.46%), Equity FMCG (11.72%), Equity banking (11.49%) and BSE Small Cap (10.73%) were others who managed to delivered handsome returns. But, sectoral fund categories (Technology and Auto) have delivered negative returns to the tune of 15.38% and 14.88% respectively.

A careful analysis of the performance of the existing 34

fund houses reveals that there are schemes, which have offered returns higher than stock markets despite the market mayhem. Interestingly, most of the outperformers are actually equity-based funds. And analysts are hopeful about other equity-based funds will also bounce back soon. Sharing his views with 4Ps B&M, Sudip Bandyopadhyay, CEO, Reliance Money avers, “Barring past two quarters, the returns from the diversified equity MF have been over 40% CAGR over past five years… we should understand equity per se is associated with risk; but we believe this is a temporary correction more to do with global factors than over our own economy and in the medium to long term we believe equities will definitely give better returns as compared to other assets classes.” His words justify the basic investment rule: if you want handsome returns, invest with a long term perspective.

Despite present market volatility, Assets Under Management (AUM) of the MF industry surged by 55% to Rs.5.05 trillion as on March 31, 2008 from Rs.3.26 trillion a year ago. In addition, more than 600 new schemes were launched during last year and as many as six brokerage houses are awaiting regulatory approval for commencing operations. Notwithstanding the present downward trend, estimated market surges in the near and distant future, are all set to compound the potential of the industry. Analysts expect to see an annual growth momentum of over 35% per annum, in years to come. The Boston Consulting Group (BCG) assesses that the asset base of the industry will touch $520 billion by 2015.

Yet, the present market volatility cannot be ignored. Combined with a global economic slowdown, fears of a US recession, deteriorating domestic fiscal scenario and of course, over dependence on foreign fund flow, market pundits continue to point toward uncertain times, and NAVs of major funds have crashed nearly 25-30%. Avers Ashok Jainani, VP, KSL, “The markets have turned volatile and reacted sharply to the crisis in global financial markets over the last three months… The NAVs of equity funds have dropped to reflect the turbulence in equity markets worldwide.”

But lower NAVs also appear as a blessing in disguise, as investors are now prudently considering the scenario as the best time to invest. Such investors, even if they don’t care for ‘statutory warnings’, the 4Ps B&M Best and Worst Mutual Funds list will serve as a ready reckoner about which funds have done well till now, and which have ripped apart investor hopes. Anand and his ilk can be just that much more future ready!

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Wednesday, August 06, 2008

“Cars are what I breath”

A 4Ps B&M exclusive with the man who would be king... Fourth in line after Chairman R. C. Bhargava, Maruti’s Executive Officer, Mayank Pareek speaks...

"As a market leader our strategy is to be in all the

segments and with full force. When we think that the market is right, we time our entry"On the future of the small cars Mayank Pareek,Executive Officer (Marketing & Sales), Maruti Suzuki India is known to be a small car market for quite some time now and this is primarily because of the low penetration levels here. As of now only 9 out of 1,000 people own a car. Naturally, every body desires finally to upgrade. So we look forward to help this vast multitude of population to get a car. To give a prospective, even countries like Pakistan have car penetrations of 20 per 1,000! So demand for small cars will always be there in India. Secondly, if you see demographic wise, if you divide the households into 4 categories, i.e. deprived, aspirers, middle class and rich-the middle class households will almost double to 48% by 2010-11. Therefore demand for small cars will be extremely big.

On Maruti’s penetration strategy
As a market leader our strategy is to be in all the segments and there with full force, but we time our entry. When we think that the market is right, that is the time we enter. So today we offer from entry level 800 to the Grand Vitara, so we offer a full gamut of options to the customers. As market for larger cars opens up, we have launched the SX4 and DeZire.

On A-Star concept & India role
See design is a collaborative project between India and Suzuki Japan, but yes Indians are playing a big role. This car is made in India for the global market and supplied through out the world. India will be the central manufacturing hub. In October we will launch the A-Star and the Splash sometime next year.

On Maruti nich product plans
Every vehicle performs to expectations of the concerned customer. India as a country does not have large numbers and we are a mass manufacturer here. We enter a market with large numbers, when the market is ready we will enter it in the future. There are very small number of customers who want those niche products, volumes have to be at least in thousands.

On image enhancers
We have always been launching limited editions through out, like the versions of the Zen (Carbon and Steel). As we talk about brand enhancement and image buildup, we already do two big rallies. ‘Raid de Himalayas’ and have been doing it for the last seven years and it is extremely popular. The whole point is to connect with the youth of this country. Then there is the rally ‘Desert storm’, with participants from India and abroad. The idea is to build the brand and to know the customer.

On being customer focussed
Continuously our endeavour is to launch vehicles which suit this country and when we launch we look at the leadership position, we don’t want to be marginal players. So our core strategy is customer focus rather than product focus. What ever the customer wants we will provide. If he needs new model we will provide them, if he needs new engagement in terms of brands we will do that as well. So we continuously try to evaluate what the customer requires. This is a continuous process. Almost 700,000 customers visit us every month and tell us things that helps us in building our future strategy.

For Complete I I P M Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative