Showing posts with label IIPM New Delhi. Show all posts
Showing posts with label IIPM New Delhi. Show all posts

Tuesday, August 21, 2012

Losing power in transit

T&D losses and power theft have to be addressed in a flagrantly strict manner – arrest the power stealers and publicise their conviction

In April first week, Delhi Chief Minister Sheila Dikshit promised that there would be “no power cuts in the capital this summer.” This promise held well for one week in some localities. In other states, the less said about power the better.

As per a recent report, the Planning Commission has revealed that the combined losses of public sector discoms, which were to the tune of Rs.40,000 crores in 2009-10, could swell up to a shocking Rs.68,000 crores in the current financial year. It has been widely seen that the reason for such huge losses is because of faulty T&D (transmission and distribution) systems. The fact is that more than one-third of electricity supplied gets lost in T&D and a similar substantial part is stolen. Presently, the T&D losses can go up to 40-50% in many states; compared with China where the figure is less than 3%. India’s T&D losses are the highest in the world as per a report by WRI.


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Monday, August 20, 2012

Big, fat, hairy & audacious...

Quite a few global IT giants have proved that it takes just one big killer product or application to enter the Fortune 500 league. Finacle was supposed to be that for Infosys! Today, it contributes just about 4% to Infosys’ revenues. What went wrong? by Virat Bahri

The reputation of a thousand years could be built in one hour, as per an old Japanese proverb. Or one product, when you look carefully at the leaders of the technology industry today. Consider this: Microsoft for Windows, Google for search engine, Oracle for its database application, Apple for its iPod (whose success led to their latest killer product – the iPhone) and SAP for its SAP ERP software.

If one analyses the contribution of these iconic products to the revenues of these companies, one can conclude that while a diversified product portfolio is important, one big, formidable and audacious play is all a company needs to move from being good to being great.

Apple to apple comparisons (pun unintended) with Infosys may be a tough call, since the company has charted a different growth path. But when the company’s core banking product Finacle (launched in 2000) begin to gather rave reviews in the Indian, and the global banking space, many speculated that this was the killer application that would take Infosys into the league of greats.

If you measure Finacle by that yardstick, you are liable to be disappointed; since in revenue terms, the product’s contribution to Infosys’ total revenues is just around 4% for FY 2009-10! So it is not Google Search or Microsoft Windows. But a combination of vision and a certain degree of good fortune have been instrumental in Finacle reaching a turnover of $208 million in 2010 from $48.6 million in 2005, a CAGR of 33.74%. Meanwhile Infosys’ revenues are $4.804 billion for the year ending March 2010, and growing at a CAGR of around 23.7% over the past four years. But amidst the growing clutter, can Finacle retain its growth trajectory for the long term. B&E engaged in an exclusive interaction with Infosys Finacle global head Haragopal M., who discussed Finacle’s evolution and future ambitions.

Launched in 2000, Finacle was a right product at the right time for the Indian market at least. That was because Indian banks did not have any integrated platform at that time, and there was a strong need for providing anytime anywhere banking. This was in contrast with the developed world, where legacy systems were in place, which is why the core banking transformation started in Asia Pacific. That has provided Indian banks with an advantage as well, since their efficiencies have gone up quite phenomenally. Hargopal cites the transformation that core banking solutions have brought for Indian banks with some figures, “Average bank spending per capita of customer is around $76 in global banks, whereas a bank in India spends around $11-14. Indian GDP increased by 184% from 2000-2010, bank deposits rose by around 500%, lending increased by about 300-350%, but scale of banking staff has gone up by a mere 5%.”

Finacle has positioned itself on the propositions of scalability, richness of its functional software, flexibility, efficiency and execution capability. The company upgraded itself very quickly from being an ISV to a one stop consulting partner for all the needs of the clients. The major challenge was to integrate the system, piece by piece, even as the client’s regular operations were going on. As Hargopal puts it, “It’s like changing the engine of a Boeing during a transit landing flight!”


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Friday, August 10, 2012

EXTEND TAX HOLIDAY

A NEEDED STEP TO MAKE HOUSING A REALISTIC PROPOSITION

In order to support developers’ efforts of promoting LIG/MIG housing projects, there is an immediate need for a tax holiday under section 80-IB (10) to make LIG/MIG housing a more realistic proposition. For the same, the cut-off date for eligibility should be further extended and tax holiday eligibility, based on project completion condition, should be restored. Even the tax holiday benefit under section 80-IA (4) (iii) is only for industrial parks notified up to March 31, 2011. We suggest that the time limit for notification of industrial parks under the New Industrial Park Scheme 2008 should be extended up to March 2015 as during the slowdown in 2008–2009, there were certain delays in the execution of the projects.

Integrated townships projects should be given incentives at par with infrastructure and single window clearance mechanism should be introduced for such integrated townships to ensure efficient execution. Integrated township projects deserve infrastructure status since while developing integrated townships, developers also develop the infrastructure comprising of roads, lighting, water drainage systems, et al, in and around the township.

Measures such as tax incentives should also be extended to developers who take initiatives for improving social infrastructure through Slum Redevelopment Projects/ Dilapidated Housing / Social Housing. Growth in commercial space during 2007 and 2008 was driven primarily by IT and ITeS sectors. But following the slowdown over the last two years, IT spending, particularly in the BFSI sector, has been hit. Therefore the minimum tenant requirement should be reduced to 10 units. Also, the time limit for notification of industrial parks under the New Industrial Park Scheme 2008 should be extended up to March 2015 and benefits under section 80-IA should be extended to developers.

Further, section 56(2) – section 56(2) of the Act should not be made applicable to the transfer of immovable property. In addition to the existing deduction of up to Rs.100,000, a separate limit up to Rs.200,000 deduction should be permitted for repayment of principal portion of housing loan for self occupied residential property.

Read more....

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Monday, July 30, 2012

How may I kick the bucket?

Execution methods are becoming more humane over time, but can the same be said for the criminals?

Rulers, and the governments after them, have used various methods to punish the condemned – crucifixion, poisoning, burying/burning alive, beheading, throwing them to hungry predators or in front of firing squads and so on. Methods have become more civilized over the years. Yet, there are instances of laws in certain countries that advocate public stoning to death (as practised in Iran), using chemical weapons to annihilate several hundreds (as Saddam Hussein did to Kurds in 1988), or starving the accused to death (principal means of handing out death sentences in North Korea)!

These methods are ghastly indeed, but they are thankfully aberrations! The most common roster of executions reads beheading, hanging, gas chamber, electrocution, lethal injection and shooting in recent history. Saudi Arabia has a dubious distinction of being one of the very few countries that still practise beheading. Between 2007 and 2010, as many as 345 people have been beheaded in that country. Hanging is prevalent in most countries. India, where as per Amnesty International, 33 people were sentenced to death in 2001, 23 in 2002, 77 in 2005, 40 in 2006 and 100 in 2007; belongs to this category. Shooting squads are deployed by a number of countries with 58 cases in 2010 – 18 executions in Libya, 5 in North Korea, 4 in Equatorial Guinea, 1 in US and Bahrain et al. Gas chambers and electric chairs are mostly practiced in US. As per the Death Penalty Information Centre, 157 electrocutions and 11 gas chamber executions were reported since 1976. Lethal injection has been pioneered by US (as the most ‘peaceful’ method of execution) with 1090 deaths since 1976; this method has now been adopted by China, Thailand & Vietnam.


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Friday, July 20, 2012

Yes, They are Humans too!

Recent Tragedies highlight that our Police Forces need Special Attention

Ever considered law enforcers getting on the wrong side of the law? Consider this: 17 Delhi Police personnel have committed a grave crime in the last three years, which puts them beyond conviction. That’s not because they are law enforcers, but because the crime in question is suicide.

Most of these suicides were due to stress and tension related to personal and family problems. In the capital itself, 2009 saw seven suicide cases. A brief trend analysis shows that suicide cases among police personnel in Delhi police is “increasing day by day”.

Most of the time, a police officer works for more than 24 hours, thus keeping him disconnected from social and family life. Studies suggest that most of these suicides can be attributed to personal and family problems. It’s very important for policy makers to make the work hours more humane in the long run; but as of now, it is imperative to instil a sense of life in these personnel. The police department across India can replicate a model suggested by the Mumbai police, wherein they try to conduct stress management courses and frequent interactions; along with organising “Sampark Sabhas’’, which aim at decreasing communication gaps between subordinates and seniors. Policy makers are also considering developing over 7,000 residential living units and organising a series of recreational activities.

Along with suicides, discrete criminal activities such as killing someone in the line of duty and misbehaving with citizens are also reported. Policing does call for a lot of psychological stress clubbed with danger, and requires prompt decision making skills and ability to deal with unprecedented situations.


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Thursday, May 17, 2012

Patriotism as the big idea !

Are patriotic ads necessary reminders to today’s consumerist and self-absorbed generation about the history of our great Republic and her Founding Fathers? Or mandatory, annual exercises of lip-service following tradition, in typically sarkari manner? 4Ps B&M’s Consulting Editor Monojit Lahiri attempts a checkout.

It’s really quite interesting … and not at the same time. Every year, each time a birth or death anniversary comes around, the nation suddenly goes freeze frame on all scams and consumerist distractions, and slips into the (studied?) sombre, restrained, sober patriotic mood defining the moment! PSUs and corporations (forever on-the-make) quickly leap on to this bandwagon with ads eulogizing the theme of the day and connecting it – with different degrees of credibility and success – to their organisation’s brand values and vision. Question is: Is this for real? Genuine pieces of communication celebrating the spirit of a momentous day with galvanizing, insightful, uplifting & creative evocation of words and visuals that touch a chord... or merely hollow posturing, doing the done-thing for the sake of political correctness?

“It’s plain, unadulterated waste!” 20-year-old Akhilesh Varma comes on strong, firing on all cylinders convinced that this “humbug has just got to stop!” The Pune-based MBA student’s take is simple. The intent is all wrong. “Do these PSUs and corporations really understand, care and feel the importance of this day? For them it’s a platform to advertise/publicise the connect between the occasion and their organisational product/brand, values any-which-way, and this is clearly evident from the amateurish, predictable, boring sycophantic prose and corny visuals presented. Who commissions them, who creates them, who looks at them, reads them and remembers them must remain a closely guarded secret between them... And does anyone give a damn about these ads the next day when they grace the-dustbin?!” says Varma.

Celebrated dancer and passionate champion of Indian art, culture and tradition, Sonal Mansingh however refuses to be cynical or irreverent and brings her own spin to the table. In fact, she raises a counter-question. “Why do we remember or commemorate birth/death anniversaries of our parents, grand parents and loved ones? Do we remember them, everyday? Why do we celebrate festivals relating to Lord Rama, Krishna, Ganesha and the entire pantheon? Are they on our radar, all the time? No… but there are two simple reasons. One, because it is a part and parcel of our rich, cultural heritage and ethos… something that is an intrinsic part of our DNA. It comes naturally to us, Indians. More importantly, in an increasingly Google-driven and technology-led time with consumerism’s signature tune of I-me-myself blasting away, these ads epitomize the values and vision of our great departed leaders, what they lived… and died for. They serve as role models and inspirational benchmarks so critical in today’s materialistic and confused times. It tells us that human values of love, courage, truth and pluralism make for a rewarding life. I believe they should be viewed positively and there is much to be learnt from these ads,” Sonal tells 4Ps B&M. Filmmaker Muzaffar Ali agrees. While he concedes – being an ex ad-man himself! – that many of these species may not quite make the cut as torchbearers of great advertising “the heart is in the right place and the intent is spot-on. That matters most. What’s wrong in using these events to showcase our amazing composite culture and all that a true great Republic and Democracy symbolizes? I know patriotism may not be as cool as Kolaveri D, but to mock and ridicule these ads is poor form.”

Neither veteran advertising professional Tara Sinha nor Ogilvy’s Executive Creative Director Sumanto Chatterjee unfortunately are on the same page – or book – with the arty twosome. While Tara believes “it is a colossal waste of taxpayers’ money and reams of newsprint with zero returns,” Sumanto admits, “it is silly posturing and shadow boxing with communication capsules that strain, mostly unsuccessfully, to achieve a cosmetic connect between the organisation/brand and the event of the day. Totally unconvincing and irrelevant, they usually end up devaluing the entire meaning of the occasion.” Both believe that it would be far more effective if the money spent could be used for people-specific, community-related programmes addressing key causes and concerns to better their quality of life and god knows, there are scores of them! “Event management not brain-dead advertising is the need of the hour,” says Tara.

So what gives? While it is unfair to totally dismiss all ads and communication appearing on these days as garbage, a serious rethink and review by the powers that are is definitely in order. After all, surely these ads have an agenda beyond blindly following herd-mentality, as suggested by their acerbic critics? Mile Sur Mera Tumhara… Hamara Bajaj, Pepsi’s amazing freedom ads commemorating India’s 50th year of Independence are some outstanding examples of how to achieve a memorable brand-fit that enhances brand equity of the product while not devaluing the essence of the occasion. The critical task is to convert this challenge into an opportunity that resonates with the reader in an engaging way. After all, don’t special days warrant special ads?

Can they do it? Will they do it? Let’s wait and watch...

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting
IIPM in the league of best management institutes of India.....IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info
IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India
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Friday, April 13, 2012

Emerging Online Retail Trends

Smartphones, Tablets and Internet...all of them are changing the consumer’s shopping experience for ever. As gadgets find more takers, shopping through devices is hitting new highs. While 17% of the U.S. tablet users check out products through their devices on a daily basis, close to 13% of the U.K.’s smartphone users have started doing a real-time price comparison on their handsets. And 36% of smartphone users in the U.S. buy products through their phones while present at stores.

Phone shopping on the rise

A survey conducted on UK-based consumers, who use smartphones, found that the most common use is to find out a store location, while taking a picture of the product remained the second most popular retail-related activity performed on smartphones. A look at the top 10 activities indicates that users are increasingly using their smartphones to gather information and key details of products before purchasing products and services. This is evident from the fact that activities like contacting friends and family via text, comparing prices and finding best buying deals via smartphones are on the rise.

Using tablets for shopping

Nearly half of the tablet owners in the U.S. made a purchase on their tablet indicating the growing importance of this media channel to the e-commerce market. For that matter, tablet users exhibited considerable use of their devices through out the purchasing process. While 56% looked up for product and price information for a specific store, close to 54% read consumer reviews and ratings before they purchased. Considering the increasing use of tablets, for retail brands, the platform may soon become a very critical part of their comprehensive digital marketing strategy.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting
IIPM in the league of best management institutes of India.....IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info
IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India
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Thursday, March 22, 2012

How Customers Influence the Evolution of New Products

Innovation is happening all around. But companies that are careful in understanding how consumers use a particular product are the ones which succeed in the long run.

How customers use a technology generates important information about its performance, design, and operational characteristics. As customers began to use the automobile in hilly and wet terrains, for example, they learned about issues with waterproofing and engine power. What customers learn plays an important role in the technological development of the product.

However, customers may use the technology in different ways. Previous research observed that urban customers used the car primarily for transportation, but some farmers used it as a stationary source of power on the farm. Often, these various applications converge to a dominant use of the technology – transportation still is the primary use of automobiles. Nevertheless, variation and dominance in use influence what is learned and expected of the technology, influencing subsequent technological changes.

Prevailing theories on innovation and industry change explain technological development as an evolutionary process in which certain technological designs get selected and retained. Early on in the automobile industry there were several different engine designs, but the combustible engine emerged as the dominant design within the industry. The selection and retention of certain technological designs significantly impacts competition within the industry and influences which companies thrive or fail. However, these theories focus on the technological development within an industry without paying much attention to the learning processes associated with customers applying the technology.

In my research titled “Dominant Use, Technology, and Industry Evolution,” I consider the role customer learning plays in this evolutionary process, in particular, the effects of variation or dominance in use. Establishing a dominant use during the early introduction of a technology helps establish its agenda and stimulates industry growth. If the dominant use persists, it further reinforces the technological standard. However, extended use of a technology can facilitate customers learning new uses that change how they evaluate it, leading to new market opportunities. Finally, the competitive impact of a radical new technology depends in part on how customers actually use it. If customers use the new technology as they did the old, then established firms have an advantage even if they have difficulties developing the new technology.

To illustrate his point, I extensively analyse the history of how the manufacturing industry used manufacturing planning software – applications that help these firms plan and manage the production of their products. Records of meetings of industry professionals and contemporary surveys, as well as data from industry analysts, software firms, and consultants, makes a case for why competition within industries like software is best explained by looking more broadly at how customers actually use the products.

Dominant Use and Software Industry Growth

The manufacturing industry’s use of planning software can be divided into three evolutionary periods: 1954 to the 1970s, when software was first introduced and culminated with Material Requirements Planning (MRP) becoming the dominant use; the 1980s, when manufacturers expanded their use; and the early 1990s, when a radical technological change occurred and Enterprise Resource Planning (ERP) emerged as a dominant new use.

When the computer was commercially introduced, large manufacturers were some of its earliest adopters. To make these machines useful, they developed many different software applications, including manufacturing-oriented applications. These early adopters were concerned about managers thinking that these programmes would replace them, so they purposely focused on automating existing routine tasks. General Electric’s well-publicised implementation at its Major Appliance plant in Louisville, Kentucky, in 1954 exemplified this perspective – it focused on “eliminating the drudgery of office work” and avoided automating managerial decision processes in fear that the manager would “throw his hands up in despair.”

Surveys during this time indicate that manufacturers implemented a wide variety of software applications, ranging from inventory control to machine planning to production planning systems. By the early 1970s, however, this variation started converging toward the dominant use of MRP, largely because of the efforts of the “MRP Crusade” by the American Production and Inventory Control Society. MRP represented a new methodology to manage inventory requirements, and the software systems integrated managerial decision-making with the routine tasks. By 1975, it was estimated that 700 manufacturing firms had implemented an MRP solution.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting
IIPM in the league of best management institutes of India.....IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info
IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India
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Thursday, February 16, 2012

Advertising - Hotspots and Rankings - They came, we saw and everybody reviewed!

An ad is a product of painstaking craftsmanship. Various elements, ranging from positioning of the product, clarity of the idea behind the product to visibility of the brand, its persona and the power of communication have to be intelligently weaved together. But while some ads manage to rewrite preset creative benchmarks, some go the wrong way, fall by the side and fail to excite viewers. In this section, we review three ads that came out tops, for the right and also for the wrong reasons.

Almost there

Advertiser: Indigo Airlines
Baseline: On time
Agency: Wieden+Kennedy

4Ps B&M Take: To be honest, we really didn’t want this ad to be on this side of the table. Having fawned over it for a week, not ranking it as one of the top three hurts us. But there is a reason behind this decision; we might like the creative, but then it has to also be ranked from the perspective of how well it was comprehended by the target audience. You see, for the whole first week we coincidentally saw this ad on muted TV sets (in our office), thus getting attracted by the visuals and visuals alone; with which we still don’t find any fault. In fact, the concept of a flight crew doing a charged up Broadway musical to explain the vision and mission of the airline along with its working procedure, advantages, expertise and a subtle brief on the services that it provides makes for a very interesting watch (but of course, copied from the Facebook ad). Wieden has adopted a very fresh approach to airline advertising; moving away from the industry standard of showcasing the aircraft fleet with the crew donning a very professional and boring run of the mill demeanor. Not only is it drawing everybody’s attention, but it has also managed to reach out to its target audience – the well bred frequent fliers – and convince them to at least give them a chance. It scores huge on brand recall; but some would argue that the commercial is a tad too long. And if you happen to be in front of the TV for more than an hour a day, chances are you would have seen this commercial several times and that is when it starts to lose its appeal – although the girls featured look as attractive the nth time as they did the first time (duh! but yes, we love them!). Add to it the fact that there’s practically no levity. Outstanding cinematography, super positioning, zero humour, and they missed the top 3!

Watch out for that rock

Advertiser: Big Rock
Baseline: Fashion, Budget Shaadi
Agency: Ideas@Work]

4Ps B&M Take: Our views on this advertisement are not a result of an urge to whine. The complaints are inspired solely by the advertisement. Starting with a bad concept followed by poor execution, the ad is further marred by a poor sense of humour/unappealing cast. No matter how hard you try, it becomes extremely difficult to justify the logic behind this commercial. Why would you be interested in watching someone styling the chest hair of his customers on TV, no matter how imaginative the designs might be? And just how does it connect to the brand to be promoted? For almost the entire campaign, you are left wondering about the purpose of the advertisement, if not to sell some new form of hair trimmers that style only your chest hair. The only way the ad connects with Big Rock is that the viewer is hit by a big rock when he learns of the true intent and purpose of the advertisement. Equally bad is it’s sister commercial themed on budget shaadi. In this one, you can’t even comprehend that there is a budget shaadi going on, let alone realise why such a wedding was depicted. The idea of showing weird businesses is really to convince viewers that any business can work with a website (like it did earlier). But chances are high that you will change the channel before the message can be driven home.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting
IIPM in the league of best management institutes of India.....
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info
IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India
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