Showing posts with label IIPM Management Institute. Show all posts
Showing posts with label IIPM Management Institute. Show all posts

Tuesday, June 4, 2013

Hollywood Asians

More and more directors from the largest and most populous continent are taking a shot at a toehold in the movie capital of the world. Is this the beginning of a new invasion or just a few negligible drops in the ocean? The jury is out. By Saibal Chatterjee

The English-language debuts of two top-notch Korean filmmakers, Park Chan-wook (the characteristically evocative Stoker) and Kim Ji-woon (the action-packed The Last Stand), have been released in the recent past.

Another similar foray by their compatriot, Bong Joon-ho (Snow Piercer), is due to the hit screens around the world later this year. The last-named title is in fact tipped to have its world premiere at the upcoming 66th Cannes Film Festival (May 15-26).

In fact, reliable reports from Hollywood have it that directors of Asian descent are at the helm of as many nine major studio films this year. And that is a handful. But the question is: are these striking numbers enough to suggest that 2013 has the makings of a bumper year in American cinema for filmmakers that have links with the largest and most populous continent of the world?

Very few Asian directors have had a smooth run in Hollywood, but that has not stopped some gifted filmmakers from the continent, including such celebrated talents as Hong Kong’s Wong Kar-wai (My Blueberry Nights), Japan’s Takeshi Kitano (Brother) and China’s Chen Kaige (Killing Me Softly), from having a stab at English-language movies.

Park Chan-wook’s Stoker, a psychological thriller that is said to be heavily influenced by Alfred Hitchcock’s Shadow of a Doubt, features Mia Wasikowska, Nicole Kidman and Matthew Good. The film has been well-received by critics. The Oldboy director is best known globally for his hypnotic, stylised revenge dramas and the new film has many of the celebrated touches of his signature style of storytelling.

Bong Joon-Ho’s English-language debut, too, is being eagerly awaited. Snow Piercer, a sci-fi thriller adapted from a French graphic novel, has an ensemble cast that includes Tilda Swinton, Chris Evans, Jamie Bell, John Hurt and Ed Harris.

There are many others in the frame. G.I. Joe: Retaliation, the Channing Tatum-Bruce Willis vehicle that opened worldwide amid much fanfare in late March, has been directed by Jon M. Chu, a Palo Alto, California-born American filmmaker of Chinese origin best known for the dance-themed blockbuster Step Up 2: The Streets.

The response from critics to the follow-up to G.I. Joe: Rise of the Cobra has been mixed, but the film is a certified international box office hit, having raked in over $230 million in two weeks. The going for Chu is all set to get even better – he has been roped in to direct the He-Man reboot, Masters of the Universe, slated to go into production sometime this year.

The likes of Ang Lee, Wayne Wang (who has directed indie films and studio movies with equal success and continues to be a respected name in showbiz), Justin Lin and John Woo are markedly different from Chu in that all of them were born and raised in Asia before migrating to the US to join film schools and going on to make thriving Hollywood careers for themselves.

John Woo, the 68-year-old Hong Kong-based director whose influence on the action genre has been immense, is regarded as the first Asian filmmaker to find mainstream acceptance in Hollywood, where he worked with A-listers and made successful films such as Hard Target, Broken Arrow, Face/Off and the biggest of them all, Mission: Impossible 2.

But no Asian director has tasted the kind of sustained commercial and critical success that Taiwanese-born Ang Lee has. Twice winner of the directing Oscar (Brokeback Mountain and Life of Pi), the history-making filmmaker derives his power and appeal from his amazing versatility.

In an eventful 20-year directing career, Ang Lee has earned a reputation for springing surprises and scooping up major awards. The genre-jumping director has never repeated himself and has moved from one form to another, one theme to another, one culture to another with amazingly consistent mastery.

He is probably the only director alive today who has two Oscars, two Golden Globes, two Golden Bears (in Berlin) and two Golden Lions (in Venice) in his swelling kitty.

The only major filmmaking award that has so far eluded Lee is the Cannes Film Festival’s Palme d’Or although he has competed for it twice – in 1997 with The Ice Storm and in 2009 with Taking Woodstock.

Lee is today a global force to reckon with, one of the finest directors in the business. He is celebrated for his ability to infuse every tale he brings to the big screen with humanity, heart and deep philosophy. This hallmark of his art and craft was abundantly evident in Life of Pi.

Until his Brokeback Mountain swept all before it, he was best known the world over for the sweeping martial arts epic Crouching Tiger, Hidden Dragon. In 2000, the film redefined the world’s engagement with the colour, flourish and energy inherent in Chinese fantasy.


Another Taiwanese-born American director who has been consistently successful in Hollywood is Justin Lin. His fame rests on the action-packed Fast & Furious franchise. Coming on board  for the third film in the series, The Fast & the Furious: Tokyo Drift, in 2006, he helmed Fast and Furious (2009) and Fast Five (2011).

Lin’s fourth and final F&F film, Fast and Furious 6, is slated for release in the last week of May. He has announced that he will not be helming Fast & Furious 7. But that certainly isn't the last the world will hear of the man.

Indian filmmaker Shekhar Kapur achieved a major global breakthrough with 1998’s Elizabeth, a fictionalised account of the reign of the British Queen. The film received as many as seven Academy Award nominations – a record for any film helmed by an Indian.

Almost ten years later, Kapur made a sequel, Elizabeth: The Golden Age, with Cate Blanchett reprising the role of the Queen. But the film was neither as commercially successful nor as critically lauded.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Monday, June 3, 2013

The past catches up

The inaction on the part of Rajapaksha Government assured that Sri Lanka faced a far tougher challenge at Geneva this year than it had faced anytime before

A couple of weeks ago, the Palais des Nations in Geneva, which is no stranger to diplomatic dramas, witnessed probably the most stunning of them all in the recent years. After the screening of 'No Fire Zone', a documentary exposing the war crimes committed by its forces, the Sri Lankan ambassador to Geneva, denounced the movie and censured the UN human rights council for having given the permission to screen it in a UN building. Generally, after such speeches, the representatives and ambassadors of the friendly nations applause. Only in this case, there was a stunning silence. Considering the gathering also had substantial numbers of diplomats who were in Geneva to participate in the current session of the council that is all set to discuss Lanka's human rights record, the silence mush have been heard till Colombo.

This year proved to be the toughest for Sri Lanka as far as the diplomatic efforts are concerned. Increasingly, and more so since the last such vote took place, human rights organizations have dug up information and evidence that indicates towards possible involvement of Sri Lankan Armed Forces in committing gross violation of human rights amounting to war crimes.

It has also been suggested variously that during the most intense and final days of the war, the forces failed, either inadvertently or deliberately, to differentiate between combatants and civilians. Similarly, documentary evidence in terms of photos and footage, subject to its authenticity, also confirm that many of whom surrendered, including children, were summarily executed. However, the government of President Rajapaksha has so far refused to look into the charges. Organization such as International Crisis Group have damned the government for not even ordering a credible looking committee to do so.

The criticism is particularly severe among Tamil groups inside Sri Lanka. Tamil National Alliance (TNA), a coalition of Sri Lankan Tamil political parties which dropped the demand for separate Tamil Eelam for more regional autonomy, has time and again asked the government to take the matter seriously but for no avail.

“When the Channel 4 footage was first released, the Government of Sri Lanka vigorously opposed it. Yet the government-appointed Lessons Learnt and Reconciliation Commission too recommended that it should be investigated to ascertain its authenticity. We will co-operate with any investigation to uncover the truth. It is the truth that will lead to any kind of meaningful reconciliation and that is how the on-going violations will stop,” said M.A. Sumanthiran, a Sri Lankan Tamil leader and a TNA parliamentarian.

However, the international community has started showing signs of restlessness and is expected to come out more solidly against the Lankan position than they did last year. In the previous resolution, the US, also the sponsor of it, had to cajole some of the weak African, Asian and other Third World Nations to fall in line. This year, it did not so much as to move a finger.

Meanwhile Journalists for Democracy in Sri Lanka (JDS), a group that advocates the investigation of war crime, has claimed that it has photos indicating Balachandran Prabhakaran, V.P. Prabhakaran's 12-year-old son, in the custody of the army, alive and well just hours before his violent death. The authorities have maintained that the boy died in an exchange of fire between the forces and LTTE fighters. On the other hand, the photos that were taken at 10:14 AM and 12:01 PM on the day of his death, initially show the boy well and having chocolate, and then dead with five visible marks of bullets on his body, respectively.

“Certainly Sri Lanka’s legal framework has permitted and indeed, actively encouraged crimes such as extra judicial executions and enforced disappearances. In view of state complicity in acts of terror, it was not surprising that when national and international pressure intensified in regard to taking action against perpetrators of abuses during the second JVP insurrection, good investigations and prosecutions were rare and, if at all only against junior officers,” asserts Kishali Pinto Jayawardene, a Sri Lankan political analyst.

The government had realized that Geneva was a lost cause but was still trying to save some face. After initially deciding to send a low key delegation for the meeting, President Rajapaksha changed its mind at the last moment. Less than a week before the Council session was about to begin, the President asked Mahinda Samarasinghe, who also happens to be his Special Envoy on Human Rights, to lead the delegation instead of Ambassador Aryasinha, who, although a good diplomat, is considered a lightweight. However, the delegation consisting of 10 members was still small compared to the 50 members leviathan sent for diplomatic dealings last year.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

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Saturday, June 1, 2013

A soft dismissal

A question mark will dangle over Virender Sehwag’s career from now on, not because he is out of form but because he does not quite fit anymore into the circle of mediocrity that dominates Indian cricket today

It is hugely ironical that an uncommonly gifted Test batsman who has never had the numbers on the scoreboard in his sights now has the lack of runs being thrown at him by the national selectors as the reason for his ouster from the team.

Neither the reputation of the bowler that he was up against, nor his own batting average, has ever appeared to matter to Virender Sehwag. Now that the chips are down, even his standing as a master destroyer of bowling attacks cannot come to his rescue. Such are the ways of Indian cricket.

There has been nobody quite like Virender Sehwag in living memory, save the great Viv Richards and, to a lesser extent, Sanath Jayasuriya. One of the most explosive batsmen the world has ever known is now out of the reckoning because Murli Vijay of Tamil Nadu and Chennai Super Kings (CSK), an opening batsman who came good in the Hyderabad Test the other day after muffing up many opportunities and who has an average that hovers around the mid-30s, is being regarded as a better bet than the Nawab of Najafgarh for the demanding tour of South Africa later this year. Such indeed are the ways of Indian cricket.

Says coach AN Sharma, the man who groomed the champion: “It is really sad. I am really disappointed. Why is Viru always the only one to be axed?” The answer, dear friends, is that the men who run Indian cricket, and that currently includes the captain of the national squad, have distaste for loose cannons that do their own bidding.

Kiran More, former India stumper and ex-chairman of selectors who is always an establishment man, believes that “in the last one and a half years Sehwag has had his opportunities and failed to deliver”. He adds: “Sehwag was dropped only because of bad form. No other motives should be imputed to the move.”

Sharma, on his part, chooses to be cautious. “We all know why he has been dropped. If I say anything, it will only go against Viru.” Former India batsman and one-time chief selector Anshuman Gaekwad, however, believes that it would be wrong to say that Sehwag has been axed. “I would say he has only been rested. You do not drop a player of his stature.”
          
Viru has had an extremely rough time with the bat these past few weeks. Despite all his singular exploits of the past, he is neither Mahendra Singh Dhoni nor Sachin Tendulkar. So no concessions were made by the executioners that were lying in wait for him to slip up. Slip up he did, but to conclude that Sehwag’s days as an international batsman are over would be unfair not only to him but to the cause of the Indian team.  

Murli Vijay, who on the back of a pitiful domestic season got a hundred in the Irani Trophy and, consequently, another Test call-up, finally rattled up some runs in the second Test match against Australia. Sehwag, on the other hand, failed yet again. We could see it coming.

The very ‘bold’ selectors – empowered no doubt by the carte blanche handed out to them by the BCCI president who also happens to be the Chennai Super Kings owner – did exactly what was expected of them. They brought the axe down on Viru without even deigning it fit to look for a replacement for the swashbuckler in the 15-member squad for the next two Tests against Australia.

India is playing the final two Tests of the ongoing series with a complement of 14 players. If Sehwag wasn’t going to be replaced with another player, what was the great hurry to get rid of him? There is obviously more to it than meets the eye. A rift with the captain, a question of attitude, a palpable slowing down of his reflexes with age and the disappearance of his uncanny hand-eye coordination are among the various reasons being cited for Sehwag’s exclusion. The question is: can he work his way back into the team with so much loaded against him?

“Of course, he can come back,” says Gaekwad. “He still has a lot of cricket left in him.” Kiran More seconds that: “He will certainly come back. He is the greatest opening batsman India has ever had along with Sunil Gavaskar. He has won many matches for India. A batsman who can hit a double century in a single day will always win matches for you. Is there anyone like him on the horizon?”    
Having lost his place in the Indian Test team, Sehwag is being told in no uncertain terms that he does not fit into the selectors' plans for the future. That line of thinking is unlikely to change until Dhoni and his CSK cronies – Vijay, Ravichandran Ashwin and Ravindra Jadeja (Suresh Raina is currently out of favour) – rule the roost under a rather benevolent dispensation that gave the India captain the longest rope that a captain has ever been given in the history of cricket in this country – he lost 10 of his last 13 Test matches and yet retained the faith of the selectors. But as we said earlier, everybody isn’t born as lucky as Dhoni, not even the likes of Suni Gavaskar and Kapil Dev.

Former India skipper Sourav Ganguly, like everyone else who regards Sehwag as a special talent, did see Dhoni’s hand in Sehwag’s ouster. But he was quick to retract his statement. He may have had his reasons, but his surmise was bang on. Ganguly has, of course, asserted that Viru should have been persisted with because he is always only a single innings away from a match-winning, career-reviving knock.

But the selectors reserve all their patience for only a small charmed circle of cricketers who derive their clout from linkages forged outside the arena. They will not touch a Tendulkar even if he is well past his sell-by date. They will find innovative reasons to keep persisting with a Rohit Sharma in ODIs despite repeated failures. But they will use a completely different yardstick when the man in question is Sehwag.

So, have we seen the last of Virender Sehwag in the international arena? He was dropped from the ODI scheme of things earlier and now with his Test spot in doubt, is he out for good? On his part, he has expressed confidence that he has it in him to wrest back in spot in the Indian Test side. But as things stand, it looks a little difficult.

Sharma says the Delhi dasher would have to change his game drastically to extend his career, while More is of the opinion that he should keep playing the way he does. “I would always spend my money to watch Sehwag bat no matter what it costs,” says the former Indian wicket-keeper. “He is an outstanding batsman who is in a league of his own.”

With his long-time opening partner, Gautam Gambhir, also out in the cold, and the selectors claiming that they have their eyes on the future, it seems unlikely that Sehwag will be back in the mix unless a miracle intervenes.

Our cricket experts are obviously turning into clairvoyants who can see very, very far into the future. Sunil Gavaskar has recommended that Dhoni should continue as India’s captain until the 2019 World Cup. If Dhoni is the future of Indian cricket, Sehwag clearly isn’t.

Indian cricket has seen a few flamboyant stroke-makers in the past – the likes of Mushtaq Ali, CK Nayudu, Brijesh Patel and Sandeep Patil – come to mind, but there has been nobody who has had the kind of impact that Sehwag has had. He transformed Indian batting in a way that even Sachin Tendulkar never did.

“I have never seen a player like him in world cricket,” says Gaekwad. Sehwag has the fastest triple century in Test cricket under his belt. That innings, played against South Africa in Blomfontein, should rank among the greatest knocks ever. He got to 300 off just 278 balls. When he got out at 319, it was already the highest individual Test score registered at a strike rate of over 100. Sehwag is truly incomparable.   

The tempo that he injected into India’s batting as a Test opener – his move from the middle-order to the top of the batting line-up was an inspired one – changed the team’s approach completely in games both at home and overseas and that helped India set a platform for big conquests on foreign soil.

Indian batsmen tend to be obsessed with statistics. Sehwag has never bothered to look up at the scoreboard – or at least that is the impression he gives thanks to the manner in which he goes about his job. Remember his awesome 195 against Australia on an opening day of a Test match in Melbourne in 2003? An ordinary batsman would have opted for five carefully taken singles to get to his double century. But not so Sehwag. He sought to clear the ropes and holed out in the deep. He walked back to the pavilion as if nothing had happened, his shoulders still upright and his gait still as easy as ever.

That has been the greatest attribute of Sehwag’s game – he can take the rough with the smooth with equal composure. He has therefore often been accused of not being ambitious enough. But why would one of the most entertaining batsmen the game has ever produced worry about little things like ambition if he can get two triple hundreds in Tests and join a small club of only four players, including Don Bradman and Brian Lara?


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Friday, May 31, 2013

Deceitful Investments?

FDI inflows should be well tracked to restrict black money

Evading tax has always been a common practice among the affluent. While this may seem an off-handed primary opinion, there is no denying that traditionally, certain big business houses used to keep parallel books of accounts in order to show lower profits, and eventually evade taxes. Loopholes were easy, due to inconsistencies between corporate accounting principles and those followed by income tax authorities. But with technology, and with advances in accounting reconciliation mechanisms, the age-old practice of maintaining phantom books of accounts became futile (yes, for all our arguments, there will always be a Satyam to prove us wrong...still). Amidst all this, parking/routing money in nations where tax rates are relatively lower has become the most sought-after option to evade taxes. In simple words, corporations and individuals today are re-routing their money to their home nations via tax havens (where tax rates are generally around one per cent). The tax haven concept has always been a problem-child for developing and under-developed nations with respect to lost taxes, but has been advantageous with respect to FDIs.

A research paper titled, ‘Estimating Tax-Elasticities of FDI: The Importance of Tax Havens’ by Peter Schwarz concludes that “for US multinationals, a reduction in host country tax rates corresponds with higher FDI-stock. The estimated elasticity suggests that a one per cent reduction in host country tax rates leads to an increase of total FDI between 0.3 to 1.8 per cent, depending on the specific tax burden indicator.” A study by Blanco and Rogers shows that “less developed countries in the neighbourhood of tax havens exhibit significantly larger FDI inflows” and higher FDI flows strengthen the investment confidence level for that particular nation. In India, reportedly, around 40 per cent of FDI is being redirected from tax havens, like Mauritius.

So what should India do in such cases? The first step should be to immediately initiate researches into finding out whether India on the whole has been advantaged or disadvantaged due to tax havens. The second step should be to have a due diligence process that ensures that any FDI coming into India is through clean sources.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Wednesday, May 29, 2013

Book Review : London Company

Off the beaten path

It is interesting how popular culture focuses on certain aspects of a particular society while totally ignoring others. If popular culture was to be believed, one would think that racial dispute was the sole problem of the USA. The most that the United Kingdoms are supposed to have suffered by way racial conflict is protests of Scotland and Ireland against the yoke of England. That the UK had an equally complex racial equation with African, Asian and Caribbean  immigrants, is largely ignored.

Farrukh Dhondy’s London Company is a rare work of fiction that walks away from that beaten path. He does not talk of the terrorism of the IRA. Instead he talks of the street protests of “Ridley Road, Notting Hill, Harlesden, Brixton and elsewhere” in the heady days on the British Black Panther movement.

When Dhondy arrived in England with a scholarship to Pembroke College, Cambridge in 1964, England was going through tumultuous times. Immigrants were flooding into the country. Simultaneously, it was an age of social change. The Civil Rights movement was quickly gaining momentum. The country was waking up to sexual maturity with the sexual revolution. Several racial freedom movements, especially those across the Atlantic in America, were making their influence felt on the English shores as well.

It was such a climate in which Dhondy arrived and quickly identified his calling as an activist an writer on race issues, as he worked for   the publication Race Today. The book gives a fictionalised account of how he entered the world of activism, joined the British Blask Panther Movement and his later disillusionment with the same.

He begins at the end – with narrating an event that forced him to differ with the direction the movement was taking and his disenchantment with it. He then smoothly goes back to how he came to join the movement in the first place and his progress through it. The book is fast paced and tightly packed, reflecting well how exciting Dhondy’s life as a young Indian student in 1960s England.

London Company is the story of a rebel. Feeling claustrophobic with the norms, rules and conventions of the Indian society, Farrukh and his girlfriend Natasha move to Leicester, looking for freedom and a chance to build their lives on their own terms. Here they face for the first time an evil that they had been largely insulated from – racial discrimination. Landlords refuse them rooms, local bars refuse them service and they are directed to the Asian ghettos to live.

They are suggested to “go down to the Asian areas of town...”, for “filthy accomodations down the side street”. They get co-opted into an Indian Workers’ Association from where they get a taste of street politics, holding successful strikes and desecrating pubs in the process.

Later, the couple moves into London, joining the British Black Panther Movement, inspired by the more famous and rather militant movement of their trans-Atlantic cousins. He gets a job as a teacher and also begins to explore writing professionally. However, he is yet to find his feet on that front and rejects his own work as “fairy tales”.

As they delve deeper into the movement, inherent differnces in opinion, ideological rifts adn complexities begin to rear their heads and it is at this point that Farrukh begins to lose some of his enthusiasm.

What is particularly noticeable about the work is that Dhondy uses highly authentic idioms and description of the lifestyles of the community he describes. There is a very interesting passage where a character protests against the supposed Rastafarian pronunciation of Shakespeare as “Shek-zapeeree” saying: “I have lived three or four times as long as you among Caribbean people and I have never heard the name Shakespeare pronounced in the way you said it. You should have some respect. I know that all of you have changed your names but please don’t change Shakespeare’s.” Dhondy’s sensitivity, probably arising out of the fact that he himself was from a racial minority, is commendable.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
BBA Management Education

Saturday, May 25, 2013

Herr Bose?

Netaji's ideological grounding was weak and his lack of political acumen only compounded his mistakes

The ideological commitment of any individual is best tested when he or she is pushed to the wall. Because it is here that the option to take an easy way out or strike a compromise appeals the most. And it is in such circumstances that one of India’s most prominent nationalist leaders Netaji Subhash Chandra Bose made some of the biggest strategic mistakes of his life.

Bose's tryst with Nazism and Fascism has always remained a matter of debate. Experts have variously called his decision a “tactical folly”, “lack of political acumen” and “genuine flirtation”. The truth – as always – lies somewhere in between.

Let's consider Bose's initial tryst with the ideology. Throughout the 1930s and even later, Bose's basic ideology was grounded in socialism. Sugata Bose – grandnephew of the INA leader and professor of history at Harvard – writes that Bose's differences with MK Gandhi were primarily because he thought that the latter had no plan in place whatsoever for a post-independence India. Besides, Bose’s idea that the independence movement “should depend, for its strength, influence and power on such movements as the labour movement, youth movement, peasant movement, women's movement, student's movement” was abominable to right-wingers like Vallabhbhai Patel.

Bose tried to reach out to the leaders of both Fascist and Nazi regimes in the late 1930s but without much success. Some suggest that he secretly entertained middle-rung Nazi leaders in Bombay in 1938 when he was president of the Indian National Congress (INC) for a brief period. However, his efforts to connect with Nazi forces till then were mostly based in and around the principle that an “enemy's enemy is my friend”. He certainly displayed no particular liking for the Nazi or Fascist ideology as a whole. The admiration was selective. And that was not unnatural because even Gandhi had praised Mussolini’s “care of the poor, his opposition to super-urbanisation, his efforts to bring about coordination between capital and labour”.

Around the same time, Hitler, who was clearly in awe of the British Empire and definitely wanted to have a respectful share in its sphere of influence rather than  substituting it with a German empire, saw little strategic value in entertaining Bose. “The land for us, the seas for England,” visualised Hitler. However, he did see the tactical benefit in using Bose as a chip to bargain with the British. On the other hand, Bose was sceptical of Hitler's hatred for the Soviet Union and was uncomfortable discussing it. Hitler was shrewd enough to judge that and advised him to reach an agreement with the Japanese to avoid "psychological mistakes".

Ideologically speaking, they did not particularly admire each other – at least it was not the kind of mutual admiration that Mussolini and Bose shared. In fact, during his initial tryst, Bose tried hard to have Hitler's racist references to Indians excised from further editions of Mein Kampf. The relationship grew worse as Bose had by then little appetite for racism and went as far as to rebuke Hitler at a press conference in Geneva after yet another rabid racist speech by the latter. Some historians claim that he even asked for a trade boycott against Nazi Germany.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
BBA Management Education

Saturday, May 11, 2013

Be kind on the ‘ney

Stringent laws and complicated procedures are delaying the kidney transplantation process killing more people in the process

Anation like India, already severely affected by numerous pandemics, has tried to put its maximum effort to combat diseases like AIDS, polio to say the least. But amidst all these diseases, one of the largest killers in the world (even in India), the kidney disorder, has got swept under the carpet. This is in spite of the fact that in India, two deaths occur every five minutes (that translates to 200,000 deaths in a year) due to permanent kidney failure. Timely kidney transplantation is undoubtedly the only saviour for these patients but the stringent rules regarding kidney donation and lack of adequate kidney banks are acting as blockades. Sadly, unnecessary delays to get approvals for kidney transplantation in India are pushing many lives towards death.

Till today, kidney ailments are not seen as being fatal – despite the reality being completely opposite. Most of the times, the detection for the same happens at the last stage. And now, the scenario of kidney problems in India has reached a situation where it is set to damage the so-called ‘demographic dividend’ massively. Doctors estimated on the last World Kidney Day (March 8, 2012) that anywhere between 200,000 and 400,000 people develops end-stage kidney disease (kidney failure) every year in India. In the same light, the National Kidney Foundation of India projected that 100 people in a million suffer from kidney diseases in India. As per the Multi-Organ Harvesting Aid Network Foundation, merely 3000-3500 kidney transplants take place every year as against 150,000 requirements. Out of all transplants, only 5% come from brain-dead patients while the rest are contributions from healthy donors.

Of course, the recent years have also seen the illegal kidney transplant racket growing. The infamous kidney racket scandal in Gurgaon is a case in point. Several reports highlighted that hundreds of poor labourers had been duped or forced into donating organs to wealthy clients, including foreigners. The government subsequently took the professed noble initiative to protect them and the rules governing unrelated kidney transplant became very stringent since 2008, following an amendment to the Transplantation of the Human Organs Act, 1994. The law states that “only medically compatible relatives are permitted to donate organs.” However, “non-related and willing live donors can supply a part of themselves by reason of affection or attachment towards the recipient or for any other special reasons, provided that the transplantations have the approval of the Authorisation Committee, established under the Act.”


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
BBA Management Education

Thursday, May 9, 2013

It is critical for organisations to adopt a scientific approach

It is critical for organisations to adopt a scientific approach to understanding how they can meet customer needs, and to firmly ingrain a customer-focused culture throughout the organisation

1. Make a list of the values you’d like your company to exemplify. Then, examine your current culture, and ask yourself if those values are apparent in your company and driving your everyday efforts. 2. Before you can convince your company’s end customers of your focus on satisfaction and service, you need to convince an even more important customer audience – your internal customers – the employees who represent your company to the world. Talk with all your employees about corporate values and ask for input and suggestions. 3. Customer focused companies constantly seek and document feedback. They have a system to analyze and feed this information back into the loop so that response is immediate and not an annual feat 4. A strong customer orientation also demands that the company treats customer complaints positively. They not only make toll-free numbers and helpdesks available, but also staff it with knowledgeable people to work on them. 5. This means that they get back to these customers within an acceptable time frame So how does one tell if the customer is truly on your side? Most companies survey their customers in some way, shape or form – formally or informally. After decades of forms, interviews and focus groups, studies have shown that in gauging a particular customer’s overall satisfaction, a single question is needed to provide a fairly accurate answer: “Would you recommend us to your family, friends and colleagues?” If the answer is “Yes,” you are meeting or exceeding that customer’s expectations; if it’s “No”, it’s time to get to work.

It’s important to have carefully defined, written standards for a customer service-centric culture. Don’t be afraid to keep raising the bar; after all, that’s exactly what your competition will be doing. By visibly measuring – and rewarding – superior customer service, you’ll establish it as a top priority in employees’ mindsets. By holding associates accountable for the agreed-upon standards, you’ll build a high level of trust—one from which your customers will ultimately benefit. At the same time, it’s important to take advantage of “coachable moments” when employees occasionally fail to meet established standards. Don’t “blame”, but just analyze the situation and offer encouraging, constructive feedback. In time, your employees may actually welcome the occasional complaint as an opportunity to improve service.

Globally, companies like Apple and IBM have reaped rich rewards by being customer focused. In India, Microsoft aims to become relevant to the country’s one billion population; it made a start by introducing the Windows 2000 and Office 2000 range, which supports Hindi/ Devanagari and Tamil scripts. In 2001, it launched the Office XP and Windows XP, which supported 11 Indian languages. It also launched Project Bhasha to promote local language computing in 2003.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
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ExecutiveMBA

Monday, May 6, 2013

How deals between unequals surprisingly work

Professors James E. Austin and Herman B. “Dutch” Leonard, of Harvard Business School discuss whether the marriage of a “virtuous mouse” and a “wealthy elephant” work to the benefit of both

What happens when small iconic brands are acquired by large concerns – think Unilever. What happens when giant MNCs acquire relatively small companies that enjoy iconic status as socially progressive brands? Such marriages can be good for business and good for society. Tom’s of Maine acquired by Colgate, Stonyfield Farm Yogurt purchased by Danone, Ben & Jerry’s bought by Unilever, L’Oreal’s deal for The Body Shop, Cadbury Schweppes’ acquisition of Green and Black’s, and Coca Cola purchase of a significant interest in HonestTea are examples of such deals.

Q: According to you, a company that enters an M&A deal is either a “mouse” or an “elephant.” What are the characteristics of the two?

James Austin and Dutch Leonard (JA/DL): Actually, the key descriptor is not simply a difference in size but rather in kind. We are not referring to every small company, but only to those that have become social icons because an integral part of their distinctiveness and success is rooted in the social value that they bring to the marketplace. Hence our nomenclature refers to “virtuous mice.” And there are a lot of large companies attracted to these successful social icons, but not all “wealthy elephants” are capable of entering into a successful marriage with this special breed.

Q: Why is acquisition such an attractive strategy for the “mice”?

JA/DL: Compared to organic, self-funded growth, it can allow much more rapid scale-up – for example, through the ability to reach new markets faster, or through the ability to invest quickly in significantly expanded facilities. Compared to an IPO, it allows the careful delineation of accountability and performance. An IPO puts pressure on the social icon to perform. Through an agreement, a social icon can define with its acquirer terms of accountability for its performance that may be much better suited to what it is trying to accomplish. And, finally, a key virtue of acquisition from the perspective of the mice is that it may, if structured correctly, provide access to managerial systems and capabilities that are needed for going to and operating at scale that would take the social icon years to build. So structured correctly, an acquisition strategy can effectively marry the brand strength and “social technology” know-how of the icon with the access to capital and managerial capabilities of the acquirer. And that is why the search for a partner should be deliberate and careful.

Q: What is attractive about these arrangements from the perspective of the “elephants”?

JA/DL: Most successful large companies excel at business planning, allocation of capital, and execution. Many are also good at product innovation. But few are good at exploring significantly new ideas and radically different business approaches. Empirically, it is hard for these more novel ideas to compete inside large businesses in business planning and investment allocation processes against better defined, more traditional innovations. This implies that, if large companies want to get the benefits of these new products and the potential growth of these markets, acquisition may be the most effective route.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
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Saturday, May 4, 2013

Research Methodology

METHODOLOGY – TOP 30 B-SCHOOLS
FIRST PHASE:

ICMR prepared an initial list of 200 B-schools in India that have been providing full-time management courses for at least the past three years and which were also the most-recalled amongst the student fraternity (sample size of 2000 students who are currently pursuing a management course, spread across five metros). This initial list comprised both private and government-affiliated institutions. Subsequently, ICMR conducted a perception survey amongst MBA aspirants, management students (currently pursuing their MBA) and executives from the corporate world. The survey was based on the parameters of awareness, recall, legacy and image & perception. A sample of 4500 respondents was thus covered in the study across Delhi, Mumbai, Kolkata, Bangalore, Chennai, Chandigarh, Bhubaneswar, Pune, Hyderabad and Ahmedabad, using a structured questionnaire. Based on the frequency of responses, the final list of top 30 B-schools was shortlisted.

SECOND PHASE:
The final ranking was based on the average of weighted scores per parameter (details below) given by the esteemed panel of experts. The respected panel of experts comprised of Keertan Adyanthaya, Managing Director, FOX International Channels; Sandeep Tyagi, VP – HR, Videocon Industries; Ramandeep Singh, Head – HR (Talent Acquisition & SME), Bharti Airtel; Sandeep Bhushan, VP – Digital, HT Media; Srivathsan S., Head – HR, Times Television Network; Anupam Bansal, Executive Director, Liberty Group; Sharad Mathur, Head, SBI General Insurance; Prashant Singh, VP & Country Head – FOS & Agency, Royal Sundaram Alliance Insurance Company; Chandan Choudhury, MD, Dassault Systemes India; Mudit Bhatnagar, Deputy Vice President and Head – Marketing & International Business – DHFL; Pradeep Kashyap, CEO, MART and President – Rural Marketing Association Of India; Pramoud Rao, Managing Director, Zicom Electronic Security System; Sudarshan Mazumdar, Country Head – California Almond Group; Akash Sureka, Founder, MD & CEO, Hoopz Planet; L.S. Krishnan, Business Head – Amagi Media Labs; Dhananjay Chaturvedi, MD, Miele India; Soumya Kanti – President and Head (PPP initiatives & Global Business), Educomp Solutions; Harinder Dhillon, Sr.VP – Sales & Marketing, Raheja Developers; Altaf Halde, MD (South Asia), Kaspersky Labs; Anuj Jain, CEO, JSL Lifestyle; Archana Browne, VP – Sales & Marketing, International Recreation Parks Pvt. Ltd. (India); Ronesh Puri, Managing Director, Executive Access; Dr. Alok Bharadwaj, Sr.VP, Canon India; Nipun Singhal, President, Lloyd Electric & Engineering [For a complete list, please refer to the detailed profiles].

Each panelist was provided with the write-ups (sent by the participating B-school) and detailed secondary data generated by ICMR for the 30 institutes based on the following parameters (mentioned along with respective weightages):

l Quality & Volume of Course Contents 40% l Quality & Volume of Industry Interface 15% l Quality & Volume of Research & Writings 15% l Quality & Volume of Global Exposure 15% l Placement & Packages 15% It is important to note the context of the weightages given to the parameters in question. We firmly believe that the most important factor for any B-school to be ranked has to be necessarily its course contents. This factor is what differentiates the world’s leading management institutions from the also-rans. No amount of teaching, interface & exposure is helpful unless the course structure is world class – and that is the reason why this factor has been given a 40% weightage by us, while all the other factors have been assigned a weightage of only 15% each.

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
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Monday, April 15, 2013

Keep the recourse ready

For JSW Steel, the mining ban in Karnataka has had significant short term implications. Although temporary, they do hold valuable long term lessons

Abad quarter can come once in a while as an aberration. But sometimes, even aberrations have a tendency to outdo themselves.

For the $7 billion JSW Group, the second quarter of the current fiscal is a case in point, for the company suffered a whopping 71% dip yoy in its net profit. In the midst of a legal quagmire over availability of iron ore for its 10 mtpa (million tonne per annum) Vijaynagar plant, its production level has also dropped to half its original capacity. JSW did post higher sales and production numbers, but its Profit After Tax (PAT) still shrank to Rs.1.27 billion from Rs.4.45 billion for the same quarter last year. The turnover and net sales for the second quarter stood at Rs.82.42 billion and Rs.76.25 billion respectively, showing a growth of 33% yoy, mainly due to a higher volume and an improved sales realisation. EBIDTA for the quarter is Rs.13.32 billion, up by 15% yoy. The company has posted a net profit after tax of Rs.1.27 billion after considering foreign exchange translation losses.

The shortage of its prime raw material iron ore is the main reason why the company is facing this perilous situation. Ironically, there is little that the company can do at the moment. After the SC order to ban mining in Bellary, Tumkur and Chitradurga in Karnataka after the controversies over significant iron ore degradation in the region, a number of steel companies have been affected. For JSW Steel, which is planning to take the capacity of its mega steel plant in Vijaynagarto 12 MTPA by 2014 (10.2 MTPA currently), the impact is much greater. Although the SC allowed NMDC to mine 1 million tonnes per month from its two minesa and allowed e-auctions of 1.5 million tonnes every month, the output is far from adequate for the steel producers. Due to that, the prices of the ore have also gone up drastically. As an alternate measure, the company is attempting to source some amount of iron ore from neighbouring Goa, Orissa & Chattisgarh. In August, production levels at the Vijaynagar plant dipped to 28% owing to the shortage, which officials say have improved to about 50 to 60% levels in October. “High procurement cost of iron ore from neighbouring states and the subsequent e-auction basis to sustain an optimum level of steel production from its Vijayanagar plant, the company’s cost of production went up by Rs.1,500 per tonne in Q2 FY12 as against Q2 FY11,” JSW’s group CFO Seshagiri Rao shared with B&E. The company’s production was lower at least by 4,50,000 tonnes due to acute shortage of iron ore and higher procurement cost of iron ore also increased the cost of production of steel by about Rs.1,500 per tonne during the quarter.

JSW took the cue from the Supreme Court permissions and procured 2.08 million tonnes in the e-auctions. But the company is yet to improve capacity utilisation significantly from existing levels as the receipt of the e-auction material is taking a considerably longer time due to procedural delays and logistical constraints. They have received only around 18% of the supplies committed. No wonder then that the company is forced to revise its outlook for steel production further downwards to 7.5 mtpa (crude steel production, original guidance 8.75 mtpa) and 7.8 mtpa (saleable steel sales, original guidance 9 mtpa) for the full year ending March 2012.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
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Friday, April 12, 2013

Can optimism change reality?

Becoming The #4 Globally in Terms of Sales Volumes is not an Easy Task. Not even for The Largest Korean Carmaker. But having Achieved that, how fast can it Grab The #3 Spot?

This summer started on a rather busy note for Land Securities Group. The commercial realty giant has been put in charge of changing the neon light-lit gigantic 1,250 sq. ft.hoarding at Piccadilly Circus (London’s equivalent of Times Square) to an LED screen (which will be ready by October this year). It is a rare event. Those signboards do not change often (the last time it happened was 17 years back!). So what landed Land Securities a new customer willing to pay a massive $3.29 million-a-year for the space? Call it economics – unable to convert failure mystically into cash-flow, Sanyo, the earlier client, was forced to give up the space to a car company, Hyundai Motors. Taking up the billboard is a metaphorical move for the Korean car-maker, and clearly goes beyond catching the attention of the 56 million visitors who flock to Piccadilly, every year.

It’s a move that personifies Hyundai’s attempts to finally break into the top three carmakers of the world. Nobody believed they could do that. Many still don’t. Well, nobody thought the Sanyo billboard would ever be taken over by another company. That’s how metaphorical it can become...

And that’s how a company strives to ensure a perception change within the global audience. For starters, before the turn of the new millennium, the Seoul-based outfit was regarded as just another manufacturer of affordable hatchbacks. No more. Thanks to huge dollars spent on its marketing and advertising strategies, the company has witnessed astounding high growth across many markets over the past two years.

Today, together with its sister company Kia Motors, Hyundai looks all set to break into the top three ranking of the world’s auto market (in sales volume). How soon will that happen? Very, if it continues to grow the way it did in 2010. The company recorded total sales figures of 5.74 million units in CY2010 – a y-o-y growth of 23.97%. It was the highest growth recorded amongst the five largest automakers in the world. While Toyota’s sales rose by 8% (to touch 8.55 million units), GM’s rose by 6% (8.39 million), Volkswagen’s by 13.5% (7.14 million) and Ford’s by 19% (5.31 million). Taking advantage of the streamlining that Ford went through in 2009 & 2010, the Hyundai-Kia combination ran past it to occupy the #4 spot in CY2010. But rising further will be a much bigger challenge.

As per estimates by IHS Global, Hyundai will remain where it is even when 2011 ends. The Korean company, having sold over 2.1 million vehicles during the first four months of 2011, is well on its way to clocking total deliveries of 6.3 million units during CY2011 – a y-o-y rise of 9.76%. On the other hand, Toyota is forecasted to sell 8.6 million units, GM – 8.5 million & VW – 7.5 million. Good news is – when 2011 ends, if all goes well, Hyundai will be much closer to the #3 spot, with the deficit between the Korean and the #3 VW reduced by 1.2 million units.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
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Thursday, April 4, 2013

B&E Indicators

Asian liquidity remains solid

Liquidity remains solid for non-financial, speculative-grade companies in Asia. The region’s Liquidity Stress Index was 12.3% in June, unchanged from May, and far below the 37% high it hit during Q4 2008 amid the global economic recession. In fact, the Asian Liquidity Stress Index has remained near its current level since the start of 2011 and is at its lowest levels in three years.

A low probability of default in the region

The high level of corporate liquidity in Asia suggests a low probability of default for the region’s speculative-grade companies. In fact, there were no defaults during the first half of 2011. Even the Asia-Pacific (ex Japan) trailing-12 month speculative-grade default rate has remained at 1.7% since the beginning of 2011. This situation, coupled with manageable refinancing needs, indicates that the default rate will continue to stay low for the rest of the year as well.

Read more...

Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Monday, March 18, 2013

Banking on Retail to Grow Fast

From a Development Bank IDBI Bank Changed its Course to a Schedu-led Bank in 2004. Since then, its Retail focus has Given it Enough dope to Become India’s 17th Fastest Growing Company.

The genesis of this entity can be owed to the inspiration sought from Industrial Bank for Reconstruction and Development (IBRD) set up in 1945 to reconstruct countries devastated post World War II. It was set up in 1964 as a wholly owned subsidiary of RBI and has to its credit building some of the biggest financial corporations in India today like NSE, the Stock Holding Corporation of India, the Export Import Bank of India and the Small Industries Development bank of India (SIDBI). But for IDBI Bank, which became a full fledged scheduled bank from being a ‘development bank’ in 2004, such laurels did not suffice. An entity which used to generate 70% of its total business from the corporate sector, has achieved one of the most successful transformations in India Inc.’s history to give its retail business an equal footing – not only in terms of products, but marketing and investments too.

During the last fiscal, IDBI Bank registered a mind-boggling 97.9% growth in its operating profit. Net interest income grew to Rs.22.67 billion in FY10 as compared to Rs.12.39 billion in the previous year, translating into a growth of 82.9%. Going deeper, the bank’s net profit grew 46% (year-on-year basis), fee based income increased by 53%, deposits grew 36%, advances grew 38%, aggregate assets rose 29% and the total business of the bank registered a growth of 37%. Interestingly, this happened during a period when most of the Indian banking giants were still recovering from the slowdown blues. The financial year 2010-11 has already witnessed IDBI Bank’s aggression in terms of marketing and promotional activities. The year has been special for IDBI Bank owing to its renewed focus on retail banking as it has realised the powers of numbers well on time, and also about how to survive the cut-throat competition.

In fact, IDBI has been a major ground level innovator and fast mover, quite unlike a government entity. Some of its major initiatives are aimed at taking it on a very long term growth trajectory especially in retail banking. Firstly, to attract more retail business and achieve its goal of lowering cost of deposits, it has gone a step ahead of competitors by waiving charges on many of its current account and savings account (CASA) services including account closure, ATM Interchange, demand draft cancellation et al. Secondly, it has taken the tactical move to install 100,000 point of sale (PoS) machines to get hold of the mass by facilitating higher financial inclusion. Thirdly, it is ramping up its branch-wise penetration. It is setting up around 250 new branches to increase its tally to 1,000 branches and plans to set up between 4,000 to 5,000 ATMs in the next three years. Not just in distribution and marketing, the bank is contemplating major capital raising in the near future to enhance its financial inclusion objective. As per R M Malla, CMD, IDBI Bank, “As part of IDBI Bank’s financial inclusion strategy, the bank may consider raising equity capital, thereby diluting the Government’s stake over the next 12-15 months.”


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

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