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

Tuesday, June 4, 2013

Book Review :The Test of My Life

The art of bouncing back

An autobiography cast in the classic tale-of-survival-against-all-odd mould, The Test of My Life reinforces the commonly held belief that it is only in life-threatening adversity that the true character of an individual shines through. In Yuvraj Singh’s case, it certainly did.

As Indian sport’s most high-profile cancer survivor, Yuvraj has a story that is at once poignant and inspirational. In this book “about my life before cancer, with cancer, and my life after it”, the cricketer is as candid as any public figure can afford to be in this era of 24x7 television channels lying in wait in the shadows to pounce upon any piece of information deemed salacious, saleable or lachrymal enough for shrill, relentless exploitation on the airwaves.

Yuvraj narrates his story straight from the heart, bringing out the innermost details of an intense fight that was fraught with doubts and fears, but one that, happily, ended in triumph. Cancer had threatened to derail more than just his career months after the most memorable moment of his life – the 2011 World Cup victory rendered doubly sweet by his bagging the Player of the Tournament prize. It was a distressing interlude that he had seen coming as he played the tournament in much pain and discomfort.

The rest of that year “vanished” from his life as he went in for treatment in the US and struggled to make it back to the sport that had made him what he was. This book is a bid to ensure that the time that went by in an agonising blur isn’t wasted. “Just as we share our victories and joys, we need to share our grief so someone else can feel they are not alone when the chips are down,” Yuvraj writes.   

For this reviewer, The Test of My Life: From Cricket to Cancer and Back, co-authored by sports scribes Sharda Ugra and Nishant Jeet Arora, works primarily because it is marked by journalistic directness. Although the ever-flamboyant middle-order batsman has let on that the story might take the form of a movie soon, this book, mercifully, isn’t a screenwriter’s take on Yuvraj’s brush with cancer. You feel the force of the ‘real’ battle that the cricketer waged to come out of the ordeal. It is told simply, without undue dramatic layering. Sentiments flow naturally from the innards of the tale.

Cancer seems to have made the once-brash and reckless young man a bit of a philosopher. He remembers the occasion when, as a boy, he crashed his new bicycle into a rickshaw. He did not know how to ride the bike but wanted to “master the machine on my own”. The result, he recalls, was “a spectacular accident, made up of a pinch of foolishness and plenty of blood”. Ten stitches were needed to repair two of his fingers.

Yuvraj then writes: “When I pull on my gloves now, I can still see the scars. The stitches remind me that balance is always a hard thing to master. Balance wasn’t part of the way I grew up and it is not part of Indian cricket either. Being accident-prone got me used to getting up and dusting myself off without fuss.”

While the cancer story is obviously at the heart of this readable book, it is also noteworthy for the frankness with which Yuvraj dwells upon the paternal pressures that he faced in childhood as his dad, Yograj Singh, who played one Test match and six ODIs for India, sought to make good his own failings through his son.

Always fond of all kinds of sporting pursuits, Yuvraj was more into skating than anything else, but his father literally forced him into cricket with such disregard for the boy’s own choices that the game “became a chore”.

He confesses that “even as a teenager, there were times I felt I was living my father’s life, chasing his dreams”. Now, many years later, he is of course able to see his father’s exertions with greater equanimity.

Yuvraj also looks back at his parents’ failed marriage with just as much honesty and empathy that he brings to bear upon the rest of his remarkable story. His mother was 18 and his dad 22 when they got married. Yuvraj was born a year later. The couple grew up and apart as life progressed, and Yuvraj and his brother, Zorawar, eight years younger, bore the brunt of the turmoil at home.

Yuvraj’s mental toughness, tenacity and sterling successes as a cricketer can, in part at least, be attributed to the many challenges that he countenanced in his formative years. It probably put some steel into his soul: the deeply ingrained mettle would have come in handy when cancer struck.


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

SC verdict boon for poor

Glivec sold by MNC Novartis for Rs 1.2 lakhs will now be available for Rs 8,000

Gopal is affected by Cronic Myeloid Leukemia (CML), a blood cancer. His annual treatment at the All India Institute of Medical Sciences (AIIMS) will cost anywhere between Rs 10 to 40 lakhs and will certainly add to his life. Wonder drug Glivec will make it possible.

But the sad part is Glivec’s astronomically high price - a burden for a majority of three lakh CML patients in India. The Swiss drug giant justifies it on account of its $1 billion investment into the research of the molecule. Such tall claims by multinational companies (MNCs) have been refuted by the Public Health Foundation which says that MNCs are overstating their investment to make heavy profits. In a landmark judgment, the Supreme Court ruled out a plea filed by Novartis for patenting this anti-cancer drug Glivec, saying, ``there is no novelty, no invention’’. Novartis’ claim for patent was earlier rejected by the Indian Patent Appellate Board (IPAB), after which the MNC had moved the apex court.

The overall implication of this judgment is this: Glivec which is sold by Novartis for Rs 1.2 lakhs, will be available for Rs 8,000 to patients marketed by Glenmark, an Indian generic producer. The decision has come as a great relief to patients, generic drug manufacturers like Cipla, Ranbaxy, GlenMark etc and bad news for MNCs who thrive on exclusive marketing like Pfizer, Glaxo Smith Kline, Novartis and Aventis.

This historical development underlines a stark reality: Indian judicial and quasi-judicial bodies will not allow MNCs to exploit the 2005 April amendment of the Indian Patent Act which provides them exclusive marketing rights for 20 years, provided the drug is a new invention. The 2005 amendment was in tune with global practices as dictated by the World Trade Organisation (WTO).  Needless to add, the process patent regime of the Patent Act 1970 has been made redundant. But law makers did provide enough teeth in the act to stop ever greening - which means extending the patents duration by minor modulations in the molecule. The Supreme Court did use this particular legal provision in this case.

The MNC pharma body, Organization of Pharmaceutical Producers of India (OPPI) spokesman reacted strongly saying that India is discouraging invention and research. He also pointed out that MNCs not getting their due may shun this country. On the face, it is a commercially motivated propaganda to pressurise India. What are the points of rebuttal? One, this molecule was not new and existed in the public domain the world over and tried to enter India after 2005 to take advantage of the changed patent regime; two, Indians have walked the extra mile for promoting genuine inventions in 2005; three, the threat to India rings hollow because the sheer size of the Indian market will force the MNCs to adjust accordingly.  

The bottom line here is not recovering costs incurred in research but the greed for big money. Pharma products are killing poor people. Even the world’s most developed country USA, has resorted to generic drugs, saving roughly $ 1 trillion in health care.  There is a similar clamour in the European Union (EU). To handle this dire situation, a compulsory licensing (CL) clause was added to Trade Related Intellectual Property Rights (TRIPS ).

Cynics may argue otherwise but the fact is India has used this so-called death warrant (CL) only once while it has been often resorted to by the USA, Canada, China, Indonesia and Malaysia. In a bid to provide for affordable kidney anti-cancer drug Nexavar, the IPAB upheld the CL in favour of Natco Pharma against MNC Bayer, the original patent holder. Natco Pharma reduced Nexavar prices by 97 percent although they were asked to pay 6 percent royalty to Bayer. Remember Bayer was granted the patent in 2008 but exorbitant prices became unaffordable for cancer patients. Hence a fourth CL was granted in 2011. In contrast, US Presidents through executive orders have invoked CL time and again to sort out issues of shortages and affordability. Interestingly, the executive order of the US President cannot be challenged in court. What is the way out?  In case of essential and life saving drugs, governments, the World Health Organisation (WHO) and Unicef can join hands to promote research in the larger interest of humankind, something like the Gene Pool research where the USA and UK have joined hands.


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

Monday, June 3, 2013

Movie Review: The Master

Dreg and dodd

Paul Thomas Anderson is a genius. With films such as There Will Be Blood, Magnolia, Boogie Nights, he has already established himself as one of the best directors of his generation. Now with The Master he returns to prove what movies are truly capable of.

A World War II veteran, Freddie Quell (Joaquin Phoenix), returns after the end of the war, sex-obsessed and alcoholic, trying his best to adapt to his new environment. He stumbles and bumbles his way to the yacht of Lancaster Dodd (Philip Seymour Hoffman), the leader of a cultish philosophical movement called “The Cause.” After going through some “processing” techniques with Dodd, Freddie becomes a hardy supporter of

“The Cause” and violently takes care of some of its detractors.

Joaquin Phoenix plays the character of Freddie with a raw, exposed nerve. He drives the film with mixes of humour and determination and a never ending novelty. Freddie is as untameable and unpredictable as the film itself.

The Master does not shy away from anything. Whether showing the sex-obsessed imagination of Freddie or exposing the practices of the sham religion which Lancaster Dodd preaches, which is creepingly similar to Scientology, the film never does all the explaining. It ties together some deeply contemplate-able thoughts about war, humanity, religion, love, authority and belief and leaves you to ponder about it.

If you still doubt that cinema is the most powerful medium of expression, The Master will make you believe it.


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

ExecutiveMBA

Saturday, June 1, 2013

The India v/s bharat test

Indian cricket is symbolic of the struggle going on between the big city English speaking elite who prefer status quo and small town apsirants who want change

If I am not mistaken, it happened in 1984, arguably one of the most tumultuous and violent years in the history of independent India. Soon after winning the cricket World Cup in 1983, the Indian team led by the small town-broken English Kapil Dev was thrashed and humiliated by a rampaging West Indies team bent on vengeance for the World Cup loss. Predictably, Kapil lost his captaincy to the big city-flawless English Sunil Gavaskar. Subsequently, India lost a test match in Delhi to a visiting England team. Some people blamed Kapil for playing an "irresponsible" shot and getting out. The selectors and the captain Gavaskar dropped Kapil from the next Test to be played at Eden Gardens in then Calcutta. All hell broke loose and conspiracy theories started flying thick and fast. Just imagine what would have happened if we had dozens of 24X7 news channels back then! Cricket fans at Eden Gardens responded by hooting, booing and shellacking Sunil Gavaskar.

What, you may ask, is the relevance of this slice of history to the controversy over Virender Sehwag? Well, the fact is that the battle between Bharat and India as symbolized by the Indian cricket team is decades old and will not end with the axing of Sehwag. Just like Kapil Dev, Sehwag is raw and unvarnished talent that often refuses to play by the rule book. Like Kapil, Sehwag is not comfortable with English and yet has an uncanny ability to score runs, take wickets and yes, earn a lot of money. Like Kapil, Sehwag has been often slammed for his unconventional and "irresponsible" ways. Both represent the gradual but sure emergence of the small town India that is in a hurry to destroy the existing citadels of elitism that English-speaking India has so carefully nurtured. Soon after he retired, Sunil Gavaskar became a commentator on the idiot box and remains so. Soon after he retired, Kapil Dev tried becoming a commentator on English sports channels. It was embarrassing and he dropped out. But Bharat will have its way, no matter what India thinks and wants. So, the Star Network now has two channels devoted to Test and one day cricket in India. Gavaskar is the star in the English one and Kapil is the star in the Hindi one. It is a rare Navjot Singh Sidhu who can straddle both language channels with effortless verbosity. When Sehwag finally drops his swashbuckling cricket bat and decides to sit in front of a microphone, you know in which language he will be delivering commentary.

Who knows, Sehwag, like Kapil before him will do a thing or two that might anger both the Establishment and the cricket Establishment. Surely you must remember the genesis of the IPL? Well, it owes its birth and success to two small town Indians named Subhash  Chandra and Kapil Dev. The promotor of the Zee Network Chandra was so frustrated by the BCCI repeatedly refusing to give telecast rights to his channels that he launched the Indian Cricket League and appointed Kapil Dev as the CEO. A number of has-been and wannabe players were signed up to play 20 over matches. The BCCI struck back with a vengeance and basically told players that anyone playing in ICL will incur the wrath of the Establishment. In a brazen show of pettiness that only English speaking elitist India is capable of, the BCCI even stopped the pension it was paying to Kapil Dev. And of course, it created and launched the IPL, now the centre of allegations of money laundering and what not.  

Quite ironically, it is two fluent in English elitist cricketers who have promoted the rise and rise of small town talent and an an in-your-face take-no-losses attitude. The first was the late MAK Pataudi, a blue-blooded royal who could have played Test cricket for England if he wanted to. He constantly battled against the Establishment and encouraged 'rebel' players like Erapalli Prasanna. His last comeback is the stuff of legend. In 1975, India had already lost two consecutive Test matches to a visiting West Indies team. The two Tests had incidentally heralded the arrival ot the global stage of the now legendary Viv Richards. Public outcry and demand forced the selectors to appoint Pataudi as the captain. He delivered two successive test victories in then Calcutta and Madras. The other elitist who has encouraged small town Bharat is Sourav Ganguly. Indian cricket was in a shambles when Ganguly was made the captain in the wake of the match mixing scam and a series of humiliating defeats under Sachin Tendulkar as captain. And he created magic with the help of small town wonders like Zaheer Khan, Harbhajan Singh, Mohammed Kaif, Virender Sehwag and Irfan Pathan. Do remember, thanks to his efforts, Pataudi was always given a raw deal by the Establishment. And the manner in which India's most successful captain Ganguly was humiliated is sordid.

So will this battle between small town Bharat and big city India ever end? Not in a hurry. India represents status quo and the cosy comforts and benefits that naturally come your way when you belong to the club. Bharat finds entry into this club very difficult. And only huge success, performance and talent apart from the ability to break rules allows the English speaking Establishment to grudgingly accept it.


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

Wednesday, May 29, 2013

The Pakistan card

As US prepares to leave Afghanistan in 2014, India mulls its security options and the future of its decade-long economic relationship with the land locked country. Ranjit Bhushan reports

India's troubled neighbourhood is set for yet another change when US troops depart Afghanistan in 2014, three years after President Barack Obama grandiosely announced his 'surge and exit' policy from the war-wracked country.

With mounting domestic public opinion against a war which is not 'their own' in addition to a sharply rising public expenditure and inflation, the US has realised that while occupying Afghanistan may have been easy, to administer it in any strict sense is well nigh impossible: Soviet troops in the 1980s and the British Indian Army in the 19th century would unhappily vouch for it.

By virtually pushing out the mighty American army from Afghanistan – despite innumerable drone raids, huge military casualties and diplomatic heartbreaks – the Pakistani Army would see the US pull out as a political triumph. It is a scene tailor-made forthe General Head Quarters in Rawalpindi: they can now have a free run of the country which they consider a natural ally, cut a deal with the Taliban and promote the interests of war lords who have connections in Pakistan and are backed directly or indirectly by the army.

For the Pakistani army, the biggest road block in its total domination of Afghanistan to gain strategic depth remains the Indian presence – a presence loathed in ample measure by generals there. New Delhi has considerably expanded its influence in Afghanistan since the US ousted the Taliban regime by the end of 2001. There can be little doubt that this interest has flourished by the backing that India has got from the US and international military forces. "That period by all accounts is over. We are looking at a new phase in Afghanistan policy and there will be changes," says one senior Indian diplomat formerly posted in Kabul. Indian apprehensions have been compounded by President Obama's and British efforts to engage the Taliban in negotiations – for New Delhi, Taliban is but another face of the Pakistani army. For India's strategic community, US's reported move to carve out Talibani and Pakistani spheres of influence respectively in the battle-weary country even as they leave, is a potential nightmare with no quick fix solutions in sight.

Realists on Delhi’s strategic circuit believe that India's responses to the developing situation in Afghanistan have to be tempered by ground realities, not rhetoric. In a recent writeup in bi-monthly magazine The American Interest, strategic expert C Rajamohan wrote: "Despite much talk in Washington about India’s 'rivalry' with Pakistan in Afghanistan, Delhi is acutely aware that it is not a 'primary' player there in the manner that Islamabad is. The absence of a physical border is India’s greatest strength and main weakness in Afghanistan. Paradoxically, the 2,500 kilometer-long open border with Afghanistan – the Durand Line – is Pakistan’s greatest advantage and principal weakness. Because Afghanistan is once-removed from India, few Afghans distrust Delhi. The absence of a border means India cannot undertake and defend a unilateral security role in Afghanistan.'' In other words, any military engagement in that country can safely be ruled out for the time being.

Delhi, nevertheless, remains an important player in its immediate neighbourhood. Backed by Washington and NATO, the Indo-Afghan engagement has been broadening in the last decade or so. In 2011, the two countries signed a strategic partnership, which promised – on top of its agenda – a distinct Indian role in raising Afghan forces, mostly in India. Close to 200 Afghan soldiers are currently attending Indian military colleges.

In 2012, India played host to an international investment meeting on Afghanistan in New Delhi – a key visitor from Kabul told potential Indian investors that it was not easy to do business in his country. Despite it, India has pledged $2 billion in aid to build roads, power stations and even the Parliament of Afghanistan. As a return gift, India has got rights to mine prime iron ore reserves in the country. To be sure, the Indian private sector response has been tepid given the political climate in the country, but the government is known to be persuading public sector mining companies, including the NDMC and National Aluminum Company Co Ltd, to explore avenues of investment.

Officials in the two countries are reported to be discussing the 'new silk route' between the two nations. There is a vibrant Afghan community which lives in New Delhi, many of them beneficiaries of medical tourism, while Kabul itself is awash with Indian colours, food and music. Afghanistan President Hamid Karzai is fluent in Hindi, having spent his student years in the Himachal Pradesh University. A visiting British journalist traveling in Afghanistan remembers that "while you never hear a good word for Pakistan, you rarely hear a bad one for India".

Last year, India signed a deal to pipe gas 1,700 km from Turkmenistan across Afghanistan and Pakistan. India's leading gas company Gas Authority of India Ltd, is one of the leaders of a consortium trying to woo global investors to cough up $7.6 billion for the pipeline christened TAPI (Turkmenistan-Afghanistan-Pakistan-India). But there are many in Delhi who believe that this pipeline would make India dependent upon arch rival Pakistan and that is something which may not find backers in in the short term. Ministry of External Affairs spokesman Syed Akbaruddin told this magazine that India's presence is about strategic self-interest. "Afghanistan is in our neighbourhood and there is a history of Afghan soil being used for terror attacks on India. We cannot allow it to happen," he said.

For the Americans, their decisionto exit Afghanistan may create more problems than solve them. The US dilemma can be best understood in a recent Rand Corporation assessment of competing global and regional interests in the country.

Says the Rand Corporation report, "India and Pakistan have very different visions for Afghanistan, and they seek to advance highly disparate interests through their respective engagements in the country. Pakistan views Afghanistan primarily as an environment in which to pursue its rivalry with India. India pursues domestic priorities (such as reining in anti-Indian terrorism, accessing Central Asian energy resources and increasing trade) that require Afghanistan to experience stability and economic growth. Thus, whereas Pakistan seeks to fashion an Afghan state that would detract from regional security, India would enhance Afghanistan's stability, security, economic growth and regional integration. Afghanistan would welcome greater involvement from India, though it will need to accommodate the interests of other external powers as well. India has a range of options for engaging Afghanistan, from continuing current activities to increasing economic and commercial ties, deploying forces to protect Indian facilities, continuing or expanding training for Afghan forces, or deploying combat troops for counter-terrorism and counterinsurgency missions. To avoid antagonising Pakistan, India is likely to increase economic and commercial engagement while maintaining, or perhaps augmenting, military training, though it will continue to conduct such training inside India. Increased Indian engagement in Afghanistan, particularly enhanced Indian assistance to Afghan security forces, will advance long-term US objectives in central and south Asia.''

Could Indian policymakers then look for clues in modern history? British rulers, confronted with virtually uncontrollable tribal upsurge of the trans-Indus tribal territories in the 19th century, wavered between a policy that sought to physically control the boondocks through force and through a hands-off policy which recognised that given the region's natural turbulence where virtually everyone carried a gun and was quite willing to use it, it would be futile to try to subjugate: reconciliation was always a better bet.Indian mandarins say in the current situation, a hands-offpolicy would imply that there is no tearing hurry to get into Afghanistan after the Americans depart. India will instead, rely on internal affairs of the country to take a turn where New Delhi's role would come into play. For instance, it is nearly certain that once the Pakistani Army gets a run of the country once again and decides to put the squeeze, certain ethnic groups – the non-Pashtun minorities in Afghanistan for instance – who are opposed to Islamabad will turn to New Delhi for help.


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

ExecutiveMBA

Saturday, May 25, 2013

Taking law in your hands

Chhattisgarh's tribal women are increasingly facing the wrath of errant policemen, reports Anil Dwivedi

While the Delhi gang rape case has led to more reporting of such instances nationwide and an increasing public awareness of the rights of women, in tribal-dominated Chhattisgarh, a spiral of physical assaults on women by uniformed police men and other government employees, have put paid to the state government’s clarion call to provide security to its denizens, particularly low caste backward women.
consider this:

1. In Sarguja district’s Chando police station, July 6, 2011, 15-year-old Meena Khelkon was allegedly raped by the police, branded as a Naxalite and then killed in an encounter. When the issue was raised in the state assembly, a CID inquiry was ordered but it reached no dramatic conclusions. There is still no charge sheet filed

2. In November 2012, in Narayanpur’s Koliyari village, four police personnel allegedly gang raped a 35-year-old tribal woman. Charges were filed under Section 376 of the Indian Penal Code (IPC) which deals specially with outraging the modesty of a woman by the police. The issue has been put into cold storage

3. Two special police officers (SPOs) attached to the Chhindgarh police station allegedly raped a minor; an FIR was filed but there have been no further investigations.

4. Soni Sori, a tribal woman was picked up ten months ago by the police on charges of being a Maoist sympathiser. She alleged that in the presence of the district SP, she was stripped and molested but managed to avoid rape. She continues to be behind bars. One of the officers reportedly involved in the incident was, ironically, later felicitated with a President’s Medal.

Welcome to Chhattisgarh, a haven for cop rapists who get away as clean as a whistle and a state which came into existence as a separate entity for tribals in 2000, threatens its denizens the most. While by means restricted to the state, the security provided for tribal women is increasingly coming under a cloud by, ironically, those meant to be upholders of law and order.

Now it seems, even the others are joining in. Last fortnight, in Kanker district’s Government Jhaliamari Ashram, 16 tribal girls were raped and molested by their teachers and similar reports from three government hostels suggest that no matter how high sounding the law is, there is little safety for tribals living in Chhattisgarh.

Says human rights activist BK Manish, who has also been campaigning for introducing the Fifth Schedule, a special constitutional provision which provides powers for governance in the country’s tribal hinterland, “Things have reached such a stage that tribals have stopped going to the police, knowing they are not going to get justice.”

In Chhattisgarh, tribals constitute the majority 31.81 per cent of the population followed by 11.60 per cent Scheduled Castes or Dalits. Cases of rapes, land grabbing and encounters as alleged by Maoists, are common place. According to the National Crime Bureau (NCB), despite the presence of a 1989 special ordinance which deals with the safe keep of tribals, there were 879 cases registered against those committing atrocities on them; of those charged, 172 were convicted while 625 got away due to lack of evidence.

Former Union Minister and tribal leader, BJP’s Rajya Sabha MP, Nand Kumar Sai, says he is a worried man. “The state Governor should use his powers to provide relief. The Constitution gives him the authority of take special steps for protecting tribals. Why isn't he using them?” he asks TSI.

According to a police officer who prefers to talk off the record, the biggest impediment in pursuing the cases is the lack of government go-ahead. According to the Scheduled Caste and Scheduled Tribe (Prevention of Atrocities) Act, 1989, no investigation can proceed without the government’s clearance. A case in point is the Janjgir-Chapa gang rape case of a 40-year-old tribal woman where senior police officers declined to give their approval for the probe. Not surprisingly, the officer who had build up a case against the accused was shown the door!


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, April 20, 2013

“Though we cater to all, our focus is only youth”

Dhruv Kaul, Marketing Director, KFC India

Dhruv Kaul, Marketing Director, KFC India talks about what lies at the core of KFC’s recent exploits in the India QSR industry, and what all it’s doing to stay ahead of competition like McDonald’s:

B&E: You have recently launched a slew of new products like the grilled chicken, and the affordable Streetwise range. What your product offering strategy?
Dhruv Kaul (DK):
The core idea of KFC is that everything revolves around the ‘Taste’ and ‘variety’. We started with chicken, and then built on that. Now we have vegetarian, we have beverages, and different kind of burgers, wraps, and desserts too. A lot of our products are introduced after in-depth research, like we launched our grilled-chicken offering, based on the fact that Indian palette likes a lot of spice and heat. We first tested this product for a long time, tweaking it, fixing it, seeing consumer reaction to it, and finally bringing it to market. With our product line, we want to give people different reasons to come to KFC, you want to have just a burger you can come, and you want to have a beverage or a breakfast, you can come as well.

B&E: KFC offers a lot of indulgence food. Is that your USP, or with your new offerings you are slowly trying to move towards healthier offerings?
DK:
With our grilled chicken, you can say that. But on an overall perspective we want to offer a wide range of choice to people, we have everything, they can choose, and mix and match. We let people choose as per their mood. Fried food too is very much part of how a lot of food is consumed in India. So we will continue to have products on both the platforms, a little healthier grilled/oven as well as the fried offerings.

B&E: Which are KFC’s most popular products in the market?
DK:
The most popular product people come to have is the Zinger burger, and the KFC-Style chicken, both are more or less equivalent. The other thing people come to KFC for, is the Krushers. So our idea is to broaden our range to give different reasons to different consumers. If we are successful, our task is done.

B&E: How has been the fiscal year 2011 for you?
DK:
We have crossed the 150 stores, and we are now present in 35 cities. We are growing at 70% per year, and we aim to achieve 500 stores by 2015, and we are well on track with this momentum. This year has been stellar for us; we have brought in variety, with value launch, bringing in snacks (popcorn chicken) and more beverages to the table. Overall, we have been on a great drive for the last couple of years.


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

For More IIPM Info, Visit below mentioned IIPM articles
 

Monday, April 15, 2013

An “Idea” for Tatas’ Telecom Biz

Tata Teleservices has been losing subscribers in recent months. Now, to stem the recent tide of reverses, the company has gone in for brand integration, hoping that the move will help revive its flagging CDMA business. Will that help to get its mojo back?

By all accounts, it hasn’t been good going for Tata Teleservices so far this year. First, its name got dragged in the 2G scam, forcing the normally reticent Ratan Tata to respond to growing media queries. Second, things have slowed down on the business front too. Tata Teleservices core CDMA business (which forms 40-50% of its telecom clientele) is faring poorly. The company lost its number four ranking in the telecom pecking order to the Idea Cellular brand. Tata Teleservices, which owns the Tata DoCoMo brand, saw its wireless subscriber base fall from 91 million at the end of June to 88.3 million at the end of July, data from industry body Association of Unified Telecom Service Providers of India show. According to the Telecom Regulatory Authority of India, only about 48% of Tata Tele’s subscribers were active at the end of June. The sharp contraction comes on the back of a relatively weak subscriber addition of 2.1 lakh in June. On the other hand, rivals Bharti Airtel and Vodafone added 1.5 million subscribers each in July, while Idea Cellular added a million.

For Tata Teleservices, the past six months reveal a story of constant loss of market share, and the brand’s inability to attract new customers. As per Telecom Regulatory Authority of India (TRAI), in March this year, Tata Teleservices had a market share of 10.98%, while Idea Cellular had a market share of 11.03%. But from here on it’s market share has been steadily going downhill: April (10.93%), May (10.80%), June 10.68 and 10.23% in August. On the other hand, Idea has taken its market share to 11.37% in the intervening period. Compared to the likes of Idea, Airtel and Vodafone, which have been adding about two million customers a month, Tata Tele has struggled to add new subscribers and in fact it has lost more of its existing subscribers. From a high of 8% of new customer additions in April, the company has been averaging 2-3% in the months of May, June, July and August. Though the company attributes the diminution in its subscriber base to its ongoing re-alignment exercise, and purging of numbers not in use for more than six months, the fact remains that today Tata Tele is languishing behind the likes of Sistema (MTS), Aircel, Uninor and even BSNL, in new customer acquisitions. In March it had roughly 89 million subscribers, which at the end of August stood at 88.5 million.

Even otherwise, the businesss has been bleeding. The Tata Group has so far invested roughly Rs.400 billion in the telecom business. It had to write-off nearly Rs.70 billion in losses between its two companies, Tata Teleservices (TTSL) and the listed Tata Teleservices (Maharashtra) (TTML). In 2009- 10, it declared fresh losses of over Rs. 20 billion. Tata Communications, the third telecom company in the group, which took over the assets of government-owned VSNL, too has made losses.


Source : IIPM Editorial, 2012.
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
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
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
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Wednesday, March 6, 2013

Six year old bank has grown commendably

Managing Director and CEO, Yes Bank, speaks to Avneesh Singh about how the six year old bank has grown commendably over the years and looks forward to making it even bigger given the opportunities in India

B&E: What kind of growth targets are you looking for in the next five years ?

RK:
We are looking forward to building 750 branches by 2015. So there will be significant investment in areas of branch banking infrastructure and human resources. Regarding the manpower, we started with 3000 plus by the end of fiscal March 2010, we are going to have around 4500 by March 2011 and our aspiration is to be at least 6000 by March 2012 and then to double that by March 2015. The most significant investment is actually into people; and the branches are going to be more or less commensurate to that. Out of the total investment, 75% is into people and 25% is into branch expansion.

B&E: What kind of impact do you foresee will the opening up of new branches have on your financials? And when do you expect them to break-even?

RK:
Most of the hub branches are already together and I do not expect significant impact of the branch depreciation in totality, but we will break-even in a period of 3 to 4 months in people resources. This has the potential of tremendous incrementality on the bank’s revenues .

B&E: The NPAs are rising because the loans that were restructured in 2008 have not been paid off, especially in the textile segment and SME segment. You are more focussed on the SME segment. What will be your future strategy then?

RK:
Our strategy is to go for SMEs because SMEs have been able to demonstrate (without being specific to textiles) outright resilience. SME sector, which is somewhere between 38% to 40% of the economy, was able to demonstrate resilience before, during and after the recession. The defaults were primarily in the corporate sectors. In my opinion, the much-neglected SME sector in our country needs deep commitment. It is necessary to be a versatile banker that is totally committed to the vagaries of their businesses because India is known to go through economic cycles in every 4 or 5 years . We should remember that SMEs are predicated on other businesses; so when they go down a little, one still has to be a banker to them. Amazingly, in a young bank like ours we have had negligible defaults from our clients.

B&E: You have big plans for credit growth? Will you be raising capital for the same?

RK:
We had raised capital two quarters ago; so that area is relatively comfortable. There might be a need to raise capital only after a longer more time because we are simultaneously earning as well. We have earned a considerable lot and presently possess the capacity to raise all forms of capital – hybrid tier 1, upper tier 1 and upper tier 2. So technically speaking, our bank does not need to raise capital for a long time to come. We presently need hybrid forms of capital. But by March 2011, we have taken the target to raise `1500 crore from the tier 2 capital. It will be raised in tranches and this will happen in every quarter.


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

Tuesday, February 5, 2013

Voyages to lands of milk & honey

Steering the expansion drive by way of inorganic growth opportunities seems to be the latest obsession amongst home-grown FMCG companies. But is it a viable strategy? Savreen Gadhoke finds out

“And the sea will grant each man new hope . . . his sleep brings dreams of home,” said the master of exploration, Christopher Columbus about the joys of going beyond borders in search of new pastures.

After years of exploring products and markets (including rural) within home territoy, Indian FMCG players seemed to have inculcated a ‘Columbus’ spirit of late. They are now expanding their reach to overseas markets through inorganic expansion. And this acquisition drive has gained momentum in the last one year.

Consider this: In July 2009, Godrej Consumer Products Ltd. (GCPL) acquired a 49% stake in Godrej Sara Lee for Rs.2.14 billion. Marico recently acquired Malaysia’s third largest hair-styling brand, Colgate-Palmolive’s Code 10 for Rs.250 million and Wipro Consumer Care & Lighting (FMCG arm of Wipro) acquired the Yardley business from UK-based Lornamead Group for Rs.2.14 billion. Even other domestic FMCG players like Dabur, Emami, et al, are vying for overseas acquisitions. For instance, Dabur India has set aside a sum of $250-500 million for its foreign buy-outs, and Emami Ltd. is planning to spend Rs.8 billion for an acquisition in US. GCPL, too, has announced plans to raise a whopping Rs.30 billion (both through debt and equity) to acquire large & small firms in both local & international markets.

The valuations of international FMCG companies have gone down in the last two years, thanks to the financial tsunami, making them vulnerable to take-over attempts. Overseas buyouts do lead to faster and positive growth, drive shareholder’s value, establish presence in foreign markets, increase size of the customer base and enhance the product portfolio. But at the same time, these acquisitions may also put a strain on the balance sheets of domestic FMCG companies, as ROIs may not give desired results. So is an aggressive approach to such acquisitions apt?


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.

Friday, February 1, 2013

Arrghentina!

Imagine one of the ten richest countries in the world working hard to collapse financially

Juan Bautista Alberdi, the father of Argentine constitution, could not have been more apt. He had very appositely asserted that all the crises that Argentina went through resembled each other in the fact that all were driven by irresponsible fiscal policies, which in turn were caused by weak or lacking institutions. It is more of an irony that by 1913, a country, which had been growing at 5% and was amongst the ten richest countries ahead of Germany and France, ended up as the very ocean of crises. All thanks to the fiscal imbalances, a crisis summary of Argentina reveals that the country has the propensity of a crisis every 3.7 years.

Post World War I, though Argentina had current account surpluses with European nations, its deficit with the new economic power US affected it in 1920-21when the British pound lost 25% of its value against the US dollar. Once again, the significant and persistent budget deficits caused much of the misery. “The Argentine economy suffered because the British supply of financial services proved to be unreliable at a time when international capital markets had dried up,” agree G. D. Paolera and A. M. Taylor, National Bureau of Economic Research.


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.

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
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
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)

Tuesday, January 22, 2013

Will he? Won’t he? Should he?

A compilation of various statements, political think and perspectives on the situation that Barack Hussein Obama is going to face in his tenure as the American President

Promod haque,

managing partner, norwest venture partners

“It is dangerous and irresponsible to leave even the impression the United States would needlessly and publicly provoke a nuclear power. Now that he is elected, things will cool down for sure.”

Blake hounshell,

strategic expert, foreign policy magazine

“There doesn’t appear to be any genuine counterinsurgency strategy in place to do what General Petraeus did in Iraq – protecting the local population from Taliban and other militant groups and seeking to win the hearts and minds of the Pashtun people. I understand the political appeal of getting bin Laden.


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.

Saturday, January 19, 2013

Science behind 21st Dec, 2012

The prophecies and science behind 21st Dec, 2012

The Yellowstone volcano in USA is supposed to blow up anytime too. Said to erupt every 6,50,000 years, it threatens to fill the atmosphere with ash, cloud the sky and throw Earth into a 15,000-year-long frozen winter.

Then there is the Bible that talks of the approaching Armageddon, where the final conflict between the Christ and Antichrist will occur. The Vedas say that this would be the time of the end of Kali Yuga, which had commenced in 3102 BC. Many other cultures are said to follow this chorus, and let’s not even start on the grim picture painted by Nostradamus…

NASA has been particularly dismissive of the 2012 prophecies. "There apparently is a great deal of interest in celestial bodies, and their locations and trajectories at the end of the calendar year 2012. Now, I for one love a good book or movie as much as the next guy. But the stuff flying around through cyberspace, TV and the movies is not based on science. There is even a fake NASA news release out there..." says Yeomans, NASA Senior Research Scientist.

There are as many theories about the world ending in 2012 as there are about the same theories being products of over-imaginative and psyched minds. On Facebook, an open party – Night of Mayhem – has been announced for everyone on Earth for 1st January, 2013, just in case the floods don’t occur, the earth doesn’t rip apart, and humanity survives 2012. As of now, 42,177 people have RSVP''d as ‘Attending’. Rather than worry about events we can’t really do much about, I suggest we take all these theories with a pinch of salt and plan for a grand New Year Party for 2013!


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.

Thursday, January 17, 2013

380 deaths daily!

The shocking Chinese coal mines

Fushun’s Mengjiagou coal mine had a gas explosion in 2003, with a casualty of 25 miners ­– that was not as much a bad news­ ­as was their relatives being beaten up to death asking for compensation! In 2007, the official figure of the number of deaths in coal mines stood out at around 5000 miners, although independent research agencies estimate the actual figure to be as much as three to four times of that. It is reported that many sub-contractors in China run their mines like monster task masters. And the province of Shanxi is a crying shame of an example for China in this regard.

If last year’s coal mine accident in Shanxi that killed 270 people – and resulted in the resignation of Meng Xuenong, Shanxi’s governor – made you open your eyes, perhaps you missed out the fact that a few years back, the Director of State Administration of Production Safety in China accepted that 380 people died everyday in the coal mines of Shanxi, causing a direct economic loss of $12 billion every year. The figure is a staggering 2.5% of China’s GDP!

China’s fatality rate per million tonnes of coal production was reported half a decade back to be 3,824. Compare this to the 0.1 figure in the US and even Australia, top coal manufacturers.

In 2006, Premier Wen Jiabao made commitments to improve the safety standards. Eventually, in the same year, he passed an order to close down any coal mine with an annual output of less than 90,000 tonnes. Shanxi’s coal mines still continue haphazardly. This year, the new Shanxi governor commissioned that by 2011, the number of coal mines will be reduced by 1500 (to 1000) and by 2015 to 800. The claim is that any shaft with an annual output of less than 300,000 tonnes will be closed and taken over by the government. Are the Chinese true to their word?


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.

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
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
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face
IIPM – FLP (Flexi Learning Program)