NGO's

Suddenly, animal rights activists and NGOs (who spend more time and money jet setting across continents to attend seminars than protecting animals) are beating their chests and moaning that the Bill will systematically kill whatever few tigers and lions that are left in the Indian forests. So powerful has been this orchestrated propaganda against the Tribal Bill that even otherwise sober media analysts and columnists have become hysterically opposed to the Bill. Any thinking Indian should be ashamed of these shenanigans and the derogatory manner in which these people are treating tribals. Their brazen contention is that tribals will not be able to manage cultivation of the land allotted to them and will destroy forests and animals. How ridiculous!

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Low-Cost Players

Financial calculations of low-cost players are different from established companies. Their business models turn smaller gross margins into higher operating margins and hence impressive returns on assets. No wonder their capitalisations are oft en higher than industry leaders. They have also created tremendous wealth. Twelve of the top twenty five in the Forbes’s list of the world’s richest people in 2006 made their fortunes by creating (or inheriting) low-cost businesses.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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IIPM RANKED AHEAD OF FIVE OF THE IIMS

A BILLION DOLLAR DEAL!

After Boeing announced its huge investment plans for India recently, it is now the turn of its arch rival, the European Airbus to launch itself into the action mode. Realising the optimism in the Indian air space, Airbus is wasting no time in cashing on it. The world’s largest aircraft manufacturer recently announced its plans to invest $1 billion in India over a period of ten years. Airbus will set up training centers (including for pilots of its A-320 model), maintenance, repair & overhaul facilities (MRO) along with engineering & design centers by the year 2007.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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Shock and Disbelief

“10 people is all I use to handle the figure you quote...” Imagine the utter shock and disbelief that the B&E team experienced, when C. M. Verma nonchalantly trudged into the control room, matter-of-factly made that statement, and introduced himself quite bluntly, “I’m the Manager of the new Cold Rolling Mill!” Ten?!? Was that it? “Well, if you add sub-staff and cleaners, the total would come to 100...,” came the classic Verma riposte, with a deadpan professional glare. Hot versus Cold; 34,000 versus 10! That, dear critics, epitomizes the destruction of Tata Steel, as we had always known it. For the uninitiated, every steel slab (210 mm width and 11 metres length) from the blast furnace is sent first to the Hot Rolling Mill to be converted into a sheet (of 4 mm thickness and a massive 1.1 kilometres in length).

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Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

WITHOUT SUBSIDIES

Cotton illustrates the problem. Without subsidies, it would not pay for Americans to produce much cotton; with them, the US is the world’s largest cotton exporter. Some 25,000 rich American cotton farmers divide $3 to $4 billion in subsidies among themselves – with most of the money going to a small fraction of recipients. The increased supply depresses cotton prices, hurting some 10 million farmers in sub-Saharan Africa alone. Seldom have so few done so much damage to so many. That damage is greater when we consider how US trade subsidies contributed to the demise of the Doha Round. Rather than offering to do away with its cotton subsidies, America offered to open up its markets to cotton imports – an essentially meaningless PR move that quickly backfired.

For Complete IIPM - Article, Click on IIPM-Editorial Link

Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006