Showing posts with label IIPM Think Tank. Show all posts
Showing posts with label IIPM Think Tank. Show all posts

Wednesday, May 29, 2013

Should we give up already?

On February 12, 2013, US President Obama passed two executive orders for setting up cybersecurity standards for various industries. These executive orders exemplify the intent shown in the United States to fight cyber crime and the immediate concern of the administration that without executive orders, it is almost next to impossible to encourage a coordinated response against cyber crime – which seems to be the only way to control the growing global menace.

Unfortunately, Indian authorities – despite passing some cleverly drafted internet laws – have either no idea on how to tackle cyber crime, and have no intention to generate a coordinated response. And that is an extremely fearful situation. One doesn't wish to sound like a doomsday soothsayer, but what if one fine day you woke up to find the nation's banking system crippled because one smart alec in Nigeria broke into our interconnected banking systems and transferred all the money to untraceable accounts?

It's a no-brainer that the Internet is one of the key pillars on which the future economies will grow. There have been several reports that underscore how Internet offers a much-needed boost to a nation’s productivity levels. In the context of India, Internet’s contribution to the nation’s GDP is set to grow exponentially from $30 billion in 2011 to a whopping $100 billion in 2015, according to a Mckinsey report. Private and public companies in the country are swiftly integrating Internet-based services into their business models. The aim is to take advantage of New age offerings in order to cut down on the ever increasing costs.

Global consulting firms predict that India will overtake the United States by 2015 to become the second-biggest Internet user in the world after China. Naturally, the corporate world and the Indian government are going gaga over the prospects and how it would help lift all boats. On its part, the Indian government has already announced plans of up to Rs.200 billion for broadband expansion across the country where more than 10% of the population (150 million to be precise) is on web now.

But as always, there is a flip side to the coin as well. As businesses and societies in general increasingly rely on computers and Internet-based networking, cyber crime and digital attack have increased around the world. These attacks include financial scams, computer hacking, downloading pornographic images from the Internet, virus attacks, e-mail stalking and creating websites that promote racial hatred. According to the Norton Cyber Crime Report of 2012, 1.5 million people are impacted every day across the world – close to 18 people per second – falling prey to cyber crime, including attacks, malware and phishing. Globally, the financial loss as a result of cyber crimes has been to the tune of $110 billion in 2011.

More than 42 million people in India were victimized by cyber criminals last year, with approximately $8 billion in direct financial losses, the report said. According to the report, 66% of adults in India have been victims of cyber crime in their lifetime. In 2011, 56% of adults online in India experienced cyber crime, translating to more than 115,000 victims of cyber crime every day or 80 victims a minute and more than one a second. One in three adults online (32%) has been a victim of either social or mobile cyber crime in the last 12 months, and 51% of social network users have been victims of social cyber crime. Specifically, 22% of social network users reported to have been a victim of identity theft.

Even government websites were not spared. There have been incidents of defacement of top government agencies like CBI (December 2010), Bharat Sanchar Nigam Limited in December 2012, Oil and Natural Gas Commission in November 2008 and other ministries and departments (which aggregated 294 till October 2012). Indian websites catering to diversified industries have been defaced at regular intervals. While 9,180 websites were hacked in 2009, the figure shot up by 57% to 14,392 cases during the first 10 months in 2012.

Clearly, the growth in cyber crime has started assuming disconcerting proportions. But surprisingly, the Indian Penal Code has not figured a way to define “Cyber Crime” precisely. It’s only after the latest amendements to the the I.T. Act, passed in 2008, that a large number of cyber crimes have been brought under the ambit of the law. Currently, there are stringent provisions related to cyber security under sections 66C, 66D and 67(1), under which any conspiracy for cyber terrorism is punishable, and the sentence may extend to life imprisonment.

However, laws alone cannot curb cyber crime, which is often conducted in jurisdictions where timely extradition, trial and punishment in a cost-effective manner are difficult and, hence, ineffective as a deterrent. To its credit, the Indian government has of late started taking steps to build up awareness and preparedness to take on the challenge of fighting cyber crime. In July 2010, the government proposed establishing a unit of specialized hackers to counterattack international hacking activities. In January 2011, the proposal was formally announced under which the government aims to train five lakh cyber crime warriors under a public-private partnership with an estimated cost of Rs.1 billion. It has also been pushing for summary arrests of cyber criminals with the help of cyber crime police stations. In 2011, the National Crimes Record Bureau registered 1,184 arrests for cyber crime under the IT Act, a hike of 67% from 799 arrests in 2010 (a mind boggling 768% up from 154 cases half a decade back).

But the big question remains whether these steps will suffice to check the rising meance of cyber crime? According to McAfee’s report for the third quarter of 2012, the volume of SPAM in India’s Internet territory touched the 40-million mark. Though the figures have been slashed by 60% y-o-y (100 million in September ’11), there still remain areas where one needs to look into at the earliest. Also, cyber attacks are becming more sophisticated and harder to detect.


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 08, 2013

“Affordable housing should be made compulsory for end-use”

In an exclusive interaction with B&E, Nikhil Bhatia, Head of Western Region for CBRE South Asia, talks about rising real estate prices, the role of fund managers and affordable housing

B&E:
The Indian real estate sector is currently experiencing a phase of rising prices and low volumes leading to a massive dent in sales and home absorption rates across the country. Does it bother you?

Nikhil Bhatia (NB): There are three key components which drive real estate market growth. They are: strong counter parties, location, and pricing. Since top builders, say for instance the Tatas, the Godrejs, the Mahindras are partnering with counter parties that are bankable and inter-related, their projects get completed on time. This is especially applicable in a high interest rate scenario. Home buying sentiments fall because most banks refrain from providing funds for infrastructure development as a result of which the project gets delayed. If the counter party is strong, then the buyers confidence gets a boost.

B&E: Why are real estate prices rising in India, especially in Mumbai and the National Capital Region (NCR)? Do you think that private equity (PE) deals make real estate projects costlier and unaffordable?

NB: Nowadays, private equity players are entering into structured debt financed transactions with developers where the latter are given about 13% to 14% regular coupons by the former. The builders in return retain a balance in redemption as premium so that in case of a default, they can use the collateral as a safety net. Thus, a $14 coupon is serviced every quarter in transactions. If both a builder and a PE player are using land together at par, then they both agree to a 12% to 15% minimum hurdle negotiation. Probably PE deals are making projects costlier, but at the same time builders are left with no choice. They have to raise money and PE funding is the most accessible in times when banks stop lending. It’s another story altogether, of course, if the builder is cash rich enough to raise enough funds from internal accruals.

B&E:
But this arrangement only works for builders and trading investors. Don’t you think this is the right time to do away with PE deals in the real estate sector?

NB: I don’t think so. In fact, if implemented wisely, PE deals benefit both, the investors and and the fund managers. A fund manager can buy land with PE funding. Builders see opportunities and buy that land making it a lucrative transaction. The higher the level of maturity the higher returns it generates for fund managers.

B&E: Are investments back in realty? How have revival strategies worked for top builders and services firm including CBRE?

NB: Yes, investments are really back. Undoubtedly there is enough capital available for the real estate industry even now. Fund managers are looking at the key takeaways while entering into deals with PE players. They can see their investments maturing in the next few years. In fact, companies such as Blackstone, Ascendas, New Vernon, and IDFC have shown interest in buying core assets.


Tuesday, May 07, 2013

“The FDI policy is still not ideal on several counts”

In an interview with B&E, Arvind Mediratta, COO, Bharti Walmart, talks about how the company is trying to improve supply-side dynamics for bringing about a farm-to-fork connect

B&E: Now that FDI is alowed in retail. will it help resolve some of the pressing issues in the food supply chain?

Arvind Mediratta (AM): The solution, we believe, is a partnership between the local and foreign players, suppliers, retailers and the government. We, at Bharti Walmart, have an initiative called the Direct Farm initiative, through which we’re reaching out and working with 7,000 farmers across seven different clusters in India. We are educating these farmers on modern agricultural practices, soil nutrient testing, pesticide usage, crop rotation and harvesting practices. Farmers are consequently getting better prices and timely payments. We have also set up model farms in each of these clusters and the yield has improved dramatically. Due to the limited storage infrastructure currently, a lot of things go waste. There is an opportunity for us and other players to set up state of the art distribution facilities, especially temperature- controlled rooms for fresh products – farm produce, non-vegetarian items, dairy, frozen bakery products – to minimise wastage and, of course. to ensure food safety.

B&E: What are the key challenges you are facing in terms acquiring solid growth and working towards an expansion strategy in the Indian market?

AM: As we open up stores in different states, there is a lot of complexity coming in. One issue is the APMC Act, wherein you require a licence for every municipality you operate in. For instance, when you operate five stores in Punjab, you require five different licences. If I buy something from Maharashtra – say grains from Nashik and oranges from Nagpur – I have to pay the APMC fee separately. Also, food habits are very different. The specs for daal, for instance, are different for different states and at times even within the same state. The acceptance for frozen chicken is still very low. We sell frozen mutton, but they want freshly slaughtered mutton. Second, the cold chain infrastructure in the country is woefully inadequate. Look at the power constraints. I may have a diesel genset back-up, but the small stores that sell these products may not have any power supply. So products go waste. 


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, May 06, 2013

When dreams touched the sky...

About 37 years ago, ISRO launched its first experimental satellite – Aryabhata. Although all signals from the satellite were lost after just five days in orbit, Aryabhata’s successful launch was indeed the beginning of a glorious chapter for India and a long and efficacious odyssey for ISRO ... and it continues till date

September 9, 2012 wasn’t a typical day for the scientists at the Indian Space Research Organisation (ISRO). ISRO’s workhorse Polar Satellite Launch Vehicle (PSLV) was about to make yet another journey into outer space, and as such all eyes were on the Satish Dhawan Space Centre at Sriharikota in Andhra Pradesh. And when the PSLV C-21 rocket, standing 44 metres tall and weighing about 230 tonne, on its 22nd flight, soared into a clouded sky at 9.53 am carrying two foreign satellites – the 720 kg French satellite SPOT-6 and the 15 kg Japanese micro satellite Proiteres – ISRO had created history. It was agency’s 100th successful satellite launch mission into space. It’s no mean feat for ISRO as SPOT-6 is the heaviest satellite to be launched by the agency for a foreign client so far since India forayed into the money-spinning commercial satellite launch services after 350 kg Agile (of Italy) was put into orbit in 2007 by PSLV C8. With these two satellites ISRO’s total tally of launching foreign satellites now reaches 29. Impressive number. But, for ISRO, it all started just 37 years ago when it launched India’s first experimental satellite – Aryabhata.

The launch of Aryabhata was a landmark in the history of India’s space mission. Launched by the Soviet Union on April 19, 1975 from Kapustin Yar using a Cosmos-3M launch vehicle, Aryabhata was built to conduct experiments in X-ray astronomy, aeronomics, and solar physics. 1.4 meter in diameter, the 26-sided polygon rocket’s 96.3 minute orbit had an apogee of 619 km and a perigee of 563 km, at an inclination of 50.7 degrees. All faces (except the top and bottom) were covered with solar cells. Although all signals from the satellite were lost after just five days in orbit (due to a power failure), Aryabhata’s successful launch was indeed the beginning of a glorious chapter for India and a long and efficacious odyssey for ISRO.

“It was a wonderful experience. All that I can say is today’s science is yesterday’s fiction and tomorrow’s technology. We have to have a long term view of these things and develop the whole spirit of science,” Prof. Udupi Ramachandra Rao tells B&E, recalling the drama and events that unfolded before the launch of India’s first satellite. A renowned space scientist and the former Chairman of ISRO, Rao led the team of 250 scientists and engineers that scripted this historic event. Agrees Anant Patki, who joined ISRO as a design engineer in 1967 and was stationed in Kapustin Yar Cosmodrome for the launch, as he tells B&E, “I was in Russia at the time of the launch. Prof. Satish Dhawan, then Chairman ISRO, along with Indian ambassador was also present at Kapustin Yar Cosmodrome. I still remember the team was simply ecstatic to see the rocket zooming the satellite into orbit. Thrilled, we all knew that a glorious chapter had begun.”


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

Friday, May 03, 2013

“Reverse innovation cannot happen by accident”

Hargopal M., Head, Finacle, proclaims that Finacle achieved success in global markets because it was developed with that vision in mind at the outset

B&E: When Finacle was developed by Infosys, was it meant to be a reverse innovation opportunity?
Hargopal M. (HM):
Well when we developed Finacle, it was not going to be targeted at any particular market. First of all, Infosys’ ambitions in the product space itself came about in the banking space, because the banking space is a lot more standardised. So, an enterprise class of a product makes sense where there is a general commonality of the business rules. We always had global aspirations for Finacle, and within the banking, the core and other things, you cannot really position for a small niche. For example, a small bank started with our offering at that time. Today it’s around Rs.150 billion in assets. So it means that technology can be a game changer. It doesn’t have to be a certain size – small or medium or large. We also felt that apart from global aspirations, Finacle should be able to service customers across segments.

B&E: So why did India become so important initially?
HM:
In a way, if you really look at the growth path, although we had aspirations to make it large, the difference it created was for emerging markets to begin with. These markets did not have any legacy and they had huge diversity in customer segments, et al. The adoption was much higher in these emerging markets. We started with India to begin with, and were able to demonstrate significant compelling value. Between 2000 to 2010, the GDP of India grew by 135%. Deposits grew by around 525%. The lending book increased by 375% for banks as a whole. But if you look at new employees, they grew by only around 5%. This means they managed this growth by bringing in efficiencies with the technology. From the consumer point, they have made a significant difference. Also by using the technology, they have been able to multiply client acquisitions significantly without significant increase in the business cost. The business infrastructure hasn’t grown with the clients they have brought in. If you look at the entire core transformation wave, it started with A-Pac, got adopted in Europe. Now it is going to Western Europe and other advanced markets. The demonstration of the value and the impact of the innovation was that by bringing in the common platform, you are not only able to bring the common business practices, but also able to bring in time to market, time to compliance and a differentiated customer experience. That way, it is very significant. Around 43% of Finacle’s customers now come from the Global 1000 banks.


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

Tuesday, April 30, 2013

Is China fudging shamelessly?

Genuine concerns on manipulation of data cast serious doubts over the way the Chinese economy is progressing. Considering how this has serious implications for the world’s second largest economy, and consequently for the world at large, China must work together with international experts to sort this out at the earliest

Pundits call it ‘the’ case in point when it comes to superlative achievement in a holistic sense. Optimists insist that it is the next centre of power for the world. Pessimists call it the beginning of an end. China, in the past one decade, has quadrupled its GDP from $1.2 trillion to $7.3 trillion and ultimately became the world’s second largest economy – that too amidst the global economic slowdown (read this issue’s cover story on the Chinese story, which is a joint research between Cornell-IIPM Think Tank-B&E)!

Nobody can dispute China’s unparalleled progress, but the mysteries inherent in some of their official statistics are clearly discomfiting. Paradoxically, for this 2nd fastest growing economy, the overall electricity consumption is showing a reverse trend. It doesn’t require rocket science to establish a correlation between industrial growth (a vital part of national income) and electricity consumption. It’s more astonishing a fact since China was among the countries that, to protect industrial growth, rejected a proposal to contain electricity consumption to fight global warming.

According to a report by The New York Times, regions like Shandong and Jiangsu have seen a decrease in electricity consumption by over 10%. The report further revealed that the “coal stockpiled at Qinhuangdao port reached 9.5 million tons this month, as coal arrives on trains faster than needed by power plants in southern China. That surpasses the previous record of 9.3 million tons set in November 2008, near the bottom of the global financial downturn.”

Interestingly, local Chinese officials are known to keep two sets of accounting books as their performance is measured on economic targets. Apparently, officials often manipulate local data to show a rosy picture in their region. John Lee of Newsweek wrote in July 2010, “Statistics come in from all over the country. The provinces compile them with impossible speed – [in] around two weeks, or three times as fast as many developed economies with much more efficient processes of data collection.” US takes over a month to assimilate such information (with 1/4th of the Chinese population) and India takes more than a quarter.

The Purchasing Managers’ Index (PMI), which reveals financial activity with respect to trade of goods, further raises concerns. China’s official PMI (March 2012) was around 53 points (anything above 50 is considered a healthy economy), while the PMI projected by HSBC China was less than 48. More interestingly, the two figures have shown wider variations during global recession (and slowdown) as compared to normal periods.
 

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

Saturday, April 27, 2013

"Stagnancy in reforms is the top concern for most firms"

Director General, CII, discusses the general sentiment within India Inc. And the steps to be taken for revival with K. S. Narayanan of B&E

B&E: What is the general mood of India Inc. especially after the RBI not approving a rate cut? What is your view on RBI’s concerns related to inflation at present?
Chandrajit Banerjee (CB):
India Inc. is unhappy with the RBI’s decision not to cut rates. It is not able to understand the RBI’s lack of concern about economic growth. CII believes that inflation is being driven by two factors. The first is the supply-side bottlenecks in the agricultural sector as a result of which food prices are rising especially for perishables. The second factor is the rise in the price of international commodities. Keeping interest rates high will not tackle any of these factors.

B&E: What are India Inc.’s key expectations in terms of reforms that can bring back growth in manufacturing and services?
CB:
I would like to highlight two key reforms that would help bring back growth in manufacturing and services. Implementation of GST would rationalize the indirect tax structure and has the potential to raise India’s GDP growth rate by 1-1.5%. The other reform is to allow FDI in multi-brand retail, which will not only bring in investments and create jobs but also deal with the inflation problem.

B&E: Assuming the current scenario continues in terms of policy measures, what is your outlook on growth returning to 7% plus levels?
CB:
If the current scenario continues, it will be hard for growth to return to 7% plus. However, we will continue to raise these issues with the government and hope that they will be resolved sooner rather than later.

B&E: Data on cash being retained by companies seems to indicate relatively lower risk appetite. What are the major factors affecting confidence and denting investment prospects?
CB:
CII’s 79th Business Outlook Survey conducted earlier this year revealed that stagnancy in reforms is the top concern of most firms, followed by high interest rates and high raw material costs.

B&E: How is the situation back home influencing India Inc’s decisions w.r.t. investing in overseas markets?
CB:
Indian companies will invest wherever opportunities arise and the business climate is positive. Indian companies are trying to diversify out of the traditional markets of US and Europe; and seeking destinations such as Middle East, ASEAN, Africa and Latin America. At the same time, developed markets will continue to be attractive, especially at current depressed valuations.


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

"India has a world class resource belt"

The Economy is staring at a high degree of uncertainty, but Hindustan Zinc Ltd. (HZL) has posted strong numbers on the back of a strong demand environment in the domestic market as well as internal efficiency enhancements. Akhilesh Joshi, CEO & Whole Time Director, Hindustan Zinc Ltd., discusses the company’s outlook with Virat Bahri of B&E

B&E: On an year on year basis, Hindustan Zinc Ltd. has grown its zinc, lead and silver production by 6%, 56% and 35% respectively in FY 2011-12. How do you find the domestic demand environment currently for these commodities and what is the scope ahead?

Akhilesh Joshi (AJ):
Developing countries, including India, will continue to outpace the rest of the world on the back of urbanization, infrastructure development, automotive industry growth and increase in the usage of coated steel. India, being a high growth-high demand market, is among the lowest ranks globally in terms of per capita consumption of zinc and therefore, the demand potential holds a lot of promise. Also, the global outlook for the zinc market is expected to be positive with the demand-supply gap expected to progressively widen on supply shortfall and robust consumption growth. Consequently, zinc prices are projected to be in a secular uptrend.

Growth in lead metal demand, similarly, is expected to be strong; driven by growth in replacement battery demand & the automobile market. India, along with the other BRIC countries, has become a sought after manufacturing hub for major OEMs. For the coming years as well, the lead market is expected to be strong; keeping in line with the growth in demand and the current supply-demand gap from the primary source within the country.

Indian demand for silver, in turn, increased by 12% to around 3,550 tonnes in FY 2012, as compared to the previous year. Indian silver demand is expected to grow further on the back of prospective growth in industrial segments and with silver becoming a preferred investment asset along with gold.

B&E: HZL posted revenue of Rs.114.05 billion (yoy growth of 14%) last year and net profits of Rs.55.26 billion (yoy growth of 13%). What critical challenges did HZL have to face during the fiscal with respect to maintaining bottomline growth?

AJ:
Significant increase in input commodity prices has been one of the main challenges. However, we have more than offset the impact of increase in COP and have had a double-digit growth in profitability on the back of strong volume growth, improved silver prices as well as operational efficiencies.

B&E: The Indian economy posted a sub-7% growth in GDP in the previous fiscal, which has disappointed global investors. How does this slowdown in the economy affect your strategic direction? How do you expect to ensure continued growth in this scenario in the current fiscal?

AJ:
Our world-class assets, cost effective operations, strong growth pipeline & strong liquidity position provide the backbone to our business and ensure our profitability & sustainability. We had done significant organic investment even during the global economic meltdown in 2008, since we believe that a slowdown in the economy is in fact the correct time for building an asset-base. We therefore continue to make investments in our business and also pursue aggressive greenfield & brownfield exploration. In the current fiscal, our revenue growth will basically be driven by the volume ramp up from our newly added lead-silver capacities.


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

Friday, April 19, 2013

“We see a significant potential in India’s supercar market”

The niche luxury car category is now becoming the new battleground in the Indian auto story. Over the past year, super premium sports cars like Bugatti Veyron, Ferrari, Aston Martin, Bentley, Jaguar, BMW, Porsche, Koenigsegg and Lamborghini have all hit the Indian roads.

This past November, Italian marquee Automobili Lamborghini launched its latest supercar Aventador LP 700-4 in India, priced at 36.9 million rupees ($750,000) and available at outlets of Exclusive Motors, the sole partner for selling the Italian supercar brand in India. James Page, Marketing Manager at Lamborghini SPA of South East Asia and Pacific, talks to B&E’s Deepanshu Taumar about how he sees the market for super luxury sports cars growing in India and the completely new level of performance and sets of standards that the Lamborghini Aventador offers in the sports car category.

B&E: What kind of strategy are you putting in place for selling a super expensive car like the Lamborghini Aventador LP-700-4 in India?
James Page (JP):
Our strategy in India will definitely be aggressive and we will expand our network and ramp up our marketing. Our relations with Exclusive Motors have been good and Satya Bagla (MD of Exclusive Motors) has been a great partner. We believe the alliance will pay off handsomely and show up good numbers in terms of unit sales. Exclusive Motors has already got us 20 bookings of the car within days of its launch in the country.

B&E: How do you plan to create a market for a mega expensive sports car in the country? What kind of sales numbers are you looking at in India?
JP:
We will do it step by step. We have already started delivering to our initial customers. From research and development at Lamborghini Houston (service centre) to bringing the car to market - it’s been pretty tiring so far but we are going about it in a surefooted manner. Right now getting the first few units out for our early customers is the company’s main priority. We will continue to deliver the units and take more orders on a year-on-year basis. Exclusive Motors has recorded 20 bookings of Aventador and new customers will have to wait for 18 months for the delivery of the car. Since March onwards – when Aventador LP700-4 was introduced to the world – 1500 cars have been booked worldwide. We are aiming to sell 100 cars annually in India.

B&E: Every country is different and unique in terms of consumer buying behaviour. What do you think Lamborghini has to offer that will win it potential customers in India?
JP:
We want to meet the expectations of our prospective customers from different parts of the world. Basically our strategy is to be aggressive but in a good way. Our first step is to show the people our car. We get them on the wheels to experience the emotions that comes while driving the car. This makes them feel and experience the Lamborghini brand values. We are an Italian car brand with extreme and uncompromising value propositions. The design of the car is really aggressive and is based on aeronautics. This has been done so that our customers get to feel that owning a Lamborghini brings with it a whole lot of emotions that are different from owning any other supercar. This unique emotional bonding and identification with the brand is what Lamborghini is all about.

B&E: How has Lamborghini been performing in the Asian markets as compared to the developed markets?
JP:
China is becoming the No.1 market for us in the world. Five years ago, we were able to sell only a handful of cars (five cars maybe). Now by this year-end, we are on course to sell more than 300 cars. So you can see the ground we have covered and the kind of growth we have been able to achieve in China. India may not grow that fast but we still see a significant potential in the country. This is evident from the success of Formula One and the kind of response we are getting from the market here.


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

Saturday, April 13, 2013

Dubai: back from The Brink

The City that once Conjured visions of Grandeur and Globalisation is trying its best to shake off The Misfortunes inherited from its recent debt crush and property bust. Syed Khurram gives a ground-zero walkthrough report

First impressions usually leave a deep imprint behind. The first glimpse of a city — its buildings, traffic, shops, roads and numerous others things that are part of the urban ecosystem — can convey a lot about its mood and character. So the sight of a stately limousine immediately upon entering Terminal 3 of Dubai Airport only reconfirmed my notions about the city and its multi-splendoured riches. In all these years of living in India, I have never come across a limousine at any of the airports I have passed through.

Driving on Dubai’s smooth roads feels like cruising on a pleasure yacht. The difference is that instead of navigating the vast expanse of sea, you speed past ribbons of smooth asphalt and imposing skycrapers that can make your neck go stiff and your jaw drop. While driving down to the hotel, I couldn’t resist asking the driver: “How are things here?” The driver, a stoutly-built Peshawri Pathan replied in a matter-of-fact way: “Sab theek hai, pahle se ab achcha hai.” Was he hinting at something? Could it be that he was referring to the Arab uprising in the neighbouring Gulf countries, the political hot potato that many Muslim sheikdoms in the region are currently wrestling with? Or was it just a general observation about Dubai’s economy that had lately run up against a great debt wall but is now limping back to recovery?

A short while later, I was back on Dubai’s streets, intent on savouring its urban charms and feast my eyes on its many ravishing landmarks. If ever a traveller is searching for an immersing shopping experience, Dubai is the place to be in. Beyond doubt, Dubai’s array of exotic shopping malls and super-rich wonder stores are a hog-heaven of consumerism. And though one comes across people from all nationalities looking out for the best they can buy, Indians in particular are a common sight. Some places, like the Meena Bazar in Bur Dubai, feel straight out of India and you could be forgiven for thinking that you are taking a stroll in an Indian market.

As you amble along the streets taking in the sights and sounds of the city and its breathtaking cityscape, you cannot but marvel at the ingenuity of the builders for giving shape to magnificent dreams cast in marble and stone. The sheer scale and grandiosity of the edifices around makes you wonder about the kinds of resources and skills that went into their creation. At times such in-your-face opulence leaves you wondering about whatever happened to Dubai’s property bubble bust, and if the talks about the emirate’s once bustling economy now being laid low are just overblown apprehensions.

Dubai’s high rises and exquisite malls are still the cynosure of tourists’ eyes but they probably don’t reflect truly the economic sores that were inflicted in the wake of the property crash. About two years ago, after years of breakneck real estate expansion for which it relied on international borrowing, Dubai found itself on the edge of a precipice as debts swelled to well over 100% of GDP. The $110 billion debt burden and the real estate crash have since exacted a heavy price in terms of stalled economic growth and investors’ flight. And although Dubai has been able to avert a debt disaster, it has not yet fully recovered from the crisis and continues to pay the wages of its past profligacy and reckless property expansion. “The situation has improved slightly and things are not like it was in mid-2008 or 2009. But still there is no economic stability in the real estate and hotel industry” says V.B. Shetty, Group General Manager, Ramee Group of Hotels & Resorts.


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

Friday, April 12, 2013

Huawei’s Smartphone Play

The $20-billion Chinese Company is a Leading Operator in The Telecom Equipment market in India, but it is for The First time making a Big Consumer push for Grabbing a share in The Handset Business.

Noticed that unmistakable trend in the handset market? Not only have smartphones become the most coveted and sought-after category in the handset business, many new players are also joining the fray. Also, customers are now spoilt for choice as they have more and varied options to choose from, which is leading to greater experimentation with new brands. As a result, top smartphone vendors such as Nokia, Samsung and LG now have a tough fight on their hands fending off competition from upstarts and new players in the game. Is it any surprise then that heavyweight telecom players like Nokia, Samsung and LG have collectively lost market share in the first quarter of 2011, while the share of lesser known players have climbed to 46.3% from 38.5% in the same period. According to technology research firm Gartner, Nokia’s market share in India fell to 25.1% in Q1 of 2011 from 30.6% in the corresponding quarter last year. Similarly, Samsung’s market share fell to 16.1% from 18% and LG’s to 5.6% from 7.6% in the same period. However, Research in Motion (RIM), maker of the BlackBerry phones managed to maintain its market share while Apple’s iPhones have been flying off the shelves. No prizes for guessing that both RIM and Apple are riding the crest of market success on the back of their smartphones sales.

Driving the demand for smartphones in India and the world has been the launch of 3G services and high speed data services. Worldwide, 427 million handsets were sold in the first quarter of the 2011 and out of that smartphones accounted for 23.6%, according to Gartner. While the industry grew by a bracing 19% YoY, the smart-phones segment grew by 85%. In India, the handset market is expected to touch 170 million units by the end of the year, as per various studies. Of that, smartphones are expected to corner more than 30% share. Analysts say that smartphones will continue to dominate the market and it’s the mid-tier market, which will lead to the mass adoption and growth of the smart-phones segment. In fact, the share of smartphones in the handset business would have been even higher but for the fact that many manufacturers who had announced a number of high-profile devices during the first quarter of 2011 could not ship their products until the second quarter of 2011. “We believe some consumers delayed their purchase to wait for these models,” says Roberta Cozza, Principal Research Analyst at Gartner.

The launch of some high-performance devices in the Indian market and also a change in the strategy by some telecom players have not gone unnoticed in the second quarter of 2011. Recently, Nokia launched its touch and type interface high-end device E-7 in the market. Similarly, HTC released its power-packed HTC Sensation for the high-end Indian customer looking for high performance phones. Research in Motion has slashed the price of its low-end BlackBerry Curve smartphone models to facilitate their mass adoption. The models are now available under Rs.10,000 price range.


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

Tuesday, April 02, 2013

This University is Under Siege!

Usage of Outdated tools, Wrong Analysis, faulty Reportage, Attrition of key Personnel, lack of Forward Integration – thanks to its Complacent Approach, IMRB risks Losing Ground very fast

The early birds do catch the worms, but in the corporate world, it’s really about how long you can keep them. Being born in a period (1970, to be precise) when Indian companies weren’t even updated on the real meaning of the word ‘customer’, does provide several advantages to IMRB, a company that’s well known for its customised researches. But when one looks at how it’s failing to set new benchmarks, one wonders how long it can continue to keep its competitive strengths intact.

For a company that claims to be the ‘University’ of the Indian market research industry, it would be quite appropriate to do a quick ‘research’ on the pioneering work by brand strategy guru David Aaker on Sustainable Competitive Advantage (SCA). Aaker had said that a company’s assets and skills will ultimately determine whether it can retain a sustainable competitive advantage.

For IMRB, development of the right kind of assets and skills appears to be the major challenge. A more embarrassing challenge is the fact that faults in IMRB’s reportage and findings have crept up faster than one could have ever expected or imagined – and it’s surprising that IMRB’s management could have overseen (and overlooked) these issues. For example, an IMRB report like the Internet Usage and Habits of Cyber Cafe Users (December 5, 2010) is riddled with numerical conflicts that could fox even the most intrepid analyst – 4Ps B&M has listed one such mistake in the graph at the right.

Some industry players put the blame for such lack of professionalism to be the result of their manpower challenges. Lakshmikant Gupta, Chief Marketing Officer at LG Electronics India, tells us from his experience and interactions, “IMRB is having a tough time retaining people, as they are moving to international MR firms or other sectors for better career options.” Numerous surveys point out lack of growth opportunities as the main reason for employee attrition. For an international MR company, it could be quite appalling if they were unable to provide their performers the right career progression, and it definitely has a worrisome bearing on growth prospects.

In general, the malaise starts from the top of the industry ladder. Dhiraj Chaddha, Marketing Head, Voltas Ltd. points out, “I think there’s a big room for improvement in the Indian MR industry. Most of them are following archaic models, which haven’t changed over the years.” Pioneers do have a role in shaping the best and worst in an industry. IMRB proves quite true to the stereotype.


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

Getting Back, Getting Even

From a Time when they were Playing for Survival Against MNCS, a select few Indian FMCG firms are Quickly Turning The Tables. Still, The Head-to-Head Score goes in Favour of MNCs

Even though some Indian FMCG players like Godrej and Dabur have a legacy of more than 100 years, yet they have traditionally been players with modest ambitions till the 1980s. But like other industries, the big churn came in post-liberalisation era. Over time, and especially post liberalisation, foreign players like Nestle, HUL, P&G and Reckitt Benckiser significantly grew in size and stature in the Indian market, and left the Indian firms behind by miles.

The domestic FMCG majors had to desperately play the survival game. Local companies like Dabur, Marico, Emami, Himalaya, Amul, understood that the market was changing and that they had to change with it. They shed their regional ambitions and started investing into distribution, packaging, product innovation & marketing. Players like Godrej went for a complete brand repositioning, and brought in a more professional management structure that emphasised on youth and looked to go global. But to what extent has their radical transformation helped Indian companies move up the steep learning curve that they largely stayed away from earlier? Are Indian firms taking the score back from the MNCs?

A Booz & Company and Confederation of Indian Industry (CII) report pegs the Indian FMCG industry at around Rs.1.3 trillion. The sector witnessed a CAGR of about 11% from 2001 to 2010. The last five years have shown a CAGR of approximately 17%. If the industry could continue to grow with a CAGR of 12-17%, it will become a Rs.4-6 trillion industry by 2020.

The real inflexion point for Indian players was 2001. According to the report, large Indian players grew sales by 12% from 2001-2005 and by 19% from 2006-2010. MNCs, in turn, saw sales growth of just around 2% in 2001-2005 before recovering to see growth of around 16% from 2006-2010. This has reflected in key market share gains as well. Godrej No. 1 is the leading soap brand in Northern India and third largest overall. Wipro’s Santoor holds sway in South India; ahead of the likes of Lux, Lifebuoy or Dove. ITC (well, if you were to consider it an ‘Indian’ company) is giving sleepless nights to HUL with innovations in personal care and food categories. The USP of Indian FMCGs – natural and herbal-based products – is attracting Indian customers, for whom ‘foreign’ ostensibly doesn’t carry the same attraction as before. In fact, differentiated products like Chyawanprash, Navaratna oil and Parachute have been immensely beneficial, as MNCs have consciously not invested in these products.

Consider the situation in personal care and home categories. According to Euromonitor International, Indian companies have been either holding steady or steadily gaining market share since 2005 in these segments. Even as Hindustan Unilever’s market share dropped marginally from 36.6% in 2005 to 33.3% in 2010 in the personal care segment, Dabur marginally upped its market share from 4.7% to 4.9%; while Godrej raising its share to 4.5% from 3.9%. ITC has doubled its market share to 1.4% in 2010 from 0.7% in 2008. But other international players have been gaining ground as well. Colgate-Palmolive’s market share rose from 6.4% in 2005 to 6.8% in 2010. P&G India’s share has also risen from 4.2% to around 5.4%. In these rapidly growing segments, MNCs have a clear edge over Indian players.


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

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
and Arindam Chaudhuri (Renowned Management Guru and Economist). For More IIPM Info, Visit below mentioned IIPM articles