Showing posts with label IIPM Admission Details. Show all posts
Showing posts with label IIPM Admission Details. Show all posts

Friday, October 05, 2012

The Top 30 Ranks

A list of the B-Schools that Nearly made it to The Top 30 Ranks in the B&E-ICMR B-School Survey. And well, They Might just Make it Next Year!

Now jump back in that analogy, and you’ll realize why any research that deals with bringing out the list of best B-schools in the country cannot ignore the views of the most important customer set –experienced corporate leaders! For it is these top management leaders who will be able to give feedback on the intricacies of how and what makes a great B-school and a greater B-school student.

That is why Business & Economy had decided to unleash a new paradigm in B-school surveys in the Indian context when it launched a unique concept for ranking India’s top 30 B-schools last year. We shortlisted the top 30 B-schools based on our survey conducted across the main metros of India, but the final ranking among these 30 B-schools was done by five top corporate leaders from the industry. We supplied this unique and distinguished panel with all the relevant data and information they needed on the top B-schools for giving their final scores to the B-schools. From these final scores, we got our final list of rankings. And this procedure, which is unprecedented in the history of B-school surveys in India, is unrivalled in its credibility and authenticity, since the results come from those who have absorbed these very B-school graduates on a regular basis and have over decades realized how well or otherwise these students have performed. Therefore, they logically know exactly what works and what doesn’t.

Now an annual feature, India’s most authoritative B-school survey repeated the core process and methodology we followed last year for 2010-11, but the list of corporate leaders has only got larger, more diverse and far richer. This time around, we took the list up to twenty – the who’s who of India Inc. representing outstanding management leadership across geographies, across sectors and even across management functions. Unequalled, unparalleled, unrivalled, the illustrious panel list for this year’s B-school rankings is as follows:  Dr. Wifried Aulbur, MD and CEO, Mercedes-Benz India, Michael Boneham, President and Managing Director, Ford India, Sandeep Aneja, MD, Kaizen Private Equity, V. Balakrishnan, CFO, Infosys Technologies, Sumeet Nair, Chairperson, Fashion Foundation of India, Subrata Dutta, Chief Operating Officer, Samsonite South Asia Pvt. Ltd., Gautam Dutta, CEO, Cinemedia, PVR Ltd., K.M. Nanaiah, MD, Pitney Bowes, Pankaj Dubey, Business Head, Yamaha India, Girish Vaidya, Independent


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
Posted by at
Labels: , , , , , , , , , ,

Saturday, September 01, 2012

SETTING ‘THE’ BENCHMARK!

O. P. Bhatt took over the reins of sbi when private players were catching up. He decided to go slow and his strategy seemed to have paid off. With SBI’s profits two times that of its closest rival ICICI Bank, sbi is far ahead of its competitors by any means

B&E: SBI’s NIM (net interest margin) has improved significantly from 2.30% in June 2009 to 3.18% in June 2010. Where do you see it going forward?
O. P. Bhatt (OPB): We certainly want to increase it further, but we would be happy if we maintain it at the current levels for now. Though there is a healthy possibility of an increase in NIM in the near future, our priority is to maintain it at the current levels, which is quiet good.

B&E: Credit growth in the banking sector seems to have picked up much faster than the usual pace. So, what kind of numbers are you looking at?
OPB: We are really optimistic about the credit growth and as such are looking forward to achieve a 20-22% growth rate in the near future.

B&E: Will the demand continue to come from infrastucture and allied sectors or will we some more sectors playing a significant role in driving the demand for credit?
OPB: If you look at the big loans, the maximum demand, as of now, is coming from the infrastructure space. In fact, it willl continue to come from here in the near future as well. However, sectors, which include retail, education, auto and real estate, will too drive the demand for loans. We have seen some good credit growth flowing in from these sectors in the recent past and as such are really optimistic about the contribution they can make to the credit growth.

B&E: Going forward what is the outlook for interest rates?
OPB: We are definitely reviewing the interest rates. We have an upward bias for the interest rate in the coming quarters. The interest rates for both, deposits and loans will go up. Deposit rates have already bottomed and the era of cheaper interest rates is over.

B&E: SBI has reported an increase in NPAs (non-performing assets). Which are the sectors that are putting pressure on the bank’s balance sheet?
OPB: NPAs have increased for sure but if you look at the figure it is more in terms of percentage than the value. On a sectoral basis, the agriculture sector is the biggest contributor to our NPAs, almost 50% of the total NPAs of the bank. The other sector that’s putting pressure is the SME sector.

Read more......

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.

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
Posted by at
Labels: , , , , , , , , , , , , , ,

Wednesday, August 22, 2012

ICICI BANK: INORGANIC GROWTH

First it was the Bank of Madura. Then, it was Bank of Sangli. And now, the Bank of Rajasthan. ICICI Bank is seemingly strengthening its presence in the Indian banking space by undertaking a slew of acquisitions much like its peer HDFC Bank did in the past. by Avneesh Singh

As seen by experts, the merger, which will increase ICICI’s branch count by 463 and ATM count by 111 (adding to the bank’s existing network of 2009 branches and 5,219 ATMs), will make ICICI Bank the undisputed no.2 in the Indian banking space and the no. 1 amongst those in the private sector. [This will increase the difference in number of branches between ICICI and HDFC from just 7 in 2008-09 to 747!]. But then, the question remains – is it such a wise move as it seems on the first go?

Well, experts are still divided in opinion. While some like Vaibhav Agarwal and Amit Rane of Angel Securities say that, “Based on the swap ratio (25:118), ICICI Bank has valued BoR at a premium of 89%, which is expensive, considering the poor profitability and the recent asset-quality pressures and corporate governance issues with the Bank of Rajasthan.” On the other hand, others like Hatim Broachwala, Banking Analyst, Khandwala Securities, says, “The deal is positive because of Bank of Rajasthan’s huge branch network in northern India. Also, the price paid per branch is not a huge amount considering ICICI Bank’s renewed strength.” Clearly, the proposed merger will help ICICI Bank make its presence felt in Rajasthan, in a manner similar to how CBoP helped HDFC Bank grow in Punjab and Haryana.

However, if you look at the Mcap per branch figure (of the acquired) involved in the ICICI Bank-BoR deal, it reads better than the HDFC-CBoP transaction. Based on the swap ratio announced, the figure works out to be Rs.66 million in the former case, a lot lesser than Rs.241 million paid in the latter. But one must also consider the fact that the existing capital adequacy of BoR is on the lower side and ICICI Bank would need to infuse more capital to bring them to the desired level. Translation – the deal would dry up funds from ICICI Bank’s lockers. Worse, the bank would need atleast two-three more years to scale-up productivity in BoR’s branches.

Certainly, there is no denying that inorganic growth strategy is good for a bank like ICICI Bank in a growing economy, but going by what expected synergies indicate, it appears to be more of an inorganic strategy out of compulsion. And that isn’t what’s called following the road to glory. The dynamism in the Indian banking industry is set to go through major changes in the near future, when the Reserve Bank will start issuing new banking licenses and the expected new cash-rich entrants of the likes of the Ambanis, the Tatas and the Birlas will take competition to a new level altogether. How many more such forced takeovers will we witness from ICICI Bank? The positive side is that if the BoR buyout works for ICICI, it will prove a preparation much before the real battle begins!

A pro-active step to scale up even before competitors starts biting at your heels or a purchase of the latest headache for ICICI Bank? Two more years, and we’ll know more...


Posted by at
Labels: , , , , , , ,

Tuesday, August 14, 2012

SUBHIKSHA: FAILURE

Subhiksha was a dream flight, which crash-landed as soon as it took off; B&E presents a decisive story covering a summary of its flawed strategies and the way forward. by Pawan Chabra

A former senior employee tells us, “Subhiksha’s debt-equity ratio was always wrong since the expansion began. The company pushed the accelerator simply depending on debt. Even as the company was not able to pay its existing employees properly, it still kept on hiring more till the recession started.”

Both Satyam and Subhiksha, coincidentally, have been cases of investor activism, where shareholders, sniffing something out of the ordinary, have demanded deeper investigation. This has specifically re-ignited the debate on the relevance of independent directors on the board. According to a report by KPMG titled ‘India Fraud Survey Report 2010’, almost 40% of the frauds committed in India Inc. are because of the failure on the part of line managers/departmental heads to act against deviations from established policies, and only 10% are because of inadequate oversight by the Board/Audit Committee. But they add that bribery and corruption are now considered to be an inevitable aspect of doing business in India by many Indian companies, with fudging of financial statements perceived to be the most rampant corporate fraud within India.

Practitioners like Susil Dungarwal, MD, Square Feet Management feel that though Satyam and Subhiksha may look similar, there are differences, "especially in the intentions; while Raju wanted to take the money home, Subramanian still wanted to put the money attracted by the falsified documents back into the company.” According to a report by KSA Technopak, the share of organised retail in the Indian retail industry will reach 12%; standing at $67 billion out of the total $587 billion of the total retail industry by 2015, which is expected to close with a 5% share in 2010 with the organised retail industry contributing $21 billion out of the total $435 billion of business. "But if cases like Subhiksha get repeated, the projection may be revised soon; and the biggest hit would be in the PE investments that were coming into this sector," says Prasoon Majumdar, President, Global Strategy and Investment Consulting.

That the Indian retail industry – like the airlines sector – is going through a bloodbath is no secret. Vishal Retail was another firm which almost reached a collapse point – but the company was saved by the US-based PE firm TPG Capital. Even Satyam got taken over by the IT arm of M&M Group Company Tech Mahindra, and the conglomerate has since been trying to get the IT major back on track. A saviour for Subhiksha, unfortunately, is still not in picture. Sources familiar with the matter confirm that ICICI Ventures has now even approached many strategic buyers; but so far, nothing has worked out as the prospective acquirers don't see much value in the retail chain. Even Premji is said to be suffering from the same predicament, with the investment value plummeting post the scandal and collapse.

So where to from here for Subhikhsa? Clearly, wherever it is, would be only downhill. The chances of Subhiksha being sold lock, stock, and barrel are extremely low. But a higher probability exists for a part by part sell off of Subhiksha's various business units – but there would be very less assets to speak off once all claims are settled. Depressed about that? Well, read the book...




 
Posted by at
Labels: , , , , , , , , , , , , ,

Friday, August 10, 2012

“A Budget for Three Idiots”

A radical way to combine NREGA with Sarva Shiksha Abhiyaan and create history

 “History is a race between education and catastrophe.” - H G Wells

“All who have meditated on the art of governing mankind have been convinced that the fate of empires depends on the education of youth.” - Aristotle



I think this is the first time I have started a write-up with quotes from famous people. I normally do not do that, because I usually feel so strongly and passionately about issues that I simply start writing and words just flow out in a torrent. But I am making an exception this time. And I have strong reasons for doing so.

Let me digress a little before stating them. This will be the 10th consecutive year that I have written and presented an ‘Alternative Budget’. This will be the 5th consecutive year that the ‘Alternative Budget’ appears in Business & Economy (Yes, your favourite magazine – when it comes to sharp, incisive and thought-provoking intellectual analysis – is about to complete 5 years!). For close to 10 years, I have been repeating ad nauseam that India can never hope to be a country that is respected in the 21st century unless there is a drastic and dramatic overhaul of social infrastructure. Apart from occasional good news on that front, budgets over the last decade have been largely disappointing when it comes to dealing with social infrastructure. Of course, lip service and wise quotes from historical personalities have always been offered by successive finance ministers. Of course, ambitious schemes with thousands of crores of budgetary allocations have been launched. Of course, well meaning policies have been designed and implemented. But has there been a really substantive improvement in outcomes? Do poor Indians actually have better access to healthcare now than they had when the 21st century began? Do they actually have better access to education? You know the answers as well as I do.

I have often been frustrated and dismayed by the answers. This prompted me to present an Alternative Budget in 2008 with a headline Ban the Budget. My logic was that too much needless attention was lavished on the Union Budget. My suggestion to the Finance Minister was to use the Union Budget to launch some path-breaking policies for the social infrastructure sector and let nitty gritty issues be handled through the year during the normal course. In 2009, I went a step ahead and presented an Alternative Budget with a headline Khao aur Khilao Budget. My logic was simple. I raised a fundamental question: How come China and South Korea with levels of corruption as deep and endemic as India have delivered fantastic outcomes in social infrastructure while India has failed to do so? I also argued that economics was all about incentives and if a Union Budget offered the right kind of incentives, stakeholders in India, too, could dramatically improve social infrastructure. Just in case you are interested in what the Khao aur Khilao Budget suggested, please visit www.businessandeconomy.org/09072009/storyd.asp?sid=4485&pageno=1.

Having digressed a little, let me come now to the theme and headline of my Alternative Budget this year. It is called A Budget for Three Idiots. You guessed it. It has been inspired by the iconoclastic movie that revealed how hollow our education system is. It also offered us hope and redemption. And it told us poignantly that the biggest challenge for India in the 21st century is to transform its education system. The quotes that appear right at the top of this write-up tell me that thinkers and philosophers throughout history have consistently argued that a society, a nation or a civilization simply cannot survive – far from flourish – without the right kind of education. Aristotle mused about the power of education to sustain an Empire more than 2,000 years ago. And in the 20th century, H.G Wells, the author of timeless classics like Animal Farm and 1984 highlighted the importance of education in an equally compelling manner.


Read more.....




Posted by at
Labels: , , , , , , , , , , ,

Thursday, February 16, 2012

Businesses too small to let fail

Why do small businesses have such a high rate of failure? What can be done to lower it?

4Ps Business & Marketing, in a strategic alliance with the new york times service, presents a column by howard Schultz, Chairman, President and CEO of Starbucks corporation

This is such an important question right now because so many struggling economies around the world desperately need their countries’ entrepreneurs and small businesses to succeed. The jobs that small companies provide and the high-quality goods and services their employees produce can give powerful boosts to a faltering economy.

Unfortunately, studies show that about half of small businesses fail in their first five years – for a variety of reasons. Insufficient capital. Inexperienced management. Lack of – or incorrect – focus. An irrelevant product or service that does not meet or inspire market needs.

But let’s assume a company gets all of the above right – even though capital is hard to come by these days. The company can still sink if it does not attract and engage the right people.

Let me take a step back to make my meaning more clear. The hardest part of building a company at the outset is recognising the need to invest ahead of the growth curve, and then having enough capital to do so. The kinds of investments I’m referring to are ones you’d expect: materials, inventory, technical infrastructure, marketing, real estate.

Generally, the largest investments are in pay and benefits. This is where many small businesses get into trouble: By trying to minimise “people”-related costs, a small-business owner can inadvertently stunt the company’s growth. That said, investing in people is not just about spending money. It’s also important to expend intellectual energy on ways to inspire great work.

So, to answer this question more directly, small businesses have such a high rate of failure because their leaders do not put enough money or time toward employing, retaining and maximising top talent.

When I speak to small-business owners, I encourage them to follow a few guideposts:

LOOK FOR CHARACTER AS WELL AS SKILLS WHEN HIRING

Even in a down economy with high unemployment, the pool of the most talented people in any given area is shallow. That pool gets even shallower when the bar for hiring is skills PLUS strong character. This is the pool you want to hire from, even if it takes a little longer to fill a role.

Interview people through the lens of building a culture of trust. Ask yourself: How will they lead – by instilling fear or by encouraging greatness? How will they treat their direct reports, suppliers or customers – with respect or with condescension? Over the years, I have seen that character is more important than experience. People can learn the nuances of a job, but passion for doing the right thing cannot be taught.

Remember, the first people in the door will hire the next generation as you grow, so layer the organisation with teams that are smart, respectful, collaborative and just plain nice.

TREAT COMPETITIVE COMPENSATION AS A STRATEGY, NOT AN EXPENSE

Back in the late 1980s, at the beginning of my management of Starbucks, I wanted to be the retail employer of choice. I felt that I could achieve this only if, after hiring bright, friendly people to work in our shops (and our offices), I paid them more than the going wage in other restaurants and stores. I also had to offer benefits that were not available elsewhere.

Doing so came with a price. Back then, health-care costs were soaring and most companies were cutting benefits – much like today. Some of my investors accused me of irresponsibly raising expenses when the company had yet to turn a profit. I explained my position with data, showing that competitive pay and benefits would increase retention for existing employees and thus cut recruiting and training costs. Ultimately, my argument to investors proved true.

That was a long time ago, but treating overall compensation as a strategy for success, and not just an expense, remains critical. Today’s pay and benefits mix should be a sustainable blend of things beyond merit pay – stock options, retirement-account-contribution matches, tuition reimbursement, health-care coverage – that each hold value and add up to a total package that addresses people’s well-being on several levels.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM Proves Its Mettle Once Again.....
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info
IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India

Posted by at
Labels: , , , , , , , ,

Wednesday, January 25, 2012

IS TODAY’S FILM CRITIC MORE MARKETER THAN INTERPRETER?

In an age of crass consumerism, has the Film Critic sold off his soul to market forces or does he still bring a special, enriching perspective to the table? 4Ps B&M’s Consulting Editor Monojit Lahiri probes this delicate terrain with some articulate individuals

It started with a casual conversation regarding the forthcoming International Film Festival of India (IFFI) to be held in Goa, on the 23rd (November 2011). Created to showcase the best of engaging & interesting Indian – and global – cinema, film festivals have always attracted the true-blue cognoscenti and cinema buff of the discerning kind, desperate to sample a life beyond Bollywood! Where there are film fests, can film critics be far behind? In today’s world – especially with Bollywood booming and blitzing all over the place in all-consuming fashion – can a real committed, dedicated film critic ever hope to survive? Should he, under the circumstances, review and re-invent his role to be part-marketer, part-interpreter?

Respected, veteran Film Critic Saibal Chatterjee is first off the block with a zinger. “I don’t think it’s a question anymore, but a solid factual statement!” he says. In fact, he is of the firm belief that this breed – film critics – is slowly getting marginalised and residing mostly in the world of blogs or little magazines. “What you got today are mostly reviewers who dole out opinions that are reader-friendly, touching the surface areas of the film in a glamorous way. It is completely in keeping with the mood of the times where cinema is perceived as a product to be consumed by the largest volume of consumers, possible. So, marketing, branding, advertising and promotion skills take precedence over knowledge, scholarship or insight. Pitching it right to a dumbed-down readership is the name of the game. In this scheme of things, where does the poor film critic feature?!” Chatterjee tells 4Ps B&M.

Communication specialist Bikram Ohri begs to differ. He believes that we live in nano-second times where reverence and sanctity to anything out in the public domain needs to be reviewed. “Boss, movies in India are entertainment products. Can we please stop worshipping them, wait breathlessly for that magical ‘Eureka moment’ and cut to the chase?! The critics mandate today is clear: Blend commentary in a cutting-edge way that entertains as it enlightens. Also, please go easy on the heavies! As the great Hollywood Director Billy Wilder once said If you are lookin’ for art, hell, go buy a Picasso. If you’re lookin’ to have fun and be entertained, hey, welcome aboard!” says Ohri. Joining the party is a noted film critic who refuses to formally participate or divulge her name for professional reasons. “It’s all very well to talk about art, sensibilities and values but with the corporates entering the scene with their deep pockets, the equation within the system and industry has dramatically changed. Film criticism, an intrinsic part of this universe, has been impacted as well. There are no two ways about it,” she tells 4Ps B&M.

Film Critic Mayank Shekhar brings his own spin to the table. “Some very novel things have happened in the last few years in the industry that has certainly impacted the role of the film critic. For one, there is this new entity called Trade Analyst. It is a vague term but this person seems to grab a lot of space in the electronic and mass media. It presupposes some kind of academic/scholastic background but it really is about ringing up distributors from all centers to get box office collections! Does that answer the definition of a film critic? Then there is the smart, sharp and subtle co-opting of some members of the fourth estate by Bollywood to ensure popular reviews and feel-good notices in the media,” says Shekhar. He explains that all this is a byproduct of the huge budgets powering big-ticket Bollywood projects. Therefore the marketing machinery has to go full steam to reach, persuade and seduce the audience into seeing the film. “However all is not lost, but yes, it is a tricky and challenging calling!” he adds.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM Proves Its Mettle Once Again.....
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies
Posted by at
Labels: , , , , , , , ,

Tuesday, July 19, 2011

HCL Launches Console

HCL has become the first Indian company to launch handheld consoles. It is set to take on international gaming giants like Sony & Nintendo. According to industry estimates, there are about 300,000 handheld consoles in India and the segment is witnessing a year-on-year growth of around 35 percent. HCL ME-converged devices comprise multimedia options like imaging, voice recording and recording TV programmes on the consoles. But while HCL is going after the usual gamers with this new surprise, Nintendo and Sony have already made their mark in the Indian and global markets. Moreover, they are now coming up with a new 3DS handheld that enables 3D gaming. It’s a strategic move for HCL, but with competition on its heels, ‘tough times ahead’ is an understatement.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

IIPM Proves Its Mettle Once Again.....
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Posted by at
Labels: , , , , , , ,
Subscribe to: Posts (Atom)