IIPM’s Infrastructural Support & Recreational Faci

Tuesday, December 12, 2006

Tha ‘par’tition of an empire...

...doesn’t always call for celebration, for it can be a cause of serious grief!
Mere mention of a 77-year old seasoned Indian business group with an average turnover of Rs.90 billion with forays into verticals ranging from textiles and paper to chemicals, edible oils and electronics, would raise speculation whether its a conglomerate that has taken the world of domestic business by storm. But add to it the tag of Thapar Group and you’d hear umpteen bursts of disappointing sighs! The group’s business, given a start by Late Karam Chand Thapar in 1929, is today represented by over 50 companies – few of them proud of their financial stability or industry status. Surprisingly, despite being associated with globally acclaimed names like Du-Pont, Mitsubishi, GE, et al, the various relationships have only so far remained ‘nobody’s envy’! And when it actually comes to believing in the old cliché, “...divided we fall,” it’s only heart-breaking that Karam Chand Thapar didn’t quite inculcate the values of brotherhood in his sons & grandsons. Ending a 38 year long feud, the Thapar Group with the then total assets worth Rs.50 billion and a dozen of group companies, were split among the four brothers in November 2000.

To read more on IIPM Editorial Article, please click here...,

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Source: IIPM, 4Ps, B&E

Wednesday, October 11, 2006

The scale for sure has gone up, but it would in no way affect the other media buying houses’ business...

In public, however, agencies are trying to keep a straight face. D. Raghunathan, Manager, Media Services, Optimum Media Direction (RK Swamy/BBDO) states his belief of the arrangement, “I don’t think it will (have an adverse effect on media buying agencies),” he says. Another Sr. Creative Director from a premier agency echoes similar: “The scale for sure has gone up, but it would in no way affect the other media buying houses’ business.” But it doesn’t take Einstein to figure that this concord will not be received with arms wide open; the media-buying process in India is shadowy at best, and advertisers and agencies are loath to divulge the ad rates prevalent. To compound matters, would this mean that Dentsu can approach non-clients freely? Concomitantly, does it entail that some agencies might have to buy from competitor Dentsu? Some answers can only be answered by Father Time, and the jury is still out on whether this one will prove to be a master stroke or a failed shot at success…

For complete information on IIPM Editorial Article, please click here...

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Source: IIPM Publication

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Wednesday, September 20, 2006

Killer Spill!!

Epitaph for an oily grave!

It’s the murder of innocents in a vendetta mission gone awry. Bombing of and the subsequent oil spill from the Jiyeh power station may not have killed as many people, but the 10 cm thick carpet of heavy fuel is likely to cause permanent irreversible damage to life along the Lebanese coast. ‘Wars are the only way of setting fire to the spirits of people’, but the no-holds-barred philosophy of modern day warfare is setting to fire more than mere spirit. Fortunately however, for a planet clutching at straws, June this year saw the genial Jekyll getting the better of the abominable Hyde in George Bush when he, to the delight of environmentalists and nature lovers across the world, gave the green signal to the protection of Northwestern Hawaiian Islands (NWHI) – the most intact tropical marine ecosystems under US jurisdiction. But the fact remains that the rate at which our natural resources are being exploited, the American President’s token benediction is but a little drop of Lourdes Water in an ocean of pollution. The grim effects of the deadly trail of oil spills from the 1991 Gulf War are felt even today. The waters of the Persian Gulf choked of all life, its surface strewn with dying fish gasping and thousands of birds and marine mammals embalmed in the thick, black poison is a sight difficult to erase from the mind’s eye. While the environment always is a ‘forgotten last’ in every list – way below lives, limbs and livelihoods – the world needs to realise that the obvious ramifications of such collateral damage would haunt generations of lives, human and marine, contaminating food chains, coastlines and bloodlines, the effects of which shall linger long after the last echo of the last explosion. Stray bombs notwithstanding, every year thousands of tons of fuel is released into the sea by way of pipeline leakage, ship wrecks, routine car and ship maintenance, and off shore oil drillings. The world needs to commit itself as much to the cause of our oceans drowning in oil as it does to the cause of humanity cowering in terror. And while we’re at it, let’s just hope that the world has had its share of war thrills... and well, oil spills!!

For complete IIPM Research & Publication Article, please click here...

Editor: Arindam Chaudhuri; Source: B&E and IIPM Publication

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Monday, September 04, 2006

Uff !! Taj! (IIPM ->B&E Editorial)

Clean the dirt before anything...

India, as the home to 5,000 year old civilisation, has immense potentialities as tourist destination. But even this distinction of rich cultural heritage, historical legacy and geographical diversity, which only few countries in the world can claim to share, has failed to earn India the most favoured nation status. Against the tourist flow of 7 million that Singapore has, India could attract only 3.3 million foreign tourists in 2005. And that figure becomes pittance when compared to 9.6 of Thailand and 11.5 million of Malaysia. Despite the ‘Atithi Devo Bhava’ campaign launched by the Ministry of Tourism, the truth remains that India has failed to be a tourist friendly nation. Of the several complaints any tourist visiting India has, the most important one pertains to the cleanliness (or the lack of it). Disfigured walls, names written on historical monuments, nagging beggars are among several that carry an extremely negative image. A look at the travel advisory issued by the American embassy can be a bit unnerving to any self respecting Indian. The maximum content of advisory relates to ways and means to prevent a crook from cheating the visitors. While there are no reasons to disbelieve, Tourism Ministry slated objectives to double tourist inflow in the country (at least in theory), they would remain only a pipe-dream if core corrections are not made at the earliest.

For complete IIPM Editorial Article, please click here...

Editor: Arindam Chaudhuri

Source: IIPM Publication

Friday, July 21, 2006

The Colonial :: IIPM News Article

In the late 70’s, people in India were all set to bury Indian PC brands. Even today, there are few supporters of the Indian hardware story. In this situation, HCL Infosystems (the flagship company of HCL group) creditably stands out as a company that is holding its own against the MNC brigade. Battling the hustle and bustle of Delhi traffic, we reached the Noida corporate office of HCL Infosystems to meet one of its founder members - Ajai Chowdhry. We found Ajai to be a pleasantly charming personality, without any pretensions. At the same time, we found in him an unwavering commitment to lead the way in the Indian hardware success story. People and philosophy form the unyielding pillars of India’s leading IT enterprise, HCL Infosystems (India’s number one company in sales and services of PCs and laptops). With its low cost PC’s, domestic IT products, and its focus on applications with value-added services in key areas such as system integration, networking consultancy and a wide range of support services, HCL Infosystems (earlier known as Hindustan Computers Limited) is India’s oldest and most respected IT company. It is known to have pioneered the introduction of technology in India through R&D or through partnerships with the world’s technology leaders like Toshiba and Nokia.

For more on IIPM Publication Article, click here...

Source: (B&E), IIPM; Editor: Arindam Chaudhuri

Wednesday, June 21, 2006

IIPM Publication: Microsoft’s Revenues

There appears to be some weight to Venkatesan’s anti-free argument. Microsoft’s quarterly revenues of $10.9 billion (quarter ending March 31, 2006), are almost $8.7 billion above Google ($2.25 billion for the same quarter). While Microsoft’s majority revenues were from product sales, Google earned a measly $28,062 as licensing and other revenues in the same quarter; while earning $2.22 billion from advertising on Google web sites. With not one product in their stable for which users will ever pay money, how long can advertising revenues sustain Google’s growth, and in fact, survival? Unless Google innovates drastically and starts “selling products”, the question it will surely face is whether the four letter word “free” actually means another four letter word, “dead”.

For more on IIPM Publication Article, click here...

Source: Business& Economy, IIPM , Editor: Arindam Chaudhuri

Tuesday, May 23, 2006

IIPM EDITORIAL >> Subroto’s focus on ensuring community fund mobilisation through mass marketing

Perhaps what initially drove this organisation to the forefront of capital mobilization and of course, media attention, has been Subroto’s focus on ensuring community fund mobilisation through mass marketing, apart from Subroto’s personal obvious drifts towards political power plays. A definitely strong strategic move on his part was to later on invest in diversified business spaces like airlines and media channels. But with recent news about Air Sahara being sold to Jet Airways of Naresh Goyal, and of many of his media channels undergoing mass retrenchment, the focus is back on the next strategic move of the Chief Managing Worker (as Subroto Roy is designated). The Shri factor notwithstanding, this Roy has succeeded in etching his place within the mentions of Indian corporate history.

For complete IIPM Publication Article, please click here...

Source: IIPM Editorial