Mr. ‘Paper’onni!

IIPM BEST MBA INSTITUTE
He joined the LM Thapar Group in 1986 as a Shopfloor Management Apprentice-Paper Mills, and was subsequently given a very difficult task – to turnaround the sick paper unit. Gautam Thapar applied all the knowledge he’s gathered at Pratt University (while studying chemical engineering), combined it with the knowhow of his family business, and eventually emerged victorious. Today, under Gautam’s stewardship (he’s the Vice Chairman and Managing Director), Ballarpur Industries (BILT) has emerged as the largest and most respected paper company in India, with total revenues in 2004-05 amounting to Rs.18 billion.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Ms. DLF Damsel
A Night to Remember!
The soft drink giants used Bollywood celebrities
In comparison to CDN, P2P networks offer relatively free services. However, P2P relies heavily on advertising
All roads lead to the Parliament
WHO STOLE MY THUNDER? : IIPM
A GOOD TIME FOR NEMOS
Chilled out in the tropics!
Dolce Vita, and how?!
Mahajan scion Dru(a)gged to jail! : IIPM

Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Wine Wonder, Down Under…

IIPM BUSINESS & ECONOMY
Dubbed ‘marvellous’ as a destination, Melbourne grandeur presides over all corners, not necessarily pertaining to its architecture or yachts... Voted numero uno twice on surveys aplenty of the world’s most livable cities, Melbournians harbour a common penchant for an existence bordering on the avant garde. And when good food and fine wines beckon, Melbourne is at the helm of affairs yet again, in the form of A Taste of Slow Australia (August 28 – September 10). Contrary to fast-food movements the world over, Australia’s Garden City is the first outside Italy to be labelled a “Slow Food City,” much to the delight of connoisseurs. Spread leisurely over a fortnight, celebrations comprise exclusive dinners with cookery classes, discussions and wine-tasting opportunities that conclude with the Slow Food Weekend at the historic Abbotsford Convent. Festivities begin the first Monday of ever y August, and Melbourne’s Food and Wine Festival submerges the willing within the realm of finest Australian wines directly from the horse’s mouth (read producers) captivating its audience in a spell that lingers...

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

The findings are shocking

IIPM PUBLICATION
Politicians have an unerring knack for figuring out the pulse of public opinion. So you have the state governments of Punjab, Uttar Pradesh, Gujarat and Madhya Pradesh banning the sale of colas in schools and colleges. Many other states are scheduled to follow suit. Colas had been banned from the Indian Parliament in 2003 itself when the first CSE report revealing the presence of pesticides was released. But more action might be taken if politicians raise the bar of protests and demand more action. Says Tom Vadakkan, Secretary, All India Congress Committee, “The findings are shocking. If Coke & Pepsi are maintaining the FDA (or any other standard) in US, the same parameters should be applicable here as well. Government must come forward in this matter.”

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Social Revolution' or 'Capitalist Carnival'?

IIPM BEST MBA INSTITUTE
This leads to a terrible conclusion. There are many business enterprises out there, which need to get in close relation with potential consumers of their services and products, and what starts as social computing, like P2P, derails very quickly into a business venture. For the time being, P2P has followed the path of all egalitarian and social movements, wherein, it has always been corrupted by the quest for profit. Can we create a P2P network that will not be turned into a sales channel at some point? It would probably take a community willing to actively participate in the management of the network, and finance it without external support, a little like building a wall around the city to repel the business barbarians. But then again, this would lead to the creation of an “elite” and probably end up being detoured from its original purpose. My personal conclusion: P2P should be consumed when it’s still fresh. Beware of the “sell by” date.

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Source : IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

New IT Park to come up in Jaipur

IIPM BUSINESS & ECONOMY
Jaipur is all set to get an IT park as a Special Economic Zone (SEZ). Vatika Group has already received the approval nod for the Rs.40 billion project from the government. To be developed in phases, the SEZ is expected to be completed in three – four years. The area under consideration is a million square feet. The IT Park would have complete power back-up, multi-level parking facility in the basement as well as own water supply and sewage treatment system in addition to facilities like ATMs, health clubs, convention centres and convenience retail stores. According to the norms of central government’s policy for such SEZs, it is entitled to receive a 100% tax holiday in the first five years and a further 50% for the subsequent five years.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

LEAGUE OF DENTED CHAMPIONS : IIPM

IIPM PUBLICATION
There is no magic formula for success in business. Neither is there one certain way to stumble en route. The roller coaster ride of Hindustan Lever Ltd. (HLL) in India proves this beyond doubt. When the market leader in India’s FMCG sector, which was supposed to be setting benchmarks for the entire industry can falter (on its own benchmarks), it shows how sheerly unpredictable the corporate world of today has become. Or perhaps, it shows how even the best can make mistakes in setting roadmaps for the future.

HLL went for a massive acquisition spree by the then Chairman Keki Dadiseth, as if it was running a marathon. The strategy worked well for the previous decade, as turnover grew from Rs.37.75 billion in 1995 to Rs.117.81 billion by 2001. Since 2001, revenues went into decline. Dadiseth’s successor M. S. Banga attributed HLL’s falling fortunes to the rapid opening of economy coupled with a steep drop in interest rates, which resulted in “many new avenues of expenditure for the consumer’s growing income.” The premium positioned HLL brands took a major hit, as customers started opting for cheaper substitutes. Competition in different segments caused declining sales, Nirma being the first to make a significant dent. The cliché of the giant’s size being his undoing was proving true here as well.

Food was recognised as a thrust area for future growth by HLL way back in 1997. However, despite being an early mover, HLL could not capitalise on its food division. Dadiseth’s successor M. S. Banga began to focus on power brands and trimming of the portfolio.

However these strategies have not succeeded in getting HLL’s revenues back to 2001 levels. The company faced five consecutive quarters of depressing year on year profits before achieving profit growth in the quarter ending June 2005. HLL is now trying to focus on category led growth, rural penetration and more on its core segment of home & personal care products. The company also faces a more formidable challenge today with ITC getting increasingly aggressive in the FMCG segment.

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Source :- IIPM Editorial, 2006

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

EAT, DRINK AND STAY HEALTHY

IIPM MANAGEMENT INSTITUTE
According to the FICCI FMCG Survey, the personal healthcare segment recorded stupendous sales of Rs.55.5 billion in 2005 – a growth of 10.1% over 2004. That is by all means stupendous, considering the overall growth of the FMCG sector. Agrees Namita Chhetri, All India Head, ICMR, “Anything that is packaged under health, sells like hotcakes in the FMCG market as it’s applicable from a kid to an old man.”

Dabur India Ltd. is becoming buoyant with its strategies for consumer healthcare. It plans to double the base of its ayurvedic cough & cold brand, Honitus, and is cashing in on ayurvedic brands like Meswak, Babool & Promise toothpaste to attack the market leaders. Health supplements and oral-care recorded “robust growth of 26.06% and 21.5% (for Dabur), respectively” affi rms Sunil Duggal, CEO, Dabur India. Kolkata-based FMCG company Emami, too, is increasing its thrust on ayurvedic products by aiming to make its healthcare division a Rs.3 billion business by 2008. Pantaloon has pitched in with its brand Tulsi, which will be selling homeopathy & ayurvedic products. Going further, the company is tantalizing Indian hearts with a new cosmetic brand Tumeric. “There is a huge potential for ayurvedic cosmetics in India,” comments Sanjeev Agarwal, President-Marketing, Pantaloon Retail.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)

Marineau has creditably improved the finances of LS&CO. , but his job is still largely undone

IIPM PUBLICATION
Aleader is one who knows the way, goes the way, and shows the way,” goes a quote by John C. Maxwell, which suits Philip Marineau, CEO, Levi Strauss & Co. (LS&CO.) perfectly. After seven years at the rudder of LS&CO., Marineau decided on July 6, 2006, to mark a close to his eventful corporate expedition - one in which he playerd the role of a lifeguard and commander and lead from the front! It was a period when he faced criticism for his tough decisions on cost control, which resulted in over 8,000 layoff s and plant closures at LS&CO. But with his unassailable grit and determination, Marineau successfully turned around a company that was in the throes of crisis when he joined in 1999.

Philip Marineau completed his Bachelor of Arts in history from Georgetown University in 1968 and followed it up with an MBA degree from Northwestern University in 1970. His tenure at Levi was his only stint in the non-food and beverage industry. Marineau flagged off his corporate journey as an executive with Quaker Oats Company, where he moved up the ranks to become President and COO from 1993 to 1996. He was the caretaker for the now world famous sports drink Gatorade. He joined Dean Foods Company as President and COO in 1996. Before joining the badly wounded Levi in 1999, Marineau served as the President and CEO of Pepsi-Cola North America. It was under his reign that Pepsi surpassed Coke in North America for the first time in many years.

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Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

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Rashmi Bansal Publisher of JAMMAG magazine caught red-handed, for details click on the following links.

• Hindustan Times Article - Publisher goes underground
• Rashmi Bansal (Editor of JAMMAG)
• Rashmi Bansal (Publisher of JAMMAG)