Chameleon’s last encore!

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He became a minister in Arjun Munda-led NDA government that followed the fall of Soren government due to its failure to prove majority. Within a year, however, he stabbed in Munda’s back and became Chief Minister with the help of JMM, Congress and Rashtriya Janata Dal, the very same parties, which he had ousted from power barely 12 months ago. It is ironical for Koda, having his roots in the RSS, to head a “secular UPA government.” The new Jharkhad Chief Minister began his political journey with the All Jharhand Students Union. But soon used the RSS ladder to get the BJP ticket for Assembly election. A BJP leader from Jharkhand describes Koda as a go-getter who strikes deals by the hour.

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

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BREAK THE SLUMBER!

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I am a student of foreign affairs and am a proud subscriber of your world-class Business & Economy magazine. I never miss a single issue discussed in your policy international section as it stands relevant to my field of interest and unlike other cumbersome and confusing reads, is presented lucidly but within imaginable space by your magazine. I also beg to state that the discussion of the oil deal between China and Venezuela (B&E, September 22, 2006) deserves special mention. While many other international policy journals missed a proper analysis of this important development, your magazine not only gave a clear picture of what the situation is but also went a step further in putting forward a convincing statement, which discussed how it would prove to be a major threat to the United States and the Bush administration. Certainly, the current requirement of the US for a continuous supply of oil does not seem very appreciative of this fact. Hope, America wakes up soon to understand the gravity of the matter!

Meeta Gajwani
Nasik (Maharashtra)

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Mumbai still suffers from controversies galore

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Although Mumbai still suffers from controversies galore (from airport privatization sagas to the regular annual horror story around the monsoon), the state seems to be committed towards building world-class infrastructure to facilitate more investments. With the Sensex crossing the 12,000 mark again on September 15, 2006, the confidence rampantly visible around the personality of Mumbai cannot be ignored. This state, which will in all probability remain at the numero uno position for years to come, stands as a benchmark that should be followed by almost all other Indian states, whether in internal governance or in external positioning. Mumbai, it surely is!

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

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India continues to remain a key growth market

IIPM PUBLICATION
So what will be the vista of the industry ten years down the lane? Jayesh Doshi, VP Treasury, Gujarat Ambuja Cement Ltd. (GACL) answers, “On the consolidation front, the sector would remain fragmented with about 30-35 players.” The fire that was started by GACL in the 1990s by taking over Modi Cement and DLF Cement is being re-ignited by global giants. Holcim – via acquiring controlling stakes in GACL, ACC and ACEL – has taken the top slot in the sector, leaving Grasim snubbed. On the other hand, Lafarge, the world’s largest cement company, is moving on altogether a diff erenttrajectory. The company’s existing capacity in India is a miniscule 5 MMT, which certainly does not justify their global size and scale. Bertrand Collomb, Chairman, Lafarge, explains the anomaly thus, “India continues to remain a key growth market for us; (but) it has been tough getting returns on investments, and it will take time before we realise our initial investments. If others believe that they can get returns faster, good luck.”

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From v’getables to v‘pros

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Amalner! In Jalgaon, Maharashtra. The very town that became the birthplace of Wipro; or rather Western India Vegetable Products. Founded in 1945 with 17,000 equity shares priced at Rs.100, Wipro was a Sunflower vanaspati ghee & laundry soap producer. But fate had destined other things. In 1966, due to the demise of Azim Premji’s father, the young 21-year old was called back from Stanford to call the shots.

And take charge, he did indeed! An astute businessman, Premji quickly started looking beyond the viscous liquid. The foray started with a range of personal care products and even light bulbs. But the real ‘fl ash of brilliance’ moment happened when Wipro began to dabble in the IT business. The Indian government, to ostensibly protect the indigenous market, had during the nationalization spree of the ‘70s & ‘80s, sent back the likes of IBM and other foreign technology investors. Wipro soon came up with their own Intel based computers. The 1990s liberalization era turned the strategic focus of Wipro to global hardware research alliances; Wipro R&D labs began catering to the likes of Texas Instruments, Nokia and Nortel. Even today, Azim Premji admits that Wipro’s aim is to be more in the league of IBM or Accenture, than to work to diff erentiate itself from TCS and Infosys.

Net revenues of Wipro stood at Rs.102.64 billion in 2006, an increase of 40% on year-on-year basis. Profits of the company touched Rs.20 billion. Today, if one were to look at its growth chart, then Wipro clearly has been working to beat competition via an acquisition spree. Recent buyouts have included the retail solution provider Enabler Informatica for Rs.2.43 billion, engineering design firm Saraware Oy for Rs.975 million, mechanical design outfit Quantech Global Services for Rs.462 million, technology infrastructure consulting firm cMango Inc. for Rs.925 million and even North- West Switches for Rs.1.05 billion. Confirmed Azim Premji, “We have in the last 6 months (since January 2006) announced six acquisitions... our experience in terms of early wins and business integration so far, gives us confidence that we are progressing well and with the right strategy. We are confident that the investments we have made in our business, to enhance our capabilities... have been well kicked off .” Wipro’s technological competence now draws on its experience of even developing semi-conductors, computers, printers and scanners. Who would have thought this ‘vegetable’ market would one day make semi-conductors? We have the answer – Azim Premji!

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GTL Ltd

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Chairman & MD: Manoj Tirodkar
GTL Ltd is a pioneer in IT services focussed on network engineering, enterprise solutions and customer management solutions. Its portfolio comprises of building telecommunications infrastructure as well as wireless carriers across various cities in India crossing trans-national boundaries. Its BPO outfit has actually fared pretty well and is the third largest outsourcing provider in India focusing on the network design and implementation in order to accentuate efficiency and procure expertise in the same. NASSCOM has ranked it at nine amongst the top 15 ITES-BPO third party BPO partners in India, for global corporations (July, 2005). It ranked ahead of even Infosys’s BPO (then named Progeon).

“Being a customer-centric company we believe in creating unique value proposition for our customers and excel in execution, service and maintenance parameters,” states Charudutta Naik, COO, GTL. And this commitment probably explains this one’s impressive revenue standing at Rs.9,800 million. Even its list of clientele reads like the who’s who of flobal Inc.: HLL, PwC, American Express, British Airways, Singapore Airlines , Guardian Trust, Citibank, among a slew of others.

GTL Ltd. Proudly claims that its certified management practices and custom-built performance monitoring dashboards are the best in the business. Yet, the company admits that they have only just started their journey. There are miles before this one gets some rest... We wish them the best!

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Titan Industry is the market leader today in branded watches and jewellery

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In 2003, under Bhaskar’s erudition, the company made a smart turn-around by reducing costs, increasing competition and introducing new products which grabbed a major share in the market. Bhaskar asserts: “Titan Industry is the market leader today in branded watches and jewellery in the country. Therefore, as market leaders, Titan aims to continue to be the pioneer – be it new designs or new campaigns taking the industry to another level in India.” During the years, Titan has been able to earn a reputation of quality, reliability and technology. “Since the beginning, Titan was seen as more than a time keeping device – it was bought because it combined time keeping with elegance,” quips Bhaskar.

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

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Women are from Venus

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Yes women are different from men, and need to be portrayed differently. However, somewhere down the line, some aspects got overlooked, and some overemphasized. Fair or dark, a woman is beautiful. You don’t expect her to look up to Michael Jackson (who changed his skin from black to white) as a role model when it comes to skin colour. Today, women entrepreneurs abound and we need to recognize that. Women have moved ahead and some advertisers like LIC are showing the way. Their radio ads show how everyone insures the life of the male – the head – but forget to insure the life of the woman who is a life-giver herself! Yes, there is a ray of hope. Let it grow stronger.

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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
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