Elixir of life

So while standing tall provides the Indian pharmaceutical industry with the required visibility, it’s the vibrancy that boosts its growth, a fact that has been instrumental in its huge success across the globe. Now with a more than two years of existence under the product patent regime (introduced in January 2005), a lot of things seem to have changed. A shift in focus for growth in the marketplace (away from mature markets to emerging ones and from primary care classes to biotech and specialist-driven therapies) has been the order of the day globally, with India being no exception. One of the most evident examples of this is the shift from US market towards Europe. Indian pharma majors, who made their fortunes in the US during the last vestiges of the previous century, now for the last couple of years, seem busy focusing on other markets, particularly Europe.

For the first time in its history, Ranbaxy reported a 78% year-on-year jump in European sales at $93 million for the quarter ended March 2007, while its revenues from the US grew by a miniscule 3% to $86 million. It was not the only Indian pharma major. 50% of Wockhardt’s revenue was from Europe and even Dr Reddy’s Labs (whose maximum revenues were still from US), witnessed a significant rise in sales from Europe. Its revenues from European generics (including betapharm) stood at $223 million, as against $56 million in FY ’06.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

The rich West Bank & barren Gaza

The US never tires of talking about democracy and the methodology to be adopted to inculcate the tenets of freedom in the Muslim mind. When it comes to action, all the US does is to either bomb the country out of shape (as in Iraq) or encourage an undemocratic divide in the nation, leading to the overthrow of legitimately elected government (as in Palestine). The US and its biggest stooge Israel have managed to push the popular Hamas faction to Gaza and installed another Western poodle, Mahmoud Abbas in West Bank, as the so-called “moderate” leader of the Palestinian Authority. America, Israel and the EU are showering billions of dollars on Abbas to help him marginalize the Palestinian struggle and embarrass the other leaders. What are the credentials of Abbas, which make him the blue-eyed boy of the West? "Abbas came into limelight with his 600 page book on the Oslo peace accord. Interestingly, he wrote his book without once mentioning the word 'occupation', referred to Israeli 'redeployment' rather than 'withdrawal', "shared a London-based noted columnist Robert Fisk, while talking to B&E. "Yes, Abbas is a nice boy, their kind of guy, because he wears a tie and goes to the White House and says all the right things,” adds Fisk.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

A politician’s gift

The British perhaps had seen it a long time back and were prudent enough to exit in time. It is rather intriguing that even sixty years after their exit, the problem of sectarian violence, sometimes as communal clashes or caste violence and oft en on ethnic and class grounds, torments India. As if the external threats from our noble neighbours was not enough, these oft en avoidable internal conflicts have the potential to nullify all that independent India has achieved in six decades.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Pharma revenues set to double by 2020!

As predicted by PricewaterhouseCoopers (PwC), by 2020 global pharmaceutical market would witness a sales doubling to the tune of $1.3 trillion. Reasons like ever increasing population, obesity and preventive treatments will attribute to this doubling of sales. Interestingly Brazil, China, India, Indonesia, Mexico, Russia and Turkey would hold one-fifth of these revenues. As per the report however ‘the current pharmaceutical industry business model is both economically unsustainable and operationally incapable of acting quickly enough to produce the types of innovative treatments demanded by global markets’. PwC proposed that to tap the potential markets, the industry should definitely undergo certain elementary changes in the manner it operates.

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Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Golden swimsuit – 3,312,800 INR

Gone are the days when gold was seen only in chains and bracelets. Today, designers are ensuring that this yellow metal is being utilised in the fanciest fashion possible. After the opulence displayed by the advent of brassieres made of gold earlier this year, stylists are at it yet again and have come out with some exaggeratedly extravagant swimwear – woven by hand using a thread weighing about 500 grams that is being wound for 32 days with six wires of gold, which are ninety micron thin. Those who adorn this little ‘golden’ number and sashay the ramp, would undoubtedly be giving an inferiority complex to the onlookers. Gold would never be old or go out of style for the fashionably felicitous.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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.

Ok, let’s try & define ‘ignominy’

Imagine having a cook at home, and still being forced to go to the neighbour’s for dinner... and breakfast & lunch too... everyday! That’s the condition of Indian companies indulging in cross border M&As, with Indian banks pathetically failing to come up to the ask, when most required to!
It was just last fortnight that I was berating SBI being State ‘Bunk’ of India, with Standard & Poor’s giving a ‘junk rating’ to SBI’s bond issues. The irony continues this fortnight too. Think about it, when the Tatas gulped down Corus, when the AV Birla Group swallowed Novelis, and when Suzlon guzzled up RE Power, guess who all were laughing all the way to their ‘banks’. The foreign financing institutions. It’s killing to hear, but the fact is that while Indian companies mobilized over $25 billion of debt overseas in 2006-07, Indian banks provided just a puny 10% of the same, with over 90% being arranged by foreign banks (and their Indian branches).

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

“India is one of Viacom’s priority markets for expansion internationally”

The woes for Star do not end here. If NDTV started the trend then TV18 has followed suit. The news major with a strong presence in business and general news space (it owns CNBC TV18, Awaaz, CNN-IBN and IBN7) recently tied up with US entertainment giant Viacom (the owner of MTV, VH1 and Nickelodeon brands in India). On the priority list of the Rs.500 crore 50:50 JV, called Viacom- 18 is launching a Hindi GEC channel in the next one year along with niche channels from MTV family and new brands. Philippe Dauman, President & CEO, Viacom says, “India is one of Viacom’s priority markets for expansion internationally.” According to B&E estimates, 2007 will witness the launch of (if not more) at least 5 television channels across genres. Come 2008 and one should be prepared for a deluge of channels to hit the idiot box. The major players apart from NDTV, TV18 include UTV (Investment of $200 million, 4 channels by August, 4 by March, 2008), BAG Films (2 channels by November, 1 by 2008), BBC Worldwide (two already launched, two more by 2008), Sun TV (three channels) and the real estate group Triveni (more than 20 channels by end 2008)... Phew!

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

.

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“The DPSUs with roughly 200,000 employees will continue to dominate this sector for some time to come”

In fact, this understated revolution in armed forces is of far greater significance than the much touted “Revolution in Military Affairs” (resulting from advanced computing and communication technology). By identifying a few companies as RURs and bringing them at par with the Defence Public Sector Units (DPSU), the government has unequivocally asserted that the Indian defence has “nothing to lose, but chains.” The chains which had tied the defence sector to whims and fancies of the DPSU. It is not that the private sector was never involved with the defence production (in the period 2001-07, the private sector had got outsourced jobs worth $700 million from DPSUs and Ordnance Factories). Despite these impressive figures, the private role in defence has been confined to production of ‘nuts & bolts’ only, “the DPSUs with roughly 200,000 employees will continue to dominate this sector for some time to come,” K. Santhanam, an eminent scientist, former Project Director Pokharan II nuclear tests, told B&E.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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PE firms getting bolder, meaner

The primary downside is that debt-ridden buyouts ultimately prove fatal for companies, loading them with enormous debts that finally suck out their capital. Sample this: HCA, a big hospital operator in America, slipped three notches to B+ in Standard & Poor’s corporate credit ratings, also due to interest of $1.5 billion a year as bonus.

It makes sense to analyse the returns of listed PE firms at this juncture. The total return of S&P Listed PE Index as on July 5, 2007, was 221.4 points, a 30% appreciation y-o-y. But interestingly, there is a lingering scepticism in the market now regarding these stocks. Take KKR for instance. It got listed at $24.58 (in May 2007) & its share price as on July 6, 2007 has fallen to $22.2.
Then there’s the phenomenon of rising interest rates (currently at 5.25% in the US after 17 consecutive hikes), which will make raising valuations of target companies difficult. And as the risk appetite of these firms grows, they are liable to get even more ruthless in stripping assets & yet ending up as value destroyers. And like we said, where the wave ends, the bloodbath begins...

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The feeling is chilling...

Take the gladiator test. Walk into any retail mall on a weekend this month. And walk into the same mall after some months on a similar weekend. You’ll yourself feel the dramatic reduction in customers. How can we be so sure? Well, we did the tracking ourselves over the past few months with the leading research firm Indian Council for Market Research (ICMR), Planman Consulting all over India. The study, which critically analysed the shopping habits of 2000 people across Indian metros, and revealed startling results; the main one being that only a relatively meagre 18% favoured going to the malls for actual purchases (while a majority preferred visiting neighbourhood showrooms and outlets). A case to point is the Great India Place in Noida, Uttar Pradesh, touted to be the most rocking experience for shoppers. A few months ago, if you were to walk into the Pantaloon outlet in this mall, you couldn’t have reached the billing counter unless the 50 odd intrepid shoppers before you had had their fill. It seemed as if the entire city was headed to the Great India Place.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Chile is changing!

Chile is not a mere celebration of harmony, panorama & serenity, but also a transfusion of political stability, social development & financial success in the whole of Latin America (LA). This ribbon shaped country has been attracting large investments and attention, particularly after it adopted the free trade regime. This economy is considered one of the world’s largest free markets and has FTAs (Free Trade Agreements) with most of developed economies like the US, the EU, New Zealand, Singapore et al.

Chile has charted a sound economic policy with great focus on infrastructure and privatisation. It has predominantly exploited its rich natural resource base and has been minting money from its copper reserves. It is the most stable and flourishing LA economy and is largely free of any coups and arbitration. The GDP per capita stands at $12,700 and has employment rate of more than 92%. Chile has been successfully managing a low inflation and high GDP growth, predominantly on account of its high export earnings. Export income for the year 2006 had been at a mind boggling $59 billion. Realising the constraint with natural resources, Chile had recently started focusing on non-mineral exports like fishery, forestry, wood products, food and wine.

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Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Get Green or Mean!

Energetic, fresh and relaxed by definition happen to be abstract nouns, which means that they cannot be seen or touched. But 18 miles south of New Delhi is a place called Udyog Vihar in India’s mall capital Gurgaon, where one can actually see and touch these things; wondering where exactly? Well, you can see it on the face of 1,300-odd employees of Wipro Technology Development Centre at Gurgaon. Built on the Green Building concept, the Gurgaon campus of Wipro epitomises eco-friendliness and unmatched hospitable condition for its inmates. But first things first, what exactly is the Green Building concept and in what sense it adds to the environment positively.

According to the US Department of Energy – buildings are a major source of pollutants that causes urban air quality problems and contribute to climate change. That’s where the green building concept comes into picture. “A green building strives to balance environmental responsibility, community sensitivity, resource efficiency and occupant wellbeing and comfort,” says Vidur Bharadwaj, Managing Partner, Design & Development, who holds the distinction for designing Wipro’s campus. After a series of business plans and presentation by leading architects, came the decider from Design & Development for Wipro – a Green Building that has got the highest platinum rating (52 points) in Asia and second highest in the world by the US Green Building Council.

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Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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a ‘soft state’

Indian foreign policy seems to suffer from a crisis of confidence. Suddenly, there are genuine apprehensions that India’s long-term strategic interests could be bargained away at the altar of timidity and a naive compulsion to ‘appear nice and reasonable’. So does India do a somersault and ape what Israel does with friends, rivals and enemies? Will it keep losing diplomatic games without such bellicose behaviour?

Not at all! It just needs to do what the Chinese have mastered. And that is preying upon the insecurities of potential rivals. If the US starts making a noise about human rights violations, aircraft orders to Boeing are scrapped and European Airbus ends up with a bonanza. So if China is bent upon diplomatically humiliating India, the latter has the option of giving a red carpet welcome to a delegation that comes to India from Taiwan. Let the dragon protest; India can always say it is a business-like visit.

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Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Whose waste is it?

Did you like your new DVD? What about the old ones that had got scratched? What about the old computer mouse that stopped working, and look at that 17 inch monitor you got… and then threw away the earlier one which you didn’t need? If this junk hardware went into the garbage bin or was given away to the local scrap dealer, then dear reader, you have made your contribution in destroying the world.

Yes, this is electronic waste a.k.a eWaste. Most electronic items are irresponsibly thrown away by consumers and companies. These items, when not recycled or disposed off properly become toxic, due to the metals present in them, and ultimately cause irreparable harm to the planet and all life on it.

B&E,4ps & IIPM Publication

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Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Green-washing?

General Electric, despite being a $386 billion hulk, has never managed to leave investors awestruck; at least not during the past eight years, with its share prices arrested around $37 ($37.56 as on May 24, 2007)! Surprising, with its 10.6% CAGR in earnings in past decade!

What’s not a surprise, however, is the boot GE has received from environmentalists for being the ‘non-green do-it-all’ titan. None of its divisions can be called ‘innocent’ in this respect, with the highlight being the dumping of 1.3 billion pounds of polychlorinated bi-phenyls into the Hudson River over decades. And after facing the brunt all these years, GE in 2005 decided to respond through their ‘Ecomagination’ initiative! Jeffrey Immelt, CEO, GE, accepts that Ecomagination is more a survival & growth tool as, “It’s primarily a sales pitch. In its essence, it’s a way to sell more products and services. Green is now becoming pervasive. Work on energy efficiency, emissions reductions, conservation, clean water is simply good business.” But is this just another act of greenwashing?


B&E,4ps & IIPM Publication

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Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Altel falls prey to TPG!

TPG Capital and the buyout arm of Goldman Sachs entered into agreement terms to buy Wireless company Alltel Corporation for $25 billion. The completion of the deal would make it the latest US corporate giant to fall prey to private equity hands. The transaction has been formalized revealing that TPG Capital and GS Capital Partners will get Alltel for $71.50 per share in cash. At $25 billion, this would be one of the largest private equity deal.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM Publications Article:- Satyam

The ironic part is that while the average person may dismiss it as a supplemental notion, branding is serious business. Everything you do or don’t do carries a promise to your customers. Branding is simply your image and your reputation, built on everything that you did or did not do, committed or did not commit, delivered or failed to deliver.

Like I said last year as well, this is why you can never ignore branding, for even if you don’t control it, you will be branded! So, I say, harness this subdued but very strapping power to drive and sustain organizational productivity and profitability, for it presents the one primary element that truly distinguishes the really good players from the very great ones…

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Companies in the metals segment too came up with impressive numbers on the back of higher domestic and international metal prices.

With inflation expected to tread lower towards mid-May, pressure to tighten interest rates is likely to alleviate.” So banking could yet be a prize pick for the individual investors. Rajesh Agarwal of CD Equisearch is of the view that one should also continue holding the cement counters. “I see the valuations to be attractive on the whole pack, lot of cement counters have corrected almost 50%. The companies came with good set of numbers, and with the kind of construction and real-estate boom we are witnessing in India, I don’t find any problem with the industry as such.”

As the Sensex is slowly and steadily moving back towards initial highs, there are quite a few scrips that are still low at valuation. Go long on these sectors (stocks) in the shortest possible time and keep the show going!

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Ramu accommodates Mrs. Thakur

Kabhi Haan Kabhi Naa star and Shekhar Kapur’s ex-wife Suchitra Krishnamoorthy will return to the silver screen in Ram Gopal Varma’s version of yesteryears hit Sholay, titled Ram Gopal Varma ke Sholay, where she would be playing Thakur’s wife. Interestingly, the original version did not have this character and it sure will be a Chunauti for this damsel to portray the role so as to make it just as legendary as the rest of its cast. With Suchitra choosing a mature role for a comeback, all we can hope is that, like wine, time has only benefitted this lass too.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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• The Nokia disconnect!




• IIPM Branches and contact No.




• IIPM News




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About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !

Rs.145.7 billion – that’s what the $101.5 billion Finnish giant Nokia garnered as annual revenues in 2006.

And that brings us to a most critical question – what ails Nokia? As Rajiv Kochar, Telecom Analyst, Avista Advisory Associates states, “The problem with Nokia is that a lot of complacency has now crept in. The younger generation is not finding Nokia that attractive...” Yes, with increasing competition & the replacement ratio for handsets shooting up to 20- 25% during 2006 from 8-10% during 2003-04 (with nearly 8 million sets replaced during 2006), ‘innovative and radically new’ introductions are the need of the hour. Then there is the low-handset market, which Nokia thrived on (with its Nokia 1100, 1110 et al), which it is fast growing oblivious of as Rajiv Kochar believes, “Nokia is losing its focus on the entry-level segment while Motorola & LG are providing products at much lower prices.”

However, the Finnish giant’s recent launches of seven new handsets in the lower range of Rs.1,700 to Rs.4,500 clearly show that it is now trying hard to gain back the lost ground to Motorola, who has made huge strides in the sub-Rs.2000 category, and many others who somehow make a dent in this space with low-priced product strategies, the most recent one being the Rs.777 handset launched by Reliance Communications. So considering the ultra-low 14.3% ‘mobile’ tele-density (as on March 31, 2007) and with vast untapped space, the giant has to be wary of its worst enemy – complacency. And that’s because the Indian market isn’t the ‘evergreen pasture’ it used to be.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Read more:-

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• Neha RAWAT's Blog
• Ravi Sanyasi's Blog
• "There is more money....
• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
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• IIPM is Here

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The two economic behemoths China and India

The two economic behemoths China and India are lucrative markets and Standard Chartered is well poised to capitalise on both. The Indian market (with 87 offices) has been of particular strategic importance; in 2006 alone it made a whopping profit of $400 million. Moreover, the bank has taken strong strides in the Wholesale Banking domain. Also, their financial advisory services for expansion outside India have been their forte (Tata Corus deal is a point in case), which can bring in more growth at this point when India Inc. is poised on an outbound acquisition binge. In China, they expect to have around 40 outlets (subject to regulatory approvals).

For now, the bank’s current deposits base in India stands at Rs.284.6 billion whereas investments are to the tune of Rs.118.12 billion. The bank also appointed the telecom tycoon Sunil Bharti Mittal as an independent non-executive director (with effect from August 1, 2007), besides joining the race to pick up 49% stake in UTI Securities. It sure seems that Standard Chartered has turned on the heat in India. The perspirations will come in time.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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BenQ goes back to core manufacturing

Subsequent to reporting losses for consecutive 2 years, the first quarter results show a break-even position and the company anticipates profits in coming quarters.

For the coming six to twelve months, the company plans to lay all strategies in reinforcing the LCD product range and bring in new varieties in TVs and digital cameras. And why not? LCDs have registered highest growth in Benq’s portfolio and it is crowned as the number-two brand in Asia and Europe and number-three brand worldwide. However, Benq wants to stick to manufacturing of mobile phones in spite of a lackluster performance of this division.

In future, the company plans to cash in the growing consumer electronics market in Bahrain and other emerging markets by joining hands with local partners who offer expertise and market presence. As BenQ endeavours to make a come back… time, tide and king consumer will decide if jia da is within reach.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Read more:-

• News & Article
• Don't Pay for your calls....
• Neha RAWAT's Blog
• Ravi Sanyasi's Blog
• "There is more money....
• Rattan TATA ko gussa kiyon aata hai!
• The Nokia disconnect!
• IIPM Branches and contact No.
• IIPM News
• IIPM : IIPM Links
• IIPM: More about IIPM
• IIPM Alliances - IIPM - by RAVI
• IIPM PUBLICATION
• IIPM: The Indian Institute of Planning and Management-------
• THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
• Pseudo-socialism is creeping back into the policy-making process ...
• Management Guru's Speak on IIPM
• Primary education as a mission under the banner of ‘Bharti Foundation’
• ...yeh Hindustan hamaraa...
• Hyundai & Maruti, set on a pricey path!
• THE GREAT INDIAN DREAM
• IIPM is Here

About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !