Just a click away!

For years, cheerleaders have been dancing to the potential of online advertising in India. But now Internet giants are gung-ho on making online advertising more meaningful for marketers, giving fresh hope to those tired cheerleaders, says VAREEN RAY


It was a bright sunny winter morning and Sagar had just logged on to the Internet to chat with his brother in Philadelphia. While surfing, he couldn’t help but notice the very in-your-face click-able ad of MakeMyTrip.com that popped up on screen. Sheer curiosity made him click on the link, and before you could say Jack Robinson, he was on his way (along with the rest of his family) to Philadelphia, thanks to the irresistible scheme that the travel portal offered through that one ad. A big deal for Sagar and great word-of-mouth publicity for MakeMyTrip.com! The travel portal is not alone in exploiting the growing popularity of Internet surfing within the country, job sites like Monster.com and matrimonial offerings like Shaadi.com are also in the fray.

But apart from sites offering services on the Internet, the vast labyrinth of products and services available in India are still shying away from online advertising. Big ticket players like Pepsi, Maruti (Maruti SX4), ADAG (Zapak) and HLL (Sunsilk Gang of Girls) who have ventured onto the media, have also not tasted expected success. A big reason is the abysmal levels of Internet penetration in the country – just a meagre 46 million users (Internet in India Report 2007 by IAMAI & IMRB), contributing just a miniscule 2-3% to the total advertising expenditure. Prathap Suthan, National Creative Director, Cheil Communications, feels, “If I know that at maximum, I can reach only 5-10% of my total target audience through this medium, I would definitely be less interested in that medium and prefer a mass media, where I can reach the maximum of my target audience.” Even the terrestrial signals of Delhi Doordarshan can reach 87.9% of India’s population. Contrast this to the melancholic 2-3% Internet penetration in India, and you know why online advertising is a poor distant cousin to the traditional mass media.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
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NDTV Imagine – the general entertainment channel

When Narendra Modi had swept Gujarat in 2002, Rajdeep Sardesai and Arnab Goswami (along with Barkha Dutt, of course) were loyal foot soldiers of Prannoy Roy. By 2007, Goswami was heading Times Now and making life miserable for strategists at NDTV. By 2007, Rajdeep had turned semi-entrepreneur and leading CNN-IBN into the leadership position in the English news channel sweepstakes. Prannoy looked suave no doubt; but he also looked like an ageing war horse while Rajdeep and Arnab were emanating ebullience all the way. Both Arnab and Rajdeep told 4Ps B&M in exclusive interviews that television journalism was no longer about ‘faces’ and celebrities,’ but hard core news.

One of the reasons Prannoy Roy looked tired while reluctantly declaring Modi a winner that day was related to his entrepreneurial ambitions. His NDTV Good Times – launched in September 2007 – was going through really bad times. And his most ambitious launch till date, NDTV Imagine – the general entertainment channel – was being upstaged by old warriors like Subhash Chandra of Zee and Peter Mukerjea of INX Network(See box). Says Yashwant Deshmukh, well known television commentator and psephologist, “But in many ways, the Prannoy Roy era in television news is coming to an end.”


Numbers don’t lie and there is simply no doubt that Prannoy and NDTV have been dislodged from the undisputed numero uno position they enjoyed till a few years ago, when there was no competition in the English news channel space. Look at gross TRP ratings. In July 2007, Rajdeep’s CNN-IBN was decisively ahead with 30.08 points while Prannoy’s NDTV managed 26.63 points as per data provided by TAM. In December, Times Now was the number one with 23.01 points while NDTV finished second. The story is similar when you look at relative channel shares. And both CNN-IBN and Times Now hold a decisive edge because of their strategic alliances with CNN and Reuters respectively. This was clearly visible in the aftermath of the Benazir Bhutto assassination in December 2007, when feeds from CNN and Reuters added that much depth to their coverage. And of course, the less said about NDTV’s Hindi news channel, the better; with rivals like Aaj Tak and Star News miles ahead of NDTV India.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Patent

Globally, Code Division Multiple Access (CDMA) is the second largest mobile technology used by cellular service providers, after GSM. And San Diego based Qualcomm is commercially-exploiting its CDMA patent to fuel revenues

Any company in the technology arena can only succeed with patents under its belt, which would give it an edge over others. Qualcomm has an edge in the CDMA market, largely because of the patent it holds. Small wonder that Qualcomm holds a controlling position in the market and no one can use the technology without paying a royalty to the company.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

IIPM makes business education truly global

The Indian Institute of Planning and Management (IIPM)

IIPM Campus

Jab 4Ps B&M met Moser Baer

When IIPM comes to education, never compromise

Changing the rules of the game with its value set remaining intact, is what gives Moser Baer a cutting edge advantage in this era of cut-throat competition

“If we don’t change, we don’t grow. If we don’t grow, we are not really living.” Well that’s what most corporate czars across the world believe in while referring to this famous saying by Gail Shelly. However, it’s surely not an easy task to go for a change and that’s a dilemma, which most organisations face. Swim across to the Indian shores and here you will find an IT company that truly believes in reinventing itself. Moser Baer started operations in 1983, with its primary business of manufacturing 8.0”/5.25” storage disks. And now after 25 years, the company can rightfully boast of being the second largest optical media manufacturer in the world that supplies to all the top 12 global brands across continents. Not just this, Moser Baer is currently the largest Indian manufacturer of magnetic and optical media data storage products, with exports making up for 75% of its total revenues.

With an experience of two decades in the sphere of ‘removable data storage,’ Moser Baer’s CAGR in the past five years has been approximately 42%. That’s not all, the company just last year ventured into the entertainment sector and surprised many by launching low cost titles of many Bollywood blockbusters like Jab We Met, Naqaab, Apne et al, at fairly rock bottom prices. To keep up with the tradition of change and growth, in 2007, Moser Baer also set foot in the segment of peripheral devices.

It’s just not easy for a company to change and still grow at a stupendous rate in such a dynamic market. But for Moser Baer the transition has been easy for the HR of the company has worked hand-in-hand with other divisions to smoothen the process of change.

Puneet Bharel, Associate GM, Corporate HR, Moser Baer points out that, “One of the main challenges, at Moser Baer is to provide growth opportunities and to ensure that the employees continue to get the opportunities that they might look outside.” With the economic growth, there is no dearth of options for any employee, so to ensure that employees stick to the organisation, Moser Baer gives challenging jobs to its employees and shows them the way ahead through a well-designed growth programme so that the outside world is not able to tempt them. At Moser Baer there are two key initiatives that have been put in place to tackle this problem. The first one involves putting in place a fast track growth policies that encourages the performance oriented culture along with speedy growth for the ones that deserve. The second part of this initiative involves taking care of the normal engagement of employees. The entire aim of this employee engagement exercise is to ensure that employees working for Moser Baer are not just busy but at the same time are satisfied in what they are doing.

As a matter of fact, employee engagement is one of the key initiatives carried out extensively throughout Moser Baer and is addressed at two levels separately – one at the individual level and other at the corporate level. The company believes that engagement is predominantly driven by the kind of relationship that a subordinate shares with his manager. Bharel throws light at the individual level of engagement. He elaborates, “We ensure that the managers are doing whatever they can to provide a good environment to the subordinate.” Even at the organisation level, Moser Baer has in place myriads of processes like induction, rewards & recognition, appraisal, performance management, et al to ensure engagement of employees.

In the new age business environment where companies look at numbers as a measure of growth and employees are pushed to perform extraordinarily, invariably values are put on the backburner. But at Moser Baer it’s just the opposite. They have a four point value chart for their employees referred to as TIPS – teamwork, integrity, passion & speed. To ensure that all these values work as the Bible for each employee, Moser Baer’s HR has put in place a three step method. The first step is creation or identification of values, second is the involvement of the senior people so that they own up to these values. It could be through demonstrating values, or through rewarding people who demonstrate these values et al. And third is the concept of values committee, where various senior people of different businesses form a part of this committee. The idea is to make the members of this committee cascade these values, by participating in these values through training session. The committees also ensure that if someone is not abiding by the values, then they can take strict action. Bharel informs, “We also link these values with our training program. Like when an employee is being confirmed after six months, s/he needs to fill a form, where in each employee has to list with concrete examples as to when and how s/he demonstrated these values.” Changing with its value-set intact is not what many companies can boast of but for Moser Baer this very philosophy has helped it to scale new heights and in the process change the rules of the game.

Cutting edge change

Moser Baer is expanding at a stupendous growth, so what kind of challenges HR is facing?

We actually don’t have any competition in our sector. However, people are free to move across different sectors. So it is about proactively visualising what can be the challenges both mid-term as well as long-term.

What kind of people challenges that Moser Baer is facing?

One of the main challenges is to provide growth opportunities & to ensure that employees continue to get the opportunities that they might look outside. So we have fast growth policies to ensure that we provide growth, which is a big challenge that we are facing. Also we need to ensure that employees are engaged and are satisfied in what they are doing.

Elaborate on the work culture.

We’ve an informal structure, where one can contact the boss directly and discuss things openly. In one line it’s a friendly culture but performance is imperative.

What are the kinds of reward & recognition program that are taken up?

We’ve around 12 reward schemes including individual-based, team-based, employee of the month, employee of the year & quest for excellence. The idea is to motivate people and to make others understand what kind of behaviour we want.

What’s the attrition scenario like?

Attrition happens everywhere, it happens here also, figuratively it’s around 10-11%, but it may not be the latest.

Can you elaborate on any one thing in terms of HR that’s done differently at Moser Baer?

R&R is one thing. We are open to doing new things that are relevant to the organisation in the long term.

Surbhi Chawla with inputs from Sachin Bharel

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Source : IIPM Editorial, 2008

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

Read these article :-
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Proliferation

Zee Network has aggressively pursued business expansions keeping in mind the consumers’ and business needs and has also proliferated into areas like digitisation of content

Proliferation is the only way forward. We live in a country with a very insignificant cable penetration in comparison to the population. On the other hand, we are in the same country that has surpassed world standards in mobile penetration with over four million subscribers being added every month. There is a new market emerging, of people who would like to watch content on hand-held devices where the future of TV lies. Proliferation across verticals and largely across the entire spectrum of businesses has been the underlying essence of Zee Network. In the times that we are in and for the sake of times to come, synergistic proliferation is what will ensure market leadership. The times to come will be that of customer acquisition and not just aggregating content and for this to happen one has to be in all verticals that a customer will need. Today, Zee Network is the largest integrated Indian network in the world, reaching out to 350 million viewers and 128 countries.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

IIPM makes business education truly global

The Indian Institute of Planning and Management (IIPM)

IIPM Campus

Today’s woman

Grey Worldwide’s NCD Priti Nair agrees. She believes there has been a dramatic shift from woman-as-doormat to woman-as-achiever. “There is more life, positivity, energy and drive in the way she is projected. The young modern mother is bright, active and peppy. She is pro-active, not re-active!” Swapan Seth of Equs Red Cell begs to differ. “I really don’t know from where all this is coming from! Today’s woman is most certainly being stifled and gagged in a world of stereotypes. At best the stuff mentioned are surface shifts providing glamorous distractions. Marketers seem to be continents away from confronting real – edgy, uneasy, controversial, troubled – social shifts. Where is the single, successful, strong, opinionated, unmarried 35-year old woman? Where is the positive, cheerful, smart, successful single mother whipping up a tasty meal for her excited small kids? That calls for a courageous client and braveheart agency!” Young and attractive executive of a high profile fashion house, Tania Haldar brings her own perspective to the table. “It’s a given that a pretty face with the right – ahem – equipment can sell almost anything! Savvy ad film-makers cash in on this regularly, using air brush techniques to wash away in essentials like a thick waistline or skin blemishes and before you know it, voila! You have the perfect babe selling you a host of products – perfumes, cosmetics, fairness creams, detergents, mobiles, shoes, home appliances, inner wear, washing machines, electronic goods, cars, holiday resorts – that works.” However, Haldar laments the fact that if and when serious, decision making and meaningful issues need to be forcefully publicised (Insurance, education, social issues like woman empowerment, girl child, adult literacy, HIV Aids) today’s woman, sadly, is nowhere to be found! Does that mean that she is perceived as someone incapable of influencing popular imagination when something solid needs to be ‘pushed’ (where are you, YAWN Shabana Azmi and Nandita Das) used only for frivolous consumer items? If that is so, how much justice is today’s Adville really doing to representation of today’s woman, which reaches consumers?

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Nine times more fun!

Their promotional teasers created a storm in the Indian telly mart. Meet the woman who made the 9X launch possible, in style

The November of 2007 saw one of the most innovative launches in Indian TV. After a bombardment of highly-teasing promos, promising 9 times more fun, INX, run by Indrani and Peter Mukerjea (Yes, he’s the ex-Star TV head honcho) launched its General Entertainment Channel (GEC), 9X, in a space dominated by stalwarts like Star, Zee and Sony. Nearly 70% of the first-time viewers of 9X returned the second week. Whether the euphoria lasts or not, brilliant distribution and marketing strategies have insured that the channel has made a strong initial impact among viewers. Here comes Indrani Mukerjea, CEO, INX Media.

What’s the rationale behind launching a GEC?

Our move was backed by research. There was a sense of fatigue creeping in with the existing entertainment programming on TV. The programming on GECs like Zee, Star and Sony was become stereotypical. People were craving for a new; powerful connect with more realistic story lines. Hence 9X.

How is the channel different?

We are using the same production houses as the others, viz. Balaji, Synergy, and Red Hat, but our brief to them is different. It is difficult to get an Ekta Kapoor to deliver stuff ‘differently’ to you, it is not unachievable though. Our Balaji serial at 9pm on weekdays is decidedly different from the others.

Is the advertising pie big enough to accommodate more players?

The advertising share for GECs has declined marginally of late. But as the nation sees more brand influx; and with retail and telecom sectors on a never-before high, all advertisers are going to need bigger and better advertising platforms. If the reach is right, advertising share will increase significantly because entertainment is undoubtedly the largest selling proposition on Indian TV.

What’s the 9X marketing plan for advertisers?

We’ve launched Platinum, Gold & Silver levels as one-time memberships to several brands. Early association will ‘rate protect’ them for the duration of the contract, even as going forward (when TRPs come in), our rates will keep increasing. Companies like Vodafone, Future Group, Reliance Industries have already signed up with us.

What about CAS and DTH as revenue-generating options?

Advertisers will also prefer more reach. The more organised the distribution system, the more the advertisers will benefit. For now, we will remain free-to-air and depending on market feedback, we’ll take a call later.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Managing Careers

Raghuram Reddam, Director (Human Resources), Motorola

Managing Careers Career management has been an important ingredient for all progressive companies and would continue to do so. In 2008, I see functions like Go-to-market, retail, and frontline to see more action and software to be more stable. By stable, I mean more like today in terms of performance, potential and roles getting defined. But other fields would face huge shortage of talent, and there will be a lot of employment churn. So, in terms of career management, we are looking at providing global careers, especially in sales. All functions would have to become more global and we have started sending our sales team to Singapore. In the coming year, we can see more aggressive careers, one would not have to complete an age limit to be eligible for a job or position. So, one would not have either all young and dynamic people, or all oldies, but it would become more performance-based career management in organisations.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

The man is an expert – both at profi ts & saving lives!

R.S. SHARMA... Chairman & MD, ONGC
The man is an expert – both at profi ts & saving lives!
It was in August 2006 that R.S. Sharma stepped into the shoes of Subir Raha as Chairman & MD of ONGC. Many doubted his competence over the years but then he has silenced critics from time to time. If we also recall, he was the very individual who had managed to protect ONGC’s vast assets with a comprehensive insurance policy – a feat which catapulted him to fame as the Director of Finance at ONGC in 2002. But all said and done, his experience of 19 healthy years and his incredible crisis management skills have also come to surface many-a-time – during the Mumbai High-field fire in July 2005 (where his rescue operations saved hundreds of lives) and the floods at the Hazira gas unit (where he had the unit up-and-running in less than two weeks!). Surely, this general knows more than just number crunching and that’s what he’s out to prove! Critics, watch out!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Your tech buddy

RAVI SWAMINATHAN...
President, Personal Systems Group, HP India Man behind Compaq garu’s triumph
Your tech buddy, Ravi Swaminathan is the man who is exclusively credited to bring Consumer PC business in India way back in 1995 when he joined Compaq India. An IIM Ahmedabad alumnus and a chemical technologist, Ravi as the President of HP India, shares countrywide responsibility for the entire range of consumer and commercial PCs, laptops, workstations & emerging personal access devices, including handhelds. Under his leadership, the company has multiplied sales and revenues from its India operations, from mere 100 units per month to thousands of units every month. Ravi believes that the Indian market is growing and would mature in coming years, but as for him and his company, there is still a long-long way to go with more of HP and Compaq coming the customer’s way. “As market leaders, we must grow the market,” believes Ravi, who is striving hard to bring down the price barrier so that the mass market can embrace computing on the move. An avid book lover, this one is now leading an aggressive go-to-market strategy in India, which will help take HP to the next level in this still nascent market.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

This growth is also spawning Indian

Think about it. This growth is also spawning Indian players like Laqshya Media, one of the biggest players in this segment, which is the only Indian outdoor media company that has attracted funding over Rs.200 crores from venture capitalists in the last nine months and has even taken over Vertigo Lanka Pvt Ltd, which has the advertising rights for the Colombo International Airport till 2010. On the other hand, Times OoH bagged the advertising rights for Chhatrapati Shivaji International Airport (CSIA) for three years [CSIA is the busiest airport in India with an audience size of about 30 million]. Flash Media, for another one, apart from being the first firm to bring in LCD screens to India, now has more than 600 LCD screens currently all across India (at Shoppers’ Stop, Adlabs, Tata Mega-store et al). The BRIC Report of Goldman Sachs famously prophesied that the ad industry in India will grow to Rs.2140 billion ($47.6 billion) by 2020. One is simply left wondering how that would affect the OoH space! But finally, the learning of the day is, if you want to sell your product, tell mum not make you stay at home!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

LeagueOne

And there lies the second reason this industry seems to be booming. OoH has surely gone beyond those traditional static methods of posters to create new benchmarks of combining the same with electrifying audio-visual promotional techniques. To that effect, new companies such as LeagueOne have already entered this business space with video display facilities and interactive promotional counters. Anurag Batra, Editor-in-Chief and Publisher, Exchange4Media Group, added to this, “Both advertisers and agencies are using new technology (LED screens, dynamic displays, wireless networked displays) and various innovative advertising options in order to grab this opportunity.” Moreover, the emergence of mall culture and the erstwhile retail boom has also helped. In this regard, Rajesh Jog, CEO, V-Jive (which provides radical forms of in-store audio-visual advertising), told us, “Specialized networks like gyms, lounges, clubs etc cater to audiences with a specific mindset and are perfect platforms for high-end brands.” Anurag Batra of Exchange4Media also highlighted, “This business of Rs.1,100 crores has already witnessed the emergence of large players.” According to Zenith Optimedia, the Indian advertising spend still is just 0.46% of GDP as against the global figures of 0.94% (that is, almost 50% less than global averages); but with a whopping growth rate of 15.8%, it’s leaving behind all other regions. And in its wake, many players have been attracted to the OoH space, like Times OoH, Laqshya, V-Jive, Flash Media et al.

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Source : IIPM Editorial,

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

BEST KEPTSECRETS! BANNED!

Screamed headlines across media a while ago forcefully blanking out two male undergarment ads. The august body of I&B believed that the term thunder down under really took on scary dimensions and instructed them to stop the plunder (of innocent and bewildered minds) and immediately surrender! The two TV ads in question – Lux Cosy & Amul Macho – were seen as playing havoc with the joyous ‘family viewing time’ and pre-empting stunned, embarrassed silence and uncomfortable questions. Okay, so what did these ads portray, anyway? The Amul Macho ad shows a newly-wed woman, moseying over to the village ghat and washing her husband’s undies. She begins in a coy, sensuous fashion and soon appears quite charged up while turning on the heat! Her energetic body language astounds her staid companions who look at this overt, exhibitionistic performance with shock and horror. ‘Crafted for fantasies’ says the slogan! In the Lux Cosy ad, a washerwoman calls at an apartment to pick up the laundry. A man wearing a towel answers the door.


For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Ambani senior embroiled in a controversy

The last few weeks also saw Ambani senior embroiled in a controversy over his proposed ultra extravagant family home. Mukesh is a Master of Business Administration from Stanford University and the world’s 14th richest person with a net worth of $20.1 billion (Forbes list, 2007). His sibling Anil Ambani also did not get off easy, registering the second biggest fall of $2.4 billion, taking his net worth down to $23.7 billion. Telecom czar Sunil Bharti Mittal also may have announced details of his retail alliance with Wal-Mart last week, but the bad news came almost alongside. His net worth dropped by $2.1 billion. Of course, one needn’t get too edgy by this plunge in net worth (after all, it’s but a drop in the ocean for these business behemoths)... and have been a part & parcel of their long and tedious climb up the ladder. Everybody expects resilience from these maestros and as we said, this fall may just be a harbinger of newer heights...

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Source : IIPM Editorial, 2008

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

League of the Ambani brothers

He joined the league of the Ambani brothers, the other two trillionaires of India, only to see a fall of $1.9 billion in his net worth. Similarly, in July this year, Azim Premji received the coveted honour of being listed among the ‘world’s greatest entrepreneurs of all time’ by Business Week. The only person from India, Premji got a place amongst the likes of Bill Gates, Michael Dell, Steve Jobs and others. Premji, a Padma Bhushan recipient in 2005, has also been featured in the list of “world’s 25 billionaires who changed lives of people” (Financial Times). Last fortnight, he lost over $1billion in the equity market carnage. Mukesh Ambani, Chairman of Reliance Industries Limited, saw the biggest fall in net worth at a whopping $2.6 billion. Just a few days ago, he had received good news over his proposed SEZ front, finally managing to get the government approval for the SEZ.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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