Saturday, September 27, 2008

The stork’s at our beck and call!

While every woman dreams of becoming a mother, getting pregnant requires reflection…
It is a generation where numerous give more importance to their careers than to social interactions and many spend more time with their computers than their respective better halves. Confident that technology, like always, will save the day and allow one to procreate whenever one wills, people are allowing their biological clocks to tick away. Buoyed by successful cases like that of Jennifer Lopez, 38, who recently gave birth to twins, and our queen of masala movies Farah Khan, 43, whose triplets are at the moment harvesting gifts from the film community, late pregnancies are becoming the norm, rather than an exception.

Says Dr. Swati, Gynecologist and IVF-fertility specialist, “While 20-40 is an absolutely safe age group to give birth to a child, 40-50 needs to be closely monitored at all points of time and beyond 50 is not recommended.” The pregnancy of the 42-year-old film director Farah Khan had made many skeptical but her delivery of three healthy babies has intrigued all those who wish to postpone parenthood and finish their education or invest in their career; or for that matter because of the belated arrival of their soul mate.Continue.....
Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Monday, September 22, 2008

It’s the last chance for Microsoft to mark a presence on the Internet.

What’s important is that Yahoo! – like its fiercest competitor and market leader, Google – has announced that it will extend the Internet advertising model to the mobile environment. In this case, the combine could derive huge synergies through a combination to provide Yahoo! access on Microsoft Windows Mobile smartphone platform. Microsoft may be able to leverage the strengths of its core Windows and Office businesses, by drawing consumers to its website.

But the main strategy behind the proposed takeover is to somehow walk away with a huge slice of the global online advertisement market. According to experts, online advertisement is likely to grow at a significantly phase; it will double from $40 billion in 2007 to $80 billion in 2010. In this context, Yahoo!, with a huge presence in online banner ads, does provide Microsoft with a compelling proposition. And it is the only way that Microsoft can even ever hope to catch up with Google, which currently enjoys a huge 75% share of the paid search revenues worldwide. As Kevin Johnson, President (Platforms & Services Division), Microsoft, sums it up: “The combined assets (of Microsoft and Yahoo!), and the strong services focus of these two companies will enable us to achieve economics of scale, while reaching R&D critical mass to deliver innovation breakthroughs.” He adds that “the industry will be well served by having more than one strong player, offering more value and real choice to advertisers, publishers and consumers.”

Despite the apparent benefits of the Microsoft-Yahoo! deal, there are some analysts who continue to remain apprehensive and wary. Andrew Frank, Research VP, Gartner, is one of them. “Although the synergies between the two companies are certainly great, the merger also raises the question of how effectively the two firms will be able to continue operating during their integration period. The online advertising business requires significant levels of account service and even the perception of a diversion could wind up delivering business to their competitors,” he explains.

An analyst at Yankee Group agrees, “Media companies and technology companies mix like oil and water. All mergers are difficult, and Microsoft is going to have to make some major changes in corporate culture in order to successfully execute on this acquisition.” The story of AOL and Time Warner proves how culture issues can derail any merger. Studies by consultancy firms have proved that culture and integration-related issues normally turn out to be the most critical in any mega M&A.

If this wasn’t enough trouble, Microsoft will need to tackle both Yahoo! and Google to pave the way for a successful acquisition. Yahoo!’s CEO Jerry Yang is not in a definite mood to tie the knot with Microsoft. Realising that Microsoft is willing to pay a huge amount, Yang will probably try to woo other suitors to start a bidding war, and extract the best price possible. At the same time, market leader Google will leave no stone unturned, and no optic fibre dissected, to nip Microsoft’s M&A in the bud.

In fact, the American media is speculating that Google may play spoil sport to scuttle Microsoft’s attempt to buy Yahoo!. Media reports suggest that Google CEO Eric Schmidt called up Yang, and offered him the option to collaborate with Google, instead of Microsoft. Although Yahoo! had not publicly replied to Google’s proposal, some analysts believe that combining with Google is a better deal. A Google-Yahoo! deal will enable Yahoo! to outsource its advertising functions to Google and focus better on segments like mobile applications, social networking and content.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Saturday, September 20, 2008

“Policies were aimed to provide healthy competition, and level-playing field”

How will the merger of Indian and AI help in terms of route distribution and profitability of the new entity?

The merged airline is working towards providing seamless connectivity of regional operations, short to medium haul trunk operation, and long haul operation – thus offering improved product through wider network coverage. The new airline is the largest in the country with a fleet size of almost 120 aircrafts, comparable to other airlines in Asia and more aircrafts are on order. It is enabling the enentity to have national and international footprints, achieve synergies, and reduce costs. The merger will also provide significance synergy for procurement, sales and distribution, besides affording an opportunity for elaborating common assets.

What about the other logistical issues, best management practices, allocation of cadre and staff, division of labour, trade unions, and hierarchy? The interests of the employees have been taken due care of through the scheme of amalgamation approved by the ministry of corporate affairs. All employees of the erstwhile Indian, and Air India, have become employees of NACIL without any breach or interruption of service and on terms and conditions not less favorable than those applicable to them earlier. A three-tier grievance redressal machinery has been put into place to address employee grievances.

AI has offices on stations that do not have any flights. What are you going to do with these extra stations?

Air India is re-working its route plans, and with acquisition of more aircrafts, it plans to connect many more places where hitherto it was not able to, operate to due to the lack of availability of aircrafts.

Are you thinking in terms of increasing the number of flights, and is there any positive movement towards signing more bilaterals?

Traffic rights of international operations are specified in the bilateral air services agreement with foreign countries, which are reviewed from time to time as part of ongoing process depending upon traffic demand, balance of benefit to our carriers, overall interest of national economy, diplomatic and political consideration. Actual operations including route selection are however left to the commercial judgment of the airlines. Presently, India has air services agreements with more than 100 countries.

How do you balance the government’s commitment to social security which means no retrenchment or golden handshakes, and economic common sense which emphasises on trimming staff and maximising output?

In the aviation sector because of its phenomenal growth there has been no need to cut down on staff. In the airport sector, the AAI is modernising 35 non-metro airports and bring them to world-class level. Besides, a number of unused airports and air strips are being made operational and, hence, the question of decreasing staff strength in this sector does not arise. Even for the merged airlines, Air India, the requirement of staff strength will only go up as new aircrafts, orders for which have already been placed, are being delivered and as the airlines scales up its operations. What about disinvestment?

Air India is expected to bring out its IPO towards the end of this year. The airline will be working out details of this programme along with its consultant for the consideration of the government.

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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B-schooled in India, Placed Abroad (Print Version)
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The Indian Institute of Planning and Management (IIPM)
IIPM Campus

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'This is one of Big B's best performances'
IIPM to come up at Rajarhat
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Tuesday, September 02, 2008

His is a more effective doosra

He is one Indian captain-batsman who has to regularly contend with unplayable cutters, bad umpiring, fabulous catches, and cricketinsipid stints at the wicket. Although he has managed a few centuries, they are coupled with several pairs. Meet Sharad Pawar, whose stay at the crease as BCCI (Board of Control for Cricket in India) President has been consistently controversial. The reason, says a cricketing legend of India, is that while “he’s good at listening, he actually never considers the interests of team members. Strangely his interests always coincide with BCCI’s.”

From Coach Greg Chappell’s ouster to conflict with former BCCI Chairman Jagmohan Dalmiya, players’ compensation to gag orders on them and the selectors, from the recent ICC ban on Harbhajan Singh (which was revoked) to Captain Anil Kumble’s decision to defy BCCI and refuse to continue with the current Australian tour (which remains a crisis despite BCCI having changed tracks in players’ favour), Pawar has been in the eye of cricketing storms.

But he handled them like an astute politician. Take a look at what happened in Australia last week. ‘Bhajji’ was banned for three tests for an alleged racial comment against Andrew Symonds, and BCCI said that it would continue with the tour for monetary reasons despite a hue and cry in India and by the team members.

But when captain Kumble refused to be cowed down and said that the team wouldn’t continue with the tour, Pawar acted within hours. He nearly ‘managed’ the situation. Using BCCI’s clout – India accounts for majority of cricket-related revenues among all nations – he convinced ICC to get Steve Bucknor (who gave wrong decisions against the Indians in the second test) out as the umpire in the subsequent two tests, and suspend Harbhajan’s ban till the final inquiry. Says Indian cricket team manager Chetan Chauhan, “He’s one of the fewest Presidents that BCCI has had, who knows how to extract the best from his team.”


Similarly, when Rahul Dravid quit as the Indian captain, and BCCI was taking a part of the flak for his decision, Pawar bowled a great ‘doosra’. Immediately, he announced that the non-controversial, clean and humble Kumble would be the new test skipper. In a flash, he nipped all possible and probable contentitious issues in the bud. Says a renowned sports writer, “The decision stopped all debates and discussions. No one could argue with the fact that Kumble deserved it better than any other cricketer.”

Many of his supporters contend that Pawar is possibly the best all-rounder, albeit only as a sports administrator. “I think he has really done wonders for BCCI, and apart from his passion for sports, he has several years of experience in working with cricket administration,” says former cricketer and Parliamentarian Kirti Azad. It may not seem like a hollow boast, as prior to becoming the BCCI President, Pawar was closely associated with Mumbai Cricket Association and he would always be remembered as the man who created the Rs.20 million state-of-the-art cricket complex in Mumbai’s Bandra-Kurla area.
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 (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Top Articles on IIPM:-
IIPM to come up at Rajarhat
IIPM awards four Bengali novelists
IIPM makes business education truly global-Education-The Times of ...
The Hindu : Education Plus : Honour for IIPM
IIPM ranked No.1 B-School in India, Management News - By ...
IIPM Ranked No1 B-School in India
Moneycontrol >> News >> Press- News >> IIPM ranked No1 B-School in ...
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The Hindu Business Line : IIPM placements hit a high of over 2000 jobs
Deccan Herald - IIPM ranked as top B-School in India
India eNews - IIPM Ranked No1 B-School in India
IIPM Delhi - Indian Institute of Planning and Management New Delhi ...domain-b.com : IIPM ranked ahead of IIMs