She sells coconut oil?

Rajvi MARIWALA... does that in Marico & maybe better than anybody else in the industry ever could

She’s only 27 and joined her family business just last year. But what makes her stand out in the masses? Especially when there’s a long list of industrialists’ children who are born with silver spoons and are fortunate enough to join the family legacy at their very first job. Well, Rajvi Mariwala opted out of that list! Born in the Mariwala family, which owns the coun- try’s leading FMCG business – Marico Group – Rajvi, at the age of 27, has the experience of working in two global firms and joined the $250 million Marico Group – as a Brand Manager – only her third job once she had proven her mettle outside in non-family firms.

An MBA from the prestigious University of Geneva, Rajvi worked with the USA based Merci Corps North West and also with Trikaya Grey. Bucked up with international experience, she joined the Marico Group in 2006 with a mission to uplift the position of the brands. CMD Harsh Mariwala needed his daughter to ensure the proper branding of many of the brands that Marico had been buying over. A FICCI FMCG analyst, who has also worked with the Mariwala, confirmed, “Rajvi understands sales and branding very well. One year is too short to prove her contribution but she will definitely do great with all the brands in Marico’s portfolio.” Not many women her age reach even half her level. And Rajvi, the exemplar ever progressive woman, has shown how to make the most of circumstances, even with the cliched silver spoons. She makes our list with gumption!

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The Sunday Indian

The expats are coming!

According to an annual Global Relocation Trends Survey (published by GMAC Global Relocation Services), India is emerging as one of the sought after locations to work for expatriates. Other countries that are hot-ticket destinations are China and Russia. In 2006, as much as 69 % of MNCs reported an increase in the number of international postings; and 65% of MNCs are now planning to increase the number of their overseas postings this year. However, all is not hunky dory either. Expats are having to face financial and cultural strains, and all this is taking a toll on the personal family lives of these professionals. There are additional problems like – and these apply to all three countries in consideration – housing and living costs, immigration challenges, payroll and employment-related concerns. Basically, even though these markets are sought after destinations, they are also ‘the most challenging locations for expatriates’.

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting Planman Marcom Planman Technologies Planman Financial Planman Motion Pictures GIDF The Daily Indian IIPM Think Tank

The Sunday Indian

Cotton on to organic cotton

New technology paves the way for a safer future

As u per model clad in a crisp white cotton ensemble surely looks good just that the ought-to-be beautiful white cotton balls that form the fabric neither look good in the fields nor make it smell great. Reason: A thick layer of oily chemicals (from pesticides to defoliants) sprayed in the conventional cotton fields is threatening farmers, the consumers and the overall environment. It’s shocking that while most of these chemicals are banned in the US and Europe (as they were used in making explosives in the world wars) are blatantly exported to poorer developing nations leading to millions of farmers developing acute diseases to which thousands perish each year. The world may have found a solution in organic cotton, but the production of this nature friendly fabric is even less than one percent of the total world cotton production. Fortunately, India ranks 2nd in organic cotton production after Turkey. The technique not only retains the fertility of the soil but greatly reduces the use of poisonous chemicals. The rapidly growing cotton industry it seems, is finally waking up to its ills of the past!

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Source: IIPM Editorial, 2008

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

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting
Planman Marcom Planman Technologies Planman Financial Planman Motion Pictures GIDF The Daily Indian IIPM Think Tank
The Sunday Indian

The King of Clean Times

Ever wondered how much of a regulation it is for a mother to run with a bottle of Dettol around her beloved child, who has come back home after a game of cricket – his hands scratched and bleeding. Though she is chiding him for his misadventures, at least she can be assured that her child will be well taken care of. That’s the kind of assurance and credibility associated with Dettol; and many other brands from the stable of Reckitt Benckiser (India) that have become an integral part of our daily lives.

At a time when FMCG players like Hindustan Lever Limited (HLL) and Procter & Gamble (P&G) were dominating the consumer-care segment, Reckitt Benckiser (with household names like Harpic, Cherry Blossom, Lysol, Colin, Veet, Clearsil, Strepsils, Vanish, Easy Off Bang, Mortein and many more in its kitty) has managed to create a niche for itself in this already crowded segment. For more than half a decade, Reckitt Benckiser has been ably led by its mild mannered & stoic Managing Director, Chander Mohan Sethi, who has displayed relentless resolve to take challenges head on – akin to the challenges of dirt and lesion that the company’s products fight everyday.

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting Planman Marcom Planman Technologies

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One, two, buckle...

It was early 1930s and the army of Japan was marauding through China. The vacillating and fragmented government of China appealed to the League of Nations for relief. In answer, Japan captured virtually the entire Chinese territory and ruthlessly subjugated a once proud civilization till its military defeat in 1945. The fantastic thing is, even while under the Imperial boot of Japan, there were Chinese visionaries thinking about the ‘manifest destiny’ of the Middle Kingdom, once the Second World War got over. Led by many of these faceless visionaries, the entire Chinese psyche developed a strategic doctrine: Never again will China allow other powerful nations to humiliate it. Within five years of the War getting over, and just about a year after Mao took over, China annexed Tibet. In the subsequent six decades, it has single- mindedly pursued its national interests to emerge as a strategic rival to the mighty United States. As Mao was taking over China in 1948, India’s first Prime Minister Jawaharlal Nehru referred the Pakistani invasion of Jammu and Kashmir to the United Nations. India is still paying a price for that fantastic act of strategic naiveté. After annexing Tibet, the Chinese ran rings around Indian diplomacy, eventually leading to the 1962 military humiliation that still continues to haunt the Indian psyche.

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Source: IIPM Editorial, 2008

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

IIPM Arindam Chaudhuri 4Ps Business & Marketing Business & Economy Kkoooljobs Planman Media Planman Consulting Planman Marcom Planman Technologies Planman Financial Planman Motion Pictures GIDF The Daily Indian IIPM Think Tank The Sunday Indian

I feel like we have control over our own destiny for the first time in the last few years!”

Agreed that Jeff took over a troubled titan but compared to Welch-era summit (when GE shares traded at $60), today having fallen by more than 33%, at just $40.7 (as on July 25, 2007), they represent a sad song for the investors as Jeff confesses, “It’s disappointing to all of us – ‘frustrated is the word I’d use. But I feel like we have control over our own destiny for the first time in the last few years!”

But as Welch displayed confidence in his competence as, “My anticipation when I recommended Jeff for the job was that it would be 20 years & I see nothing that would be able to change it…,” the truth remains – while on one hand, Jeff has handled well the total $75 billion worth of acquisitions making GE a superpower; on the other, he has also managed write-off s worth $4 billion & a sell off of GE’s Plastic business for $11.6 billion in May 2007. Jeff ’s move to walk away from his dream of bolstering GE’s healthcare division through the purchase of Abbott Labs’ diagnostics unit for a highly overvalued $8 billion on July 12, 2007 also goes to prove that despite the slumbering stock (which has remained stagnant since he took over six years back), he still knows the first people to please – his shareholders. And for his critics, Welch nearly fired him while at GE Plastics for delivering just 7% growth instead of the planned 15% growth, but he didn’t… surely for reasons mighty!

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Source: IIPM Editorial, 2008

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

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