Who We are?
The IIPM Think Tank, an independent, India-centric research body, is inspired by Dr. M.K. Chaudhuri’s vision of India as an economic powerhouse in the 21st century; a modern nation state where poverty becomes history and the underprivileged are not consigned to the dustbin of amnesia. The national presence (across seven nodes, New Delhi, Mumbai, Chennai, Pune, Bangalore, Hyderabad, and Ahmedabad) makes our understanding of the economy superior, where in many research fellows, visiting fellows, senior research associates, research associates, research assistants, program co-ordinators, IIPM faculty and etc. embark on research assignments and network with global intelligentsia.
Second Quarterly
The Marginalization of agriculture, Minimilization of industrial activity and Magnification of service sectors are three broad concerns that form the fulcrum of this particular issue. With its analysis and policy implications on broader patterns of these three sectors and some select specific ones like that of food processing, textiles, small-scale industries, tourism and etc. Agriculture, through decades has been grossly neglected. As a nation we have lost the potential of being the world’s ’Food Factory’. It is a strategic policy imperative to generate purchasing power to the fifty five percent of the population dependent on agricultural sector. This by itself would fuel the growth engine on a self sustaining basis. On the other hand we could not leverage the cost competitiveness of the manufacturing sector, as a nation, due to archaic labour policies and other repressive procedures. Moreover India Inc. critical success factor lies in an entrepreneurial class that is talented, gutsy and conversant. So it is urgent to create an enabling business environment which would enable these entrepreneur’s to churn out globally competitive products and services. Let the ‘Nuts and Bolts Revolt’……
Third Quarterly
Infrastructure is the very foundation on which a country’s industrial economy is built, while foreign trade and FDI are the modern day pillars that support it. We have grandiose ambitions about growing 8% annually, every year and becoming an economic giant, making foreign investment the only imperative. Yet we have attained notoriety among foreign investors for the tedious procedures, an apathetic bureaucracy, lacking infrastructure and unwarranted delays. Time has gone for policy makers to have realized ‘Foreign purse’ pectives’. Foreign investments not only act as a catalyst to sustainable growth but have tremendous positive ripple effects. It can also help to generate competencies with Indian manufacturing and thus lead us to become a trading powerhouse. The International Trade section features the highlights of the New Foreign Trade Policy, as a separate section, at last, for the convenience of the reader. The same has been dissected from an analytical point of view, incorporating the view points of sectoral experts and researchers. We believe India should unhesitatingly opt for ‘International Intercourse’ by reducing transactional costs. More than any investment, good infrastructure investment is a strategic key to bring out inherent strengths of any nation, making it work for growth, global competitiveness and poverty reduction. We believe that adequate attention to Inland Waterways and Rural Infrastructure can make a vital difference to the nation. Let there be no ‘Constricted Constructions’.
Annual Issue
India Economy Review 2004-2005 features scholarly research on the issues central to Indian politics, economics and management. This edition coalesce theoretical rigor and substantive information with policy significance, and serves as a thought-provoking academic forum for understanding contemporary developments in Indian economy pertaining education, health, poverty, unemployment, industry, agriculture, services, infrastructure, FDI, international trade and environment sectors. The main objective of this issue is to present a comprehensive, up-to-date and clear exposition of the issues and concerns that are essential for understanding, evaluating, and suggesting solutions to the important national economic problem, governance. It edition contains the thoughts, ideas, questions,cynicisms, answers and solutions of around 340 policy experts in the above mentioned sectors. It puts in perspective, for the casual observer and public, the ground realities of the Indian endeavor in all its dimensions and hues. It promises to usher in a potentially better, if not necessarily newer, dawn of economic policies that radiates the power to dispel the current darkness of socio economic and socio politic-al confusion.
Actually the scenario would present an uncomfortable situation for just about anyone in whose life such a momentous event unfolds. Okay, now just imagine a Fortune 500 multi-billion dollar company being confounded with a similar fate. Visualise the mayhem that would be unleashed on the unsuspecting employees, markets, shareholders, debtors, creditors, competitors, not to mention the bewilderment of the consumers. Get the picture? No. Okay. Let’s look at the life-saving questions that neo-entrepreneurs try to answer when launching a new company: Will venture capitalists fund the project?; Will talent buy into your vision and join you?; What is the revenue model?; When will you break even?; How big is the market?; Who will be the competition?; Is your product/ service/ technology unique? The questions, each more critical than the other never cease. Unfortunately, in the pandemonium, an equally important question loses out: have you thought of your product’s brand name and what should your brand stand for? Egads! Questions and more questions. One hopes that by now the reason for all the above theatrics and hysterics is clear. Typically, brands are worth 10-20% of a company’s capitalisation, often worth even millions and sometimes billions of dollars. Just as naming your new-born baby is important for his unique identity in society, so is naming your brand crucial to your company’s development. No doubt, naming is an emotionally loaded topic, for parents, consumers, organisations and even countries (refer the confusion over naming us India, Bharat or Hindustan?)
is not Walter P Chrysler. Be social. Talk to your employees and their families and you could possibly name your car after one of their daughters, Miss Mercedes.You enjoy the Grand Prix! Then you could name the fifth car company to be acquired under your General Motors flagship after your favourite Swiss-born race car driver: Louis Chevrolet. You could be a designer working under the personal supervision of Herr Fuhrer Adolf Hitler on what the latter called “the peoples’ car” – the Volkswagen. Later you could use much of the engine and chassis parts to build a sports car which would bear your name or at least apart of it: Dr Ferdinand Porsche.You could be standing in front of a shaving mirror, in the year 1885 with your razor performing its job as well as always. Suddenly you realise that very little of the blade was actually used in the shaving process. 
and support from some of the world's leading organizations. IIPM students visited various organizations in Europe, North America & Asia during the months of March, April and May 2002 and understood global dynamics of managing international businesses and undertaking strategies in multi-national corporations. Finally, this culminated in the World Conference on Global Opportunities and Threats conducted at the ADIU Convention Center, National Chambers of Commerce & Industry, New Delhi on July 1st, 2nd and 3rd 2002 wherein student & faculty participants from various business schools across the world were sponsored by IIPM to participate and learn from the combined experiences of various IIPM students & faculty. Many multi-national corporations also sent their corporate participants to the conference, thus enhancing the industry involvement. The conference was a huge success with extremely high levels of involved learning gained by participants from across the world. Commendation Certificates and Letters of Appreciation were designated and awarded to various top management personnel in organizations across the world for contributing to the GOTA programme. 
ut on record the Outstanding support from HRIC...in the Business Consulting Practice of Andersen..." ADIU Online Library becomes one of the largest online library resource database in the world. Students of the Class of 2004 joined the best that the industry had to offer. More than 100 companies participated in this year's campus placement session. The companies that vied against each other for recruiting the Class of 2004 included HSBC, LG, McKinsey & Co, PricewaterhouseCoopers, Electrolux, Asian Paints, ICICI Prudential, Coca Cola, HDFC Bank etc. More than 20% of the companies that came to the campus were first time recruiters. Like last year, the specialization stream that took the maximum recruitments was again marketing. However, Salary average was the highest in the Finance specialization. HR and IT were at ranks below Marketing & Finance specializations. 
f Planning and Management’s Alumni Network looks forward in fostering valuable connections between students and alumni and providing useful benefits to members for life on campus and beyond. A vast number of IIPM Alumni have distinguished themselves in almost every aspect of management across the world. Those waiting to enter the corporate world would come into interaction with the successful alumni and would be able to learn from their experiences as well. 
participated in the Institute’s Undergraduate, Post-Graduate and Fellowship Programs. The student members will be invited to the alumni meets and will also receive privileges such as special invites to college events, social activities, seminars etc. The Institute’s activities and programs for its alumni are directed towards building lifelong bonds of kinship with the Institute.
study tour to a selected country in Australia , Africa, Asia, America , Europe or China . During these 10-15 days the students are taught a special paper on Global Opportunity and Threat Analysis with assistance from faculty of the country visited, whenever available. The idea is to make students aware of how a truly global economy works and also to bring a fresh outlook to life conducive to entrepreneurial learning. 
seminars and lectures with faculties/representatives from organisations/institutions like: Geneva Financial Centre Foundation, Federation of the Swiss Watch Industry FH-i, WTO, Nestle, European Free Trade Association, UNCTAD, Graduate Institute of International studies, Webster, The World Bank, Credit Suisse, Insead etc. 
country. IIPM's academic campuses in Asia are based in New Delhi, the capital of India, Mumbai (the financial capital of India and one of the main industrial hubs of Asia), Chennai (the industrial capital of India), Bangalore (IT capital of India), Pune (academic capital of India), Hyderabad (technology city) and Ahmedabad. IIPM's Asian consulting and research centers, under IIPM's 
owship programs and on specific 
egree from IMI): This is the renowned two year full time Master's residential program that leads to the award of the MBA degree from the International Management Institute, Belgium, one of the Europe's leading business schools. Offered currently at the 
BBA degree from IMI): The Bachelor's program at IIPM is ranked amongst the best programs for undergraduates in India. This is a three year full time residential program that leads to the award of the BBA degree from the International Management Institute, Belgium, one of the Europe's leading business schools. As mentioned previously, the Bachelor's program is currently offered at IIPM's 
