Showing posts with label IIPM Think Tank. Show all posts
Showing posts with label IIPM Think Tank. Show all posts

Monday, June 03, 2013

Hanging in balance

Odisha is a classic case of why India's growth story has gone sour. Dhrutikam Mohanty probes.

Why is India’s growth story not going as per the drawing board? Because its politicians and people have developed the uncanny ability to turn every single project into a personal commercial enterprise and public spectacle.

No better example of this economic slowdown than Odisha where some of the biggest industrial projects that India could have witnessed are languishing because of petty politicking, utter lack of vision, downright blackmail and a deeply flawed land compensation policy.

Its best illustration? Posco's Rs 52,000 crore steel plant in Odisha's Jagatsinghpur district which was set to fetch the country's largest ever FDI of Rs 52,000 crore. Eight years after the MoU was signed between the state government and the company, the project remains where it was.

In fact, it has deteriorated. What should have by now become  a throbbing business hub, Gobindpur, the site of the proposed Posco plant, is a blood-splattered battle ground, victims of a bloody anti-Posco agitation that rears up every now and then. The Posco project become controversial when the land acquisition process began. Displacement became the core issue and gave birth to a well-organized anti-Posco movement. Though the state government is now working towards acquiring land, questions are now being asked about the veracity of the MoU which lapsed on June 21, 2010.

On March 2, three people were reported killed in Gobindpur. In an ongoing battle of attrition, the Posco Pratirodh Sangram Samity (PPSS), the organization spearheading the movement against the project, said ``Posco and state-sponsored goons' hurled bombs killing three villagers in the district. The district administration says the three who died were in fact making bombs. “We had informed the police but no one came to our help,” says PPSS spokesperson Prashant Paikray.

The killings took place a day before the final phase of land acquisition for the Posco project was to be concluded in an area notified by the Industrial Development Corporation of Odisha (IDCO).

Amid consistent protests, IDCO has acquired about 2,000 acre of land. The attempt now is to get an additional 700 acre in a topography dominated by betel-veins, agricultural waste lands and sweet water zones.

On March 5, 12 platoons of the state armed police led by the Jagatsinghpur DC and SP entered Gobindpur village and acquired more then 25 betel vines, a source of local livelihood. The move was resisted by force. So just when the world was preparing to celebrate International Women’s Day, local women had no hesitation in marking it by a ‘half-naked’ protest to stop land acquisition. The PPSS alleges that women protestors were assaulted by policewomen.

Though the state government has suspended the acquisition temporarily, tension prevails. An earlier attempt in February to takeover land in Gobindpur was similarly thwarted by local campaigners with the backing of a feverish global campaign led by activists worldwide.

A frustrated Posco is now pulling out all stops to make the project viable. Recently South Korea's Ambassador to India met Odisha Chief Minister Naveen Patnaik and expressed concern. But that in itself may not be enough.

According to the state economic survey 2012-13, the state government has signed MoUs with 94 reputed investors but most of them are stalled for reasons connected to land acquisition, environmental violations and agitations against displacement.

Posco's current status has now invited comparisons with other proposals which have been held up for long periods in Odisha. For instance Tata Iron and Steel's Kalinga Nagar proposal in Jajpur district, where 14 tribals protesting the Tata plant were shot dead by the police in January 2006. Or the Utkal Alumina project, a subsidiary of Birla group's Hindalco. After 20 years and investments of over Rs 500 crore, the 1.5-million-tonne alumina refinery project is yet to see the light of the day. As the company prepared to give a final push to complete the refinery work by the first quarter of 2013, protesters organized a meeting at Maikanch, near the project site in Rayagada, to pay tribute to three persons killed in police firing on agitators protesting  land acquisition 12 years ago.

Last week Kumar Mangalam Birla met Naveen Patnaik with the same request as the Korean envoy – fast track our industrial projects. Though the Aditya Birla group has proposed to set up an integrated aluminum complex with an investment of Rs 11,000 crore, land acquisition has come in the way of it taking off the ground.

Ditto with the world’s largest steel maker Arcelor Mittal. Land acquisition for it’s 12 million tonne per annum (MTPA) steel plant in mining-rich Kendujhar district has not concluded even though a MoU with the state government was signed in 2006. The MoU which expired on December 31, 2011 is now pending renewal.

Along with Mittal the state government had signed MoUs with Uttam Galva Steel and Sterlite group a few years ago: the results, however, do not vary.

Anil Agarwal-owned Vedanta Alumina is yet another loser. It was forced to shut its one million tonne per annum alumina refinery at Lanjigarh in the state's Kalahandi district due to non-availability of bauxite, 15 years after state-owned Odisha Mining Corporation (OMC) signed over it’s rights to mine bauxite in the Niyamgiri Hills, which houses the primitive clan Dangiria Kandhas.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Wednesday, May 29, 2013

Movie Review: Special 26

Gameplay, conmen style!

Clever. Very clever. Director Neeraj Pandey, in only his second prominent Bollywood undertaking, takes the audience for a nice little ride with this intricately executed low-budget heist-drama. While Special 26 may drastically differ from his first, A Wednesday!, in theme, look and morality, it employs the same formula of masterful storytelling.

Set in the 80s, Special 26 is based on real events from the same period.

Ajay Singh (Akshay Kumar) and PK Sharma (Anupam Kher), along with their accomplices and the assistance of Sub-Inspector Ranveer Singh (Jimmy Shergill), conduct a CBI raid at a minister’s house. They insult, slap and threaten the minister while they confiscate his cash and belongings.

Only, they are conmen and SI Ranveer among those conned! In steps (genuine) CBI officer Wasim Khan (Manoj Bajpayee). What happens next? I guess there is only one way to find out…

The seasoned actors are all memorable. The heroine (Kajal Aggarwal), although marginalised, delivers when called upon. Add humour, emotion and enthralling background scores and the ride is well worth it.

 Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles

Saturday, May 11, 2013

The new nuclear age

The emergence of a multipolar nuclear power system is disturbing. New rules for diplomacy and arms control are needed to control this threat

North Korea’s launch of a long-range missile in mid-December was followed by a flurry of global condemnation that was almost comical in its predictability and impotence. But the launch underscored a larger reality that can no longer be ignored: the world has entered a second nuclear age. The atomic bomb has returned for a second act, a post-Cold War encore. This larger pattern needs to be understood if it is to be managed.

The contours of the second nuclear age are still taking shape. But the next few years will be especially perilous, because newness itself creates dangers as rules and red lines are redefined. This took at least 10 years in the first nuclear age, and this time may be no different.

In the Middle East, South Asia, and East Asia, old rivalries now unfold in a nuclear context. This has already changed military postures across the Middle East. Part of the Israeli nuclear arsenal is being shifted to sea, with atomic warheads on diesel submarines, to prevent their being targeted in a surprise attack. Israel is also launching a new generation of satellites to provide early warning of other countries’ preparations for missile strikes. If Iran’s mobile missiles disperse, Israel wants to know about it immediately.

Thus, the old problem of Arab-Israeli peace is now seen in the new context of an Iranian nuclear threat. The two problems are linked. How would Israel respond to rocket attacks from Gaza, Lebanon, or Egypt if it simultaneously faced the threat of nuclear attack by Iran? What would the United States and Israel do if Iran carried its threat to the point of evacuating its cities, or placing missiles in its own cities to ensure that any attack on them would cause massive collateral damage?

Pakistan has doubled the size of its nuclear arsenal in the last five years. Its armed forces are set to field new tactical nuclear weapons – short-range battlefield weapons. India has deployed a nuclear triad – bombers, missiles, and submarines – and in 2012 tested an intercontinental ballistic missile, giving it the ability to hit Beijing and Shanghai. India almost certainly has a multiple warhead (known as a MIRV), in development, and has also launched satellites to aid its targeting of Pakistan’s forces. In East Asia, North Korea has gone nuclear and is set to add a whole new class of uranium bombs to its arsenal. It has rehearsed quick missile salvos, showing that it could launch attacks on South Korea and Japan before any counter-strike could be landed.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Tuesday, May 07, 2013

The saffron leadership finds itself busy dousing in-house fires

At a time when it should ideally have been gunning for the UPA government’s head for its failures, the saffron leadership finds itself busy dousing in-house fires. With just over a year left for the big elections, the BJP leadership looks surprisingly bent on giving the Congress another term on a platter.

Voices of dissent from senior party leaders like Yashwant Sinha, Ram Jethmalani and Shatrughan Sinha have added to BJP’s woes. At the forefront of the campaign to oust Gadkari from the president’s post, Jethmalani today stands suspended from the BJP for indiscipline. When Jethmalani, a former senior Supreme Court lawyer, entered the Rajya Sabha in June 2010 as a BJP candidate, it was said that he was being rewarded for taking up the case relating to former Gujarat home minister Amit Shah’s bail. Contrary to the party’s claims of morality, the party’s decision to show Jethmalani the door shows its reluctance in taking a moral stand. “The BJP is clearly not as strong a party as it was, say, 10-15 years ago. This is what has probably kept the BJP leadership from taking any decisive stand on the allegations against the party president and also take a clear position on corruption,” says political observer Suvrokamal Dutta. He believes that if Gadkari had decided to step down on moral grounds, it would have led to a huge gain of credibility among the masses for the BJP. However, in the absence of any such move, BJP is in no position to level any corruption charges at the Congress. Insiders tell B&E that action against the party president has been deferred in view of the elections in Gujarat and that once the results are announced early next month, there is a possibility that Gadkari could face the music. However, other than the central leadership that is reeling under charges of impropriety, there are several BJP-led states that have also been accused of corruption charges. Karnataka, Madhya Pradesh and Chattisgarh are the biggest examples where the BJP leadership has failed to act or take a clear stand on corruption. And the weaknesses of the opposition party have definitely emboldened the Congress. “The BJP is the only political party in the country with two sitting national presidents accused of corruption. But in this too, the BJP’s double standards were exposed. Bangaru Laxman, who was from the tribal community, was immediately removed and side-lined. But the same party, along with the RSS, stood like an impenetrable shield when Nitin Gadkari’s corruption was uncovered,” says Madhya Pradesh Congress leader Ajay Singh, adding that the BJP’s double standards on dealing with its corrupt politicians are in the open for all to see.

Despite all its promises, the BJP has also been unable to reach the masses to campaign against corruption under the Congress leadership. Since it was caught napping on occasions such as the CWG scam, Coalgate and several others, BJP has wasted some wonderful opportunities to gain political mileage. And with the current state of affairs, it looks destined to waste quite a few more in the coming months. Consequently, a party that looked headed for victory as the other logical alternative to lead India a few months ago may be really headed towards returning the privilege to UPA yet again.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Wednesday, April 24, 2013

20 years of change after Rajiv Gandhi

Known as one of the brightest stars in Indian politics, Rajiv Gandhi’s assassination shook up the foundation of the Congress party. A documentation of how his death reversed fortunes of the party, and dramatically altered the Indian political scenario...

Twenty one years ago on May 21, 1991, a bomb explosion killed Rajiv Gandhi, while he was campaigning for the Congress party in Sriperumbudur, about 40 km from Chennai, on the second day of the 10th Lok Sabha elections. [Rajiv who had served as the PM of India between 1984-89 (at the age of 40 – he was the youngest ever PM of India) is till this day regarded as perhaps the most charismatic figure that ever took the stage of Indian politics.] The sudden, premature demise of Rajiv not only shocked the world, it also marked an end of an era that saw India being led by the Nehru-Gandhi dynasty for all but five years since independence.

Though nobody took immediate responsibility, the attack was blamed on Rajiv’s arch enemies, the LTTE, that was fighting for a separate homeland for the Tamils in Lanka. Rajiv could not contain the political problems afflicting India, and found refuge in international entanglements and commitments. He committed the so-called Indian Peace Keeping Force (IPKF) to Lanka in July 1987 in an endeavour to help the government there to eradicate militants agitating for a separate Tamil homeland. [The IPKF had to be withdrawn in 32 months.] His period in office was marred by scandals and allegations of corruption on so huge a scale that he undoubtedly lost the election of 1989 partly on account of public perception. The Congress suffered an electoral defeat. His successor, V. P. Singh, could not hold office for long, and Rajiv started campaigning in earnest in 1991. But then, his assassination put an end to his half-finished political career.

Most people remember Rajiv as a visionary who encouraged foreign investment, a freer economy and rejuvenated his own party. “People had sympathy for Rajiv. He was not aware of the problems of the people at the grassroots level. However, he was a very dynamic person,” recalls Mohan Dharia, a former Union Minister who had served in the Indira Gandhi cabinet, but resigned on his differences with her ideologies. He remembers Rajiv as someone who wanted to modernise India.

When US denied to give India the technology of supercomputing, it was Rajiv who encouraged the creation of the indigenous Param Super Computers. Agrees Dr. M. P. Narayanan, former Chairman of Coal India (1988-91), who says that with the demise of Rajiv, India not only lost a visionary, but a receptive and encouraging human being. “His leadership style was such that would even allow mid-level officers to walk up to him and he would listen to their ideas. I wonder if subsequent PMs have ever found time for that,” he says.

Rajiv’s vision for India was that of a modern nation that takes full advantage of technology. We’re living his vision today. Says political observer Suvrokamal Dutta, “Many people believe that it was Narasimha Rao that initiated the globalisation process. However, it was Rajiv who created the ground for that process. He was also working on various missile treaties with Western countries.” Rajiv’s other revolutionary move was to lower the voting age to 18 from 21 years in India. Having said thus, it is important to note that Rajiv’s political career also became mired with allegations and scandals. The Bofors scandal is an unsettled blot on his otherwise glorious career. It cost him three-quarters of his MPs.
 

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 

Saturday, April 20, 2013

“We will exit any business that we cannot be a leader in”

In this exclusive interaction with B&E, Adani Group Chairman Gautam Adani deliberates on the group’s strategy to grow as an integrated infrastructure company and also take its business global, and also on how the group is tackling the current challenges that it faces from environmental groups and regulators

Ahmedabad-based Gautam Adani, Chairman of the $6 billion conglomerate Adani Group, is on a growth path to rapidly expand presence in the global and domestic market with its focussed business interests on sectors such as power, ports, coal; which have less competition. The group’s three listed companies have grown at a brisk pace, which places it among the top10 private business houses in India. By taking the total generation capacity of the Adani Group to a massive 4,000 MW in line with its vision of achieving 20,000 MW by the year 2020, Adani Power has become India’s largest private sector power generation company. However, the group, which is exiting its real estate business, is also facing significant hurdles in terms of regulatory and environmental challenges. Adani talks to B&E’s mona mehta on the group’s domestic & global plans. Some edited excerpts:

B&E: Amidst economic upheavals, how do you see the opportunities emerging in the global market and what is your strategy to grow your business presence in the infrastructure sector within and beyond India?
Gautam Adani (GA):
On the business front, Adani Group is strongly thinking and acting global and planning to invest over $6 billion in global expansion. The group has successfully commenced its mining exploration programme in the Galilee Basin in Queensland through Adani Mining Pty, the Australian arm of the Adani Group. This marks the culmination of the first phase of its foray into Australia. The Adani Group is the single largest Indian investor in Australia in coal mining, creation of dedicated railway infrastructure to transport the coal to ports and dedicated coal terminals such as Adani Abbott Point Coal Terminal. Besides, we have synchronised another super critical unit of 660 MW at our state-of-the-art power plant in Mundra in the Kutch district of Gujarat, thus taking the generation capacity of the Adani Power to 3,960 MW.

These achievements will mark the beginning of another illustrious chapter for the Adani Group in the days and years ahead. Additionally, Adani Enterprises has also commissioned India’s largest 40 MW solar power plant in the state of Gujarat, thus taking the total generation capacity of the group to a massive 4,000 MW. In line with its long term vision of achieving a capacity of 20,000 MW by the year 2020, Adani Power has now become India’s largest private sector power generation company.

B&E: You are currently involved in a bid for Gujarat Gas. How confident are you of your prospects?
GA:
Adani group is keenly interested in bidding for British Gas’ (BG) stake in city gas distribution company, Gujarat Gas. Currently, the due diligence process of BG’s stake in Gujarat Gas is going on. Adani Group is interested in evaluation and the process of evaluating it is on. We will be able to divulge more details at the right time. Actually, British Gas has decided to exit from the business in which it has 65% stake. If the acquisition comes through, it will have synergies with its own gas distribution business. The company will have to fight off many suitors who are known to have shown interest in the business like a consortium of public sector oil companies, Gaz de France-Suez, German power company E.ON, and a few private equity players.

B&E: Where do you see Adani Group in the next 10 years and which businesses will contribute the maximum to the group’s revenues?
GA:
Power, ports and mining business are expected to contribute the maximum to Adani Group’s revenues and profits to the tune of 80% of the Group’s profits.

B&E: How are your expansion plans in the power sector progressing? What hurdles do you see in your path towards achieving 20000 MW capacity?
GA:
Currently, in the overall power sector, which is facing hurdles of fuel supply blocks, Adani Power is also facing issues with regards to its power purchase agreements signed with two states – both Maharashtra and Gujarat. As for the Tiroda power project, Adani Group has signed a power purchase agreement based on the Lohara mines, which was cancelled by the environment ministry, as it is close to tiger reserves. However, Adani is not seeking to terminate the power purchase agreement with Maharashtra. In fact, we have recently approached the government and asked them to re-adjust the terms since the mine is not available.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 

Friday, April 19, 2013

International

Fuel price protests

If the international market is any indicator, fuel prices are set to rise again in India. Trouble seems to be coming in from another African nation, this time Nigeria, that may lead to a spurt in international crude oil prices and is most certain to have a knock-on effect on domestic fuel prices of most countries. Hit by a continuing strike by major labour groups, there has been a constant worry about oil supply disruptions from Nigeria. The country is Africa’s top oil producer and pumps out 2 million barrel-per-day. Already, the worry seems to be reflected in the West Texas Intermediate crude price, which rose by by 3 cents for February trade. Brent North Sea too saw a spike in its crude prices by 37 cents, reaching $110.81. The labour protests, which are the main cause behind this international worry, are in response to the Nigerian government withdrawing the popular fuel subsidy provided by it to its citizens. These protests have, of late, morphed into nationwide protests and have become an outlet for thousands to vent their grievances against what they see as a venal ruling political class and an incompetent government. While the government has not yet withdrawn it’s decision, it has agreed to slash fuel prices. Following this announcement, several labour organizations withdrew their strikes and urged the public to go home but resentment continues to simmer.

Ford recalls suvs

The American multinational automaker Ford is recalling nearly half a million minivans and SUVs because of mechanical issues. The Michigan-based automaker is recalling 539,000 sport utility vehicles, including Ford Escape, Ford Freestar and Mercury Monterey minivans in two separate recalls. The first recall involves 286,000 Ford Escape SUVs manufactured during 2001-02, which have been found to have defective anti-lock brakes module. The second recall involves 253,000 Ford Freestar and Mercury Monterey minivans made during the 2004 and 2005 model years, which are reported to suffer from a torque converter malfunction.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 

Monday, April 15, 2013

What we learnt from the visionary called Steve Jobs

Three well-known entrepreneurs of America Inc. write about their personal interactions with the late Steve Jobs, the visionary who deeply influenced their minds and helped shape their professional lives

Steve case, founder, aol As the head of AOL, he recalls working with Jobs and being touched by his passion for product: “When Steve returned to Apple, he called me and implored me to make the Mac a priority for AOL. At the time, the Mac share had shrunk to less than 5%, so our development focus had shifted to Windows. He was of course passionate about his vision and how he’d get Apple back on track. Most in the industry had given up on Apple but with Steve back you knew a recovery was possible. A few years later (early 2002), we met for lunch at a sushi restaurant in San Francisco, and brainstormed about digital music. We found a corner in the back so nobody would see us. We had just closed the AOL/TW merger and I was trying to push Warner Music into the future (and also leverage the AOL assets like Spinner, Winamp, etc). He was a year or so away from launching iPod/iTunes. I left the meeting knowing he was on to something insanely great.

More recently, I had dinner with Steve and a few others (Rupert Murdoch, Mark Zuckerberg, etc). He was clearly tired but he stayed longer than he intended. I think we all had the sense this might be snour last time together. Sadly, it was. He was the most innovative entrepreneur of our generation. His legacy will live on for the ages.”

marc benioff, founder and chief executive of salesforce.com Benioff, who was briefly an employee at Apple in 1984, lost touch with Jobs when he moved to Oracle. But more than a decade later, the executives reconnected, as Benioff began to build his new start-up, Salesforce.com. The enterprise executive, who calls Jobs a prophet, recalls one meeting in 2003: “We had a really incredible meeting in 2003. He laid down the law for me and said there were three things that Salesforce had to do to survive. We were a $25 million company at that time. He said we had to get 10 times larger in 24 months, we had to be able to close very large clients at scale, and we needed to build an application ecosystem. If I could do those three things, it could be an enduring company. It took a lot of decoding and a lot of thought, on my part, to figure out what he meant.” Based on Jobs’ advice, Benioff created an application marketplace that became “AppExchange.” During the project’s early days, it was internally called the “app store” and Salesforce even purchased the url “appstore.com.” It was only several years later that Benioff realised that his mentor had been pushing Salesforce in the same direction as he was leading his own company. And at the announcement for Apple’s App Store, Benioff made a gift of the website to Jobs, as a small token of gratitude. “Steve would say something so prophetic and so visionary, it would take a while to figure out what he said. Just a few seconds with him can change your life,” Benioff said. “He taught me you have to stay true to your vision over time, you have to stay with it and let it play out.”


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail

IIPM Links
IIPM : The B-School with a Human Face

Friday, April 12, 2013

They call it The Kangaroo Trick

Despite The Recent Devastating Floods, Australia’s Expansion is forecasted to Strengthen over The Next two years. In fact, The Country hasn’t seen a Recession since 1990. So, what makes Australia a Recession-free zone?

Only a dozen economies are bigger than Australia (in 2010 its GDP stood at $1.235 trillion; IMF data), and only six nations are richer than it in the world (it has a per capita GDP of $55,590, higher than that of countries like UK, Germany, Japan, US, et al). The country was ranked 2nd in the United Nations 2010 Human Development Index and 4th in Legatum’s 2010 Prosperity Index. And above all, while most of its counterparts have faced the fury of a financial tornado in the recent past, it’s the one that has avoided a recession since 1991. Well, that’s Australia for you today!

But then, the situation wasn’t always the same “Down Under”. Just 25 years ago the Australian economy was grappling with issues like high interest rates (during the ‘80s the minimum lending rate had reached 17%), negative growth (-1.6% in 1983), big budget deficits, et al, coupled with highly regulated financial system (read: protectionism). In fact, in 1985, Paul John Keating, the then Australian Treasurer (he was also the 24th Prime Minister of Australia, serving from 1991 to 1996) had declared if the country failed to reform it would become a banana republic. No doubt, barely five years later, the economy faced a nasty recession, but then, it was the last for this OECD nation. Since then Australia has grown at an average annual rate of 3.6%, well above the OECD average of 2.5%. What’s more? Despite the recent devastating floods, which has forced the Australian economy to contract 1.2% in Q1 2011 (it’s the sharpest fall in real GDP since the recession in 1991) Australia’s expansion is forecast to strengthen over the next two years. In fact, Moody’s Analytics maintains its full-year 2011 GDP growth forecast at 3.4% for Australia.

Many attribute Australia’s success to its opulence in minerals, which thriving Asian nations are hungry for. But then, the economy was standing tall and smiling wide when a financial crisis struck Asia in July 1997. Further, commodity exports have not always been in vogue. It was only in 2003 when minerals begin to garner big bucks for Australia (see chart), but by then the economy had escaped both the Asian crisis as well as the financial cyclone that hit America in 2001. In 2007 came the global financial crisis, but that too failed to drag down the Australian economy. So, what is it that makes Australia a recession-free zone?

No doubt, to some extent, the country has been benefiting from a resources bonanza that brings it big money for doing nothing but extracting minerals and shipping them to Asia (and will continue to do so for a while as Asia’s appetite for minerals shows no signs of slowing), but then that’s surely not the thing that can be credited for the country’s economic success. Rather, it’s the series of well-thought reforms carried over a period of 20 years (between 1983 and 2003) that has made Australia one of the most prosperous and resilient economies in the world today.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 

Monday, April 01, 2013

Rubbing Salt in The Wounds

Post The Steepest-Ever hike in Petrol Prices since December 2008, The Government is all set to Increase The Prices of Diesel, Kerosene and LPG. There is no Respite to The Common man’s agony.

While Buddhadev Bhattacharjee, former Chief Minister of West Bengal, failed to read the pulse of the electorate and thereby played his own crucial role leading to the historic fall of the red bastion in West Bengal; but his biting observation during the electoral campaigns that a hike in oil prices would be the Centre’s gift to the electorate soon after the elections apparently seems to have come true. Soon, after the election results of the four states and a union territory were declared, the oil marketing companies (OMC’s) guided by informal advice from the Ministry of Petroleum (to be read as the central government) called for a steep hike of Rs.5 a litre in petrol prices. While, the opposition parties, for their own hidden political motives, lambasted the government for the decision, the aam admi (common man) has been left unto himself to bear the brunt of the whammy. An approximately 56% increase in the retail price of fuel over a period of two years (the retail price of a litre of petrol in New Delhi on 15 May 2009 was Rs. 40.62, which post nine successive hikes and the Rs.5 per litre hike on 15 May 2011 is pegged at Rs.63.41) is certainly too harsh for the mass. But interestingly, the government considers that the price rise in petrol will have “marginal impact” on consumer sentiment. And laughably OMC’s argue that the increase has been “moderate”. But then, certainly it’s moderate. At least when one considers the fact that the empowered group of ministers is likely to take decision on increasing the prices of diesel, kerosene and LPG very soon. The real tough time will start only after their announcement.

While the timing of the OMC’s decision was undoubtedly a political one, the economic aspect of the decision, given the crude oil prices in the international market (hovering over $110 a barrel), can not be totally criticised. The recent hike in retail prices will help the OMC’s, in particular, to reduce their under recoveries (analysts at Bank of America Merrill Lynch estimate that despite the price hike, the absolute figure of under recoveries would still be more than Rs.1 trillion). On the economic front, while the likes of Kaushik Basu, Chief Economic Advisor in the finance ministry, and Montek Singh Ahluwalia, Deputy Chairman, Planning Commission, argue that the increase in administered retail price of petroleum products would have a relatively less harmful effect on inflation compared to a slippage in the fiscal deficit, the opposition claim that the hike will have an adverse effect. In fact, they (Left in particular) argue that if a rationalisation of the tax structure on import of crude can be done, wherein the cess revenue earned by the government due to increase in international crude oil prices is returned to the OMC’s, then there would be no need to hike the prices and unnecessarily burden the common man. Truly so, a back of the book calculation makes it amply clear that various taxes shave off around 40% of the price of petrol. At this juncture it needs to be remembered that the taxes are levied as a percentage of the basic price of the fuel and aren’t fixed per litre. However, the government on its part is unlikely to tinker with the prevailing taxes as any reduction in taxes would definitely upset its finances and blunt its effort to keep the fiscal deficit within the set target of 4.6% of GDP.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist). For More IIPM Info, Visit below mentioned IIPM articles

Tuesday, March 26, 2013

Little Ventured Means Little Gained

After Resisting The Global Financial Crisis almost Unhurt, expectations are high from The Indian Banking Sector to help India achieve a Double Digit growth rate. But with The Industry still struggling to achieve a Good Penetration rate, The Question remains, Can it live up to The Mark?

Banking is understood in common parlance as a field that begins and ends with numbers. To begin with, we take a look at a few startling facts about the Indian banking sector:

Total assets of the Indian banking industry jumped by more than five times to $1.25 trillion in the last decade from $250 billion in 2001.

Total business of Indian banks has grown over threefold from $516.7 billion in 2004 to $1.72 trillion in 2010.

Total income of all scheduled commercial banks of India has risen from Rs.1.51 trillion in 2001 to Rs.4.94 trillion in 2010.

The BSE Bankex has climbed by 970% up since the beginning of 2002 as compared to 445% by the benchmark BSE Sensex.

A commendable performance indeed. But the question remains, more so for the fact that the country aims to remain as one of the fastest growing economies in the world, has the growth been satisfactory? The answer, considering that out of the 600,000 habitations in the country, only 5% have a commercial bank branch and just 40% of the total population across the country has bank accounts, is a certain no. And this, in essence, means that the development of the country’s banking sector needs to be taken forward in a much bigger way to serve the larger needs of financial inclusion through expansion of banking services. But are the banks in the country prepared to take up the challenge?

Considering the journey of the industry from the pre-liberalisation decade, Indian banks have come a long way from virtual nobodies to creating one of the strongest banking industries in the world, which managed to weather the last global recession almost unhurt. Factually, cumulative capital and reserves of banks in India that stood at $95 million, $4.1 million and $4.5 million for public sector, private sector and foreign banks respectively in 1980, now stand at $53.5 billion, $26.6 billion and $15.3 billion respectively. However, during most of these 30 years, the growth story was driven by various factors; from industrial funding to infrastructure funding. But the last decade has seen Indian banks really banking on retail banking to boost their bottomlines.

In fact, banks, in both the public and private sector, have moved beyond the traditional boundaries of what can be called plain vanilla banking, and have started exploring other lucrative areas like wealth management, private banking, credit cards, investment advisory services et al. Moreover, considering the initiatives, the cumulative profit of Indian banks is expected to double to over $40 billion in 2015; adding muscle to the sector to expand into the hinterlands. Interestingly, a majority of this growth is expected to come from the retail banking segment. But then, why is retail banking drawing so much of attention now?

As reports suggest, with a saving rate of 32.4% of their income, Indian households are among the biggest savers in the world. And the irony is that 53% of these households are still without any banking assistance. While this is a problem from the country’s perspective, it’s a golden opportunity for bankers. And no bank operating in the country wants to miss on it. So currently, every bank is busy in boosting their retail banking operations. But it’s not a trend very peculiar to India; the global trend is also moving in favour of retail banking. As Andy Mcguire, Senior Partner and Managing Director (London Office), The Boston Consulting Group (BCG) reiterates, “The retail banking industry was battered by the global financial crisis. But in many markets, its resilience has helped to enable a turning of the tide that began in 2009 and continued into 2010. Overall, retail banking is on track to resume its stature as a reliable and profitable backbone for universal banking.”


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

Monday, March 18, 2013

An Exclusive Interaction with Virat Bahri of B&E

HZL COO Akhilesh Joshi in an Exclusive Interaction with Virat Bahri of B&E

B&E: What is your outlook with respect to the market for Zinc globally, as there are some economies that are still not bak on the growth track?
AJ:
In India, domestic demand is going to be high. Internationally, it is not going to be good in some countries but in countries like China, it is expected to remain good. If you look at the availability of the concentrate, it is expected to remain in short supply in the coming years, so it has good potential.

B&E: Your margins were affected in the first half of the current fiscal owing to factors like higher stripping costs and higher coal pries. What challenges do you see to your margins going forward?
AJ:
There is no challenge as such – it is our DNA to work for better efficiencies and productivity in order to keep our cost under control. On the price front, we are not expecting any downfall in the prices.

B&E: On the front of Zinc prices, do you feel that the London Metal Exchange (LME) is a robust exchange?
AJ:
Yes it is a very robust exchange. If you see, the general marginal cost of production for Zinc is around $1000-1200 per tonne and any LME price above that will always give margin to the producer.

B&E: What is the role of innovation in your business?
AJ:
The role of innovation in our business is to reduce costs. The rest is market trends. This is an ongoing  initiative and we are showing improvement every year.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

Thursday, March 07, 2013

Respect to his understanding of the Indian customer

Karl Slym, President & MD, GM India has spent close to three years in the Indian market. The times have changed him considerably, more with respect to his understanding of the Indian customer. Slym shares with B&E the decisions taken in the hard times and the strategy forward with GM’s Chinese JV Partner.

B&E: You have a good experience of working in the JV environment in the past as well but as far as the Indian market is concerned, we have seen many JVs not working in the past. What makes you so sure of the fact that the partnership with SAIC will go a long way?
Slym:
I think that JVs are something that you have to embrace. Where there are no synergies and both are not seeing any potential benefits together, there is a problem. But if the planning upfront is right where both parties are seeking their own set of benefits and are able to make something better, which was not possible individually; you have a strong foundation on your side to start with. It is not a single point focus, but if it is done carefully, one may look at the benefits, which are huge in magnitude. Moreover, as we have already seen a lot of success with the partner in China, we are trying to ensure that we are able to replicate that success in the Indian market as well.

B&E: But you have had a bitter experience on the same with your partnership with Reva. What about your plans for the electric car market?
Slym:
After the deal with Reva didn’t go through, we decided to go ahead alone in the electric car segment. We will show you an electric car in the first half of next year, which will be a small car.

B&E: You mentioned in our last interaction about your plans for the LCV market for end 2012. What is the latest update on the same?
Slym:
We are now planning to roll out the LCVs much before that. It will still be in 2012, but it will be done at the 11th Auto Expo. We will roll out close to six products in total with 15 fuel variants in the next 24 months. We have a design centre here but at the moment, they don’t have a proper architecture, which is a vision for them to grow to. The way we work therefore is that we have global products wherein, let’s say, we pick up a Cruze from Germany and then we put it through our Indian R&D Centre. The centre makes sure that the ground clearance, suspension, horn and similar things are adjusted according to Indian conditions. We will follow a similar process for the vehicles from China. Needless to mention, we are aiming for a very high level of localisation that will be close to a level of 90%. Therefore, we are now signing up with new suppliers for the plans for the LCV market.

B&E: As you have decided to brand it under the Chevrolet umbrella, what makes you come to a conclusion that you will require a new infrastructure to sell commercial vehicles in India?
Slym:
As everybody knows Chevrolet today, more and more people are accepting it as one of the most promising brands as well. A lot of energy and effort has gone into establishing the Chevrolet brand after we started with GM moving on to Opel and then finally landing right with Chevrolet. Moreover, when you know you are going to compete against a brand as strong as Tata, you don’t really want to take any chances with a brand which is completely new to the Indian consumer. By the time we launch, we could have reached new heights in terms of consumer confidence and there will be close to half a million Chevrolet cars on the Indian roads. For the different infrastructure, there are two entirely different sets of consumers that we are trying to address here with passenger cars and LCVs. And as both environments are very different from each other, it makes a lot of sense for us to have a separate infrastructure for them too. We have a possibility of sharing a back office for that but the final point of sale will be different from passenger cars.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles


Monday, March 04, 2013

“We are collectively working towards facilitating more financial inclusion”

Nipun Kaushal, Head – Marketing, ICICI Prudential AMC talks about the need to educate investors

After high-flying challenging careers at Future Group, Hero Honda, Maruti Udyog, Citifinancial, Nipun Kaushal feels religiously responsible at ICICI Prudential AMC in doling out his role of generating marketing strategies, customer acquisition and retention. In a candid conversation with B&E’s Mona Mehta, Kaushal discusses the past, present and the road ahead for MF industry in India.

How has the Indian mutual fund industry evolved over the last few years?
Today, as we see our country poised for taking a quantum leap towards progress, we realise that MF as a category can serve as a catalyst to trigger an individual’s progress. MFs are now seen as a way of bridging the need gap between the dominant desire to progress and how to make it a reality. The industry too is collectively working towards facilitating more financial inclusion with the support from channel partners and regulators alike. The category today has the most competitive and cost efficient structure in place, which we believe is extremely favourable for the final investor. MFs have been extremely transparent with high disclosure standards which help investors in their process of due diligence. This industry has thus become an intrinsic and essential part of financial inclusion which facilitates wealth creation and progress.

How is ICICI Prudential AMC planning to gain a competitive edge?
All AMCs are working collectively towards providing investors with the knowledge of the category and how long term investments in MFs will benefit them. Healthy competition because of increasing number of players will mean increased awareness of category and innovative product offerings for investors, all of which will help make India a more mature and progressive financial solution-providing destination. However, at the same time, I would also like to emphasise that only AMCs that are willing to commit long-term infrastructure, focus on investor interest and provide resource bandwidth will witness growth. As far as our competitive edge is concerned, it lies in our endeavour to introduce products that fulfill an existing need gap. We offer the investor a bouquet of funds to choose from. Depending on his specific need, the investor can take his pick from the array of products on offer.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.