IIPM Article

DaimlerChrysler has been the only one of the big three in Detroit to have made profits from automobiles in the US market this quarter (ending September 2005); Zetsche’s emotional and irrational attachment to Smart could well change that, and his fortunes too...


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Source:- IIPM Editorial, 2006

IIPM News

Dr. Henk Dykmans, former director sales & marketing, Micro Compact Car, Mercedes, confirms, “DaimlerChrysler (actually) has three possibilities – sell Smart, close down the division or reorganize its activity.” But the irony is that Zetsche has already earmarked $1.4 billion to turnaround the Smart business and even expects that it will break even by 2007. In reality, Zetsche should actually be investing money in the Commercial Vehicles unit, which registered a stupendous 29% growth in the first half (ending September 2005), but is crying out loud for more investments.

For complete IIPM click here

Source:- IIPM Editorial, 2006

IIPM News

Dr. Henk Dykmans, former director sales & marketing, Micro Compact Car, Mercedes, confirms, “DaimlerChrysler (actually) has three possibilities – sell Smart, close down the division or reorganize its activity.” But the irony is that Zetsche has already earmarked $1.4 billion to turnaround the Smart business and even expects that it will break even by 2007. In reality, Zetsche should actually be investing money in the Commercial Vehicles unit, which registered a stupendous 29% growth in the first half (ending September 2005), but is crying out loud for more investments.

For complete IIPM click here

Source:- IIPM Editorial, 2006

IIPM News

Dr. Henk Dykmans, former director sales & marketing, Micro Compact Car, Mercedes, confirms, “DaimlerChrysler (actually) has three possibilities – sell Smart, close down the division or reorganize its activity.” But the irony is that Zetsche has already earmarked $1.4 billion to turnaround the Smart business and even expects that it will break even by 2007. In reality, Zetsche should actually be investing money in the Commercial Vehicles unit, which registered a stupendous 29% growth in the first half (ending September 2005), but is crying out loud for more investments.

For complete IIPM click here

Source:- IIPM Editorial, 2006

IIPM News

Dr. Henk Dykmans, former director sales & marketing, Micro Compact Car, Mercedes, confirms, “DaimlerChrysler (actually) has three possibilities – sell Smart, close down the division or reorganize its activity.” But the irony is that Zetsche has already earmarked $1.4 billion to turnaround the Smart business and even expects that it will break even by 2007. In reality, Zetsche should actually be investing money in the Commercial Vehicles unit, which registered a stupendous 29% growth in the first half (ending September 2005), but is crying out loud for more investments.

For complete IIPM click here

Source:- IIPM Editorial, 2006

Biggest argument against Boeing

But the biggest argument against Boeing remains that despite higher order bookings, all this while, Airbus is the one that has been reporting higher deliveries than Boeing for the past three years. Even this year (till October 31), Airbus has already delivered 304 aircrafts, with Boeing lagging behind at 240. Boeing is far from achieving its earlier target of 320 deliveries; this raises fears of a re-run of 1997, when production was raised to record levels but led to massive assembly line breakdowns. McNerney has gone on record to say, “Boeing does not want a repeat of what happened in 1997 and is taking an ‘orderly’ approach.”

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Source:- IIPM Editorial, 2006

South American Community of Nations - IIPM News

In December, 2004, Latin American countries took a first tentative step in that direction by announcing the formation of South American Community of Nations in Peru. The new bloc has a combined population of about 380 million, a combined GDP of almost $1 trillion and total exports worth $185 billion. Member nations have pledged to work towards removing all trade and tariff barriers and eventually settle for a borderless Latin America with a common currency like the euro for the EU. Sceptics in the western world have already written off these lofty goals as unrealistic and insist that member countries have too many differences with each other to forge a coherent entity that can represent Latin America. Yet, the sceptics only need to look at the manner in which EU emerged from the debris of the Second World War. It took Europe 40 years to be integrated, and the process is still on. Why not Latin America then?

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Source:- IIPM Editorial, 2006

Publication and Research, IIPM

But sadly, the investment unfriendly play-safe nature of Indian banks is showing up as losses because a large chunk of bank holdings are maintained in government securities. The fact is that Indian banks need to shore up their efficiency norms to match up to Basel II norms by the year 2007. And the fact also is that these norms in fact support relevantly conservative investment orientations, as compared to the illogical conservatism being displayed by many banks, especially the larger ones.

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Source:- IIPM Editorial, 2006

Asian airlines - fastest growing in the world - IIPM News

With Asian airlines being the fastest growing in the world and placing the largest orders for commercial jet aircraft, Asia seems to be missing out on a $100 billion a year goldmine. As Asia Pacific emerges as the fulcrum of the global economy in the 21st century, aircraft deliveries to Asian airlines will overtake that to European and American airlines. Despite these obvious figures and projections, it seems to be strange why Asia has not come up with an answer to Boeing and Airbus. According to analysts, the primary reason behind this is two fold: First, America and Europe have ruthlessly exploited the mistrust between Asian nations to not allow a complex industry like aircraft design and manufacturing to emerge. It has taken the cooperative effort of researchers and engineers from all major European countries more than two decades to enable Airbus to emerge as a serious rival to Boeing. EU countries haven’t flinched from giving billions in dollars as subsidies to Airbus. The US government does the same with Boeing.

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Source:- IIPM Editorial, 2006

Export of Korea (IIPM Publication)

Exports increased to $253.84 billion in 2004 as compared to $193.82 billion in 2003 and the value of imports increased to $224.46 billion in the same year. The trade balance of goods was $38 billion. The main items of exports include electronic products, cars, machinery and equipment and chemicals. Imports comprise electronic products, crude petroleum, machinery & equipment and semi-conductors.

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Source:- IIPM Editorial, 2006

Political gamesmanship over India’s reservations policy could cast a shadow over India’s ambitions of emerg¬ing as a global economic power in the 21st

Since then, political parties, including the allies and other social organizations, have been insisting that the government introduce legislation that would seek to reserve jobs for backward classes in the private sector as well. The private sector, on its part, has cautioned through various industry forums that such a move could affect the high level of competence achieved by the private sector over the past many years.

Their concern seems justified if one looks at the level of incompetence that public sector companies suffer due to the indiscriminate use of reservations. Some economists have even held reservations responsible for Indian economy’s slow growth in the first three decades after independence. During the first six plan periods, when the State enjoyed Soviet style monopoly, its economy grew by around 3.5% (sardonically termed as the ‘Hindu rate’ of economic growth).

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Source:- IIPM Editorial, 2006