Showing posts with label IIPM INDIA. Show all posts
Showing posts with label IIPM INDIA. Show all posts

Friday, October 05, 2012

Revving It Up On The New Normal

The Superbike Segment in India is beginning to open up as Incumbents and New Entrants fill up gaps in The Market. B&E’s Sanchit Verma does a Quick Stopgap Review before the Number Game Begins

Outrageous is what defines these mean machines – be it their pricing, their power quotient, their cool factor, or even their target customer. Superbikes have always enjoyed a cult position across the world among those who have them, and never have failed to get noticed by those who don’t. And India has been no exception. Bikes like Yamaha R1, Suzuki Hayabusa and Kawasaki Ninja have been painstakingly beckoning the creed of rich young and style conscious Indians of late. And they are not exactly getting disappointed, despite being high on the price factor, due in part to the high import duties. Otherwise, it is more of a smooth ride over the rough Indian landscape, since Indian home-grown manufacturers like Hero, Bajaj and TVS are still to manufacture a genuine superbike.

The market for superbikes in India was conspicuous by its absence till the earlier part of this decade. The era changed with rising urbanization and with the two wheeler sports segment, whose share in the total motorcycle market has grown to 17% in 2009-10 (from 14% in the previous financial year). Yamaha initially disappointed bikers with its products, which somehow didn’t give the owners the ‘Yamaha’ global brand experience. But bygones became bygones with the launch of the R15, which helped Yamaha rebuild its sporty image. Interestingly, when Yamaha brought to India their global favourites R1 and V-Max for a test sale to the Indian customers, they sold a surprisingly high 50 units in 3 months. Soon, other global players realised that the Indian market has matured enough to take on these high-end machines. Players like European major Aprilla have already announced big plans to re-enter the market with their motorcycles and scooter line up. Ducati opened its second showroom last year in Gurgaon with bikes ranging from Rs.1 million to 4.5 million in the portfolio. “We have received a positive response from all bike enthusiasts and it’s good to know they are excited about the Ducati brand. We feel honoured to be part of the evolving motorcycle industry in India,” said Mirko Bordiga, CEO, Ducati, APAC.

Bajaj also has understood the importance of a luxury bike in the portfolio. They have tied up with European major KTM Motors, and their product might hit Indian roads in 2011. Kawasaki also brought in the famous Ninja, which has received an enthusiastic response. Suzuki introduced the Hayabusa with proper service and spares parts availability. Never too late Harley-Davidson announced its much awaited cruiser bike entry by launching 12 bikes in the portfolio ranging from Rs.6.75 lakh to Rs.3.5 million. In fact, their recent plans to open up the CKD plant in Haryana showcases the rising demand in the industry.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Monday, September 03, 2012

“AT THIS POINT, GEC BUSINESS IS GOING TO COME DOWN”

UTV’s Global Broadcasting division posted a remarkable turnaround in the last year. CEO M. K. Anand speaks to B&E on the favouring factors and future expansion

M. K. Anand, CEO, UTV Global Broadcasting, remarkably left another media behemoth, nee paper tiger, the Times group, to join the UTV group. B&E gets into conversation with the man who has taken UTV’s Broadcasting arm to the market with popular channels like UTV Bindass, UTV Action, UTV Movies Bloomberg UTV and UTV World Movies and finds out how he is set to take them further:

B&E: UTV Global Broadcasting is on an upward trajectory and growing faster than ever. What is the synergy driving the division?
M. K. Anand (MK): The only synergy from the corporation point of view is the brand name ‘UTV’. With the experience that Ronnie brings to the table coupled with his understanding of the Indian entertainment consumer, the trajectory has generally been up for the last 5 years in the B2C space. From a macro economic point of view, the market has taken a dip and again rebounded. What worked for us were the investment decisions that Ronnie took when other companies were cutting down. So this company decided that recession was over 6 months before the rest of the companies of our country did. That’s how we got a head-start. The growth in GRP (Gross Rating Points), which happened over the existing period was far earlier than when the recession actually got over because investment into content and distribution happened when other people were cutting down.



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Saturday, September 01, 2012

ON THE WORLD STAGE

Pawan Goenka, Ppresident, Automotive & Farm Equipment, M&M , Talks about the Group’s M&A Strategy, Future M&A plans and endeavours for a Global Presence, particularly in neighbouring China in this Exclusive interaction with B&E’s Pawan Chabra

The day Pawan Goenka, President – Automotive & Farm Equipment Sector, Mahindra & Mahindra, joined the home-grown conglomerate as General Manager (R&D) in 1993 with a solid 14 year experience of working with the Detroit giant General Motors, was the harbinger of a major transformation for M&M. Goenka not only made M&M one of the most competitive players in the SUV segment with his R&D expertise and market oriented focus, but has also been successfully leading the core automotive division for Mahindra since 2005. The UV major has been on a relentless acquisition spree over the past few years. Goenka explains the strategic propositions behind the acquisitions and the way forward to B&E.

B&E: After the failed attempt to acquire JLR from Ford Motor Company, the company has been on an acquisition spree. Be it Kinetic, Reva or Ssangyong, M&M has been able to get into major segments where it wasn’t present so far. What is the broad rationale?
Pawan Goenka(PG): The three acquisitions that you mentioned were done with three different goals in mind; the Kinetic deal was done with a view to give Mahindra a head-start in the two-wheeler business. We have used that to ramp up very quickly. The Reva acquisition was done to get an acceleration as far as the electric play is concerned. The Ssangyong acquisition is done to expand our global presence. If you notice, the product portfolio of Ssangyong complements the portfolio of Mahindra. Our primary objective is to become a global SUV maker. Also, we have always promoted green and clean electric technology and that’s where the Reva deal comes into play.

B&E: With the acquisition of Reva and the expected launch of NXR, the company will have its presence even in the small car segment. How different will be your strategy for the same?
PG: With the acquisition of Reva, Mahindra is aiming to gain presence in the electric car segment and not small car segment. Having said that, the first product i.e. NXR that we are planning to launch by the end of next year happens to be a small car, which was showcased by Reva at the Frankfurt Motor show.


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Friday, August 31, 2012

Why MPs must get a pay of Rs 5 Lakh Per Month

The credibility of our politicians is so low that the media and the public at large are sniggering at the proposal to raise the salary of MPs to `50,000 per month. Thanks mainly to their own behaviour and the brazen corruption of some of their fellowmen, we often tend to forget or ignore the fact that those are MPs and MLAs who actually perform the most important tasks in the country. For the middle class chatterati which has a ‘radical’ solution for every problem that India faces, the solution would be doing away with MPs, and perhaps even elections. Frankly, the middle class chatterati has no interest in democracy. But India cannot afford such solutions.

Given the enormity of the task they perform, I think the MPs need to be paid far more than what they get now. Look at it this way: each MP is responsible for a shareholder base of about 20 million. The actual budget of each constituency runs into hundreds of crores every year. And while district collectors and district magistrates are merely transferred for incompetence or non-performance, an MP can – and often does – actually lose his job! To that extent, an MP actually deserves a monthly salary of `5 Lakh per month. There should be an additional travel and other allowance of `1 lakh per month. That sounds preposterously high? It is not. Paying them these ‘reasonable’ salaries will cost the tax payer less than `1000 crores a year.

But as pointed out and suggested by this magazine and many others umpteen number of times, the problem is not paying generous salaries to our MPs – they deserve that for sure. The problem is with the ‘perks’ that they enjoy. That really is costly and something no elected representative of any functional democracy can demand as a right. Yes, by all means pay `6 lakh every month to our honourable MPs. But then stop giving them free housing in VIP Delhi. Just as it happens in UK, USA, Denmark, Australia and most other democracies, ask our honourable MPs to find their own houses-rented or owned. This will lead to enormous savings for the society – apart from making the MPs more connected with the citizens of India.

Just imagine what can happen to the Indian economy if the logic is extended to all politicians and all bureaucrats in India. They are squatting on the most prime real estate assets available in the country. For example, pay a district collector (an IAS officer) a monthly salary of `1 lakh and ask her to find her own house. Surely the rent for even a wonderful house in a small town cannot exceed `20,000? Why let her stay in a massive bungalow with acres of lawns when that land can be better utilized commercially? You know what the answer will be when politicians and bureaucrats are actually offered this option – huge tax free salaries but no perks. They will find every possible excuse and refuse. That is because our mindset has really not changed much since the British left. 


 
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Wednesday, August 29, 2012

Srinagar is where the shikaras and houseboats wait for the tourists to return...

The city changes its hues with different seasons, each having its extravagant charm and splendour. Be it the vast, frozen Dal Lake in the pristine white winter, or the blossoming irises in Nishat bagh in the colorful spring, or the honey-dewed orchards and rippling lakes in the pleasant summer, the scenery will leave you spell-bound from the very first step out of your hotel, especially in the golden autumn when the crisp Chinar leaves carpet your way. Painters, photographers, poets will find inspiration for new creations around the year every step of the way!

Migratory birds and a variety of wildlife are also a major draw to this enchanting land. The Hangul stag, the endangered species of red deer, is particularly famous and is found in the Dachigham National Park. The Park is also where other animals typical to the state such as musk deer, black or brown bear, leopards and migratory birds are found.

A tourist in Srinagar will be spoilt for choice when it comes to picking up keepsakes. Shops filled with an awesome array of handicrafts – from silk or wool carpets with Persian designs, to intricately carved walnut wood and paper machie items – are found lining the streets. The wide variety of the craft-items ensures there’s something to suit every pocket.

The architecture of the city is a mix of old and new buildings; there are houses with sloping roofs, minarets of mosques rise into the skies while narrow streets are characteristic of the city. Lal-chowk is the commercial centre of the city and is located in the heart of the city.

The attire of the people here is simple and conservative. As Islam is the religion followed by the majority, most of the women wear burkhas and hijabs. On the other hand, the cuisine is rich and elaborate. Enough to whet anyone’s appetite, Wazawan is the ultimate in Kashmiri hospitality. This royal cuisine of Kashmir has been influenced by Iranian, Afghani and Central Asian styles of cooking, yet it’s unique and its preparation is considered no less than an art in the eyes of the Kashmiris. Non-vegetarian dishes dominate this extravagant 36-course meal.

As one watches the sun set from a house boat anchored on the Dal Lake, one can’t help but wonder why a heaven like this has had to endure such hellish years. Not a place you’ll forget easily, Srinagar is one place that will stay with you not just in photo albums, but also in the deepest confines of your heart.



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Friday, August 24, 2012

The peculiarities of the industry and the company’s future plans

Managing Director, Godrej Nature’s Basket, talks to b&e’s angshuman paul about the peculiarities of the industry and the company’s future plans
 
B&E: How does Nature’s Basket plan to leverage from the other businesses of Godrej group?
MK: We are leveraging from various other FMCG businesses. We would be selling all our food products in the stores. However, we are yet to implement other way of leveraging. We are planning to share our retail presence or even buy retail properties together.

B&E: Frankly, do you think the Indian market is prepared for a concept like gourmet retailing?
MK: There’s a huge demand for exotic foods, especially things like dried herbs, wines, which you get only abroad or is imported into the country. This is what creates the base for gourmet retailing. Even last year, irrespective of the global slowdown, the Indian economy registered healthy growth numbers. The metro lifestyle is witnessing a change; there is a growing liking for good food and this is what makes us feel that there is a market for gourmet retailing – if not in the mass level, then in the niche category.

B&E: What are your investment plans; have you reached the break-even point as of now?
MK: We don’t believe in announcing investment figures – we invest wherever we find it’s necessary. At this time, it’s too early to comment on if whether we have reached the break-even point or not; but I should mention that we have been growing at a rate of 80% and segments like assortment retailing, wine & bear retailing have been doing phenomenally well with significant contributions towards our turnover.

B&E: It’s said that to shine in the retail industry, it’s crucial to have a sturdy base of logistics. You have paid heed to this – but how much?
MK: I think and we strongly believe that you should not open a retail store if you don’t have a logistics plan for that particular retail store. We deal with 400 importers as most of our products come from overseas; and then we have our own storage procedures ensuring the quality of the goods and its freshness are maintained.

B&E: Food Bazaar and Spencer respectively from the Future Group, and even RPG are focusing a lot on creating inhouse brands. Will you follow suit?
MK: No, not as of now. Like I said before, we don’t believe in doing things just because other players are doing it. We rolled out an inhouse brand in organic mangoes at a time when no other players were offering the same.



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Tuesday, August 21, 2012

Open the Ex files!

Innumerable marketers are selling ‘happiness for tomorrow’ but ‘love market’ offers memories of the past...

If one defines the term ‘market’ in its simplest form, it would be called an arrangement where goods or services can be exchanged by people. But the intent of the content in this article isn’t to describe the terms in economics’ glossary or the forces affecting them, but to talk about the business of love. In fact, what would be better than to begin with the ‘Love Market’ of Vietnam that is held on every lunar March 27 that falls sometime in May? Called the Khau Vai Love Market, the market is about 100 years old among different ethnic tribes such as the Dao, H’mong and Tai in the northern mountainous region of Vietnam. However, the popular ‘form of love’ sought in this market isn’t the ‘new love’ but the ‘old flames’ doused by circumstances or recklessly quashed by kinfolk. Legends tell the tale of a boy and a girl from two different tribes who fell in love with each other but were not able to marry due to the differences between the tribes. To avoid bloodshed and maintain peace, the two decided to part ways but meet every year on that day, March 27th of the lunar calendar. The place where they used to meet was Khau Vai, which today has become the love market festival centre for former lovers and it features food and drinks, musical performances and even folk games. In fact, the tradition has gladly turned out in a way that both husband and wife together leave to look for their respective former lovers. In case only one spouse wants to visit the market, she can do so without feeling guilty while the other one stays at home without feeling jealous!

While the online dating business, which is worth a billion dollars per annum (competing with pornography), gives the opportunity to seek new love every day, the world is divided into two factions when it comes to concluding if ex-lovers should be good friends.


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Monday, August 13, 2012

“The biggest mistake of my life was that i believed in the stock market in 1999.”

He came, he saw, he conquered ... Subhash Chandra, the media maverick, in an exclusive conversation with B&E, shares the eventful ups and downs that he faced during his journey to the top

B&E: When was it that you realised that it’s time that you hand over your major business responsibilities to the next generation? What was it that prompted the thought?
SC: The next generation has been a part of various businesses within the group for several years. They have proved their mettle and are leaders in their own right. In fact, I feel the takeover process has actually been gradual.

B&E: What is the most defining moment of your life? Something that changed your entire life...
SC: It was the day when I was asked to leave the College of Engineering as my family could not afford the fees and expenses. If that wouldn’t have happened, life would have been on a different path.

B&E: When are you planning to take full retirement from all business responsibilities?
SC: Currently my role in the group is that of a mentor. As far as full retirement is concerned, you will surely come to know when I take this decision.

B&E: 10-15 years down the line, where do you see your group with the next generation completely in charge of all business responsibilities? 
SC: I see each company in the leadership position in their respective industries.

B&E: What is your biggest strength as a businessman?
SC: To see a business opportunity ahead of its time and back it up passionately.

B&E: What is one thing you have learned the hard way from life?
SC: Never give up. Even if you fail initially, you need to be persistent and keep trying until you succeed.

Read more....

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Saturday, August 11, 2012

Blood on the runway

You know you’re going wrong when fashion trends transform your wardrobe from being cool to terribly cruel...

Fashionistas were purring in delight when designers at the recently held New York Fashion Week made models strut down the ramp in animal furs that ranged from a dyed silver-fox on a coat, to a leather trench-coat with mink’s fur running down its back, to hoods and skirts with fur trimmings and even leggings made out of leather! Designer Michael Kors, who has faced the ire of animal rights activists earlier, got plenty of applause for his ‘quintessential American sportswear’, which spared not even sports apparel from using real fur. As fashion critics are doling out appreciation for the innovative creations that have made fur more wearable, it is apparent that from hoods to shoes to suits, which boast of fur will now be among the must-haves of the fashionable set. This is perhaps the point when we should remind ourselves of the PETA warning – “Fur on your back, blood on your hands.”

“Cave-people-like designers who still use fur are chasing headlines from the controversy. It does not take one ounce of creativity to rip the skin off of an animal’s back,” said Poorva Joshipura, Chief Functionary, PETA India. Describing the cruelty of this industry Poorva added, “Because fur farmers care only about preserving the quality of the fur, they use cheap slaughter methods that keep the pelts intact but which can result in extreme suffering for the animals. Small animals may be crammed into boxes and poisoned with hot, unfiltered engine exhaust from a truck. Engine exhaust is not always lethal, and some animals wake up while being skinned.


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