Wednesday, March 31, 2010

Mel and Leo’s medley…

Looks like Leonardo Di Caprio is all set to star in Mel Gibson’s dream project on an extremely violent Viking film about which the two have already had a secret meeting last year. Gibson, who has always dreamed to make a film based on Vikings, says he’s never seen a good Viking film and claims to now give one to the industry. With “The Passion of Christ” star behind the concept and the “Titanic” star as the lead, this one’s going to be one anticipated flick… Let’s see if it also manages to set the box office on fire.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, March 30, 2010

Question hour worry

Concern as ministers stay away from the House

Ministers in Orissa are too busy these days. They don’t have time to participate in debate and discussions during Question Hour in the Assembly, if it is not related to their departments. Sometimes, the treasury bench is empty during the debate.

During the recently concluded Budget session of the Assembly on 11 March 2010, ministers were present in the House for just half an hour. When the issue was raised by the Congress Member of Legislative Assembly (MLA) Anup Sai to seek Speaker’s intervention, Minister of Higher Education Debi Prasad Mishra immediately rushed to the House to avoid embarrassment. A senior government official of the Assembly secretariat told TSI on condition of anonymity: “Ministers sit either in Assembly lobby or in their chambers even while the House functions. Most of the times, they prepare strategy for adjournment motions or to counter Opposition’s attack on the ruling bench. In the chamber, they consult officials and ask them to prepare answers regarding their departments. However, normally, ministers meet members of the Assembly (both ruling and Opposition) to discuss their demands and requests.”

Senior political analyst, Basant Das says: “Several times, it is seen, once the chief minister leaves the House, his ministerial colleagues coolly vacate the Assembly hall one by one. In the CM’s absence, the tally of the MLAs comes down to two though the strength of the ministry is 20. Even first timers are also not interested in taking part in debates and discussions.”

Sources close to different ministers reveal that the MLAs and political leaders from different areas cutting across party line use this opportunity to discuss the pending works and projects of their constituencies. And in the Assembly ministers are free. Proposals of transfer and posting of government employees are also discussed here. When asked about the absence of ministers in the House during debate and discussions, minister of science and technology Ramesh Majhi told TSI: “I won’t agree with the accusation that ministers are rushing out from the House once the chief minister is gone. They may not be in their seats due to some other important engagements or reasons. Another thing, when there is no question in reference to their departments, ministers sit in lobby for the legislative and political activity and not for any personal matters. A minister should try to be in the House when debates and discussions are going on important subjects.”

During any session of the Assembly, the Opposition and the ruling MLAs try to draw government ’s attention towards issues that are significant for the public. Absence of the ministers in the Assembly hours makes this objective futile to a great extent.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 26, 2010

FM to CM

How Pranab Da could travel from North Block to Writers' Building. And why Mamata Banerjee might not mind

New deal for Bengal

Chandrasekhar Bhattacharjee explores the possibility of a power-sharing arrangement in post-2011 polls West Bengal with Pranab Mukherjee becoming CM first, followed by Mamata

Those, who follow Indian politics at the national-level and the state-level developments, are familiar with the rocky relationship that Trinamool Congress supremo Mamata Banerjee has enjoyed with her alliance partners. While the infamous departure from the NDA Cabinet takes the cake, the latest example has been the agitations and street protests against the Centre’s decision to hike fuel prices. But Mamata has matured as a politician and, as a balancing act, said the following on a television show, “If the people want Pranab Mukherjee as the chief minister, let him become the CM. I am willing to work under him even as a clerk. I have no ambition for any particular post. I have no personal possession other than my jhola . I am in politics only to serve people.”

The political grapevine has it that Mamata’s statement should not be seen as an extension of olive branch. The Trinamool Congress and the Indian National Congress might actually be contemplating an arrangement in which the two will share the chief minister’s chair with Pranab Mukherjee taking the seat first. While leaders in both the parties termed this as mere speculation, such an arrangement could actually benefit the state of Bengal, many observers feel.

The dice of the 2011 Assembly polls in West Bengal are loaded in favour of the Opposition. Both the Trinamool and the Congress are aware of the Herculean effort needed to reverse the undoings of the 35-year-old Left Front (Read CPM) rule and lead the state towards betterment. Kumud Bhattacharya, former Pradesh Chhatra Parishad president turned political commentator, says, “Mamata may think of utilising Pranab Mukherjee’s expertise and wisdom to give a push at the beginning. She can then take over and run the government without many hiccups”. He admits there are problems though, the biggest being acceptability of such an arrangement by the Trinamool rank and file.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 25, 2010

Infernal folly

In the absence of effective enforcement of fire safety norms, many of Bangalore’s high-rise buildings are veritable tinder boxes, reports B S Narayanaswamy

The recent Carlton Tower fire tragedy in Bangalore, in which nine people were killed and more than 50 injured, has exposed the poor fire safety standards in the city’s highrises. But the inferno has failed to shake the authorities out of their slumber. In fact, Bangalore has no system in place to enforce fire safety norms in buildings.

The current system is such that even if you construct a high-rise building and occupy it without securing clearance from the fire service department, nobody will question you. According to the director of Fire and Emergency Services, B. G. Chengappa, “The Carlton Tower was given a fire safety clearance certificate in 1999. However, the building was subsequently altered in many ways, including closure of the staircase path, construction of a vehicle garage in front of the building and reduction of the open space by small constructions. There is no system here to check these alterations. The case of many high-rise buildings in Bangalore is the same. The department has no suo moto power to check alterations made in highrise buildings.” The National Building Code (NBC) has laid down clear safety norms for highrise buildings. A road that leads to a highrise should be more than 12 meters wide; this minimum width is for free movement of fire service vehicles. Each highrise building should have a minimum of two staircases and a qualified fire officer has to be appointed, among other things. Even the size of open spaces in and around the buildings is determined in accordance with the building's height and other specifations.

Chengappa points out that a building has to get an NOC (no objection certificate) before construction can begin. “After completion, the fire department conducts a spot inspection of the building before granting it clearance. These certificates are issued through the municipal corporation, the Brihat Bangalore Mahanagar Palike (BBMP). We merely inspect a building in response to a request from the municipal authorities,” Chengappa adds.

Chengappa warns that “there are thousands of buildings in Bangalore that are dangerous in terms of fire safety, including new buildings in HAL area, Electronic City and in many areas in the outskirts of the city”.
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IIPM Editorial, 2009


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Tuesday, March 23, 2010

INDIA'S BEST GOVERNED STATES

First among equals

The Sunday Indian and C-Voter nationwide survey of India’s best governed states has seen Gujarat emerge on top among the big states. Orissa and Bihar have tied to fill the rest of the podium. Among the small states, Haryana has run away with the top spot, followed by Chattisgarh and Delhi. In terms of perception outside one’s own state, Narendra Modi is the most popular chief minister, Sheila Dikshit and Nitish Kumar coming in at distant second and third positions respectively.

One thing has come out crystal clear from the responses. People have given primacy to development and governance in rating the state governments and chief ministers. The trend can be taken for yet another vindication of the fact that the Indian democracy may finally be going beyond the ambits of identity politics. Whether an incumbent state government is delivering on the fronts of healthcare, education, sanitation, irrigation, transport and employment generation, whether it is able to restore law and order, whether it is cracking down on corruption – these benchmarks are being considered more important by Indians than appeals to their religious, caste or lingual identity.

However, the survey held among 20,000 respondents (people eligible to vote) has a lesson in store even for the toppers. None of the chief ministers have got a net approval rating of over 40%. This basically means there is urgent need to do more work and that there is no room for complacency. Though their area of work is limited to the states they represent, the survey made clear that the popularity of some chief ministers cut across state borders. Narendra Modi, Sheila Dikshit and Nitish Kumar are the typical examples. Out of these three, Nitish Kumar deserves special mention as this is his first term in arguably the most difficult state of the country. Modi and Dikshit have had the advantage of prior experience though that does not take the shine of their achievements.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 19, 2010

A patch-up in progress?

Though Ranbir Kapoor plays Batman on screen in a sequence in his forthcoming film “Anjaana Anjaani” and in his personal life too he is more like Superman. But he is still trying to woo his ladylove, Deepika. It is rumoured that the two are still in touch with each other through SMSes and are keeping their patch-up under wraps as they don’t want to make a mountain of a molehill! Well, only time will tell whether it is just a friendship blooming once more, or if someone is indeed trying to rekindle a lost romance!
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 18, 2010

Police in the dock

Recent incidents spark allegation against law enforcers

Illegal money-lending thrives in parts of Kerala – some say, with the ‘help’ of local police. Reports have surfaced that some cops have been directly involved in this illegal business. They preyed on disadvantaged farmers by giving them money on high interest. When the villagers failed to pay the money, then the ‘blade gangs’ (the local mafia) confiscate their land, house and properties.

At least twice in the past, distraught farmers have committed suicides because of the fear of the ‘blade mafia’. The gangs and the so called ‘quotation teams’ (the nick name of hired ‘goondas’ who commit various atrocities to bring back the loan) have been alleged to be hand in glove with certain policemen. This has been confirmed by internal reports of the state home department. Some cops have even been accused of running money-lending business directly and indirectly, and this despite directives from higher authorities to end the illegal practice. Two recent incidents in two districts have generated a heated debate in the state.

In one such case, family members of K. Ravindran (60) of Otanthuruth at Thuravur of Alappuzha district in Kerala has accused a policeman for pressurising him to commit suicide on February 26, 2010. A suicide note left by the betel vendor mentions that police head constable M. Vijayappan of Kuthiyathodu police station is responsible for his death. The story in a nutshell: The poor farmer Ravindran had taken some money from Vijayappan. And when he couldn’t pay back the principal amount, the head constable is alleged to have repeatedly abused and warned Ravindran’s wife Rama on the issue. According to the suicide note, the cop threatened to attack Rama’s daughter if Rama failed to pay back the money. It was after this that Ravindran committed suicide. The case didn’t go unnoticed.
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IIPM Editorial, 2009


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Wednesday, March 17, 2010

Josh-e-Sharman

He is the quintessential boy next door who's made it big. With two memorable roles in two iconic films, “Rang De Basanti” and “3 Idiots”, Sharman Joshi reveals to Spriha Srivastava how he has effortlessly straddled genres to carve out his own space in Bollywood.

What drew you towards movies?

Well, the early influences surely happened from the family. My father, uncle and aunt are from Gujarati theatre and films, so I was exposed to the way of working and the lifestyle very early on in life. So acting became a very obvious choice of career, or at least an option. But I didn’t want to be an actor just because that would be a cool thing to do or because that is where my family belonged. Academically, I wasn’t bad. I had considered management at some point of time, but while I was considering that, I took part in some inter-college drama competitions. One thing led to another and then there was professional theatre in Hindi and Gujarati. Finally, I decided that films are where I wanted to be. Mr Satyadev Dubey, a well-known theatre person in Mumbai recommended my name to Mr Vinay Shukla, the director of “Godmother” when he was looking for someone for the role. That’s how it all started.

What do you think is your greatest strength as an actor?

My greatest strength as an actor is that I don’t know what it is and the fact that I don’t analyse it. Everyone has an approach, mine is instinctive. I go with the flow of things. To study a character or a scene or the film on the whole is far too much for me and thus kills the joy of actually being on the floor on the day of the shoot and then enacting the scene. Though a lot of people told me to read books on acting, and to go to formal acting school and understand the craft, I decided not to. Fortunately, I had a tutor in theatre personality, Mr Maninder Joshi, in my inter-college competition days. I was lucky to get a chance to work with him for two years. I have not really studied acting but certain rules and disciplines that an actor should have, were taught by Mr Joshi to me. He was like a true-blue professional. He would always be on time and would know his lines well. These basics I was made to understand very correctly and I think that has really helped me as an actor.

"3 Idiots" must have raised the bar for you too. Do you now sit back and think of an action plan for the kind of roles and movies you want to do?

As an actor you don’t really have that choice in my opinion. The script chooses an actor. An actor cannot actually go out and write the script. If he could, then yes I would definitely sit down and have a game plan about the next thing I want to attempt and what genre of film I want to do. As an actor, I have to be open to all sorts of genres and any good script as long as it is something that excites me.

Don’t you give importance to the director or the banner you are going to be working with? Aren’t these things important?

Oh for sure they are! It all begins with the script so I keep saying the script. But in terms of priority, first would be the script followed by the director, my role in it, and then the banner.

You first appeared in “Godmother” and then in “Style”. Wasn’t that a risky start or a risky role to take up after doing just one movie?

I was very eager to shed the weight of an intellectual actor. Coming from theatre and having done a film like “Godmother,” I was quickly being pushed into so-called artistic or experimental cinema, and that is where I didn’t want to head. I understand that I am in the world of entertainment and I have no issues in entertaining people, as long as it is wholesome, clean, interesting and exciting entertainment. So I was looking for any and every possible genre. “Style” happened to choose me. It was a comedy film and I had no issues doing an all-out entertainer. A conventional hero launch would not have been designed for me considering that I don’t have a lineage as such. So I was not really waiting for any such launch. That explains why I took up “Godmother”. I was hoping that my work will speak for itself.
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IIPM Editorial, 2009

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 12, 2010

Home guards to the fore

Unlike the police force, they will be armed with latest weapons

Bihar is to deploy women home guards in rural areas. On the lines of police force in the state, the home guards will also be armed to the teeth with modern weapons like Insas rifles too. The special battalion is getting top-notch training at its Bihta centre.

The Nitish Kumar government is raising a special battalion on the lines of the National Disaster Response Force (NDRF). It will assist the state machinery in disaster management, protect weaker sections and maintain law and order during communal riots. Also, it will fight Maoists. Some 225 home guards have already been selected in the first phase. Its total strength will be over 825 troopers. The special battalion would be ready for duty by March or April next year.

“The process is already underway for setting up the special battalion in the state,” director general-cum-commandant general of Bihar Home Guards and Fire Services Neelmani told TSI over phone from Patna. “This is not the cosmetic change of Bihar Home Guards (BHG). Their whole image is being changed. They will be better equipped and trained.” The rate of allowances to home guard volunteers have also been increased from Rs. 125 to Rs. 200 per day. West Bengal provides Rs. 250 to home guard volunteers per day.

The home guards organisation was originally raised on 6 December 1946 in accordance with the Home Guards Acts and Rules of States / Union Territories, under the Ministry of Home Affairs in Bombay and was reorganised in 1962 after the Sino-Indian war. Earlier, it existed in smaller units individually in some places.

There are around 410,000 people serving in home guards in 25 states and the union territories against the total 5,73,793 sanctioned strength. It doesn’t exist in Arunachal Pradesh and Kerala as its duties are performed by other organisations. In Bihar, the home guard was established on 11 December 1947. Bihar has ordered to recruit around 11,OOO new personnels in BHG as the sanctioned strength of BHG is 54,612. The whole exercise for a complete makeover of the BHG has been taken after 17 years. According to Neelmani, a proposal was submitted to increase the number of home guards from 54,612 to 84,975. Security experts say that this will help Bihar fight Maoist menace.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 11, 2010

Bad business today?

Expansions are on hold & value for money products are the in thing

Bon appétit in India? A year back, the answer to this question for global QSR brands would definitely be a yes. Thanks to the gastronomic Indian market, this sector has shown a whopping 35% growth till August 2008. From the beginning of 2007 till the first half of 2008, the sector has seen a mind boggling investment of Rs.1.6 billion (according to figures from Federation of Hotel & Restaurant Association of India, FHRAI). While growth rate of the pizza market in US is just 5%, India has shown a strong 20% growth.

However, all that seems to be a history now, as the prevailing economic turmoil has browbeaten the feasting dreams of the Rs.25 billion Indian QSR industry. The economic meltdown has impacted them in two ways; on one hand, there’s a stymie on real-estate development and on the other, there’s rising real estate cost. “Indeed, rising real estate cost is a deep concern,” avers Ajay Kaul, CEO, Domino’s Pizza India Ltd. No wonder then that Domino’s has slashed its growth plans from opening 65 stores in 2009 to 45.

And the same is echoed in expansion plans of other players, as the industry claims that 50% of promised projects for fiscal year 2008-09 haven’t been delivered yet. “Real estate is emerging as a big challenge...” affirms Vikram Bakshi, MD, McDonald’s India (North & West). However, Big Mac is more comfortable w.r.t. funds for expansion, as it has expanded cautiously, with just 155 stores in 27 cities while Yum! Brands (owner of Pizza Hut & KFC) has 200 outlets across 54 cities. But Yum! is now paying the price as paucity of funds & constant surge in commodity prices makes it worse.

The outcome is price hikes, which are also being adopted by domestic players like Nirula’s. During the last six months of 2008, there has been at least a 40% jump in prices of various products and consequent decline in footfalls by around 20% in the first two months of 2009 (a Technopak estimate). As pundits point out, only ‘value for money’ products are recession proof; no wonder that McDonald’s has been able to grow at 20%, irrespective of slowdown. Even Yum! Brands is planning to introduce its ‘easy on the pocket’ brand Taco-Bel in India. Domino’s has launched a Rs.35 pizza, which, as per Kaul, is doing phenomenally well for the company. Indeed, when input costs are going out of hand, companies have to use the concept of price discrimination to the fullest, wherein they maintain their portfolio of products for the premium audience, but take out more such special products to attract the value buyers. Therefore, this trend is expected to continue till market prospects improve.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, March 10, 2010

The dark side of a bright idea...

NREGA is at fault but not for the reasons stated by World Bank...

Recently in its ‘World Development Report 2009, World Bank has described the much hyped UPA’s flagship program NREGA as a social barrier. According to the report, since NREGA is confined to rural areas and promises 100 days of employment, it in turn forces the unemployed rural crowd to remain in their villages and await their turn. This eventually reduces the rural migration, which (according to the report) is very important to uplift people from poverty. Now this is where lies the fallacy of World Bank Report. One of the most important reasons for the existence of the slums in India’s urban centres is the huge influx of rural people that happen in all these places all the time. For a country as big as India, it has too few big cities. And in the absence of any vibrant economic activity or infrastructure in most parts of rural India, people over there have no option but to migrate. Yet there is a limit on how much India’s cities can withstand the pressure of the influx. Thus, it becomes important that the right kind of economic activity is created in rural India. And for that to happen it’s crucial to create infrastructure in rural India and to empower the villagers with the right kind of education and health facilities. What actually is being done with NREGA is nothing but the creation of disguise unemployment as there are several restrictions on the use of machines and raw materials in the works done under NREGA. The objective seems not to create social assets like schools and hospitals with local labour or impart skill sets to make them employable but just to keep them engaged with labour work which would never benefit rural India in the long run. This is where NREGA is at fault and not the way as World Bank states. More migration would mean more slums. It would only make those happy who otherwise control organisations like the World Bank and make films like Slumdog Millionaire.

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Saturday, March 06, 2010

Being the pioneer in stem cell banking in India, LifeCell does have a head start.

Sujay Shetty, Associate Partner, PwC, points out that much more scientific evidence is still needed on the effectiveness of stem cell treatment. As Obama has lifted the ban on embryonic stem cell research, progress is expected in this area in the US and so is the probability for greater partnership. But in India, there are only guidelines so far related to stem cell research, therapy and banking provided by the Indian Council of Medical Research (ICMR) and the Department of Biotechnology (DBT). ICMR states in its guidelines that “there is no approved indication for stem cell therapy as a part of routine medical practice, other than bone marrow transplantation (BMT). Accordingly all stem cell therapy other than BMT (for accepted indications) shall be treated as experimental.” A strong regulatory mechanism is needed for approvals for other stem cell treatment products into the market as and when their efficacy is proven. There has to be a greater impetus from the government to ensure that the storage of stem cells is done in a proper manner and more awareness is created among the people with respect to stem cell banking. Regulation is also needed to take care of sham medical practices that have begun in the name of stem cell treatment. Unless these issues are addressed, companies like LifeCell will be unable to take stem cell treatment to the masses of India.

SCRATCHING THE TIP

B&E: How has the Indian market shaped up so far?


MA: The market has started responding positively in the past 5 years especially with advancing research in stem cells and more success stories of stem cell therapy. However we have only penetrated a small layer of the surface since the potential is extremely large and deep.

B&E: Scaling up is a major problem in this industry in India. How are you planning the same?

MA: We commenced operations with a B2B approach of being present in hospitals and reaching out to potential customers through doctors (gynaecologists). However with increasing public awareness we have now made inroads in making the concept as direct to consumer service through a B2C approach. In addition we have also expanded our network to over 60 centres in India & abroad.

B&E: What is your standing on R&D, considering its criticality in this industry? And what are the challenges?

MA: LifeCell invests about 3% of annual revenue into R&D and we could come out with two products soon. The primitive regulatory framework is challenging as it makes product development cycles too long & expensive. Further the sector was long ignored by major firms due to ethical considerations, but with those being removed rapid development is expected.

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 05, 2010

Brand-a-Thon TATA!

After being branded for long as a quiet player, tata teleservices’ new flanking strategy has made much news. so far, so good; will the future be brighter? tsi's surbhi chawla does a reality check

It’s being called the DOCOMO effect! Well, you must have heard the DOCOMO jingle by now. You must have also heard about the benefits from the pay-per-second mobile plan from your peers. What you must not have heard of is that this clearly consumer friendly and radically progressive pay-per-second is primarily being held responsible by analysts for ensuring that some other telecom players suffer a significant fall in their toplines, bottomlines and share prices! It is said that it was Tata Telservices Ltd’s (TTSL’s) entry into the GSM arena (apart from its existing CDMA business), with the new brand christened Tata DOCOMO, that triggered-off this landslide – as this youthful and aspirational brand has started a never before seen round of per-second price war in the Indian telecom market! Clearly, TTSL isn’t caring less – in fact, they shouldn’t – for times are not proving all that bad when it comes to forging new tie-ups and implementing expansion plans.

TTSL, as is well known, has been offering its CDMA service along with the Richard Branson promoted Virgin Mobile. Therefore, the GSM entry was extremely important for TTSL. Less than a year old now, DOCOMO has already spread its wings across 15 circles in the country (out of a total of 22 circles) and has made Virgin Mobile only the third operator to offer a ‘dual technology’ package in India. More important for them therefore was on one hand the brand recall of DOCOMO (the intrepid tune being repeated regularly on channels is workings towards that) and on the other was market share – the most competitive pricing strategy was the route chosen.

On a third front, TTSL has shown its clearly innovative outlook by being the first in India to launch a cross sector promoted brand strategy, namely, ‘T24’ (with the Future Group). Though little is known about how this new partnership will function between TTSL and the Future Group, and how the consumers would stand to gain from this mix and match of retail and telecom, what has been revealed is that this new tie-up will also ride on TTSL’s GSM network and the services would first be rolled-out in south India, before it tries its luck in other zones. The grapevine has it that there are chances this T24 partnership may soon be extended to the CDMA sphere.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, March 03, 2010

Eastward ho!

As Turkey shifts its foreign policy focus towards the East, it might no longer be a pushover for the West, says Saurabh Kumar Shahi

Post-Ottoman Turkey’s dealings with the Arabs was summarised by a famous adage coined in the mid-20s—Ne Sam’in sekeri, ne Arabin yüzü. It meant “neither sweets from Damascus nor an Arab’s face.” And as it happened, in the next 90 years, neither any sweet made its way from Damascus, nor did Turkey have to join ranks with Arabs in the west Asian conflict. But things are changing. And ironically, the sweets that had left a bitter taste in mouth of the Western world indeed arrived from Damascus.

This transformation is momentous as it implies the commencement of a fresh politics, particularly in West Asia. Turkey’s foreign policy community has decided for fresh terms of engagement with both its western and eastern neighbours. While much of its new policy has alleviated conflicts and expanded economic and political collaboration, it has also shaped new fields of apprehension for the West, predominantly in the weakening association with Israel, the new-fangled tactical partnership with Syria, and the friendly dealings with Iran and Sudan. This has led to an increasing number of Western analysts asking whether Turkey will break its word on its conventional Western orientation, opting as a substitute, regional leadership and associations in the Muslim world. “The strategy is shifting at breakneck pace. If the Turks, only a decade ago, were in conflicts of varied intensity — particularly with Greece, Syria, Iraq and Armenia — today, merely the Cypriot hitch remains unsettled,” says Kerem Oktem, an expert on Turkish foreign policies at the European Studies Centre in the University of Oxford, while talking to TSI. The West is particularly rattled by its dealings with Israel. For years, Turkey has kept itself aloof from the Palestine issue partly because it did not want to get into the “bog” and partly because it never really pardoned Arabs for their “treachery” against the Ottoman empire, in collusion with Freemasons. After all, Prime Minister Recep Tayyip Erdogan has pressed some incredibly susceptible Western buttons: He has dismissed apprehensions over Iran’s civil nuclear programme, for instance, and called off a war game with Israel, holding one with Syria in its place. Turkey, Erdogan said, was merely acting, “in accordance with his people’s conscience.” His people, Erdogan assured viewers, “were rejecting Israel’s participation.” Additionally, Turkish foreign minister Ahmet Davutoglu maintained that Turkey cannot afford to be perceived as Israel’s martial associate at a point when there are literally no efforts being made for peace.

Still, the Turkish-Israeli association is shoddier now than it had been many years ago. Ankara remains annoyed that IDF invaded Gaza—just as Turkey was trying to arbitrate indirect peace negotiations between Israel and Syria. Apparently, a few days before the attack, the then Israeli Prime Minister Ehud Olmert told Erdogan that no offensive was intended. Following that, in his visit to Tehran last September, Erdogan positioned himself overtly on Iran’s part, defending its nuclear programme and maintaining his view on Israel being the key source of conflict in the area.
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Source :
IIPM Editorial, 2009


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