The Entertainment Jockey!

He's not the typical Adonis you'd be gaping at in awe or the hunk whose built and biceps you'd drool over. But Ayushmann Khurrana's dimple-marked-smile, the melody in his voice and the boy-next-door-attitude have won him a place right up there with the reigning stars as well as in the audience's hearts. With Pratishtha Malhotra, Ayushmann shares the story of his journey until now...

You've come a long way since winning roadies, being a RJ, a VJ, an anchor and now an actor. How does it feel when you look back?
It feels great. In fact, I’m glad that it is a gradual transition from one medium to the other. I don’t believe in overnight success. I’ve seen the industry as an outsider as well and it gave me a different perspective in working with people. I started as an anchor, a media person who used to take interviews and now I am giving interviews. It’s quite surreal. ‘Ive enjoyed my journey.

You did theatre before venturing into films. Tell us something about that.
Ya! I formed two theatre groups in Chandigarh; Aaghaaz and Manchtantra in D.A.V College. We started this in 2002 when I was in 1st year of college and these are the two active theatre groups in Chandigarh which are amateur, but very passionate. It is visible even today when they come to Mumbai for IIT-Mumbai or any of the fests. They are very gung-ho about theatre and are a very passionate bunch of kids and it’s good to be associated with such creative groups.

Do you think doing theatre was an advantage as we saw a very mature debutant in Vicky Donor?
I think it comes with experience. I have been doing theatre since childhood. My first play was in 5th standard where I played Shylock’s character in Merchant of Venice, a Shakespeare play. I’ve also been doing public speaking, theatre, music etc.  Besides, I was fortunate to play a Punjabi character that connected with the youth. Being a Punjabi myself really helped me. I could relate to the masses and especially to certain Dilliwalas. So I think it is a right mix of opportunity and experience that counts.

Then Nautanki Saala, again, was a film that required a lot of spontaneity and comic timing like Vicky Donor. So does this spontaneity and comic timing come naturally to you?
I think it is a natural talent, but having said that there’s a lot of effort also that is put into it. I think doing radio, TV, theatre, live anchoring is counted as experience but, yes, a natural and inborn talent for it counts too.

How was it working with Rohan Sippy?
Rohan Sippy is a very good taskmaster. Actually, he’s a hard taskmaster. In fact, we did a workshop for the film for 20 days and we were so well prepared to take the film forward.  So I think he is a great disciplinarian and it was great working with him.

So were there times on the set when you were scolded?
(Smiles) Ya, sometimes. It was the first time he was working without Abhishek Bachchan and we were newcomers in front of him. We were not really scolded but, ya, he was more like a teacher than a director.

You bagged the best singer Filmfare Award for ‘Pani da Rang’ and you had an expression of disbelief on getting it. Were you actually shocked?
You know, I was expecting the debut actor award, since that was what I got in other award shows, but the award for best singer was quite a surprise because I never aspired to be a playback singer. I would sing as a kid, but never took it seriously. When I came to Mumbai, I came to be an actor and not a singer though I enjoy music.  It is my passion but I never intended to take it up professionally. I am not a trained singer and didn’t pursue it because I always thought that I was more of an actor. So when the announcement happened at the Filmfare Awards for the best playback singer, it was unbelievable. Hence the expression!

You’ve sung two songs in Nautanki Saala too. So are there pplans of seriously considering playback singing?
I’m an actor, who also sings and fortunately my songs are doing well. ‘Saadi Gali’ is a chartbuster and ‘Tu Hi Tu’ is doing pretty well. But still, I am an actor who sings and not a singer who acts.

We’ve heard you write poetry as well…
Ya. Infact, these songs, ‘Paani Da Rang’ and ‘Saadi Gali’ were written by me. I’ll be writing songs in the future too. I like poetry and I also have a blog in Hindi. I’ve done public speaking and theatre in Hindi. My mom is MA in Hindi and my love for literature comes from there.

You act, sing, write poetry and have done journalism as well. Were you planning on stealing everyone's job?
(Laughs) Not really. Basically, I didn’t want to study theatre because I was already doing theatre, but I wanted to study something and do my post graduation. Journalism and Mass Communication was something is chose because it was connected to the media industry and it really helped me to be a better presenter of television.

Your next is a Yash Raj Film with Sonam Kapoor. Tell us something about that…
It’s a love story in the times of recession where I play a guy who is a corporate person based out of Delhi and Nupur Asthana is directing the film. I’m very excited about it. The characters are very nice. There are three characters in the film - Rishi Kapoor Sir, Sonam Kapoor and I.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

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

ExecutiveMBA

Kurt Vonnegut to Charles McCarthy

In October of 1973, Bruce Severy — a 26-year-old English teacher at Drake High School, North Dakota — decided to use Kurt Vonnegut's novel, 'Slaughterhouse-Five', as a teaching aid in his classroom. The next month, on November 7th, the head of the school board, Charles McCarthy, demanded that all 32 copies be burned in the school's furnace as a result of its "obscene language." Other books soon met with the same fate. On the 16th of November, Kurt Vonnegut sent McCarthy the following letter. He didn't receive a reply.

November 16, 1973

Dear Mr. McCarthy:  
 
I am writing to you in your capacity as chairman of the Drake School Board. I am among those American writers whose books have been destroyed in the now famous furnace of your school.

I want you to know, too, that my publisher and I have done absolutely nothing to exploit the disgusting news from Drake. We are not clapping each other on the back, crowing about all the books we will sell because of the news. We have declined to go on television, have written no fiery letters to editorial pages, have granted no lengthy interviews. We are angered and sickened and saddened. And no copies of this letter have been sent to anybody else. You now hold the only copy in your hands. It is a strictly private letter from me to the people of Drake, who have done so much to damage my reputation in the eyes of their children and then in the eyes of the world. Do you have the courage and ordinary decency to show this letter to the people, or will it, too, be consigned to the fires of your furnace?

I gather from what I read in the papers and hear on television that you imagine me, and some other writers, too, as being sort of ratlike people who enjoy making money from poisoning the minds of young people. I am in fact a large, strong person, fifty-one years old, who did a lot of farm work as a boy, who is good with tools. I have raised six children, three my own and three adopted. They have all turned out well. Two of them are farmers. I am a combat infantry veteran from World War II, and hold a Purple Heart. I have earned whatever I own by hard work. I have never been arrested or sued for anything. I am so much trusted with young people and by young people that I have served on the faculties of the University of Iowa, Harvard, and the City College of New York. Every year I receive at least a dozen invitations to be commencement speaker at colleges and high schools. My books are probably more widely used in schools than those of any other living American fiction writer.

If you were to bother to read my books, to behave as educated persons would, you would learn that they are not sexy, and do not argue in favor of wildness of any kind. They beg that people be kinder and more responsible than they often are. It is true that some of the characters speak coarsely. That is because people speak coarsely in real life. Especially soldiers and hardworking men speak coarsely, and even our most sheltered children know that. And we all know, too, that those words really don’t damage children much. They didn’t damage us when we were young. It was evil deeds and lying that hurt us.

If you and your board are now determined to show that you in fact have wisdom and maturity when you exercise your powers over the eduction of your young, then you should acknowledge that it was a rotten lesson you taught young people in a free society when you denounced and then burned books–books you hadn’t even read. You should also resolve to expose your children to all sorts of opinions and information, in order that they will be better equipped to make decisions and to survive.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

BBA Institute

One for the road! A practice discouraged

India’s ambitious highway development programme lies in a shambles. With major developers pulling out of projects and a few takers due to severe liquidity crunch, the lifeline for India’s economic development is on life support. By Parimal Peeyush

That highways is the lifeline of a developing country is common sense. These roads not only provide the most cost-effective mode of transport, but connect capitals, ports and places of strategic importance and are crucial for trade and commerce. Any government with the basic desire to fuel economic growth would put in place an efficient network of roads on its list of top priorities.

The India story under the ruling UPA II however reads different. Considered to be the most important sector of India’s infrastructure after power, the highways sector lies in absolute shambles. Against its ambitious target of awarding 9,500 km of road length of projects during FY2012-13, the government, through the National Highway Authority of India (NHAI), had managed only 837 km until January 2013.

Earlier this year, two major developers – GMR Highways (a subsidiary of GMR Infra), and GVK Power & Infrastructure pulled the plug on two high-profile road projects collectively worth more than Rs.100 billion. The two projects included GMR’s Rs.77 billion Kishangarh-Udaipur-Ahmedabad project and GVK’s Rs.30 billion Shivpuri-Dewas project in Madhya Pradesh. The exits, as per official statements released by the companies, was fuelled by delays in getting mandatory environmental and forest clearances and issues in land acquisitions. Several other firms who had won contracts with the NHAI for highway development too are either struggling for want of bank loans or are stuck in contractual disputes.

Last year, the NHAI had drawn some serious flak from the Comptroller & Auditor General (CAG) for a potential loss of Rs.8.74 billion on account of delays in completion of projects that were meant to connect major ports through highways. The authority also incurred a revenue loss of over Rs.1.27 billion on account of delays in setting up Special Purpose Vehicles (SPVs), the report said, adding that while five of the Rs.31.57 billion projects were incomplete, four saw delays of up to 53 months. “Potential loss of toll revenue, due to delay in completion of PRC projects, worked out to Rs.8.74 billion,” the CAG said in its report tabled in Parliament.

“Investment in road sector has collapsed in FY2012-13, with scant interest in new projects, large delays and poor execution in existing projects,” RBI too said in its macroeconomic review for Q4, 2012. As per the central bank, almost half of the 563 central government infrastructure projects of Rs.1.50 billion and above were facing delays, with a majority of the projects in power and roads sectors. As a result, banks have also become extremely wary and developers are finding it extremely difficult to secure bank loans, which are essential for financing such big-ticket projects.

NHAI Chairman R. P. Singh, however, contests the fact that delays in clearances and disputes have forced developers to quit. “Basically, in our view, as to why they are walking out of these two projects is the change in economic scenario and escalation of cost,” Singh said, while adding that arranging huge private equity is a major problem. As per RBI, the GVK project requires an equity of Rs.15 billion, while that of GMR requires Rs.20 billion. Clearly, the companies have found it impossible to raise the required funds. Singh added that NHAI sympathises with the two major players but was not ready to accept the reasons for termination of contracts as the same are “not tenable”. No stranger to being at the receiving end for project delays, Environment Minister Jayanthi Natarajan denied allegations that delays in getting a green nod is holding up road projects and said there was no delay “even for a day” in granting clearances. Sources, however, inform the magazine that about 20 highway projects are awaiting clearance from the Ministry of Environment & Forests.

“The road construction sector has reached a certain level of maturity. But it faces challenges... Hence, the government has decided to constitute a regulatory authority for the road sector,” said Finance Minister P. Chidambaram in his recent budget speech. The FM further stated that bottlenecks stalling road projects have been addressed and 3,000 km of road projects in Gujarat, MP, Maharashtra, Rajasthan and UP will be awarded in the first six months of FY2013-14. While the FM expects Rs.55,000 billion investment in infrastructure during the 12th Five-Year plan, and 47% of it from the private sector, companies are not as confident. Reason being that many infrastructure investments are stuck at various stages of approvals due to regulatory hurdles.

On its part, the Ministry of Road Transport and Highways (MoRTH) has finalised a proposal for awarding projects under a modified engineering procurement and construction (EPC) mode. “To overcome the economic slowdown in this sector, MoRTH has finalised a proposal for awarding projects under new modified turnkey EPC mode under 100% government funding in cases where there are no takers under BOT (toll) mode,” said the Economic Survey 2012-13, tabled in Parliament. This mode of delivery will also take care of cost and time overruns and the ministry has pinned all its hopes on the EPC mode. Under the EPC model, the government spends the entire money required to build roads so as to attract builders who are shying away from highways projects for want of funds. The Survey also suggests easing exit norms for developers. Detailing steps to boost the sector, it said the NHAI Board has approved formation of an expert settlement advisory committee for one-time settlement of old cases pending in courts.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

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

ExecutiveMBA

So what ails the Yamuna?

And why is NRCD not being pulled up immediately?

For those who may not know, NRCD stands for the National River Conservation Directorate. Perhaps the hidden nature of the directorate is more deliberate than by chance, as in all the brouhaha surrounding the recent furore on the increasing pollution in Yamuna, there was not even a ghost of a mention of NRCD, a body which technically should be the one being pulled up for destroying – through the lack of sustained action plans – whatever was left of the Yamuna. More amusing is the fact that NRCD, which is supposedly heading the Yamuna Action Plan, comes under Ministry of Environment and Forests rather than the Ministry of Water Sources.

It was the Supreme Court which first ordered a scrutiny on the pollution levels of the river 19 years ago and directed the Yamuna Action Plan in1993. However, reports by prominent agencies (Center for Science and Environment, MIT and others) including the recent SC reviews, reveal that the river remains as dead and polluted as usual in spite of the last two decades' effort and massive investments of Rs.6,500 crore to clean the river.

Inadequate capacity of sewage treatment, inefficiency of fund utilisation and delayed project implementation worsened the condition severally. A report submitted to the SC by an inspection team highlighted that “Delhi's 17 Sewage Treatment Plants (STPs) have a capacity of 2,460 MGD against a utilization of 1,558 MGD” where the city generates sewage around 3,800 MGD. In the same line, the Delhi Jal Board’s inceptor sewers project (to treat sewage before it flows into major drains) became a major failure as it was just able to spend only Rs.51 crore of the Rs.1,963 crore allocated. Sadly, apart from the inceptor scheme, the whole budget to restore Yamuna has simply gone down the drain since 1993. Over time, Uttar Pradesh, Haryana and Delhi have spent around Rs.2,052 crore, Rs.2,084 and Rs.2,394 crore respectively. The YAP First Phase had to be accomplished by 2000 but was delayed by three years. And the proposed inceptor project would be completed by 2014 instead of 2012.

So who should be pulled up? The IIPM Think Tank has regularly argued that randomly hitting whichever departmental spokesperson walks into the court is no solution. The NRCD should be necessarily broken down into sister organisations, with one organisation heading the management of each river of national importance.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

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

ExecutiveMBA

Book Review : Seven Deadly Sins

From hero to zero

Somewhere in the middle of this 430- page exposé of Lance Armstrong, journalist David Walsh recounts the story of his son, John, who died when he was all of twelve. Never afraid of asking questions and never holding anything so sacrosanct as to believe in it unquestionably, John once had a tiff with his teacher at his school. In the Bible class, where the nativity story was being recounted, his teacher insisted how Joseph and Mary lived a modest life. Confused and intrigued in equal parts, Walsh’s son shot back, “If they were so poor, what did they do with the gold they were given by the three wise men?” Heartbreaking as it might sound in retrospect, it tells us something about the Walsh family.

The Lance Armstrong saga can safely be adjudged as the biggest saga of triumph and eventual downfall in the history of sports in living memory. The story of a cyclist who fought and recovered from testicular cancer and went on to win a record seven Tour de France titles, and then followed it with a bestseller biography and a behemoth of a charitable organisation, appeared too good to be true to many. However, it needed immense courage to delve deeper. And one person who did that, David Walsh, the Irishman who works as the Sunday Times’ chief sports writer, found out that the going was tough. “He’s not the messiah, he’s a very naughty boy,” he had commented in his measured understatement. In unearthing the truth, he did one heck of a job. And, Seven Deadly Sins: My Pursuit Of Lance Armstrong is the product of that perseverance.

Completed a couple of months after the release of USADA’s ‘reasoned decision’ document that accused, with solid evidence, that Armstrong was the ringleader of “the most sophisticated, professionalised and successful doping program that sport has ever seen”, the book traces Walsh’s rather elongated and difficult pursuit to unearth what many say was the single biggest cover-up in the history of cycling.

Readers will benefit to know that this is not Walsh’s first book on this topic. It is his third. He has penned L.A. Confidential: The Secrets of Lance Armstrong and From Lance to Landis: Inside the American Doping Controversy at the Tour de France, both dealing with the same issue. However, it has not been easy to pursue this case. Because of stringent libel laws in the UK, the books attracted an unusual amount of litigation, a few leading to subpoena as well.

The book describes the troublesome period, including how it all started. Walsh admits that he was kind of soft in his early career, especially when he started covering Tour de France in 1982, partly because he loved the sport and partly because he loved the sportsmen, his compatriots, Sean Kelly and Stephen Roche. And since he was writing the biography of Sean Kelly, he chose to under-report the clear evidence of doping on Kelly’s part. Similarly, he was mighty impressed by Armstrong during his early stint and confessed that he wanted to like him.  “He had something inside that made him unlike any other young sportsman I had met. Radioactivity,” he writes.

However, something changed after the Michelle Smith controversy during Atlanta Olympics. When the ace swimmer was caught tampering with her urine sample after a splendid performance, Walsh and other journalists started to see performances more cynically. By the end of the decade, that cynicism grew into scepticism and the first sportsperson that caught his radar was Armstrong.

He was the first to report that Armstrong had worked with tainted Dr Ferrari. The report set the world against him. He was called names and variously referred by Armstrong, his entourage as well as the fraternity as a “fucking little troll” and “the worst journalist in the world”.

It was around this time that brought names like Paul Kimmage, Betsy Andreu, Greg LeMond, Pierre Ballester and Emma O’Reilly to the forefront and started building evidence against Armstrong.

Though at times it might appear vindictive, the book is a great work of investigative journalism that tested the limits of the writer’s credibility, conviction and more importantly perseverance. It is not without it flaws though. The later chapters appear to have been completed in haste.  Also, while much of the book is based on painstakingly gathered primary evidence, the last section is dependent mostly on secondary sources.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

BBA Institute

B & E This Month

Dell: stake sell
Will going private revive the PC maker’s fortunes?

Round Rock, Texas-based Dell Inc., the third-largest PC maker globally, is discussing the possibility of a potential buyout with private equity firms. Top private equity firms such as TPG Capital and Silver Lake are reportedly discussing the deal with Michael Dell, the chief executive and founder of the company who owns about 15% stake in Dell. For several years now the computer maker has been losing value and market share and has been struggling to regain its position in the PC market. The personal computer business remains Dell’s bread and butter, bringing in 70% of revenues. But as tablets, smartphones and other mobile devices have eaten away at PC sales, shares of the firm have struggled. Over the last five years, Dell’s shares have fallen by 43%, sinking into the single digits by the end of 2012.

To revive growth and cope with competition Michael Dell, who retook the CEO position in 2007, has been considering taking the company private. Dell’s enterprise value of $19.1 billion is 4.4 times earnings before interest, taxes, depreciation and amortization for the last 12 months, according to Bloomberg. That’s a lower valuation than every computer-hardware maker larger than $1 billion, except Hewlett-Packard Co, which has a multiple of 3.5, the data show. But Dell’s net cash balance of $5.15 billion provides some downside buffer as it produces opportunity for a leveraged buyout under the right conditions.

The buyout, if and when it takes place, could actually be one of the largest deals in the technology space since 2007, when KKR & Co bought First Data Corp for more than $25 billion. A buyout can be good for a company even it means investors aren’t able to trade its stocks. Entering into private ownership could amount to more maneuverability for Dell as it tries to stay afloat in a terrain full of pitfalls for PC makers.

Rio Tinto: CEO EXIT

Bad bets force head honcho to quit

In the latest string of exits forced upon leaders of the world’s biggest mining companies, Tom Albanese, the CEO of the London-based minerals explorer Rio Tinto has been replaced by the company’s iron ore boss Sam Walsh. Albanese resigned over a $14bn writedown involving two of his most significant acquisitions, Mozambican coal mining and the Alcan aluminium group. The bulk of the writedown, between $10 billion and $11 billion, relates to aluminum assets acquired in 2007, while the remaining $3 billion is for Mozambique coal operations acquired only two years ago. Albanese has admitted ‘accountability’ for the loss of assets following the bad deals. Prices for metals and their ingredients have fallen sharply over the past several years with the sharp tempering of demand for mineral resources in China, Prices for coking coal have dropped 43% since 2011, when Rio Tinto made its Mozambique move. Aluminum prices have dropped 22% since 2007. At least 20 mining CEOs have stepped down in the past year under pressure from investors and boards, who blame the executives for costly mining projects that were conceived during the commodities boom.

Read more......

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

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

INTERNATIONAL CORPORATION: GENERAL MOTORS

When GM went broke four years ago, not many gave it a chance to come back from rehab. Those Cassandras are now eating their words as the lumbering giant strikes back with a vengeance.

But despite making the most of the opportunities in the past year, the real test of GM’s ability will be to consolidate and expand its market share without diluting its profitability. Already, Toyota has come out with its sales forecast of 8.48 million units for the current year, Volkswagen is pulling out all the stops to top the industry league tables by 2018 and Ford is on track taking its One Ford strategy to the next phase that might give it a fair shot at becoming market leader. In other words, GM is up against the most competitive automobile market in its history and its ability to continue delivering stellar results is bound to come under increasing strain. “GM has to push harder to get ahead of the curve to compete head to head with other companies in all market segments globally,” says Laurie Harbour, President, Harbour Results, an industry analyst.

But after clawing its way to the top the hard way, GM is not likely to give ground either. The company made $8 billion in profits last year (a record high!). In fact, it is planning to raise its profit margins from 6% last year to 10% this year (on par with its best-in-class rivals such as Hyundai and BMW). It is expected that this move will help GM to post $10 billion in profits in the current year. However, one irritant is its share price, which even after such a bullish forecast, is still hovering around the $25 mark. For the investors to recover all their money, GM’s share price should reach $53 (which is still a distant dream for the company). Another nettlesome issue is GM’s European business, which continues to haemorrhage copius red ink. The carmaker took a hit of $580 million in losses in the first nine months of 2011, and fourth-quarter results, whose announcement was being awaited when this story went into print, were expected to come in even worse.

Despite the odds, GM will continue to be the market leader this year as well. Toyota’s 8.48 million units sales forecast for this year will just be good enough to make it second best. But although GM sales are growing globally, the company will need to focus beyond sales numbers to improving its overall financial health. To avoid any kind of financial let-down in future, GM needs to beef up its profitability and pump more growth in the markets it operates in. To its credit it has been making serious efforts to amplify its product range with fresh line-ups and models. Last year it turned out new small cars and mainstream SUVs. Now GM is focusing on strengthening its roster of higher-profit, luxury models for its Buick and Cadillac divisions.

With sales on a rebound and with new products to offer, GM can look forward to keeping its competitive metabolism cranked up.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

Now, a super body to fast track projects!

Will the government’s plan to set up a National Investment Board to act as a single clearing window for large projects serve its purpose or will it be another bureaucratic exercise in futility?

An ambitious new plan by the Indian government to cut red tape and speed up decision-making on big ticket infrastructure projects has triggered apprehensions in certain quarters, and not without justification. First mooted by Finance Minister P. Chidambaram, the plan calls for setting up a National Investment Board (NIB) to fix chronic delays in implementing key infrastructure projects.

There are projects worth over Rs.7 trillion, in sectors such as roads, power, ports, airports, railways etc, which are currently stuck due to problems in getting approvals from different ministries. According to to the Centre for Monitoring the India Economy (CMIE), projects worth Rs.1.8 trillion were shelved during the April-August 2012 period alone, mainly because of problems related to land acquisition, environmental clearances and lack of fuel and mineral linkages.

To stimulate the economy and expedite mega projects worth Rs.10 billion and more, the government wants to set up the NIB, which would be headed by the Prime Minister. Once the NIB greenlights a project, no ministry will have the power to overrule its decision. The Finance Ministry expects that a decision on setting up the NIB will be taken soon.

Post-1991, there have been repeated calls from the industry to set up a body that simplifies the procedure for starting a project. For the last 10 years, there have been four models that have come up for deliberations. The first was a Fast-tracking Board under the Cabinet Secretary. The second was an infrastructure ministry; third, a Foreign Investment Promotion Board (FIPB)-like structure. And, the fourth a high-powered institution like the National Development Council (NDC) where even chief ministers could be involved with clearances and permissions. While all these models had their pros and cons, the government’s choice in setting up the NIB reflects a combination of a Fast-tracking Board and the FIPB.

Industry bodies have welcomed the idea. “It is possible to have such a mechanism as envisioned in the NIB without violating any existing Act or rule as the intention is to speed up the decision-making process and not bypass any law,” says FICCI President R.V. Kanoria, adding that many investments in infrastructure projects just remain on paper because investors ultimately get frustrated with the delays and abandon their plans.

But the NIB proposal is being strongly opposed by the Environment Minister Jayanti Natarajan. In a letter to the PM, Natarajan said she found the proposal ‘disturbing’ and in conflict with the goals of her ministry. “Often, hard decisions have to be taken to balance the imperatives of development with the crucial need to preserve the environment. In this context it would be utterly against the spirit of the Environment Protection Act to allow an investment board, or the finance ministry, to overrule or decide upon environmental concerns,” Natarajan observed. The Tribal Affairs ministry and various NGOs are also opposing the move to set up the NIB.

But the significance of a body like the NIB can be appreciated in the context of the tangled web of permissions required for a project. Sample this: There are over 65 clearances that are required for a thermal power project at the federal, state and local levels. There are 17 ministries at the central level that directly or indirectly look after infrastructure projects. With three more central institutions involved with clearances – Planning Commission, the finance ministry and the Prime Minister’s Office (PMO) – we have 20 clearance gateways in New Delhi. Then, there are 29 states. Each of them mirror many of these ministries as state-level departments. Some clearances are at the state capital level and some at the local levels. This is the maze that the NIB will have to negotiate.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

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

ExecutiveMBA

China’s trial of the century

Bo Xilai and Gu Kailai affair may only be a prologue, because the only clear truth to emerge from it is that the Party leadership is fractured

The trial, conviction, and suspended death sentence of Gu Kailai, the wife of purged Chinese leader Bo Xilai, has called into question not only China’s legal system, but the very unity of the Communist Party leadership.

Let us begin with the many questions raised at the trial. For starters, Gu claimed that she killed the British businessman Neil Heywood only to protect her son. But, given Gu’s power as Bo’s wife, she could have had someone like Heywood jailed or expelled from China at the snap of her fingers. No need for cyanide. Still, she not only admitted her guilt, but seemed to embrace it as a sort of historical necessity. “In order to uphold the sanctity of the law,” she told the court, “I am willing to accept and calmly face whatever judgment I am given, and I also expect a fair and just judgment.” Not since Stalin’s show trials of the 1930’s has a defendant so effusively praised a judge who seemed bound to condemn her at a trial where no witness or evidence against her was presented. The bitter irony of Gu’s high-speed trial is that she was a true believer in China’s legal system.

Indeed, Gu was an avatar of the Maoist form of legality that China has maintained long after Mao’s death. Having failed the entrance examination to Peking University, Gu was nonetheless granted an exception and admitted to read law soon after the Communist Party restored the law departments. Prior to that, she sold pork in a Beijing market, where she earned the nicknamed, “Yi dao zhun,” meaning that she could hack off a desired slice of meat with one blow.

Gu was one of the first lawyers to receive her license. But, with the Tiananmen Square incident of 1989, the authorities clamped down on the profession’s autonomy. The Party reasserted control over every aspect of justice through a core department: the Communist Party Central Committee’s Political and Legal Affairs Committee (PLAC). This totalitarian organ has no known address, yet it manages China’s police, prosecutors, courts, and justice ministry, and appoints their leadership. All lawyers fall under its remit. Most important, all local PLAC secretaries simultaneously lead the local public-security bureau. Small wonder, then, that the artist Ai Weiwei could be detained in secret, Liu Xiaobo could be sentenced to 11 years in prison for starting a petition, and Li Wangya could “commit suicide” while in custody. But even this monolithic system of control is porous. Had Wang Lijun, the former Chongqing police commissioner and close ally of Bo Xilai, not feared for his life and fled to the United States’ consulate in Chengdu, Gu would still be helping Bo to rule the city.

Wang is no saint. Before he became Bo’s police commissioner, he was the director of the Field Psychology Research Center, where the condemned were executed and their live organs removed. Wang’s paper, “A Study of Organ and Receptor Transplantation after Execution by Injection,” earned him the Guanghua Innovation Contribution Award. In the paper, he credits “our achievements” to the “thousands of transplantations.” Given his familiarity with the brutality of the Chinese system, Wang no doubt understood that, after falling out with Gu and Bo, the US consulate might be the only place he could find safety. After all, when it came to the public-security organs, the courts, and the prison system, Gu always had the final say. She acted as her husband’s adviser for cracking down on crime and corruption, and was responsible for sending two people – including the PLAC secretary in Wushan County – to prison.

In fact, a few days after killing Heywood, Gu donned a major general’s uniform (which could have belonged to her father, General Gu Jingsheng), convened police officers in Chongqing, and falsely claimed that she had received a secret order from the Ministry of Public Security to protect Wang’s personal safety. The uniform, perhaps, was intended to intimidate the Chongqing police.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

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

National

RBI: interest rate cuts
Apex bank leaves India Inc. disappointed
Seems that the stalled growth engine of India Inc. will have to wait for some time more before it gets some further rev ups. In its latest review of monetary policy, the RBI decided to keep benchmark interest rates and cash reserve ratios unchanged, leaving many market participants and analysts crestfallen as they were hoping for further cut in policy rates. On the contrary, the central bank warned that reducing key policy rates at this juncture could accelerate inflation rather than spur growth. This stand of RBI is in divergence with its earlier stated policy of bringing down the interest rate if core inflation is below 5% (core inflation was hovering around 4.9% at the time of the announcement.) Currently, repo rate (the rate at which RBI lends funds to other banks) and cash reserve ratio are at 8% and 4.75% respectively. However, RBI has increased the limit of export credit refinance from 15% of outstanding export credit of banks to 50%, which will potentially release an additional liquidity of over Rs.300 billion, equivalent to about 50 basis points reduction in the CRR. But RBI’s stance is going to baffle foreign investors no end. After a span of two years, even China has now started to reduce its interest rates in an attempt to boost the economy. Brazil, another member of the BRICS club, has also been cutting its key policy rates for quite some time. Even a recent report of rating agency Moody’s has said that India could turn out to be the weakest amongst all BRICS countries.

Oil: high diesel demand
Private refiners make hay
Due to the huge difference in the prices of diesel and petrol, the demand for diesel in the country has shot up. So much so that demand outstrips supply by a wide margin. Demand for diesel has skyrocketed and exceeds supply because of petrol prices, which is 70% costlier than diesel. As a result, PSU oil refiners have been forced to buy diesel from Reliance Industries Ltd and Essar Oil. State run oil firms like Hindustan Petroleum, Indian Oil and Bharat Petroleum are buying nearly 15 million tonnes of diesel per year from the two private refiners. Essar Oil operates 1,391 operational outlets, including 249 under construction. Reliance has about 700 operating outlets. The private refiners are able to charge diesel at international prices from the PSU refiners leading to huge windfall gains for the former. On the contrary, state firms are suffering a revenue loss of Rs.10.20 per litre of diesel they sell in the retail market. IOC, India’s biggest oil refiner with a capacity to process 66 MT crude oil, annually bought about 42% diesel from other domestic refiners in the first two months of the current financial year. The company produced 4,485.4 thousand metric tonne diesel in first two months of the current financial year against a sale of 6,371.2 TMT in the same period. According to oil ministry’s data keeper, Petroleum Planning and Analysis Cell, while petroleum consumption recorded monthly growth at 0.2% in April (lowest in the last one-and-half years), about 47% of total consumption in that month was of diesel. “This is one strong indicator of dieselisation of the economy due to price distortion among competing fuels,” PPAC said in its latest report. Diesel rates in the country are frozen since June 2011. It is sold at Rs.41.29 a litre in Delhi while petrol costs Rs.70.24 a litre in the metro.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

Meet the enemy of the internet – Facebook!

We all know Facebook as the dorm room idea that popped out of no where and changed the world. And recently bombed at the bourses. But then, there’s also the counter argument...

Before I explain how, let me first give you a quick background about why Facebook is in a position to threaten the internet.
 The story behind the network
Till about the rise of online media as a means to access news, print, radio and television were the only options. But soon, Google came along and mainstream media was no longer the only gatekeeper of news, It was a great way to express oneself and anyone was free to post anything anywhere on the internet, My blog is an example of the same. Most of the online content was relevantly available through search giant Google. With the rise of social networks, the concept of sharing came into prominence. Twitter and Facebook bring news straight into our News Feeds and we do not have to go anywhere else searching for news.

If it is not shared on Facebook it does not exist! While Twitter still remains a niche network with a small percentage of active users who make all the noise, the dominance of Facebook has been so overwhelming that almost everyone we directly know is a member there, and quite active too. Apart from this, we have celebrities and brands who keep long for us to ‘LIKE’ their pages on Facebook at the expense of their own official websites. Facebook pages are far more attractive to them because that is where all the people are. In due course of time Facebook has become not just another website but the Internet for many

This places Facebook in a position of great power. As such, we expect Facebook to act with maturity as people depend on it to bring them the news. Instead, it is slowly turning out to be a very smart villain and with the IPO money, things can get really bad. Therefore, the focus of this piece is on Facebook, on how it treats ‘The Internet’ as its arch enemy, and why we should be concerned about it. When I say ‘The Internet’ I mean the internet that exists outside the walls of Facebook.

But isn’t it nice to use Facebook to access content from all across the web, shared by our friends and pages that we like, all in one News Feed? Why should we be bothered about the rest of the internet? Here’s why. Facebook hides more stuff than it shows! At any given time, the News Feed shows only a small percentage of all content that is shared by our friends and Pages that we like. If we try and change the settings to show Most Recent posts, we might find few more updates, but still, a huge percentage of updates are hidden from us. That also means, whenever we post status updates, they reach only a small percentage of our friends. Facebook itself has said that the reach is around 12% to 16% of total friends. Beat that, more than 84% of our friends don’t even see what we are sharing or talking about even when we are online at the same time! Isn’t this a violation of our fundamental right to speech? Shouldn’t we be deciding whose updates we need to see in our news feeds and shouldn’t our voice be heard by our friends?

Facebook says that it does it to control noise in the News Feed. Too many updates can inundate the users feed, so Facebook devised an ultra sophisticated mechanism that reads our minds (It always asks “What’s on your mind”, so that it knows) and shows us what it thinks is appropriate and relevant to us.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

Intel inside, arm outside!

When Intel Chief Paul Otellini announced that his company had secured the commitment of Lenovo and Motorola Mobility to put ‘Intel Inside’, it was considered as a significant development in the computing world. But the launch of Intel’s first processor in Lava’s XOLO X900 instead was a bit of a dampener. B&E looks into Intel’s strategy and attempts to dig out the chip maker’s odds of succeeding in the smartphone segment

The funny thing about most great corporations is the fact that they are great only for a limited period of time. The greatness stays around for one generation and might even extend to two generations. But the moment they begin taking market forces and technological change for granted – they lose their cutting edge and eventually their greatness. This is the very reason why Microsoft – a company once referred to as the 1000 pound gorilla of the computing industry – doesn’t quite ring that loud a bell today.

The time when powerful – and cash rich – companies could afford to ignore external forces is long over. So when the Santa Clara based semiconductor giant Intel announced that Lenovo and Motorola will have ‘Intel Inside’ their smartphones at the Consumer Electronics Show in January this year, the news made headlines but was hardly surprising. It was about time that Intel made a move into the smartphone market, dominated by chips using designs from ARM of Cambridge.

Consider a few statistics. According to data complied by research firm IDC, 491 million (almost half a billion) smartphones were activated in 2011 – a 61.3% increase over 2010. Samsung, Apple, Nokia, RIM and HTC shipped 94 million, 93.2 million, 77.3 million, 51.1 million and 43.5 million units respectively. The remaining 132.3 million smartphones were sold by players like Sony, LG, et al. How many of these carried an Intel processor? Not even one! Although Intel remains the undisputed supplier to PC manufacturers globally, this market grew by a mere 1.8% last year.

Under these circumstances, the chip major’s interest in smartphones was palpable. And then came the big dampener in the form of Lava’s XOLO X900 powered by an Intel Atom Z2460. At a time when investors and analysts were expecting an Intel equipped Motorola or Lenovo handset, Intel chose to debut in the smartphone category with a lesser known Indian brand. The Intel powered Lava smartphone is impressive no doubt. Even if the processor is not a dual core or a quad core, Intel’s 1.6 GHz CPU with Hyper Threading allows for an exceptional multitasking experience while promising a battery life comparable to competing smartphones. But here’s the catch. It’s priced at Rs.22,000. No matter how well packaged the smartphone is, Indian consumers will hesitate to invest that kind of money when they have an option to go for a Samsung, HTC or Nokia smartphone. The association with Lava therefore appears to be nothing more than a pilot test for the Atom Z2460. That the stock market did not react to the development (Intel’s share price in fact fell by a few percentage points) indicates that investors did not see this launch as a major breakthrough for the chip major.

So, despite extensive expertise in developing processors, why is Intel having such a hard time replicating it’s PC success with smartphones? The answer lies in the architecture. While you have an entire motherboard on a PC which can accommodate everything from Graphic Processing Units (GPUs) to peripherals, all these have to be put on to a single chip (SoC – System-on-a-Chip) in a smartphone. The technology to make this integration possible has been developed by ARM Holdings – a British multinational with revenues of roughly $772 million – which licences it to ecosystem partners like Qualcomm, NVIDIA, Samsung and Texas Instruments.

Read more......

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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

“True entrepreneurs don’t start rich”

Stephan Gary Wozniak, Co-founder of Apple Inc., in an exclusive interview with B&E talks about the notable traits of successful entrepreneurs, and how he rates the late Steve Jobs as an entrepreneur-leader

B&E: How do you define “entrepreneurship”, since you were key to creating Apple as a company, and what prime qualities should an entrepreneur possess?
Steve Wozniak (SW): I don’t have a good definition of entrepreneur. I’d go with the popular opinion. It’s usually a young person but could be an older person who is young at heart. It’s a person who wants to start a company and get going on his or her life toward making a lot of money.

B&E: How critical is passion as a success factor for an entrepreneur to succeed?
SW: Some entrepreneurs are motivated by passion to do a particular thing. Others just want any opportunity to have a business of their own. They all want to, at least partly, escape from working for others on this project. Usually entrepreneurship involves creation and engineering. Bright engineers get ideas and become entrepreneurs to bring them to fruit. Often an engineer or scientist creates some sort of working model in their home or garage first.

B&E: And what do you have to say about young graduates who make a mark in the world of entrepreneurship?
SW: These days many graduate from college with entrepreneurship training and they look for ideas or come up with ideas with little or no understanding of what it will take or if it’s possible. They assume that once they get funding for an idea on paper they can find engineering as a resource anywhere in the world. This is the business graduate. The best is when both disciplines, engineering (science) and business, are in the same person.

B&E: How would you rate the late Steve Jobs as an entrepreneur and what were his top qualities (and weakness, if at all) as an entrepreneur and a leader?
SW: Steve was one of the greatest. He didn’t do the engineering but he understood it better than pure business types. He always recognised the importance of it and hired the greatest engineers. I was his key in the early days but he did not make a mistake. In later times it was clear that he understood the importance of all the departments of a large company and insisted on hiring some of the best people in the world in every one of these departments.

B&E: So you say that for Steve Jobs, being around engineers helped him emerge as a successful CEO-leader?
SW: When Steve was young he had a huge spirit to form a company as a way to bring his great ideas to the world. He thought fast and had ideas about everything and he was very outgoing about it. He was around a lot of engineers and knew when gold had struck, with the Apple II.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

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

B&E Annual CEO Report 2012-13 results*

Why CEOs do what they do

Methodology

In 2011, NYSE Euronext commissioned the NYSE Euronext CEO Report, the seventh annual CEO survey. The survey ascertained expectations of respondents on various business and economic conditions. 317 NYSE CEOs, 119 emerging CEOs of US non-public companies, 205 MBA students were covered in the research report.

Based on the NYSE Euronext CEO Report, the Indian Council for Market Research (ICMR) with research support from the IIPM Think Tank conducted a nation-wide survey amongst CEOs and top managers for both listed and unlisted/emerging companies from India Inc., apart from MBA students. Responses were taken via face to face/telephonic/e-mail interactions, and the survey generated 100 responses from CEOs/top management executives of Indian-listed companies, 100 CEOs/top management executives of unlisted companies and 300 Indian MBA students.

With exclusive permission from NYSE-Euronext and IIPM Think Tank-ICMR, Business & Economy presents the B&E Annual CEO Survey 2012-13, comparing business and economic sentiments of CEOs/top management and MBA students in the US and India.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

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