Thursday, December 14, 2006

A plastic start…

…proved a strong one for Victor(y) anyway!

To understand the true meaning of ‘success’, one doesn’t have to go far. A look at Li Ka-Shing, Chairman, Hutchison Whampoa Limited and the epitome of ‘success’ clears all doubts. From being just an owner of Cheung Kong Industries – a plastic company to becoming the wealthiest Chinese individual - Li’s journey has been studded with challenges & achievements. Li came into the picture in 1979, two years after Hutchison International & Hong Kong and Whampoa Dock Company merged to form Hutchison Whampoa Ltd.. He purchased Hong Kong Bank’s stake in Hutchison Whampoa in a controversial transaction as the company was already doing well. Li has expanded the operations through both organic and inorganic mode and today, the company stands tall with a handsome turnover of $23 billion with operations in 56 nations and strong presence in sectors like ports, property & hotels, retail and telecom. Li Ka-Shing’s group is structured to retain disproportionate control through pyramid structure, dual-class equities and cross-holdings. His successor will in all likelihood be his eldest son Victor, a Stanford trained engineer and presently MD and Deputy Chairman of Hutchison Whampoa Limited. He is also the Chairman of Cheung Kong Infrastructure Holdings Limited and CK Life Sciences International (Holdings). However, his younger son Richard, preferred to venture on his own - clearing all possibilities of a feud! At 78, Li is one Asian mogul who has carved a niche for himself. And whether it’s Hong Kong or any other nation, he is respected everywhere!
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Source: IIPM, 4Ps, B&E

Rashmi Bansal Editor & Publisher of Jammag Magazine caught Red-handed, read more:

Thursday, December 07, 2006

The legend lives on...

Mukesh’s foray into retail – a befitting tribute to his father’s enterprising spirit and can have a transformational impact He was the Godfather of the ordinary investors who put in their hard-earned savings in Reliance Industries and got much more than their money’s worth. His bold move to raise capital for his gargantuan expansions. He was among the precious few Indian business tycoons who dared to dream big, had the courage to envision global capacities; in a country that was then famous for its risk averse entrepreneurs. When it comes to undertaking large scale, high risk investments, Mukesh’s foray into organized retail looks like a befitting tribute to his father’s enterprising spirit. It is a venture that he states, “Will have a transformational impact on the lives of our people”. After months of razzmatazz, which involved a succession of debates and discussions among industry experts, RIL opened eleven retail stores in Hyderabad by the name of ‘Reliance Fresh’, selling quality fresh fruits and vegetables at highly competitive prices.


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Source: IIPM, 4Ps, B&E

A cornerstone of Murugappa Group’s philosophy has been its social commitment...

One of the success mantras for this group according to A Vellayan, Senior Director, Murugappa Group is, “There is a climate which fosters professionalism and overall the Group’s management style is characterized by professional competence with a spirit of entrepreneurship.” This maverick group has been juggling brilliantly between 29 group companies! In fact, the juggernaut has decided in its most recent move this October to foray in the fitness arena. TI cycles, one of the renowned brands from the Murugappa stable is opening up BSA Workouts – an entire range of cardio and strength equipment. Truly, the adage ‘the only thing permanent in life is change’ seems to be what the Murugappa family firmly believes in. The parent company has over time changed and adapted its identity by partnering with internationally acclaimed companies such as China Engineering and Exploration Bureau (CEEB) of China, Borg Warner Morsetec of USA, Cargill International S.A. of Geneva, Foskor Ltd. of South Africa, ROCA of Spain, DBS Bank of Singapore, Chimique Tunisien of Tunisia, Morgan Crucible Company plc. of U.K, and Mitsui Tsumitomo Insurance Company Ltd. of Japan. A cornerstone of Murugappa Group’s philosophy has been its social commitment and the group has been at the vanguard of public health, education and eco-conservation amongst the communities where the companies of the group are operational. With a policy of corporate governance that encourages high level of accountability and transparency to each stakeholder, Murugappa Group relentlessly pursues a journey charting a path taken by lesser mortals.

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Source: IIPM, 4Ps, B&E

Friday, October 27, 2006

In today’s times, so many films get released every Friday...

All thanks to the growing multiplex culture, there is an aggressive scramble for targeting various niche audiences through unique offerings. The denizens of the film industry have entertained us with intense drama like Omkara, a string of comedies like Golmaal and Malamaal Weekly, thrillers like Gangster and even one day capers like Taxi Number 9.2.11. As far as innovation in film making goes, 2006 proved to be an improved sequel (naturally!) over 2005. Long gone are the days when pasting film posters around city streets and regular teasers were all that producers did to get crowds to theatres. As prerelease controversies become more or less non-controversial and the once reliable ‘formula films’ become unreliable, every one in the industry now swears by the powers of ‘marketing’ and how! Thumps Sameer Joshi, Head, Marketing, Mukta Arts, “In today’s times, so many films get released every Friday, there is a lot of clutter. To get noticed and occupy consumer mind space, one needs to be smart, clever & innovative in marketing efforts.” Says Subho S. Bhattacharya, CEO, Planman Motion Pictures, “With silver & golden jubilees becoming rare, the latest trend is to get maximum Return on Investment (ROI) before the film even hits the screen and ensure good first week collections”. And for that, filmmakers are using every trick of the trade. For complete information on IIPM Articles, please click here... , Also visit: Arindam Chaudhuri Initiative

Source: B&E and IIPM Publications

Thursday, October 12, 2006

A society that recognizes the value of distributed entrepreneurship...

Yet, how many of us have walked away from Microsoft, Google, Intel, Reebok and dozens of other American brands and companies just because we happen to dislike Uncle Sam? Many analysts during the 1980s predicted the end of American dominance in the world of business because nations like Japan and South Korea were driving American manufacturing literally out of business. Forget going out of business, exploiting cross-border cost competencies, American companies now completely dominate even the world of information technology and services. And this will be the century of information technology. A society that recognizes the value of distributed entrepreneurship, regardless of geographical boundaries, is bound to consequently profit exorbitantly. On the cynical wave, people who regard the quest for money, profits and corporate success as unworthy goals could well ask themselves a few questions. Could Sabeer Bhatia have made $400 million in India? And, despite the wealth of intellectual prowess in India, how is it that companies like Google, eBay, My Space & Yahoo all have American origins? Profits matter. The pursuit of profit matters even more. In a medieval society, people whispered, gossiped about and envied the most successful warriors and knights. In modern society, the entrepreneur and the CEO have replaced the Samurai and the knight at the top of the popularity charts. For complete information on IIPM Articles, please click here...

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Source: IIPM Editorial and B&E

Thursday, October 05, 2006

The highs & lows of love

A duo who could do without the dope

Have you felt lately that your life’s a roller-coaster of thrills and spills, soaring to the skies one moment and then careening towards the earth the next? If you are living in the same fiercely competitive, fast paced world that we are in, guess your answer to that would be in the affirmitive. This supposed joyride is even more pertinent for drug users (or abusers), who slip into the roles of Dr. Jekyll or Mr. Hyde with consummate ease. If that’s not bad enough, here’s where it gets worse… what if your better half falls in that category? Dickens made light of it with fiction. He said: “It was the best of times, it was the worst of times” for couples where one partner stoops low to get his (or her) highs. Nothing could be further from the truth. Caught between the extremes of ecstasy and agony, it becomes increasingly cumbersome to hold close someone who sways like a pendulum from one mood to the next. This cataclysmic cesspool sucks in anyone who dares flirt with it, and even celebrities do not escape its clammy clutches. Take Whitney Houston and Bobby Brown, where Whitney’s love of the ‘high’-flying life proved to be the beginning of the end for their teetering marriage (on the brink of collapse anyways). Their now-nixed nuptials have had to contend with deviant dosages of drug – apart from domestic abuse. Excruciating as it sounds, most drug devotees, well past the point of no return are beyond redemption. Trying to salvage shreds of a resultant relationship can be as painful as bailing water out of a sinking cruise liner with a beaker! Heed Brown, when he says ‘crack is wack’. He’s learnt it the hard way!

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Source: IIPM Publication

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Saturday, September 23, 2006

The convergence dream

As far back as 2001, Reliance Infocomm had been laying optical fibre cables across the country at a speed of about 100 kms per day, way ahead of other competitors. The dream was to emerge as a leader in the sector by providing requisite bandwidth for tapping opportunities in computer services, entertainment and value-added telecom services. Till date, the company has laid about 80,000 kms of optical fibre cable network all over the country, which has the capacity to carry voice, data and video. But with the government now having denied RCL the strategic last-mile connectivity, will Anil’s dream to reach out to Indian homes with audio, data and video through a single cable prove to be just a mirage? Plain questions; but with the power packed in them to decide the fate of his most dynamic interest and perhaps the future of his entire group!

Friday, September 15, 2006

Companies can use existing legal mechanisms to enforce judgments against a contracting government outside its home country in cases where local courts have frustrated attempts to collect arbitral awards. Firms can also state that obtaining political-risk insurance or other types of insurance is a condition for proceeding with a contract. When changed circumstances or attitudes destabilize long-term agreements, companies have two choices: Renegotiation or formal dispute resolution. Contracts that combine shock-absorber and safety-net clauses can guarantee a better outcome in either case. For companies looking at the high-risk, high-reward prospect of taking on major projects abroad, these types of contracts provide the starting point for a trust-based partnership – and an ending point should trust ultimately fail.


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Editor: Arindam Chaudhuri

Source: IIPM Publication